FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account - 01.200210.52331.0000.000 REQUEST TITLE: Municipal Election Expenses Projected November 2024 Election Request Summary
November 2024 represents a regular general municipal election cycle for the City of Pacifica. There will be two City Council district seats up for election (Districts 1 and 4) and the City may place one measure on the ballot. Based on estimated election costs received from the San Mateo County Elections Division, the cost for 2 Council seats and one ballot measure may be in the range of $157,000 for the County to conduct election services. Additional expenses will be necessary for elections materials and publication of elections notices, translations, etc. The total budget request for elections related expenses for FY 2024- 25 is $175,000. While the City has some discretion on placing city-initiated measures on the ballot, the election for City Council seats is a mandated cost that must be borne in the regular even-year election cycles.
Factors Driving the Request for Change
Regular City Council municipal election cycle.
Placement of a proposed revenue measure on the ballot to Improve City Infrastructure is aligned with City Council Strategic Plan and priorities.
Alternatives
Alternative options include City Council direction to not place a city-initiated measure on the ballot for the November 2024 election. This would require a deviation from recommendations to Council that staff is pursuing to align with Council strategic plan for Improve / steward City infrastructure, streets, and facilities. There is no alternative to the regular election for City Council district seats, as that is a mandated action.
Cost Summary
The elections expense request for FY 2021-22, which was the previous regular municipal election in November 2022, was for $160,000. The estimated additional expenses above the FY 2021-22 base budget is an increase of $15,000.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Election Expense 01 200210 52331 175,000
Total Operating Costs $ 175,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 175,000
Priority Tracking Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 1 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – General Fund
REQUEST TITLE: Convert (2) Police Officer Over-hire Positions added at Mid-Year to Permanent FullTime Police Officer Positions Request Summary
The police department is requesting to convert (2) over-hire police officer positions that were added during the FY2023-24 Mid-Year and convert those positions to (2) permanent full-time police officer positions to keep pace with the six eligible retirements in FY2024-25. We are experiencing a recruitment crisis and must prepare the organization before these vacancies result in the inability to provide public safety services.
Factors Driving the Request for Change
The reduction in overtime expenditures ($656,761 in 2023). Six sworn personnel are eligible for retirement in FY2024-25. It takes approximately one year from date of hire for employee to serve as a solo patrol officer. Inability to provide public safety services requiring additional mutual aid requests. Threat to staff retention due to excessive mandated overtime (one officer resigned in March 2024 with more anticipated).
Impact of Change
Anticipated 15% reduction in patrol overtime costs.
Increased capacity to accommodate attrition rates.
A self-reliant independent operating police department. Retain valued staff.
Alternatives
The city can deny this request or authorize the police department to be budgeted for two permanent positions in FY2024-25 - increasing our authorized positions from 33 sworn personnel to 35 sworn personnel. Our current staffing levels are 38% lower than in 1989. A 2018 study reflected that PPD was 29% lower than (5) similar sized agencies in San Mateo County. Our current minimum staffing and mandated overtime has resulted in the resignation of one officer and three workman’s compensation injuries stemming from mental health issues and physical injuries.
Our minimum staffing jeopardizes the health and safety of our officers and does not properly address contemporary public safety issues (i.e. traffic, substance abuse, rising property crimes) as we lack high visibility patrols and the opportunity to be proactive in impactful ways. Our staffing levels cannot accommodate a sick call, vacation, comp-time, court, or training. Any and all absences must be backfilled with mandated overtime. This is an unacceptable staffing model for a police agency.
Cost Summary
There is no cost or fiscal impact to the general fund as the request is to add two over-hire Police Officer positions approved at the Mid-Year Budget review and therefore included in the FY2024-25 base budget. Staffing was costed based upon the top step, fully burdened annual cost for the position at the Priority Tracking Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 2 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
monthly salary rate of $9,989. Therefore, there is no additional cost to FY2024-25, but the request is listed for budget position control purposes.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description
below)
Total Operating Costs $ -
Offsetting Cost Savings or Revenues
Net Operating Costs $ -
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – Finance & Administration 01.240220.51200.0000.000 REQUEST TITLE: Adding a Finance and Administrative Services Director Position Request Summary
This recommendation is to add a standalone Finance and Administrative Services Director position within the Administrative Services Department to provide strong finance oversight and management support for other administrative functions. The proposal arises from the critical need for oversight and support in the Finance Department due to staff turnover and newer staff members requiring more support and training to perform critical day-to-day operational and management functions. This action would also create a standalone Assistant City Manager position, significantly increasing the capacity of this role by separating the Finance & Administrative Services Director and Assistant City Manager duties into two separate positions.
Factors Driving the Request for Change
Historically, the City of Pacifica’s Assistant City Manager role has always been combined with other department head responsibilities depending on the incumbent’s area of expertise. The current Assistant City Manager also holds responsibilities for Economic Development, Risk Management, and all administrative functions, including Finance, Human Resources, and Information Technology. Not only is this workload unsustainable for one position, but the ACM currently has limited capacity for other critical general functions, ongoing programs, and special projects within the City Manager’s Office, Additionally, due to recent turnovers in the Administrative Services Department, there are many new and less experienced staff members, especially in the Finance Division, who require a lot of attention, training, and mentorship. This places significant constraints on the ACM’s time across all areas of responsibility, making it challenging to ensure the smooth daily operation of the department.
Furthermore, the Human Resources Manager announced her upcoming retirement in September and based on preliminary conversations with peer agencies and the Bay Area’s top public sector recruitment firms, this position will be extremely hard to fill. Creating a department director-level position over the administrative services could expand the pool of qualified and experienced potential candidates who are currently Finance or Human Resources Directors interested in expanding their career to a broader administrative role.
Depending on the area of expertise that the prospective incumbent brings to the City, it would provide the City Manager with more options for future reorganization of the Administrative Services Department to leverage staff knowledge, expertise, and fit to achieve the additional savings target, listed on this form, by un-funding and/or reclassifying other positions in the department.
Impact of Change
The addition of the Finance & Administrative Services Director would equip the Administrative Services Department with needed management oversight while freeing up the Assistant City Manager capacity to take on additional ongoing programs and special projects within the City Manager’s Office, such as ongoing short-term program administration and ordinance revision, development and implementation of the affordable housing programs, comprehensive risk management assessment and development of the Priority Tracking Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 3 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
ongoing risk mitigation program and implementation of the risk management operational best practices, managing the new cost allocation plan, development impact fees and user fee study, development of the 2212 Beach Blvd Site, subject to the surplus Land Act process, feasibility assessment for special tax increments financing districts, such as Climate Resilience District (CRD) or Enhanced Infrastructure Financing District (EIFD), managing the H-BID program, and other. .
Alternatives
Not approving this request would reinforce the unsustainable workload and may result in additional delays in several projects and the implementation of the Council’s Strategic Plan.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $18,234, which is below market for this classification but is internally aligned with other executive salaries within the City. Based on the City’s current practices, most appointments are made at the midrange salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on a preliminary market compensation analysis of similar classifications of neighboring cities in San Mateo County. Once the Council provides direction, staff will bring the recommended classification and salary schedule for approval prior to commencing the recruitment. All new positions also include an assumed 25% savings in year one, representing the time required to complete the recruitment process.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Salary and Benefits 01 240220 51200 280,543
Total Operating Costs $ 280,543
Offsetting Cost Savings - 25% savings in year one 01 300320 51999 (70,136) Additional Savings from future reorganization (one-tim 01 240220 51200 (100,000) Net Operating Costs $ 110,407
FY 2024-25 BASE BUDGET
TRANSFER REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Engineering – Multiple accounts
REQUEST TITLE: New Assistant Civil Engineer for Public Works Engineering Division Request Summary
The Public Works Engineering Division proposes creating a new Assistant Civil Engineer position to manage Coastal Projects, Capital Improvement Projects (CIPs), permits, grant applications, and other administrative reporting. 5% of the position’s salary can be paid by reimbursements from the HMGP grant on the 310-330 Esplanade Project.
Factors Driving the Request for Change
The city’s staffing is 25% less than other agencies. The City is also experiencing a greater amount of storm damage and needs staffing in order to fulfill the required disaster-related reporting to receive reimbursements. There is currently $150 million in unfunded Capital Improvement Program projects that can be carried out further by adding this new position. The impact can be measured by the number of CIP’s that are completed annually.
Alternatives
The alternative is not to hire a new Assistant Civil Engineer. This would result in limiting the CIP’s, permitting, grant applications, and other administrative reporting carried out by the division.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $10,145. Based on the City’s current practices, most appointments are made at the midrange salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on an existing salary schedule of similar classifications of neighboring cities in San Mateo County. All new positions also include an assumed salary savings in year one, representing the time required to complete the recruitment process.
Priority Tracking Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 4 Improve / steward City infrastructure, streets and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Transfer Request Page 2 of 2
Line-Item Description Fund Org Number Object Code Total Amount Operating Expense
Estimated salary for the addition of a fulltime Assistant Civil Engineer position 01 700723 51200 64,447 Esplanade Project funding to cover 5% of
salary expenditure 38 860000 51200-S011 8,655
Street Improvement 13 900000 51200 50,000
Capital Improvement Program 22 900723 51200 50,000
Total Operating Costs $173,102
Offsetting Cost Savings
Year one salary savings 01 700723 51999 (16,112)
Net Operating Costs $156,990
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Police Department - Patrol Division
REQUEST TITLE: Request Implementation of an Automated License Plate Reader (ALPR) program Request Summary
The Pacifica Police Department is requesting the implementation of an Automated License Plate Reader (ALPR) program. This program will incorporate (10) fixed ALPR cameras throughout the city, which will help our staff to respond to crim impacting our community. ALPR technology provide real time information to police officers on patrol by providing onscreen alerts for license plates which might be associated with criminal activity, such as retail theft, stolen vehicles and even help locate missing persons or persons experiencing a mental health crisis.
We anticipate upon implementation of this program additional monies may be available through grants and will allow for this program to grow, by adding more cameras.
We also request that our Axon in-car camera system be allowed to utilize ALPR/Flock in our patrol vehicles. Our new In-car camera system allows for this technology to be turned on from our camera system, allowing our patrol cars to also receive alerts.
Factors Driving the Request for Change
Public safety technology that will augment and support low staffing in our agency. Decrease and help investigate a large amount of retail theft occurring in the city. Real time alerts to reduce crime and increase efficiency in investigating crimes. Increases our chances of locating persons who are wanted for criminal activity. One of the only cities remaining in San Mateo County, who have yet to implement this program.
Impact of Change
The use of this public safety technology will allow for more tools to investigate crimes and trends. Will result in a stronger partnership with our businesses in town. Sends a message to “would be” criminals that Pacifica has this technology and will utilize it to make persons responsible for their actions.
A rather low-cost investigative tool that will cut down on time investigating crimes. Currently officers must reach out to surrounding agencies who already have this valuable public safety technology and request information, which could take several days.
Alternatives
No alternatives available currently to assist law enforcement in combating retail theft.
Cost Summary
The implementation of this program would cost approximately $45,000 a year. We would have to enter into a contract with Axon (5years) and Flock (2years) to utilize the (10) designated locations and all (13) Priority Tracking Council Strategic Goal
Department Priority 5 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 5 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
patrol vehicles to be activated. This cost includes installation of the fixed cameras, maintenance and activation of ALPR on our in-car cameras system.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Axon/Flock contract estimate per year 01 500560 52800 45,000 Total Operating Costs $ 45,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 45,000
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.660711.51200.0000.000 REQUEST TITLE: Reinstating the Deputy Director of Planning Position Request Summary
Hire one new Planning Department staff at the Deputy Director of Planning classification (on-going request); The new permanent staff position is necessary to significantly increase Planning Department staff capacity in light of the numerous, major work plan items assigned to the Planning Department over the next several years, including, but, not limited to the Housing Element program implementation, shortterm rental program updates, Climate Action and Adaptation implementation actions (after plan adoption), comprehensive zoning updates, Sharp Park Specific Plan LCP Amendment certification, and major development projects in the pipeline. The permanent staff hire is intended to remain in place for the ongoing years.
Factors Driving the Request for Change
Major City Council Strategic Plan assignments to the Planning Department, along with significant external factors requiring major staff resource commitments including major development project applications, Coastal Commission LCP amendment certification efforts, ordinance updates triggered by the 2040 General Plan adoption, ordinance updates and program development/implementation triggered by Housing Element adoption, and ordinance updates to comply with state law changes.
The Planning Department will be able to more effectively support implementation of the City Council’s Strategic Plan priorities while also complying with the City’s legal obligations to process development projects and amend its ordinances to comply with state law and achieve General Plan consistency.
The impact would be measured by quarterly progress made on City Council Strategic Plan implementation as well as the timely processing of development projects.
Alternatives
The need could be partially met by contracting for Deputy Director-level consultant services. Although familiarity and institutional knowledge that would be developed by hiring City staff is advantageous.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $15,968. Based on the City’s current practices, most appointments are made at the midrange salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on an existing salary schedule of similar classifications of neighboring cities in San Mateo County. All new positions also include an assumed salary savings in year one, representing the time required to complete the recruitment process.
Priority Tracking Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 6 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☒ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Annual salary cost for one Deputy Director of
Planning position 01 660711 51200 $252,647
Total Operating Costs $252,647
Offsetting Cost Savings or Revenues
Year one salary savings 01 660711 51999 ($126,324)
Net Operating Costs $126,324
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account - 01.700770.51200.000
REQUEST TITLE: Adding (1) Limited-term Senior Building Maintenance Specialist - 3-Year Temporary Position
Request Summary
This is a temporary position that will remain and have a salary cost for three years only.
Factors Driving the Request for Change
Public Works/Field Services is proposing to add a permanent full time Senior Building Maintenance position to help facilitate and coordinate maintenance, repair and upgrades to our aging facilities. The position is needed due to the increasing number of repairs needed to keep our facilities operating safely.
The reasons driving this request are: 1) The increased workload of current personnel, 2) The need to have a singular person overseeing the workorders and ensuring work is completed in a timely manner, 3) The need to have reports, records of repairs and scheduled maintenance performed when items are due, 4) The need to estimate repairs and order materials correctly to save funds, 5) The addition of this position will also help with facility enhancement and the oversite of subcontractors for quality repairs and upgrades and because 6) The City building facilities are in need of significant repair due to deferred maintenance over the years.
Alternatives
This is a necessary staff addition.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $10,463. Based on the City’s current practices, most appointments are made at the midrange salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on an existing salary schedule of similar classifications of neighboring cities in San Mateo County. All new positions also include an assumed 25% savings in year one, representing the time required to complete the recruitment process.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Annual salary cost to add one full-time Senior
Building Maintenance Specialist position 01 700770 51200 177,669 Total Operating Costs $ 177,669
Offsetting Cost Savings or Revenues
25% of savings in year one 01 700723 51999 (44,417)
Net Operating Costs $ 133,252
Priority Tracking Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 7 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Police Department - Investigative Services Division 01.500560.51200.0000.000 REQUEST TITLE: Reinstate Crime Prevention Officer as a Full-time Permanent Police Corporal Request Summary
The Pacifica Police Department is requesting the reinstatement of the Crime Prevention Officer position.
This integral position will oversee all community outreach events and programs, code enforcement (cannabis/tobacco), PIO/social media engagement, grant applications, and the implementation of police volunteer programs (VIPS, explorers). The position will also serve as a liaison with the school district, business community, and neighborhood watch groups. The Crime Prevention Officer will also coordinate all special events in Pacifica.
Factors Driving the Request for Change
1. We do not have positions that can manage this workload. Utilizing the Professional Standards Supervisor and command staff to perform these duties is a tremendous burden that jeopardizes organizational efficiency and effectiveness.
2. We need a position that can recruit and manage a cadre of police volunteers to perform a variety of functions in both divisions to offset low staffing levels and high demand for public safety services.
3. The City cut a crucial School Resource Officer position in 2008 and the school district has asked the police department be more present and engaged on campus to meet with students, parents, and faculty.
Duties would include faculty education, threat assessments, parent education meetings, and offering drug and violence prevention curriculum to students.
4. Manage staff workloads to accommodate new and existing community outreach programs and events which are labor intensive. This includes the Community Academy, Teen Academy, department open house, Red Ribbon Week, National Night Out, Whalefest, FogFest, Pride Parade etc.
Impact of Change
1. Implement new and maintain existing community outreach programs to include the Community Academy, Teen Academy, department open house, Red Ribbon Week, NNO, and special events.
2. Supplement low staffing by leveraging a volunteer corp. to relieve officers and professional staff of ancillary duties and subsequently reduce response times.
3. Strengthen partnerships with the Pacifica Unified School District and business community.
4. Increase digital engagement and followership and promote timely and transparent messaging.
5. Take advantage of grant funding for specialized community programs.
Priority Tracking Council Strategic Goal
Department Priority 3 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 8 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
Alternatives
No alternatives available currently to accommodate this workload.
Cost Summary
If this position is approved, the police department will apply for a federal DOJ grant awarding $125,000 for the implementation of a Crime Prevention Officer. There are state and federal grants that support tobacco ordinance enforcement and other youth-related initiatives that require programmatic interventions that a Crime Prevention Officer will perform.
Due to the nature of this position, we are requesting it be filled with a supervisor at the rank of Corporal.
This position requires an employee with extensive experience and city-wide perspective that requires a higher level of knowledge and understanding of City goals and priorities.
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $11,222. Based on the City’s current practices, most appointments are made at the midrange salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on an existing salary schedule of similar classifications of neighboring cities in San Mateo County. All new positions also include an assumed 25% savings in year one, representing the time required to complete the recruitment process.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
(1) Police Corporal Position (salary and benefits) 01 500560 51200 194,970 Total Operating Costs $ 194,970
Offsetting Cost Savings or Revenues
25% savings in year one 01 500560 51999 (48,743)
Net Operating Costs $ 146,228
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.240220.51200.0000.000 REQUEST TITLE: Adding (1) Permanent Full-Time Senior Human Resources Analyst Position Request Summary
Human Resources is proposing to add a permanent full-time Senior Human Resources Analyst position to the Human Resources Division. The proposal stems from the critical need for enhanced support across all departments for the upcoming labor negotiations, which will require developing costing and modeling complex analyses. Additionally, with the recently announced retirement of the Human Resources Manager, maintaining the status quo becomes essential to achieving the City’s human resources priorities and ensuring operational efficiency for day-to-day operations, including recruitments and on/off-boarding, labor relations, and benefits administration, as well as high-level projects, including completing the Human Resources Management Systems ERP implementation and classification study.
Factors Driving the Request for Change
During the last 2 1/2 years, Human Resources has built a strong foundation, and the HR team has provided stability to the entire city and will continue to be proactive in recruiting, retention, and development of staff in addition to preparation for labor negotiations beginning in January 2025. Having this additional support will help normalize the current workload and assist with higher-level project work in support of the city manager’s office. Adding another position will prevent the HR team from experiencing burnout, which can lead to absenteeism, loss of productivity, and, eventually, resignation. The human resources infrastructure that is currently in place has provided stability to the entire city workforce. The human resources team faces significant capacity constraints due to several factors.
The small Human Resources team of three is now responsible for managing 193 full-time equivalent positions, not including any future positions that may get approved for the upcoming budget, which is an unsustainable workload. Additionally, with recent enhancements to year-round childcare, senior, aquatics, and recreation programs, as well as increased summer programs, the staffing level of part-time personnel has significantly increased throughout the organization, surpassing the pre-COVID level, now exceeding 100 part-time employees. The HR division handles all recruitment, employee relations, risk management, labor relations, and compliance reporting. Unfortunately, this workload significantly exceeds the staffing capacity, and the City’s HR staffing appears to be significantly below that of comparable agencies.
Impact of Change
In summary, the addition of this higher-level classification would elevate HR services and ensure the implementation of the Council’s Strategic Plan, as relates to Goal 1: Enhance Organizational and Fiscal Stability. It is crucial to consider the city’s requirements when assessing the potential impact on the City’s HR programs if this proposal is not approved. This change will also ensure a seamless transition to a new Human Resources Manager in the upcoming year. The HR team requires backfill support during labor negotiations, the ongoing implementation of the new ERP system, and the preservation of institutional knowledge that currently exists within the team.
To sustain this trajectory and continue to be effective for the City, we must maintain the support staff so that we can continue to provide further support to management to assist in employee engagement and Priority Tracking Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 9 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
retention. Ensuring adequate staffing and knowledge retention aligns with our strategic goal of enhancing organizational stability.
Approving the addition of the Senior HR Analyst classification and funding this position will not only mitigate immediate risks but also set up the HR function for success during the transition to a new HR Manager next year. Investing in the Human Resources team will pay dividends in terms of efficiency, employee satisfaction, and overall organizational performance.
Alternatives
An alternative to this request would be approving a Senior HR Analyst classification to allow for promotional opportunities and succession planning within the organization. However, without funding an additional position the workload of the HR Division will remain unsustainable.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $11,845. Based on the City’s current practices, most appointments are made at the mid-range salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on a preliminary market compensation analysis of similar classifications of neighboring cities in San Mateo County. Once the Council provides direction, staff will bring the recommended classification and salary schedule for approval prior to commencing the recruitment. All new positions also include an assumed 25% savings in year one, representing the time required to complete the recruitment process.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Estimated Cost Difference Including Benefits 01 240220 51200 196,865 Total Operating Costs $ 196,865
Offsetting Cost Savings - 25% savings in year one 01 300320 51999 (49,216) Net Operating Costs $ 147,649
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.300345.51200.0000.000 REQUEST TITLE: Converting (2) Part-Time Positions to (1) Full-Time Info Systems/Tech Analyst Position
Request Summary
The Administrative Services Department - IT Division has two part-time positions: one for 30 hours per week, including all benefits, and the other for 20 hours per week, including limited benefits. Due to our ongoing technology improvements, such as the Cloudization project for all departments and divisions city-wide, and the need for additional cybersecurity measures, we require more hands-on assistance in the IT department. Given the priority of data and network security, we believe in-house experienced employees are ideal for this position. Therefore, we are requesting to convert the two existing part-time positions into one full-time Info Systems/Tech Analyst position.
Factors Driving the Request for Change
As part of enhancing cybersecurity, all city-related accounts, including those of commissioners, committee members, part-time employees, temporary employees, and contractors, will be moved to cloud accounts. This means IT will need to maintain and be responsible for the security of approximately 700 accounts. Therefore, converting the two part-time positions to one full-time position within the IT department would have a significant impact on increasing the quality of customer service in our city. Not only would this be a more cost-effective way to implement and maintain IT projects, but it would also be a more secure way to meet the current IT needs for customer service, infrastructure, and daily operations. IT employees can access all city facilities and data, including confidential databases, making in-house IT employees more ideal than contractors. Additionally, the hourly rate for a contractor in the Info Systems/Tech Analyst position is significantly higher than the cost of an in-house Info Systems/Tech Analyst. To be specific, the hourly range for an Info Systems/Tech Analyst is between $53 to $63 according to the FY2024-25 Salary Schedule, while hiring a consultant for the same position would cost $220/$375 for regular/overtime hours, based on a quote from a former MSPs (managed service providers) in June 2023. Furthermore, the pool of experienced part-time IT workers is very limited compared to the pool of experienced full-time IT workers.
Impact of Change
The impact of the change would be only an increase in hours and salary as benefits are already included in the current part-time position.
Alternatives
Consider using consultant services for IT as an alternative but this will lead to higher costs and potential challenges in finding a reliable IT engineer due to the lack of a proper internal interview process. This is mainly because the managed services provider (MSP) will assign one of their employees, which could create cybersecurity issues and require additional training due to their high labor turnover. Therefore, converting internal City part-time position to a full-time Info Systems/Tech Analyst position in the IT Division would be a less costly and long-term Priority Tracking Council Strategic Goal
Department Priority 3 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 10 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
solution compared to hiring contractors for a limited time. It would be a very costly and temporary solution, if the current part-time positions are not converted.
Cost Summary
Staffing is costed based upon the top step, fully burdened annual cost for the position at the monthly salary rate of $10,884. Based on the City’s current practices, most appointments are made at the mid-range salary scale, and the actual annual cost is likely to be lower in the first few years of the position being filled.
The proposed cost is based on an existing salary schedule of similar classifications of neighboring cities in San Mateo County. All new positions also include an assumed 25% savings in year one, representing the time required to complete the recruitment process.
Line Item Description Fund Org Number Object Code Total Amount Operating Expenditure
Salary cost for a full-time Info Systems/Tech
Analyst position 01 300345 51200 173,376
Total Operating Costs $ 173,376
Offsetting Cost Savings
Cost of two part-time positions that will result in
one-time salary savings 01 300345 51300 (80,000)
25% savings in year one 01 300320 51999 (23,344)
Net Operating Costs $ 70,032
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Police Department - Patrol Division 01.500560.53000.0000.000 REQUEST TITLE: Purchase of (50) Smith & Wesson Handguns and (20) Smith and Wesson Rifles Request Summary
The police department is requesting the purchase of (50) new Smith & Wesson handguns and (20) Smith & Wesson patrol rifles. Our current handguns are approximately 16 years old and in need of replacement. Locating parts to fix our current handguns are becoming difficult as these parts are now obsolete and the manufacturer no longer able to replace this aging equipment.
We also request the purchase of (20) additional Smith & Wesson patrol rifles. This will allow for each member to have their own patrol rifle unique to them. Equipping each officer with their patrol rifles holds paramount importance in enhancing effectiveness and officer safety. A personalized rifle equips officers with a familiar and customized tool, tailored to their shooting style and preferences. This familiarity translates into improved accuracy, target acquisition, and enhanced confidence during high-stress incidents. With their own rifle, officers can maintain consistent proficient through training and practice, optimizing their readiness to respond swiftly and decisively. Also, issuing personalized rifles fosters a sense of ownership and responsibility among officers, encouraging proper maintenance and care. This approach not only prolongs the lifespan of the equipment, but also mitigates the risk of malfunctions during high-stress incidents.
Factors Driving the Request for Change
1. Current firearms are 15 years old and becoming obsolete.
2. Providing our officers with new public safety equipment.
3. Newer firearms often offer improved features such as better accuracy, ergonomics, and safety mechanism.
4. Firearms laws and regulations may change over time, making it necessary to replace older firearms to remain in compliance and keeping up with best practices.
Impact of Change
1. Conveys to the officers that the agency is willing to invest in them by obtaining any all equipment necessary to protect them and our community.
2. Is in line with our departments strategic plan of updating equipment and technology.
Alternatives
The authorization of purchasing (50) new handguns is extremely important, and no other alternatives could be offered. As noted already our current firearms are becoming obsolete and replacement is vital to officer safety and keeping our citizens safe.
As it relates to the purchase of (20) additional rifles, so each officer is equipped with their own could be denied. We would continue with our practice of providing each patrol car with a rifle.
Priority Tracking Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 11 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
(50) S&W handguns, holsters, and attachments 01 500560 52300 65,000 (20) S&W patrol rifles, magazines and attachments 01 500560 52300 25,000 Total Operating Costs $ 90,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 90,000
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – Multiple Accounts
REQUEST TITLE: Temporary Staff Backfill for the Planning Department Request Summary
Seeking temporary consultant services to fill in during anticipated future needs. Interim staff support is essential to ensure a reduction in service level does not occur. The cost may vary depending on the billing rate of the consultant, but estimated budget totals $100,000.
Factors Driving the Request for Change
Ongoing service levels will be maintained. Without this approval, service levels are likely to drop considerably in the Building Division and Planning Division during periods when staff backfill is needed, impacting building permit and discretionary permit processing times, as well as other key program implementation from the City Council Strategic Plan. The impact will be measured by the ability to maintain services levels at status quo. Not having staffing backfill will adversely affect service levels.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Cost for contractual services to fulfill temporary
staffing backfill 01 660711 528000 50,000
Cost for contractual services to fulfill temporary
staffing backfill 01 660713 528000 50,000
Total Operating Costs $ 100,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 100,000
Priority Tracking Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 12 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.660.711.52800.0000.000 REQUEST TITLE: Local Coastal Land Use Plan
Request Summary
Local Coastal Land Use Plan (LCLUP) certification may potentially occur by the end of 2024. Various post-Council approval and post-Coastal Commission certification actions are needed to update the LCLUP in response to City Council direction, including but not limited to processing minor amendments after certification to update Coastal Vulnerability Zone (CVZ) maps to use the best available science.
Factors Driving the Request for Change
Ocean Protection Council release and anticipated adoption of updated sea level rise projects which may cause the CVZ Maps to change makes this change desirable. The impact to the program if the changes are approved is that the CVZ Maps in the LCLUP will reflect the best available science; this would also measure the impact to the program.
Alternatives
There are no reasonable alternatives to state currently.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Consultant support for CVZ Map updates and
community outreach 01 660711 52800 60,000
Total Operating Costs $ 60,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 60,000
Priority Tracking Council Strategic Goal
Department Priority 6 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 13 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – Multiple Accounts
REQUEST TITLE: Short-Term Rental Ordinance Update
Request Summary
Work towards updating and improving Short-Term Rental (STR) Ordinance, submitting LCP Amendment to California Coastal Commission (CCC), and improving overall STR program implementation/ongoing monitoring. This will achieve a refined Ordinance and program practices to monitor STR’s in the City. The estimated one-time cost is $35,000. Potential on-going annual costs for inspections, third-party monitoring services, or other program components may be part of a future budget request.
Factors Driving the Request for Change
What’s happening that makes this change needed or desirable? o City Council Strategic Plan priority to update STR Ordinance and improve enforcement. What would be the impact to the program if your change is approved? o It may improve quality of life for the residents near STRs. How would you measure the impact of this change?
o Adoption of appropriate STR operating standards that are certified for applicability in the Coastal Zone.
Alternatives
Continue operating under current STR ordinance.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Community/STR Operator Outreach 01 660711 52800 $5,000
Third-party Technical Assistance with Ordinance
Update 01 660711 52800 $20,000
Legal Fees During Ordinance Review 01 660711 52828 $10,000 Total Operating Costs $ 35,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 35,000
Priority Tracking Council Strategic Goal
Department Priority 5 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 14 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☒ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – General Fund Multiple Accounts REQUEST TITLE: Climate Action Update – Program Manager and Consult Support for Community Engagement
Request Summary
Funding to support staff augmentation needed for the Climate Action & Adaptation Plan (CAAP) update, including hiring a part-time program manager and consultant support for focused community engagement.
Factors Driving the Request for Change
The CAAP Task Force has determined that specialized assistance is needed to conduct successful outreach to hard-to-engage segments of the population. Additionally, continuity of part-time staff support to the CAAP update would be enhanced by City funding of a dedicated part-time program manager position for this update rather than potential annual reassignment of a new Civic Spark fellow. The impact if this is approved would be that the Planning department would be able to achieve completion of CAAP update.
Alternatives
There are no alternatives at this time.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Climate Action Plan part-time Program Manager
position 01 660711 51300 45,000
Contractual services for consulting support 01 660711 52800 30,000 Total Operating Costs $ 75,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 75,000
Priority Tracking Council Strategic Goal
Department Priority 7 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 15 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.660711.52828.0000.000 REQUEST TITLE: State Law Ordinance Updates
Request Summary
Update various City land use planning ordinances to implement changes in state law other than those already required for Housing Element program implementation.
Factors Driving the Request for Change
The California Legislature has enacted new laws that affect the City’s local control over land use planning issues. The impact to the program if this is approved would be compliance with state law and maximum local control over land use decision making.
Alternatives
There currently aren’t any reasonable alternatives to state.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
City Attorney's Office support 01 660711 52828 50,000
Total Operating Costs $ 50,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 50,000
Priority Tracking Council Strategic Goal
Department Priority 8 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 16 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account - 01.700723.52800.0000.000 REQUEST TITLE: Contractual Services Storm Drain Design
Request Summary
Engineering Division needs a storm drain study near 600 Brighton Road to address the flooding that is occurring due to some of the storm flows from our streets onto the backyards.
Factors Driving the Request for Change
This funding will contract a consultant to study the amount of flow coming from the street and drainage basins near 600 Brighton Road. The study will allow us to see the amount of flow going onto private property and eventually come up with a design in order to address the flooding going onto the properties.
Impact of Change
The complaints regarding the flooding in the private property will continue to escalate until we determine if the cause is due to the runoff from the right of way. The impact would be measured by less calls for to mitigate the flood. This is a one-time cost ask but there may be additional consultant fees needed depending on the results of the storm drain study. The impact to the general fund will be $50,000 and the impact to the community will address the runoff from the right of way onto private property.
Alternatives
This work must be completed to minimize public complaints.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense
Consultant services to study street and drainage
basins 01 700723 52800 50,000
Total Operating Costs $ 50,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 50,000
Priority Tracking Council Strategic Goal
Department Priority 5 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 17 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account - 01.700751.52800.0000.000 REQUEST TITLE: Weed Abatement
Request Summary
Field Services needs service augmentation to continue the level of service provided to the city and the residents. The augmentation of services is due to staff shortages related to illness and vacancies as well as the increase in service requests.
Factors Driving the Request for Change
This funding will assist with service augmentation due to increase in service request volume and staff shortages. The service augmentation minimizes deferred maintenance and allows for continued health of the city’s infrastructure, streets and facilities. The measurables would be the continued health of the city’s infrastructure, streets, and facilities will continue in good standing.
Impact of Change
Weed complaints from the public will escalate. The impact would be measured by less calls for weed abatement. This is a one-time cost ask but the need for on-going funding will be evaluated at the end of the fiscal year. The impact to the General Fund will be $70,000 and the impact to the community will be to have adequate weed control on City maintained property.
Alternatives
This work must be completed to minimize public complaints.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense
Cost for weed abatement services 01 700751 52800 70,000 Total Operating Costs $ 70,000
Net Operating Costs $ 70,000
Priority Tracking Council Strategic Goal
Department Priority 3 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 18 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account – 01.240220.51700.0000.000 REQUEST TITLE: Citywide Professional Development Program for Staff Request Summary
The City Manager’s Office Administrative Services Department/HR Division proposes the implementation of a comprehensive city-wide professional development program tailored specifically for new and aspiring managers and supervisors within the city. This initiative aims to enhance their skills, boost confidence, and improve overall capabilities. During this FY2023-24, the City started a limited pilot training program.
The program included just three training modules that were very well received:
• Basic Business Writing: Equipping supervisors with essential communication skills; • Tools for New Supervisors: Enhance Your Skills and Confidence, Enhancing skills and building confidence for effective leadership; and
• Managing Multiple Demands, Time, and Priorities, which will provide practical strategies for handling complex workloads (scheduled for June 18th).
This pilot program received enthusiastic participation, with over 60 staff members who attended the training. Building on the success of this pilot program, this proposal is to continue this pilot for the upcoming year fiscal year and re-evaluate it at the end of the year to potentially make it an ongoing program in the future. The program will include additional workshops designed to address specific managerial challenges:
Advanced Business Writing, Leadership, and Emotional Intelligence, Performance Evaluations Tools and Techniques, and DISC Assessment tool to Enhance Self-Awareness and Promote Better Collaboration Among Teams.
Factors Driving the Request for Change
Investing in this training program will not only benefit individual managers and supervisors and prepare future aspiring leaders to grow into that role but will also contribute to improving managerial effectiveness, leading to better decision-making and team performance. It will also increase employee satisfaction and retention due to investment in their professional growth, which aligns with organizational goals, especially related to enhancing organizational stability. The training workshops will be offered once a quarter during the FY2024-25. The workshops are essential for creating a positive work environment and motivating our staff, as well as providing practical tools and techniques that ultimately contribute to employee satisfaction and growth and serve the Council’s strategic goal to enhance organizational stability.
Impact of Change
The approval of this city-wide professional development training program would benefit the entire organization by helping employees develop leadership and emotional intelligence skills and empower them to lead more effectively, inspire their teams, and create a positive work environment. Offering advanced business writing training will enhance clear and concise communication, which is crucial for conveying ideas, instructions, and feedback within the city, in addition to practical tools for the preparation of staff reports, memos, presentations, etc. Introducing “DiSC” assessment component into teams will promote self-awareness among managers and supervisors, which will provide a better understanding of their behavioral styles and preferences to improve collaboration, conflict resolution, and team dynamics.
Priority Tracking Council Strategic Goal
Department Priority 4 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 19 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
Overall, the program would contribute to shaping a positive organizational culture, fostering professional growth, and enhancing productivity and managerial effectiveness.
Alternatives
An alternative approach would be to rely on the Executive team to provide necessary training to staff, which would be time-consuming and likely conflict with other priorities. The city would continue to participate in the Regional Training Consortium, which may not be sufficient to address all training needs required to make a meaningful impact within the city.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Estimated Cost Difference Including Benefits 01 240220 51700 25,000 Total Operating Costs $ 25,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 25,000
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: Police Department - Operations Division
REQUEST TITLE: Employee Wellness Program
Request Summary
The Pacifica Police Department is requesting a budget to support an employee wellness program Policing is a stressful profession, characterized by long shifts, challenging interactions with people in trouble or crisis, difficult work environments, and exposure to high-stress and occasionally lifethreatening circumstances. The prospect of encountering situations that can become volatile, dangerous, and traumatic can take a toll on officer wellness, despite the rarity of such events. Programs focused on improving the mental and physical wellness of police officers aim to enhance participants’ mindfulness about when they experience stress, improve their ability to navigate difficult scenarios, and boost their resiliency to recover from traumatic events. These improvements, in turn, will improve officer performance. The request is to add this as a one-time pilot program; however, this Employee Wellness Program will be re-assessed to be added on an on-going basis.
Factors Driving the Request for Change
1. Employee wellness initiatives support City’s strategic planning goals.
2. Resignation of valued employee and need to focus on retention efforts.
3. 4850 claims for PTSD and other injuries resulting in crisis staffing levels.
3. Police officer suicide in neighboring jurisdiction.
4. Long shifts, sleep deprivation, and overtime hours contribute to stress and compromised wellness, increasing the risk of use of force, accidents, and injuries.
Impact of Change
1. Employee retention and improved employee physical and mental health
2. A well-trained and certified peer support program
3. Suicide prevention
4. Reduced sick leave and absenteeism
5. Reduce insurance costs and claims.
6. Increase in safety of employees and higher level of service to the community.
Alternatives
The City does not currently have an employee wellness program outside of EAP Concern which has proven to be inadequate for our personnel.
Priority Tracking Council Strategic Goal
Department Priority 4 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 20 Improve / steward City infrastructure, streets, and facilities ☐ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
FY 2024-25 Base Budget Expense Amendment Page 2 of 2
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Cordico Wellness App 01 500560 52800 5,582
Lexipol Peer Support Certification Course/Training 01 500560 51700 3,591 Peer Support Annual Conference 01 500560 51700 3,000
Wellness Coaching from certified instructors 01 500560 52800 5,000 TacMobility Mindfulness/Resiliency Training 01 500560 51700 7,000 First Responder Clinician Services 01 500560 52800 10,000 Total Operating Costs $ 34,173
Offsetting Cost Savings or Revenues
Net Operating Costs $ 34,173
FY 2024-25 BASE BUDGET
EXPENSE AMENDMENT – PROGRAM CHANGE FORM
PROGRAM: General Ledger Account - 01.200210.52800.0000.000 REQUEST TITLE: Pacifica Libraries Project Outreach Budget Request Summary
The City of Pacifica has engaged public relations firm BergDavis to assist with strategy, outreach, messaging and project webpage hosting for the City of Pacifica Libraries Modernization Project. At the May 13, 2025 City Council meeting, the City Council adopted the FY 2024-25 Strategic Plan; one of the major City Council goals/strategies adopted under “2. Improve and steward City infrastructure, streets, and facilities” is strategy “2C. Broaden community awareness of Library projects”. For FY 2023-24, the City has been expensing invoices related to BergDavis engagement in the library projects outreach effort to expense account 31.900000.52800.0229.000 (Pacifica Library Project – Contractual Services) that is related to the revenue account 31.900000.45649.0229.000 (Miscellaneous Grants-Pacifica Library).
Additional ongoing expenses will be necessary to continue these efforts in alignment with the Council Strategy “2C – Broaden community awareness of Library projects”. The total budget request for these ongoing related expenses for FY 2024-25 is $50,000 to be budgeted under expense account
01.200210.52800.0000.000 (City Manager Office – Contractual Services).
Factors Driving the Request for Change
Need for ongoing contractual services related to a major City Council goal / strategy for FY 2024-25. Additional outreach and consultant services needed to broaden community awareness related to the Pacifica Library Projects.
Alternatives
Alternative options include not budgeting this amount or adjusting the budget for this purpose to a lower amount.
Cost Summary
The total estimated expenses are $50,000.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense (list detail description below)
Contractual Services used for the purpose of
continuing engagement with BergDavis for public
outreach regarding library projects.
01 200210 52800 50,000
Total Operating Costs $50,000
Offsetting Cost Savings or Revenues
Net Operating Costs $50,000
Priority Tracking Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 21 Improve / steward City infrastructure, streets, and facilities ☒ Prioritize protection and development of affordable housing ☐ Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☐ On-going (Annual) ☒ One-time