FY 2025-26 MID-YEAR BUDGET
REVENUE ADJUSTMENT REQUEST
PROGRAM: Parks, Beaches & Recreation - Senior Services
REQUEST TITLE: Senior Services Older Americans Act (OAA) Grant Revenue Reduction Is this One-Time ☐ or Ongoing ☒?
Request Summary
The Parks, Beaches and Recreation Department is requesting a revenue adjustment to reflect a reduction in Older Americans Act (OAA) grant funding received through San Mateo County. This reduction results in a projected $106,300 revenue shortfall in FY 2025-26, almost 30% of Senior Services funding, and will be off-set by expenditure reductions in the Senior Services division budget.
Factors Driving the Request for Change
San Mateo County has reduced the City of Pacifica’s FY 2025-26 allocation of Older Americans Act (OAA) grant funding. These funds support key Senior Services programs, including activities and services that help maintain quality of life and promote independence for older adults in the community.
As a result of this funding reduction, the Senior Services program is experiencing a $106,300 shortfall in anticipated revenue compared to the adopted budget. This adjustment request is necessary to ensure the City’s budget accurately reflects the revised grant allocation and to align expenditures with available funding.
Impact of Change
If approved, this amendment will reduce projected revenue by $106,300 and will require corresponding expenditure reductions within the Senior Services program. The department will retain the revenue loss through spending reductions, which may result in a slight reduction in program capacity, service levels, or availability of some senior activities. Specifically, expenditure reductions will be implemented through a combination of reduced program supplies, events and trips, part-time salaries, and staff trainings. The department will prioritize maintaining core senior services.
Alternatives
Alternatives include identifying additional General Fund support to backfill the revenue loss, reducing other departmental program expenses to offset the shortfall, or reducing senior services expenditures as proposed. Due to overall budget constraints, the department is recommending expenditure reductions within the Senior Services program to align with available funding.
Cost Summary
This request reduces adopted FY 2025-26 revenue by $106,300 to reflect the updated San Mateo County OAA allocation. Department expenditures will be reduced by the same amount to balance the program budget. This amendment does not request additional funding and is intended to align the budget with actual grant revenues received. For FY2026-27, PBR will determine wholistically what reductions will be associated with this ongoing revenue reduction.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 Mid-Year Revenue Adjustment Request Page 2 of 2
Line Item Description Fund Org Number Object Code Total Amount Revenue
F-Senior TITLE III B Transp 101 101530 43530 (16,600)
F-Senior TITLE III C1 CONGRE 101 101530 43531 (40,000)
F-Senior TITLE III C2 MOW 101 101530 43532 (49,700)
Total Revenue $ (106,300)
Offsetting Expenses
Event/Trip Expenses 101 101531 52012 (8,100)
Salaries – Part-Time 101 101511 50101 (5,000)
Conference Registrations 101 101510 52200 (8,000)
Food/Supplies Purchases 101 101532 52013 (15,000)
Department Expense 101 101533 52008 (5,200)
Food/Supplies Purchases 101 101533 52013 (50,000)
Events/ Trip Expenses 101 101534 52012 (15,000)
Net Revenue Adjustment $ (106,300)
FY 2025-26 MID-YEAR BUDGET AMENDMENT
REVENUE REQUEST FORM – PROGRAM CHANGE FORM
PROGRAM: General Government – Finance & Administrative Services REQUEST TITLE: Investment Advisory and Cash Management Services Is this One-Time ☐ or Ongoing ☒?
Request Summary
This request proposes funding for investment advisory, active cash management, and cash flow modeling services to optimize interest earnings, improve clarity on cash flows, and support long-term financial planning. If approved, the City is projected to earn approximately $26,000 in additional interest revenue beginning in Q4 of FY 2025-2026, reduced by $9,000 in service fees for a net profit of approximately $17,000, with additional net revenue gains projected in future years as services continue on an ongoing annual basis. There is additional interest-earning potential that is possible while still conforming with our Investment Policy and State Laws, prioritizing safety and liquidity, and still managing to bring in a positive yield. Given the City’s future structural deficit, enhancing revenues where reasonably possible is necessary.
Factors Driving the Request for Change
• Active cash management and professional investment advisory services are projected to generate higher net interest earnings than currently projected
• Current interest rate volatility increases the need for diversified and laddered portfolio strategies • Structured cash flow modeling improves liquidity forecasting and optimizes investment durations while meeting liquidity needs
• Enhanced oversight strengthens compliance monitoring, reduces fraud risk, and improves internal controls
Impact of Change
• Increased net interest revenue and improved yield stability • Reduced exposure to interest rate risk
• Improved forecasting confidence and cash deployment efficiency • Greater clarity on future cash flows for long-term planning • Improved operational efficiency through enhanced reporting and analysis, reducing internal staff time required for investment monitoring and forecasting • Enhanced interest income performance versus the current strategy’s projections. • Greater forecast accuracy driven by more predictable interest income relative to current budgeted investment income.
Priority Tracking (1-10) Council Strategic Goal
Department Priority 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 Base Budget Revenue Adjustment Page 2 of 2
Alternatives
The City can continue passive cash management practices, resulting in lower interest earnings, increased exposure to interest rate volatility as well as rely on existing forecasting practices without formal cash flow modeling, reducing long-term financial planning precision and liquidity insight but staff does not recommend this.
Cost Summary
The proposed fee structure is 9 basis points (0.09%) on assets under management (AUM). Fees fluctuate proportionally based on assets under management, with no minimum. Estimated monthly fee:
approximately $3,000, estimated Q4 FY 2025-2026 cost: $9,000, and estimated annual FY2026-27 cost:
approximately $34,000 (subject to AUM levels).
The City does not currently utilize a professional investment advisor and therefore has no existing advisory expense; however, the proposed services are projected to generate net positive revenue in excess of the annual fee. Q4 FY 2025-26: ~$26,000 in additional interest revenue – $9,000 in fees = $17,000 net benefit. FY 2026-27: ~$138,000 in additional interest revenue – $34,000 in fees = $104,000 net benefit.
Line Item Description Fund Org Number Object Code Total Amount Revenue
Investment Earnings in FY2025-26 Q4 101 101100 45100 26,000.00 Total Revenue $ 26,000.00
Offsetting Expenses - Service Fees 101 101100 51206 (9,000.00) Net Revenue Adjustment $ 17,000.00
FY 2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: Police Department
REQUEST TITLE: Reclassify the Property and Evidence Clerk Position & Evidence Room Equipment Is this a Capital Project? Yes ☐ / No☒ If Yes, is this New ☐ or Previously Approved CIP☐? Is this One-Time ☐ or Ongoing ☒?
Request Summary:
The Pacifica Police Department conducts annual property and evidence room audits as required by California State Law, Department policy, and established law enforcement best practices. During the 2024 Property Room audit, it was identified that the Department’s property and evidence storage systems are at risk of falling out of POST and DOJ compliance, specifically regarding the proper storage of environmentally-sensitive evidence.
The current refrigeration and freezer units are more than 20 years old, deteriorating and no longer reliable to maintain strict temperature controls. This presents a significant risk to the preservation and integrity of critical evidence. Additionally, the existing shelving units and storage systems within the property room are outdated and do not meet modern safety and efficiency standards. The antiquated shelving creates potential workplace safety concerns and limits accessibility for personnel. Furthermore, for property and evidence too large to be stored within the designated property room, the Department currently utilizes a section of one bay within its three-bay garage facility. This area is accessible to all employees. Current professional standards require that evidence storage areas be secured and accessible only to limited, authorized personnel to maintain chain of custody and evidence integrity.
To address these deficiencies, staff propose replacing outdated refrigeration and freezer units, upgrading shelving systems within the property room, and constructing a secured, fenced enclosure within the garage bay to restrict access to oversized evidence. The installation would include controlled entry and minimal industrial shelving to properly accommodate oversized property and evidence.
The Pacifica Police Department also respectfully requests approval to reclassify the Property and Evidence Technician Clerk position from part-time to full-time status. This position has been budgeted as part-time for approximately 30 years; however, over the past three decades the scope, complexity, and demands of the position have increased due to evolving legal requirements, increased evidentiary standards, and the growing volume of both physical and digital evidence.
During the department’s most recent property room audit, it was noted that a substantial volume of evidence requires purging, including narcotics, firearms, and miscellaneous property. This backlog has created storage limitations within the property room and may result in compliance issues and potential exposure to litigation if evidence is not processed and destroyed in a timely and legally compliant manner.
Additionally, law enforcement agencies have experienced a substantial increase in digital evidence, which requires specialized training, careful handling, and strict adherence to chain-of-custody protocols. A fullPriority Tracking Council Strategic Goal Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 Mid-Year Expense Amendment Request Page 2 of 3 time Property and Evidence Technician would also assist the Records Division in managing the high volume of Public Records Act (PRA) requests, which frequently require extensive review and redaction.
Most law enforcement agencies within San Mateo County have added personnel to manage the growing demands associated with evidence processing and digital data management. In contrast, this position has remained part-time for three decades. Since the current incumbent has given notice of retirement, a recruitment for the current part-time classification was conducted. Reclassifying the position as full-time will significantly improve recruitment efforts and attract qualified candidates.
Investment in updated property and evidence infrastructure and staffing is critical to maintaining operational standards, safeguarding evidence, and ensuring compliance with legal and professional standards.
Factors Driving the Request for Change:
• Increased workload and complexity of evidence management over the past 30 years, while the position has remained part-time
• Backlog of evidence and limited storage space, creating compliance risks and potential liability • Growth in digital evidence, requiring specialized handling, tracking, and training • High volume of Public Records Act (PRA) requests, requiring extensive review and redaction support
• Recruitment challenges, including a recent failed part-time recruitment and improved competitiveness with full-time status
• Regulatory Compliance Requirements – Annual audits identified deficiencies that could place the Pacifica Police Department at risk of non-compliance with California State Law, Department policy, and recognized law enforcement best practices regarding evidence storage and security. • Preservation of Evidence Integrity – Aging refrigeration and freezer units (over 20 years old) are no longer reliably maintaining required temperatures, increasing the risk of degradation, contamination, or loss of critical temperature-sensitive evidence. • Chain of Custody and Security Concerns – Oversized evidence currently stored in a garage bay is accessible to all employees, which does not meet current standards requiring restricted access to protect evidentiary integrity and limit liability.
• Workplace Safety Improvements – Outdated and antiquated shelving systems create accessibility challenges and potential safety hazards for personnel. Modern storage systems would improve ergonomics, reduce injury risk, and enhance overall safety. • Operational Efficiency and Capacity – Updated shelving, secure enclosures, and improved organization will increase storage capacity, streamline workflows, improve accountability, and support more efficient property and evidence management.
Impact of Change:
• Improved compliance and reduced liability risk through timely evidence purging and proper destruction practices
• Elimination of evidence backlog and better space management within the property room • Enhanced handling and oversight of digital evidence, ensuring proper chain-of-custody and security
• Increased operational efficiency, including additional support for Public Records Act (PRA) requests and redaction
• Improved recruitment and retention, resulting in greater continuity and stability in evidence management operations
• Improved Legal Defensibility – Ensures evidence is stored in compliance with state law and professional standards, reducing the risk of evidence suppression, case dismissal, or legal challenges related to improper storage or chain-of-custody issues.
FY 2025-26 Mid-Year Expense Amendment Request Page 3 of 3
• Enhanced Evidence Preservation – Reliable refrigeration, freezer units, and modern storage systems will protect temperature-sensitive and oversized evidence from degradation, contamination, or loss, maintaining evidentiary value.
• Increased Security and Accountability – Securing oversized evidence within a restricted-access enclosure will limit access to authorized personnel only, strengthening chain-of-custody controls and reducing potential liability.
• Safer Work Environment – Upgraded shelving and improved layout will reduce workplace hazards, improve ergonomics, and create safer, more efficient access for staff handling property and evidence.
• Greater Operational Efficiency and Capacity – Modernized storage infrastructure will increase usable storage space, streamline organization, and support more effective property and evidence management as case volume and storage demands grow.
Alternatives:
Although staff does not recommend this option, the alternative would be to maintain the position as parttime and delay the proposed property and evidence room improvements. However, given the increasing workload, recent failed recruitment, and identified storage deficiencies, this approach could place the City at risk of falling out of compliance.
Cost Summary:
Staff is estimating the cost for the evidence refrigerators, security fencing, and forensic storage solutions not to exceed $48,000. This would be a one-time cost to the organization.
The total annual payroll cost for the current part-time Property and Evidence Technician Clerk position is $53,796, while the total annual payroll cost for the proposed full-time position is $155,635.56, resulting in an annual cost increase of $101,839.85. The cost for the remaining months of the current fiscal year is estimated at $33,947.
Line Item Description Fund Org Number Object Code Total Amount Operating Expense
Reclass to Full-Time position 101 101218 50100 51,879.00 Current benefited part-time position 101 101218 50101 (17,932.00) Total Cost of Position Reclass 33,947.00
Contractual Services 101 101215 51206 48,000.00
Net Operating Costs $ 81,947.00
FY 2025-26 MID-YEAR BUDGET
BUDGET TRANSFER REQUEST
PROGRAM: Public Works – Building Maintenance
REQUEST TITLE: Transfer from Reserve Fund to Public Works for Emergency Facilities Maintenance Is this One-Time ☒ or Ongoing ☐?
Request Summary
The amount of $88,000 will be replenished in the Building Maintenance Contractual Services budget, which was utilized for the emergency removal of asbestos and emergency removal of mold in City-maintained facilities.
These funds will be sourced from the Facilities Maintenance & Replacement Reserve.
Factors Driving the Request for Change
Under the direction of the City Manager, expenditures for emergency work on the Library and Police Station for these issues would be eligible to be replenished through the Facilities Reserves with Council Approval. Due to the need for asbestos remediation, Building Contractual Services funds were initially used to cover two emergency projects at City-maintained facilities: Pacifica Police department and the Hilton Library. The work required for the Pacifica Police Department totaled $73,980. This amount covered the expenses related to the abatement and repair of damage in the lobby caused by a roof leak. This intervention was executed as a priority, as the lobby serves as a high-traffic area accessible to the public. The asbestos remediation work at Hilton Library totaled $14,245. Following a routine maintenance inspection, an assessment identified asbestoscontaining floor tiles that required proper abatement. The remediation was completed in conjunction with repairs to flooring impacted by a water leak originating from the kitchen sink.
Impact of Change
The transfer requested will reimburse costs incurred for these unplanned facility repairs and restore available funding within the Building Contractual Services account, allowing planned maintenance and facility projects to proceed as scheduled. This action is consistent with the City’s financial policies, as the reimbursement will be made from Facilities Reserves designated for this purpose, lowering the balance to $117,992 from $205,000.
Alternatives
The emergency work was already conducted and has been concluded. This transfer would ensure that the costs are covered by the appropriate resources.
Cost Summary
The Police Department building costs totaled $73, 980. The Hilton Library remediation costs totaled $14, 245.
The ERMA Grant of $1,127 reduced to the total costs to $87,008 which will be transferred from the Facilities Maintenance Reserves to the Public Works Building Contractual Services line-item where the costs were expensed to.
Line Item Description
From Org
Code
From
Object-Project
From
Amount
To Org
Code
To
ObjectProject
To
Amount
Transfer Out From the Facilities
Maintenance & Replacement
Reserve 101 33002 (87,008)
Transfer to PW Building
Contractual Services 101414 51206 87,008
Total Transfers $ (87,008) $ 87,008
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: General Government - City Manager’s Office - Economic Development REQUEST TITLE: Reclassify the ED & Housing Specialist Position from Limited Term to Permanent Is this a Capital Project? Yes ☐ / No☒ If Yes, is this New ☐ or Previously Approved CIP☐? Is this One-Time ☐ or Ongoing ☒
Request Summary
This request seeks a mid-year budget amendment to reclassify the existing limited-term Economic and Housing Development Specialist position to a permanent position, at fully costed salary of $198,581. The position is currently Limited Term, and will expire on July 1st, 2026. The position has remained unfilled following the departure of the incumbent in October 2025. The Economic and Housing Development Specialist position is essential to implementing Pacifica’s recently developed Economic Development Work Plan and supporting the new Economic and Housing Development Manager. Without this position, the execution of the Economic Development Workplan, including critical day-to-day tasks like business outreach and business district support, leasing efforts to fill vacancies, Pacifica event support and postevent analysis maintenance of partnerships to provide small business technical assistance, and continued permit counter improvements, amongst other activities—will be slowed, delaying the Economic Development group’s goals and ultimately the City’s progress on fiscal stabilization. Converting this position into permanent full-time, would allow the City to go out with the recruitment and bring the organizational capacity to the level needed to execute the Economic Development Workplan.
Factors Driving the Request for Change
Pacifica’s Economic Development program is operating at a critical juncture. The City has recently adopted a comprehensive Economic Development Work Plan calling for immediate action across four goal areas: Catalyst Projects, Business Attraction, Business Retention, and Planning & Policy Development. However, at present, the City’s Economic Development function is supported by 1.5 FTE - one Economic and Housing Development Manager, 0.5 FTE Management Analyst II (shared with the City Manager’s Office), and the currently vacant limited-term Specialist position. The limited-term Specialist position has not been filled given the short amount of time between the new Economic Development and Housing Manager’s hiring in January 2026 and the Specialist position’s expiration on July 1, 2026. Given the depth and breadth of its workplan, Economic Development is operating with limited staffing capacity and will need a permanent Specialist position to ensure that day to day department activities carry on.
Additionally, the nature of economic development work, as described above, aligns more closely with the skillset and operational focus of a Specialist classification than the analytical duties typically associated with a Management Analyst role. Establishing a permanent full-time Specialist classification would also support broader organizational recruitment and retention efforts by creating a clearer career pathway within the City’s economic development function. While this request does not presume or guarantee Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒ City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ FY 2025-26 Mid-Year Expense Amendment Request Page 2 of 2 internal advancement, having a permanent classification structure supports workforce stability and professional development opportunities over time.
If Pacifica’s Economic Development Department is able to act more quickly and perform at a higher standard, the City’s General Fund should benefit from subsequent increases in property, TOT, and sales taxes. For example, targeted outreach and leasing support to fill existing commercial vacancies would directly increase sales tax activity and may also generate other economic activity and additional revenues through business license taxes, permitting activity for tenant improvements.These increases would help to offset the cost of the permanent position.
Impact of Change
The Specialist will aid the Economic Development and Housing Manager in all of their larger efforts on complex revenue-generating projects, while also being wholly responsible for tasks like small business visits, community event support and leasing efforts. Approval of this amendment will provide permanent and continuous staffing capacity to implement the Economic Development Work Plan, a crucial scope of work supporting long-term fiscal sustainability for the City.
At the same time, staff recognizes the City’s challenging fiscal outlook, ongoing recruitment and retention constraints, and the projected structural deficit in future years that may require additional restructuring and difficult budget decisions ahead. This request is presented with those constraints in mind, recognizing that strategic investment in economic development capacity can contribute to long-term revenue stabilization.
Alternatives
The Council could choose to continue the limited-term Specialist position for another year to give staff a chance to conduct recruitment. However, a limited-term classification is unlikely to attract a strong competitive applicant pool. It would also leave the Economic Development program understaffed at the end of the limited term, when the long-term nature of the work extends well beyond a single fiscal year.
The urgency of the Economic Development Department’s Work Plan implementation, and the nuanced, complex and technical nature of the Department’s work call for a permanent Specialist position.
Cost Summary
The table below represents the projected FY2026-27 fiscal impact across all funds. There is no fiscal impact to the current FY2025-26 budget because the position is currently vacant, resulting in salary savings in the current year. If approved, the position allocation would remain in the FY2026-27 base budget rather than being removed during the budget development process, and the City would be able to proceed with recruitment immediately. If approved for FY2026-27, the funding allocation between the General Fund and Housing Fund will be slightly adjusted from the current 60% / 40% split to an 80% / 20% split to better reflect the anticipated program workload and economic development focus of the position. The table below reflects the projected FY2026-27 salary allocation.
Line Item Description Fund
Org
Number
Object
Code Total Amount
Operating Expense
Economic and Housing Dev Specialist 80% 101 101140 50100 158,865.00 Economic and Housing Dev Specialist 20% 221 221100 50100 39,716.00 Total Operating Costs $ 198,581.00
FY 2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: Police Department
REQUEST TITLE: Fund 207 SLESF Equipment and Supplies
Is this a Capital Project? Yes ☐ / No☒ If Yes, is this New ☐ or Previously Approved CIP☐? Is this One-Time ☒ or Ongoing ☐
Request Summary:
Staff is requesting a budget amendment to appropriate available restricted fund balance within Fund 207 Supplemental Law Enforcement Services Fund (SLESF) to support eligible law enforcement expenditures in accordance with state guidelines. The requested appropriation will allow the Police Department to utilize previously received SLESF allocations for allowable front-line law enforcement services and related operational needs. This action does not increase overall City expenditures and does not impact the General Fund. As of FYE 6/30/2025, the fund balance in Fund 207 was $560,504.
Factors Driving the Request for Change:
The City has accumulated restricted SLESF fund balance from prior fiscal year allocations that has not yet been appropriated into the current fiscal year budget. SLESF funds are legally restricted for front-line municipal police services and must be used in accordance with state requirements. Appropriating the available fund balance ensures the funds are deployed for their intended purpose and remain compliant with “supplement, not supplant” provisions. Additionally, timing differences between revenue receipt and expenditure planning require formal appropriation authority in order to expend the restricted funds during the current fiscal year.
Impact of Change:
This amendment increases the expense budget within Fund 207 and is fully offset by the use of restricted fund balance. There is no impact to the General Fund or other City funds. The appropriation reduces restricted SLESF fund balance but maintains the fund’s fiscal integrity and compliance with state requirements. The expenditures supported by this amendment enhance front-line law enforcement services consistent with the purpose of the SLESF program.
Alternatives:
No reasonable alternative exists. The requested expenditures are eligible under the SLESF program guidelines, and sufficient restricted fund balance is available in Fund 207 to support the appropriation.
Delaying or declining the amendment would postpone deployment of restricted funds intended to support public safety services.
Cost Summary:
Line Item Description Fund Org Number Object Code Total Amount Operating Expense
Departmental Expense 207 207211 52008 59,775.00
Total Operating Costs
Net Operating Costs $ 59,775.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: Public Works – Streets & Traffic Maintenance
REQUEST TITLE: Traffic Signal and Streetlight Repairs
Is this One-Time ☐ or On-going ☒
Request Summary
This request is to add additional funds to our traffic signal and streetlight response budget. The current budget is $52,000 and will be exhausted before the end of the fiscal year. The repair and maintenance cost for traffic signals and streetlights is $1,000 per light, and we receive an average of two service requests per week.
Factors Driving the Request for Change
The proposed increase in the budget for traffic signals and streetlights is a crucial step toward enhancing the safety and well-being of our community. By allocating these additional funds, we can significantly improve illumination and visibility at intersections and pedestrian crossings, creating a safer environment for motorists and pedestrians. This investment demonstrates our commitment to public safety and to providing a secure, navigable space for everyone in our community. The average cost of servicing an individual light is $1,000; therefore, the current budget is projected to be exhausted by February.
Maintaining these lights is a critical safety issue, as it is essential to protect our residents in high-traffic areas. The current budget is projected to be exhausted by the end of February. The constant influx of service requests, combined with the lack of contingency for major accidents, is concerning.
Impact of Change
If approved, this will allow the department to continue addressing safety issues and provide more data to effectively tackle this issue in the upcoming fiscal year's budget allocation.
Alternatives
The are no reasonable alternatives at this time as the repair and maintenance work must continue.
Cost Summary
Line Item Description Fund Org Number Object Code Total Amount Operating Expense
Repairs & Maintenance 210 210412 52029 40,000.00
Total Operating Costs $ 40,000.00
Net Operating Costs $ 40,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☐
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works - Engineering Division
REQUEST TITLE: Manor Rectangular Rapid Flashing Beacons & Sidewalk Shaving – ADA Compliance Request Summary
Engineering would like to make a request for the Manor Plaza Rectangular Rapid Flashing Beacons project and The Sidewalk Shaving for ADA compliance project. The request is to contract with St. Francis Electric for $23,570 for the Manor Plaza Rectangular Rapid Flashing Beacons. This entails installing new poles with rectangular rapid flashing beacons and appropriate signage to replace the nonfunctioning inground flashing lights at the Manor Plaza midblock crosswalk. As for the Sidewalk Shaving for ADA compliance, a contract with Precision Concrete Cutting (PCC) is needed to address sidewalk uplift and other identified tripping hazards in the Vallemar and Rockaway Beach neighborhoods. The estimated cost for this work is estimated to be $15,000. Staff will evaluate each location to determine the appropriate corrective measures needed to mitigate the hazards.
Factors Driving the Request for Change
For the Manor Plaza Rectangular Rapid Flashing Beacons, a one-time request would address a safety issue as the in-ground flashing lights have stopped working. Several requests have come to both Field Services and Engineering to make this midblock crosswalk safer for pedestrians.
Sidewalks in the Vallemar and Rockaway Beach neighborhoods are experiencing uplift caused by City tree roots, resulting in uneven surfaces and identified tripping hazards. These conditions present a potential liability risk to the City. Precision Concrete Cutting offers several cost-effective methods to immediately mitigate these hazards by removing vertical displacement and restoring a safer walking surface. Additional City funding is requested to address these locations promptly and reduce exposure to claims while improving pedestrian safety. This would be a pilot project with PCC.
Alternatives
The alternative currently is to wait until next fiscal year, but the safety of the Manor crosswalk and Vallemar and Rockaway Beach sidewalks are a high concern and can be addressed this current fiscal year.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense
Contractual Services 213411 51206 26399 23,570.00
Contractual Services 213412 51207 26400 15,000.00
Total Operating Costs $ 38,570.00
Net Operating Costs $ 38,570.00
Priority Tracking (1-10) Council Strategic Goal
Department Priority 4 Enhance Organizational & Fiscal Stability ☐ City Manager Priority Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
FY 2025-26 MID-YEAR BUDGET
BUDGET TRANSFER REQUEST
PROGRAM: Public Works - Waste Water Treatment Plant
REQUEST TITLE: Linda Mar Stormwater Pump Station – Electrical Design Is this One-Time ☒ or Ongoing ☐
Request Summary
Equipment in the Linda Mar Stormwater Pump Station is nearing the end of its useful life. Replacement of the existing electrical equipment and wiring is necessary for reliable operation of the pump station and flood protection in the Linda Mar neighborhood.
Factors Driving the Request for Change
Funds are not currently present in Project C0047 for this task. Funds are available as part of the 2017 Wastewater Revenue Bond, currently held in Fund 518; and we intend to transfer funds to C0047 to accomplish this goal. Pump station equipment has been inspected recently and found to be in worse condition than anticipated. Beginning the design of replacement electrical equipment in the current fiscal year as opposed to waiting until the FY 2026-27 budget cycle will allow the project to progress and reduce the risk of equipment failure and improve reliability.
Impact of Change
The transfer will draw down and utilize funds from the 2017 Wastewater Bond. Beginning this project now will be in line with the Council’s Goals of:
• Improvement and Stewardship of City Infrastructure, Streets and Facilities. The sooner this project is initiated, the sooner new equipment can be installed, and flood projection can be improved. • Pursuing Climate Change Adaptation and Mitigation.
• As per Reso # 69-2025, this project is an eligible use of the bond funds, as approved by Council.
Alternatives
Delaying this effort and beginning this project in the FY2026-27 budget cycle will increase the risk of equipment failure.
Cost Summary
The 2017 Bond Revenue funds were drawn down to be spent on eligible uses, and this project has been determined to be eligible within the description of the restrictions.
Line Item Description
From Org
Code
From
ObjectProjectFrom
Amount To Org Code
To
ObjectProjectTo
Amount
Transfer from 2017 Bond
Revenue 518 34000 (150,000)
Transfer to Fund 518 518452 51206-C0047 150,000
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☐
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
BUDGET TRANSFER REQUEST
PROGRAM: Public Works – Waste Water Treatment Plant
REQUEST TITLE: Spydercrane Purchase
Is this One-Time ☒ or Ongoing ☐
Request Summary
The Wastewater Division is requesting to make a one-time purchase of a Spydercrane which will aid in maintenance and operations of the Calera Creek Water Recycling Plant. This purchase will be made before the 2026 summer maintenance period, before the fiscal year end. Final fill costs still need to be determined; but WWTP is requesting up to $85,000 to procure a Spydercrane or equivalent piece of equipment.
Factors Driving the Request for Change
• The WTTP relies on a forklift for much of its lifting and maintenance of pumps, which is not as safe as a dedicated crane
• The Spydercrane equipment will be able to access all the areas of the plant and provides a much safer and more efficient way of lifting the various pumps and equipment from confined spaces and tanks
• The crane will increase efficiency of inspections operations across all five City pumps Impact of Change
• Improvement of staff safety and efficiency
• Less reliance on expensive crane contracting costs
• This crane is versatile in that it can be used and has ability to access indoor areas and the roof, which is needed for better ongoing maintenance
• This procurement is in line with our Council goals of Improvement and Stewardship of City Infrastructure, Streets and Facilities and Enhancing Organizational and Fiscal Stability.
Alternatives
The Wastewater Division can continue to maintain the plant using the forklift and crane rental services.
This will delay safety improvements and potential cost savings from reductions in rental fees.
Cost Summary
Our staff are in the process of determining the final costs of the Spydercrane units, early estimates are around $85,000. These funds are requested to be transferred from account 518452-51206-C0051: Linda Mar Peralta Project to 518451-51215. There are some cost savings in the C0051 project available to be used for this purpose.
Line Item Description
From Org
Code
From
Object-Project
From
Amount
To Org
Code
To
ObjectProjectTo
Amount
Transfer from Project
C0051 518452 51206-C0051 (85,000)
Transfer to Fund 518
Vehicle and Equipment
Maintenance 518452 51215 85,000
Total Transfers $ (85,000) $ 85,000
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☐
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
BUDGET TRANSFER REQUEST
PROGRAM: Public Works – Wastewater Treatment Plant
REQUEST TITLE: Replacement of SBR Mixing Pump Equipment Is this One-Time ☒ or Ongoing ☐
Request Summary
The Wastewater Division will pursue a one-time replacement of one of the SBR mixing pumps which has exceeded its service life and has become uneconomical to service and maintain due to long lead times and expensive overseas part sourcing. The WWTP team has found a viable replacement in a Sulzer brand pump which will cost $44,900 new as compared to the Ebara which cost $114,000. This replacement is anticipated to take place in June of 2026.
Factors Driving the Request for Change
• Sequencing Batch Reactor mixing pumps are near end of service life, expensive and timely to repair • The City has experienced two failures of these critical pumps in the past 6 months • The new pump will cost $44,900 and will incur additional cost at time of installation Impact of Change
• Significant cost savings going from a $114,000 Ebara pump to a $44,900 Sulzer brand. This is anticipated to reduce operations and maintenance costs in the future. • Cheaper replacement parts and faster lead times will reduce cost and reduce Plant process downtimes • These mixing pumps are critical to the Operations of the Calera Creek Water Recycling Plant and all 5 pumps must be operational for the Plant to handle maximum daily flows of 20 million gallons per day (MGD).
Alternatives
The Wastewater Division can continue to maintain and conduct emergency repairs to the SBR mixing pumps until the replacement cost can be built into next fiscal year’s budget, however this increases the risk of pump failure and loss of wastewater treatment efficiency.
Cost Summary
One new pump will cost $44,900, anticipated costs for construction / installation is $45,000, for a total project cost of $89,900. Funds are present in Account C0040: CCWRP Headworks Rehabilitation and Improvement Project (Headworks), and major construction on the Headworks project is not anticipated to begin until the FY2026-27 budget cycle, therefore we are requesting funds to be moved to Project P0033:
CCWRP Repair and Replace.
Line Item Description
From Org
Code
From
Object-Project
From
Amount
To Org
Code
To
Object-Project
To
Amount
Transfer from Project P0040 518452 51206-P0040 (89,900) SBR Mixing Pump Purchase
and Installation 518452 51206-P0033 89,900
Total Transfers $ (89,900) $ 89,900
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: Public Works and Self-Insurance General Liability REQUEST TITLE: Risk Grant Funds for Corp Yard Security System Is this One-Time ☒ or Ongoing ☐?
Request Summary
Public Works is requesting funding to install a security system at the Department of Public Works Corp.
Yard. This proposal is a priority for overall building and personnel safety.
Factors Driving the Request for Change
The Corporate Yard is a public facility that houses valuable City property, equipment, and tools necessary for daily operations. This includes high-value machinery and specialized equipment relied upon by staff to provide essential services. An assessment of the facility determined that the existing security system is outdated and in need of replacement. Enhancing security measures will help safeguard City-owned assets and staff equipment located at the site. The facility currently houses over $200,000 in staff personal tools utilized for work, as well as approximately $4,000,000 in publicly funded vehicles and heavy equipment. Updating the security system will help ensure these assets are appropriately protected and support the continued reliability of City operations.
Impact of Change
This project will implement a modern security system, including cameras and burglar alarms, at the Corporation Yard, which houses Field Services, the Auto Shop, Engineering, and Equipment Garage.
The upgraded system will enhance facility security and support the protection of City property and operational areas.
Alternatives
Without these improvements, the facility would continue to operate with outdated security infrastructure, which may limit the City’s ability to adequately monitor and protect critical equipment and operational areas.
Cost Summary
There will be a one-time installation cost of $25,785 plus a contingency of $4,000, with a net cost of $29,785. There will also be monthly ongoing monitoring costs of $45 to be budgeted annually. The SelfInsurance General Liability Risk Fund 667 will cover the cost partially at $20,000. The remainder of the cost will be funded by the existing Public Works budget.
Line Item Description Fund Org Code Object Code Total Amount Partial Installation cost for security system 667 667190 51206 20,000.00 Total Cost $ 20,000.00
Net Cost Adjustment $ 20,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 5 Enhance Organizational & Fiscal Stability ☐
City Manager Priority Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
BUDGET TRANSFER REQUEST
PROGRAM: Transfer from 101999-59672 to 672999-49101
REQUEST TITLE: Transfer to Motor Pool for PD Vehicle Replacement Is this One-Time ☒ or Ongoing ☐?
Request Summary
The City’s Motor Pool division purchased a vehicle for the Police Department that needed to be replaced due to a vehicle accident. A transfer request of $42,780 from the General Fund to the Motor Pool Fund is requested in order to cover the purchase of this vehicle.
Factors Driving the Request for Change
Following a waiver of the three-bid process and following City of Pacifica’s Administrative Policy #76, Purchasing Policy, section 7.2, the City Manager under his authority approved the purchase of a 2025 Dodge Durango Pursuit vehicle on August 25, 2025, in the amount of $45,558. A transfer is needed from the General Fund to cover this vehicle specifically used by the Police Department. The vehicle that was damaged in the accident produced insurance coverage of $10,799.
Impact of Change
This would correct the expenditure budget for Motor Pool Fund 672 and allow for year-end processing to more accurately reflect the balance of the fund.
Alternatives
There are no reasonable alternatives to this request at this time as the previously approved purchase has already been made.
Cost Summary
Cost Transfer Out from the General Fund of $42,780 and appropriate the use of these funds in the Motor Pool Fund 672.
Line Item Description
From Org
Code
From
Object-Project
From
Amount
To Org
Code
To
ObjectProjectTo
Amount
Transfer Out from Fund 101 for
purchased Police Vehicle 101999 59672 (45,558)
Transfer Out from Fund 101 for
purchased PD Vehicle Up-Fit
Cost 101999 59672 (8,021)
Coverage from Insurance 10,799
Transfer to Fund 672 from GF 672999 49101 42,780
Total Transfers $ (42,780) $ 42,780
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 MID-YEAR BUDGET
EXPENSE AMENDMENT REQUEST
PROGRAM: Public Works – Motor Pool
REQUEST TITLE: Additional Funds for Vehicle Maintenance Is this a Capital Project? Yes ☐ / No☒ If Yes, is this New ☐ or Previously Approved CIP☐? Is this One-Time ☒ or Ongoing ☐
Request Summary
The requested funding will cover the repair of a damaged hoist on a dump bed truck. This repair is critical to restoring the vehicle's full functionality and ensuring safe, reliable operation. Additionally, the funds will be used to purchase and install proper toolboxes to securely store and protect valuable tools and equipment. Investing in secure, weather-resistant storage will safeguard our assets from damage and theft, improve organization, and enhance overall operational efficiency.
Factors Driving the Request for Change
Due to the age and extensive usage of these vehicles, maintenance costs have increased significantly, and the current budget cannot tolerate this additional cost. However, these vehicles remain essential to our operations and are assigned to staff who require fully functional vehicles to perform their responsibilities effectively. Given their critical operational necessity, it is imperative to allocate additional funding to complete the required repairs. Ensuring that these vehicles are safe, reliable, and fully operational will enable our new team members to fulfill their duties without interruption, thereby enhancing overall service efficiency.
The current concern regarding the dump bed truck involves a malfunctioning bed hoist. This component is critical to the truck's operational capacity and enables effective unloading of heavy materials. The flatbed truck will be converted into a utility truck. This vehicle requires several utility boxes to securely store and protect the tools and equipment required for job-site operations. Delays in the changes requested will prevent staff from having the necessary equipment to perform their job duties.
Adding additional funds for these vehicles will provide much-needed repairs to extend their service life.
The dump bed truck requires a replacement truck bed lift because the current lift is non-operational due to weather-related rust. The cost associated with this replacement is $21,000. The flatbed truck needs utility boxes to properly store tools and other equipment, with an expected cost of $5,000.
Impact of Change
This would allow us to continue utilizing these vehicles, extending their service life, and providing vehicles to workers to complete their maintenance obligations. They would add an additional $26,000 to the vehicle maintenance account, funded by the General Fund.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 6 Enhance Organizational & Fiscal Stability ☐
City Manager Priority Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ FY 2025-26 Mid-Year Expense Amendment Request Page 2 of 2 Alternatives
A viable alternative is to explore long-term leasing options for similar-style work trucks. This option offers the benefit of acquiring a new vehicle that is less likely to require significant repairs due to prior heavy use.
Drawbacks to this option are that there is no leasing option for a truck with a dump bed, as it is a specialized vehicle, and it doesn’t support the current maintenance backlog, and will further delay maintenance in the queue.
Cost Summary
The total cost will reflect the asking amount of $26,000, transferred in from the General Fund unassigned fund balance to the Motor Pool – Replacement Fund 672.
Line Item Description Fund Org Number
Object
Code Total Amount
Operating Expense
Lift Bed Hoist 672 672470 52023 21,000.00
Tool Boxes 672 672470 52023 5,000.00
Total Operating Costs $ 26,000.00
Net Operating Costs $ 26,000.00