FY 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development - Planning
REQUEST TITLE: Coastal Access & Resilience Plan and Shoreline Adaptation Program Request Summary
The certified Local Coastal Land Use Plan (LCLUP) provides a phased approach for implementation to allow for in-depth adaptation planning. The City is required to prepare a Coastal Access and Resiliency Plan and a Shoreline Adaptation Program for the Special Shoreline Resiliency Areas (SSRA) to “sunrise.” These distinct projects overlap, particularly around early community engagement. Both would be initiated in the FY2025-26 and include shared community engagement and consultants with coastal expertise to help the City develop the necessary framework and identify grant funding.
The Coastal Access and Resilience Program will address coastal access, equity, and long-term resilience strategies. The City has three years to complete the plan and must reach certain milestones within that period for the SSRs to “sunrise”. The Shoreline Adaptation Program identifies strategies for managing long-term coastal hazards and sea level rise. The City has ten years to complete the plan and must reach certain milestones within that period for the SSRAs to “sunrise”.
Factors Driving the Request for Change
The initiation of the Coastal Access and Resiliency Plan would develop the overall framework of the plan, including ongoing community engagement and identifying areas of technical assistance and funding sources, with the goal of drafting the initial plan within 12-18 months for Coastal Commission feedback.
The Shoreline Adaptation Program will identify adaptation approaches that will be implemented to address vulnerabilities and protect coastal resources throughout the City. Adaptation planning is critical for Pacifica’s future and is a complex and technical endeavor. Certain milestones must be met for the Special Shoreline Resiliency Areas to “sunrise” and to comply with the certified LCLUP.
For both, early, robust, and regional community engagement are essential to defining community goals and priorities and meeting other General Plan policies. The initiation of the program would develop the overall framework and requirements of the plan, including ongoing community engagement, identifying technical studies, funding sources, and ongoing collaboration with Coastal Commission staff.
Investing in this work now will ensure the City is positioned to proactively plan for coastal resilience, pursue state and federal funding opportunities and protect coastal resources and infrastructure over the long term.
Alternatives
There are no reasonable alternatives to this request, as the work is required to comply with the City’s certified LCLUP and to “sunrise” the Special Shoreline Resiliency Areas.” This program will engage the Pacifica community and beyond, and regional stakeholders in developing strategies for shoreline adaptation. Without this effort, Pacifica could not proactively plan for the future, and could be increasingly vulnerable to climate change impacts, resulting in significantly higher costs and risks over time.
Priority Tracking (1-10) Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 1 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 Base Budget Expense Amendment Page 2 of 2
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CONTRACTUAL SERVICES for Community
Outreach 101311 51206 TBD 50,000.00
CONTRACTUAL SERVICES 101311 51206 TBD 100,000.00
Total Operating Costs $ 150,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 150,000.00
FY 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Government - City Manager’s Office
REQUEST TITLE: Conduct Feasibility Evaluation of District-Based Financing Request Summary
In alignment with the City’s Strategic Plan and FY2025–26 priorities, and in response to Pacifica’s structural budget deficit and declining revenues, this request includes funding for specialized consulting services to support feasibility evaluations of district-based financing tools, such as Enhanced Infrastructure Financing Districts (EIFD), Community Facility Districts (CFD), and Climate Resilience Districts (CRD).
These tools are critical to unlocking new revenue sources and supporting long-term infrastructure and housing investments. This targeted consulting will strengthen the City’s capacity to attract mixed-use development, and assess the viability of innovative funding models, key strategies evaluated as part of the Economic Opportunities Study and discussed during the City Council’s goal-setting session.
Collectively, these efforts are essential to achieving long-term fiscal sustainability and delivering on Council’s strategic priorities.
Alternatives
The Council may choose not to fund consulting services at this time. However, without specialized expertise, the City will be limited in its ability to fully evaluate and implement district-based financing tools, which will delay progress on revenue-generating opportunities and infrastructure investments critical to addressing the structural deficit.
Cost Summary
The current estimate is $50,000, which may need to be re-evaluated at mid-year based on the feasibility evaluation findings and implementation needs.
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CONTRACTUAL SERVICES 101120 51206 TBD 50,000.00
Total Operating Costs $ 50,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 50,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Government - Finance and Administrative Services REQUEST TITLE: Cost Allocation Plan, User Fee Study and Development Impact Fee Study Request Summary
Finance is engaging in a Request for Proposals (RFP) for a consulting agency to conduct a city-wide cost allocation plan, which will contain a fully burdened hourly schedule, in addition to a development impact fee study and comprehensive fee study.
The City of Pacifica last conducted a fee study in 2021. Costs rolled into the fees have increased and outpaced the CPI/CCI annual adjustment. An updated study would allow the City to more accurately recover costs associated with user fees and therefore assist in the financial stability of the City. In the same token, the cost allocation plan and fully burdened hourly rate schedule will provide updated salary and benefits rates that feed into the user fee rate, and that could also be used for grant applications that consider overhead and indirect overhead costs.
The scope of services involves all necessary analysis and documentation to develop and support a comprehensive Development Impact Fee (DIF) Study/Program that are needed to support the proportionate costs of public infrastructure needed to serve future development in the City of Pacifica.
DIF’s are one-time charges levied by local governments on new development. They are charged to developers to help municipalities recover growth-related infrastructure and public service costs. The study is intended to be completed within the FY2025-26 and if adopted the new and updated fees would go into effect later in FY2026-27.
Alternatives
The City of Pacifica has been working towards updating its cost recovery methods to fund current levels of service and charge users and developers directly for their fair share of services. Without an updated fee study, the rate burden could be disproportionately allocated to residents, be out of compliance with Prop 218, and cause the City to further subsidize services adding to the structural deficit.
Cost Summary
The current cost estimate is $100,000 from the General Fund.
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense
CONTRACTUAL SERVICES 101170 51206 TBD 100,000.00
Total Operating Costs $ 100,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 100,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 3 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Government - City Manager’s Office - Economic Development REQUEST TITLE: Economic Development Division Reorganization Request Summary
In alignment with the City Strategic Plan and FY 2025-26 Strategic priorities, and to address Pacifica’s structural budget deficit and declining revenues, this request proposes a reorganization of the Economic Development Division to reallocate resources and integrate a housing focus by reclassing the existing Economic Development Manager position into the limited-term Economic and Housing Development Specialist and creating a new permanent Economic and Housing Development Manager. This recommendation will help address the City’s structural deficit by strengthening the City’s capacity to advance housing production and mixed-use development to expand its economic growth. This request is essential to achieve long-term fiscal sustainability and aligns with Council’s strategic priorities Factors Driving the Request for Change
Despite recent voter approval of two revenue-generating ballot measures, the City continues to face significant structural budget challenges. The 0.5% Transaction and Use Tax was projected to generate approximately $2.8 million annually; however, recent sales tax trends have fallen short of that target.
Similarly, the 3% increase in the Transient Occupancy Tax (TOT) was anticipated to bring in $750,000 in FY 2025-26, yet the FY 2025–26 budget reflects a nearly $700,000 reduction due to revisions to the ShortTerm Rental (STR) program, which are expected to further reduce TOT revenues by $1.3–$1.4 million annually by FY 2027-28.
In light of these trends and the City’s projected ongoing structural deficit in FY 2025–26 and beyond, it has become increasingly clear that the City must prioritize larger-scale, revenue-generating economic development initiatives, including mixed-use and housing development, as well as exploring alternative funding mechanisms such as Enhanced Infrastructure Financing Districts (EIFD), Community Facility Districts (CFD), and Climate Resilience District (CRD) models to expand the economic base. These complex initiatives require a higher level of technical and policy expertise than is currently available within the Economic Development Division.
To address this gap, a reorganization is proposed to integrate a housing development focus while ensuring continuity of support to Pacifica’s existing business community. The new permanent Economic and Housing Development Manager will lead major economic and housing initiatives, while a one-year limitedterm Economic and Housing Development Specialist will continue day-to-day support for Pacifica’s business community and programs such as Shop Pacifica, the business education series, and business retention initiatives, while recruitment for the permanent ED and Housing Manager role is underway.
This structure allows the City to strategically expand its economic development capacity without placing long-term strain on the General Fund. Given current budget constraints, the City is unable to fund two permanent positions. As a fiscally responsible alternative, the one-year limited-term Specialist is proposed to be funded 60% by the General Fund and 40% by the Housing Fund. This position will continue supporting business retention and attraction efforts, but also assist the Manager with the implementation of Housing Element programs, monitoring affordable housing agreements, and coordinating with developers, regional partners, and funding agencies on housing production, preservation, and compliance with state mandates such as RHNA.
Priority Tracking (1-10) Council Strategic Goal
Department Priority 2 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 4 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 Base Budget Expense Amendment Page 2 of 3
The Economic Development and Housing Manager’s allocation is proposed to be funded 60% by the Housing Action Fund and 40% by the General Fund for the first two years, providing temporary General Fund relief and an opportunity to assess outcomes and long-term fiscal sustainability.
This reorganization will significantly enhance the City’s ability to pursue and manage complex, revenuegenerating projects, particularly those that expand the local economic base through mixed-use and housing development. While supporting small local businesses remains a vital part of Pacifica’s economic landscape, a sole focus on this sector will not generate the level of revenue necessary to address the City’s long-term fiscal needs.
To illustrate: Among Pacifica’s top 100 sales tax producers, a popular restaurant generates only about $5,000–$10,000 annually in sales tax, while even the most successful retail stores contribute just $4,000– $6,000 each per year. With 93% of Pacifica parcels classified as residential and only 4% in commercial use (primarily occupied by small businesses), the City’s current revenue base is inherently limited.
By contrast, the development of new housing, particularly at market rates or as part of larger mixed-use projects, presents a far greater economic opportunity. At Pacifica’s current 2025 median housing price of $1.3 million, a single new home would generate roughly $13,000 in base property tax revenue. The total property tax generated supports a broad range of public services, not only City operations, but also local schools, county-administered programs such as health and social services, transportation infrastructure, and library services, benefiting the community as a whole. Out of this amount, $2,461 would be allocated to the City’s General Fund (not including ERAF). Ten affordable housing units, built at half the median value, would contribute approximately $15,400. If the City meets its full RHNA allocation of 1,892 units, the resulting property tax revenue could range between $3.5–$4.5 million annually to the General Fund.
In addition, new housing development stimulates the local economy by increasing household spending, which supports small businesses and generates additional sales tax for the City.
In short, combining Economic Development and Housing Development creates a more integrated, strategic approach to community and economic growth. This structure aligns land use planning, infrastructure investment, and business attraction efforts with the City’s housing production goals, resulting in more cohesive and impactful development outcomes and results in vibrant and thriving commercial districts supported by a local workforce. It enables the City to better pursue mixed-use projects that simultaneously expand the economic base, generate local jobs and revenue, and contribute toward meeting the City’s RHNA obligations. Many mid-size cities in San Mateo County have already merged these functions to better align with the growing complexity of economic development and housing production. This integrated approach also improves coordination with regional partners, such as the San Mateo County Department of Housing, C/CAG, SAMCEDA, ABAG, and key non-profits and affordable housing developers like MidPen Housing, HIP Housing, as well as the Housing Leadership Council.
The measurable outcomes will include progress on RHNA targets, new housing units entitled or constructed, increases in property and sales tax revenues, secured grants, and the number of advanced economic development initiatives. A combined division will enhance the City's ability to compete for regional and state funding, streamline internal coordination, and leverage public-private partnerships to support Council priorities related to affordability, equity, and long-term financial resilience.
Alternatives
An alternative to this request would be to maintain the current Economic Development Division without expanding the division’s focus and scope. However, this approach would limit the City’s ability to pursue integrated economic and housing strategies, delay progress on critical revenue-generating initiatives, and increase the likelihood that further cuts to City services will be necessary in the upcoming fiscal years.
Cost Summary
The table below represents the net fiscal impact across all funds. The FY2025-26 net impact represents $34,229 expense reduction to the General Fund.
FY 2025-26 Base Budget Expense Amendment Page 3 of 3
Line Item Description Org Code Object Code Project NuTotal Amount Operating Expense (list detail description below)
New Economic & Housing Development Mgr (40%) 101140 50100 92,230.00 New Economic & Housing Development Mgr (60%) 221100 50100 138,345.00 LT Economic and Housing Development Specialist (60%) 101140 50100 72,093.00 LT Economic and Housing Development Specialist (40%) 221100 50100 108,140.00 Total Operating Costs $ 410,808.00
Offsetting Cost Savings or Revenues
101140 50100 (198,552.00)
Net Operating Costs $ 212,256.00
FY 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Portable Radio Replacement
Request Summary
The Pacifica Police Department is requesting funding to purchase and replace 70 police portable radios that are reaching the end of their serviceable life. The current units are experiencing declining performance, creating significant operational risks. Reliable communication is vital for officer safety, coordination, and effective response in emergencies. The current portable radios are approximately 11 years old and have exceeded the recommended replacement life-span.
Replacing aging portable radios is a necessary and a proactive step to ensure the department continues to operate efficiently and safely. Timely approval of this budget request will prevent further service degradation and support critical public safety communications. Replacement of these radios will not be necessary for another 10 years.
Factors Driving the Request for Change
• End-of-Life Equipment
The current radios are reaching their expected operational lifespan. As a result, they are increasingly prone to hardware malfunctions and software limitations, making them unreliable in high-demand scenarios.
• Battery Degradation
Battery performance has deteriorated across the fleet, with many units unable to hold a charge for a full shift. This not only disrupts operations but also endangers officers during critical response periods.
• Dead Zones and Coverage Gaps
Communication failures in known "dead spots" have become more frequent. Older radios lack the advanced signal boosting and digital capabilities of newer models, reducing effectiveness in buildings, rural areas, and during mutual aid operations. • Increased Maintenance Costs
The department has experienced rising costs related to maintenance, replacement parts, and temporary equipment loans. Continued use of outdated technology diverts funds from other critical needs.
• Operational and Officer Safety Concerns
Inconsistent communication places officers at increased risk during tactical or emergency responses. Dependable radio service is essential for situational awareness and command coordination.
Impact of Change
1. Strengthened communication reliability
2. Improved officer safety and morale
3. Reduced equipment downtime and emergency maintenance
4. Better public service outcomes during emergencies
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 5 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 Base Budget Expense Amendment Page 2 of 2
Alternatives
This vital public safety communications enhancement is critical, and therefore there are no other alternatives at this time.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
Replacement/Purchase of (70) Portable Radios 101211 52008 75,000 Supplemental Law Enforcement Fund 207211 52008 57,319
Risk Management General Liability Fund 667190 52008 25,000 Total Operating Costs $ 157,319
Offsetting Cost Savings or Revenues
Net Operating Costs $ 157,319
FY 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development
REQUEST TITLE: Climate Action and Resilience Plan Implementation Request Summary
This request is to continue to fund a 12-month part-time program manager and 11-month Civic Spark Fellow to support the changing role of the Climate Adaptation and Action Plan Taskforce from development of a plan to implementation. This includes adoption of a new taskforce charter and workplan.
Factors Driving the Request for Change
City Council directed the City Manager in the 2025 Strategic Plan adoption hearing to have the taskforce begin the planning of the implementation of the Climate Action and Resilience Plan (CARP), once adopted.
Approval of these positions would create continuity for the taskforce, leverage existing resources, identify critical funding sources, engage the community, and advance the City’s climate action goals. The inaugural year of the taskforce-as-committee would create the foundation and establish an initial one-to three-year workplan related to CARP implementation.
Alternatives
Without continuing staff support from a part-time program manager, CDD cannot support the transition from a limited-term to an ongoing City-facilitated taskforce. The CivicSpark fellow would bring additional capacity for research, identifying funding, and community engagement. The transition from a time-limited project to assisting with implementation fits in the Community Development Department, but maybe more appropriately housed permanently in the City Manager’s Office.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
Program Manager 101311 50101 TBD 45,000.00
CivicSpark Fellow 101311 51206 TBD 40,000.00
Total Operating Costs $ 85,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 85,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 4 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 6 Improve / steward City infrastructure, streets and facilities
☐
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development - Building
REQUEST TITLE: Triennial Building Code Update
Request Summary
Utilize staff and consultant resources to update the California Building Code for the 2025 code cycle as required by state law. Adoption must be completed by December 31, 2025. Consideration of reach codes may require third-party consultant assistance.
Factors Driving the Request for Change
State law requires updates to the California Building Code every three years upon issuance of new draft codes by the California Building Standards Commission (i.e., the triennial code cycle). The City must adopt the updated codes as a local enforcement agency under the California Building Code. The triennial code update is a standard activity for the Community Development Department. Adoption of the updated California Building Code would enable the City to continue issuing building permits. It may also enable the City to adopt reach codes to expand energy efficiency standards to address climate change.
Alternatives
Not adopting the updated California Building Code could affect the City’s ability to issue building permits.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CONTRACTUAL SERVICES 101312 51206 15,000.00
Total Operating Costs $ 15,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 15,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 7 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Parks, Beaches & Recreation - Child Care Services REQUEST TITLE: Childcare Services: Aligning Revenue with Operational Needs Request Summary
This request proposes to increase both the revenue and expense budgets for Childcare Services by $210,000 in FY 2025-26 to reflect actual enrollment, updated family fee structures, and increased State Grant reimbursements. The revenue and expense increases directly align with one another, resulting in no net impact to the General Fund. This adjustment ensures our budget accurately reflects program service levels, improves cost recovery transparency, and supports sustainable staffing levels to maintain program quality.
Factors Driving the Request for Change
• Operational Cost Alignment: Higher enrollment and longer care hours have increased staffing needs beyond current budgeted levels.
• Full Revenue Offset: Increased revenue from family fees and newly awarded State grants fully covers the cost of added staffing.
• Transparency and Accuracy: Aligning revenue and expenses with actuals ensures more effective financial planning and reporting for State and County partners.
Alternatives
If both the expenditure increase and related revenue adjustment are not approved this would lead to reduced enrollment capacity and service quality.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
SALARIES - PART TIME 101541 50101 210,000.00
Total Operating Costs $ 210,000.00
Offsetting Cost Savings or Revenues
F-CC-GENERAL-STATE CONTRACT 101540 43540 $ (110,000.00) CC-NON-CONTRACT FEES 101540 42575 $ (100,000.00)
Net Operating Costs $0
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 8 Improve / steward City infrastructure, streets and facilities
☐
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development - Planning
REQUEST TITLE: Local Coastal Land Use Plan – General Implementation & Ord. Updates Request Summary
Develop the overarching implementation plan, amend the Zoning Ordinance to be consistent with the newly certified LCLUP, assist with various LCP amendments, lead some project management in relation to LCLUP-related community outreach. The project would employ a CivicSpark Fellow for 11 months to complete these discrete tasks.
Factors Driving the Request for Change
Development of the overarching plan for LCLUP implementation, with key milestones and dates, would provide a holistic picture and aid in the prioritization of related tasks. Amending the Zoning Ordinance for consistency is a required part of the LCP Implementation Plan and would allow for more predictable and transparent review of development applications in the Coastal Zones. Administrative assistance with LCP amendments would also enable critical policies to receive certification from the Coastal Commission.
Alternatives
Without additional assistance, CDD would not have the capacity to move these tasks forward in a timely manner due to competing priorities such as required actions related to the Housing Element and statemandated review timelines of development applications.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CivicSpark Fellow 101311 51206 TBD 40,000.00
Consultant support for CVZ Map updates and
community outreach 101311 51206 TBD 30,000.00
Total Operating Costs $ 70,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 70,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 5 Enhance Organizational & Fiscal Stability ☒ City Manager Priority 9 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Government - City Clerk’s Office
REQUEST TITLE: On-Going Pacifica Libraries Project Outreach Request Summary
The City of Pacifica has engaged public relations firm BergDavis (a Southwest Strategies Company) to assist with strategy, outreach, messaging and project webpage hosting for the City of Pacifica Libraries Modernization Project. At the April 14, 2025 City Council meeting, the City Council adopted the FY 2025- 26 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”. The City anticipates continuing to renew the agreement with BergDavis (Southwest Strategies) to continue public relations assistance related to this City Council Goal and Strategy. It is being recommended to build-in $50,000 as part of the base budget.
By converting the expense for public relations and community outreach from a one-time commitment to an on-going commitment, this will ensure that community engagement and awareness continues to be prioritized for this project until a potential revenue bond measure is placed on the ballot for construction funding for a new Sharp Park Library and renovated Sanchez Library. Polling in preparation for a potential revenue measure may provide data on community awareness and support for the need for new library facilities in Pacifica.
Alternatives
Reasonable alternatives would be to approve a different or lower on-going budget or to not approve any further ongoing expense to contract with a consultant for these services. This would result in greater reliance on City staff and the Library Advisory Committee to continue the efforts for public relations and community engagement without the assistant of professional consulting services. This may impact the quantity and quality of the information that is available via the project’s website, social media content, and print media designed to build community awareness and support of the project.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CONTRACTUAL SERVICES 101130 51206 ----- 50,000.00
Total Operating Costs $ 50,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 10 Improve / steward City infrastructure, streets and facilities
☒
Council Action 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 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Government - City Manager’s Office
REQUEST TITLE: Implementation of New STR Ordinance Requirements Request Summary
An additional budget allocation is requested to cover increased third-party administrative costs associated with implementing the new Short-Term Rental (STR) Ordinance. In alignment with City Council direction, staff negotiated an updated scope of work with HdL, the City’s third-party tax administrator, to manage Business License, Transient Occupancy Tax (TOT), and permit compliance for the STR program. The revised contract is expected to increase annual costs by $50,000, from approximately $85,000 to about $125,000 per year, excluding contingency compliance and discovery fees of 25% and 35%, respectively, on all revenues collected. Due to the potential for these costs to become prohibitive, the City Manager recommends entering into a two-year short-term contract to allow for evaluation of the STR market under the new ordinance. Additionally, a $25,000 increase to the Code Enforcement budget is requested to support expanded building inspection services tied to annual mandatory STR inspections.
Not included in this request is the additional workload impact equivalent to approximately 0.125 FTE for ongoing staff review and program administration, which will further affect the capacity for advancing other strategic initiatives.
Alternatives
The Council may consider further modifying the STR ordinance requirements to reduce the administrative burden and associated costs.
Cost Summary
The current estimate is $80,000 before contingency fees on all recovered revenues from non-compliant STRs.
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense (list detail description below)
CONTRACTUAL SERVICES 101120 51206 TBD 50,000.00
CONTRACTUAL SERVICES 101120 51206 TBD 25,000.00
Total Operating Costs $ 75,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 75,000.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 3 Enhance Organizational & Fiscal Stability ☐ City Manager Priority 11 Improve / steward City infrastructure, streets and facilities
☐
Council Action 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