CITY OF PACIFICA
CITY COUNCIL AGENDA
Council Chambers
2212 Beach Blvd
Pacifica, CA 94044
Mayor Christine Boles
Vice Mayor Greg Wright
Councilmember Sue Beckmeyer
Councilmember Mary Bier
Councilmember Mayra Espinosa
City Council Study Session 1 March 07, 2026
SPECIAL MEETING – STUDY SESSION
March 07, 2026 (SATURDAY) – 9:00 AM
www.cityofpacifica.org
PLEASE SILENCE CELL PHONES DURING MEETING
Alternative Ways to Observe the Meeting:
The primary method for observing and participating in the meeting is in-person at the meeting location published in the meeting agenda. However, there are alternative ways to observe:
• Join Zoom Webinar: https://pacifica-gov.zoom.us/j/83789892621 • OR Dial-in: 1-699-900-6833 | Webinar ID: 837 8989 2621 Please note that Alternative platforms for participation are subject to underlying technology functionality and may be modified or interrupted at any time without notice. • For Special Meetings, please note that Public Comments are limited to items on the published Agenda only.
• Live Verbal Public Comments:
• Verbal Public Comments for this Special Meeting will be accepted in-person only. • Written Public Comments:
BEFORE THE MEETING: Written public comments may be submitted in advance by 12:00 p.m. on Friday, March 6 by email to: [email protected]. Written public comments submitted by email should adhere to the following:
• Clearly indicate the Meeting Date and Agenda Item No. or Topic in the Subject Line • Include the submitter’s full name
Written public comments received by 12:00 p.m. on Friday, March 6 will be provided in their entirety to the City Council and posted to the City’s website prior to the meeting but will not be read verbally at the meeting.
AT THE MEETING: Materials in writing provided at the meeting should provide seven (7) copies to provide for each Councilmember, City Clerk and City staff. 9:00 AM - OPEN STUDY SESSION
Call to Order
Roll Call
Reading of Land Acknowledgment
City Council Study Session 2 March 07, 2026
The City of Pacifica acknowledges that we occupy the unceded ancestral homeland of the Ramaytush Ohlone peoples, who are the original inhabitants of the San Francisco Peninsula. We honor the Ramaytush Ohlone peoples for their enduring commitment to Mother Earth. As the Indigenous protectors of this land and in accordance with their traditions, the Ramaytush Ohlone have never ceded, lost, nor forgotten their responsibilities as the caretakers of this place, as well as for all peoples who reside in their traditional territory. We affirm their sovereign rights as First Peoples and wish to pay our respects to the ancestors, elders, and relatives of the Ramaytush Ohlone peoples.
Salute to the Flag led by Mayor Boles
DISCUSSION OUTLINE - CITY OF PACIFICA STRATEGIC PLAN UPDATE
1. City Council Strategic Plan Update and Priority Setting through June 2027 PROPOSED ACTION: Undertake a facilitated strategic planning workshop to review the adopted Strategic Plan and to provide direction on the highest priorities through the next fiscal year ending June 2027.
9:00 AM
A. Welcome
B. Overview
C. Accomplishments
D. City Values: "Collaborative Teamwork"
E. Public Comment (no earlier than 10:15 am)
** Meeting Break **
F. Fiscal Update
G. Review of Adopted Strategic Plan and Work Program
** Lunch Break **
H. Priorities through June 2027 (discuss by adopted Goals, below) 1) Enhance Organizational and Fiscal Stability (PRIORITY FOCUS) ** Meeting Break ** (to be determined during discussion above) 2) Improve and Steward City Intrastructure, Streets and Facilities 3) Prioritize Protection and Development of Affordable Housing 4) Pursue Climate Change Adaptation and Mitigation
5) Broaden Public Communications and Collaboration
I. Next Steps and Wrap-up
ADJOURN
City Council Study Session 3 March 07, 2026
The City of Pacifica will provide assistance for disabled citizens upon at least 24 hours advance notice to the City Manager’s Office (650) 738-7301, or send request via email to:
[email protected] if you need sign language assistance or written material printed in a larger font or taped, advance notice is necessary. All meeting rooms are accessible to the disabled.
The Pacifica Municipal Code is available online at the City’s website (www.cityofpacifica.org/municode);
HOW TO OBTAIN CITY COUNCIL AGENDAS
Posted agendas:
Agendas are posted no later than Friday prior to the City Council meeting date, at the entrance to the City Hall location at 170 Santa Maria Avenue, Pacifica.
View on the Internet:
Follow the link to Council agenda, at www.cityofpacifica.org E-mail subscription:
Send a request to Sarah Coffey, at [email protected] City Clerk’s Office/City Manager’s Office
City Hall, 170 Santa Maria Ave.
Council meetings:
Agendas are available at the City Council meeting
HOW TO REACH YOUR GOVERNMENT OFFICIALS
• San Mateo County Supervisor Ray Mueller, District 3, 500 County Center, Redwood City CA 94063 (650) 363-4569
• Governor Gavin Newsom, State Capitol Building, Sacramento CA 95814 (916) 445-2841 • State Senator Josh Becker, 1528 So. El Camino Real, Suite 303, San Mateo CA 94402 (650) 212-3313 • Assembly Member Marc Berman, 721 Colorado Ave, Suite 101, Palo Alto CA 94303 (650) 324-0224 • Congressman Sam Liccardo, 1117 Longworth House Office Building, Washington DC 20515 (202) 225-8104
• Senator Alex Padilla, 331 Hart Senate Office Building, Washington DC 20510 (202) 224-3553 • Senator Adam Schiff, SD-B40B Dirksen Senate Office Building, Washington DC 20510 (202) 224-3841 • President Donald J. Trump, 1600 Pennsylvania Ave. NW, Washington DC 20500
CITY COUNCIL
• Mayor Christine Boles, [email protected]
• Vice Mayor Greg Wright, [email protected]
• Councilmember Sue Beckmeyer, [email protected]
• Councilmember Mary Bier, [email protected]
• Councilmember Mayra Espinosa, [email protected]
CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
3/7/2026
1 SUBJECT:
City Council Strategic Plan Update and Priority Setting through June 2027 RECOMMENDED ACTION:
Undertake a facilitated strategic planning workshop to review the adopted Strategic Plan and to provide direction on the highest priorities through the next fiscal year ending June 2027.
STAFF CONTACT:
Yulia Carter, Assistant City Manager
650-501-6004
[email protected]
BACKGROUND:
Since at least 2017 the City Council has convened annually to identify and review the key priorities to be considered during the development of the City’s next annual budget. This process has ensured that the City’s most important issues are addressed within the context of changing priorities, emergencies, and extremely limited financial resources.
In 2023 the City Council elevated the prior annual priority-setting process into a comprehensive Strategic Plan, which is a best practice for high-functioning organizations. The Strategic Plan includes a Mission, Vision, Values, and Goals to be focused on and achieved from 2023 through 2030.
The Strategic Plan also includes the top Strategies necessary for achieving each Goal, with the Strategies subject to review, clarification, and prioritization during each annual process prior to the development of the City’s annual budget. This annual prioritization process to achieve longer-term Goals helps focus and manage the City’s scarce resources.
Of particular note for this strategic planning workshop is the City Council’s consistent direction each year that “Goal 1 - Enhance organizational and fiscal stability” is fundamental to making progress on any of the City’s other Goals and Strategies.
The Pacifica Strategic Plan, as adopted on May 8, 2023 and updated on April 14, 2025, is available on the City website at City of Pacifica Strategic Plan 2023 to 2030 <https://www.cityofpacifica.org/home/showpublisheddocument/15033/638216486222930000>.
Attachment A is a two-page summary of the City’s adopted Strategic Plan.
DISCUSSION:
The Council’s workshop meeting on Saturday, March 7, starting at 9 am, is an important opportunity for the City Council to discuss and provide direction on possible changes to the 1 Packet Pg. 4
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City’s Strategic Plan Strategies and other priorities. Facilitator Greg Larson is returning to prepare for and support the City Council’s deliberations during the workshop.
Mr. Larson has facilitated dozens of local government priority-setting and strategic planning workshops. In addition, he previously served as City Manager of Los Gatos, Milpitas and Cupertino (interim); as Environmental Services Director for the City of San Jose; as Community Development Director for Santa Cruz, Scottsdale, and Gilroy (interim); and as chief staff fiscal or budget officer for the State of California, the City of San Jose, the Starr King School of Ministry, and First 5 Santa Clara County (interim). Mr. Larson has been elected to the Santa Cruz County Board of Education, currently serving as Vice President, and appointed to the City of Santa Cruz Historic Preservation Commission. He is also an Eagle Scout and graduate of Stanford University, where he was elected student body co-president.
Based on Mr. Larson’s extensive experience, his review of prior City Council meetings, and other preparations for Saturday’s workshop, he has prepared a draft Discussion Outline which is provided as Attachment B. Given the City’s very challenging fiscal decisions required over the next four months and significant organizational leadership transitions over the next nine months, the Outline focuses the Council’s discussion on achieving the City’s value of “Collaborative Teamwork” and “Goal 1 - Enhance organizational and fiscal stability.” As in years past, he will also provide a PowerPoint to guide the Council’s discussion on Saturday.
Attachment C provides an updated fiscal forecast, incorporating a preview of the FY 2025-26 Mid-Year Budget Update scheduled for Council consideration on March 9, 2026, as well as the revised 10-year financial forecast. Based on a review of current fiscal conditions, the projected FY 2026-27 General Fund deficit has been revised from $3.1 million to approximately $3.4 million. This projection does not yet reflect recent developments related to the Vehicle License Fee (VLF) backfill, totaling approximately $1.1 million due to the City next year, which is currently in jeopardy.
If ongoing countywide lobbying efforts are unsuccessful and the full VLF backfill allocation is cut, the City’s FY 2026-27 projected deficit would increase from approximately $3.4 million to approximately $4.5 million.
As this year’s update represents the midpoint of the FY 2023-2030 Strategic Plan horizon, staff has included Attachment D to provide additional context and a more comprehensive assessment of progress to date.
Attachment D offers a high-level overview of implementation progress, including overall status, remaining active initiatives, progress by fiscal year and by strategic goal, cumulative workload across fiscal years, and organizational capacity considerations. It also outlines vacancy levels and other contextual factors like staff leadership transitions, and policy maker changes and delays at all levels of government, that have influenced the pace and sequencing of implementation.
Attachment E is the annual update to the City’s Strategic Plan Work Program using the City’s AchieveIt software application. The Work Program is staff’s management tool to achieve each of the Council’s adopted Goals and Strategies.
Also included, for information purposes, is an additional Strategy at the end of each Goal section listing the “Ongoing, non-discretionary or previously initiated projects and services” associated with that Goal. This additional information is provided to better understand all of the competing workloads, priorities, and projects within each Goal area.
Staff has updated the Status columns as appropriate to provide a summary of the work progress 1 Packet Pg. 5
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since as of December 31, 2025.As in previous years, the color-coded Status indicator definitions are as follows:
Achieved - The related work was completed on schedule or ahead of schedule On Track - The work is progressing as scheduled
Not Started - The work has not started yet, which may include items scheduled to begin at a later date
Off Track - The work is not progressing as scheduled; corrective action may be needed At Risk - The work is significantly off track, possibly affecting project completion Canceled - Task is no longer relevant and is being removed from the workplan The AchieveIt software and Work Program tracking are new internal tools being developed and utilized by staff to track the City Council’s strategic direction. An updated Work Program for FY 2026-27 will be presented in the coming months when the Strategic Plan Update is brought before the Council for adoption, incorporating the Council’s workshop direction as possible given the limited financial resources available.
FISCAL IMPACT:
There is no fiscal impact associated specifically with the City Council’s Strategic Plan Update and Priority Setting workshop. The Council’s direction will be reported for review and action in the coming months and then incorporated as appropriate in budget planning for next year.
ORIGINATED BY:
City Manager's Office
ATTACHMENT LIST:
Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (PDF) Attachment B - PacificaSP2026 DISCUSSION OUTLINE (PDF)
Attachment C - Updated Financial Forecast (PDF)
Attachment D - City of Pacifica Mid-Point Strategic Plan Overview 2026-3-7 (PDF) Attachment E - City of Pacifica Strategic Plan Overview (all items, 12-31-25) (PDF) 1 Packet Pg. 6
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session)
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Attachment: Attachment A - City of Pacifica Strategic Plan (Updated April, 2025) (6163 : Strategic Plan Update - Study Session) WORKSHOP DISCUSSION OUTLINE – CITY OF PACIFICA STRATEGIC PLAN UPDATE
1. City Council Strategic Plan Update and Priority Setting through 2026 PROPOSED ACTION: Undertake a facilitated strategic planning workshop to review the adopted Strategic Plan and to provide direction on key priorities through 2026.
A. Welcome
B. Overview
C. Accomplishments
D. City Values: “Collaborative Teamwork”
E. Public Comment (no earlier than 10:15 am)
** Meeting Break **
F. Fiscal Update
G. Review of Adopted Strategic Plan and Work Program
** Lunch Break **
H. Priorities through June 2027 (discuss by adopted Goals, below) 1) Enhance Organizational and Fiscal Stability (PRIORITY FOCUS) ** Meeting Break ** (to be determined during discussion above) 2) Improve and Steward City Infrastructure, Streets and Facilities 3) Prioritize Protection and Development of Affordable Housing 4) Pursue Climate Change Adaptation and Mitigation
5) Broaden Public Communications and Collaboration
I. Next Steps and Wrap-up
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Attachment: Attachment B - PacificaSP2026 DISCUSSION OUTLINE (6163 : Strategic Plan Update - Study Session) City of Pacifica
Long Term Financial Forecast Table and Assumptions
General Fund
revised March 2026 for Strategic Planning
LTFF will be revisisted during the FY 2026/27 Budget Process
REVENUE
2025-2026
Adopted Budget
2025-2026
Revised Budget
2026-2027
Projected
2027-2028
Projected
2028-2029
Projected
2029-2030
Projected
2030-2031
Projected
2031-2032
Projected
2032-2033
Projected
2033-2034
Projected
2034-2035
Projected
Property Tax 17,466,700 17,728,670 $ 18,349,200 $ 18,991,400 $ 19,656,100 $ 20,344,100 $ 21,056,100 $ 21,793,100 $ 22,555,900 $ 23,345,400 $ 24,162,500 Vehicle License Fees 5,410,902 4,639,057 3,498,579 4,623,976 5,953,841 6,856,277 7,876,674 7,781,402 8,772,534 10,301,412 9,761,571 Curr Yr VLF 5,954,201 5,954,201 6,347,200 6,766,100 7,212,700 7,688,700 8,196,200 8,737,100 9,313,700 9,928,400 10,583,700 Curr Yr Shortfall (2,869,875) (2,869,875) (3,909,634) (5,011,999) (5,168,493) (5,844,422) (5,488,019) (6,800,120) (6,029,185) (6,427,108) (6,851,314) Prev Yrs Backfill* 2,326,576 1,554,731 1,061,013 2,869,875 3,909,634 5,011,999 5,168,493 5,844,422 5,488,019 6,800,120 6,029,185 Sales Tax 3,241,230 3,125,230 3,187,700 3,251,500 3,332,800 3,416,100 3,501,500 3,589,000 3,678,700 3,770,700 3,865,000 Measure Y 2,505,100 2,560,000 2,611,200 2,663,400 2,730,000 2,798,300 2,151,225 - - - - Transient Occupancy Tax 2,358,000 2,984,221 1,999,000 1,741,500 1,793,700 1,847,500 1,902,900 1,960,000 2,018,800 2,079,400 2,141,800 Utility Users Tax 2,870,000 3,646,762 3,719,700 3,794,100 3,870,000 3,947,400 4,026,300 4,106,800 4,188,900 4,272,700 4,358,200 Other Tax - Franchise Tax 1,352,550 1,171,440 1,200,700 1,230,700 1,261,500 1,293,000 1,325,300 1,358,400 1,392,400 1,427,200 1,462,900 Other Tax - Business License Tax 582,000 582,000 596,100 608,400 623,600 639,200 655,200 671,600 688,400 705,600 723,200 Other Tax - Cannabis Tax 800,000 700,000 714,000 728,300 742,900 757,800 773,000 788,500 804,300 820,400 836,800 Excess ERAF 3,860,000 3,860,000 3,917,900 3,976,700 4,036,400 4,096,900 4,158,400 4,220,800 4,284,100 4,348,400 4,413,600 Department/Program Revenues 11,260,824 11,103,824 11,461,100 11,727,100 12,137,500 12,562,300 13,001,900 13,457,000 13,928,000 14,415,500 14,920,100 Intergovernmental 2,762,824 2,656,524 2,709,700 2,763,900 2,860,600 2,960,700 3,064,300 3,171,600 3,282,600 3,397,500 3,516,400 Investment Earnings 972,100 998,100 1,018,100 1,038,500 1,074,800 1,112,400 1,151,300 1,191,600 1,233,300 1,276,500 1,321,200 Charges for Services 7,525,900 7,449,200 7,733,300 7,924,700 8,202,100 8,489,200 8,786,300 9,093,800 9,412,100 9,741,500 10,082,500 Transfers In 1,478,800 1,478,800 1,593,800 1,625,700 1,658,200 1,691,400 1,725,200 1,759,700 1,794,900 1,830,800 1,867,400 Total Annual Revenue $ 53,186,106 $ 53,580,004 $ 52,848,979 $ 54,962,776 $ 57,796,541 $ 60,250,277 $ 62,153,699 $ 61,486,302 $ 64,106,934 $ 67,317,512 $ 68,513,071 Revenue Year-to-Year 8.65% 7.04% -1.36% 4.00% 5.16% 4.25% 3.16% -1.07% 4.26% 5.01% 1.78%
EXPENDITURES
2025-2026
Adopted Budget
2025-2026
Revised Budget
2026-2027
Projected
2027-2028
Projected
2028-2029
Projected
2029-2030
Projected
2030-2031
Projected
2031-2032
Projected
2032-2033
Projected
2033-2034
Projected
2034-2035
Projected
S&B 36,454,015 36,553,464 $ 38,230,302 $ 39,759,514 $ 41,349,895 $ 43,003,891 $ 44,724,046 $ 46,513,008 $ 48,373,528 $ 50,308,470 $ 52,320,808 Salary Savings (5%) - (1,461,842) (1,911,515) (1,987,976) (2,067,495) (2,150,195) (2,236,202) (2,325,650) (2,418,676) (2,515,423) (2,616,040) Salaries & Benefits 36,454,015 35,091,621 36,318,787 37,771,539 39,282,400 40,853,696 42,487,844 44,187,358 45,954,852 47,793,046 49,704,768 Contract Services 8,719,867 9,995,643 9,810,600 10,006,800 10,206,900 10,411,000 10,619,200 10,831,600 11,048,200 11,269,200 11,494,600 Material/Supplies/Maintenance 4,501,536 5,031,381 5,106,900 5,183,500 5,261,300 5,340,200 5,420,300 5,501,600 5,584,100 5,667,900 5,752,900 Transfers Out - Debt Service 2,048,781 1,419,798 2,990,583 3,067,962 3,088,206 2,895,486 1,797,046 1,781,108 1,570,438 1,520,294 1,520,412 Transfers Out - Allocations 1,419,798 2,041,561 2,072,200 2,103,300 2,134,800 2,166,800 2,199,300 2,232,300 2,265,800 2,299,800 2,334,300 Total annual operating Expenditures $ 53,143,997 $ 53,580,004 $ 56,299,070 $ 58,133,101 $ 59,973,606 $ 61,667,182 $ 62,523,690 $ 64,533,966 $ 66,423,390 $ 68,550,240 $ 70,806,980 Transfers Out - Capital 50,000 50,000 - - - - - - - - - Total General Fund Expenditures $ 53,193,997 $ 53,630,004 $ 56,299,070 $ 58,133,101 $ 59,973,606 $ 61,667,182 $ 62,523,690 $ 64,533,966 $ 66,423,390 $ 68,550,240 $ 70,806,980 Exp Year-to-Year 10.06% 12.50% 4.98% 3.26% 3.17% 2.82% 1.39% 3.22% 2.93% 3.20% 3.29% GF Structural Surplus/Deficit $ 42,109 $ (0) $ (3,450,091) $ (3,170,325) $ (2,177,065) $ (1,416,905) $ (369,991) $ (3,047,664) $ (2,316,455) $ (1,232,728) $ (2,293,909) Surplus/Def as % of GF Revenues 0.08% 0.00% -6.53% -5.77% -3.77% -2.35% -0.60% -4.96% -3.61% -1.83% -3.35% Beginning Fund Balance 19,309,076 22,635,647 22,585,647 19,135,556 15,965,231 13,788,166 12,371,261 12,001,270 8,953,606 6,637,151 5,404,423 Total Revenues 53,186,106 53,580,004 52,848,979 54,962,776 57,796,541 60,250,277 62,153,699 61,486,302 64,106,934 67,317,512 68,513,071 Total Expenditures 53,193,997 53,630,004 56,299,070 58,133,101 59,973,606 61,667,182 62,523,690 64,533,966 66,423,390 68,550,240 70,806,980 Projected Ending Fund Balance $ 19,301,185 $ 22,585,647 $ 19,135,556 $ 15,965,231 $ 13,788,166 $ 12,371,261 $ 12,001,270 $ 8,953,606 $ 6,637,151 $ 5,404,423 $ 3,110,514 Non-Spendable 8,287 23,188 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Restricted 542,791 750,133 917,633 1,085,133 1,252,633 1,420,133 1,587,633 1,755,133 1,922,633 2,090,133 2,257,633 Assigned Reserves
Policy Level of 10% of Expenditures 5,314,400 5,358,000 5,629,907 5,813,310 5,997,361 6,166,718 6,252,369 6,453,397 6,642,339 6,855,024 7,080,698 VLF Restriction Budget Strategy #2 2,300,000 - - - - - - - - - - Facility Maintenance & Replacement 205,000 117,992 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 205,000 Compensated Absences 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Child Care Reserve 488,591 488,591 488,591 488,591 488,591 488,591 488,591 488,591 488,591 488,591 488,591 Legal Reserves 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Assigned Reserves 8,607,991 6,264,583 6,623,498 6,806,901 6,990,952 7,160,309 7,245,960 7,446,988 7,635,930 7,848,615 8,074,289 Non-Spendable, Restricted & Assigned 9,159,069 7,037,904 7,566,131 7,917,034 8,268,585 8,605,442 8,858,593 9,227,121 9,583,563 9,963,748 10,356,922 Unassigned Fund Balance $ 10,142,116 $ 15,547,742 $ 11,569,425 $ 8,048,197 $ 5,519,581 $ 3,765,819 $ 3,142,677 $ (273,514) $ (2,946,412) $ (4,559,325) $ (7,246,408) Unassigned balance as % of Op. Exp. 19.07% 28.99% 20.55% 13.84% 9.20% 6.11% 5.03% -0.42% -4.44% -6.65% -10.23% GFOA Recommended Reserves 8,857,333 8,930,001 9,383,178 9,688,850 9,995,601 10,277,864 10,420,615 10,755,661 11,070,565 11,425,040 11,801,163 Above/(Below) GFOA Guidelines 1,284,783 6,617,741 2,186,247 (1,640,653) (4,476,020) (6,512,045) (7,277,938) (11,029,175) (14,016,977) (15,984,365) (19,047,571) * If VLF lobbying efforts fail, the entirety of the backfill revenue will be at jeopardy, and thus be adding to the deficit.
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Attachment: Attachment C - Updated Financial Forecast (6163 : Strategic Plan Update - Study Session)
LONG-TERM FINANCIAL FORECAST ASSUMPTIONS
Updated March 2026 for Strategic Plan, LTFF will be revisited during the FY 2026/27 Budget Process The long-term financial model features a set of assumptions for revenues and expenditures based on conservative projections and information available at the time of publication. The forecast starts with the FY 2025-26 adopted budget, and includes preliminary FY 2025-26 mid-year revisions, plus nine (9) forecasted years, for a ten (10) year financial forecast. This forecast is intended to be used to guide strategic budgeting and financial stability efforts, in accordance with Strategic Goal #1 – Enhance organizational and fiscal stability.
Revenue Assumptions
1. Property Tax is the City's biggest revenue category. Based on the current collection trends, consistent with the anticipated increases in the assessed market value and information provided by the county and HdL, the City’s property tax consultant, these revenues are forecasted to trend higher than adopted budget, therefore have been adjusted with the mid-year revision. These revenues assume a 3.5% increase for the upcoming year and annually thereafter.
2. Vehicle License Fees (VLF) are tied to property-assessed value growth and a corresponding growth in tax revenue. Utilizing the estimates from San Mateo County, VLF assumes a 6.6% increase year over year, however the State has been unable to fulfill its payments in the year due, causing a shortfall each year. The shortfall becomes an estimate to be received two years later, which is referenced as a backfill. The FY 2025-26 Adopted Budget included the projected shortfall in the current year of $2.8 million, which will be due in FY 2028. The preliminary assumptions included the backfill to be received in the current year owed from FY 2024, in the amount of $2.3 million. After the Budget Study Session 1, Council approved Budget Strategy #2, that placed $2.3 million as assigned reserves in case the State doesn’t fulfill its obligation. However, since the State’s Budget only included paying cities 2/3 of the backfill amount, the 2025-26 revised budget shows this reduction in VLF revenues of $771,845. The VLF Backfill revenue is in constant jeopardy of not being received in future years. If the current lobbying efforts fail the entire backfill revenues due to the City next year will be in jeopardy, which would increase the FY 2026-27 projected deficit from $3.45m to $4.5m. The City has joined the lawsuit against the State along with San Mateo County and other affected cities in pursuit of the withheld VLF revenues.
3. Sales Tax is projecting a slight decline with the mid-year revision, however going forward a modest increase of 2% for the next two years based on the most recent projections by HdL (the City’s Sales Tax consultant), followed by a 2.5% increase for the next seven years to consider the cyclical nature of these revenues driven by the local economy.
4. Measure Y is the ½ % voter-approved Transaction and Use Tax that went into effect on April 1, 2023. The same projection method is applied to Measure Y as the other regular 1% of Bradley Burns Local Sales and Use Tax mentioned above, after reflecting a modest increase in the midyear revision, assuming a 2% increase through FY 2028 and 2.5% for the future years. Measure Y transactions and use tax measure is scheduled to sunset in 2031 and the forecast reflects that revenue reduction.
5. Transient Occupancy Tax reflects an increase for projected actuals with the mid-year revision and assumes a 2.5% increase through FY 2028 and a normal inflation change of 3% thereafter for the subsequent seven years. Unfortunately, due to the Council’s recent ordinance changes related to short-term rental (STR) regulations, the forecast incorporates a reduction of almost $1.5 million over the next three years due to a projected reduction in both coastal and non-coastal renewals.
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Attachment: Attachment C - Updated Financial Forecast (6163 : Strategic Plan Update - Study Session)
6. Utility Users' Taxes (UUT) incorporates a mid-year revision to reflect increases in projected actuals due to increased UUT collected on rate changes across the various gas and electric tiers and variety of customers. Revenues in this category also assume a uniform 2.0% increase for all remaining years conservatively forecasted.
7. Other Taxes include business license tax, cannabis operations tax, and franchise tax. A modest
2.5% increase is projected for these tax categories in future years. However, this category was also affected by the Council’s recent ordinance changes related to STR regulations and a slight decrease in business license activity was incorporated. Cannabis tax revenue has a decline in the mid-year revision due to a reduction in cannabis operators.
8. For FY 2025-26 the General Fund received 100% of the Excess Educational Revenue Augmentation Fund (ERAF) revenues projected. This is a change from the Council Policy of allocating only $145K of ERAF to the General Fund and splitting the rest of the ERAF funding 50% each between the Disaster Accounting Fund (Fund 238) and the Housing In lieu Fund (Fund 224).
Given the structural deficit the financial forecast keeps the current allocation to the General Fund in place through 2035. Council direction could change from year to year on this allocation methodology.
9. Departmental or Program Revenues include building, planning, and other permits, recreation revenues, grants, and rentals. The mid-year revision shows a slight decline due to trending forecasts on the STR permits, and loss of Senior Programs funding. This category includes a 2% increase through 2028, and a 3.5% increase thereafter based on the anticipated continuation of the current service activity level, plus inflationary adjustments to the Wastewater Fund administrative service fee and an anticipated increase in investment income.
10. Operating Transfers in reflect a modest increase of 2% in the out years to account for the cost increases that drive this transfer relationship. This category mainly includes the cost recovery reimbursements from Fund 216 (NPDES), Fund 210 (Gas Tax) and Fund 209 (Measure A).
Expenditures Assumptions
1. Salaries and Benefits (S&B) The FY 2025-26 adopted budget includes a full-time equivalent count of 201.75 Citywide. During the budget process Council made a one-time policy decision to not allocate $214k to the pension trust for FY 2025-26. For the mid-year revision, mou increases were incorporated with a 4.0% salary savings applied to account for these increases. The remaining years include a 4.0% increase annually thereafter to account for increases related to cost of medical, dental, and vision benefits, PERS rates, and unfunded pension liability payments, merit, and other labor-related increases, with a 5% salary savings factor, and include contributions to both the pension and OPEB trusts.
2. Contractual Services category assumes an annual increase of 2.0% for most City contracts to account for inflation and regular CPI increases in existing contracts.
3. Materials, Supplies, and Maintenance category assumes a modest 1.5% increase each year to account for inflation.
4. Operating Transfers Out Debt Service category is projected to be in accordance with the City’s updated debt service schedule for each projected year. These are the major debt service obligations included in financing: 2016 COP, 2019 POB, 2021 Civic Center, and the new 2023 Fire Equipment Lease. A reduction of the debt payment starting with FY 2031 is related to the projected payoff for the Pension Obligation Bond.
5. Operating Transfers Out Allocations category accounts for transfers to Internal Service Funds, including the Risk Management funds for General Liability and Worker's Compensation insurance
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Attachment: Attachment C - Updated Financial Forecast (6163 : Strategic Plan Update - Study Session) premiums and Motor Pool funds to cover motor pool operating expenditures. Also included in this category is an ongoing allocation to the motor pool vehicle replacement fund in order build up fund balance for future fleet replacement. The forecast shows a modest 1.5% increase each year to account for rising insurance premiums.
6. Capital Transfers Out category contains the approved allocation of $50k for the FY 2025-26 budget year. With no automatic ongoing contribution to capital in the future years.
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Attachment: Attachment C - Updated Financial Forecast (6163 : Strategic Plan Update - Study Session) FY2023-2030 Strategic Plan Over Time (419 initiatives)
Not Started 70 (17%)
On Track 94 (22%)
Off Track 73 (17%)
At Risk 5 (1%)
Achieved 171 (41%)
Not Achieved 1 (0%)
Canceled 5 (1%)
Report Introduction
This report provides the FY2025–26 Mid-Year Update on implementation of the FY2023–2030 Strategic Plan. As this update represents the midpoint of the entire seven-year Strategic Plan horizon, staff prepared additional analytical summaries to provide a more comprehensive view of progress to date.
In addition to summarizing overall implementation status and remaining active initiatives, the report presents progress by fiscal year and by strategic goal, cumulative workload across fiscal years, and organizational capacity considerations. These include vacancy levels and other contextual factors that have influenced implementation pacing.
NOTE: Percentages are generated and rounded by AchieveIt and may not total 100%. They cannot be modified. Item counts reflect the most accurate totals.
Strategic Plan Implementation Overview
This section provides a summary of Strategic Plan implementation to date. It clarifies how work has progressed across fiscal years and provides context for the current workload.
The Strategic Plan is cumulative. Initiatives not completed in their originating fiscal year remain active and carry forward into subsequent years. Implementation sequencing is paced by staffing capacity, available funding, Council priorities, and required interdepartmental coordination. .
Completion was strong in FY2023–24. In FY2024–25, completion rates shifted as several large initiatives extended beyond their original timelines. FY2025–26 reflects both initiatives due this year and continued work from prior fiscal years.
As of December 31, 2025, 242 initiatives remain active across the organization.
City of Pacifica Strategic Plan Overview
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Attachment: Attachment D - City of Pacifica Mid-Point Strategic Plan Overview 2026-3-7 (6163 : Strategic Plan Update - Study Session) Initiatives that Began in Year 1 (FY23-24)
Not Started 8 (5%)
On Track 13 (8%)
Off Track 27 (16%)
At Risk 1 (1%)
Achieved 117 (70%)
Not Achieved 1 (1%)
Canceled 1 (1%)
Initiatives that Began in Years 1 through 2
combined (FYs23/24 & 24/25)
Not Started 12 (5%)
On Track 22 (10%)
Off Track 45 (20%)
At Risk 1 (0%)
Achieved 144 (63%)
Not Achieved 1 (0%)
Canceled 2 (1%)
Initiatives that Began in Years 1 through 3
combined (FYs23/24 - 25/26)
Not Started 49 (15%)
On Track 46 (14%)
Off Track 63 (19%)
At Risk 5 (2%)
Achieved 157 (48%)
Not Achieved 1 (0%)
Canceled 5 (2%)
Active Year 1 through Year 3 Initiatives —
Status Breakdown
Not Started 49 (30%)
On Track 46 (28%)
Off Track 63 (39%)
At Risk 5 (3%)
Active Year 1 and Year 2 Initiatives — Status
Breakdown
Not Started 12 (15%)
On Track 22 (28%)
Off Track 45 (56%)
At Risk 1 (1%)
Active Year 1 Initiatives — Status Breakdown
Not Started 8 (16%)
On Track 13 (27%)
Off Track 27 (55%)
At Risk 1 (2%)
Accumulation of Strategic Plan Initiatives by Fiscal Year This section shows how Strategic Plan initiatives have layered across fiscal years. Each chart builds on the prior year, reflecting the status of initiatives launched in that year and how remaining work has carried forward.
Taken together, the charts illustrate how Year 1 initiatives progressed, how Year 2 added to the remaining workload, and how Year 3 reflects the cumulative total to date.
Ongoing items are excluded from the item counts in this section. Because these items represent statutory or non-discretionary program requirements that recur or continue without defined end dates, they cannot be “closed out” or removed from the workload. Including them in this cumulative analysis would artificially inflate or obscure the year-over-year comparison. They remain a consistent and important part of staff workload but are excluded here to provide a clearer view of discrete Strategic Plan initiative progress.
Year 1 through 3 Observations
Of the 326 items initiated in Years 1 through
3, 163 (50%) remain outstanding as of
December 31, 2025.
NOTE: Percentages are generated and rounded by AchieveIt and may not total 100%. They cannot be modified. Item counts reflect the most accurate totals.
Year 1 through 2 Observations
Of the 227 items initiated in Years 1 and 2,
80 (35%) remain outstanding as of
December 31, 2025.
Year 1 Observations
Of the 168 items initiated in Year 1, 49
(29%) remain outstanding as of December
31, 2025.
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Attachment: Attachment D - City of Pacifica Mid-Point Strategic Plan Overview 2026-3-7 (6163 : Strategic Plan Update - Study Session) Year 2: Budgeted vs. Filled Positions
81.6%
Last updated on 06/30/2025
Stay between baseline of 0% and target of 100%
0% 100%
Year 3: Budgeted vs. Filled Positions
89.6%
Last updated on 12/31/2025
Stay between baseline of 0% and target of 100%
0% 100%
Year 1: Budgeted vs. Filled Positions
78.3%
Last updated on 06/30/2024
Stay between baseline of 0% and target of 100%
0% 100%
Year 1 Observations
In Year 1, there was a 21.7% vacancy rate.
Budgeted positions: 193.25
Vacant positions: 42
Staffing Capacity During Implementation
This section provides context on staffing capacity during Strategic Plan implementation. The charts illustrate budgeted versus filled positions, vacancy trends throughout the fiscal year, and the cumulative vacancy level (FTE) at key points in each fiscal year.
Year 2 Observations
In Year 2, there was a 18.4% vacancy rate.
Budgeted positions: 200.75
Vacant positions: 37
Year 3 Observations
In Year 3, there is a 10.4% vacancy rate to date.
Budgeted positions: 201.75
Vacant positions: 21
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Attachment: Attachment D - City of Pacifica Mid-Point Strategic Plan Overview 2026-3-7 (6163 : Strategic Plan Update - Study Session) Goal One: Enhance organizational
and fiscal stability.
Not Started 14 (10%)
On Track 18 (13%)
Off Track 24 (18%)
At Risk 2 (1%)
Achieved 77 (57%)
Canceled 1 (1%)
Goal Three: Prioritize protection and
development of affordable housing.
Not Started 11 (21%)
On Track 7 (13%)
Off Track 10 (19%)
Achieved 24 (45%)
Not Achieved 1 (2%)
Goal Four: Pursue climate change
adaptation and mitigation.
Not Started 19 (32%)
On Track 2 (3%)
Off Track 10 (17%)
Achieved 26 (44%)
Canceled 2 (3%)
Goal Five: Broaden public
communications and collaboration.
Not Started 4 (13%)
On Track 5 (16%)
Off Track 3 (9%)
At Risk 3 (9%)
Achieved 16 (50%)
Canceled 1 (3%)
Goal Two: Improve and steward City
infrastructure, streets and facilities.
Not Started 14 (19%)
On Track 16 (22%)
Off Track 20 (27%)
Achieved 22 (30%)
Canceled 1 (1%)
Strategic Plan Initiatives by Goal
The charts below reflect all Strategic Plan initiatives organized by goal area, excluding ongoing items. Ongoing items represent statutory or non-discretionary program requirements that recur or continue without defined end dates. This view provides a high-level summary of time-bound initiatives and their current status across goals. It helps illustrate where activity is concentrated and how progress varies across goal areas.
NOTE: Percentages are generated and rounded by AchieveIt and may not total 100%. They cannot be modified. Item counts reflect the most accurate totals.
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Attachment: Attachment D - City of Pacifica Mid-Point Strategic Plan Overview 2026-3-7 (6163 : Strategic Plan Update - Study Session) City of Pacifica Strategic Plan Overview
Plan Status as of December 31, 2025
Level # Indented Name Status Start Date Due Date Assigned To Ongoing? Goal 1 Enhance organizational and fiscal stability. On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes Strategy 1.1 Improve staff retention, recruitment, mental health and wellness resources, and increase staffing for rising workloads.
On Track 7/1/2024 6/30/2030 Yulia Carter Yes
Task 1.1.1 Position the City as a great place to work: provide safe workspace and adequate tools and training to ensure high performance and continue strategies to attract and retain talent in the Bay Area's competitive market, including EE recognition and celebration events, professional development and leadership training through professional associations, partnering organizations and consortium agreements, focused talent development tools, health and wellness programs, mental health resources, etc.
On Track 7/1/2023 6/30/2030 Marisol Gomez Yes
Sub-Task 1.1.1.1 Conducted 51 recruitments and filled 27 FT and 16 PT vacancies and developed best recruitment practices for finding the best-qualified candidates.
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.1.1.2 Planned and executed the first Open Enrollment Health Fair with employment enrichment services and education.
Achieved 7/1/2023 12/31/2023 Yulia Carter No
Sub-Task 1.1.1.3 Implemented COLA and equity adjustments for all employees, 457 deferred comp plan matching, and implemented FLSA compliance.
Achieved 7/1/2023 12/31/2023 Yulia Carter No
Sub-Task 1.1.1.4 Provided customized HR trainings to departments Achieved 7/1/2023 12/31/2023 Yulia Carter No Sub-Task 1.1.1.5 Implement annual implicit-bias-awareness training for all police department staff On Track 7/1/2024 6/30/2030 Maria Sarasua Yes Sub-Task 1.1.1.6 Added a benefit of voluntary "pet insurance" plan and Launched new Employee Assistance Program with CONCERN to include clinicians specializing in first responder trauma.
Achieved 7/1/2023 12/31/2023 Yulia Carter No
Sub-Task 1.1.1.7 Create a citywide calendar for employee recognition and celebration events, plan resources and budget accordingly.
Achieved 1/1/2024 6/30/2025 Zach Harris No
Sub-Task 1.1.1.8 Annually, conduct employee recognitions (service awards), implement quarterly "check-in and celebration" meetings and holiday events in individual departments.
On Track 7/1/2023 6/30/2030 Marisol Gomez Yes
Sub-Task 1.1.1.9 Prepare Telecommute Policy, complete a "meet and confer" process with the labor groups, and implement the policy citywide
Achieved 7/1/2023 12/31/2023 Yulia Carter No
Sub-Task 1.1.1.10 Provide contemporary leadership training through state and national public safety associations
On Track 7/1/2023 6/30/2030 Maria Sarasua Yes
Sub-Task 1.1.1.11 Implement evidence-based wellness initiatives to support the physical and mental health of employees.
On Track 7/1/2023 6/30/2030 Maria Sarasua Yes
Sub-Task 1.1.1.12 Expand and leverage social media platforms to attract qualified police officer candidates On Track 7/1/2023 6/30/2030 Maria Sarasua Yes Sub-Task 1.1.1.13 Conduct Supervisory (HR101) Training and developed a training program by participating in regional initiatives (e.e SMC Supervisory Academy; LCW and ICMA Trainings) as well as developing an in-house pilot training series starting with Staff Report Writing; Transition to Supervisory Role and Time Management training classes Achieved 7/1/2024 9/30/2024 Yulia Carter No
Sub-Task 1.1.1.14 Develop and execute organizational "pulse check" assessment citywide and Employee Code of Ethics initiative
Not Started 7/1/2024 6/30/2025 Yulia Carter No
Sub-Task 1.1.1.15 Supporting the hybrid workforce by offering agency staff the productivity resources needed to support and empower today’s hybrid workforce.
Achieved 7/1/2023 6/30/2025 Harun Kiziltug No
Sub-Task 1.1.1.16 Conduct a facilitated POST approved team building workshop with police department leadership team.
Achieved 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 1.1.1.17 Utilize employee survey tool to enhance employee satisfaction and retention. Achieved 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 1.1.1.18 Create new special assignment positions to support professional development and staff retention
Off Track 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 1.1.1.19 Host employee recognition ceremonies to celebrate newly hired employees, promotions, and retirements
On Track 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 1.1.1.20 Enhance department training with reality-based scenarios utilizing Virta technology At Risk 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 1.1.1.21 Participate in Public Safety Career Fairs to bolster recruitment efforts. On Track 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 1.1.1.22 Create a VIPS (Volunteers in Police Services) Program to ease the burden of rising workloads and short staffing.
Off Track 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 1.1.1.23 Create a Police Explorer Program to expand police officer candidate pool. Off Track 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 1.1.1.24 Reinstate the Administrative Sergeant position to ease the rising workload on supervisors and command staff.
At Risk 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 1.1.1.25 Host biennial formal inspection and family day celebration event at police department. On Track 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 1.1.1.26 Host inaugural Teen Community Academy Achieved 7/1/2025 6/30/2026 Maria Sarasua No Task 1.1.2 Continue to explore options to fund augmentation to staffing capacity, such as new fees or one-time funding for limited-term staffing and interns/fellows Achieved 1/1/2024 6/30/2024 Yulia Carter Yes
Sub-Task 1.1.2.1 Conduct recruitment and transition to a new HR Manager Position (due to retirement) Achieved 1/1/2024 6/30/2024 Yulia Carter No Sub-Task 1.1.2.2 Conduct a staffing level comparison with benchmark agencies Achieved 1/1/2024 6/30/2024 Yulia Carter No Sub-Task 1.1.2.3 Participate in San Mateo Regional Internship Program Achieved 4/1/2024 9/30/2024 Zach Harris No Sub-Task 1.1.2.4 Explore funding sources mechanism to enhance staffing levels Achieved 4/1/2024 6/30/2024 Yulia Carter No Task 1.1.3 Complete staff transition to newly renovated Civic Center and plan and hold open-house celebration
Achieved 1/1/2024 6/30/2024 Kevin Woodhouse No
Sub-Task 1.1.3.1 Complete the construction, interior design options, furniture, and tech equipment purchasing and plan for the move-in and celebration event Achieved 1/1/2024 6/30/2024 John Mullins (Deleted) No
Sub-Task 1.1.3.2 Organize and carry out the ribbon-cutting ceremony, open house, and move-in celebration.
Achieved 4/1/2024 6/30/2024 Kevin Woodhouse No
Task 1.1.4 Undertake classification and compensation study in preparation for next round of labor negotiations with the long-term goal of offering competitive compensation and benefits as can be afforded by the City
Achieved 1/1/2024 12/31/2024 Yulia Carter No
Sub-Task 1.1.4.1 Developed the study's scope and parameters, negotiated and finalized contract agreement with the consulting firm and presented it for Council approval Achieved 10/1/2023 12/31/2023 Yulia Carter No
Sub-Task 1.1.4.2 Held a kickoff meeting with management and labor groups, developed and distributed questionnaires for participating employees and supervisors and conducted a citywide training on the goals and objectives for the study and information input Achieved 1/1/2024 3/31/2024 Yulia Carter No
Sub-Task 1.1.4.3 Develop Implementation Action Plan for the study results and include it in the new Labor negotiations strategies
Achieved 1/1/2025 6/30/2025 Yulia Carter No
Sub-Task 1.1.4.4 Facilitate interviews with staff and supervisors and manage information input for the study Achieved 4/1/2024 6/30/2024 Yulia Carter No Sub-Task 1.1.4.5 Review the preliminary results of the study and work closely with the consulting firm to finalize it.
Achieved 7/1/2024 9/30/2024 Yulia Carter No
Sub-Task 1.1.4.6 Bring finalized classification study to Council for adoption Achieved 7/1/2024 6/30/2025 Yulia Carter No Sub-Task 1.1.4.7 Prepare for and conduct labor negotiations with all employee groups and implement the new labor agreements
Achieved 7/1/2024 6/30/2025 Yulia Carter No
Task 1.1.5 Enhance recruitment strategies and continue filling vacancies across departments On Track 7/1/2025 6/30/2026 Marisol Gomez No Sub-Task 1.1.5.1 Conduct a Recruitment Needs Analysis - collaborate with department heads to identify current and projected staffing needs, prioritize critical roles based on organizational impact.
Off Track 7/1/2025 12/31/2025 Zach Harris No
Sub-Task 1.1.5.2 Audit and Optimize Job Descriptions (see Task 1.1.4) Achieved 1/1/2024 12/31/2024 Yulia Carter No Sub-Task 1.1.5.3 Expand Sourcing Channels - identify and engage with new talent pools (e.g., niche job boards, universities, professional associations), strengthen partnerships with local agencies. Implement targeted outreach initiatives for hard to fill roles.
Achieved 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.5.4 Streamline the Hiring Process - review and refine interview and selection procedures for efficiency and consistency.
On Track 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.5.5 Enhance Onboarding and Retention Feedback Loops - incorporate feedback from new hires to continuously improve the recruitment experience.
On Track 7/1/2025 6/30/2026 Zach Harris No
Task 1.1.6 Deliver an employee engagement survey, develop a plan across all departments to review results across all levels and develop a plan to coordinate initiatives.
On Track 7/1/2025 6/30/2026 Marisol Gomez No
Sub-Task 1.1.6.1 Conduct an employee engagement survey Achieved 1/1/2025 3/31/2025 Zach Harris No Report Page 1
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Attachment: Attachment E - City of Pacifica Strategic Plan Overview (all items, 12-31-25) (6163 : Strategic Plan Update - Study Session) City of Pacifica Strategic Plan Overview
Plan Status as of December 31, 2025
Sub-Task 1.1.6.2 Analyze Survey Data - Review overall engagement scores and trends, identify key strengths and areas of concern by department, team, and demographic. Communicate Survey Findings and Next Steps to Staff - Share a summary of results and planned actions transparently, reinforce commitment to addressing employee concerns.
Achieved 1/1/2025 6/30/2025 Zach Harris No
Sub-Task 1.1.6.3 Conduct Focused Follow-Up, Engage Leadership in Results Review, Prioritize Key Themes and Action Areas - Identify 2–4 top priorities (e.g., communication, recognition, workload, development). Consider quick wins vs. long-term improvements.
Off Track 7/1/2025 12/31/2025 Zach Harris No
Sub-Task 1.1.6.4 Develop an Action Plan with Staff - define clear objectives and desired outcomes for each focus area. Assign owners, resources, and timelines for each initiative.
Not Started 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.6.5 Implement Engagement Initiatives, Monitor Progress and Adjust as Needed, Establish a Continuous Engagement Strategy
Not Started 7/1/2025 6/30/2026 Zach Harris No
Task 1.1.7 Establish onsite ongoing executive, managerial, and supervisory trainings as well as participation in regional leadership and/or local government organization/group meetings and conferences.
On Track 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.7.1 Participate in regional initiatives (e.e SMC Supervisory Academy; LCW and ICMA Trainings)
On Track 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.7.2 Continue training series - Staff Report Writing, Transition to Supervisory Role, Time Management Training, Strategic Plan Workshop, Difficult Conversations, Performance Management etc.
On Track 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.7.3 Implement and track required annual trainings - anti-harassment, etc. On Track 7/1/2025 6/30/2026 Zach Harris No Task 1.1.8 Implement a Performance Management Program Off Track 7/1/2025 6/30/2027 Zach Harris No Sub-Task 1.1.8.1 Establish Clear Objectives and Scope - define program goals aligned with City of Pacifica's strategic priorities, identify departments and roles included in the initial phase, research reputable third-party consultants specializing in performance management.
Off Track 7/1/2025 12/31/2025 Zach Harris No
Sub-Task 1.1.8.2 Partner with Bargaining Groups - engage bargaining groups early in the planning stages, maintain regular communication to address concerns and gather input, ensure transparency and collaboration throughout implementation.
Not Started 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.8.3 Design the Performance Management Framework - select performance metrics and key performance indicators (KPIs), develop standardized evaluation criteria, create timelines for performance review cycles (annual, semi-annual, quarterly).
Not Started 7/1/2025 6/30/2026 Zach Harris No
Sub-Task 1.1.8.4 Develop necessary tools and resources, conduct comprehensive training, pilot and evaluate the program.
Not Started 7/1/2025 6/30/2027 Zach Harris No
Sub-Task 1.1.8.5 Full Implementation and Integration - implement the revised framework citywide, integrate the performance management process into daily operations, reinforce through leadership endorsement and regular communication.
Not Started 7/1/2025 6/30/2027 Zach Harris No
Sub-Task 1.1.8.6 Monitor, Report, and Improve Continuously - establish regular monitoring and reporting protocols, review data to identify trends and areas for improvement, continuously refine and enhance the performance management program.
Not Started 7/1/2025 6/30/2027 Zach Harris Yes
Task 1.1.9 Continue to research, review, recommend and/or establish employee discount programs, benefits and/or programs that may enhance the employee benefits or incentive package On Track 7/1/2025 6/30/2026 Zach Harris No
Strategy 1.2 Pursue possible tax, bond and other revenue opportunities. On Track 1/1/2024 6/30/2030 Yulia Carter Yes Task 1.2.1 Commence Measure Y Citizens' Oversight Committee Achieved 7/1/2023 6/30/2024 Yulia Carter No Sub-Task 1.2.1.1 Developed the Charter, formed the committee, held the first meeting and developed an ongoing meeting schedule
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Task 1.2.2 Contract with a communications firm to complete public information materials and marketing of Vision 2025 & Beyond Strategic Financial Sustainability Study by crafting the story behind Pacifica's financial sustainability challenges and its Strategic Plan. (Also under Goal 5 - Ongoing)
Achieved 7/1/2023 3/31/2024 Yulia Carter No
Task 1.2.3 Prepare Options and Feasibility report on potential revenue measures for the November 2024 election
Achieved 7/1/2023 3/31/2024 Yulia Carter No
Sub-Task 1.2.3.1 Engaged with the consulting team to explore City options for a potential ballot measure, conducted polling survey and prepared analysis of the survey data to develop recommendations.
Achieved 1/1/2024 3/31/2024 Yulia Carter No
Task 1.2.4 Ballot Measure preparation, placement, and public information Achieved 4/1/2024 6/30/2030 Yulia Carter No Sub-Task 1.2.4.1 Receive results and analysis of polling by FM3 regarding potential revenue ballot measure(s). City Manager to present information and/or staff recommendation to Council Achieved 1/1/2024 9/30/2024 Sarah Coffey No
Sub-Task 1.2.4.2 Receive Council direction on potential revenue ballot measure(s) for November 2024 ballot.
Achieved 4/1/2024 9/30/2024 Sarah Coffey No
Sub-Task 1.2.4.3 With consultant(s) and City Attorney, staff to develop proposed ballot language to present to Council for Council Action to place measure(s) on November 2024 ballot.
Achieved 7/1/2024 9/30/2024 Sarah Coffey No
Sub-Task 1.2.4.4 Prepare informational materials and communication plan Achieved 7/1/2024 12/31/2024 Kevin Woodhouse No Sub-Task 1.2.4.5 Pacifica's voters approval of Measure M - Transient Occupancy Tax (TOT) increase to 15%
Achieved 1/1/2024 12/31/2024 Yulia Carter No
Sub-Task 1.2.4.6 Preparation for 2026 election and potential tax or bond measure, including survey and public information
On Track 7/1/2025 12/31/2026 Yulia Carter No
Strategy 1.3 Prioritize implementation of the Economic Opportunities Study. Off Track 7/1/2023 6/30/2030 Yulia Carter Yes Task 1.3.1 Commence work to begin implementation of the EOS opportunities. Off Track 7/1/2023 6/30/2025 Yulia Carter No Task 1.3.2 Continue EOS business assistance and visitor/tourism marketing efforts. Tie together Economic Development Strategy update with Economic Opportunities Study implementation, including marketing.
Achieved 7/1/2023 6/30/2025 Yulia Carter Yes
Sub-Task 1.3.2.1 Implementation of the Marketing Plan, including expansion of the Shop Pacifica program to 57 participating businesses and over 2,000 gift cards sold.
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.3.2.2 Launched the Workation pilot program that resulted in 42 additional mid-week Workation reservations over 3 months, injecting over $50,000 into the local economy.
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.3.2.3 Improved Pacifica's Social Media presence on Instagram, blogs, newsletters, influencers, and other tools and publications
Achieved 7/1/2023 12/31/2023 Yulia Carter No
Task 1.3.3 Hire permanent Economic Development Manager to implement the City's Economic Development Program and continue implementation of short-term opportunities and begin implementation of medium-term opportunities of the EOS.
Achieved 1/1/2024 6/30/2024 Yulia Carter No
Task 1.3.4 Continue implementing the City's Economic Development program and EOS opportunities, including Shop Pacifica, business visitations, Palmetto Street Enhancements, Business Matters publication, and more.
On Track 10/1/2023 6/30/2030 Yulia Carter Yes
Sub-Task 1.3.4.1 Develop and Implement the Business Visitation Program Off Track 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.2 Continue Business education program with training courses schedule every quarter Not Started 7/1/2025 6/30/2030 Yulia Carter Yes Sub-Task 1.3.4.3 Use Business Matters newsletter to promote digital marketing and social media. Not Started 7/1/2025 6/30/2030 Yulia Carter Yes Sub-Task 1.3.4.4 Revitalize the Shop Pacifica Program Not Started 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.5 Coordinate and execute the Blues & Brews annual event Canceled 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.6 Coordinate regional marketing with Half Moon Bay Off Track 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.7 Assist with planning and execution of the annual Pride event Not Started 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.8 Manor Shopping Center and Facade Refurbishment Needed Not Started 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.4.9 Promote Events in Districts Not Started 7/1/2025 6/30/2030 Yulia Carter Yes Task 1.3.5 Manage Pacifica Hotel Business Improvement District activities and workplan, including completing the conversion process to 94' district law.
Achieved 10/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.3.5.1 Engaged with the consulting firm for the SLA compliance process and marketing of the site; Received a preliminary title report; and initiated an appraisal service for 2212 Beach Blvd. site.
Achieved 1/1/2024 3/31/2024 Yulia Carter No
Sub-Task 1.3.5.2 Complete the conversion process to Pacifica Tourism Managment District (PTMD) Achieved 1/1/2025 6/30/2025 Yulia Carter No Report Page 2
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Plan Status as of December 31, 2025
Sub-Task 1.3.5.3 Complete Appraisal for 2212 Beach Blvd Site and work with the consulting firm on developing RFQ/P as subject to SLA process, present responses to Council for review and direction and negotiate Letter of Intent with potential developer.
Achieved 4/1/2024 6/30/2024 Yulia Carter No
Sub-Task 1.3.5.4 Conduct an RFP to solicit the non-profit organization to manage the PTMD and complete the transition
Achieved 7/1/2025 9/30/2025 Yulia Carter No
Task 1.3.6 Commence Surplus Lands Act compliance and marketing of 2212 Beach Blvd. Site Achieved 1/1/2024 6/30/2024 Yulia Carter No Sub-Task 1.3.6.1 Conduct internal review and property evaluation, including zoning, General Plan designation, and any restrictions and access existing and future public uses of the property
Not Started 1/1/2024 6/30/2025 Yulia Carter No
Sub-Task 1.3.6.2 Prepare Surplus Land Declaration, including reports, maps and supporting documentation and conduct public meeting
Achieved 7/1/2025 6/30/2026 Yulia Carter No
Sub-Task 1.3.6.3 Submit the approved declaration to HCD for review and approval Achieved 7/1/2025 6/30/2026 Yulia Carter No Sub-Task 1.3.6.4 Prepare and issue a Notice of Availability (NOA) to the required list of agencies and include the details regarding the location, size, zoning and any development constraints, and allow for 60 days response period and proceed to disposition or good faith negotiations
Achieved 7/1/2025 6/30/2026 Yulia Carter No
Task 1.3.7 Request for Proposals processing and related next steps for development of 2212 Beach Blvd Site
On Track 7/1/2023 6/30/2026 Yulia Carter No
Task 1.3.8 Streamline the City's non-residential development regulations for particular economic opportunity sites, development types, etc. to improve the process, such as frontloading CEQA and making certain projects ministerial approval only (outside Coastal Zone) Off Track 7/1/2024 6/30/2025 Samantha Updegrave No
Sub-Task 1.3.8.1 Economic Development Manager coordinates with Planning Department to identify priority sites and regulations.
Not Started 7/1/2024 6/30/2026 Yulia Carter No
Sub-Task 1.3.8.2 Economic Development Manager coordinates with Planning Department during Housing Element Program HE-I-2 implementation ("Phase 2 Rezoning," zoning modernization and streamlining).
Off Track 7/1/2024 6/30/2025 Yulia Carter No
Task 1.3.9 Explore other funding sources, including Enhanced Infrastructure Financing District (EIFD), Community Facility Districts (CFD), and Climate Resiliance District (CRD) options, or related tools, for West Sharp Park and Quarry/Rockaway
Not Started 1/1/2024 6/30/2025 Yulia Carter No
Task 1.3.10 Develop and implement the Economic Vitality Strategy to serve as a single consolidated document to articulate and prioritize previously approved economic development plans, programs and strategies
On Track 7/1/2024 6/30/2030 Yulia Carter Yes
Task 1.3.11 Promote Housing as Economic Infrastructure Not Started 7/1/2025 6/30/2030 Yulia Carter Yes Sub-Task 1.3.11.1 Collaborate with developers and regional partners to incentivize housing development and align economic development incentives with housing production goals Not Started 7/1/2025 6/30/2030 Yulia Carter Yes
Sub-Task 1.3.11.2 Leverage Housing Element Implementation and Collaborate with the CDD department to streamline development reviews for priority housing projects Not Started 7/1/2025 6/30/2030 Yulia Carter Yes
Sub-Task 1.3.11.3 Explore zoning code updates to allow greater flexibility for housing and encourage the reuse of underutilized commercial properties for mixed-use or residential development.
Leverage state programs to attract funding for mixed-use redevelopment Not Started 7/1/2025 6/30/2030 Yulia Carter Yes
Strategy 1.4 Prepare the Cost Allocation Plan and Conduct the Development Impact Fee and Master Fee Studies
On Track 4/1/2025 6/30/2026 Marisol Gomez No
Task 1.4.1 Conduct an RFP Process and select a consulting firm for the CAP, DIF and MFS project Achieved 4/1/2025 9/30/2025 Marisol Gomez No Task 1.4.2 Conduct the Development Impact Fee Study On Track 7/1/2025 6/30/2026 Marisol Gomez No Task 1.4.3 Conduct the Cost Allocation Plan Off Track 7/1/2025 12/31/2025 Lucy Xie No Task 1.4.4 Conduct the Master Fee Study and Adopt a new MFS Off Track 7/1/2025 6/30/2026 Lucy Xie No Strategy 1.5 Goal 1 | Organizational & Fiscal Sustainability: Ongoing, non-discretionary or previously initiated projects and services
On Track 7/1/2023 6/30/2030 Yulia Carter Yes
Task 1.5.1 Maintain labor negotiations with all employee groups Achieved 7/1/2023 6/30/2030 Yulia Carter Yes Sub-Task 1.5.1.1 Completed 2023 - 2025 Labor negotiations and approved contracts Achieved 7/1/2023 6/30/2024 Yulia Carter No Sub-Task 1.5.1.2 Complete 2025- 2027 Labor negotiations and approved contracts Achieved 1/1/2025 6/30/2025 Yulia Carter No Task 1.5.2 Goal 1 | Organizational & Fiscal Sustainability: Day-to-day organizational management, services, reporting, public meeting coordination, and community engagement, responsiveness, and outreach
On Track 7/1/2023 6/30/2030 Yulia Carter Yes
Sub-Task 1.5.2.1 Continue timely delivery on key milestones within the Finance cycle (Quarterly Treasurer's and Financial Reports, Interim and Final Audit, including Single Audits, Measure A and Measure W AUP; Child Care Program Audit, Mid-year and Annual Budget Process), State Controller's Mandated Reports for Streets; Cities Transaction; Public Financing Authority, annual Bond disclosure; Successor Agency and ROPS reporting to the State Department of Finance and San Mateo County Oversight Board, Measure Y Citizens Oversight Committee, etc.
On Track 7/1/2023 6/30/2030 Marisol Gomez Yes
Sub-Task 1.5.2.2 Continue timely delivery of key milestones for Annual Mandated Reporting for HR, Payroll and/or Risk items: EEO-1 Reporting Affordable Care Act 1095 report; OSHA; Emergency Preparedness Plan; Public Annual Self-Insured State Reporting and legal HR compliance requirements; Government Employee Compensation; Quarterly Payroll Tax Filing for IRS and EDD.
On Track 7/1/2023 6/30/2030 Lucy Xie Yes
Sub-Task 1.5.2.3 Non Discretionary tasks for Day-to-day reporting mandates in the City Clerk’s Office (e.g continue timely delivery of responses to Public Records Act Requests, meeting coordination including publication and posting of Agendas, execution of Resolutions and Ordinances, etc.).
On Track 7/1/2023 6/30/2030 Sarah Coffey Yes
Task 1.5.3 Continue systems efficiency improvements, such as Public Records Act handling, new Agenda Management software, document scanning, utilization of Laserfiche, technology systems modernization for efficiencies and service-delivery assessment Off Track 7/1/2023 6/30/2026 Sarah Coffey Yes
Sub-Task 1.5.3.1 Prepare for and Hold Citywide Records Clean Up Day 2023 - scheduled for Feb. 21, 2024. Achieved 7/1/2023 3/31/2024 Sarah Coffey No Sub-Task 1.5.3.2 Implement new Agenda Management Software (Granicus OneMeeting) that provides for integrated meeting video for City Council and Planning Commission meetings and incorporates all City Committees / Commissions for Agenda and Minutes publication.
Off Track 1/1/2024 3/31/2026 Sarah Coffey No
Sub-Task 1.5.3.3 Continue efforts for digitizing records and uploading digital records into Laserfiche as the document repository. Complete the Laserfiche repository records for City Council Ordinances & Resolutions, then Agreements, then Agenda Staff Reports.
Off Track 7/1/2023 6/30/2026 Sarah Coffey No
Sub-Task 1.5.3.4 Implement automated scheduling softwares for Police Department Achieved 7/1/2023 6/30/2024 Maria Sarasua No Sub-Task 1.5.3.5 Continue modernization and maintenance of technology infrastructure On Track 7/1/2023 6/30/2030 Harun Kiziltug Yes Sub-Task 1.5.3.6 Continuous review of processes in order to maximize the efficiency and ease of use of the newly implementing ERP system
On Track 7/1/2025 6/30/2026 Lucy Xie No
Task 1.5.4 Community Development / Permit Tracking Software (Building, Planning, and Public Works permits)
On Track 4/1/2025 12/31/2027 Samantha Updegrave No
Sub-Task 1.5.4.1 Needs assessments/processing mapping and implementation planning (permit tracking software)
Off Track 4/1/2025 12/31/2025 Samantha Updegrave No
Sub-Task 1.5.4.2 Conduct formal RFP (permit tracking software) Not Started 1/1/2026 3/31/2026 Samantha Updegrave No Task 1.5.5 Continue processing of Planning documents/ordinances/plans updates that clarify/streamline development requirements and processes, including the Local Coastal Land Use Plan, the Sharp Park Specific Plan, and Zoning Code Amendments
On Track 7/1/2023 6/30/2030 Samantha Updegrave Yes
Task 1.5.6 Continue Enterprise Resource Planning solution implementation for Financial and Human Resource Management System modules.
Achieved 7/1/2023 6/30/2025 Marisol Gomez No
Sub-Task 1.5.6.1 Completed vendor selection and contract negotiation process with Tyler Technology and launched the Munis ERP system implementation
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.6.2 Revamp the City's chart of accounts structure and complete the conversion and mapping. Achieved 7/1/2023 6/30/2024 Yulia Carter No Report Page 3
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Plan Status as of December 31, 2025
Sub-Task 1.5.6.3 Complete financial module setups and conversion and go live with Munis Financial Module
Achieved 7/1/2023 6/30/2024 Lucy Xie No
Sub-Task 1.5.6.4 Prepare employee database setups and complete HR/ MOU/ Benefit Master Codes, personnel action tables, position control and salary tables, cost centers, positive pay and Time and Attendance and go live with the HRMS Module
Achieved 1/1/2024 6/30/2025 Zach Harris No
Sub-Task 1.5.6.5 Complete staff's training on the Financial and HRMS Module setup and capabilities and create training library.
Achieved 10/1/2024 12/31/2024 Lucy Xie No
Task 1.5.7 Implement a Geographic Information System Off Track 7/1/2023 6/30/2025 Melissa Tigbao No Sub-Task 1.5.7.1 Bring in Pro West to assess and manage GIS implementation Off Track 1/1/2024 6/30/2026 Roland Yip No Task 1.5.8 Develop ongoing audit strategy and conduct routine audits of the City's top revenues sources, inlcluding Sales Tax, TOT, Business License and Cannabis to ensure compliance; continue to pursue grant funding; review the revenue-generated agreements for appropriate terms and economic escalators.
Achieved 10/1/2023 6/30/2025 Yulia Carter Yes
Sub-Task 1.5.8.1 Conduct an RFP process and select a grant-writing firm to establish an ongoing grant finding services
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.8.2 Ongoing work with the grant-writing firm on various grant applications On Track 7/1/2023 6/30/2030 Yulia Carter Yes Sub-Task 1.5.8.3 Launched the Business License Compliance process with all business type categories (property management, general businesses, professional, etc.) Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.8.4 Ongoing compliance efforts related to Business License Tax Off Track 7/1/2023 6/30/2030 Marisol Gomez Yes Sub-Task 1.5.8.5 Ongoing tax compliance efforts related to STR providers. On Track 7/1/2023 6/30/2030 Yulia Carter Yes Sub-Task 1.5.8.6 Conduct annual audits for cannabis businesses. On Track 7/1/2023 6/30/2030 Marisol Gomez Yes Sub-Task 1.5.8.7 Conduct annual audit of lodging providers (TOT) On Track 7/1/2023 6/30/2030 Marisol Gomez Yes Task 1.5.9 Review, update, develop and implement policies and processes related to Administrative Services to comply with legal requirements and best practices Off Track 7/1/2023 6/30/2030 Marisol Gomez Yes
Sub-Task 1.5.9.1 Prepare and Rollout the Credit Card Use Policy Achieved 1/1/2024 3/31/2024 Lucy Xie No Sub-Task 1.5.9.2 For all policy changes in Task 1.5.8 - enagage key stakeholders to draft revisions and new policies, conduct legal and compliance review, facilitate policy review and approval process, communicate and implement updated policies, establish ongoing review mechanism
Off Track 7/1/2025 6/30/2030 Marisol Gomez No
Sub-Task 1.5.9.3 Revisions to the Purchasing Policy Achieved 1/1/2024 3/31/2024 Yulia Carter No Sub-Task 1.5.9.4 Review and Update of Administrative Policies Off Track 7/1/2023 12/31/2025 Marisol Gomez No Sub-Task 1.5.9.5 Reviewed and updated Anti-harassment policy update and conducted citywide training. Achieved 7/1/2023 6/30/2024 Zach Harris No Sub-Task 1.5.9.6 Prepared Outstanding Checks policy and procedures Achieved 7/1/2023 6/30/2024 Lucy Xie No Sub-Task 1.5.9.7 Review and Update Technology Policies, including creation of Ai policy Off Track 7/1/2025 12/31/2025 Harun Kiziltug No Sub-Task 1.5.9.8 Review and Update Personnel Policies, including Public Safety Policies Off Track 7/1/2025 6/30/2026 Zach Harris No Task 1.5.10 Develop and implement a citywide Risk Management Program that includes, but is not limited to, general liability, property, vehicle and financial risk management, to comply with operational best practices, provide risk control and mitigation. Conduct related staff training.
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.10.1 Re-establish the City's Safety Committee and resume quarterly meetings Off Track 7/1/2023 6/30/2024 Yulia Carter No Sub-Task 1.5.10.2 Establish the Risk Management Committee and hold ongoing meetings to review general liability claims, develop risk mitigation strategies , conduct risk assessment and set priorities for implementation of the Risk Management best practices.
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.10.3 Reviewed and update of the City's Injury and Illness Prevention Program (IIPP) Achieved 7/1/2023 6/30/2024 Yulia Carter No Sub-Task 1.5.10.4 Complete Risk Management Self-Assessment to identify the high-risk areas (by frequency and severity)
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 1.5.10.5 Improve cybersecurity infrastructure and continuous training of staff to increase cybersecurity awareness.
On Track 7/1/2023 6/30/2030 Harun Kiziltug Yes
Sub-Task 1.5.10.6 Conduct continuous training of staff to increase cybersecurity awareness - provide ongoing cybersecurity awareness training to all staff, include phishing simulations and secure data handling best practices.
Off Track 7/1/2025 6/30/2030 Harun Kiziltug Yes
Task 1.5.11 Conduct an RFP process and select a new qualified financial audit firm to perform the City's annual regular and single audit and assist with the preparation of the ACFR report Achieved 1/1/2024 6/30/2024 Lucy Xie No
Goal 2 Improve and steward City infrastructure, streets and facilities. On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes Strategy 2.1 Complete selected stormwater and flooding improvements citywide. Off Track 7/1/2023 6/30/2030 Melissa Tigbao No Task 2.1.1 Complete interim Storm Drain study, design and construction for Anza/Arguello area Achieved 7/1/2023 6/30/2024 Roland Yip No Task 2.1.2 Complete Linda Mar Storm Pump Station review and rehabilitate equipment Achieved 7/1/2023 6/30/2025 Louis Sun (Deactivated) No Sub-Task 2.1.2.1 Purchase new Hydrapump Achieved 10/1/2025 12/31/2025 Louis Sun (Deactivated) No Task 2.1.3 Apply for grant funding to allow design of Lower Linda Mar Storm Drain Improvements Off Track 7/1/2023 6/30/2025 Roland Yip No Task 2.1.4 Complete repairs to storm drainage systems damaged during winter storms with FEMA funding
Off Track 7/1/2023 6/30/2026 Roland Yip No
Sub-Task 2.1.4.1 RFP for Design Achieved 4/1/2024 6/30/2024 Roland Yip No Sub-Task 2.1.4.2 Design Off Track 10/1/2024 6/30/2026 Roland Yip No Sub-Task 2.1.4.3 Construction Off Track 10/1/2024 6/30/2026 Roland Yip No Task 2.1.5 Pursue funding and planning for stormwater projects identified in the Storm Drainage Master Plan
On Track 7/1/2023 6/30/2026 Melissa Tigbao No
Sub-Task 2.1.5.1 Review and pursue Prop 4 climate bond funding opportunities On Track 7/1/2025 6/30/2026 Melissa Tigbao No Strategy 2.2 Advance the Beach Boulevard Resiliency Project, Esplanade Protection Projects, and the Pier.
On Track 7/1/2023 6/30/2030 Roland Yip No
Task 2.2.1 Complete Phase 2a of the design for the BBIRP On Track 1/1/2024 6/30/2026 Roland Yip No Task 2.2.2 Pursue posssible funding sources for Phase 2b of the BBIRP Off Track 1/1/2024 6/30/2025 Roland Yip No Sub-Task 2.2.2.1 Environmental Documentation Funding Off Track 1/1/2025 6/30/2025 Roland Yip No Task 2.2.3 If funding search is successful, commence Phase 2b of BBIRP Off Track 1/1/2025 6/30/2026 Roland Yip No Sub-Task 2.2.3.1 Environmental Documentation Off Track 1/1/2025 6/30/2026 Roland Yip No Task 2.2.4 Pursue possible funding sources for Phase 2c of the BBIRP On Track 7/1/2025 6/30/2026 Roland Yip No Task 2.2.5 If funding search is successful, commence Phase 2c of BBIRP Not Started 7/1/2025 12/31/2027 Roland Yip No Task 2.2.6 100% PS&E and Permitting Funding Not Started 10/1/2025 6/30/2026 Roland Yip No Task 2.2.7 Construction of BBIRP Off Track 1/1/2025 6/30/2026 Roland Yip No Sub-Task 2.2.7.1 Pursue funding for construction Not Started 7/1/2026 12/31/2027 Roland Yip No Sub-Task 2.2.7.2 Construction start Not Started 1/1/2028 12/31/2029 Roland Yip No Task 2.2.8 Complete 310-330 Esplanade Environmental Document and Final Design Off Track 7/1/2023 6/30/2026 Roland Yip No Task 2.2.9 Complete 400 Esplanade Environmental Document and Final Design Off Track 7/1/2023 6/30/2025 Roland Yip No Task 2.2.10 Finalize the Pacifica Pier full assessment Achieved 1/1/2024 6/30/2024 Roland Yip No Task 2.2.11 Identify funding for Pacifica Pier Rehabilitation Project Off Track 4/1/2024 12/31/2024 Roland Yip No Task 2.2.12 Depending on funding and result of full Pier assessment, construction of the Pacifica Pier repairs
Not Started 1/1/2026 6/30/2028 Roland Yip No
Strategy 2.3 Broaden community awareness of the Library projects. On Track 7/1/2023 9/30/2026 Kevin Woodhouse Yes Task 2.3.1 Utilize the Library Advisory Committee to continue public information/outreach to broaden community awareness of the Pacifica Libraries Modernization Project On Track 7/1/2023 6/30/2026 Sarah Coffey No
Sub-Task 2.3.1.1 Complete Charter Review for Library Advisory Committee & Council adoption of amended Resolution to define purpose & membership of Library Advisory Committee.
Achieved 4/1/2023 6/30/2023 Sarah Coffey No
Sub-Task 2.3.1.2 Recruitment & selection of Library Advisory Committee members including voting members, youth members, and ex-officio non-voting members.
Achieved 4/1/2023 12/31/2023 Sarah Coffey No
Sub-Task 2.3.1.3 Hold initial Library Advisory Committee member under new membership (December 20, 2023)
Achieved 4/1/2023 12/31/2023 Sarah Coffey No
Sub-Task 2.3.1.4 Library Advisory Committee to assist with public information and outreach regarding the Sanchez Library Outpost construction, installation and ribbon cutting eventin coordination with San Mateo County Libraries, Public Relations consultant, and City Staff and educate public on how the Outpost fits into the progress toward the overall Libraries Modernization Project. (Completion of Outpost and Ribbon cutting anticipated in Spring 2024.) Achieved 1/1/2024 6/30/2024 Sarah Coffey No
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Plan Status as of December 31, 2025
Sub-Task 2.3.1.5 Conduct regular monthly Library Advisory Committee meetings and subcommittee work to continue public information / outreach regarding the Libraries Modernization Project.
Achieved 10/1/2023 6/30/2025 Sarah Coffey No
Task 2.3.2 Complete construction of the Sanchez Library "Outpost" automated kiosk Achieved 7/1/2023 9/30/2024 Roland Yip No Task 2.3.3 Include feasibility of funding measure for new Libraries as part of Goal/Strategy 1B. Canceled 1/1/2024 6/30/2024 Yulia Carter No Sub-Task 2.3.3.1 Conduct polling survey and analyze the results Achieved 1/1/2024 6/30/2024 Yulia Carter No Task 2.3.4 Pursue grant funding opportunities as available Off Track 7/1/2023 3/31/2024 Yulia Carter No Strategy 2.4 Complete a Facilities Assessment and prioritize the City's facilities and equipment needs, including public safety, the Community Center, and other parks and recreation resources.
Off Track 7/1/2023 6/30/2030 Melissa Tigbao No
Task 2.4.1 Identify public safety equipment needs Achieved 7/1/2023 9/30/2023 Maria Sarasua No Task 2.4.2 Acquire and implement public safety technology to reduce crime and enhance investigations. On Track 7/1/2023 6/30/2030 Maria Sarasua No Sub-Task 2.4.2.1 Acquire current Axon Taser technology Achieved 7/1/2023 12/31/2024 Maria Sarasua No Sub-Task 2.4.2.2 Install new in-car camera system Achieved 7/1/2023 12/31/2024 Maria Sarasua No Sub-Task 2.4.2.3 Acquire Axon body worn camera system Achieved 7/1/2023 12/31/2024 Maria Sarasua No Sub-Task 2.4.2.4 Leverage Automated License Plate Reader (ALPR) technology to reduce property crimes. Achieved 7/1/2024 6/30/2030 Maria Sarasua No Sub-Task 2.4.2.5 Leverage Unmanned Aerial System Technology to increase operational efficiency and effectiveness.
On Track 1/1/2025 6/30/2030 Maria Sarasua Yes
Sub-Task 2.4.2.6 Replace 70 portable hand-held radios Achieved 7/1/2025 6/30/2026 Maria Sarasua No Sub-Task 2.4.2.7 Implement Field Training Officer software to improve the management of training records and satisfy POST requirements.
Achieved 7/1/2025 12/31/2025 Maria Sarasua No
Task 2.4.3 Identify public safety facility maintenance needs Off Track 7/1/2023 9/30/2025 Melissa Tigbao No Task 2.4.4 Develop public safety equipment replacement schedule Achieved 7/1/2023 12/31/2024 Maria Sarasua No Task 2.4.5 Complete a Facilities Assessment Report Off Track 7/1/2024 6/30/2026 Melissa Tigbao No Task 2.4.6 Identify and complete short-term Community Center Maintenance/Repair Needs Off Track 1/1/2025 6/30/2026 Scott Leslie No Strategy 2.5 Goal 2 | City infrastructure, streets and facilities: Ongoing, non-discretionary or previously initiated projects and services.
On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes
Task 2.5.1 Goal 2 | City infrastructure, streets and facilities: Day-to-day organizational management, services, reporting, public meeting coordination, and community engagement, responsiveness, and outreach
On Track 7/1/2023 6/30/2030 Melissa Tigbao Yes
Task 2.5.2 Completion of selected wastewater system improvements in CIP for the treatment plant and collections system
On Track 7/1/2023 6/30/2029 Melissa Tigbao No
Sub-Task 2.5.2.1 Ultraviolet Disinfection System Off Track 7/1/2022 12/31/2025 Dan Patten No Sub-Task 2.5.2.2 Lower Linda Mar Collection System Rehabilitation Project Off Track 7/1/2023 12/31/2025 Dan Patten No Sub-Task 2.5.2.3 Vallemar and Rockaway Beach Blvd. Sewer Rehabilitation and Replacement Project On Track 7/1/2024 12/31/2028 Dan Patten No Sub-Task 2.5.2.4 Headworks Rehabilitation and Improvement Project On Track 1/1/2025 12/31/2028 Dan Patten No Sub-Task 2.5.2.5 Sharp Park Pump Station Rehabilitation and Repair Project On Track 7/1/2025 12/31/2029 Dan Patten No Sub-Task 2.5.2.6 Calera Creek Water Recycling Plant Electrical System Rehabilitation and Repair Project On Track 1/1/2022 12/31/2027 Dan Patten No Sub-Task 2.5.2.7 Easement Rehabilitation and Repair Project On Track 7/1/2025 6/30/2030 Dan Patten No Sub-Task 2.5.2.8 Calera Creek Water Recycling Plant Piping Improvements Project Not Started 7/1/2025 12/31/2029 Dan Patten No Sub-Task 2.5.2.9 Linda Mar Peralta Project On Track 7/1/2025 12/31/2027 Dan Patten No Sub-Task 2.5.2.10 Crespi to Anza Sewer Replacement Project Not Started 7/1/2025 12/31/2027 Dan Patten No Task 2.5.3 Complete Civic Center renovation, move staff offices, and begin providing services in the renovated space
Achieved 7/1/2023 6/30/2024 Melissa Tigbao No
Task 2.5.4 Engineering reviews and support of infrastructure related to development projects Achieved 7/1/2023 6/30/2025 Melissa Tigbao Yes Task 2.5.5 Continue annual implementation of the 5-year Streets Improvement Plan Achieved 7/1/2023 6/30/2025 Roland Yip No Task 2.5.6 ADA Transition Plan update Not Started 7/1/2024 6/30/2030 Samantha Updegrave No Sub-Task 2.5.6.1 Release RFP for CASp evaluation Not Started 7/1/2023 6/30/2030 Samantha Updegrave No Sub-Task 2.5.6.2 Review and approve plan Not Started 7/1/2023 6/30/2030 Samantha Updegrave No Sub-Task 2.5.6.3 Prioritize projects in CIP Not Started 7/1/2023 6/30/2030 Samantha Updegrave No Sub-Task 2.5.6.4 Complete required projects. Not Started 7/1/2023 6/30/2030 Samantha Updegrave No Task 2.5.7 Manor Drive Overcrossing Project On Track 7/23/2018 1/1/2031 Roland Yip No Sub-Task 2.5.7.1 Project Approval and Environmental Document (PA&ED) On Track 7/20/2023 7/20/2026 Roland Yip No Sub-Task 2.5.7.2 Plan, Specifics, & Estimates (PS&E) Not Started 7/6/2026 1/1/2030 Roland Yip No Sub-Task 2.5.7.3 Construction of Manor Drive OC Not Started 1/1/2030 12/31/2030 Roland Yip No Goal 3 Prioritize protection and development of affordable housing. On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes Strategy 3.1 Complete the Housing Element Update. Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Task 3.1.1 Finalize and circulate for public comment an Initial Study/Negative Declaration (CEQA) Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Sub-Task 3.1.1.1 Public review and comment. Achieved 10/1/2023 12/31/2023 Samantha Updegrave No Sub-Task 3.1.1.2 IS/ND adoption. Achieved 7/1/2023 3/31/2024 Samantha Updegrave No Task 3.1.2 Potential additional joint study session with Planning Commission/City Council after HCD comments
Achieved 7/1/2023 12/31/2023 Samantha Updegrave No
Sub-Task 3.1.2.1 Conduct joint study session. Achieved 10/1/2023 12/31/2023 Samantha Updegrave No Task 3.1.3 Public hearings at Planning Commission and City Council for final adoption Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Sub-Task 3.1.3.1 Complete Planning Commission public hearing. Achieved 1/1/2024 3/31/2024 Samantha Updegrave No Sub-Task 3.1.3.2 Complete City Council public hearing. Achieved 1/1/2024 3/31/2024 Samantha Updegrave No Task 3.1.4 HCD Certification of Housing Element Update Achieved 1/1/2024 9/30/2026 Samantha Updegrave No Strategy 3.2 Update and implement the Short-Term Rental Ordinance. On Track 4/1/2024 9/30/2026 Samantha Updegrave No Task 3.2.1 Complete LCP amendment for STR cap Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Sub-Task 3.2.1.1 Submit LCP amendment to Coastal Commission for STR cap. Achieved 4/1/2024 6/30/2024 Samantha Updegrave No Sub-Task 3.2.1.2 Coastal Commission certification hearing for STR cap. Achieved 1/1/2025 6/30/2025 Samantha Updegrave No Task 3.2.2 Research and prepare draft ordinance for major STR ordinance revision Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Task 3.2.3 Coordinate with Coastal Commission staff, revise ordinance to incorporate feedback Achieved 1/1/2024 6/30/2024 Samantha Updegrave No Task 3.2.4 Planning Commission and City Council public hearings (major STR revisions) Achieved 10/1/2024 9/30/2025 Samantha Updegrave No Task 3.2.5 LCP amendment for major STR ordinance revision On Track 1/1/2025 9/30/2026 Samantha Updegrave No Strategy 3.3 Prioritize Housing Element program implementation. On Track 7/1/2023 6/30/2030 Samantha Updegrave Yes Task 3.3.1 Prepare EIR for Phase 1 rezonings of Housing Opportunity Sites Achieved 7/1/2023 3/31/2025 Samantha Updegrave No Sub-Task 3.3.1.1 Prepare draft EIR. Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Sub-Task 3.3.1.2 Public review and comment. Achieved 7/1/2023 12/31/2023 Samantha Updegrave No Task 3.3.2 Phase 1 rezonings of Housing Opportunity Sites incl. objective design standards, EIR certification, and LCP Amendment
Achieved 10/1/2023 6/30/2026 Samantha Updegrave No
Sub-Task 3.3.2.1 Planning Commission public hearing (Phase 1: rezone). Achieved 4/1/2024 6/30/2026 Samantha Updegrave No Sub-Task 3.3.2.2 City Council public hearing (Phase 1: rezone). Achieved 4/1/2024 6/30/2026 Samantha Updegrave No Task 3.3.3 Phase 2: Zoning Modernization and Streamlining; zoning text amendments (citywide objective standards and design guidelines, code modernization), CEQA On Track 10/1/2024 3/31/2028 Samantha Updegrave No
Sub-Task 3.3.3.1 Zoning Ordinance reorganization - study sessions and public engagement (Zoning Modernization and Streamlining)
Off Track 7/1/2025 9/30/2025 Samantha Updegrave No
Sub-Task 3.3.3.2 Zoning Ordinance reorganization - Prepare draft ordinance Off Track 10/1/2025 12/31/2025 Samantha Updegrave No Sub-Task 3.3.3.3 Zoning Ordinance reorganization - adoption (Zoning Modernization and Streamlining) Not Started 1/1/2026 3/31/2026 Samantha Updegrave No Sub-Task 3.3.3.4 Zoning Ordinance comprehensive update - study sessions and public engagement (Zoning Modernization and Streamlining)
Not Started 4/1/2026 9/30/2026 Samantha Updegrave No
Sub-Task 3.3.3.5 Zoning Ordinance comprehensive update - CEQA review and prepare draft ordinance (Zoning Modernization and Streamlining)
Not Started 7/1/2026 12/31/2026 Samantha Updegrave No
Sub-Task 3.3.3.6 Zoning Ordinance comprehensive update - adoption (Zoning Modernization and Streamlining)
Not Started 1/1/2026 3/31/2027 Samantha Updegrave No
Task 3.3.4 Prepare/release City property RFPs for affordable housing developments, negotiate with developers (HE-I-3)
Off Track 7/1/2024 12/31/2024 Samantha Updegrave No
Report Page 5
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Attachment: Attachment E - City of Pacifica Strategic Plan Overview (all items, 12-31-25) (6163 : Strategic Plan Update - Study Session) City of Pacifica Strategic Plan Overview
Plan Status as of December 31, 2025
Sub-Task 3.3.4.1 Identify consultant to conduct test fits and prepare RFPs for Sanchez Library + Sanchez Arts Center
Achieved 10/1/2025 12/31/2025 Samantha Updegrave No
Sub-Task 3.3.4.2 Release RFPs for Sanchez Library and Sanchez Arts Center Off Track 10/1/2025 12/31/2025 Samantha Updegrave No Sub-Task 3.3.4.3 City Council approval of required agreements for Sanchez Library + Sanchez Arts Center Off Track 10/1/2025 12/31/2025 Samantha Updegrave No Sub-Task 3.3.4.4 Commission study on any other City-owned sites are appropriate for RFP Not Started 1/1/2026 12/31/2026 Samantha Updegrave No Task 3.3.5 LCP amendment to implement Phase 1 rezonings and Phase 2 text amendments Off Track 1/1/2025 6/30/2027 Samantha Updegrave No Sub-Task 3.3.5.1 Phase 1 Rezoning: Coastal Commission certification of LCP amendment. Not Started 7/1/2025 6/30/2026 Samantha Updegrave No Sub-Task 3.3.5.2 Phase 2 Zoning Ordinance comprehensive update: Coastal Commission certification of LCP amendment.
Off Track 4/1/2025 3/31/2028 Samantha Updegrave No
Task 3.3.6 Inclusionary Zoning Ordinance (HE-1-6) On Track 7/1/2025 3/31/2029 Samantha Updegrave No Sub-Task 3.3.6.1 Inclusionary Ordinance Cleanup (HE-1-6) in collaboration with HEART Not Started 1/1/2026 6/30/2026 Samantha Updegrave No Sub-Task 3.3.6.2 Update Inclusionary requirements: Participate in Multi-jurisdictional Inclusionary Housing Fee Study + engage with HEART
On Track 7/1/2025 6/30/2027 Samantha Updegrave No
Sub-Task 3.3.6.3 Update Inclusionary requirements: Study sessions and public engagement in collaborate with HEART (Inclusionary)
Not Started 7/1/2027 12/31/2027 Samantha Updegrave No
Sub-Task 3.3.6.4 Update Inclusionary requirements: Draft ordinance in collaborate with HEART (Inclusionary)
Not Started 10/1/2027 12/31/2027 Samantha Updegrave No
Sub-Task 3.3.6.5 PC + CC hearings (Update Inclusionary requirements) Not Started 1/1/2028 3/31/2028 Samantha Updegrave No Sub-Task 3.3.6.6 CCC certification (Update Inclusionary requirements) Not Started 4/1/2028 3/31/2029 Samantha Updegrave No Task 3.3.7 Other Housing Element policy and program implementation On Track 7/1/2024 6/30/2027 Samantha Updegrave No Strategy 3.4 Goal 3 | Affordable housing: Ongoing, non-discretionary or previously initiated projects and services.
On Track 7/1/2023 6/30/2030 Samantha Updegrave Yes
Task 3.4.1 Goal 3 | Affordable housing: Day-to-day organizational management, services, reporting, public meeting coordination, and community engagement, responsiveness, and outreach On Track 1/1/2024 6/30/2030 Samantha Updegrave Yes
Task 3.4.2 Routine processing of all development permit applications, including potentially controversial projects and appeals
On Track 1/1/2024 6/30/2030 Samantha Updegrave Yes
Task 3.4.3 Continuing collaboration with Pacifica Resource Center on homeless services, the Temporary Safe Parking Program, and grant funding search related to homeless services On Track 1/1/2024 6/30/2030 Samantha Updegrave Yes
Sub-Task 3.4.3.1 Submit application for Encampment Resolution Fund (ERF) grant. Achieved 1/1/2024 12/31/2025 Samantha Updegrave No Sub-Task 3.4.3.2 Implement ERF grant (if awarded). Not Achieved 1/1/2024 12/31/2025 Samantha Updegrave No Sub-Task 3.4.3.3 Meet quarterly with Pacifica Resource Center to make referrals and discuss ways to support the Temporary Safe Parking Program.
On Track 7/1/2023 6/30/2030 Maria Sarasua Yes
Task 3.4.4 Coastal Commission processing of Temporary Safe Parking Program (TSPP) LCP amendment and/or CDP
On Track 1/1/2024 12/31/2026 Samantha Updegrave No
Sub-Task 3.4.4.1 Submit LCP amendment to Coastal Commission. Off Track 1/1/2024 12/31/2025 Samantha Updegrave No Sub-Task 3.4.4.2 Coastal Commission public hearing. Off Track 1/1/2024 12/31/2025 Samantha Updegrave No Task 3.4.5 OSV ordinance LCP amendment approval by Coastal Commission. Off Track 7/1/2023 9/30/2025 Samantha Updegrave No Task 3.4.6 Ongoing Housing Element implementation and policy development On Track 7/1/2025 6/30/2030 Samantha Updegrave Yes Goal 4 Pursue climate change adaptation and mitigation. On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes Strategy 4.1 Adopt and begin implementation of the Climate Action and Adaptation Plan. Achieved 7/1/2023 6/30/2025 Samantha Updegrave Yes Task 4.1.1 Recruit and establish CAAP task force Achieved 4/1/2023 9/30/2023 Elizabeth Brooks No Sub-Task 4.1.1.1 City Council appointments of applicants to CAAP TF. Achieved 7/1/2023 9/30/2023 Elizabeth Brooks No Task 4.1.2 Community engagement Achieved 10/1/2023 6/30/2025 Elizabeth Brooks No Sub-Task 4.1.2.1 Establish Community Engagement subcommittee. Achieved 10/1/2023 12/31/2023 Elizabeth Brooks No Sub-Task 4.1.2.2 Create Community Engagement strategy and timeline Achieved 1/1/2024 3/31/2024 Elizabeth Brooks No Sub-Task 4.1.2.3 Carry out planned community outreach activities Achieved 1/1/2024 6/30/2025 Elizabeth Brooks No Task 4.1.3 Task Force develops CAAP outline and work plan Achieved 10/1/2023 12/31/2023 Elizabeth Brooks No Task 4.1.4 Task Force research and coordination meetings Achieved 1/1/2024 6/30/2024 Elizabeth Brooks No Task 4.1.5 Draft CAAP document Achieved 7/1/2024 3/31/2025 Elizabeth Brooks No Task 4.1.6 Adoption hearings Achieved 1/1/2025 3/31/2025 Elizabeth Brooks No Sub-Task 4.1.6.1 Draft CAAP Public Comment Period Achieved 1/1/2025 3/31/2025 Elizabeth Brooks No Sub-Task 4.1.6.2 Implement any revisions Achieved 1/1/2025 3/31/2025 Elizabeth Brooks No Sub-Task 4.1.6.3 Draft CAAP Adoption Achieved 1/1/2025 3/31/2025 Elizabeth Brooks No Strategy 4.2 Continue the urban forestry plan, tree canopy goals, inventory and projects. On Track 7/1/2023 6/30/2027 Melissa Tigbao Yes Task 4.2.1 Work on process for streamlined implementation of the Tree Preservation Ordinance Off Track 7/1/2023 9/30/2024 Samantha Updegrave No Sub-Task 4.2.1.1 Study implementation of ordinance for 1-2 years. Off Track 7/1/2023 6/30/2024 Samantha Updegrave No Task 4.2.2 Bring Tree Preservation Ordinance Back to the City Council for modifications as necessary Off Track 10/1/2024 6/30/2025 Samantha Updegrave No Sub-Task 4.2.2.1 Identify recommended revisions and present to City Council at study session. Off Track 10/1/2024 12/31/2024 Samantha Updegrave No Sub-Task 4.2.2.2 Stakeholder engagement. Off Track 10/1/2024 12/31/2024 Samantha Updegrave No Sub-Task 4.2.2.3 Draft revised ordinance. Not Started 1/1/2025 6/30/2025 Samantha Updegrave No Sub-Task 4.2.2.4 City Council public hearing for adoption. Not Started 4/1/2024 6/30/2025 Samantha Updegrave No Task 4.2.3 Complete survey of potential tree planting locations to inform future tree canopy goal discussion
Off Track 4/1/2024 6/30/2025 Melissa Tigbao No
Task 4.2.4 Phase 2 tree program work to develop Urban Forestry Management Plan Not Started 7/1/2025 6/30/2027 Melissa Tigbao No Strategy 4.3 Update Pacifica’s Local Coastal Plan and improve communications and collaboration with the California Coastal Commission.
On Track 7/1/2023 6/30/2027 Samantha Updegrave No
Task 4.3.1 Continue coordination with Coastal Commission staff regarding their proposed modifications to Certification Draft LCLUP approved by City Council
Achieved 1/1/2024 12/31/2024 Samantha Updegrave No
Sub-Task 4.3.1.1 Conduct City and CCC staff coordination meetings. Achieved 7/1/2023 6/30/2024 Samantha Updegrave No Task 4.3.2 City Council consideration of potential revisions to Certification Draft LCLUP based on CCC staff input
Achieved 7/1/2023 12/31/2024 Samantha Updegrave No
Sub-Task 4.3.2.1 Conduct community engagement. Achieved 7/1/2023 6/30/2024 Samantha Updegrave No Sub-Task 4.3.2.2 City Council meetings to provide direction to staff. Achieved 10/1/2023 6/30/2024 Samantha Updegrave No Sub-Task 4.3.2.3 Transmit comment letter to Coastal Commission. Achieved 1/1/2024 6/30/2024 Samantha Updegrave No Task 4.3.3 Coastal Commission approval hearing Achieved 10/1/2023 6/30/2025 Samantha Updegrave No Task 4.3.4 Amend Certification Draft LCLUP if Coastal Commission changes are required during certification hearing (if applicable)
Canceled 7/1/2025 3/31/2027 Samantha Updegrave No
Sub-Task 4.3.4.1 Conduct Planning Commission and City Council public hearings to amend certification draft (if applicable)
Canceled 1/1/2026 3/31/2027 Samantha Updegrave No
Sub-Task 4.3.4.2 CCC certification hearing (if applicable) Not Started 1/1/2026 3/31/2027 Samantha Updegrave No Task 4.3.5 LCLUP Implementation: CCC certification of Sharp Park Specific Plan Off Track 1/1/2025 12/31/2025 Samantha Updegrave No Task 4.3.6 LCLUP Implementation: Coastal hazard mapping updates (ESA) LCP Amendment On Track 1/1/2025 3/31/2026 Samantha Updegrave No Task 4.3.7 LCLUP Implementation: Development and adoption of Implementation Plan (CZ and Coastal Development Regulations)
Not Started 7/1/2025 12/31/2028 Samantha Updegrave No
Sub-Task 4.3.7.1 Engage consultant + draft ordinance: LCP Implementation Plan Not Started 7/1/2025 3/31/2026 Samantha Updegrave No Sub-Task 4.3.7.2 PC and CC hearings: LCP Implementation Plan Not Started 4/1/2026 6/30/2026 Samantha Updegrave No Sub-Task 4.3.7.3 CCC Certification: LCP Implementation Plan Not Started 4/1/2026 6/30/2027 Samantha Updegrave No Sub-Task 4.3.7.4 PC and CC hearings - CZ + Development Regulations (LCP Implementation Plan) Not Started 1/1/2026 6/30/2026 Samantha Updegrave No Sub-Task 4.3.7.5 CCC hearing and certification - CZ + Development Regulations (LCP Implementation Plan)
Not Started 1/1/2026 6/30/2027 Samantha Updegrave No
Task 4.3.8 LCLUP Implementation: Initiation of Shoreline Adaptation Plan Not Started 1/1/2026 12/31/2026 Samantha Updegrave No Sub-Task 4.3.8.1 Engage consultant and initiate planning for Shoreline Adaptation Plan Not Started 1/1/2026 12/31/2026 Samantha Updegrave No Sub-Task 4.3.8.2 PC + CC study sessions and public engagement Not Started 1/1/2026 12/31/2026 Samantha Updegrave No Sub-Task 4.3.9 LCLUP Implementation: Initial Coastal Access and Resilience Program Not Started 7/1/2025 12/31/2026 Samantha Updegrave No Sub-Task 4.3.9.1 Engage consultant and initiate Coastal Access and Resilience Plan Not Started 7/1/2025 12/31/2026 Samantha Updegrave No Sub-Task 4.3.9.2 PC + CC study sessions and public engagement Not Started 10/1/2025 3/31/2026 Samantha Updegrave No Sub-Task 4.3.9.3 Draft Coastal Access and Resilience Plan, and coordinate with CCC staff Not Started 1/1/2026 6/30/2026 Samantha Updegrave No Sub-Task 4.3.9.4 PC + CC hearings to adopt Coastal Access and Resilience Plan Not Started 1/1/2026 9/30/2026 Samantha Updegrave No Sub-Task 4.3.9.5 Submit initial Coastal Access and Resilience Program LCP amendment Not Started 10/1/2026 12/31/2026 Samantha Updegrave No Report Page 6
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Packet Pg. 29
Attachment: Attachment E - City of Pacifica Strategic Plan Overview (all items, 12-31-25) (6163 : Strategic Plan Update - Study Session) City of Pacifica Strategic Plan Overview
Plan Status as of December 31, 2025
Strategy 4.4 Goal 4 | Climate change adaptation and mitigation: Ongoing, non-discretionary or previously initiated projects and services.
On Track 7/1/2023 6/30/2030 Elizabeth Brooks Yes
Task 4.4.1 Complete EV Charging Station Strategy Planning document Off Track 7/1/2023 6/30/2025 Yulia Carter No Sub-Task 4.4.1.1 Engaged with Stanford Public Policy Students to develop a framework for the Pacifica EV Strategic Plan
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 4.4.1.2 Complete and Adopt the EV Strategic Plan and Develop the Implementation Action Plan for EV Charging
Off Track 7/1/2023 6/30/2025 Yulia Carter No
Task 4.4.2 Continue Capital Improvement Plan projects related to solar installation at the Community Center, studying potential new solar at the Civic Center, and improvements to solar at the Calera Creek Water Recycling Plant
Off Track 7/1/2023 9/30/2025 Melissa Tigbao No
Task 4.4.3 Goal 4 | Climate change adaptation and mitigation: Day-to-day organizational management, services, reporting, public meeting coordination, and community engagement, responsiveness, and outreach
On Track 7/1/2023 6/30/2030 Elizabeth Brooks Yes
Task 4.4.4 SB 1383 Organics Recycling Compliance Achieved 7/1/2023 6/30/2024 John Mullins (Deleted) No Task 4.4.5 Solar APP, Implementation (SB 379) Achieved 7/1/2024 12/31/2025 Samantha Updegrave No Sub-Task 4.4.5.1 Kick-off meeting with U.S. Dept. of Energy Achieved 7/1/2024 12/31/2025 Samantha Updegrave No Sub-Task 4.4.5.2 City website modifications. Achieved 7/1/2024 12/31/2025 Elizabeth Brooks No Sub-Task 4.4.5.3 Public announcement of implementation. Achieved 7/1/2024 12/31/2025 Elizabeth Brooks No Goal 5 Broaden public communications and collaboration. On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes Strategy 5.1 Creatively harness community expertise, advocates and volunteers to advance City priorities.
On Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes
Task 5.1.1 Establish task force for preparation of Climate Action and Adaptation Plan (CAAP) Achieved 4/1/2023 9/30/2023 Elizabeth Brooks No Task 5.1.2 Support CAAP task force throughout CAAP update process Achieved 10/1/2023 6/30/2025 Elizabeth Brooks No Sub-Task 5.1.2.1 Coordinate with CAAP task force for Earth Day event participation On Track 7/1/2025 6/30/2026 Melissa Tigbao No Task 5.1.3 Support community disaster preparedness by growing CERT Leadership Team with community volunteers who can facilitate and teach classes.
On Track 1/1/2025 6/30/2026 Maria Sarasua No
Strategy 5.2 Increase communications, education, and connections for community mental health resources.
Off Track 7/1/2023 6/30/2030 Kevin Woodhouse Yes
Task 5.2.1 Mindfulness and Wellness programs will focus specifically on improving community mental and physical well-being and health as recreational programs are added back to the Community Center (following staff relocation)
Achieved 4/1/2024 6/30/2025 Yulia Carter No
Task 5.2.2 Continue support of the regional Mayors' Mental Health Awareness initative with local participation and programming
Achieved 7/1/2023 6/30/2024 Yulia Carter No
Task 5.2.3 Continue support of community efforts, in collaboration with partner agencies and organizations, related to LGBTQ, awareness and Pacifica Stands United Against Hate Achieved 7/1/2023 6/30/2024 Yulia Carter No
Sub-Task 5.2.3.1 Implement LGBTQ+ Liaison Officer Program Achieved 7/1/2023 6/30/2024 Maria Sarasua No Sub-Task 5.2.3.2 Partner with Coastside Pride to coordinate public safety component of annual pride event and pursue opportunities to increase LGBTQ+ awareness through training of public safety personnel and community.
On Track 7/1/2023 6/30/2026 Maria Sarasua No
Task 5.2.4 Pursue collaborations with partner agencies and organizations to provide mental health information and resources to the public
Achieved 7/1/2023 6/30/2024 Maria Sarasua No
Sub-Task 5.2.4.1 Create new police officer position designated as a "Community Outreach and Engagement Officer"
Achieved 7/1/2025 6/30/2026 Maria Sarasua No
Sub-Task 5.2.4.2 Partner with Star Vista to host community outreach events to support mental health and wellness.
At Risk 7/1/2025 12/31/2025 Maria Sarasua No
Sub-Task 5.2.4.3 Partner with Star Vista to make referrals to youth and families with substance abuse and mental health needs.
At Risk 7/1/2025 9/30/2025 Maria Sarasua No
Sub-Task 5.2.4.4 Obtain grant funds from Office of Traffic Safety and CHP to deliver traffic safety programs aimed to reduce impaired driving.
On Track 7/1/2023 12/31/2030 Maria Sarasua No
Task 5.2.5 Fill mental health clinician vacancy and implement Community Wellness and Crisis Response Team Pilot Program in cooperation with SMC and Star Vista.
At Risk 7/1/2023 9/30/2025 Maria Sarasua No
Strategy 5.3 Explore possible changes to Council term limits. Canceled 7/1/2024 9/30/2024 Sarah Coffey No Strategy 5.4 Goal 5 | Communications and collaboration: Ongoing, non-discretionary or previously initiated projects and services
On Track 7/1/2023 6/30/2030 Yulia Carter Yes
Task 5.4.1 Amend agreement with Pacific Coast Television regarding services, and evaluate City technology needs to enhance delivery of hybrid public meetings to improve public communication
Not Started 7/1/2023 3/31/2024 Yulia Carter No
Task 5.4.2 Complete review and update to Council Advisory Committee/Commission charters Off Track 1/1/2023 6/30/2025 Sarah Coffey No Sub-Task 5.4.2.1 Complete review and adopt Resolution to update Library Advisory Committee (LAC) charter
Achieved 1/1/2023 12/31/2023 Sarah Coffey No
Sub-Task 5.4.2.2 Complete review (with Committee and Planning staff recommendations) and Council adoption of Resolution to update the charter for Open Space & Parkland Advisory Committee (OSPAC)
Achieved 1/1/2023 12/31/2023 Sarah Coffey No
Sub-Task 5.4.2.3 Complete review (with Committee and Assistant City Mgr. / Econ. Dev. Mgr. staff recommendations) and Council adoption of Resolution to update the charter for Economic Development Committee (EDC)
Achieved 1/1/2023 12/31/2023 Sarah Coffey No
Sub-Task 5.4.2.4 Complete review (with Committee and Public Works staff recommendations) and Council adoption of Resolution to update the charter for Beautification Advisory Committee (BAC) Off Track 1/1/2023 12/31/2025 Sarah Coffey No
Sub-Task 5.4.2.5 Complete review (with Committee and Police Dept staff recommendations) and Council adoption of Resolution to update the charter for Emergency Preparedness & Safety Commission (EPSC)
Off Track 1/1/2023 12/31/2025 Sarah Coffey No
Sub-Task 5.4.2.6 Complete review (with Committee and PB&R staff recommendations) and Council adoption of Resolution / Ordinance to update the charter for Parks, Beaches & Recreation Commission (PB&R Commission)
Not Started 1/1/2023 12/31/2026 Sarah Coffey No
Sub-Task 5.4.2.7 Complete review (with Commission and Planning Department staff recommendations) and Council adoption of Resolution / Ordinance to update the charter / By-Laws for Planning Commission
Not Started 1/1/2023 12/31/2026 Sarah Coffey No
Sub-Task 5.4.2.8 Following all Committee / Commission individual charter review completion, complete review & recommendations to Council on administrative aspects and documents for Committees & Commissions for the purpose of consistency with updates that were adopted, current procedures and policies and administrative efficiencies (Municipal Code review, Ordinances for code updates as needed, Committee & Commission Handbook update, Administrative Policies update)
Not Started 1/1/2023 12/31/2026 Sarah Coffey No
Task 5.4.3 Contract with a communications firm to complete public information materials and marketing of Vision 2025 & Beyond Strategic Financial Sustainability Study by crafting the story behind Pacifica's financial sustainability challenges and its Strategic Plan. (Also under Goal 1 Strategy B)
Achieved 7/1/2023 12/31/2023 Kevin Woodhouse No
Task 5.4.4 Goal 5 | Communications and collaboration: Day-to-day organizational management, services, reporting, public meeting coordination, and community engagement, responsiveness, and outreach
On Track 7/1/2023 6/30/2030 Yulia Carter Yes
Task 5.4.5 Develop public engagement plans for major Capital Improvement Projects for Council review as requested
On Track 7/1/2023 6/30/2030 Roland Yip Yes
Task 5.4.6 Develop public engagement plans for major WW Capital Improvement Projects for Council review as requested
On Track 7/1/2025 6/30/2030 Dan Patten Yes
Task 5.4.7 Enhance responsiveness to the community and improve service delivery through automation.
Achieved 7/1/2024 12/31/2024 Maria Sarasua No
Sub-Task 5.4.7.1 Implement Citizen Rims as a web-based crime-mapping tool to promote transparency and increase community engagement and outreach
Achieved 1/1/2024 12/31/2024 Maria Sarasua No
Sub-Task 5.4.7.2 Improve police department website to enhance responsiveness to the community and improve service delivery
Achieved 1/1/2024 6/30/2026 Maria Sarasua No
Sub-Task 5.4.7.3 Create an electronic monthly newsletter with public safety information Achieved 7/1/2024 12/31/2024 Maria Sarasua No Task 5.4.8 Integrate public-facing dashboards on the police department website to enhance transparency about technology usage
On Track 7/1/2025 6/30/2026 Maria Sarasua No
Report Page 7
1.e
Packet Pg. 30
Attachment: Attachment E - City of Pacifica Strategic Plan Overview (all items, 12-31-25) (6163 : Strategic Plan Update - Study Session)