FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- TBD
REQUEST TITLE: Community Wellness and Crisis Response Team – Two-Year Pilot Program Request Summary
Hire a full-time Star Vista clinician to enhance police response to incidents involving individuals experiencing mental health crisis, substance abuse, and homelessness in Pacifica. This police-mental health response team will be a two-year pilot program to evaluate efficacy. The clinician’s salary with benefits is $140,000 per year.
Factors Driving the Request for Change
Nationally, the increased response of law enforcement to mental health calls has led to incidents with adverse consequences resulting in trauma, injury, or death. Moreover, the justice system is often ineffective and inefficient when addressing the needs of mental health consumers and people experiencing homelessness.
Over the past calendar year, the Pacifica Police Department has responded to approximately 300 calls for service in which someone was experiencing a mental health crisis. During these incidents, mental health consumers can behave unpredictably and even violently. The presence of uniformed police officers can, at times, further escalate the situation. People experiencing homelessness have also communicated an unwillingness to report crimes to the police due to fear or other concerns.
A Star Vista Clinician will respond with officers to calls for service regarding mental health issues, homelessness, and substance abuse with a focus on conflict management, de-escalation, and linking people to supportive services. The clinician will also serve as a liaison with the unhoused community and case manager to follow up with clients and families. These robust services will be much more effective than the traditional approach of repeatedly placing an individual on a “5150 hold”, or psychiatric detention.
Another benefit of a Star Vista Clinician is to increase the knowledge of mental health conditions and effective intervention strategies among the Pacifica Police Department personnel. The clinician will provide consultation, training, and support to enhance our service delivery and increase the safety of mental health consumers and first responders.
The Pacifica Police Department will align the co-response model after StarVista’s Community Wellness and Crisis Response Team. This successful pilot program was a partnership between San Mateo County Behavioral Health and Recovery Services and four San Mateo County police departments. Data collected supported a reduction of repeat calls for service, the reduction of criminal or violent acts committed by mental health consumers, and a reduction in the use of force incidents between mental health consumers and police.
The impact of this change would be measured by collecting data to determine if there is a reduction in number of repeat calls for service for the same community member, a reduction in criminal or violent acts committed by those experiencing mental health crisis, and the reduction in response times and total hours police department personnel spend on calls for service involving mental health crisis, substance abuse, and homelessness. Anecdotal evidence derived from interviews with the Pacifica Resource Center and clients would also provide useful information to gauge program efficacy.
Priority Tracking Council Strategic Goal
Department Priority 2 Organizational and Fiscal Stability ☒ City Manager Priority 1 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☐ On-going (Annual) ☒ One-time
FY 2023-24 Base Budget Expense Amendment Page 2 of 2
Impact of Change (section to be completed for reduction submissions only) N/A
Alternatives
A mental health-police response model is an established best practice in public safety. No other researched or vetted alternative exists that would significantly enhance police response to incidents involving individuals experiencing mental health crisis, substance abuse, and homelessness in Pacifica.
Cost Summary
The base annual salary for a clinician, vetted by Star Vista, is $115,000/year. The total cost of the annual salary with benefits is $140,000.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
PD Patrol Division Salaries 1 500560 51200 $115,000
PD Patrol Division Benefits 1 500560 51600 $25,000
Total Operating Costs $ 140,000
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 140,000
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- 01.500560.52800
REQUEST TITLE: Update our BWC, In-Car Cameras and Tasers with Axon Request Summary
The Pacifica Police Department would like to update our body worn camera system, In-car camera system and Taser’s with Axon. Our current body worn cameras contract is expiring, and our in-car camera system and tasers are becoming obsolete. A preliminary quote from Axon revealed the average cost to be $130,00 a year for a five- year contract. Our current budget for BWC is $33,000 a year, so our request is to increase the above account number an additional $100,000 a year, for the next 5 years.
Our current contract with Intrinsic (body worn camera) is expiring in October 2023. We have experienced numerous problems with uploading data, transferring data, and book- marking evidence in preparation for court. Our current in-car camera system (Data 911) operating systems are becoming obsolete. We have yet to receive a camera system needing replacement for one of our vehicles. This request was made in November of 2022. Currently this data needs to be uploaded onto a server, rather than the cloud. Our IT team has informed us that if we continued our service with Data 911, a new server would need to be purchased, which is very costly. Finally, our current model of Tasers will eventually be phased out, and a newer generation/model is needed to meet the needs of our officers.
By entering into an agreement with Axon, they will be able to be a one stop shop for all our needs. Axon currently integrates with our Records Management System, unlike our current vendors. This creates a smooth workflow from our officers to the property clerk, records staff and the District Attorney’s Office.
At this point, we don’t have any other options as these are necessary equipment purchases needed to ensure our officers are equipped properly and to ensure the communities expectations are met all while providing the utmost transparency.
Cost Summary
$100,000 - General Fund
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Police Patrol Contractual Service 1 500560 52800 100,000.00 Total Operating Costs $ 100,000.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 100,000.00
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 2 Stewardship of City Infrastructure ☒ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☒ On-going (Annual) ☐ One-time
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- Engineering – Salaries - Regular REQUEST TITLE: Limited-Term 3-year Full-Time Maintenance Worker I Request Summary
The City’s Public Works Department deals with aging infrastructure, extreme weather events, and limited staff resource issues. Additionally, recent changes to the City’s tree ordinance require increased staff efforts related to assessing, trimming, and removing City trees. The City has also experienced a significant increase in the number of calls and concerns from residents regarding City trees due to the recent winter storms and concerns about future El Nino storm events. These winter storm events have caused more damage around the City that needs to be addressed by Public Works staff that staff has not completed due to staff resource issues, therefore, causing a backlog of work. There is a need for additional maintenance staff to help before, during, and after these destructive storm events. To help Field Services address their work backlog and anticipated upcoming emergency storm events, Public Works is requesting a Limited-Term, 3-year Maintenance Worker I position. Additional help to address the Field Services work backlog warrants the Limited-Term, 3-year Maintenance Worker I position.
The Maintenance Worker I’s highest annual salary range for FY 22-23 is $75,625 + $46,375 for benefits.
Based on this, $122,000/year will be needed for the reclassification to cover salary and benefits. Staff requests that the Finance Department confirm the actual costs of the salary and benefits.
Factors Driving the Request for Change (section to be completed for additions only) The backlog of Public Works infrastructure repair work will continue to grow without this added limitedterm position. The position will help lower crew stress levels that are at an all-time high due to the 13 atmospheric rivers that cause substantial damage around the City. Also, support from this position in the Field Services section both before and during storm events will help to minimize future infrastructure damage in the City from these events. The impacts of having this Limited-Term 3-year position will be assessed based on back-load reduction and storm preparedness.
Alternatives:
The alternative is for the position to not be added. This would result in the Field Services section continuing to struggle with critical backlog work that needs to be completed. This work will fall on existing Field Services staff members adding increased stress to the Field Services staff likely resulting in continued and possibly higher staff turnover in the section.
Cost Summary
How much will the change cost for the next year (by major category of cost)? $122,000 of General Fund.
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 4 Stewardship of City Infrastructure ☒ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2023-24 Base Budget Expense Amendment Page 2 of 2
Line Item Description Fund Org Numbe Object Code Total Amount Operating Expense
Salaries & Benefits - Regular 1 700751 61,000.00
Salaries & Benefits - Regular 1 700754 61,000.00
Total Operating Costs $ 122,000.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 122,000.00
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- GF TBD
REQUEST TITLE: Short-Term Rental (STR) Program Ordinance and Compliance Enhancements Request Summary
Establish the City’s STR compliance program by updating the ordinance and improving enforcement and compliance. Ordinance update budget includes estimated consultant and City Attorney time. Enforcement and compliance improvements service will include establishing the Senior Code Enforcement Officer classification and funding this position together with addional legal budget related to STR-related disputes requiring legal review. The cost of the program will be partially offset by the revenues from the increased short-term rental (STR) permit fees (as presented in the Master Fee Schedule). This position will supervise the Code Enforcement Officer classification and focus significant investigative and enforcement resources on oversight of the expanded operating requirements for individual STRs that exist in the current and updated STR ordinances. Increased code enforcement resources at the Senior Code Enforcement Officer level dedicated to investigating STR complaints and ensuring compliance will improve quality-of-life in neighborhoods across the city.
Factors Driving the Request for Change (section to be completed for additions only) The City’s establishment of STR operating requirements in 2018 has required increasing commitment of code enforcement resources to respond to complaints of non-compliance. STR ordinance updates are expected to expand operating requirements that will require additional code enforcement resources to investigate and achieve compliance.
Increasing resident concerns about quality-of-life impacts from STRs requires additional code enforcement resources to investigate complaints and enforce the Pacifica Municipal Code when violations are substantiated.
Currently, investigation of STR complaints is diverting significant code enforcement staff resources away from other priority investigative and enforcement work.
Alternatives
The City could update the STR ordinance using primarily City staff time; however, that would divert Planning Department resources from other Strategic Plan goals/strategies. For enforcement, the City could use STR permit revenues to contract with a third-party code enforcement provider. However, the sensitivity and complexity of STR code enforcement matters favors City staff involvement in those activities to improve confidentiality and coordination with other City staff, and ensure consistent enforcement for all STR permittees.
Cost Summary
How much will the change cost for the next year (by major category of cost)? The top step of the Sr. Code Enforcement Officer positon is budgeted at $165,300. Updating of the STR ordinance would be a General Fund expense increase of roughly $70,000 which would be a One time expense, plus an additional $50,000 of Legal expenses as on-going allocation for potential legal challenges related to STR program.
Are there any off-setting revenues or cost savings?
Staff recommends increasing the current $158 STR permit fee to $1622 (for unhosted STRs) which could generate about $243,300 per year (under 150 cap on STRs) which would help partially offset the cost of the program, potentially reducing it to $42,000 as requested for funding in FY 2023-24.
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 8 Stewardship of City Infrastructure ☐ Affordable Housing ☒
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☒ On-going (Annual) ☐ One-time
FY 2023-24 Base Budget Expense Amendment Page 2 of 2
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Short Term Rental Ordinance Update 1 70,000
Senior Code Enfrocement Officer 1 165,300
Additional Legal Costs 50,000
Total Operating Costs 285,300
Offsetting Cost Savings or Revenues
Short Term Rental Permit Fees (243,300)
Net Operating Costs 42,000
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Administration - Econ. Development – GL Acct: 01.200230.52800.0000.000 REQUEST TITLE: Implementation of the Economic Opportunities Study Recommendations Request Summary
Allocation of $60,000 for the Implementation of the Economic Opportunities Study recommendations to include preparation of the RFP for the Beach Blvd. site as appropriate subject to the Surplus Land Act (SLA) process, as well as obtaining an official appraisal (MAI or Value Statement) of the Beach Blvd site, and conducting a feasibility assessment and developing an implementation plan for establishing a special / tax increment financing districts such as CRD or EIFD for the Sharp Park and/or Rockaway districts.
Factors Driving the Request for Change (section to be completed for additions only) The City completed the Economic Opportunities Study this year, which resulted in a comprehensive list of opportunities and implementation steps categorized between the short (1-2 years), medium (3-4 years), and long-term (over five years). The recently adopted Strategic Plan includes the Implementation of the EOS as one of the high priorities for the upcoming year and beyond. Investing in the City’s economic development activities will bring additional revenues to the local economy.
Impact of Change (section to be completed for reduction submissions only) N/A
Alternatives
Alternatives to this request include not funding or funding below the proposed amount. Should Council choose an alternative action, this may impact the staff’s ability to implement the Council’s strategic goals.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Economic Development Div- 01.200230.52800.0000.000 1 200230 52800 60,000 Total Operating Costs 60,000
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs 60,000
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 10 Stewardship of City Infrastructure ☒ Affordable Housing ☒
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☐ On-going (Annual) ☒ One-time
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Administration - Econ. Development – GL Acct: 01.200230.52800.0000.000 REQUEST TITLE: Continue Shop Pacifica / Workation Promotional programs for six-months Request Summary
The current year’s budget includes a $50,000 allocation of one-time ARPA funds for the purpose of continuing marketing Pacifica as a destination and expand the Shop Pacifica and Workation programs launched this year by requesting to continue them in FY2023-24. The FY2023-24 Recommended allocation reduces this budget to $25,000 in General Fund Requesting $25k be allocated for promoting the Shop Pacifica and Workation programs for the first half of the FY 2023-24. Funds will be used to run large-scale promotions, increasing local spending, bringing in new revenues to the City’s local economy.
A portion of these funds will return to the City in the form of Sales Tax Revenues.
Factors Driving the Request for Change (section to be completed for additions only) “Fiscal Stability” includes investing in economic development to increase revenues. In an effort to invest in the local Pacifica economy post-pandemic, keep tax dollars local, and drive economic recovery, the City is proposing a one-time $25k allocation to the Shop Pacifica e-Gift card program. The one-time allocation would enable the Economic Development Division to continue running Shop Pacifica e-Gift Card and Workation promotions for six additional months.
These funds will stay in the community and directly and broadly benefit both Pacifica residents and Pacifica Businesses. If approved, success would be measured by the increase of sales tax revenues to the City for the duration of the year.
Impact of Change (section to be completed for reduction submissions only) N/A
Alternatives
Alternatives to this request include not funding, or funding below the proposed amount. Should Council choose an alternative action, the benefits identified should no longer be anticipated.
Cost Summary
$25,000 - General Fund
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Economic Development 01.200230.52800.0000.000 1 200230 52800 25,000 Total Operating Costs 25,000
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs 25,000
Priority Tracking Council Strategic Goal
Department Priority 2 Organizational and Fiscal Stability ☒ City Manager Priority 11 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☐ On-going (Annual) ☒ One-time
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Accounts- 01.51300.0000.000 (Part-Time) REQUEST TITLE: Summer Interns City Wide
Request Summary
The City recently hired seven interns to work over the summer in various departments city wide, using salary savings, and desires to continue this successful program in the future. Internship program as an effective way to augment staff’s work and create a path forward for potentially recruiting new employees in the future. The current participating departments include the City Manager’s Office, Human Resources, Finance, Public Works, Waste Water, Planning, and PB&R. The program is budgeted as $5,000 per department to the total funding of $30,000 in the General Fund and $5,000 in the Waste Water Enterprise Fund.
Factors Driving the Request for Change (section to be completed for additions only) ◼ To provide staffing support City wide on a temporary and part-time basis.
Impact of Change (section to be completed for reduction submissions only) ◼ N/A
Alternatives
An alternative is to not fund this initiative or fund it at a reduced level.
Cost Summary
◼ $30,000 - General Fund
◼ $5,000 – Waste Water Fund
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Part Time Salaries 1 Various 52300 30,000.00
Part Time Salaries 18 940741 51300 5,000.00
Total Operating Costs $ 35,000.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 35,000.00
Priority Tracking Council Strategic Goal
Department Priority 3 Organizational and Fiscal Stability ☒ City Manager Priority 12 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account-
REQUEST TITLE: Salary Adjustment for Recreation Manager Position Request Summary
The currently vacant Recreation Manager position serves a critical role for the Parks, Beaches, and Recreation Department. The position oversees day to day operations and provides support to the Senior Services, Childcare, Recreation, and Aquatics Divisions. The direct support to frontline supervisors that the Rec Manager provides is critical for high level service delivery. Oversight of payroll, accounts payable and receivable, budget, grants and mandated financial reporting are ongoing tasks that need additional oversight and support. The position also reports directly to the department Director and plays an important role in developing new programs, opportunities, and a pathway forward. The Recreation Manager position has been vacant for over 12 months.
The PB&R Department finds it an inappropriate use of time and resources to run a recruitment for a position that the current salary does not match the level of responsibility, is far below equal position salaries in neighboring benchmark cities and will not attract the level of management experience within the Parks and Recreation profession necessary for this position. It is important to note that several bay area cities have run similar recruitments with more competitive salary and benefits packages.
As part of the Midyear Budget review, the Director of Parks, Beaches and Recreation recommended adjusting the salary range of this position. Being able to recruit and retain talent of a higher level of expertise and management experience will strengthen the overall quality and effectiveness of the Department. The new suggested salary range is consistent with the management salaries in other City of Pacifica departments such as the Human Resources Manager, and still falls below other city management positions such as Field Services Manager and others. Staff believes that the new range would allow the City to stay competitive and attract a top talent-qualified pool of candidates. One of City Council’s top goals for the next 7 years is to be able to recruit and retain staff, and current staff believes this is a critical adjustment that must be made.
Alternatives
The alternative is to not approve, require staff to run a more than likely unsuccessful recruitment process, and return to council for new direction. This will only delay the process of filling the position, and will result in lost resources and time.
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 13 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2023-24 Base Budget Expense Amendment Page 2 of 2
Cost Summary
Salary ranges for all City positions are established by City policy, which is set at an average salary of ten (10) previously negotiated and agreed upon comparison agencies.
The new Recreation Manager monthly salary range would be set at $10,530 - $12,989. The maximum fiscal impact of this reclass is about $25,300 (based on the top step comparison). However, the actual fiscal impact will be dependent on the future employee's placement salary step with the organization.
Based on the City's current practices, most appointments are made at the mid-range salary scale, so the actual annual cost is likely to be lower in the first few years of the position being filled.
Recreation Manager Recreation Manager
Current Scale Proposed Scale
$9,684 - $11,137 $10,530 - $12,989
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Salaries - Regular 25,300.00
Benefits
Total Operating Costs $ 25,300.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 25,300.00
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- 01.800870.52300.0000.000 REQUEST TITLE: Increase in City Wide Special Events Budget Request Summary
The PB&R department is planning on increasing the size and scope of our City-Wide special events. As the most significant portion of the pandemic subsided, the community has shown that they are ready to return to attending large scale special events. These events are a staple for any healthy community. In addition to increasing the size and scope, the additional funding will allow the department to add new and exciting activities and attractions, play an enhancement role at many of the already established community events, and focus on creating new platforms for building community. The overall department revenue will increase by $210,000 which will offset this cost.
Factors Driving the Request for Change (section to be completed for additions only) ◼ As we move further away from the worst part of the pandemic, Pacificans have once again began to attend more civic events as well as show an interest in attending group programs. ◼ We will be able to facilitate improved events, increase attendance, and offer payment to contract instructors that will also bring in new streams of revenue. ◼ Number of attendees at events and programs. Survey participants for quality of experience, new revenue.
Impact of Change (section to be completed for reduction submissions only) ◼ Special events would actually down scale as outside costs rise, and our ability to assist with other civic events would be diminished. Community Center programming would stall and new offerings would be scarce
◼ What is the direct and/or indirect impact to the General Fund and Community? The community will see an immediate impact. City-wide events will improve and so will civic pride. The ability to provide enhanced family focused events is paramount to the community’s success and support of each other and the city as a whole
Alternatives
This line item is extremely underfunded and has resulted in special events and contract instruction being stagnant.
Priority Tracking Council Strategic Goal
Department Priority 2 Organizational and Fiscal Stability ☒ City Manager Priority 14 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☒ On-going (Annual) ☐ One-time
FY 2023-24 Base Budget Expense Amendment Page 2 of 2
Cost Summary
◼ $47,200 Total General Fund with a current budget of $17,200 for a total Budget increase of $30,000. ◼ Are there any off-setting revenues or cost savings? Yes, new revenues of $40,000 will come in as a result of enhanced program scope and participation.
◼ What are the specific line items (and additional amounts) affected by this request in FY23-24? Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
01.800870.52300.0000.000 1 800870 52300 30,000.00
Total Operating Costs $ 30,000.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 30,000.00
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- 01.800820.51300.0000.000 REQUEST TITLE: Funding for dedicated Teen Space at the Community Center Request Summary
The PB&R department will be opening a dedicated Teen Space at the Community Center. This space will be located on the southern end of the building with direct access to and from the skatepark. We will outfit the room with the help of teen input, staff, and program the space.
Factors Driving the Request for Change (section to be completed for additions only) The City of Pacifica is intent on providing increased services to our Teen population. The Youth Advisory Board has returned, use of the skatepark by teens has increased, and positive spaces are in dire need for this age group.
◼ Teens will have an increased sense of ownership of the community center property, as well new doors will be opened for services to be identified and provided ◼ Number of attendees to the program, Teen feedback via survey, Parent/Guardian feedback Impact of Change (section to be completed for reduction submissions only) ◼ This a modest request of an $8k enhancement. This will result in new services provided to teenagers that are finding it increasingly more difficult to find places for them to congregate (Sea Bowl closure, etc)
◼ Number of Teens in program, daily attendance, guardian feedback ◼ $8,000 cost
Cost Summary
◼ $16,000 total budget which would be an increase of $8,000 but will have an offsetting revenue increase of $3,400 from program operation. Total net increase would be $4,600 of General Fund expenses.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
PBR Teen Part Time Salary 1 800820 51300 8,000.00
Total Operating Costs $ 8,000.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.) 1 000000 46810 (3,400.00) Net Operating Costs $ 4,600.00
Priority Tracking Council Strategic Goal
Department Priority 3 Organizational and Fiscal Stability ☒ City Manager Priority 15 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☒ On-going (Annual) ☐ One-time
FY 2023-24 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account- 01.100110.51700.0000.000 REQUEST TITLE: Councilmember Conference & Training
Request Summary
This budget expense amendment is to implement the Council accepted budget policy decision for Fiscal Year 2023-24 to allocate a budget of $7,000 per Councilmember and $10,000 per newly-elected Councilmember for use toward registration, travel, lodging, and related expenses for attendance at conferences and trainings related to their elected City official role. The increased budget allocation for newly-elected is to cover additional trainings that are related to good governance practices and familiarizing newly elected officials with municipal government operations and best practices. Prior to this policy decision, there was no specific budget allocation for this purpose per Councilmember.
Factors Driving the Request for Change (section to be completed for additions only) ◼ Provide for standard process / budget allocation per Councilmember. ◼ The FY 2022-23 budget allocation to this expense category of $13,500 will increase to $38,000, assuming 4 Councilmembers and one newly elected Councilmember.
Impact of Change (section to be completed for reduction submissions only) ◼ N/A
Cost Summary
◼ How much will the change cost for the next year (by major category of cost)? Increase by $24,500. Ongoing, the expense may fluctuate depending on how many newly elected Councilmembers there are in a given year.
◼ How does this compare with current costs?
Current cost is $13,500
◼ Are there any off-setting revenues or cost savings?
$1,600 offset cost re-allocated from City Council–Departmental Expense (01.100110.52300.0000.000) to City Council – Conferences & Training (01.100110.51700.0000.000) Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
City Council - Conferences & Training 01.100110.51700.0000.000 24,500.00 City Council - Departmental Expense 01.100110.52300.0000.000 (1,600.00) Total Operating Costs $ 22,900.00
Offsetting Cost Savings or Revenues (Enter as
negative number. If none, leave blank.)
Net Operating Costs $ 22,900.00
Priority Tracking Council Strategic Goal
Department Priority 1 Organizational and Fiscal Stability ☒ City Manager Priority 16 Stewardship of City Infrastructure ☐ Affordable Housing ☐
Council Accepted Climate Change Adaptation and Mitigation ☐ Council Rejected Public Communication and Collaboration ☒ ☒ On-going (Annual) ☐ One-time