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 Regular Meeting 1 June 08, 2026
SPECIAL and REGULAR MEETING
June 08, 2026 (MONDAY)
www.cityofpacifica.org
Off-street parking is allowed by permit for attendance at official public meetings.
Vehicles parked without permits are subject to citation. You should obtain a permit from the rack in the lobby and place it on the dashboard of your vehicle in such a manner as is visible to law enforcement personnel.
PLEASE SILENCE CELL PHONES DURING MEETING
Alternative Ways to Observe and Participate in 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 and participate:
• Join Zoom Webinar: https://pacifica-gov.zoom.us/j/81156158241 • Watch on TV on Comcast channel 26
• Watch a Live Stream of the meeting by following https://www.cityofpacifica.org/LiveStream or www.pacificcoast.tv
• Live Remote Public Comments (offered on a pilot basis):
• Join Zoom Webinar: https://pacifica-gov.zoom.us/j/81156158241 • OR Dial-in: 1-669-900-6833 | Webinar ID: 811 5615 8241 o Press * 9 to raise your hand to request to speak.
o Press * 6 to unmute when called upon to speak by the last 4-digits of your phone #. • When the Mayor announces the Agenda Item on which you would like to comment, raise your hand in Zoom. You will be called upon my screenname or last 4-digits of phone number if dialing in. Please mute any background sound and state your full name at the start of your comment.
Please note that Alternative platforms for participation are subject to underlying technology functionality and may be modified or interrupted at any time without notice. • Written Public Comments:
BEFORE THE MEETING: Written public comments may be submitted in advance by 12:00 p.m. on the meeting date by email to: [email protected]. Written public comments submitted by email should adhere to the following:
• Clearly indicate the Agenda Item No. or specify “Public Comment on Item Not on Agenda” in the Subject Line
• Include the submitter’s full name
Written public comments received by 12:00 p.m. on the meeting date 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.
City Council Regular Meeting 2 June 08, 2026
5:00 PM - CLOSED SESSION
A. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION. Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section 54956.9 and paragraph (1) of subdivision (e) of Section 54956.9: One Case. 6:00 PM OPEN SESSION
Call to Order
Roll Call
Reading of Land Acknowledgment
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 Vice Mayor Wright
Closed Session Report
CONSENT CALENDAR
Persons wishing to address the Council on any Consent Calendar item may do so at this time. Each speaker will be allotted three minutes. Those wishing to address the Council on any item listed on the agenda should submit a speaker card to the City Clerk.
Public meetings are a limited public forum, meaning that there are rules for commenting at these meetings. Comments on consent agenda items must relate to that specific item.
If comments do not relate to a specific agenda item, then City will provide you with an initial warning to stay on topic. If the warning is not followed, the Mayor will direct the City Clerk to cut off the microphone.
Items on the consent calendar will be adopted by one motion unless a Councilmember requests, before the vote on the motion, to have an item discussed. Time limit on comments is three minutes or less.
1. Approval of Disbursements for 05/01/26 through 05/31/26 PROPOSED ACTION: Approval of Disbursements for 05/01/26 through 05/31/26
2. Approval of Minutes
PROPOSED ACTION: Move to approve the minutes for the March 23, 2026 City Council City Council Regular Meeting 3 June 08, 2026
Special and Regular Meeting.
3. Continuation of Proclamation of Local Emergency of the Pacifica Coastline from Westline Drive to the End of Beach Boulevard
PROPOSED ACTION: Accept report and make a determination that conditions of local emergency continue to exist within the Pacifica Coastline from Westline Drive to the end of Beach Boulevard.
4. Amendments to Consultant Services Agreements with Raney Planning & Management, Inc. to Fulfill the City’s CEQA Obligations in a Timely and Comprehensive Manner, with CSG Consultants, Inc. for On-Call Planning Services, Building Division Staff Augmentation, and Related Services, and with Environmental Science Associates for Mapping Update Services.
PROPOSED ACTION:
1) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute a Ninth Amendment to the Consultant Services Agreement with Raney Planning & Management, Inc. for Contract and Related Services;" and
2) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute an Eighth Amendment to the Consultant Services Agreement With CSG Consultants, Inc. for Building Official, Building Inspection, Plan Review, and Related Services;” and
3) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute a Second Amendment to the Consultant Services Agreement with Environmental Science Associates for Professional Planning Services.”
PUBLIC COMMENTS ON ITEMS NOT ON THE POSTED AGENDA
This portion of the Agenda is available for the public to address the City Council on any issue that is not on the Agenda. Any person wishing to address the Council shall be recognized by the Mayor during this time, provided, however, that only items not on the Agenda for that meeting may be addressed. Comments on non-agendized items must address matters within the subject matter jurisdiction of the City. If comments do not address matters within the subject matter jurisdiction of the City, the City will provide you with an initial warning to stay within the subject matter jurisdiction of the City. If the warning is not followed, the Mayor will direct the City Clerk to cut off the microphone.
Councilmembers shall not enter into debate with speakers under Public Comments on Items Not on the Posted Agenda. A maximum of three minutes will be allowed for any speaker.
PUBLIC HEARINGS - NONE.
CONSIDERATION
5. Adoption of a Technology Disruption Policy for City Council Meetings pursuant to Senate Bill 707 (SB 707) Brown Act Amendments effective July 1, 2026 PROPOSED ACTION:
1. Receive a report regarding Senate Bill 707 (SB 707) which enacts major amendments City Council Regular Meeting 4 June 08, 2026
to the Ralph M. Brown Act.
2. Adopt the Resolution entitled, “A Resolution of the City Council of the City of Pacifica Adopting Policy for Disruption of Remote Access During Public Open Meetings of City Council Consistent with SB 707 (Administrative Policy No. 85)”.
6. Fiscal Year 2026-27 Proposed Budget Program Options
PROPOSED ACTION: Review and discuss the Fiscal Year 2026-27 Proposed General Fund and Other Funds Budget and provide additional policy direction on the desired budget options and strategies for the upcoming budget.
COUNCIL COMMUNICATIONS
The purpose of Council Communications is for Councilmembers to inform each other of items of potential interest to other Councilmembers, such as interagency meetings.
STAFF COMMUNICATIONS
The purpose of Staff Communications is for the City Manager to offer announcements as appropriate.
ADJOURN
NOTICE: If you challenge a city's zoning, planning or other decision in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at, or prior to, the public hearing. Judicial review of any city administrative decision may be had only if a petition is filed with the court not later than the 90th day following the date upon which the decision becomes final. Judicial review of environmental determinations may be subject to a shorter time period for litigation, in certain cases 30 days following the date of the final decision 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
City Council Regular Meeting 5 June 08, 2026
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
6/8/2026
1 SUBJECT:
Approval of Disbursements for 05/01/26 through 05/31/26 RECOMMENDED ACTION:
Receive and file the Monthly Check Register Report for the month of May 2026.
STAFF CONTACT:
Lucy Xie, Deputy Finance Director
(650) 501-6014
[email protected] <mailto:[email protected]>
BACKGROUND/DISCUSSION:
Staff has submitted the following Monthly Check Register Report per California Government Code, Title 4, Division 3, Part 3, Chapter 3, Section 41004:
• Disbursements dated 05/1/26 through 05/31/26 are in the amount of $4,250,417.24 (Attachment 1).
RELATION TO CITY COUNCIL GOALS AND WORK PLAN:
Approval of Monthly Check Register Report is consistent with the following Council adopted Goals:
· Enhance organizational and fiscal stability: Preparation of the Monthly Check Register Report supports sound financial oversight, transparency, and adherence to adopted fiscal controls.
· Broaden public communications and collaboration: Filing of the Monthly Check Register Report promotes transparency and accountability in City financial operations.
FISCAL IMPACT:
There is no fiscal impact associated with acceptance of the Monthly Check Register Report.
The report is provided for informational and transparency purposes only and does not authorize any new expenditures or budget appropriations. The disbursements reflected in the report have already been processed in accordance with the City's adopted budget and established financial controls.
ORIGINATED BY:
Finance Department
1 Packet Pg. 6
Pacifica City Council 2
June 08, 2026
ATTACHMENT LIST:
Monthly Check Register Report May 2026 (PDF)
1 Packet Pg. 7
City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7618 05/01/2026 PRINTED 000045 ABACUS PRODUCTS INC. 1,078.33 7619 05/01/2026 PRINTED 000056 ADAM-HILL COMPANY, THE 2,055.22 7620 05/01/2026 PRINTED 001017 ADRIAN COLMENARES 57.72
7621 05/01/2026 PRINTED 000058 AECOM TECHNICAL SERVICES 43,176.85 7622 05/01/2026 PRINTED 000060 AIRGAS USA, LLC 1,501.19 7623 05/01/2026 PRINTED 000062 ALERT PEST CONTROL COMPAN 297.00 7624 05/01/2026 PRINTED 000074 AMAZON.COM SALES, INC. 1,663.68 7625 05/01/2026 PRINTED 000074 AMAZON.COM SALES, INC. 108.78 7626 05/01/2026 PRINTED 000078 AMERICAN DEBRIS BOX SERVI 271.99 7627 05/01/2026 PRINTED 000089 ONE WATER LLC 7,961.18
7628 05/01/2026 PRINTED 000096 AT&T 161.86
7629 05/01/2026 PRINTED 000096 AT&T 170.24
7630 05/01/2026 PRINTED 001347 ATTICUS MUNRO 57.72
7631 05/01/2026 PRINTED 000114 BARTLE WELLS ASSOCIATES 6,380.00 7632 05/01/2026 PRINTED 000130 BEARING AGENCIES INC 1,846.99 7633 05/01/2026 PRINTED 001072 BRANDON SMITH 57.72
7634 05/01/2026 PRINTED 001044 BRYAN CLARK 57.72
7635 05/01/2026 PRINTED 000190 CALIFORNIA DIESEL & POWER 1,385.00 7636 05/01/2026 PRINTED 000203 CINTAS CORPORATION #464 3,763.46 7637 05/01/2026 PRINTED 000203 CINTAS 314.65
7638 05/01/2026 PRINTED 000011 CITY OF DALY CITY 4,102.71 7639 05/01/2026 PRINTED 000011 CITY OF DALY CITY 8,225.33 7640 05/01/2026 PRINTED 000011 CITY OF DALY CITY 26,237.82 7641 05/01/2026 PRINTED 000217 COAST COUNTIES TRUCK & EQ 2,777.91 7642 05/01/2026 PRINTED 000224 COMCAST 32.08
7643 05/01/2026 PRINTED 000248 CSG CONSULTANTS, INC. 2,791.48 7644 05/01/2026 PRINTED 001452 DAVE EVANS 57.72
7645 05/01/2026 PRINTED 000265 DAVEY TREE EXPERT COMPANY 4,750.00 7646 05/01/2026 PRINTED 001368 DAYLIGHT FOODS LLC 108.00 7647 05/01/2026 PRINTED 000282 DISH 68.01
7648 05/01/2026 PRINTED 001081 DUDEK 415.00
7649 05/01/2026 PRINTED 001216 ENTENMANN-ROVIN CO 254.07 7650 05/01/2026 PRINTED 001257 ERIC MARTINEZ 57.72
7651 05/01/2026 PRINTED 000335 FASTRAK INVOICE PROCESSIN 211.75 7652 05/01/2026 PRINTED 001380 FIRST STUDENT, INC. 1,123.73 7653 05/01/2026 PRINTED 000350 FLYERS ENERGY, LLC 8,355.47 7654 05/01/2026 PRINTED 000013 FRANCHISE TAX BOARD 200.00 7655 05/01/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7656 05/01/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7657 05/01/2026 PRINTED 000369 GOLDEN GATE TRUCK CENTER 654.82 7658 05/01/2026 PRINTED 001078 GOOD CITY COMPANY 65,896.25 7659 05/01/2026 PRINTED 000377 GRAINGER 6,105.04
7660 05/01/2026 PRINTED 000397 HINDERLITER, DE LLAMAS & 1,650.00 7661 05/01/2026 PRINTED 001502 HEIDI NG 949.19
7662 05/01/2026 PRINTED 001502 HEIDI NG 199.87
7663 05/01/2026 PRINTED 000446 JOHN THE SIGN GUY LLC 2,024.26 7664 05/01/2026 PRINTED 000462 KIMBALL MIDWEST 1,256.08 7665 05/01/2026 PRINTED 000519 MC MASTER-CARR SUPPLY COM 5,030.76 7666 05/01/2026 PRINTED 000530 MILLER, BONNIE 45.02
7667 05/01/2026 PRINTED 000536 MUNICIPAL MAINTENANCE EQU 41.03 7668 05/01/2026 PRINTED 000549 WILLDAN FINANCIAL SERVICE 7,136.00 7669 05/01/2026 PRINTED 000551 MUSCIO SECURITY 370.00
1.a
Packet Pg. 8
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7670 05/01/2026 PRINTED 001407 NORTH LIGHT COLOR INC. 789.57 7671 05/01/2026 PRINTED 000592 O'REILLY AUTO PARTS 364.11 7672 05/01/2026 PRINTED 999997 Shonn Dougherty 1,200.00 7673 05/01/2026 PRINTED 000603 PACIFIC MANOR HARDWARE, I 47.18 7674 05/01/2026 PRINTED 000985 PAPE MACHINERY 1,099.47
7675 05/01/2026 PRINTED 000638 PENINSULA UNIFORMS & EQUI 110.15 7676 05/01/2026 PRINTED 000680 R & H WHOLESALE SUPPLY, I 1,823.25 7677 05/01/2026 PRINTED 000683 RANEY PLANNING AND MANAGE 32,655.48 7678 05/01/2026 PRINTED 001050 RANGER PIPELINES 187,259.25 7679 05/01/2026 PRINTED 001346 ROBERT MARTINEZ 57.72
7680 05/01/2026 PRINTED 000021 SAN MATEO COUNTY INFORMAT 164.51 7681 05/01/2026 PRINTED 000021 SAN MATEO COUNTY CONTROLL 3,621.50 7682 05/01/2026 PRINTED 000717 SAN MATEO DAILY JOURNAL 864.00 7683 05/01/2026 PRINTED 001562 SAN MATEO COUNTY TRAINING 125.00 7684 05/01/2026 PRINTED 001211 SMELLY MEL'S PLUMBING INC 1,800.00 7685 05/01/2026 PRINTED 000936 CITY OF SOUTH SAN FRANCIS 190,741.25 7686 05/01/2026 PRINTED 000759 ST. FRANCIS ELECTRIC, INC 7,647.68 7687 05/01/2026 PRINTED 000772 SUN RIDGE SYSTEMS, INC 47,631.00 7688 05/01/2026 PRINTED 001136 SUZANNE CUNANAN 57.72
7689 05/01/2026 PRINTED 000791 TERMINIX PROCESSING CENTE 393.96 7690 05/01/2026 PRINTED 000824 TURBO DATA SYSTEMS, INC. 1,221.93 7691 05/01/2026 PRINTED 000837 UNIVAR SOLUTIONS USA INC 1,605.87 7692 05/01/2026 PRINTED 000844 US FOODS, INC 8,519.21
7693 05/01/2026 PRINTED 000855 VERIZON WIRELESS 2,696.36 7694 05/01/2026 PRINTED 001033 YULIA CARTER 101.14
7695 05/01/2026 PRINTED 001488 MICHAEL ZACHARY HARRIS 148.63 7696 05/08/2026 PRINTED 000039 AVINA, ANGEL 200.00
7697 05/08/2026 PRINTED 000063 ALEXANDER WILLIAM GREENWO 6,600.00 7698 05/08/2026 PRINTED 000074 AMAZON.COM SALES, INC. 138.96 7699 05/08/2026 PRINTED 000074 AMAZON.COM SALES, INC. 188.27 7700 05/08/2026 PRINTED 000091 ARROWHEAD FORENSICS 95.65 7701 05/08/2026 PRINTED 000913 BENEFIT COORDINATORS CORP 12,577.40 7702 05/08/2026 PRINTED 000130 BEARING AGENCIES INC 4,188.00 7703 05/08/2026 PRINTED 000137 BCC BENEFIT COORDINATORS 2,776.89 7704 05/08/2026 PRINTED 001563 BLENDMAGIC PRODUCTS LLC 1,499.00 7705 05/08/2026 PRINTED 000178 NAF SERVICES, INC. 527.40 7706 05/08/2026 PRINTED 000189 CATHOLIC CHARITIES CYO OF 257.00 7707 05/08/2026 PRINTED 000201 CHILDCARE CAREERS 3,560.00 7708 05/08/2026 PRINTED 001069 CINDY BLACKSTONE 91.00
7709 05/08/2026 PRINTED 000203 CINTAS CORPORATION #464 1,362.59 7710 05/08/2026 PRINTED 000203 CINTAS 612.58
7711 05/08/2026 PRINTED 000217 COAST COUNTIES TRUCK & EQ 839.50 7712 05/08/2026 PRINTED 001564 COASTWEST FIRE PROTECTION 950.00 7713 05/08/2026 PRINTED 000230 WILD THINGS, INC. 2,700.00 7714 05/08/2026 PRINTED 000265 DAVEY TREE EXPERT COMPANY 17,770.00 7715 05/08/2026 PRINTED 001368 DAYLIGHT FOODS LLC 108.00 7716 05/08/2026 PRINTED 001426 DHI WATER & ENVIRONMENT, 23,000.00 7717 05/08/2026 PRINTED 000293 DUBOCE JANITORIAL SERVICE 1,400.00 7718 05/08/2026 PRINTED 000335 FASTRAK INVOICE PROCESSIN 86.50 7719 05/08/2026 PRINTED 000343 FIDDLER'S GREEN MOVING & 1,750.00 7720 05/08/2026 PRINTED 000350 FLYERS ENERGY, LLC 13,501.35 7721 05/08/2026 PRINTED 000350 FLYERS ENERGY, LLC 27.18
1.a
Packet Pg. 9
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7722 05/08/2026 PRINTED 001271 FOLGERGRAPHICS, INC 452.57 7723 05/08/2026 PRINTED 000013 FRANCHISE TAX BOARD 200.00 7724 05/08/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7725 05/08/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7726 05/08/2026 PRINTED 000359 GAIL EDWARDS 300.00
7727 05/08/2026 PRINTED 001078 GOOD CITY COMPANY 55,756.25 7728 05/08/2026 PRINTED 000377 GRAINGER 604.50
7729 05/08/2026 PRINTED 000388 GYM DOCTORS 199.00
7730 05/08/2026 PRINTED 000955 HD SUPPLY FORMERLY HOME D 195.36 7731 05/08/2026 PRINTED 000397 HINDERLITER, DE LLAMAS & 59,039.23 7732 05/08/2026 PRINTED 000445 COASTSIDE FIRE PROTECTION 160.00 7733 05/08/2026 PRINTED 000446 JOHN THE SIGN GUY LLC 5,078.43 7734 05/08/2026 PRINTED 000979 KENNEDY/JENKS CONSULTANTS 8,201.03 7735 05/08/2026 PRINTED 000460 KENT CLEANERS 257.34
7736 05/08/2026 PRINTED 000462 KIMBALL MIDWEST 980.44
7737 05/08/2026 PRINTED 000468 KONE, INC. 3,695.40
7738 05/08/2026 PRINTED 000469 KOSMONT & ASSOCIATES, INC 15,327.00 7739 05/08/2026 PRINTED 001491 NEXSTAR MEDIA INC. 452.61 7740 05/08/2026 PRINTED 001568 NITISH SHARMA 5,000.00
7741 05/08/2026 PRINTED 000978 LASHLEY, MARK 75.00
7742 05/08/2026 PRINTED 000492 CAPITAL ONE TRADE CREDIT 68.84 7743 05/08/2026 PRINTED 000519 MC MASTER-CARR SUPPLY COM 391.56 7744 05/08/2026 PRINTED 000582 NPFBA 388.00
7745 05/08/2026 PRINTED 000592 O'REILLY AUTO PARTS 76.67 7746 05/08/2026 PRINTED 999998 Lara Garner 2,000.00
7747 05/08/2026 PRINTED 000612 PACIFICA FIREFIGHTERS UNI 708.13 7748 05/08/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF Loc 1,579.83 7749 05/08/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF L24 77.70 7750 05/08/2026 PRINTED 000016 PACIFICA SCHOOL DISTRICT 15,804.00 7751 05/08/2026 PRINTED 000647 PACIFIC GAS & ELECTRIC CO 177,246.40 7752 05/08/2026 PRINTED 000656 POLYDYNE INC. 27,899.46
7753 05/08/2026 PRINTED 000617 PACIFICA POLICE OFFICERS 210.00 7754 05/08/2026 PRINTED 000616 PACIFICA POLICE OFFICERS 840.00 7755 05/08/2026 PRINTED 000620 PACIFICA POLICE SUPERVISO 420.00 7756 05/08/2026 PRINTED 000679 QUILL CORPORATION 133.11 7757 05/08/2026 PRINTED 000679 QUILL CORPORATION 15.15
7758 05/08/2026 PRINTED 000684 SAN MATEO COUNTY RESOURCE 29,354.74 7759 05/08/2026 PRINTED 000690 REGIONAL GOVERNMENT SERVI 8,480.40 7760 05/08/2026 PRINTED 000021 COUNTY OF SAN MATEO ANIMA 75.00 7761 05/08/2026 PRINTED 000731 SERVICE PRESS, INC. 97.19 7762 05/08/2026 PRINTED 000719 SAN MATEO LAWN MOWER SHOP 287.14 7763 05/08/2026 PRINTED 000993 SOUTHWEST STRATEGIES LLC 5,318.75 7764 05/08/2026 PRINTED 000805 T-MOBILE CORPORATION 32.00 7765 05/08/2026 PRINTED 000805 T-MOBILE CORPORATION 506.07 7766 05/08/2026 PRINTED 000781 TEAMSTERS LOCAL #350 1,122.00 7767 05/08/2026 PRINTED 000782 TEAMSTERS LOCAL #856 3,160.50 7768 05/08/2026 PRINTED 000782 TEAMSTERS LOCAL #856 2,912.50 7769 05/08/2026 PRINTED 001482 TOAST CATERING AND EVENTS 3,074.98 7770 05/08/2026 PRINTED 001566 TOP DOG POLICE K9 TRAININ 375.00 7771 05/08/2026 PRINTED 000844 US FOODS, INC 2,921.50
7772 05/08/2026 PRINTED 000855 VERIZON WIRELESS 322.70
7773 05/08/2026 PRINTED 000863 CALTEST ANALYTICAL LAB 881.00
1.a
Packet Pg. 10
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7774 05/08/2026 PRINTED 000879 WEX HEALTH, INC. 132.75
7775 05/15/2026 PRINTED 000056 ADAM-HILL COMPANY, THE 396.73 7776 05/15/2026 PRINTED 000074 AMAZON.COM SALES, INC. 3,412.05 7777 05/15/2026 PRINTED 000084 ANTOINETTE M KAUFFMAN 100.00 7778 05/15/2026 PRINTED 000089 ONE WATER LLC 5,904.00
7779 05/15/2026 PRINTED 000096 AT&T 130.85
7780 05/15/2026 PRINTED 000097 ATCO INTERNATIONAL 226.96 7781 05/15/2026 PRINTED 000110 BAAQMD 720.00
7782 05/15/2026 PRINTED 000160 BROADMOOR LANDSCAPE SUPPL 955.91 7783 05/15/2026 PRINTED 000179 COMMISSION ON TEACHER CRE 100.00 7784 05/15/2026 PRINTED 000213 CLEA 896.00
7785 05/15/2026 PRINTED 000213 CALIFORNIA ASSN OF PROFES 59.00 7786 05/15/2026 PRINTED 000187 CAROLLO 11,856.25
7787 05/15/2026 PRINTED 000192 CDW GOVERNMENT, INC. 13,218.25 7788 05/15/2026 PRINTED 000203 CINTAS CORPORATION #464 1,620.64 7789 05/15/2026 PRINTED 000203 CINTAS 2,226.08
7790 05/15/2026 PRINTED 001377 CITY OF BURLINGAME 260.00 7791 05/15/2026 PRINTED 000011 CITY OF DALY CITY 8,225.33 7792 05/15/2026 PRINTED 000011 CITY OF DALY CITY 644.69 7793 05/15/2026 PRINTED 000227 CONCERN EMPLOYEE ASSISTAN 12,653.00 7794 05/15/2026 PRINTED 000931 CORODATA RECORDS MANAGEME 803.04 7795 05/15/2026 PRINTED 000248 CSG CONSULTANTS, INC. 21,220.00 7796 05/15/2026 PRINTED 000253 C.W.E.A. 651.00
7797 05/15/2026 PRINTED 001081 DUDEK 2,170.00
7798 05/15/2026 PRINTED 000339 FEDEX 44.16
7799 05/15/2026 PRINTED 001423 FLEETROCK, LLC 721.50
7800 05/15/2026 PRINTED 000363 GHD INC. 602.20
7801 05/15/2026 PRINTED 000389 H & R PLUMBING AND DRAIN 13,500.00 7802 05/15/2026 PRINTED 000952 HARDY DIAGNOSTICS 282.19 7803 05/15/2026 PRINTED 001006 HARRIS ENTERPRISE PLANNIN 5,000.00 7804 05/15/2026 PRINTED 001273 HAZEN AND SAWYER 36,540.00 7805 05/15/2026 PRINTED 001057 JFCS 400.00
7806 05/15/2026 PRINTED 000462 KIMBALL MIDWEST 437.41
7807 05/15/2026 PRINTED 001476 KINDERSYSTEMS, INC 2,671.42 7808 05/15/2026 PRINTED 000474 LAKESHORE LEARNING MATERI 6,355.44 7809 05/15/2026 PRINTED 000475 LANDS' END BUSINESS OUTFI 155.85 7810 05/15/2026 PRINTED 000486 THE LEW EDWARDS GROUP 6,750.00 7811 05/15/2026 PRINTED 000523 METROPOLITAN PLANNING GRO 25,179.00 7812 05/15/2026 PRINTED 000514 MATCO TOOLS 2,045.85
7813 05/15/2026 PRINTED 000519 MC MASTER-CARR SUPPLY COM 727.06 7814 05/15/2026 PRINTED 001569 MIKE MOLINA 629.25
7815 05/15/2026 PRINTED 000592 O'REILLY AUTO PARTS 256.26 7816 05/15/2026 PRINTED 999997 Dennis Menjivar 475.00
7817 05/15/2026 PRINTED 999998 Karen Kipp 2,000.00
7818 05/15/2026 PRINTED 000612 PACIFICA FIREFIGHTERS-LTD 390.00 7819 05/15/2026 PRINTED 000612 PACIFICA FIREFIGHTERS UNI 708.13 7820 05/15/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF Loc 1,579.83 7821 05/15/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF L24 77.79 7822 05/15/2026 PRINTED 000628 PARS 400.00
7823 05/15/2026 PRINTED 000972 PLAN JPA 4,810.00
7824 05/15/2026 PRINTED 000617 PACIFICA POLICE OFFICERS 210.00 7825 05/15/2026 PRINTED 000616 PACIFICA POLICE OFFICERS 840.00
1.a
Packet Pg. 11
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7826 05/15/2026 PRINTED 000620 PACIFICA POLICE SUPERVISO 420.00 7827 05/15/2026 PRINTED 001434 PRECISION EMPRISE LLC 14,853.95 7828 05/15/2026 PRINTED 001500 REDWOOD ENGINEERING CONST 150,776.97 7829 05/15/2026 PRINTED 001553 SALLY SWANSON 17,057.50
7830 05/15/2026 PRINTED 000021 SAN MATEO COUNTY ENVIRONM 210.36 7831 05/15/2026 PRINTED 000728 SEAN'S QUALITY FLOORS 1,000.00 7832 05/15/2026 PRINTED 000755 SOUTH CITY LUMBER 336.65 7833 05/15/2026 PRINTED 000766 STERICYCLE 1,650.00
7834 05/15/2026 PRINTED 000776 SYNAGRO WEST, LLC 10,727.28 7835 05/15/2026 PRINTED 000805 T-MOBILE CORPORATION 16.00 7836 05/15/2026 PRINTED 000781 TEAMSTERS LOCAL #350 1,056.00 7837 05/15/2026 PRINTED 000828 U.S. BANK EQUIPMENT FINAN 2,300.88 7838 05/15/2026 PRINTED 000829 UNIVERSAL BUILDING SERVIC 874.89 7839 05/15/2026 PRINTED 001033 YULIA CARTER 1,153.71
7840 05/22/2026 PRINTED 000056 ADAM-HILL COMPANY, THE 5,030.20 7841 05/22/2026 PRINTED 000058 AECOM TECHNICAL SERVICES 27,419.28 7842 05/22/2026 PRINTED 000062 ALERT PEST CONTROL COMPAN 297.00 7843 05/22/2026 PRINTED 000067 ALPINE AWARDS ACCOUNTING 2,867.19 7844 05/22/2026 PRINTED 000074 AMAZON.COM SALES, INC. 6,427.94 7845 05/22/2026 PRINTED 000074 AMAZON.COM SALES, INC. 46.99 7846 05/22/2026 PRINTED 000078 AMERICAN DEBRIS BOX SERVI 543.98 7847 05/22/2026 PRINTED 001084 AMERICAN RED CROSS 432.00 7848 05/22/2026 PRINTED 000088 APPLIED LANDSCAPE MATERIA 14,881.95 7849 05/22/2026 PRINTED 000096 AT&T 155.39
7850 05/22/2026 PRINTED 000096 AT&T 60.68
7851 05/22/2026 PRINTED 000096 AT&T 518.56
7852 05/22/2026 PRINTED 000096 AT&T 156.45
7853 05/22/2026 PRINTED 000098 ATLAS PLUMBING & ROOTER I 1,200.00 7854 05/22/2026 PRINTED 000130 BEARING AGENCIES INC 4,915.54 7855 05/22/2026 PRINTED 001123 BELKORP AG 1,853.07
7856 05/22/2026 PRINTED 000203 CINTAS 4,319.99
7857 05/22/2026 PRINTED 000203 CINTAS FIRE 133.53
7858 05/22/2026 PRINTED 000011 CITY OF DALY CITY 8,293.97 7859 05/22/2026 PRINTED 000224 COMCAST 161.47
7860 05/22/2026 PRINTED 000224 COMCAST 1,161.75
7861 05/22/2026 PRINTED 000231 SCA OF CA, LLC 66,768.00 7862 05/22/2026 PRINTED 000231 SCA OF CA, LLC 16,692.00 7863 05/22/2026 PRINTED 000231 SCA OF CA, LLC 16,692.00 7864 05/22/2026 PRINTED 000240 COTTON, SHIRES & ASSOCIAT 3,892.50 7865 05/22/2026 PRINTED 000248 CSG CONSULTANTS, INC. 7,955.00 7866 05/22/2026 PRINTED 000255 DARRYL PANG 800.00
7867 05/22/2026 PRINTED 000288 DPREP INC 357.00
7868 05/22/2026 PRINTED 000264 DASH MEDICAL GLOVES 211.94 7869 05/22/2026 PRINTED 001368 DAYLIGHT FOODS LLC 469.80 7870 05/22/2026 PRINTED 001426 DHI WATER & ENVIRONMENT, 25,000.00 7871 05/22/2026 PRINTED 001571 DRAIN-NET TECHNOLOGIES LL 494.00 7872 05/22/2026 PRINTED 001081 DUDEK 3,785.93
7873 05/22/2026 PRINTED 001174 ENERGEN SYSTEM, INC 880.00 7874 05/22/2026 PRINTED 000332 EXPERIAN 102.24
7875 05/22/2026 PRINTED 000335 FASTRAK INVOICE PROCESSIN 13.50 7876 05/22/2026 PRINTED 001039 FRANK WALLACE DRIVESHAFTS 370.00 7877 05/22/2026 PRINTED 001559 FUAD YAKUBOV 2,140.00
1.a
Packet Pg. 12
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7878 05/22/2026 PRINTED 001272 GOLDEN BAY ELECTRIC 1,850.00 7879 05/22/2026 PRINTED 000373 THE GOODYEAR TIRE & RUBBE 2,697.29 7880 05/22/2026 PRINTED 000380 GRANITE ROCK COMPANY #265 2,983.86 7881 05/22/2026 PRINTED 001570 CHRISENTIA PIZZO 5,068.16 7882 05/22/2026 PRINTED 001180 GREG WRIGHT 649.08
7883 05/22/2026 PRINTED 000388 GYM DOCTORS 199.00
7884 05/22/2026 PRINTED 000955 HD SUPPLY FORMERLY HOME D 106.47 7885 05/22/2026 PRINTED 001556 HERITAGE LANDSCAPE SUPPLY 240.37 7886 05/22/2026 PRINTED 001293 JESUS ARANDA 678.00
7887 05/22/2026 PRINTED 000523 METROPOLITAN PLANNING GRO 6,745.40 7888 05/22/2026 PRINTED 001025 MATT KELLY 214.90
7889 05/22/2026 PRINTED 000561 NICHOLS CONSULTING ENGINE 8,541.25 7890 05/22/2026 PRINTED 000578 NORTH STATE ENVIRONMENTAL 245.70 7891 05/22/2026 PRINTED 000592 O'REILLY AUTO PARTS 487.56 7892 05/22/2026 PRINTED 000588 OLIVER PACKAGING AND EQUI 1,731.88 7893 05/22/2026 PRINTED 000602 OMMM PACIFICA 2,097.90
7894 05/22/2026 PRINTED 999997 Abey Mullassery 9,466.00 7895 05/22/2026 PRINTED 999997 Lisa Aranda 3,650.00
7896 05/22/2026 PRINTED 000603 PACIFIC MANOR HARDWARE, I 34.03 7897 05/22/2026 PRINTED 000638 PENINSULA UNIFORMS & EQUI 774.34 7898 05/22/2026 PRINTED 000647 PACIFIC GAS & ELECTRIC CO 2,400.00 7899 05/22/2026 PRINTED 000653 AIR EXCHANGE INC 1,793.38 7900 05/22/2026 PRINTED 000679 QUILL CORPORATION 29.74
7901 05/22/2026 PRINTED 000679 QUILL CORPORATION 92.76
7902 05/22/2026 PRINTED 000679 QUILL CORPORATION 276.21 7903 05/22/2026 PRINTED 000679 QUILL CORPORATION 153.72 7904 05/22/2026 PRINTED 000681 R & S ERECTION NORTH PENI 5,594.47 7905 05/22/2026 PRINTED 000683 RANEY PLANNING AND MANAGE 27,667.36 7906 05/22/2026 PRINTED 000694 RINCON CONSULTANTS INC 13,607.50 7907 05/22/2026 PRINTED 000021 SAN MATEO COUNTY CONTROLL 2,923.00 7908 05/22/2026 PRINTED 000021 SAN MATEO COUNTY CONTROLL 1,804.50 7909 05/22/2026 PRINTED 000742 SIGILLO SUPPLY, INC. 558.40 7910 05/22/2026 PRINTED 000759 ST. FRANCIS ELECTRIC, INC 1,361.53 7911 05/22/2026 PRINTED 000026 STATE CONTROLLER'S OFFICE 138.20 7912 05/22/2026 PRINTED 000766 STERICYCLE 724.08
7913 05/22/2026 PRINTED 000780 TELECOMMUNICATIONS ENGINE 1,770.50 7914 05/22/2026 PRINTED 000791 TERMINIX PROCESSING CENTE 398.00 7915 05/22/2026 PRINTED 000802 THOMSON REUTERS WEST 476.28 7916 05/22/2026 PRINTED 000804 JOSE LUIS MONTES 775.00
7917 05/22/2026 PRINTED 001265 TOM CUMMING 37.50
7918 05/22/2026 PRINTED 000827 TYLER TECHNOLOGIES 5,333.33 7919 05/22/2026 PRINTED 000828 U.S. BANK EQUIPMENT FINAN 3,064.79 7920 05/22/2026 PRINTED 000830 ULINE SHIPPING SUPPLY SPE 75.68 7921 05/22/2026 PRINTED 000837 UNIVAR SOLUTIONS USA INC 1,472.05 7922 05/22/2026 PRINTED 000844 US FOODS, INC 7,878.28
7923 05/29/2026 PRINTED 000039 AVINA, ANGEL 200.00
7924 05/29/2026 PRINTED 000074 AMAZON.COM SALES, INC. 1,446.89 7925 05/29/2026 PRINTED 000074 AMAZON.COM SALES, INC. 433.99 7926 05/29/2026 PRINTED 000074 AMAZON.COM SALES, INC. 79.82 7927 05/29/2026 PRINTED 000074 AMAZON.COM SALES, INC. 230.74 7928 05/29/2026 PRINTED 000075 AMERICAN FIDELITY ADMINIS 644.05 7929 05/29/2026 PRINTED 000081 AMERICAN TRANSIT SUPPLY 834.24
1.a
Packet Pg. 13
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7930 05/29/2026 PRINTED 000089 ONE WATER LLC 6,595.88
7931 05/29/2026 PRINTED 000096 AT&T MOBILITY 131.19
7932 05/29/2026 PRINTED 000096 AT&T 1,174.07
7933 05/29/2026 PRINTED 001283 AUDIE MEEHLEIB 57.72
7934 05/29/2026 PRINTED 000913 BENEFIT COORDINATORS CORP 12,226.92 7935 05/29/2026 PRINTED 000150 BOB GRAF 271.15
7936 05/29/2026 PRINTED 000166 BURKE WILLIAMS AND SORENS 143,908.96 7937 05/29/2026 PRINTED 000166 BURKE WILLIAMS AND SORENS 172,193.57 7938 05/29/2026 PRINTED 001577 CALIFORNIA KIDS FUN 1,120.00 7939 05/29/2026 PRINTED 000192 CDW GOVERNMENT, INC. 17,268.70 7940 05/29/2026 PRINTED 000202 CHRISP COMPANY 3,680.02
7941 05/29/2026 PRINTED 000203 CINTAS CORPORATION #464 1,086.33 7942 05/29/2026 PRINTED 000203 CINTAS 579.37
7943 05/29/2026 PRINTED 001045 COASTPRIDE INC 5,000.00
7944 05/29/2026 PRINTED 000248 CSG CONSULTANTS, INC. 3,861.55 7945 05/29/2026 PRINTED 000273 ZUCKERMAN-HERITAGE, INC. 2,257.93 7946 05/29/2026 PRINTED 001565 DESMOND BARCA 175.00
7947 05/29/2026 PRINTED 000280 DISCOUNT PLUMBING, INC. 1,200.00 7948 05/29/2026 PRINTED 000282 DISH 68.01
7949 05/29/2026 PRINTED 000293 DUBOCE JANITORIAL SERVICE 1,400.00 7950 05/29/2026 PRINTED 000323 EOA INC 12,681.06
7951 05/29/2026 PRINTED 001257 ERIC MARTINEZ 135.87
7952 05/29/2026 PRINTED 000346 FISHER SCIENTIFIC 3,113.60 7953 05/29/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7954 05/29/2026 PRINTED 000013 FRANCHISE TAX BOARD 200.00 7955 05/29/2026 PRINTED 000013 FRANCHISE TAX BOARD 100.00 7956 05/29/2026 PRINTED 000380 GRANITE ROCK COMPANY #265 511.45 7957 05/29/2026 PRINTED 000381 GREASE TRAP CLEANERS, LLC 350.00 7958 05/29/2026 PRINTED 000390 HACH COMPANY 13,228.08
7959 05/29/2026 PRINTED 000397 HINDERLITER, DE LLAMAS & 3,500.00 7960 05/29/2026 PRINTED 001523 HEIDI NG 293.69
7961 05/29/2026 PRINTED 001202 HENRY TRAN 57.72
7962 05/29/2026 PRINTED 001293 JESUS ARANDA 57.72
7963 05/29/2026 PRINTED 000446 JOHN THE SIGN GUY LLC 32.96 7964 05/29/2026 PRINTED 000455 KASEYA US LLC 97.85
7965 05/29/2026 PRINTED 001574 KENNETH H. FONG 57.72
7966 05/29/2026 PRINTED 001092 KEVIN CONTRERAS 57.72
7967 05/29/2026 PRINTED 000462 KIMBALL MIDWEST 651.78
7968 05/29/2026 PRINTED 001512 KIMBERLY LEROHL 128.49
7969 05/29/2026 PRINTED 000486 THE LEW EDWARDS GROUP 6,750.00 7970 05/29/2026 PRINTED 000486 THE LEW EDWARDS GROUP 6,750.00 7971 05/29/2026 PRINTED 001575 LINDA S. BLUM 726.35
7972 05/29/2026 PRINTED 000496 LUHDORFF AND SCALMANINI C 2,480.00 7973 05/29/2026 PRINTED 000519 MC MASTER-CARR SUPPLY COM 3,528.48 7974 05/29/2026 PRINTED 001171 MK PRIVATE INVESTIGATION 1,800.00 7975 05/29/2026 PRINTED 000536 MUNICIPAL MAINTENANCE EQU 492.08 7976 05/29/2026 PRINTED 000582 NPFBA 423.00
7977 05/29/2026 PRINTED 000592 O'REILLY AUTO PARTS 211.22 7978 05/29/2026 PRINTED 000587 OFFICE DEPOT 741.13
7979 05/29/2026 PRINTED 001578 OFFICE FURNITURE EZ, LLC 11,204.28 7980 05/29/2026 PRINTED 999997 Christina Passmore 259.60 7981 05/29/2026 PRINTED 000603 PACIFIC MANOR HARDWARE, I 29.55
1.a
Packet Pg. 14
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 7982 05/29/2026 PRINTED 000612 PACIFICA FIREFIGHTERS-LTD 390.00 7983 05/29/2026 PRINTED 000612 PACIFICA FIREFIGHTERS UNI 708.13 7984 05/29/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF Loc 1,579.83 7985 05/29/2026 PRINTED 000612 SMC FIREFIGHTERS IAFF L24 77.70 7986 05/29/2026 PRINTED 001579 PERFORMA LABS, INC. 3,410.00 7987 05/29/2026 PRINTED 000617 PACIFICA POLICE OFFICERS 210.00 7988 05/29/2026 PRINTED 000616 PACIFICA POLICE OFFICERS 840.00 7989 05/29/2026 PRINTED 000620 PACIFICA POLICE SUPERVISO 420.00 7990 05/29/2026 PRINTED 000674 PUMP REPAIR SERVICE CO., 20,192.51 7991 05/29/2026 PRINTED 000679 QUILL CORPORATION 505.79 7992 05/29/2026 PRINTED 000679 QUILL CORPORATION 348.62 7993 05/29/2026 PRINTED 000679 QUILL CORPORATION 52.72
7994 05/29/2026 PRINTED 000679 QUILL CORPORATION 1,382.12 7995 05/29/2026 PRINTED 000679 QUILL CORPORATION 500.96 7996 05/29/2026 PRINTED 001509 RECOLOGY OF THE COAST 2,101.96 7997 05/29/2026 PRINTED 001576 REDSTONE MANUFACTURING LL 4,921.41 7998 05/29/2026 PRINTED 000691 RICE LAKE WEIGHING SYSTEM 699.69 7999 05/29/2026 PRINTED 000693 RIGHT-HAND CYBER SECURITY 3,200.00 8000 05/29/2026 PRINTED 000021 SAN MATEO COUNTY INFORMAT 164.51 8001 05/29/2026 PRINTED 000021 SAN MATEO COUNTY SHERIFF' 9,780.50 8002 05/29/2026 PRINTED 000719 SAN MATEO LAWN MOWER SHOP 762.56 8003 05/29/2026 PRINTED 000022 SAN MATEO COUNTY EMERGENC 100.00 8004 05/29/2026 PRINTED 000716 SMC FLOOD & SEA LEVEL RIS 40,000.00 8005 05/29/2026 PRINTED 000025 SAN MATEO COUNTY MOSQUITO 100.43 8006 05/29/2026 PRINTED 000993 BODEWELL GROUP LLC 3,451.25 8007 05/29/2026 PRINTED 000766 STERICYCLE 326.20
8008 05/29/2026 PRINTED 001137 STEVEN MANSKER 24.00
8009 05/29/2026 PRINTED 001137 STEVEN MANSKER 290.00
8010 05/29/2026 PRINTED 000782 TEAMSTERS LOCAL #856 2,838.00 8011 05/29/2026 PRINTED 000782 TEAMSTERS LOCAL #856 2,838.00 8012 05/29/2026 PRINTED 000791 TERMINIX PROCESSING CENTE 1,141.88 8013 05/29/2026 PRINTED 000807 TOM'S AUTO BODY & PAINT 250.00 8014 05/29/2026 PRINTED 001140 TRAVIS MEYERHOFF 40.90
8015 05/29/2026 PRINTED 000830 ULINE SHIPPING SUPPLY SPE 1,840.18 8016 05/29/2026 PRINTED 000832 UNDERWOOD, EILEEN 68.15
8017 05/29/2026 PRINTED 000837 UNIVAR SOLUTIONS USA INC 3,101.11 8018 05/29/2026 PRINTED 000855 VERIZON WIRELESS 2,696.55 8019 05/29/2026 PRINTED 000890 WOODARD & CURRAN, INC. 37,297.98 90000419 05/01/2026 WIRE 001009 CALPERS 202,949.79
90000421 05/04/2026 WIRE 000818 TRI COUNTIES BANK 309.80 90000422 05/04/2026 WIRE 000818 TRI COUNTIES BANK 153.81 90000423 05/04/2026 WIRE 000818 TRI COUNTIES BANK 1,282.89 90000424 05/04/2026 WIRE 000818 TRI COUNTIES BANK 646.24 90000425 05/04/2026 WIRE 000818 TRI COUNTIES BANK 144.15 90000426 05/04/2026 WIRE 000818 TRI COUNTIES BANK 1,518.39 90000427 05/13/2026 WIRE 000818 TRI COUNTIES BANK 1,758.25 90000429 05/12/2026 WIRE 001429 COSTCO WHOLESALE CORPORAT 1,145.89 90000430 05/11/2026 WIRE 001429 COSTCO WHOLESALE CORPORAT 1,305.62 90000431 05/19/2026 WIRE 001429 COSTCO WHOLESALE CORPORAT 597.71 90000432 05/22/2026 WIRE 001008 IRS 138,479.84
90000433 05/26/2026 WIRE 001133 EDD 44,517.48
90000434 05/26/2026 WIRE 001131 CALPERS 457 16,157.24
1.a
Packet Pg. 15
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
FOR CASH ACCOUNT: 101 10001 FOR: All
CHECK # CHECK DATE TYPE VENDOR NAME UNCLEARED CLEARED BATCH CLEAR DATE 90000435 05/28/2026 WIRE 001131 CALPERS 457 16,164.35
90000438 05/21/2026 WIRE 000818 TRI COUNTIES BANK 9.00
90000439 05/26/2026 WIRE 001507 U.S BANK TRUST N.A. 1,166,911.56 90000443 05/11/2026 WIRE 001458 U.S. BANK CALCARD 40,064.40 90000445 05/26/2026 WIRE 001429 COSTCO WHOLESALE CORPORAT 1,394.23 421 CHECKS CASH ACCOUNT TOTAL 4,250,417.24 .00
1.a
Packet Pg. 16
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements) City of Pacifica
AP CHECK RECONCILIATION REGISTER
Report generated: 06/02/2026 10:57
User: 5234lxie
Program ID: apchkrcn
UNCLEARED CLEARED
421 CHECKS FINAL TOTAL 4,250,417.24 .00
** END OF REPORT - Generated by Lucy Xie **
1.a
Packet Pg. 17
Attachment: Monthly Check Register Report May 2026 (6227 : Disbursements)
CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
6/8/2026
1 SUBJECT:
Approval of Minutes
RECOMMENDED ACTION:
Move to approve the minutes for the March 23, 2026 City Council Special and Regular Meeting.
STAFF CONTACT:
Sarah Coffey, City Clerk
650-738-7307
[email protected]
BACKGROUND/DISCUSSION:
Move to approve the minutes for the March 23, 2026 City Council Special and Regular Meeting (Attachment A).
FISCAL IMPACT:
Within budgeted operational expenses.
ORIGINATED BY:
City Clerk
ATTACHMENT LIST:
Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting (PDF) 2 Packet Pg. 18
CITY OF PACIFICA
CITY COUNCIL MINUTES
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 Regular Meeting 1 March 23, 2026
SPECIAL AND REGULAR MEETING
March 23, 2026 (MONDAY)
www.cityofpacifica.org
Mayor Christine Boles called the meeting to order on March 23, 2026 at 5:03 PM 5:00 PM - JOINT STUDY SESSION CITY COUNCIL AND BEAUTIFICATION ADVISORY
COMMITTEE
00a. Joint Study Session of City Council and the Beautification Advisory Committee Regarding Potential BAC Charter Revisions
PROPOSED ACTION: Provide direction to the City Manager for the Beautification Advisory Committee charter revisions.
PW Director Tigbao, Chair Bennett, and Committee Member Seabaugh gave the presentation.
Councilmember Bier expressed concern about capacity and asked if they are proposing to change anything else about the charter, whether some workplan items would be removed to add others.
Committee Member Gossage stated that the thought was to add the Adopt-A-Tree Subcommittee and allow members of the BAC and other community members to join, similar to BAC’s Arts and Mural Subcommittee.
Vice Mayor Wright asked, from the Public Works perspective, how and where we are planting these trees, with considerations for impacts to sidewalks and roads. He asked if they are installing root barriers, for example.
PW Director Tigbao stated it depends on which type of project we are putting in and considerations such as irrigation, underground laterals, or potential tree uplifts. That would be a part of the Urban Forestry Management Plan and we can add in how we should address installing trees in public right-of-way with different types of situations or scenarios.
Vice Mayor Wright asked if there has been any consideration to using recycled water.
PW Director Tigbao thought that was a great plan and something we will also incorporate in the Urban Forestry Management Plan.
Councilmember Espinosa referred to the tree at Fairmont West and asked if it has irrigation.
PW Director Tigbao responded affirmatively.
2.a
Packet Pg. 19
Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 2 March 23, 2026
Councilmember Espinosa asked if there is a license or free for people to adopt a tree.
PW Director Tigbao stated that this program is for City-owned trees in public right-of-way. The trees belong to the City and we are looking to partner with public to have these watering agreements and for them to care for them so the trees survive. There would not need to be any permitting.
Committee Member Gossage stated, as a licensed landscape architect, initial watering is needed for trees to be planted, but to allow the tree to develop its proper root growth and stability, putting in native or adopted species that will acclimate to the climate will release some off irrigation for the first three years or so. Using the watering bag system is a great way to get trees established without running additional infrastructure.
Councilmember Espinosa asked how long the water bags last.
Committee Member Seabaugh stated the recommendation is that they be placed for four years with a schedule that tapers off over time as far as refill rate.
Mayor Boles understood that these are only for City-owned and maintained trees, either in part on someone’s property but in the public right-of-way, not on their own land.
Committee Member Seabaugh agreed, adding that ideally these are located near the residents for ease of watering and maintenance.
Mayor Boles asked about long-term tree maintenance.
Committee Member Seabaugh stated that the proposal would be for watering, not for maintenance itself, as the City would still be responsible for maintenance, which should be low.
Mayor Boles thought that there might be pruning requirements or if a disease comes through, and she is trying to understand that we are adding to the scope potentially for Public Works.
Committee Member Gossage thinks, based on the goal of increasing the urban canopy in the Strategic Plan, staff should follow that with some of the protocols, including dimensions of minimum sizing for places to plant trees, root barriers, etc. Likewise, the maintenance should be handled through a certified arborist or City staff.
Mayor Boles lived in San Francisco where part of tree planting was their urban forestry group also, and sometimes the trees were in the public right-of-way but sometimes on private property. She is trying to tie this into the CARP goal which talks about increasing the canopy but not necessarily putting all those trees on City property.
Committee Member Gossage referred to the mitigation requirements of a 2:1 replacement rate with removal of a protected tree. A protected tree may fall within their property lines so, if they wanted to take it down, they would be required to replace it or mitigate it. While working closely with Public Works, BAC members were not looking at expanding to the private realm.
PW Director Tigbao stated that, per the Tree Ordinance, anything that is protected needs to be replaced 2:1, public or private.
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Vice Mayor Wright asked how long the 2:1 replacements need to be kept alive and who nurtures the replacement trees until they are grown.
PW Director Tigbao stated she doesn’t know if they do follow up at that level.
Vice Mayor Wright asked if staff can take a look at that and let him know.
Mayor Boles asked about the Urban Forestry Management Plan and if this work may start this year and, if so, how long do we expect it to take.
PW Director Tigbao stated she sees it starting this year because we were able to hire two more engineers. We should now be able to go out with an RFP to receive proposals. In other locations where she worked, it has usually taken about 6-9 months for a full-on master plan to get adopted, sometimes longer depending on how large the city is with all the components they need to identify. She believes we already have the tree inventory but she thinks it needs to be refined and renewed and also relooking at the ordinance to make sure that whatever is in their management plan speaks to the ordinance.
Mayor Boles thought the staff report said that part of the work plan would also be to identify priority locations for CARP planting. Without that in place, how would the committee decide where it would be appropriate to plant, how many trees per year, etc.
Committee Member Seabaugh stated there would need to be four trees that need to be planted and they can expand once the City has a more robust Urban Forest Management Plan.
Mayor Boles opened public comment.
Deirdre Martin, Pacifica, voiced support for the Adopt-a-Tree Program as it would support the urban canopy goals of increasing from 19% to 25% in the Climate Action and Resilience Plan.
Paul Totah, Pacifica, speaking as a member of Tree City Pacifica, voiced support for the Adopt-a-Tree Program and gave reasons for why trees benefitted the City.
Jeff Moroso, Pacifica, speaking as a member of Tree City Pacifica, voiced support for the Adopt-a-Tree Program and referred to previous successful City initiatives.
Maija Wigoda-Mikkila, Pacifica, speaking on behalf of Tree City Pacifica, stated she is a certified arborist, voiced support for the Adopt-a-Tree Program and explained the importance of regular watering.
Gail Benton Shoemaker, Pacifica, a member of Tree City Pacifica, speaking as a citizen, voiced support for the Adopt-a-Tree Program and gave reasons for why trees benefitted the City.
Cindy Abbott, Pacifica, voiced support for the Adopt-a-Tree Program and provided history of success of such programs in the City.
Chris Redfield, Pacifica, stated that he worked in Public Works for many years and shared his thoughts on how to plan and budget for problems going down the road for Public Works.
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Sue Digre, Pacifica, voiced support for the Adopt-a-Tree Program and gave reasons for why trees benefitted the City.
Mayor Boles closed public comments.
Councilmember Beckmeyer wanted to go forward with this but urged for prudent, thoughtful consideration of how this program will fit in. When the project was first designed, it involved sidewalk widening to accommodate trees. She is not sure that is entirely possible and we may need to evaluate. She wants to be sure we do not inadvertently trigger some other very costly expense. She feels it is important that the Urban Forestry Management Plan moves forward and believes the program can be implemented with the recognition that it may need to be modified once that Plan is done.
Vice Mayor Wright asked how much staff time is it going to take with their 58 projects.
PW Director Tigbao stated, of the 58 projects under Public Works, staff only completed seven and several are ongoing. She cannot give the exact time it will take for staff to complete or assist in getting this amended charter done but, if this is the direction, she can look into estimating that.
Vice Mayor Wright asked, if staff only got seven of the 58 done, which of the other 51 might we not be doing if they prioritize this.
PW Director Tigbao thinks that is something we would have to discuss at Goal Setting.
Mayor Boles referred to trees from past plantings that did not survive in addition to past tree water pilot programs. She appreciated that the scope of the project would be part of the 20 trees that are regularly scheduled every year as part of Arbor Day and the trees that Public Works would otherwise be planting as part of a 2:1. She thought this is all in concert working together to ensure that those same trees have a chance to survive, grow properly, and thrive.
She thought, if BAC is willing to limit that to what they said, she has no problem with the charter amendment now. Growing the program beyond that which would hopefully be our goal in meeting the canopy goals might need to come back and look carefully at Public Works impacts and, as part of planting these trees, consider sidewalk, utilities, other potential impacts to infrastructures.
Committee Member Gossage mentioned when a homeowner wants to do it themselves, the homeowner would pay to hire a contractor to install the tree under the approval of the location.
They would follow all the rules, which need to be solidified in their code. The monetary obligation of installing that tree would fall on the homeowner and the watering could fall under our program. As far as future maintenance, that could be a quagmire. She wanted to clarify if the third option should be removed or kept.
Mayor Boles was concerned that the third option may have impacts to Public Works staffing.
PW Director Tigbao stated, since we already do Arbor Day, we can work on using that as a basis to build it. She feels strongly about making sure that our Urban Forestry Management Plan has more guidelines, but it is up to Council.
Vice Mayor Wright asked how much time it would take to put those guidelines together.
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Interim City Manager Carter wanted to clarify the difference between Option 1 and Option 2.
For Option 1, if Council decides to approve the BAC recommendations as stated, Public Works team will have to develop the program, amend the charter, and work with legal department to review all considerations that are in place, i.e. volunteer agreements, liability, insurance, and all the assets for this program. Option 2 was intended to keep this program on the work plan to allow Public Works Dept. to make progress with the Urban Forestry Management Plan and then invest the time into development of the program so it is in full alignment.
Mayor Boles stated her understanding of Option 2 is just reporting out on the current Adopt-a Tree program in Sharp Park, not necessarily continuing to work with Arbor Day this year. She hears that we would prefer Option 1 but limiting the scope for now. She added that we are going to be starting a process where all committees and commissions have a longer conversation about a work plan in the spring of every year. She would vote for Option 1, but with a limited scope for now.
Councilmember Beckmeyer asked about the need to update the resolution, the charter, etc.
She added if language could be inserted that speaks of a pilot Adopt-a-Tree program that can be fleshed out later as the Urban Forestry Management Plan is created and then implemented.
Interim City Manager Carter concluded that Council directed staff to proceed with Option 1 and approve BAC recommendation for Adopt-a-Tree program at a limited scope and PW Dept. will add it to the work plan to do and, as part of that work, we will revise the outdated language of the charter and insert the reference to the Adopt-a-Tree program language in the charter and send it back to Council.
RESULT: NO VOTE REQUIRED
ADJOURN JOINT STUDY SESSION
6:00 PM OPEN SESSION - REGULAR MEETING
Call to Order
Mayor Boles called to order the regular meeting at 6:12 p.m.
Attendee Name Title Status Arrived
Christine Boles Mayor Present
Greg Wright Vice Mayor Present
Sue Beckmeyer Councilmember Present
Mary Bier Councilmember Present
Mayra Espinosa Councilmember Present
City Clerk took a verbal roll call.
Staff Present: Yulia Carter, Interim City Manager; Michelle Kenyon, City Attorney; Maria Sarasua, Police Chief; Marisol Gómez, Finance & Administrative Services Director; Melissa Tigbao, PW Director; Samantha Updegrave, Community Development Director; Scott Leslie, PB&R Director; Roland Yip, PW Dep. Director-Engineering; Bill Glasgo, Police Captain; Sarah Coffey, City Clerk; Emily La, Dep. City Clerk.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 6 March 23, 2026
Reading of Land Acknowledgment
Mayor Boles read the Land Acknowledgement.
Salute to the Flag led by Vice Mayor Wright.
SPECIAL PRESENTATIONS
A. Proclamation - Government Finance Professionals Week: March 23 - 27, 2026 Mayor Boles read the proclamation for Government Finance Professionals Week.
Director Gómez is commemorating this inaugural Government Finance Professionals Week.
She stated that Administrative Services’ essential support functions allow all City departments to operate effectively, and the department includes Finance, Information Technology and Human Resources. Every day staff work behind the scenes to ensure that public dollars are managed responsibly, transparently and in full compliance with California’s complex regulations. She appreciated her team for their dedication, professionalism, and commitment to public service.
Mayor Boles stated she did not know what we would do without them as they are the core of the City. To see that they are doing this with leadership is amazing for the budget for all of our various tasks and departments in the city and Council appreciates them all.
Vice Mayor Wright appreciated all Director Gómez does to hold the City together and thanked each and every one of them.
Councilmember Espinosa thanked them for their service.
Councilmember Beckmeyer thanked them for choosing us.
Mayor Boles opened public comments.
John Grites, Pacifica, stated he wanted to give a shout out to Meg Callanan.
Mayor Boles closed public comments.
CONSENT CALENDAR
Mayor Boles asked if any Councilmember wanted to pull any item from consent calendar or had any questions.
Mayor Boles stated that she sees that there is a correction on Item #1.
PW Dep. Director Yip referred to packet page 40, for the FY 2026-27 Pavement Resurfacing Project, where the table for the fiscal impact section, Street Improvement Fund 213, should change from $618,718.86 to $620,000.
Councilmember Beckmeyer referred to Item #2 on packet pages 42 and 46. She stated that the street segment she is asking about is in the fiscal year 28-29 portion, and she asked about Rio Vista and Monte Verde, leading up to off Rosita Road, to confirm that this segment is colorcoded red.
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PW Dep. Director Yip responded affirmatively, explaining that for Rosita Dr. between Adobe and Palou Dr. is red, and eastward from there is pink, then from Capistrano to Oddstad it becomes red again.
Councilmember Beckmeyer thought that the first segment in red cannot wait until 2028-29 for rehabilitation due to the current condition and wondered how streets for each fiscal year are determined.
PW Dep. Director Yip stated that the streets are selected through their pavement management software, StreetSaver. An algorithm considers a benefit cost analysis, based on the condition of the road, the Pavement Condition Index. It is rated from 0 to 100. Usually, if you are above 70, you can do a slurry seal. If you are above 50 to around 70, you can do a resurfacing.
Everything below 50 is considered a street that has failed and we need a rehabilitation. He added that cape seal and slurry seal fall under the maintenance category. When it is between 50 or 70, it is a mill. You remove the upper three inches and there are some isolated areas which may need an additional three inches of material removed and replace it with asphalt. If it is below 50, that means that there is a considerable amount of base that has failed and you have to go beneath possibly the aggregate base section, which is usually around six inches below the asphalt material.
Councilmember Beckmeyer asked if there is not an opportunity to move and do any other places in the city.
PW Dep. Director Yip stated that the way our consultants and the program has selected the areas is to get better cost and mobilization by doing more of the areas in the same neighborhood. If you are having them go from all over the City, that makes the costs go up.
Councilmember Beckmeyer asked if there is a human look at the selected streets in the rehabilitation area or is it just algorithm-based, and asked what is the source of that determination. She asked if the algorithm is a program that comes from MTC.
PW Dep. Director Yip stated she is correct. In the StreetSaver program, that algorithm will provide all the streets where the City can do maintenance on, given the budget. The consultants are selecting based on what the program is telling them and putting in all from the same area.
That is why Rosita is combined into this neighborhood. It generally will not look like this when you run the program because the PCIs vary across all the neighborhoods.
Councilmember Beckmeyer asked if there is a look at the Bicycle and Pedestrian Master Plan as well, such as overlay or a comparison with bicycle roadways.
PW Dep. Director Yip stated that we recommend Class 3 or Class 3B, called sharrows, which shared bike lanes that can be placed without adjusting lane widths. Other than that, some of the other bike lanes are other classes from the Bicycle and Pedestrian Master Plan. You will need major improvement in the area to widen the street or remove parking. We currently have a grant to do a feasibility study, but that is going to be a costly bike lane consult as there is not enough width in the street. We have to go into possibly where the fenced area is off of Caltrans right-of-way and see if we can extend it further out in order to get a Class 2 to that street. He stated that, if there is an opportunity to put sharrows in from the Bicycle and Pedestrian Master Plan, we will add it with the project at the time that we do this work.
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Mayor Boles stated, for the public point of view, packet page 42 of the map of the whole City is a five-year plan for repaving our streets, based on the grant funding we get. The current project we are reviewing tonight is in the Manor and Fairmont area. We had some problems with an earlier section of work around Monterey Road where the streets are steep and what happens with the handicapped ramps and curb ramps that are added is that it becomes a vehicle for too much water flowing down the street to then go up on the sidewalk and flood some of the neighboring properties. She knows some of these areas they are planning to pave and redo curbs are also steep and she is wondering if that has been considered in the consultants’ plans.
PW Dep. Director Yip stated that they will look into these curb ramps closely upon installationto make sure this runoff does not happen, but the ones off of Monterey and Hickey could use a higher curb and we have 30% contingency on this Sidewalks, Curbs, and ADA Ramp Improvement Project to use for additional concrete in various areas in the City. That was an area staff were considering. If we can do it, we will make those curbs higher. On the steeper street on the curb ramps for our current project, we will make sure it does not happen for this project.
City Clerk Coffey stated one further correction should be noted for the Consent agenda on Agenda Item No. 1 for the Notice of Completion for the Rockaway Pump Station. In the staff report’s fiscal impact section on packet page 35, the funds table should be updated with the total for the engineering services during construction, actual cost, for Hazen and Sawyer amount changed from $53,310 to $51,102. The associated total use of funds should be revised accordingly to $609,084 and project end balance revised to $104,422. She stated that these changes result from a minor total project use of funds of $2,000 less than what was originally projected and the project came in more under budget than was noted in the published staff report. There is no change to the resolution or notice of completion.
Mayor Boles opened public comments for the consent calendar.
There was one off-topic public comment.
Mayor Boles offered the speaker to redirect comments and gave a warning that the comment would be cut off if it was not within the subject matter of the jurisdiction of the Council.
The speaker continued to make an off-topic public comment.
City Attorney Kenyon confirmed the speaker is not speaking on the item on the agenda and was given two warnings. The speaker failed to comply and was cut off from making public comment.
There was another off-topic public comment.
Mayor Boles reiterated that the speaker needs to stay on the topic of the consent calendar. She offered the speaker to redirect his comments towards the Consent Calendar.
The speaker did not continue the public comment.
Mayor Boles closed public comments.
Vice Mayor Wright moved to approve the Consent Calendar as amended; seconded by Councilmember Beckmeyer.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 9 March 23, 2026
CONSENT CALENDAR (ITEMS #1 – 3, WITH ITEMS #1 AND 3, AS AMENDED) RESULT: ADOPTED AS AMENDED [UNANIMOUS]
MOVER: Greg Wright, Vice Mayor
SECONDER: Sue Beckmeyer, Councilmember
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
1. Notice of Completion for the Rockaway Pump Station Rehabilitation and Repair Project PROPOSED ACTION: Adopt the Resolution of the City Council of the City of Pacifica to accept completion and direct the City Manager to file Notice of Completion for the Rockaway Pump Station Rehabilitation and Repair Project; and authorize the City Manager to release the retention funds to the contractor.
2. Award Construction Contract for FY 2026-27 Pavement Resurfacing Project PROPOSED ACTION: Adopt the Resolution entitled "A Resolution of the City Council of the City of Pacifica Approving the Construction Contract with American Pavement Systems, Inc. in the amount of $1,451,059.88; Authorize a budget authority in the amount of $1,670,000.00, which includes contingencies in an amount not to exceed fifteen percent (15%) of the Construction Contract amounts; Authorize staff to Execute Future Change Orders not to exceed the contingency amount; and Authorize the City Manager to sign Contract Documents related to the FY 2026-27 Pavement Resurfacing Project.”
3. Award Construction Contract FY 2026-27 Sidewalk, Curbs, and ADA Ramps Improvement Project
PROPOSED ACTION: Adopt the Resolution entitled "A Resolution of the City Council of the City of Pacifica Approving the Construction Contract with Zara Construction, Inc. in the amount of $379,939.00; Authorize a budget authority in the amount of $495,000.00, which includes contingencies in an amount not to exceed thirty percent (30%) of the Construction Contract amounts; Authorize staff to Execute Future Change Orders not to exceed the contingency amount; and Authorize the City Manager to sign Contract Documents related to the FY 2026-27 Sidewalk, Curbs, and ADA Ramps Improvement Project.”
PUBLIC COMMENTS ON ITEMS NOT ON THE POSTED AGENDA
Patrick James Cavanaugh, Pacifica, stated he is representing the Pacifica Beach Coalition as Exec. Director. He shared some details of recent programs as well as plans for Earth Day Ecofest followed by their festival.
Elizabeth Bredall, Pacifica, stated she is representing the Pacifica Resource Center. She shared information about their grocery program and achievements, as well as a reminder of the upcoming Palm-a-Palooza program on September 12.
Cindy Abbott, Pacifica, shared her concerns on enforcement and compliance of short-term rentals and asked what amount of staff time and resources as well as community concerns are needed before formal removal of one of the properties.
Lyla Reinero, Pacifica, shared her concerns on enforcement and compliance of short-term rentals and asked how and why the City renewed the permit for 1987 Beach Blvd.
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Mark Stechbart, Pacifica, shared his concerns on enforcement and compliance of short-term rentals and identified several permitted properties out of compliance with the current code.
Caitlin Quinn, Pacifica, shared her concerns on multiple criminal incidents at 1987 Beach Blvd. in the past 7 months and urged the City to take enforcement action.
There was one off-topic public comment.
City Attorney Kenyon offered the speaker to redirect comments and gave a warning that the comment would be cut off if it was not within the subject matter of the jurisdiction of the Council.
Alex Schwarz stated he has a First Amendment right to speak his thoughts and that, if the Council limits his First Amendment rights, he will sue the City. He then proceeded into off-topic public comments.
Mayor Boles confirmed the speaker is not speaking within the subject matter of the jurisdiction of the Council and was given two warnings. The speaker failed to comply and was cut off from making further public comment.
There was another off-topic public comment.
Mayor Boles offered the speaker to redirect comments and gave a warning that the comment would be cut off if it was not within the subject matter of the jurisdiction of the Council.
The speaker continued to make an off-topic public comment.
Mayor Boles confirmed the speaker is not speaking within the subject matter of the jurisdiction of the Council and was given two warnings. The speaker failed to comply and was cut off from making further public comment.
PUBLIC HEARINGS - NONE.
CONSIDERATION
4. Consideration and Adoption of Resolution Appointing Sean Charpentier as City Manager and Approving the Employment Agreement between the City of Pacifica and Sean Charpentier
PROPOSED ACTION: The Ad Hoc Committee recommends that: (1) Council approve the Resolution appointing Sean Charpentier as City Manager and approving the Employment Agreement between the City of Pacifica and Sean Charpentier, and (2) authorize the Mayor to execute the attached Agreement with Sean Charpentier.
Mayor Boles presented the staff report. She then offered Mr. Sean Charpentier time to introduce himself to our community and why he was interested in Pacifica and other thoughts.
Mr. Charpentier stated he is excited to be here and be considered. He is humbled by the opportunity to be in a leadership role in Pacifica. He has 20 years of public sector experience, ten years as an executive in San Mateo County, and his passion is to build and maintain communities that are sustainable, prosperous, and equitable. He thinks Pacifica is one of the most unique communities in the Bay Area and being here reminded him of that as this is the only place they can have a Council meeting and listen to the waves. He feels the proximity
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creates a strong emphasis on sustainability and communities that work together. What drew him here is the ability to work with a coastal community and working toward being the exemplary community on the coast of equity, sustainability and prosperity. He stated that additionally Pacifica has a very strong arts community, engaged residents, a variety of unique neighborhoods and an incredible location for a real potential for both existing and extended tourism opportunities. He has had experience working with Pacifica over the last couple of years at C/CAG and has always been impressed. He emphasized his commitment to the community and Council, coming here, listening, learning, and hearing from people who live and work here and how to move the community together.
Mayor Boles opened public comments.
Kimberly Finale, Pacifica, welcomed Mr. Charpentier to Pacifica and shared some facts about the City environment. She thought the City was the most loving and compassionate tough crowd he will have the pleasure to work with and he is now part of the family.
Bryan Reinero, Pacifica, welcomed Mr. Charpentier to Pacifica and looked forward to the future of the City, rebuilding of the culture of City Hall and working together as an engaged community.
Tygarjas Bigstyck, Pacifica, welcomed Mr. Charpentier to Pacifica and shared his positive experiences working with him as part of C/CAG. He emphasized that Mr. Charpentier is familiar with our community, the County, and the State, and he can bring these skills to our benefit.
Mayor Boles closed public comments.
Councilmember Bier welcomed Mr. Charpentier. She stated the applicants for this position were so qualified, and she gave a shout out to San Mateo County Leadership CORPS as that is where she had the opportunity to get to know Mr. Charpentier on a different level. She sits on the C/CAG Bicycle and Pedestrian Advisory Committee and saw Mr. Charpentier working there and how he calmly steered things and treated staff with such respect. In the San Mateo County Leadership CORPS, they spent Fridays once a month together for almost a year and she got to see the other personable parts of him. She supports this item on their agenda as she feels we are lucky. She is looking forward to him getting to know the heart of our community and the heart of our community getting to know him. She finds him to be an incredibly effective, kind, gentle soul. She is looking forward to working with him.
Vice Mayor Wright stated that Mr. Charpentier brings a wealth of experience and garners a lot of respect. He felt it was a pleasure to work with him on the C/CAG on the various committees, especially when he saw Mr. Charpentier dealing with our advocates in Sacramento. He has seen the work that goes into it and he looks forward to a much brighter future for Pacifica with him in it.
Councilmember Beckmeyer underlined Mr. Charpentier’s experience with stormwater activities, regional stormwater permitting, regional multi-benefit stormwater remediation, flood reduction, ground water recharge projects, EPA grant to advance regional trash diversion, work on affordable housing in East Palo Alto, a $20 million grant bring that forward, creative solutions he forged because he understands the problem, etc. She stated that he is a hard listener and asks questions. He is also generous in spirit. Her first encounter with him was when she thought she wanted to apply to the Resource Management and Climate Protection Committee and he
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generously set a special meeting with a staffer for her to give her background and help her understand better and answered any questions she had. She was honored that he chose us.
Councilmember Espinosa stated that we ended up with three finalists and she did not know any of the candidates so she was impartial. She had picked another person because she knew the community was into budget very heavily and into community engagement and transparency.
She met Mr. Charpentier separately and asked the questions she had and had concerns. She is not saying he is not capable of doing this, but for tonight, she is going to give him a different result. It does not mean she isn’t open to work with him. She will be here to support her community and the City’s success. She stated that for tonight, he does not have her vote.
However, she welcomed him and she wants the community to take the time to get to know him, in addition to her knowing him.
Councilmember Bier thanked Councilmember Espinosa for being herself and highlighted to the community that it shows the quality of the people who came and interviewed.
Mayor Boles stated that, as a Council, we listen to each other and listen to our concerns. It is hard in a series of two interviews to fully get a sense of someone as a person. She felt it is hard to completely evaluate how they will be with the community. She reached out to Councilmember Carlos Romero in East Palo Alto who knew Mr. Charpentier very well and had served with her on Peninsula Clean Energy. Councilmember Romero has known Mr. Charpentier since 2004 when he was working on affordable housing policy and projects in the South Bay. That is something we want to work on more as a Council and to have that experience that he brings, not only in advancing policies for project but bringing in money for them. The deeper question was how was he in the community. One issue that Councilmember Romero brought up that he worked closely with Mr. Charpentier on was the issue of RV parking in East Palo Alto. As it is here, it is a very controversial issue and there are environmental hazards as part of having those vehicles on the road. In this particular case, they were also parking in an area that flooded regularly so it was dangerous and even more environmentally hazardous than ours.
She stated that their Council directed that work to Mr. Charpentier and it was up to him to figure it out. Councilmember Romero said the first thing Mr. Charpentier does is do the research to try to deeply understand the issue and all the nuances. He met with a range of people who are involved in this issue, and what he learned as he delved into the information is that a lot of the people that were unhoused were people from their community that were being displaced. While the city wanted to work toward solutions, they also needed to work toward solutions that were also compassionate and helped people where they were. She thinks it is the first safe parking program in the whole county that Mr. Charpentier came up with as the results of work. When it finally came to Council for their consideration in this program, there was not one public comment in opposition. When she thinks of the same challenges we have in our community, we have the extra complication of the Coastal Commission and having them to approve any policies we do on the coast. If you look at our sea level rise challenges and how divisive those have been in our community, what we really need is someone who is smart, respectful, listens, educates, builds trust and works with all of us, Council, community and staff, to come up with the best possible policies that will bring the most benefit to our whole community. She believes that person for us is Mr. Charpentier and we are lucky to have him.
Vice Mayor Wright moved to approve Agenda Item #4; seconded by Councilmember Beckmeyer.
Mayor Boles asked if there was any further discussion.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 13 March 23, 2026
Councilmember Espinosa stated, even though she is voting no, she has expectations. She wants to know exactly where we are going with the budget with our deficits. She wants to see a clear plan where we are heading. She also wants to see transparency and more community engagement. She welcomed him again to the City.
Mayor Boles appreciates that Mr. Charpentier does not have a plan now because he said what we need a new vision of Pacifica working together but we need to know first what we want to be and how we can get to that point of being sustainable economically and environmentally. To do that, he needs to start by having listening sessions, meeting with staff and reviewing our Strategic Plan, etc. She is excited to be in this role as Mayor this year because she will get to host these meet-and-greet listening sessions throughout the community. They are all involved in different organizations in town and can help build those relationships with him. They are all moving forward together in a path that the city together wants to go in.
RESULT: ADOPTED [4 TO 1]
MOVER: Greg Wright, Vice Mayor
SECONDER: Sue Beckmeyer, Councilmember
AYES: Boles, Wright, Beckmeyer, Bier
NAYS: Espinosa
5. Appointments to the Planning Commission; Parks, Beaches and Recreation Commission; Beautification Advisory Committee; and Open Space and Parkland Advisory Committee (30 min.)
PROPOSED ACTION: Move to appoint:
A) three (3) applicants to the Planning Commission: two (2) full 4-year terms to expire March 2030 and one (1) partial term to expire March 2027; B) one (1) applicant to the Parks, Beaches and Recreation Commission for a partial term to expire May 2028;
C) two (2) applicants to the Beautification Advisory Committee for full 4-year terms to expire March 2030; and
D) one (1) applicant to the Open Space and Parkland Advisory Committee for a partial term to expire May 2027.
City Clerk Coffey presented the staff report.
Mayor Boles stated that City Clerk Coffey mentioned there was a second position on PB&R and asked if it was a partial term
City Clerk Coffey stated that resignations that occur during the course of a term would result in a vacancy and a partial term so both positions on PB&R would be for partial terms and they have some commission terms expiring in May and they will be recruiting for the regular terms that will be expiring in May following this appointment. She clarified that one PB&R partial term is to expire May 2028 and one partial PB&R term to expire in May 2027.
Councilmember Espinosa confirmed we need two for PB&R.
Mayor Boles agreed. She stated that we had one youth apply for PB&R and she thought the discussion was that, because of the commission that hears appeals, that is not an appropriate place for a youth under 18.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 14 March 23, 2026
City Clerk Coffey stated that the PB&R Commission acts as an appellant body for tree appeals and, in that capacity, requires the Statement of Economic Interest Form (Form 700), which we would have concerns for a member under the age of 18 to act in that capacity.
There were no public comments.
Mayo Boles suggested going down one by one. She began with the Planning Commission.
Councilmembers Bier and Beckmeyer suggested Alex Ferguson and James Godwin for the full 4-year terms and Rebecca Sanchez for the partial term.
Vice Mayor Wright concurred with Alex Ferguson as he worked for him for a number of years on Planning Commission and he is a skilled commissioner with deep institutional knowledge and understands Pacifica and all the knowledge needed in going along with that. He works with James Godwin and has a lot of respect for him, especially in terms of energy issues. He was impressed by Kevin Fisher, and he worked with Rebecca Sanchez quite a bit and was impressed with her.
Councilmember Bier stated that Kevin Fisher applied for a lot of things and she has him marked for a different committee.
Vice Mayor Wright responded that he would be in agreement with Alex Ferguson and James Godwin for full 4-year terms and Rebecca Sanchez for the partial term.
Councilmember Espinosa stated Alex Ferguson and Kevin Fisher for the full 4-year terms and Rebecca Sanchez for the partial term.
Mayor Boles stated that she is in agreement with Alex Ferguson. She was hoping for Kevin Fisher on the Planning Commission as his resume and work experience indicated he does projects for Caltrans all over the state and is very strong as a biologist and with CEQA and environmental issues, which she thinks is missing on the Planning Commission. She does not disagree that he would be good in other places but she thinks this would be the best place for his strong talent and would appreciate consideration of that.
Councilmember Espinosa suggested appointing one by one.
Mayor Boles stated she is torn on the other two positions. She shared her thoughts on Thomas Clifford, Remi Tan, and Rebecca Sanchez. She recommended Rebecca Sanchez.
Councilmember Espinosa stated that the Planning Commission needs to be knowledgeable or it will be very difficult to read all those codes.
Vice Mayor Wright stated that he would fully support Rebecca Sanchez.
Councilmember Bier stated that it sounds like Council all agree on Alex Ferguson.
Councilmember Espinosa voiced support for Kevin Fisher as well.
Mayor Boles added that Kevin Fisher is also good at reading consultative technical drawings and they could use that on the Commission. He also worked with the Coastal Commission.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 15 March 23, 2026
Councilmember Bier appreciates the advocacy for Kevin Fisher.
Councilmember Beckmeyer stated that her reasoning for not jumping on Planning Commission with Kevin Fisher is because she felt that his preference was for PB&R. She agreed that his skills seem to lend themselves to Planning Commission. She feels like the Planning Commission is functioning very well and she does not want to mess with success. She did not get the sense that Kevin Fisher was specifically focused on Planning Commission.
Councilmember Bier added that he wanted to serve for any position.
Mayor Boles stated he wanted to serve the City and he would be a great addition. She likes Rebecca Sanchez but she is worried about the experience and familiar with our Planning Commission. She is okay appointing her to the partial term, but if she had to choose between James Godwin and Kevin Fisher otherwise, she would encourage her to reapply and take time to learn a bit more.
Vice Mayor Wright thought Rebecca Sanchez was more knowledgeable than she let on in the interview.
Councilmember Bier stated Rebecca Sanchez was in Councilmember Espinosa’s district.
Mayor Boles moved to appoint Alex Ferguson to a full 4-year term; seconded by Vice Mayor Wright.
APPOINTMENT TO THE PLANNING COMMISSION:
Alex Ferguson (4-year term to expire March 2030)
RESULT: ADOPTED [UNANIMOUS]
MOVER: Christine Boles, Mayor
SECONDER: Greg Wright, Vice Mayor
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Vice Mayor Wright moved to appoint Rebecca Sanchez to the partial term on Planning Commission to expire March 2027; seconded by Councilmember Beckmeyer.
APPOINTMENT TO THE PLANNING COMMISSION:
Rebecca Sanchez (partial term to expire March 2027)
RESULT: ADOPTED [UNANIMOUS]
MOVER: Greg Wright, Vice Mayor
SECONDER: Sue Beckmeyer, Councilmember
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Mayor Boles continued with PB&R Commission.
Councilmember Bier moved to appoint Christine Acuna to the partial term that expires in May 2028; seconded by Councilmember Beckmeyer.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 16 March 23, 2026
APPOINTMENT TO THE PARKS, BEACHES & RECREATION COMMISSION:
Christine Acuna (partial term to expire May 2028)
RESULT: ADOPTED [UNANIMOUS]
MOVER: Mary Bier, Councilmember
SECONDER: Sue Beckmeyer, Councilmember
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Councilmember Bier asked for clarification from City Clerk Coffey if another two seats were coming up again.
City Clerk Coffey stated there will be the full May expiring terms on PB&R coming up very soon.
She added that next week, the City Clerk’s Office can reach out to the applicants for the next recruitment to see if they are still interested.
Mayor Boles added we might get Commissioners reapplying at that time for their expiring terms.
Councilmember Beckmeyer turned to OSPAC and stated she would nominate Kevin Fisher.
Councilmember Bier agreed.
Mayor Boles stated we have two for Kevin Fisher from Councilmembers Bier and Beckmeyer and three for Richard Kevin Voight for her, Vice Mayor Wright, and Councilmember Espinosa.
Councilmember Espinosa moved to appoint Richard Kevin Voigt for the partial term on OSPAC; seconded by Mayor Boles.
APPOINTMENT TO THE OPEN SPACE AND PARKLAND ADVISORY COMMITTEE:
Richard Kevin Voigt (partial term to expire March 2027) RESULT: ADOPTED [UNANIMOUS]
MOVER: Mayra Espinosa, Councilmember
SECONDER: Christine Boles, Mayor
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Councilmember Beckmeyer moved to appoint Deborah Soliz and Maile Velichko to the two full four-year terms expiring March 2030; seconded by Councilmember Bier.
APPOINTMENT TO THE BEAUTIFICATION ADVISORY COMMITTEE:
Deborah Soliz (4-year term to expire March 2030)
Maile Velichko (4-year term to expire March 2030)
RESULT: ADOPTED [UNANIMOUS]
MOVER: Sue Beckmeyer, Councilmember
SECONDER: Mary Bier, Councilmember
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Councilmember Bier moved to appoint Bobby Watcharasakunee to the partial term on the PB&R Commission to expire May 2027; seconded by Vice Mayor Wright.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 17 March 23, 2026
APPOINTMENT TO THE PARS, BEACHES & RECREATION COMMISSION:
Bobby Watcharasakunee (partial term to expire May 2027) RESULT: ADOPTED [UNANIMOUS]
MOVER: Mary Bier, Councilmember
SECONDER: Greg Wright, Vice Mayo
AYES: Boles, Wright, Beckmeyer, Bier, Espinosa
Mayor Boles referred to Planning Commission’s second full 4-year term, where she heard people in favor of James Godwin and Kevin Fisher. She personally feels strongly that Kevin Fisher would be a great addition to the Planning Commission.
Vice Mayor Wright stated that he worked with James Godwin and he found him to be prepared and that extra perspective he sees as becoming beneficial, but he was also very impressed with Kevin Fisher.
Councilmember Espinosa stated Kevin Fisher applied for all of the committees and thought he was a knowledgeable person.
Vice Mayor Wright stated he can support whichever one goes forward.
Mayor Boles thought it was a question of who would be the best addition to the Planning Commission. She is willing to take a motion either way.
Councilmember Espinosa asked Mayor Boles to make a motion.
Mayor Boles moved to appoint Kevin Fisher to the full 4-year term on the Planning Commission; seconded by Councilmember Espinosa.
Vice Mayor Wright appreciates the service that Commissioner Godwin gave.
Councilmember Beckmeyer stated her observation of Mr. Godwin is that he has served well, brought points forward no one else brought forward and thought his technical background was beneficial. She stated she wanted to keep things steady with the current Planning Commission, but she will vote with the majority.
Councilmember Bier f apologized to Mr. Godwin. She stated she would be voting no.
Councilmember Espinosa appreciates all volunteers who are willing to come and do this work.
Mayor Boles also thanked Mr. Godwin for all these years.
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 18 March 23, 2026
APPOINTMENT TO THE PLANNING COMMISSION:
Kevin FIsher (4-year term to expire March 2030)
RESULT: ADOPTED [4 TO 1]
MOVER: Christine Boles, Mayor
SECONDER: Mayra Espinosa, Councilmember
AYES: Boles, Wright, Beckmeyer, Espinosa
NAYS: Bier
COUNCIL COMMUNICATIONS
Councilmember Espinosa stated that, on March 28, they are going to have the Easter Egg Hunt at Fairmont Park, and she will be there and hopes everybody makes it.
Vice Mayor Wright stated that, on a number of his C/CAG positions, they have had to consider taking positions and writing letters of support about SB 63 which will be a sales tax initiative that will be pending on the ballot and SamTrans has requested some survey information in support of that so they can understand what the community is asking for.
Mayor Boles stated that SamTrans will have a presentation at an upcoming Council meeting.
Councilmember Beckmeyer attended a fantastic reception and rebranding of the formerly known as Daly City Youth Health Center to Youth Point Health. She thanked Councilmember Bier and all of the community that was part of it. It made her proud to have been a supporter and will continue being a supporter of this organization. It is so unique in San Mateo County, focusing on youth health, their families, providing services in North County. It was also the first time she has set foot in Jefferson High School District’s new headquarters building, and it was so impressive.
Councilmember Bier stated Youth Point Health serves young people, ages 6 to 25, with behavioral health services, physical health services, alcohol and other drug services, sexual health services and they will come to you. She thanked both Councilmember Beckmeyer and Vice Mayor Wright for coming.
Councilmember Beckmeyer stated she had the opportunity to attend the Skyline College President’s Breakfast last Thursday. She has seen them several times and feels that Pacifica needs to be more formally connected with Skyline. It is a fundraising event and donations are in the range of anywhere from $500 to $10,000, including from Daly City, San Bruno, and Colma.
She discussed this with Asst. City Manager Carter several weeks ago and she said the time to bring it up is during the budget cycle. She also has a local government working group meeting.
Mayor Boles enjoys the Skyline Breakfast and referred to the speakers at the event. She felt it was a fantastic organization to help build our youth, not just in knowledge but in experience, connection, etc. and she would love to see us supporting them more. She had a great meeting with the Resource Conservation District last week to get an update on their projects, such as the replacement of the Adobe Bridge across San Pedro Creek that they have been working on for a number of years. They have identified a $5 million grant to apply for that would fund the construction and it needs a letter of support from the City which may be on the next Council meeting. They talked about bacteria and research for Linda Mar Beach and a little bit about the eucalyptus study with our emergency evacuation routes by the tunnel and those projects are
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes) City Council Regular Meeting 19 March 23, 2026
proceeding. She spent four days in Yosemite with CivicWell with councilmembers from Santa Clara County and Los Gatos. They had Senator Catherine Blake Spear and Senator Ben Allen as some of the main speakers, and they held important conversations about State laws.
STAFF COMMUNICATIONS
Interim City Manager Carter stated the City published the results of the recently conducted community survey with potential local revenue measures and this information is now available on the website. She thanked the hundreds of Pacifica residents who participated in the survey.
Their feedback is invaluable for providing direction for future of the City. As we move into this year’s budget process, we look forward to continue this important conversation.
ADJOURN
Mayor Boles adjourned the meeting at 9:26 p.m.
Transcribed by Barbara Medina, Public Meeting Stenographer.
Respectfully Submitted,
Sarah Coffey, City Clerk
__________________________
Christine Boles, Mayor
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Attachment: Attachment A: Minutes of 3-23-2026 City Council Special & Regular Meeting [Revision 1] (6228 : Approval of Minutes)
CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
6/8/2026
1 SUBJECT:
Continuation of Proclamation of Local Emergency of the Pacifica Coastline from Westline Drive to the End of Beach Boulevard
RECOMMENDED ACTION:
Accept report and make a determination that conditions of local emergency continue to exist within the Pacifica Coastline from Westline Drive to the end of Beach Boulevard.
STAFF CONTACT:
Roland Yip, Deputy Director of Public Works/City Engineer 650-738-3767
[email protected]
Sarah Coffey, City Clerk
650-738-7307
[email protected]
BACKGROUND/DISCUSSION:
On January 22, 2016, the Director of Emergency Services proclaimed the existence of a local emergency along the Pacifica coastline from Westline Drive to the end of Beach Boulevard due to El Nino storm activity. Extreme wave heights for extended periods of time caused top-of-bluff retreat at several locations along the Pacifica coast and damage to City infrastructure. Since this date, the Director of Emergency Services has proclaimed the existence of other local emergencies along this same stretch of coastline. These emergencies are described below:
• The January 22, 2016 storm caused a failure of the Beach Blvd. seawall near Santa Maria Avenue, which has been repaired.
• The January 22, 2016 storm also caused the undermining of an eight-foot diameter storm drain outfall and concrete headwall for the discharge of Milagra Creek into the Pacific Ocean near 700 Palmetto Avenue from the. The project was completed on April 24, 2023.
• During the 2016-2018 storms, the 300 & 400 blocks of Esplanade Avenue experienced episodic bluff erosion. The bluff erosion has progressed to a point where the erosion is now threatening public infrastructure and utilities.
• On December 16, 2020, a failure of the Beach Blvd. seawall near Santa Rosa Avenue and the Pier created a large void (approx. 25’ w x 25’ l ). The repairs were completed by February 22, 2021.
• On December 29, 2020, another void ( approx. 10’ w x 15’ l) around 150-200 feet north of the intersection of Beach Blvd. and Santa Rosa Avenue. The repairs were completed by February 2021.
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• On January 14, 2021, a combination of high tides and large waves damaged a forty-foot section of the Pacifica Municipal Pier’s west facing deck and concrete railing. The railing repair was beyond what had been funded for the project, the City pivoted to do further inspections on the pier before a sizable investment is made in fixing the rails, since it was prudent for the City to understand the full needs of the pier. The 2023 Pier Condition Assessment Report has been finalized and is able to be viewed at www.cityofpacifica.org/pier. A rough order of magnitude of up to $20 million for the repairs is for design and permitting. The structural engineers recommended limiting public access on the pier to approximately half of the main pier deck until repairs to the more severely damaged areas.
• In November of 2023, a failure behind the seawall was discovered at the intersection of Beach Blvd. and Salada Ave. A void (approx. 2’-7’ w x 40’ l) was found behind the seawall and was repaired with concrete and cement slurry. The repairs were completed by the end of December 2023.
• On December 29, 2023, another failure (approx. 300 sf) behind the seawall was discovered at Beach Blvd. and San Jose Ave. and was temporarily plugged. The repairs were completed by January 10, 2024. This also caused damage to the Milagra storm drain outfall and left substantial sand deposits on the Beach Boulevard Prominade and on the southern Beach Boulevard rock revetment.
• In March of 2024, City staff received an Emergency Coastal Development Permit (ECDP) from the California Coastal Commission (CCC) for removal of the substantial sand deposits left on Beach Boulevard Promenade and southern rock revetment as well as for the repair of the damage to the Milagra outfall. Repairing the outfall and removal of the sand on the Beach Boulevard Promenade and removal of the sand from the southern Beach Boulevard Rock Revetment was completed by mid-May of 2024. • In May 2024, a sink hole (approx. 5’ w x 25’ l) was discovered behind the seawall on Beach Blvd. to the north of Santa Maria. The hole was repaired through an emergency contractor.
• In November 2024, a new sink hole (approx. 8’ w x 30’ l) was discovered behind the seawall on Beach Blvd. between Carmel Ave and Santa Maria Ave. The hole was repaired through an emergency contractor by December 16, 2024. • On November 13th, 2025, two sink holes (approx. 3’ w x 16’ l and 8’ w x 10’ l) were discovered behind the seawall on Beach Blvd and between Santa Maria Avenue and San Jose Avenue. Another sink hole (approx. 12’ w x 16’ l) was discovered behind the seawall near Chit Chat Cafe while making repairs to the first 2 sink holes. All sinkholes were repaired through an emergency contractor by December 16, 2025. Revetment 300' south of the Chit Chat Cafe had moved and left the seawall exposed. The restacking of the revetment was performed by an emergency contractor by February 9th, 2026.
The City Council first ratified this proclamation (Attachment A) at its regular meeting of January 25, 2016. Since that date, additional damage has occurred along Beach Boulevard and Esplanade Avenue as noted above.
Pursuant to Government Code section 8630(c), the City Council must review the need for continuing the local emergency at least every 60 days until the City Council terminates the local emergency. Conditions of local emergency still exist since the City Council first acted to declare a local emergency on January 25, 2016, and since that time staff have brought the continuance 3 Packet Pg. 39
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of Proclamation confirming the existence of local emergency exists within the Pacifica Coastline from Westline Drive to the end of Beach Boulevard every 30 days with May 11, 2026 being the most recent.
The City is using a combination of city staff, contractors, and consultants to manage the discussed emergency work. Staff will bring recommendations to the Council to end the emergency designation for projects on the list once conditions stabilize and the projects are no longer in need of the emergency designation.
The City Manager recommends that the City Council make a determination that conditions of local emergency continue to exist within the Pacifica Coastline from Westline Drive to the end of Beach Boulevard.
FISCAL IMPACT:
None.
ORIGINATED BY:
Engineering
ATTACHMENT LIST:
Proclamation of Local Emergency Regarding Pacifica Coastline from Westline Drive to End of Beach Blvd. (PDF)
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"ATTACHMENT 1"
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Attachment: Proclamation of Local Emergency Regarding Pacifica Coastline from Westline Drive to End of Beach Blvd. (6226 : Continuation of "ATTACHMENT 1"
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Attachment: Proclamation of Local Emergency Regarding Pacifica Coastline from Westline Drive to End of Beach Blvd. (6226 : Continuation of
CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
6/8/2026
1 SUBJECT:
Amendments to Consultant Services Agreements with Raney Planning & Management, Inc. to Fulfill the City’s CEQA Obligations in a Timely and Comprehensive Manner, with CSG Consultants, Inc. for On-Call Planning Services, Building Division Staff Augmentation, and Related Services, and with Environmental Science Associates for Mapping Update Services.
RECOMMENDED ACTION:
1) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute a Ninth Amendment to the Consultant Services Agreement with Raney Planning & Management, Inc. for Contract and Related Services” (Attachment A); and,
2) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute an Eighth Amendment to the Consultant Services Agreement With CSG Consultants, Inc. for Building Official, Building Inspection, Plan Review, and Related Services” (Attachment B); and 3) Adopt the Resolution titled, “A Resolution of the City Council of the City of Pacifica Authorizing the City Manager to Execute a Second Amendment to the Consultant Services Agreement with Environmental Science Associates for Professional Planning Services” (Attachment C).
STAFF CONTACT:
Samantha Updegrave, Community Development Director
(650) 738-7341
[email protected]
BACKGROUND/DISCUSSION:
Raney Planning & Management, Inc.
The Community Development Department (CDD) processes complex development applications, many of which are subject to environmental review under the California Environmental Quality Act (CEQA). These projects include large residential developments and long-range planning efforts, all of which require thorough, legally defensible environmental documentation. Due to limited in-house CEQA expertise, the City relies on outside consulting support to assist the City in fulfilling its CEQA obligations in a timely and comprehensive manner.
Raney Planning & Management, Inc. has served as a CEQA consultant for the City under the existing agreement since 2016 (Attachment D), providing expert environmental review services. Their work includes preparing CEQA documents such as Initial Studies, Mitigated Negative Declarations, and Environmental Impact Reports, as well as reviewing technical studies and responding to public and agency comments. Raney is currently supporting several ongoing and upcoming high-profile projects that require substantial CEQA analysis, including both project-level and program-level environmental documentation. 4 Packet Pg. 43
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Since the last amendment, CDD’s project workload has grown, with staff simultaneously managing multiple planning efforts and responding to sustained development interest. The City does not have technical and environmental review staff positions, therefore internal staff resources remain limited, making continued consultant support essential to maintaining compliance with CEQA and advancing priority projects. Due to the complexity and ongoing volume of the work, the total cost of services under the agreement is now expected to exceed the existing contract amount. In most cases, CEQA costs are reimbursable through developer deposits or funded directly by applicants.
Staff recommends approval of the Ninth Amendment to the Agreement for Consultant Services with Raney Planning & Management, Inc. (Attachment E) to (1) increase the contract amount by $80,000 and (2) extend the term of the agreement through June 30, 2027. These changes will ensure continued access to the CEQA expertise necessary to support project review and environmental compliance.
CSG Consultants
In October 2015, the City entered into its current contract with CSG Consultants to provide Building Division services, including plan checking, inspection, code enforcement, building official duties, administration, and special project services (Attachment F). The initial threeyear contract expired at the end of October 2018, and the City Council subsequently extended the contract with additional one-year terms in 2019, 2020, a two-year term in 2021, and a one-year term in 2023 and a two-year term in 2024. The annual maximum compensation for the contract is determined during the budget process each fiscal year.
The Community Development Department is seeking an extension of the term identified in Section 3.1 (“Effective Date”) of the Agreement to June 30, 2028 (see Attachment G: CSG Eighth Amendment).
Environmental Science Associates (ESA)
The Local Coastal Land Use Plan (LCLUP) update has been underway since 2009 and was certified by the California Coastal Commission in May 2025. Since fall of 2023, City Council held several community meetings to discuss needed changes to the LCLUP and directed staff to update the Coastal Vulnerability Zone (CVZ) map and prepare a new Tsunami Inundation Zone (TIZ) map. ESA is already retained under an existing agreement (Attachment H) to prepare these updates. To complete the work and deliver clear, publicfacing map products that reflect current State guidance, including groundwater and tsunami layers, the Community Development Department is seeking an extension of the term identified in Section 3.1 (“Effective Date”) of the Agreement to June 30, 2027 (see Attachment I: ESA Second Amendment). The extension is needed to finish the work at the level of completeness and clarity expected for Council, agency, and public use.
ALTERNATIVE ACTION:
Deny or modify the amendment.
Denying or modifying the amendments would: impeded the department’s ability to provide defensible of environmental documents; prevent review of permits for compliance with CA Building Standards Code, permit approvals and issuance, and permit inspections; require City staff to absorb additional work while also maintaining progress on critical Council initiatives, such as housing and climate action; significantly delay or prevent map generation; negatively impact development review; ;and reduce staff capacity for strategic priorities.
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CEQA:
The approval of the amendment to the agreement with Raney and CSG are not subject to review under the California Environmental Quality Act (CEQA) pursuant to Public Resources Code Section 21000, et seq. and the CEQA Guidelines (14 Cal. Code Regs. §§ 15000 et. seq.), including without limitation, Public Resources Code section 21065 and California Code of Regulations 15378 as this is not a “project” that may cause a direct, or reasonably foreseeable indirect, physical change in the environment.
The approval of the amendment with ESA to provide mapping update services associated with the LCLUP is exempt from review under CEQA Guidelines section 15061(b)(3) (common sense exemption) because it can be seen with certainty that there is no possibility that the services that will be provided by ESA to update the maps will have a significant effect on the environment.
RELATION TO CITY COUNCIL GOALS AND WORK PLAN:
The proposed Ninth Amendment with Raney Planning & Management, Inc. supports the following City Council Strategic Plan goals:
• Goal 1: Enhance organizational and fiscal stability by providing critical expert consultant support that helps ensure CEQA requirements are met without diverting internal resources from broader departmental responsibilities and City priorities. • Goal 3: Prioritize protection and development of affordable housing, by enabling timely environmental review of housing-related applications, including those tied to Housing Element implementation.
• Goal 4: Pursue climate change adaptation and mitigation through continued environmental review of projects
The tasks being performed by CSG Consultants, Inc. support the following City Council Strategic Plan goal:
• Goal 1: Enhance organizational and fiscal stability by providing contract building services, reviewing and issuing permits, generating revue, and ensuring the City meets its responsibilities for permits and inspections.
The tasks being performed by ESA support the following City Council Strategic Plan goal:
• Goal 4: Pursue climate change adaptation and mitigation; Strategy C: Begin Implementation of Pacifica’s Local Coastal Plan and improve communications and collaboration with the California Coastal Commission by updating maps that reflect current State guidance, including groundwater and tsunami layers.
FISCAL IMPACT:
Funding for the proposed Ninth Amendment with Raney Planning & Management, Inc. is included in the Community Development Department’s FY 2026–27 proposed budget for contractual services. CEQA-related costs for qualifying land use development projects are typically reimbursable through developer deposits or funded by applicants. The proposed amendment would increase the contract amount by $80,000 and will support ongoing environmental review work anticipated through the extended term ending June 30, 2027.
Both CSG and ESA Agreements are an extension of time only. The CSG Agreement would be limited to the amount budgeted for Building Division contractual services. The cost to operate the Building Division is offset by permit fees. 4 Packet Pg. 45
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ORIGINATED BY:
Community Development Department
ORIGINATED BY:
Community Development Department
ATTACHMENT LIST:
Attachment A - Raney_Resolution_Amendment9_On-Call Services_DRAFT (DOCX) Attachment B - Resolution_Amendment8_CSG (DOCX)
Attachment C - Resolution_ESA_Amendment2_DRAFT (DOCX)
Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (PDF) Attachment E - Raney_Amendment9_On-Call Services_DRAFT (Raney Signed) (PDF) Attachment F - CSG_Original Agreement_EXECUTED (PDF)
Attachment G - Amendment8_CSG_Building Division Services Signed (PDF) Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (PDF) Attachment I - Amendment 2_ESA_Coastal Hazards Mapping - signed (PDF) 4 Packet Pg. 46
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA
AUTHORIZING THE CITY MANAGER TO EXECUTE A NINTH AMENDMENT TO THE
CONSULTANT SERVICES AGREEMENT WITH RANEY PLANNING &
MANAGEMENT, INC. FOR CONTRACT AND RELATED SERVICES
______________________________________________________________________ WHEREAS, consistent with the City of Pacifica’s Purchasing Policy (Administrative Policy No. 76), the City of Pacifica entered into an agreement with Raney Planning & Management, Inc. for consulting services under the City Manager’s purchasing authority in May 2016; and
WHEREAS, the City Council authorized amendments to the City’s agreement with Raney Planning & Management, Inc. for consulting services in November 2016, August, 2017, September 2018, November 2019, March 2020, July 2021, June 2023, and July 14, 2025; and
WHEREAS, on June 8, 2026, the City Council of the City of Pacifica has considered the City Manager’s recommendation to approve a Ninth amendment to the City’s agreement with Raney Planning & Management, Inc. for consultant services; NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Pacifica to authorize the City Manager to amend the agreement with Raney Planning & Management, Inc. for the purpose of increasing the cost ceiling amount by $80,000 with a total contract amount of $1,105,000 and to extend the term to June 30, 2027. * * * * *
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 8
th day of June 2026, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
_____________________________
Christine Boles, Mayor
ATTEST: APPROVED AS TO FORM:
______________________________ _____________________________ Sarah Coffey, City Clerk Michelle Kenyon, City Attorney
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Attachment: Attachment A - Raney_Resolution_Amendment9_On-Call Services_DRAFT (6224 : Community Development Contract RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA AUTHORIZING THE
CITY MANAGER TO EXECUTE AN EIGHTH AMENDMENT TO THE CONSULTANT SERVICES AGREEMENT WITH CSG CONSULTANTS, INC. FOR BUILDING OFFICIAL, BUILDING INSPECTION, PLAN REVIEW, AND RELATED SERVICES. ______________________________________________________________________ WHEREAS, consistent with the City of Pacifica’s Purchasing Policy (Administrative Policy No. 76), the City of Pacifica entered into an agreement with CSG Consultants, Inc. for consulting services under the City Manager’s purchasing authority in October 2015; and WHEREAS, the City Council authorized amendments to the City’s agreement with CSG Consultants, Inc. for consulting services in May 2017, September 2018, October 2019, October 2020, October 2021, July 2023, and June 10, 2024; and
WHEREAS, the City Council of the City of Pacifica has considered the City Manager’s recommendation to approve an Eighth amendment to the City’s agreement with CSG Consultants, Inc. for consultant services on June 8, 2026; NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Pacifica to authorize the City Manager, following adoption of the Fiscal Year 2026-2027 budget, to amend the agreement with CSG Consultants, Inc. for the purpose of extending the term of the agreement to June 30, 2028.
* * * * *
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 8
th day of June 2026, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
______________________________
Christine Boles, Mayor
ATTEST: APPROVED AS TO FORM:
______________________________ ______________________________ Sarah Coffey, City Clerk Michelle Kenyon, City Attorney
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Attachment: Attachment B - Resolution_Amendment8_CSG (6224 : Community Development Contract Amendments: Raney, CSG, ESA) 4901-1269-9239 v1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA AUTHORIZING THE
CITY MANAGER TO EXECUTE A SECOND AMENDMENT TO THE CONSULTANT
SERVICES AGREEMENT WITH ENVIRONMENTAL SCIENCE ASSOCIATES FOR PROFESSIONAL PLANNING SERVICES.
________________________________________________________________________ WHEREAS, consistent with the City of Pacifica’s Purchasing Policy (Administrative Policy No. 76), the City of Pacifica entered into an agreement with Environmental Science Associates for mapping update services associated with the City's draft Local Coastal Land Use Plan (LCLUP) and related services under the City Manager’s purchasing authority on August 12, 2024; and
WHEREAS, the City and Consultant now to enter into this Second Amendment to extend the effective date of the agreement.
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Pacifica as follows:
1. The above recitals are true and correct and material to this Resolution.
2. The City Council hereby approves the Second Amendment to the Agreement for Consultant Services between the City of Pacifica and Environmental Science Associates for the purpose of extending the effective date of the agreement. All other terms of the Agreement, as amended, remain in full force and effect.
3. The City Manager is authorized to execute the Second Amendment and any related documents necessary to implement the intent of this Resolution.
4. This Resolution shall take effect immediately upon its adoption. * * * * *
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 8
th day of June 2026, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
______________________________
Christine Boles, Mayor
ATTEST: APPROVED AS TO FORM:
______________________________ ______________________________ Sarah Coffey, City Clerk Michelle Kenyon, City Attorney
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Attachment: Attachment C - Resolution_ESA_Amendment2_DRAFT (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment D - Raney_Agreement_On-Call Services_ORIGINAL (6224 : Community Development Contract Amendments: Raney,
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Attachment: Attachment E - Raney_Amendment9_On-Call Services_DRAFT (Raney Signed) [Revision 1] (6224 : Community Development
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Attachment: Attachment E - Raney_Amendment9_On-Call Services_DRAFT (Raney Signed) [Revision 1] (6224 : Community Development
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA)
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Attachment: Attachment F - CSG_Original Agreement_EXECUTED (6224 : Community Development Contract Amendments: Raney, CSG, ESA) - 1 -
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EIGHTH AMENDMENT TO AGREEMENT FOR CONSULTANT SERVICES
This Eighth Amendment to Agreement for Consultant Services (the "Eighth Amendment") is made and entered into this 8
th day of June 2026, by and between THE CITY OF PACIFICA, a municipal corporation (hereinafter referred to as "CITY") and CSG Consultants, Inc., a California Corporation (hereinafter referred to as "CONSULTANT").
RECITALS
WHEREAS, on October 26, 2015, City and Consultant entered into that certain agreement entitled "Consultant Services Agreement" ("Agreement") to provide Building Official, Building Inspection, Plan Review, current Planning and related services; and WHEREAS, on May 11, 2017, City and Consultant entered into a First Amendment to that agreement to add Code Enforcement Services in order to provide those services during a recruitment period; and
WHEREAS, on September 10, 2018, City and Consultant entered into a Second Amendment to that agreement to extend the term of services to October 31, 2019, and adjust compensation as reflected in the adopted City-wide budget; and WHEREAS, on October 14, 2019, City and Consultant entered into a Third Amendment to the agreement to extend the term of services to October 31, 2020, and adjust compensation as reflected in the adopted City-wide budget; and
WHEREAS, on October 26, 2020, City and Consultant entered into a Fourth Amendment to the agreement to extend the term of services to October 31, 2021, and adjust compensation as reflected in the adopted City-wide budget; and
WHEREAS, on October 25, 2021, City and Consultant entered into a Fifth Amendment to the agreement to extend the term of services to June 30, 2023, and adjust compensation as reflected in the adopted City-wide budget; and
WHEREAS, on July 1, 2023, City and Consultant entered into a Sixth Amendment to the agreement to extend the term of services to June 30, 2024, and adjust compensation as reflected in the adopted City-wide budget; and
WHEREAS, on June 10, 2024, City and Consultant entered into a Seventh Amendment to the agreement to extend the term of services to June 30, 2026, and adjust compensation as reflected in the adopted City-wide budget; and
WHEREAS, City and Consultant now desire to enter into this Eighth Amendment to extend the contract term and adjust compensation as reflected in the adopted City-wide budget.
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Attachment: Attachment G - Amendment8_CSG_Building Division Services Signed [Revision 1] (6224 : Community Development Contract - 2 -
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AGREEMENT
NOW, THEREFORE, for the considerations hereinafter set forth, the parties hereby amend the Agreement as follows:
1. Section 2.1 of the Agreement, “Compensation” is hereby amended to read as follows:
Compensation. Rates charged for the Service shall be in accordance with Exhibit A, attached hereto and incorporated herein. It is agreed that the compensation for the Services in FY 2026-27 and FY 2027-28 shall be the amount allocated for the Building Division Contractual Services line item in the respective CITY adopted budgets in FY 2026-27 and FY 2027-28 ("Cost Ceiling").
2. Section 3.1 of the Agreement, “Effective Date” is hereby amended to read as follows:
Effective Date. This Agreement shall become effective upon execution of the second signature and shall remain in full force and effect until the Services are completed (the “Term”). CONSULTANT agrees to complete all services by June 30, 2028.
3. Agreement in Effect. Except as amended by this Eighth Amendment, the Agreement shall remain in full force and effect.
4. Counterpart Signatures. This Eighth Amendment may be signed in multiple counterparts which, when signed by all parties, shall constitute a binding agreement.
IN WITNESS WHEREOF, the parties have executed this Eighth Amendment as of the date set forth above.
CITY OF PACIFICA
By: Date
Sean Charpentier, City Manager
Approved As To Form
By:
Michelle Marchetta Kenyon, City Attorney
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Attachment: Attachment G - Amendment8_CSG_Building Division Services Signed [Revision 1] (6224 : Community Development Contract - 3
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OAK #4823-3103-3258 v1
CONSULTANT
By: Date
Cyrus Kianpour, President
CSG Consultants
6/1/2026
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Attachment: Attachment G - Amendment8_CSG_Building Division Services Signed [Revision 1] (6224 : Community Development Contract - 4
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Attachment: Attachment G - Amendment8_CSG_Building Division Services Signed [Revision 1] (6224 : Community Development Contract Scenic Pacifica
Incorporated Nov. 22, 1957
CITY OF PACIFICA
170 Santa Maria Avenue • Pacifica, California 94044-2506 www.cityofpacifica.org
AGREEMENT FOR CONSULTANT SERVICES
This Agreement for Consultant Services (the "Agreement") is made and entered into this August 12, 2024, by and between THE CITY OF PACIFICA, a municipal corporation (hereinafter referred to as "CITY") and Environmental Science Associates, a corporation (hereinafter referred to as "CONSULTANT").
RECITALS
WHEREAS, CITY requires mapping update services associated with the City's draft Local Coastal Land Use Plan (LCLUP) and related services described herein; WHEREAS, CONSULTANT is qualified to perform such services; and WHEREAS, CONSULTANT has agreed to provide CITY with such services on the terms and conditions set forth herein.
NOW, THEREFORE, for the considerations hereinafter set forth, CONSULTANT and CITY agree as follows:
ARTICLE 1 - SCOPE OF SERVICES
170.1 Scope of Work. CONSULTANT agrees to furnish the services set forth in Exhibit A, Scope of Work, which is attached hereto and incorporated herein (the "Services"). 170.2 Compliance with Law. The Services shall be performed in accordance with all applicable federal, state and local laws, ordinances, rules, regulations and orders. 170.3 Time is of the Essence. CONSULTANT agrees to diligently prosecute the Services. In the performance of this Agreement, time is of the essence. CONSULTANT shall not be responsible for delays in performance caused by circumstances beyond CONSULTANT’s reasonable control.
170.4 Professional Competence. CONSULTANT represents that it has the professional skills necessary to perform the Services and that it will perform the Services in a skillful and professional manner consistent with the degree of care and skill ordinarily exercised by other similar professionals providing the same or similar services under the same or similar circumstances (“Standard of Care”). CONSULTANT represents that it has all the necessary licenses to perform the Services and shall maintain them throughout the term of this Agreement. Acceptance by CITY of the Services does not operate as a release of CONSULTANT from professional responsibility for the Services performed. 170.5 Independent Contractor. CONSULTANT is an independent contractor and not an employee of CITY. CONSULTANT expressly warrants that it will not represent that it is an employee of CITY.
170.6 Confidentiality. CONSULTANT agrees to maintain in confidence and not disclose to any person, firm, governmental entity, or corporation, without CITY's prior written consent, any trade secret or confidential information, or non-public knowledge or data relating to the
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Attachment: Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (6224 : Community Development Contract Amendments: Raney, Agreement for Services: Environmental Science Associates and City of Pacifica for mapping update services associated with LCLUP
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products, process, or operation of CITY. CONSULTANT further agrees to maintain in confidence and not to disclose to any person, firm, governmental entity, or corporation any non-public data, information, technology, or material developed or obtained by CONSULTANT during the performance of the Services. The covenants contained in this Section 1.6 shall survive the termination of this Agreement for whatever cause. 170.7 Ownership of Material. Any reports and other material prepared by or on behalf of CONSULTANT under this Agreement (collectively, the "Documents") shall be and remain the property of CITY. All Documents not already provided to CITY shall be delivered to CITY on the date of termination of this Agreement for any reason. The Documents may be used by CITY and its agents, employees, representatives, and assigns, in whole or in part, or in modified form, for all purposes CITY may deem appropriate without further employment of or payment of any compensation to CONSULTANT, provided such modification or use for purposes except for the specific purpose intended hereunder, is at CITY’s sole risk and CITY releases CONSULTANT from all liability resulting therefrom. 170.8 Documentation. CONSULTANT shall keep and maintain full and complete documentation and accounting records, employee time sheets, and correspondence pertaining to the performance of the Services, and CONSULTANT shall make such documents available for review and/or audit by CITY and CITY's representatives at all reasonable times for at least four years after the termination of this Agreement or completion of the Services. 170.9 Testimony. CONSULTANT agrees to testify at CITY's request if litigation is brought against CITY in connection with the Services. Unless the action is brought by CONSULTANT or is based upon CONSULTANT's negligence, CITY will compensate CONSULTANT for the preparation and the testimony at CONSULTANT's standard hourly rates for litigation support.
ARTICLE 2 - COMPENSATION
2.1 Compensation. Compensation for the Services shall be in accordance with Exhibit B, Compensation, attached hereto and incorporated herein. It is agreed that the compensation for the Services shall not exceed $102,000 ("Cost Ceiling").
2.2 Invoices. CONSULTANT shall submit monthly invoices in a form satisfactory to CITY on or before the tenth day of each month for Services provided during the preceding month.
CONSULTANT shall submit time and cost records as necessary to substantiate performance of the Services. Within 35 days after receipt of each such invoice, CITY shall verify the accuracy of the invoice, correct the charges where appropriate and as discussed and mutually agreed with CONSULTANT, and make payment to CONSULTANT in an amount equal to the amount of such invoice, as verified or corrected by CITY. No payment hereunder shall be construed as evidence of acceptance of any of CONSULTANT's work. CITY reserves the right to withhold payment from CONSULTANT on account of Services not performed satisfactorily, or for damages incurred by CITY caused by delays in CONSULTANT's performance of Services, or other defaults hereunder.
CONSULTANT shall not stop or delay performance of the Services under this Agreement on account of bona fide payment disputes with CITY.
2.3 Status Reports. Together with each monthly invoice, CONSULTANT shall submit a status report detailing the amount expended on the Services to that date and the remaining amount to be expended before the Cost Ceiling is reached. CONSULTANT shall notify CITY in writing when payments have reached 90 percent of the Cost Ceiling.
2.4 Withholding. In lieu of holding retention, CITY shall withhold CONSULTANT's final
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Attachment: Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (6224 : Community Development Contract Amendments: Raney, Agreement for Services: Environmental Science Associates and City of Pacifica for mapping update services associated with LCLUP
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payment until the Services are complete and CITY has received all Documents.
CONSULTANT shall diligently continue and complete performance of the Services if the Services are not complete at the time CONSULTANT has performed services up to the Cost Ceiling.
ARTICLE 3 - TIME OF PERFORMANCE
3.1 Effective Date. This Agreement shall become effective upon execution of the second signature and shall remain in full force and effect until the Services are completed (the "Term"). CONSULTANT agrees to complete all services by December 31, 2025.
3.2 Termination. This Agreement may be terminated at any time by CITY upon written notice to CONSULTANT.
3.3 Final Payment. CONSULTANT shall be entitled to compensation for Services performed up to the time of such termination, it being understood that any payments are full compensation for the Services rendered under this Agreement.
3.4 Other Remedies. Nothing in this Article 3 shall be deemed to limit the respective rights of the parties to terminate this Agreement for cause or otherwise to exercise any rights or pursue any remedies which may accrue to them.
ARTICLE 4 - DESIGNATED CONTACTS
4.1 CITY Contact. CITY designates Samantha Updegrave, Community Development Department Director, as its contact who shall be responsible for administering and interpreting the terms and conditions of this Agreement, for matters relating to CONSULTANT's performance under this Agreement, and for liaison and coordination between CITY and CONSULTANT. In the event CITY wishes to make a change in CITY's representative, CITY will notify CONSULTANT of the change in writing.
4.2 CONSULTANT Contact. CONSULTANT designates Louis White as its contact, who shall have immediate responsibility for the performance of the Services and for all matters relating to performance under this Agreement. Any change in CONSULTANT's designated contact shall be subject to written approval by CITY.
ARTICLE 5 - INDEMNIFICATION AND INSURANCE
5.1 Indemnification. CONSULT ANT shall, to the fullest extent allowed by law, with respect to claims, liability, loss, damage, costs, or expenses, including reasonable attorney's and expert witness fees, awards, fines, penalties, or judgments, arising out of or relating to the Services (collectively "Claims") that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT, defend, indemnify, and hold harmless CTIY, it, Officials, officers, employees and agents (the "CITY Parties"), except to the extent the Claims are attributable to CITY Parties' gross negligence or willful misconduct.
CONSULTANT shall defend the CITY Parties as required by California Civil Code Section 2778, and with counsel reasonably acceptable to those parties. CONSULTANT shall have no right to seek reimbursement from the CITY Parties for the costs of defense. The obligations contained in this Section 5.1 shall survive the termination of this Agreement for whatever cause for the full period of time allowed by law and shall not in any way be limited by the insurance requirements of this Agreement.
5.2 To the extent that CONSULTANT, is a design professional, as that term is defined in Civil
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Attachment: Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (6224 : Community Development Contract Amendments: Raney, Agreement for Services: Environmental Science Associates and City of Pacifica for mapping update services associated with LCLUP
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Code section 2782.8( c)(3), the Consultant shall, to the fullest extent allowed by law, with respect to claims, liability, loss, damage, costs, or expenses, including reasonable attorney's and expert witness fees, awards, fines, penalties, or judgments ( collectively "Claims''), defend, indemnify and hold harmless CITY, its officials, officers, employees and agents, (“CITY Parties'') from those Claims that are caused by the negligence, recklessness, or willful misconduct of the Consultant. In no event shall the cost to defend charged to the Consultant exceed the Consultant’s proportionate percentage of fault.
However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, the Consultant shall meet and confer with other parties regarding unpaid defense costs.
The obligations contained in this Section 5.1 shall survive the termination of this Agreement for whatever cause for the full period of time allowed by law and shall not in any way be limited by the insurance requirements of this Agreement.
5.3 Health and Safety. CONSULTANT may perform part of the Services at sites which contain unknown working conditions and contaminated materials. CONSULTANT shall be solely responsible for the health and safety of CONSULTANT's employees during the performance of the Services.
5.4 Insurance. CONSULTANT and all of CONSULTANTS employees, subcontractors, consultants and other agency shall procure, provide and maintain at all times during the performance of this Agreement, and for such additional periods as described herein, the insurance listed below with insurers licensed or legally authorized to do business in the State of California and with a Best's rating of no less than A:VII.
A. Comprehensive Automobile Liability Insurance. Comprehensive Automobile Liability Insurance providing bodily injury liability and property damage, to protect against all liability arising out of the use of any owned, leased, passenger or commercial automobile at a minimum amount of $1,000,000 combined single limit and $2,000,000 aggregate. Coverage shall apply to hired and non-owned autos.
B. Commercial General Liability Insurance. Commercial General Liability Insurance, with limits providing a minimum amount of $1,000,000 combined single limit coverage for each occurrence, $2,000,000 general aggregate and $2,000,000 products/completed operations aggregate. The insurance shall cover all operations including but not limited to the following: (1) premises, operations and mobile equipment liability; (2) completed operations and products liability; (3) contractual liability insuring the obligations assumed by CONSULTANT in this Agreement; (4) broad form property damage liability; (5) personal injury liability endorsement, including death; and (6) automobile bodily injury and property damage insurance, including all owned, hired and non-owned equipment.
C. Professional Liability Insurance. Professional Liability Insurance protecting against liabilities arising out of or in connection with negligent acts, errors, or omissions of CONSULTANT and all of CONSULTANTS employees, subcontractors, consultants and other agency in connection with this Agreement, at a minimum amount of $1,000,000 combined single limit coverage and $1,000,000 aggregate, on a "claims made basis" with a continuation of coverage extension for liabilities for two years from the date the Services are substantially complete. Such professional liability policies shall include coverage for liability assumed by the CONSULTANT under this Agreement.
D. Workers Compensation Insurance. Workers Compensation insurance, occupational disease insurance and employer’s liability insurance shall be required with minimum
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limits as required by law, covering all workplaces involved in this Agreement.
E. Policy Terms. Concurrently with execution of this Agreement, CONSULTANT shall provide CITY with Certificates of Insurance evidencing that CONSULTANT has obtained or maintains the insurance required by this Section 5.3. The Certificates shall be on forms acceptable to CITY. CONSULTANT shall also furnish CITY with original endorsements with the following documentation:
• Precluding cancellation or reduction in coverage before the expiration of thirty • (30) days after CITY shall have received written notification thereof from CONSULTANT by United States mail;
• Providing that CONSULTANT's general liability insurance policy shall apply separately to each insured against whom claim is made or suit is brought, and include a “separation of insureds” or “severability” clause which treats each insured separately, except with respect to the limits of the insurer's liability (crossliability endorsement); • Naming CITY, its City Council, boards, commissions, committees, officers, employees and agents as additional insureds on its general liability and automobile liability policies (“Additional Insureds”); and • Providing that for any claims relating to CONSULTANT's services hereunder, CONSULTANT's insurance coverage shall be primary insurance with respect to CITY, its City Council, boards, commissions, committees, officers, employees and agents, and that any insurance or self-insurance maintained by CITY for itself, its City Council, boards, commissions, committees, officers, employees and agents shall be in excess of CONSULTANT's insurance and shall not be contributory with it. • It shall be a requirement under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum insurance coverages requirements and/or limits shall be available to the Additional Insured, including but not limited to any umbrella or excess insurance. Furthermore, the requirements for coverage and limits shall be the greater of: (a) the minimum coverage and limits specified in this Agreement; or (b) the broader coverage and maximum limits of coverage of any insurance policy or proceeds available to the named insured.
F. Material Breach. If CONSULTANT fails to maintain insurance coverage or provided insurance documentation which is required pursuant to this Agreement, it shall be deemed a material breach of this Agreement. CITY, at its sole option, may terminate this Agreement and obtain damages from CONSULTANT resulting from said breach.
Alternatively, CITY may purchase the required insurance coverage, and without further notice to CONSULTANT, may deduct from sums due to CONSULTANT any premium costs advanced by CITY for such insurance. These remedies shall be in addition to any other remedies available to CITY.
ARTICLE 6 - NOTICES
All notices or other communications required or permitted hereunder shall be in writing, and shall be personally delivered or sent by facsimile or reputable overnight courier and shall be deemed received upon the earlier of: (1) if personally delivered, the date of delivery to the address of the person to receive such notice; (2) if delivered by Federal Express or other overnight courier for next business day delivery, the next business day; (3) if sent by facsimile, with the original sent on
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Attachment: Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (6224 : Community Development Contract Amendments: Raney, Agreement for Services: Environmental Science Associates and City of Pacifica for mapping update services associated with LCLUP
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the same day by overnight courier, the date on which the facsimile is received, provided it is before 5:00 P.M. Pacific Time; or (4) if sent electronically, the date of delivery on the confirmed read receipt. Notice of change of address shall be given by written notice in the manner described in this Article 6. Rejection or other refusal to accept or the inability to deliver because of a change in address of which no notice was given shall be deemed to constitute receipt of the notice or communication sent. Unless changed in accordance herewith, the addresses for notices given pursuant to this Agreement shall be as follows:
If to CITY: Samantha Updegrave
170 Santa Maria Avenue
Pacifica, CA 94404
(650) 738-7341
[email protected]
If to CONSULTANT: Louis White
Environmental Science Associates
575 Market Street, Suite 3700
San Francisco, CA 94105
(415) 262-2351
[email protected]
ARTICLE 7 - MISCELLANEOUS
7.1 Entire Agreement. This Agreement represents the entire understanding of CITY and CONSULTANT as to those matters contained herein. No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This Agreement may only be modified by an amendment in writing signed by each party.
7.2 No Assignment. The Services are deemed unique and CONSULTANT shall not assign, transfer, subcontract or otherwise substitute its interest in this Agreement or any of its obligations hereunder without the prior written consent of CITY. As limited by this Section
7.2, this Agreement is to be binding on the successors and assigns of the parties hereto.
7.3 Severability. If any part of this Agreement is determined to be unconstitutional, invalid or beyond the authority of either party, such decision shall not affect the validity of the remainder of this Agreement, which shall continue in full force and effect, provided that the remainder of this Agreement can be interpreted to give effect to the intentions of the parties.
7.4 Counterparts. This Agreement may be signed in counterparts and, when fully signed, such counterparts shall have the same effect as if signed in one document.
7.5 Choice of Law. This Agreement and all matters relating to it shall be governed by the laws of the State of California without reference to its choice of laws principles and venue shall be in the appropriate court in San Mateo County, California.
7.6 Waiver. No failure on the part of either Party to exercise any right or remedy hereunder shall operate as a waiver of any other right or remedy that party may have hereunder. A waiver by either CITY or CONSULTANT of any breach of this Agreement shall not be binding upon the waiving party unless such waiver is in writing. In the event of a written waiver, such a waiver shall not affect the waiving party's rights with respect to any other further breach.
7.7 Mediation. In the event the parties are unable to resolve a dispute arising under this
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__________________________
Agreement through good faith negotiations, the parties agree to submit the matter to mediation with a mutually agreeable mediator. Prior to the mediation, the parties shall exchange any documents reasonably necessary to resolve the matter to be mediated.
7.8 Attorney’s Fees. If any action at law or in equity, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, each party agrees to bear its own attorneys’ fees.
7.9 Interpretation. In the event this Agreement is ever construed in any dispute between the parties, it and each of its provisions shall be construed without regard to the party or parties responsible for its preparation and shall be deemed to have been prepared jointly by the parties. The rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not be employed in interpreting this Agreement.
7.10 Authority. Each individual executing this Agreement on behalf of one of the parties represents that he or she is duly authorized to sign and deliver the Agreement on behalf of such party and that this Agreement is binding on such party in accordance with its terms.
7.11 Third Parties. Nothing contained in this Agreement shall create a contractual relationship with, or a cause of action in favor of, a third party against either CONSULTANT or CITY.
IN WITNESS WHEREOF, the parties have executed this Agreement as of the date set forth above.
CITY OF PACIFICA
By: Date: Feb 20, 2025
Kevin Woodhouse, City Manager
APPROVED AS TO FORM
By: Date: February 18, 2025
Michelle Marchetta Kenyon, City Attorney
CONSULTANT
By: Date: _02/13/2025
Christie Beeman, Director
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EXHIBIT A
SCOPE OF WORK
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EXHIBIT B
COMPENSATION
Environmental Science Associates &
Subsidiaries: 2025 Schedule of Fees
I. Personnel Category Rates
Charges will be made at the Category hourly rates set forth below for time spent on project management, consultation or meetings related to the project, field work, report preparation and review, travel time, etc.
Time spent on projects in litigation, in depositions and providing expert testimony will be charged at the Category rate times 1.5.
LABOR CATEGORY BILLING
STEP I
BILLING
STEP II
BILLING
STEP III
BILLING
STEP IV
BILLING
STEP V
BILLING
STEP VI
Senior Principal
Consultant
$258 $285 $314 $344 $375 $405
Principal Consultant $218 $248 $276 $305 $334 $363
Managing Consultant $197 $219 $243 $266 $289 $312
Senior Consultant $163 $180 $202 $223 $245 $266
Associate Consultant $147 $162 $175 $189 $203 $217
Consultant $110 $124 $137 $152 $165 $179
Project Technician $80 $103 $125 $146 $167 $190
(a) The range of rates shown for each staff category reflects ESA staff qualifications, expertise and experience levels. These rate ranges allow our project managers to assemble the best project teams to meet the unique project requirements and client expectations for each opportunity. (b) From time to time, ESA retains outside professional and technical labor on a temporary basis to meet peak workload demands. Such contract labor may be charged at regular Employee Category rates.
(c) ESA reserves the right to revise the Personnel Category Rates periodically to reflect changes in its operating costs.
II. ESA Expenses
A. Travel Expenses
1. Transportation
a. Company vehicle – fixed rate + fee for mileage in excess of 100 miles. b. Common carrier or car rental – actual expense multiplied by 1.15 c. If company vehicle is to be used in off-road conditions, a daily $15 use fee will be added to the standard daily vehicle rate.
2. Lodging, meals and related travel expenses – direct expenses multiplied by 1.15
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B. Technology and Data Management Fee
Non-travel expensesincurred forthe duration of the agreement for projectsupport but not itemized below. Project labor charges multiplied by 3%. Fee encompassesthe following:
1. Ongoing long-term retention and retrieval, management, and security of project-related data.
2. Proprietary tools, cloud data services, data science and AI capabilities as required for project delivery.
C. Cloud-based Services
ITEM RATE/HOUR RATE/DAY RATE/WEEK RATE/MONTH
Cloud-based Services
Nearmap High Resolution Images $55/image
ArcGIS Online Hosting (Web Maps/Apps) $225
Website Hosting $200
Custom Application & Services Hosting* $300*
Modeling (GeoHECRAS, TUFLOW, Delft3D) + Drone
Processing
$7 $160 $950 $3,900
Aviation Environmental Design Tool (AEDT)
Processing
$13 $190 $1,120 $4,600
*includes support for database, SSL, IT support – costs vary by project. Contact software development services for firm pricing.
D. Printing/Reproduction Rates
If a weekly or monthly rate is not provided, equipment usage is billed at a daily rate.
ITEM RATE/PAGE SAMPLE PRICING
Black & White – 8.5 x 11 $0.15
Black & White – 11 x 17 $0.30
Color – 8.5 x 11 $0.50
Color – 11 x 17 $0.80
B&W – Plotter (Toner – ECO Quality) $0.50/sf 24x36 B/W CAD drawing would cost $3 per sheet
B&W – Plotter (Toner – Presentation
Quality)
$1.25/sf 24x36 B/W CAD drawing would
cost $7.50 per sheet
Color – Plotter (Inkjet – ECO Quality) $2.50/sf 24x36 Color Drawing would cost $15 per sheet
Color – Plotter (Inkjet – Presentation
Quality)
$5.00/sf 24x36 Color Drawing would cost
$30 per sheet
CD $10.00
Digital Photography $20.00 (up to 50 images)
All Other Items
(including bindings and covers)
At cost plus 10%
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E. Equipment Rates
ITEM RATE/DAY RATE/WEEK RATE/MONTH
Project Specific Equipment:
Vehicles – Standard size (no off-road usage) $ 100a $ 500a Vehicles – 4x4 /Truck (light duty) 150a
Vehicles – 4x4 /Truck (heavy duty) 175a
Vehicles – ATV 150
Noise Meter 115
Hydroacoustic Noise Monitoring Equipment 175
Satellite Phone 15 70 250
Electrofisher 350 1,750
Field Traps 50
Digital Hypsometer (Nikon) 25
Backpack Sprayer 30
360-Degree 4k Camera 35 175
High Resolution Time-Lapse Camera 20 100 350
Beach Seine 60
Block Net 30
PIT Tagging Kit 25
Underwater Light Meter 500
Otter Trawl 115
Wildlife Acoustics Bat Detector 125 400
Wildlife Trail Camera 30 100
Fiber Optic Endoscope 150 750
Spotting Scope 50 200
Personal Protective Equipment (PPE) 25
Topographic/Bathymetric Survey Equipment:
Total Station 300
1,700
UAV/Drone 300 1,500
RTK-GPS 300
RTK-GPS Smartnet Subscription 80
Hypack Survey Software 150
Laser/Auto Level 50
Single-Beam Echoshounder 175 600
Sidescan Sonar 200
Sound Velocity Profiler 75
1m GNSS Data Collection System 85 425
Sub-meter GNSS Data Collection System 115
Sub-foot Data Collection System 230
Garmin GPS or equivalent 30
Hydrologic Data Collection, Water Current, Level and Wave Measurement Equipment:
ISCO 2150 Area Velocity Flow Logger $ 50 $ 300 $ 800
SonTek IQ-Plus Area Velocity Flow Logger 100 500 1,500
Logging Rain Gage 10 50 200
Hand-Held Current Meter 50
Surface Velocity Radar 50
Wave Pressure Sensor 115 460
Wave Buoy 175 700
Sonic Wave Sensor 35 175 500
Logging Water Level - Pressure Transducer 125
Logging Barometric Pressure Logger 60
Well Probe / Water Level Meter 25
Bottom-Mounted Tripod / Mooring 30 150 400
Stormwater Crest Sampler 20
Radar Wave Sensor with Logger Box 150 300 1000
Water Quality Equipment:
Logging Turbidimeter/Water Level Recorder $ $ $ 400
Logging Conductivity/Water Level Recorder 250
Remote Monitoring Logger Box 75 250
Recording Conductivity Meter w/Datalogger 20 60 200
Hand-Held Turbidimeter 50 200
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ITEM RATE/DAY RATE/WEEK RATE/MONTH
Hand-Held Salinity Meter or pH meter 35
Logging Salinity Gauge 150
Logging DO/Temp Probe 150
Logging Water Quality Sonde 1 Sensor 50 200 700
Logging Water Quality Sonde 2 Sensor 65 250 800
Logging Water Quality Sonde 3 Sensor 75 300 900
Logging Water Quality Sonde 4 Sensor 90 350 1,000
Telemetry System Hardware 125
Water Quality Multi-Probe Depth Profiler 200
Niskin Water Sampler 50
ISCO 6712 Portable Sampler w/ISCO 2105 Module 60 350 900 Sedimentation / Geotechnical Equipment:
Peat Corer $ 85
60lb Helly-Smith Bedload Sampler 200
Mini-Ponar Grab Sampler 50
DH-76 Suspended Sediment Sampler 100
D-96 Suspended Sediment Sampler 200
Bridge Crane 150
RSET 50
AMS Soil Sampling Kit 50
Hand-Held Helley-Smith Bedload Sampler 30
Guelph Permeameter 60
Sludge Sampler 60
Shear Strength Vane 60
Handheld DH-48 Suspended Sediment Sampler 30
Boats:
Small Watercraft $ 75 $ 300
15’-17’ Boat 350 1,200
18’-21’ Boat 400 1,800
22’-25’ Boat 500 2,000
Houseboat Floating Laboratory 4,500
a Actual project charges will include the daily rate plus $0.75 per beyond 100 miles III. Subcontracts
Subcontract services will be invoiced at cost multiplied by 1.15.
IV. Other
The fees above do not include sales tax. Any applicable or potential sales tax will be charged when appropriate.
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Packet Pg. 100 Attachment: Attachment H - Agreement_ESA_LCLUP Mapping_EXECUTED (6224 : Community Development Contract Amendments: Raney, Created:
By:
Status:
2025-02-19 (Pacific Standard Time)
Emily La ([email protected])
Signed
Transaction ID: CBJCHBCAABAAQxIwfAXOUbFht6uHMrJZtHBvOT8Qx3zf Agreement_ESA_LCLUP Mapping_20240814_C
onsultant Agreement_revised 2.18.25_approved
Final Audit Report 2025-02-20
"Agreement_ESA_LCLUP Mapping_20240814_Consultant Agre
ement_revised 2.18.25_approved" History
Document created by Emily La ([email protected])
2025-02-19 - 9:37:14 AM PST
Document emailed to Kevin Woodhouse ([email protected]) for signature 2025-02-19 - 9:38:47 AM PST
Email viewed by Kevin Woodhouse ([email protected]) 2025-02-19 - 9:39:23 AM PST
Email viewed by Kevin Woodhouse ([email protected]) 2025-02-20 - 1:12:35 PM PST
Document e-signed by Kevin Woodhouse ([email protected]) Signature Date: 2025-02-20 - 1:42:01 PM PST - Time Source: server Agreement completed.
2025-02-20 - 1:42:01 PM PST
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SECOND AMENDMENT TO AGREEMENT FOR CONSULTANT SERVICES
This Second Amendment to Agreement for Consultant Services (the "Second Amendment") is made and entered into this ___ day of _________ 2026, by and between THE CITY OF PACIFICA, a municipal corporation (hereinafter referred to as "CITY") and Environmental Science Associates, a California Corporation (hereinafter referred to as "CONSULTANT").
RECITALS
WHEREAS, on August 12, 2024, CITY and CONSULTANT entered into that certain Agreement for Consultant Services provide mapping
update services associated with the City's draft Local Coastal Land Use Plan (LCLUP) and related services; and
WHEREAS CITY and CONSULTANT now desire to enter into this Second Amendment to extend the effective date of the agreement.
AGREEMENT
NOW, THEREFORE, for the considerations hereinafter set forth, the parties hereby amend the Agreement as follows:
1. Section 3.1 of the Agreement, "Effective Date" is hereby amended to read as follows:
Effective Date. This Agreement shall become effective upon execution of the second signature and shall remain in full force and effect until the Services are completed (the 'Term"). CONSULTANT agrees to complete all services by June 30, 2027.
2. Agreement in Effect. Except as amended by this Second Amendment, the terms and conditions of the original Agreement shall remain in full force and effect.
3. Counterpart Signatures. This Second Amendment may be signed in multiple counterparts which, when signed by all parties, shall constitute a binding agreement.
IN WITNESS WHEREOF, the parties have executed this Second Amendment as of the date set forth above.
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CITY OF PACIFICA
By: Date:
Sean Charpentier, City Manager
Approved As To Form
By:
Michelle Marchetta Kenyon, City Attorney
CONSULTANT
By: Date
Christie Beeman, Vice President
Environmental Science Associates
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CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
6/8/2026
1 SUBJECT:
Adoption of a Technology Disruption Policy for City Council Meetings pursuant to Senate Bill 707 (SB 707) Brown Act Amendments effective July 1, 2026 RECOMMENDED ACTION:
1. Receive a report regarding Senate Bill 707 (SB 707) which enacts major amendments to the Ralph M. Brown Act.
2. Adopt the Resolution entitled, “A Resolution of the City Council of the City of Pacifica Adopting Policy for Disruption of Remote Access During Public Open Meetings of City Council Consistent with SB 707 (Administrative Policy No. 85)”.
STAFF CONTACT:
Sarah Coffey, City Clerk
650-738-7307
[email protected]
Michelle Marchetta Kenyon, City Attorney
[email protected]
BACKGROUND:
On October 3, 2025, the Governor signed Senate Bill 707 (SB 707) into law. Senate Bill 707 enacted two significant categories of amendments to the Ralph M. Brown Act: (1) expanding public access and participation requirements applicable to certain City Councils as “eligible legislative bodies” effective July 1, 2026 and (2) procedural and participation requirements for non-traditional teleconferencing applicable to all city legislative bodies effective January 1, 2026.
The text of SB 707 is included as Attachment B.
A City Council will qualify as an “eligible legislative body” under Government Code § 54953.4(e)(2) if:
(a) the city has a population of at least 30,000 people; or (b) the city, no matter what size, is located in a county with a population of at least 600,000 people.
The City Council of the City of Pacifica qualifies as an eligible legislative body as the City of Pacifica’s population is greater than 30,000 based on the 2020 Census.
This report provides a summary of key provisions and recommendations and/or actions taken for implementation.
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DISCUSSION:
SB 707 Provisions Effective July 1, 2026 for “Eligible Legislative Bodies” (City Council):
Mandatory Remote Public Attendance Option and Adoption of Technology Disruption Policy Beginning July 1, 2026, SB 707 requires that the City must offer remote public attendance and comment for City Council meetings under Government Code § 54953.4(b)(1)(A)(i)(I)(ia) through either a two-way audio-visual platform or a two-way telephonic service and must enable autocaptioning if included with the two-way audio-visual platform.
The Council must adopt a policy for handling telephonic or internet disruptions and making good faith restoration efforts (Gov. Code § 54953.4(b)(1)(A)(i)(I)(ib)). This policy may not be adopted on the Consent Calendar. The policy must provide that the Council may either adjourn the meeting or recess open session for at least one hour and make a good faith effort to restore service should a service disruption occur. If the service is not restored after one hour, Council can permit, by roll call vote, proceeding with the meeting if certain findings are made that a good faith attempt at service restoration was made in accordance with the policy and the public interest to proceed without remote access outweighs the public interest in maintaining remote public access.
The City of Pacifica has generally provided remote public attendance and comment via the Zoom platform for regular City Council meetings since resuming in-person meetings following the COVID-19 pandemic. The City will continue with this practice in compliance with SB 707 requirements, but the provision will also apply beginning July 1, 2026 to City Council special meetings, study sessions, workshops involving a quorum of members, and off-site meetings.
Therefore, the City will need to ensure remote public participation options for additional Council meetings. The City will make minor amendments to the City Council Agendas for information on remote public participation and comment access as required effective July 1, 2026. The City has purchased two OWL camera devices for use to allow for two-way audio-visual remote participation for instances where Council meetings may be held in a venue outside of the Council Chambers or when the meeting may not be televised by Pacific Coast TV for the visual component. The City has installed an Uninterrupted Power Supply at Council Chambers in case of power outage that will serve to prevent service interruption during the switchover to generator supplied power to Council Chambers. The City has provisioned a secondary internet service circuit as a back up to the primary internet service to Council Chambers to prevent internet downtime or interruption.
The proposed Resolution with this staff report includes as Exhibit A the proposed new Administrative Policy No. 85 “Disruption of Remote Access During Public Open Meetings of City Council Consistent with SB 707” to address the policy provision requirement under SB 707. If adopted, this policy will take effect on July 1, 2026.
All other legislative bodies such as the Planning Commission or advisory bodies such as the City Council appointed Committees and Commissions are not required to implement this provision or policy as discussed in this section. The City’s practice resuming in-person meetings following the COVID-19 pandemic has been to provide for remote public attendance and comment via the Zoom platform for regular Planning Commission meetings, and while not required to do so, will continue this practice. However, the City may, but is not required to, recess or adjourn the Planning Commission meeting in the event of a disruption to the remote access service.
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Additional SB 707 Requirements (Separate from Adoption of Technology Disruption Policy)
Translation of Meeting Agendas into Applicable Languages Beginning July 1, 2026, SB 707 requires that the City must translate and post meeting agendas for “eligible legislative bodies” (City Council) for any language spoken by at least 20% of the applicable population provided that at least 20% of individuals speaking that language speak English less than “very well”. (Gov. Code § 54953.4(c) and § 54954.2(e)). The translation must be done for the Agenda outline only, not for the entire Agenda packet. The translated Agenda must include instructions for remote public access. The translated Agenda must be posted within the standard timelines under the Brown Act and must be posted physically and online.
The City must also allow the public to post additional agenda translations in a city-dedicated publicly accessible space in reasonable proximity to the city’s posted agendas.
Based on analysis of the City of Pacifica’s most recent American Community Survey data for languages spoken by residents age five and older from 2024 (ACS Table C16001, Pacifica, California, release 2024), there are no applicable languages that meet the threshold of at least 20% of the applicable population. The highest percentage of the population 5 years and older speaking a language other than English according to the ACS 2024 data is 7.9% speaking Spanish, followed by 4.4% speaking Tagalog and 4.2% speaking Chinese. Therefore, the agenda translation requirements under SB 707 do not apply currently. The City will re-evaluate this criteria annually as updated ACS data becomes available.
Allow Language Interpretation Assistance During Meetings Beginning July 1, 2026, SB 707 requires that the City must reasonably assist members of the public who wish to translate a public meeting into any language or wish to receive an interpretation by another member of the public, as long as it does not disrupt the meeting, and the City must publicize instructions on how to receive translation assistance. This may include providing extra space or time and allowing personal equipment for commercial interpretation services use. City Council Agendas include language for contacting the City to request ADA or language assistance in advance of the meeting. If a request is received, the City Clerk’s Office will work with the individual to identify and provide appropriate accommodations. The City’s Zoom platform for remote participation also provides a language translation feature.
Update Meeting Webpage and Conduct Reasonable Public Outreach Beginning July 1, 2026, SB 707 requires that the City create a link on the City home webpage for request for meeting agendas; maintain an accessible meetings webpage with an explanation of the meeting process, procedures for public comment and a calendar of public meeting dates; post the agenda on a primary city webpage; and make reasonable efforts to invite meeting participation from non-traditional and language-minority audiences via media and communitybased organizations.
SB 707 Changes to Non-Traditional Teleconferencing Provisions Effective January 1, 2026:
SB 707 made changes effective January 1, 2026 to expand and clarify “non-traditional / alternative” teleconferencing rules that were established under AB 2449 for Just Cause and under a State of Emergency and for optional teleconferencing provisions for certain advisory bodies such as commissions and committees. SB 707 consolidates the prior “Just Cause” and “Emergency Circumstances” provisions from AB 2449 into a single category under “Just Cause” and expands the circumstances under which a member may participate remotely (Gov. Code § 5 Packet Pg. 107
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54953.8.3(c)(1 - 7)), including for:
• childcare / caregiving for designated family members or immunocompromised family members
• contagious illnesses
• physical or mental condition requiring teleconferencing • travel on official government business, including city business • physical or family medical emergency
• military service obligations requiring services 50 or more miles outside the city The member must notify the body at the earliest opportunity (including at the start of the meeting) of “Just Cause” need for remote participation; it is not required to disclose private medical information. The member must utilize both audio and visual means of remote participation. Before any action (vote), remote members must disclose whether anyone 18 years or older is in the room and their general relationship.
The Minutes of the meeting must list remote participants and the legal provision allowing for their participation. A maximum use of the “Just Cause” provision for remote participation per member applies:
(a) two meetings / year if the body meets once a month or less, (b) five meetings / year if the body meets twice a month, (c) seven meetings / year if the body meets three or more times a month.
SB 707 provides for teleconferencing during a state or local State of Emergency (Gov. Code § 54953.8.2) subject to certain legislative findings and renewal of such findings every 45 days.
ADA / Reasonable Accommodations
A legislative body member with a disability may participate remotely as a reasonable accommodation under applicable law (Gov. Code § 54953(c)). The member must use AV technology unless a disability-related condition requires audio only. Before any action, the member must disclose whether anyone 18 years or older is in the room and their general relationship. Remote participation counts as in-person attendance for the quorum. Other teleconferencing requirements under Gov. Code § 54953(b) and § 54953.8 - 54953.8.7 do not apply.
Options for Teleconferencing for Council-Authorized Eligible Subsidiary Bodies (Committees / Commissions)
Beginning January 1, 2026, SB 707 allows for teleconferencing for eligible subsidiary bodies under Gov. Code § 54953.8.6. The eligible subsidiary body must be created by formal city council action; not take final action on legislation, regulations, contracts, licenses, permits, entitlements, grants or funding allocations; and not have primary jurisdiction over elections, budgets, police oversight, privacy, library content, or taxes / spending. Before the first remote meeting of the subsidiary body and every 6 months thereafter, the Council must make certain findings (i.e. teleconferencing will enhance public access and promote attraction, retention and diversity of members) and a majority vote of the subsidiary body to approve the proposed teleconferencing. There must be one physical meeting site within the City’s jurisdiction for in person attendance with open and accessible public access, at least one staff member from either the subsidiary body or council must be present, and the agenda must be posted at the physical location (but not at remote locations). All teleconferencing body members must be visibly present during the open portion of the meeting unless a physical or mental condition or loss of connectivity makes video participation infeasible. Elected Officials who are members of subsidiary bodies can only participate remotely under the traditional teleconferencing rules. A 5 Packet Pg. 108
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subsidiary body may request to present its recommendation to the Council, then the Council would be required to agendize and discuss within 60 days and must not be placed on Consent, and Council can only act on the recommendation at a subsequent meeting.
To allow for teleconferencing option for eligible subsidiary bodies, this would require additional staffing for the meeting of those bodies and may require re-location or provision for additional technology or equipment to resource the teleconferencing option. Some regular meeting locations are not currently equipped to provide for a reliable teleconferencing ability. No requests have been received to-date from advisory committees seeking the teleconferencing option and there has generally not been a challenge to achieve a quorum of members present for in-person advisory committee meetings. Staff’s assessment of instances that involved an advisory committee member’s lack of attendance at regular meetings would likely not have been mitigated by providing a teleconferencing option for attendance. Additionally, providing for a teleconferencing option for advisory committee meetings may establish an inequity by requiring some participants to attend in-person (i.e. elected officials and staff members) while allowing for others to attend remotely. Due to staffing, location, budget and resourcing constraints, in addition to the other considerations discussed, it is not recommended to provide for the teleconferencing option for subsidiary bodies at this time.
SB 707 Other Provisions applicable to “All Legislative Bodies” Effective January 1, 2026:
Ejection / Removal for Disruption (Live and Online) (Gov. Code. § 54957.95 & 54954.96) The Brown Act authorizes the removal of an individual for “disrupting” the meeting. A “disruption” is defined as engaging in behavior during a meeting of a legislative body that actually disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting. Unless danger is imminent, the Presiding Officer or designee must warn participants before removing them for disruption. The reasons for removal must be documented in the meeting minutes. SB 707 now provides for authorization for removal for online disruption (e.g. “Zoom bombing’).
Distribution of Copies of the Brown Act
Effective January 1, 2026, SB 707 requires that the City must provide every elected or appointed legislative body member a copy of the Brown Act before their first meeting (Gov.
Code § 54952.7). The City Attorney’s Office prepared a compilation of the text of the Brown Act in effect as of January 1, 2026, which was distributed by the City Clerk’s Office to all members of the City Council and applicable City Committees and Commissions. The City Clerk’s Office distributes this copy of the Brown Act at the time of send the letter of appointment to new Committee / Commission members to comply with this requirement.
Social Media
The Brown Act prohibits members of a legislative body from responding directly to another member’s social media communication concerning matters within the body’s jurisdiction. SB 707 removes the sunset date on the prior AB 992 that established this restriction to allow continued regulation.
NEXT STEPS:
1. City Council to adopt the Resolution and technology disruption policy.
2. City Council to receive and review the report regarding the SB 707 amendments to the Ralph M. Brown Act.
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ALTERNATIVE ACTION:
The City Council could choose to not accept this report and decline adopting the proposed policy, and therefore would not be in compliance with Government Code § 54953.4.(b)(1)(A)(i)(1)(ia).
CEQA:
This item is exempt from the provisions of the California Environmental Quality Act (CEQA), under Section 15061(b)(3) of the CEQA Guidelines (14 Cal. Code Regs. 15000 et seq.) because it can be seen with certainty that there is no possibility that discussion of the amendments to the Brown Act as a result of SB 707 may have a significant effect on the environment.
FISCAL IMPACT:
There will be some administrative and operational fiscal impacts to comply with these new mandated requirements, which are expected to be within existing budgeted expenses.
Equipment and service enhancement expenses related to technology components and upgrades.
ORIGINATED BY:
City Clerk
ATTACHMENT LIST:
Exhibit A: Proposed AP-85 Disruption Of Remote Access to City Council Meeting (SB 707) (PDF)
Attachment B: Bill Text SB 707 (2025) (PDF)
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RESOLUTION NO. ____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PACIFICA ADOPTING POLICY
FOR DISRUPTION OF REMOTE ACCESS DURING PUBLIC OPEN MEETINGS OF CITY COUNCIL CONSISTENT WITH SB 707 (ADMINISTRATIVE POLICY NO. 85) WHEREAS, pursuant to Senate Bill 707, Government Code section 54953.4 requires that, beginning July 1, 2026, eligible legislative bodies provide members of the public an opportunity to attend open and public meetings through a two-way telephonic service or a two-way audiovisual platform, subject to the exceptions stated in that section; and
WHEREAS, Government Code section 54953.4, subdivision (b)(1)(A)(i)(I)(ib), requires an eligible legislative body, on or before July 1, 2026, to approve at a noticed public meeting in open session a policy addressing disruption of telephonic or internet service occurring during meetings where remote access is required; and WHEREAS, Government Code section 54953.4, subdivision (b)(1)(A)(i)(I)(ib)–(Ic), establishes requirements for recessing and reconvening a meeting and for making good faith efforts to restore service if a disruption prevents members of the public from attending or observing the meeting remotely; and
WHEREAS, the City Council is the City’s only “eligible legislative body” for purposes of Government Code section 54953.4; and
WHEREAS, the City Council desires to adopt a policy that implements, and does not expand upon, the requirements of Government Code section 54953.4.
NOW, THEREFORE, BE IT RESOLVED, that the City of Pacifica, acting by and through its City Council, having considered and been fully advised in the matter and good cause appearing therefore do hereby as follows:
SECTION 1. Incorporation of recitals.
The recitals above are true and correct and incorporated into the body of this Resolution by reference.
SECTION 2. Adoption.
The City Council adopts the Disruption Policy attached hereto as Exhibit “A.” SECTION 3. Implementation.
This resolution implements Government Code section 54953.4. It does not create rights beyond those required by state law and does not expand the obligations imposed by that section.
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SECTION 4. Effective Date.
This resolution takes effect immediately upon adoption.
SECTION 5. Severability.
The City Council hereby declares every section, paragraph, sentence, cause, and phrase of this resolution is severable. If any section, paragraph, sentence, clause, or phrase of this resolution is for any reason found to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining sections, paragraphs, sentences, clauses or phrases.
SECTION 6. Certification.
The City Clerk shall attest and certify to the adoption of this resolution. • • • • •
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Pacifica, California, held on the 8th day of June 2026, by the following vote:
AYES, Councilmembers:
NOES, Councilmembers:
ABSENT, Councilmembers:
ABSTAIN, Councilmembers:
_________________________________
Christine Boles, Mayor
ATTEST: APPROVED AS TO FORM:
______________________________ _________________________________ Sarah Coffey, City Clerk Michelle Kenyon, City Attorney 5 Packet Pg. 112
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EXHIBIT A
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1 CITY OF PACIFICA
ADMINISTRATIVE POLICY
No.
85 DISRUPTION OF REMOTE ACCESS DURING
PUBLIC OPEN MEETINGS OF CITY COUNCIL
CONSISTENT WITH SB 707
PROPOSED
DATE ISSUED:
06/08/2026
1. PURPOSE
The purpose of this policy is to establish procedures for responding to disruption(s) of telephonic or internet services that provide two-way remote access for the public to attend and participate during public open meetings of City Council. Pursuant to Government Code Section 54953.4, the City Council adopts this policy to ensure statutory compliance, transparency, public access, and government operation during technological disruptions of public open meetings of City Council.
2. BACKGROUND
Senate Bill 707 (2025) (“SB 707”) requires all “eligible legislative bodies” to offer remote public access for City Council meetings through either (1) two-way telephonic service or (2) two-way audiovisual platforms. Pursuant to SB 707, the City of Pacifica is an “eligible legislative body” and is required to adopt, on or before July 1, 2026, a policy on how to address telephonic or internet service connection disruption that inhibits the public from accessing or observing a public open meeting of City Council.
3. DEFINITIONS
For purposes of this policy:
• “Disruption” means any failure, outage, or other interruption in the City’s telephonic or internet service that prevents members of the public from attending or observing in public open meetings of City Council.
• “Remote Access Services” means the two-way telephonic service and/or two-way audiovisual platform used to provide real-time remote public attendance and observation of public open meetings of City Council.
4. APPLICABILITY
This policy applies to all open and public meetings of City Council at which remote public
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Packet Pg. 114 Attachment: Exhibit A: Proposed AP-85 Disruption Of Remote Access to City Council Meeting (SB 707) (6223 : Resolution - SB 707 Policy for 2 participation is required per Government Code section 54953.4(b)(1)(A)(i)(I)(ia) but does not apply in those circumstances where the Brown Act provides that remote public access is not required.
5. DISRUPTION PROCEDURES
5.1. Response to Disruption of Remote Access Services
If Remote Access Services are disrupted during a public open meeting of City Council then the following steps must take place:
A. City Council shall immediately announce the disruption to the public; B. City Council must either adjourn the open session or recess from open session until Remote Access Services are restored or for at least one (1) hour to make a good faith effort to restore the Remote Access Services, whichever is sooner; C. During recess, City Council may meet in closed session as permitted by Government Code section 54953.4;
D. If following recess of the meeting, Remote Access Services have not been restored within (1) hour, then City Council may reconvene the meeting if it adopts, by roll call vote, a finding that it made good faith efforts to restore the Remote Access Services and that the public interest in continuing the meeting outweighs the public interest in remote public access.
5.2. Efforts to Restore Remote Access Services
City Council shall make good faith efforts to restore Remote Access Services, which may include:
A. Troubleshooting platform or teleconferencing software; B. Resetting or replacing audiovisual equipment;
C. Attempting alternative connection methods;
D. Contacting necessary support staff or service providers; or E. Switching to back-up equipment or platforms, if available.
Pursuant to the Recordkeeping section of this policy, the City Clerk shall make a record and enter into the meeting minutes the disruption and restoration efforts undertaken by City Council.
6. RECONVENE OPEN SESSION
6.1. Timing
Open session may reconvene either upon restoration of Remote Access Services or if after
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Packet Pg. 115 Attachment: Exhibit A: Proposed AP-85 Disruption Of Remote Access to City Council Meeting (SB 707) (6223 : Resolution - SB 707 Policy for 3 one (1) hour has elapsed from the time of disruption, the finding required by Section 6.2. of this policy has been adopted by the Council.
6.2. Inability to Restore Remote Access Services
If Remote Access Services have not been restored after one (1) hour, the City Council may reconvene to either adjourn the meeting or to continue the meeting in open session only after the following, or a substantially similar, finding can be made and is adopted by a roll call vote of the Council:
“The City Council of the City of Pacifica has made good faith efforts to restore telephonic or internet service in accordance with its adopted policy and the public interest in continuing the meeting outweighs the public interest in remote public access.”
7. RECORD-KEEPING
If Remote Access Services were disrupted, then the City Clerk shall make a record and enter into the meeting minutes the following:
A. The nature and time of the disruption;
B. How the City Council complied with the procedures pursuant to Section 5.1; C. The restoration efforts undertaken;
D. The time the meeting was reconvened (if applicable); and E. The finding adopted pursuant to Section 6.2 (if applicable).
8. REVIEW AND UPDATES
This policy like other City Council policies, may be reviewed and amended from time-to-time by the City Council. As expressly required by the Brown Act, amendments to this policy must be approved at a properly noticed public meeting in open session, and may not be approved on the consent calendar.
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CITY OF PACIFICA
COUNCIL AGENDA SUMMARY REPORT
6/8/2026
1 SUBJECT:
Fiscal Year 2026-27 Proposed Budget Program Options
RECOMMENDED ACTION:
Review and discuss the Fiscal Year 2026-27 Proposed General Fund and Other Funds Budget and provide additional policy direction on the desired budget options and strategies for the upcoming budget.
STAFF CONTACT:
Sean Charpentier, City Manager
650-738-7409
[email protected]
Yulia Carter, Assistant City Manager
650-738-7301
[email protected]
Marisol Gómez, Director of Administrative Service
650-501-0257
[email protected] <mailto:[email protected]>
BACKGROUND:
This year's budget cycle launched on March 7, 2026, with the Council’s review of the City’s Strategic Plan and Priority-Setting workshop. The updated Strategic Plan was presented for Council adoption on May 11, 2026. While departmental workplans are typically presented concurrently with Strategic Plan adoption, staff delayed finalization of the FY 2026-27 workplans due to the City’s projected structural budget deficit and anticipated service reductions. This approach allowed staff to better align workplan commitments with available funding, staffing capacity, and operational realities before presenting the FY 2026-27 workplans as part of the June 8, 2026 budget discussion.
As part of this year’s outreach the City conducted a community survey to receive feedback on City service needs and priorities. In our tradition of transparency and engagement around the City’s budget process, the City is launching The Pacifica Discussion 2026 to ensure all residents have an opportunity to voice their priorities. Residents have identified community priorities such as maintaining public safety services, maintaining 911 police, fire and emergency medical response times, attracting and retaining experienced medical responders, preventing further deterioration of streets and roads by paving those in the worst conditions and qualifying for Pacifica’s fair share of matching funds from state and federal governments.
The City continues to work hard to ensure resident priorities are addressed but given the current structural budget deficit the City is facing, core city services will need to be reduced.
Pacifica will be forced to reduce necessary city services, including public safety, public works, and community services. This could lead to fewer police officers and firefighters keeping our 6 Packet Pg. 153
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neighborhoods safe, popular community services, public works staff.
Despite the City’s best efforts, Pacifica still has among the worst-rated roads in the entire Bay Area, with only 28% of the City’s streets rated as at least “good” and 27% rated as “failed” to “very poor.” Pacifica has a backlog of $84 million in needed street and road repairs and maintenance needs, and without additional locally controlled funding, more than one-third of Pacifica’s streets will be rated as “failed” to “very poor” in five years, with repair costs becoming even more expensive and pushing the backlog up to $123 million in five years.
As for the City’s 911 emergency response and fire services, the current fire stations have no dedicated space for firefighters returning from calls to decontaminate and store personal protection equipment, which increases risk of exposure to carcinogens. Pacifica seeks to provide firefighters facilities that can reduce their risk of exposure to hazardous materials.
The City appreciates the community members who took the time to participate and share their perspectives thus far. This input is an important part of the City’s ongoing engagement efforts.
As we move into this year’s budget process, the City will continue to keep the community informed and involved as discussions about long term fiscal sustainability and potential funding options move forward.
Each year, the City of Pacifica adopts an annual operating budget that reflects the planned activities for the next fiscal year based on the best information available to the City Council and staff at the time of adoption. Then, at mid-year, staff revisits the projections and reports to the Council any changes needed to reflect new information and keep the City on track. These revised budget estimates help shape the development of the budget assumptions for the following year’s budget. The FY 2025-26 Mid-Year adjustments were presented to the Council on March 9, 2026.
The City’s Long-Term Financial Forecast (LTFF) was developed based on the FY 2025-26 midyear review and presented to Council on March 7, 2026, as part of the Strategic Planning Study Session. At that time, the LTFF indicated that the City of Pacifica was facing an ongoing structural deficit at the current level of services, projected at $3.4 million for the upcoming FY 2026-27. Without additional sources of revenue or material service reductions, the forecast showed that the City’s reserves could fall below the GFOA-recommended two months of operating expenditures reserves as early as FY 2027-28 and could be fully depleted by FY 2031-32.
The fiscal outlook reflects several ongoing fiscal pressures, including softening sales tax and cannabis revenues, reductions in Transient Occupancy Tax (TOT), business license and permit revenues associated with Short-Term Rental (STR) ordinance changes, and continued uncertainty surrounding Vehicle License Fee (VLF) in-lieu backfill payments from the State in the upcoming years. While the forecast included the $1.06 million VLF backfill that is due to the City in FY 2026-27, this amount is currently not included in the State’s proposed budget. The City is continuing to engage in coordinated, countywide advocacy efforts to secure this funding.
The preliminary forecast represented a “status quo” scenario at the current level of services and did not assume ongoing General Fund contributions to the Capital Improvement Program (CIP).
Even without additional CIP funding, the General Fund was projected to remain structurally imbalanced, underscoring the magnitude of the City’s fiscal challenges.
The City Council held study sessions on November 10, 2025, and November 24, 2025, to review Pacifica’s long-term fiscal sustainability challenges and explore potential short and long6 Packet Pg. 154
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term strategies to address structural budget deficits, limited staffing capacity, and significant unfunded capital needs. These discussions established a shared understanding of the City’s fiscal baseline and identified a range of tools to address structural deficits, limited staffing capacity, and significant unfunded capital needs.
Consistent with the City’s multi-layered Fiscal Sustainability Framework, presented as a fivepiece puzzle requiring multiple strategies working together rather than a single solution, the discussion focused on a comprehensive set of interconnected short- and long-term approaches, including strengthening and diversifying revenue streams, maintaining appropriate organizational investment and staffing capacity, advancing economic development to revitalize commercial areas and opportunity sites, recognizing housing development as an economic driver, and leveraging community partnerships, grants, and financing tools to supplement local resources.
The Budget Study Session 1 was held on April 13, 2026, and staff presented the Narrative Budget report outlining the Budget planning process, methodology, timeline, and preliminary budget strategies. The Council reviewed and supported incorporating the following budget strategies into the budget development process:
1. Continue the allocation of Excess Educational Revenue Augmentation Funding (ERAF) to ensure they remain in the General Fund to help address the projected budget deficit.
The Council may provide further direction on whether a portion of these revenues should continue to be allocated to the Disaster Accounting and Housing Action funds.
2. Address Financial Uncertainties Related to Vehicle License Fee In-Lieu Backfill Payments from the State by assigning a portion of the General Fund reserves as assigned fund balance designation to offset the potential loss.
3. Prioritize Revenue-Generating Development to Strengthen the City's Long-Term Financial Base and address the ongoing structural deficit.
4. Complete the Citywide Cost Allocation Plan (CAP) to establish fully burdened service costs, improve transparency in how administrative and overhead costs are allocated across departments, and support more accurate cost recovery and long-term fiscal sustainability.
5. Update the City’s Development Impact Fees and User Fee Schedule to better align fees with the actual cost of services and growth-related impacts, while providing the City Council with policy options related to cost recovery levels and General Fund subsidies.
Collectively, the strategies outlined above are intended to help reduce the City’s structural deficit and improve long-term fiscal sustainability. However, while these actions are important 6 Packet Pg. 155
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and necessary, they will address only part of the challenge.
Even with successful implementation, the City is likely to continue facing structural imbalance that will require broader evaluation of service levels and alignment of ongoing operating expenditures with available revenues. This process will require a thoughtful, measured, and transparent approach and will inevitably involve difficult choices.
As part of these discussions, the City Council also provided direction in November to further evaluate long-term funding strategies, including the potential feasibility of future revenue measures related to public safety and infrastructure funding, and to engage professional services to support community outreach, public education, and community opinion research efforts.
The goal of this work is to better understand community priorities, service expectations, and community perspectives regarding long-term fiscal sustainability and service priorities.
In response to that direction, the City initiated a community survey effort designed to provide additional insight into community priorities and service expectations. The survey results have since been published on the City’s website and shared through the City’s community newsletter.
The City appreciates the residents who took the time to participate and provide thoughtful feedback, which will continue to help inform ongoing fiscal sustainability and service-level discussions.
As part of the FY 2026-27 budget development process, the City also launched the “Pacifica Discussion” community engagement initiative to continue gathering resident input regarding City service needs, priorities, and potential tradeoffs. The outreach effort is intended to foster continued community dialogue during a challenging economic environment facing both the City and residents alike, while ensuring that future policy and budget discussions remain informed by community values and priorities.
Initial outreach and survey feedback has highlighted strong community interest in maintaining public safety services, preserving police, fire, and emergency medical response times, attracting and retaining experienced emergency responders, and addressing the City’s significant infrastructure needs, particularly the condition of local streets and roads.
As the City moves forward through this year’s budget process, it will continue to prioritize transparency, public engagement, and ongoing communication with the community regarding long-term fiscal sustainability challenges, service priorities, and potential future funding strategies.
On May 11, 2026, the City Council conducted Budget Study Session #2, which included a review of the FY 2026-27 Base Budget, the preliminary FY 2026-31 Capital Improvement Program (CIP), long-term fiscal sustainability challenges, and the City’s projected structural budget deficit.
Staff presented an updated General Fund Base Budget reflecting current service levels and operations. Through the budget development process, and after applying council-approved preliminary budget balancing strategies and updated assumptions, staff was able to reduce the projected FY 2026-27 Base Budget structural deficit of approximately $2.3 million, with a targeted citywide reduction amount of approximately $2.8 million, or 5% of the operating budget, prior to consideration of additional recommended program reductions and revenue adjustments.
At the meeting, staff also presented the results of the initial citywide service categorization effort, which organized departmental services into Mandated/Public Health and Safety Services, Core/Essential Services, and Discretionary/Community Enhancement Services to guide future service-level discussions and budget decision-making.
The Council reviewed the City’s fiscal outlook, ongoing revenue uncertainties, including Vehicle License Fee (VLF) in-lieu backfill funding, and the City's continued reliance on a combination of expenditure controls, revenue strategies, and long-term fiscal sustainability initiatives to address structural imbalances. The Council also received an introduction to the FY 2026-31 Capital Improvement Program and the recommended list of non-discretionary projects supported by 6 Packet Pg. 156
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available funding sources, grant funding, regulatory requirements, or immediate public health and safety needs.
Through the discussion, the Council provided feedback and emphasized the importance of maintaining transparency throughout the budget process, preserving critical public services where feasible, and continuing to evaluate both expenditure reductions and revenue-generating opportunities to improve the City’s long-term fiscal sustainability. The purpose of this Budget Study Session #3 is to present the recommended balancing strategies and service-level adjustment options that would translate into a proposed operating budget for Council consideration for adoption on June 22, 2026.
The recommendations presented as part of Budget Study Session #3 reflect the City Manager’s review of departmental budget requests, service-level evaluations, fiscal sustainability objectives, and Council feedback received during the prior budget study sessions.
DISCUSSION:
City Manager’s Recommendations for the FY 2026-27 Budget The overarching goal of the budget process is to develop a balanced and sustainable Budget by thoroughly analyzing the City's revenue structure and current service levels. This includes analysis of necessary service increases and/or reduction options, which, when combined, will achieve a balanced and sustainable budget, which also involves making difficult decisions about where to invest limited resources and where to delay or scale back, while ensuring alignment with the City Council’s adopted Strategic Plan.
Since the last meeting, each City Department has been given an opportunity to submit their prioritized budget requests with reference to the Council’s specific goals and strategies in the newly adopted Strategic Plan. After a comprehensive review of these requests, the City Manager has developed a balanced FY 2026-27 Recommended Budget that reflects both the City’s financial constraints and its long-term vision.
Developing this budget required tough choices, as the City continues to face a structural deficit and relies on uncertain or one-time revenues. As a result, the City Manager had to weigh each request against future fiscal sustainability, existing staffing and organizational capacity, and the ability to maintain essential services to the community to identify necessary and required service change options, which, in combination, maintain a balanced and sustainable budget.
Each recommended item aligns with one or more of the Strategic Plan goals and is detailed in Attachments 1 and 4-7, which outline the needs, funding impact, and strategic alignment.
Despite all efforts to balance priorities and address critical needs, 11 requests, including 9 within the General Fund, 2 in other funds, and 9 new capital projects, totaling $2.5 million, remain unfunded due to resource limitations. These include essential services and program enhancements that would advance Council priorities but could not be accommodated within the City's limited fiscal capacity this year. Leaving these requests unfunded limits departmental capacity to maintain service levels, deliver on strategic goals, and respond effectively to community needs.
The FY 2026-27 budget reflects a difficult but necessary response to the City's ongoing structural deficit. To achieve a balanced budget, approximately $2.1 million in reductions and service-level adjustments were required across multiple departments. While every effort was made to preserve core public safety, legally mandated, and essential services, some programs and service enhancements could not be sustained at prior levels. This budget represents a 6 Packet Pg. 157
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measured approach to aligning expenditures with available revenues, strengthening the City's long-term fiscal sustainability, and preserving organizational stability while minimizing impacts to the community wherever possible.
General Fund Department Target Reductions
At the last Council meeting, staff reported that the FY 2026-27 Base Budget included a structural deficit of $3.8 million, which was reduced to $2.3 million after applying the City’s 5% salary savings strategy. To provide additional structural flexibility and establish a buffer against future projected imbalances identified in the Long Term Financial Forecast, departments were asked to identify reduction options equal to approximately 5% of their operating budgets, totaling approximately $2.8 million, even though the immediate remaining budget gap was lower. This approach was intended to provide the City Manager with flexibility as the budget was refined, while also accounting for ongoing fiscal uncertainty and future revenue risks.
Every department met their budget target reduction providing options totaling $3.5 million in reduction options for the City Manager’s review. Staff across all departments worked collaboratively and thoughtfully through a very difficult and challenging process, carefully evaluating operational impacts, service levels, staffing capacity, and organizational priorities in an effort to help address the City’s structural deficit while minimizing impacts to core services wherever possible.
Following additional department budget meetings, and discussing the preliminary options with the Executive Team, the City Manager’s recommendations include revenue increases of $310,722 and expenditure reductions of $2.1 million, creating a modest surplus in the General Fund of $169,119. It is important to note that some of the recommended reductions and balancing strategies represent temporary measures intended to help stabilize the FY 2026-27 budget and are not be sustainable long-term solutions. Without meaningful growth in revenue and/or new sustainable and recurring revenues sources or long-term funding solutions, the City will need to consider more substantial organizational and service-level changes in future years to align ongoing expenditures with available resources.
In developing the FY 2026-27 Recommended Budget, the City Manager evaluated all departmental requests, reduction options, and enhancement proposals using a priority-based framework intended to balance fiscal sustainability, organizational capacity, service delivery impacts, and long-term strategic objectives.
Category 1: The highest priority category included revenue-generating opportunities, legally mandated or regulatory compliance items, operational efficiencies, and requests where deferral could create operational, financial, infrastructure, or liability risks to the City.
Category 2: The second tier of recommendations focused on preserving core services, addressing critical operational and organizational needs, maintaining essential staffing and service delivery capacity, and advancing high-priority Strategic Plan initiatives where feasible within the City’s constrained fiscal environment.
Requests that could not be accommodated within available resources were identified as unfunded and not recommended for FY 2026-27 consideration.
The City Manager’s recommended options are listed in Attachment 1, and department’s budget forms contain more detailed information and can be found in Attachments 4-7.
General Fund City Manager’s Recommended Program Options by Category:
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Service Enhancements - Additional Revenues.
Category 1
• Additional grant funding in Police Department from California Office of Traffic Safety (OTS), California Highway Patrol Cannabis Tax Fund Grant Program and from the California Department of Alcoholic Beverage Control Alcohol Policing Partnership Program for a net increase of $95,999 to the General Fund (one-time) • Net positive General Fund impact from utilizing Opioid Settlement funds in Police Department to offset shared costs of the Mental Health Clinician, resulting in a net increase of $78,900 to the General Fund (one-time)
• Net positive General Fund impact from increased planning application fee revenue generated through the Community Development Department’s strategic use of contracted services to accelerate and support specialized development review activities, resulting in a net increase of $120,000 to the General Fund (ongoing) Service Enhancements - New Expenditure Requests.
Category 1
• Special Financing District Feasibility Study - $30,000 (one-time). Feasibility study evaluating a Special Financing District for streets & road infrastructure improvements. • Library Modernization Project Support - $20,000 (one-time). Continues strategic communications, outreach, and web hosting support through external consultants for the Library Modernization Project.
• SB 1383 - $75,000 (ongoing). Provide funding to support new SB 1383 Recovered Organic Waste Products (ROWP) compliance requirements.
• Convert Limited-Term Maintenance to Permanent - $0 (ongoing) Convert (1) Limited-Term Maintenance Worker I position to a permanent position. Zero effect as term expires within the fiscal year, thus budgeted in the base.
Category 2
• GIS Implementation Consultant - $52,000 (one-time) Continuing Consultant Support for inprogress Geographic Information System (GIS) implementation.
Service Reduction Options:
Total City Manager Department Reduction Program Options totaled $1.7 million. To address the remaining General Fund deficit, departments identified reduction options, with the City Manager recommending a balanced approach that prioritizes minimizing impacts to core services while preserving operational flexibility.
The recommended adjustments include a combination of one-time and ongoing expenditure reductions, strategic staffing actions, funding reallocations, program modifications, and the deferral of selected initiatives across all departments.
The City Manager’s recommended options are listed in Attachment 1, and department’s budget forms contain more detailed information and can be found in Attachments 4-7.
In addition to the service-level adjustments outlined below, departments identified a series of budget refinements and operational efficiencies that reduced the General Fund deficit by approximately $515k. Since the last Budget Study Session, when Finance and the City Manager’s Office presented the FY 2026-27 Base Budget, the Administrative Services Director and Assistant City Manager met with each department for a detailed review of departmental budgets, operational needs, expenditure trends, and revenue assumptions. Through this collaborative review process, staff identified alignment opportunities and budget refinements that could be categorized as adjustments to the Base Budget rather than direct service-level reductions.
Unlike the recommended service reductions, these adjustments generally do not represent direct reductions to service levels, but rather better align budgeted revenues and expenditures with actual operational trends, historical spending patterns, contractual obligations and the most current financial information available during the budget development process. Examples 6 Packet Pg. 159
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include revised revenue projections based on updated HdL sales tax estimates and other revenue trend analysis that became available after the Base Budget was presented; right-sizing contractual services and operating budgets; identifying accounts with historically lower utilization; reallocating expenditures between funds where appropriate; and reducing discretionary spending in select operational areas such as postage, travel, supplies, and other non-essential operating accounts. Collectively, these refinements improve budget accuracy and fiscal stewardship while minimizing direct impacts to service delivery wherever possible.
Category 1 reductions and adjustments recommended by the City Manager include the following:
• Eliminate annual contribution to the OPEB Trust this year for unfunded retiree health liability ($283,750)
• Decrease annual transfer to the Fire Equipment Replacement Fund ($65,000 alternative program option recommended as per budget form)
• Fund a Limited-Term Senior Planner position for LCP/CARP implementation through reallocation of existing funds and matching grant revenues ($31,716 net General Fund impact)
• Reallocate funding for Objective Design Standards (Zoning) to the Housing Action Fund ($85,000)
• Unfund vacant Management Analyst I/II position and repurpose funding toward Administrative Assistant III classification ($50,406)
• Convert City Council and Planning Commission minutes to action minutes format and eliminate a part-time Stenographer position ($26,585)
• Transfer Police Department employee wellness funding to Workers’ Compensation Fund ($34,686)
Category 2 reductions and adjustments recommended by the City Manager:
• Hiring freeze for (1) Vacant Firefighter Engineer position for 6 months ($108,295 alternative program option recommended as per budget form) • Reduce consulting services, software, and equipment replacement budget items in IT Division ($75,336)
• Reduce Executive Recruitment Budget ($25,000)
• Reduce Conference Registration Budget ($8,125)
• Transfer Employee Wellness/Recognition Budget to Risk Management Fund ($33,495) • Reduce General Legal Services in CDD, including legal support for the Planning Commission ($25,000)
• Reduce General Legal Services in City Attorney’s Office Department budget ($57,000) • Eliminate Funding for Portable Restroom (American Portables) Supporting the Temporary Safe Parking Program ($25,000)
• Deferral of funding for Special Financing District Feasibility Study (CFD / EIFD / PBID) for Sharp Park and other commercial areas ($75,000)
• Remove Economic Development Committee Budget ($7,750) • Freeze Vacant Lead Teacher Position ($118,090)
• Discontinue the Senior Services Transportation Program ($115,761) • Phase out City Aquatics Services ($154,462)
• Hiring freeze of (1) Vacant Police Officer position for 6 months ($110,394) • Transfer salary and benefit costs for a Community Services Officer position to the Supplemental Law Enforcement Services Grant Fund ($38,300) • Reassign the Community Emergency Response Team (CERT) Program from Police to NCFA oversight ($20,000 alternative program option recommended as per budget form) • Reduce Janitorial Services in Public Parks ($70,000)
• Hiring freeze of (2) .5 FTE Vacant Part-Time Maintenance Assistant Positions (48,550) 6 Packet Pg. 160
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Not Recommended Options:
The City Manager does not recommend the following General Fund program options due to the potential impacts on core service delivery, organizational capacity, operational responsiveness, and already limited staffing resources. In several cases, as listed above, the recommended budget instead reflects alternative balancing strategies intended to minimize service disruptions while still achieving necessary fiscal reductions.
Accordingly, the vacant positions identified below as potential reduction options are not recommended for elimination or extended hiring freezes. If the City Council approves the City Manager’s Recommended Budget, departments would be authorized to continue recruitment efforts for these positions in order to minimize impacts to service delivery and maintain operational capacity.
Similarly, while certain reductions to community outreach and engagement programs are recommended, the City Manager does not recommend elimination of all related programs.
Instead, staff recommends an alternative approach that would transfer administration of the Community Emergency Response Team (CERT) program from the Police Department to North County Fire Authority (NCFA) oversight, while preserving other community-oriented programs such as the Teen Academy and related outreach efforts.
Below are the budget options NOT recommended at this time:
• Hiring freeze of (1) Firefighter Engineer Vacant position ($216,590) • Unfund vacant Management Analyst position in City Manager's Office ($200,177) • Funding for professional event planning support and community activation efforts per Economic Development plan ($30,000)
• Hiring freeze of (1) Vacant Police Officer Position ($220,778) • Hiring freeze of (1) Vacant Community Service Officer Position ($80,432) • Reduction in Police Department community outreach and engagement programs (75,000)
• Add Management Analyst position for Public Works Department (General Fund 0.5 FTE allocation) ($104,252)
Some of these requests may need to be revisited during the Mid-Year Budget Review, pending further analysis, refined cost estimates, or change in revenue conditions, either improving (possible revenue measure) or deteriorating (VLF backfill withheld).
Council Consideration Community Programs:
During the annual budget process, the Council often receives requests from community organizations for financial support for discretionary community programs, sponsorships, pilot initiatives, and contributions to outside organizations. Given the City’s current fiscal constraints and structural budget challenges, the City Manager’s FY 2026-27 Recommended Budget is primarily focused on maintaining core municipal operations, essential services, regulatory obligations, and organizational sustainability.
Given the scope and negative impact of the service reductions included in the City Manager’s recommended budget, the programs and requests identified below are not included in the City Manager’s Recommended Budget. However, because several of these items reflect broader community priorities, policy considerations, or Council-directed interests expressed during prior Council discussions, they are presented separately for potential City Council consideration during the budget adoption process. Inclusion of these items would require additional 6 Packet Pg. 161
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appropriations, and may require alternative funding sources or policy tradeoffs with additional reductions elsewhere in the budget, subject to Council policy direction. • Community Grants as follows:
➢ Pacifica Resource Center (PRC) - $100,000
➢ Pacifica Beach Coalition (PBC) - $10,000
➢ Fog Fest - $25,000
➢ Pacifica Coast Pride - $5,000
• OneShoreline - $40,000
A contribution to support regional efforts related to climate resilience and sea-level rise adaptation, coordinated through the San Mateo County Flood and Sea Level Rise Resiliency District (OneShoreline).
• Throne Labs Public Restroom at Fairmont Park - $79,110 A request to install a portable Throne Labs Public Restroom at the Fairmont Rec Park for a 1-year pilot program.
• Throne Labs Public Restroom at Municipal Pier - $54,110 A request to install a portable Throne Labs Public Restroom at the Pier for a 1-year pilot program, offset by eliminating the maintenance cost of the existing bathroom.
Projected Fund Balance Structure and Budgetary Reserves The Proposed FY 2026-27 Operating Budget is being presented as a balanced budget.
However, it is important to note that this is not a structurally balanced budget, meaning that the City’s operating expenditures exceed operating revenues. Even considering the program reduction options, the budget would not be balanced without the salary savings mechanism.
Although the City’s use attrition and vacancy savings to offset costs, this has become an increasingly significant component of the City’s budget strategy. Reliance on ongoing vacancy savings is not a long-term sustainable solution, as it assumes positions remain unfilled and can contribute to increased workloads, service delivery challenges, employee burnout, recruitment and retention difficulties, and the deferral of organizational priorities. Addressing the City’s structural imbalance will ultimately require a combination of expenditure reductions, revenue enhancements, operational efficiencies, and policy decisions that align ongoing costs with recurring revenues.
If all program options identified in this report are approved by the City Council, as presented the General Fund will project an ending surplus of about $169k.
After factoring in the above-mentioned budget options, the General Fund Proposed Budget revenues and transfers-in are projected at $53.6 million. The total General Fund operating expenditures and transfers-out are budgeted at $55.0 million, and the capital transfer-out remains at $50,000. The table below demonstrates the Net change to the General Fund balance.
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After applying all the changes described above, the Proposed General Fund Budget will have a $169k surplus, leaving $12.4 million in the Unassigned General Fund Balance, which is about
22.6% of the City’s Operating expenditures in addition to 10% or $5.5 million in the minimum policy reserve.
The City’s Fund Balance Policy identifies fund balances (or reserves) that fall into the following categories: non-spendable items or portions of fund balance that cannot be liquidated, restricted amounts for use by outside agencies, committed amounts by Council action such as emergency /contingency reserves and assigned balances to pay off unfunded liabilities and to fund infrastructure improvements.
In accordance with GASB Statement No. 54 requirements and the City policy, the Council established the following designations or contingencies of the General Fund Committed Balance.
o Budget Shortfall Policy Reserve of 10% of Expenditures ($5.5 million) o VLF Restriction Budget Strategy #2 ($1.06 million)
o Facilities Maintenance & Replacement ($0.2 million)
o Compensated Absences Reserve ($0.2 million)
o Child Care Reserve ($0.5 million)
o Legal Reserves ($0.1 million)
The General Fund balances for the FY 2026-27 Recommended Budget are detailed in the table below. If all options presented in this report are approved by the Council, the City will have a balanced FY 2026-27 Budget with an undesignated General Fund Balance of approximately $12.4 million.
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Maintaining a sufficient level of the projected ending fund balance is necessary for fiscal and operational sustainability. After factoring in the restricted reserves and operating contingency, the ending undesignated General Fund balance is projected to be close to $12.4 million or
22.6% of the General Fund operating expenditures (excluding one-time capital transfers), which equates to slightly less than three months of regular operating expenditures and is slightly above the Government Finance Officers Association of the US and Canada (GFOA) minimum recommendation for government entities of no less than two months of regular general fund operating expenditures (approx. $9.2 million for the City of Pacifica in FY2026-27).
Other Funds Program Options:
The City Manager’s FY 2026-27 Budget recommendations for non-General Fund programs are summarized below and further detailed in Attachment 7.
These recommendations total $1.1 million, which include receiving transfers from the General Fund reductions in the Risk, COPS Grant, and HAF funds.
Other Funds - Recommended Program Options:
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Category 1 reductions and adjustments recommended by the City Manager include the following:
• Funding for zoning modernization & code updates to align with General Plan ($185,000) Fund 221 HAF
• Funding for development and implementation of Objective Design Standards within the Zoning Code ($85,000) Fund 221 HAF
• Transfer-in funding for CSO position from GF to the Supplemental Law Enforcement grant ($38,300) Fund 207 COPS
Category 2 reductions and adjustments recommended by the City Manager:
• Funding to evaluate housing opportunities on publicly owned lands consistent with General Plan Program HE-I-3 ($150,000) Fund 221 HAF
• Funding for on-call professional services supporting Housing Element implementation activities ($80,000) Fund 221 HAF
• Funding for the purchase of four vehicles for Public Works and Police Department operations ($286,500) Fund 671/672 Motor Pool
• Additional funding for Wastewater Operations and Maintenance Expenses ($140,701) Fund 518 Wastewater
• Funding for a predictive maintenance study to support long-term infrastructure and asset management planning ($50,000) Fund 518 Wastewater
• Funding for implementation of a Computerized Maintenance Management System (CMMS) for the WWTP ($25,000) Fund 518 Wastewater
• Transfer-in Police Department and HR Wellness funding to the Workers' Compensation Fund ($68,181) Fund 518 Wastewater
Not Recommended Options:
• Management Analyst Position - As mentioned above, the City Manager did not recommend funding an additional management analyst shared between the General Fund and Wastewater at this time.
• Continuation of the Temporary Safe Parking Program (TSPP) The City Council may also wish to provide direction on whether to continue funding the Temporary Safe Parking Program (TSPP) in FY 2026-27, and if so, at what level. The TSPP program currently includes 15 spaces total, consisting of 10 leased RV spaces and 5 on-street spaces, with support services provided by the Pacifica Resource Center. The current annual program cost is approximately $463,000, including PRC support services, leased RV spaces, portable restrooms, and partial (.25 FTE) Community Service Officer support.
The program was originally established as a temporary initiative. Given the City’s structural budget challenges and the significant cost of the program, staff is presenting this item separately for Council consideration. If the Council wishes to continue the TSPP in some form, the City Manager recommends that the Housing Action Fund be used to support eligible program costs. With the current Housing Action Fund balance of approximately $2 million, funding all recommended Housing Action Fund requests and the TSPP would reduce the projected ending fund balance to approximately $934,000.
In addition, with ERAF revenues now retained within the General Fund as part of the City’s broader fiscal stabilization strategy, the Housing Action Fund no longer has an ongoing dedicated revenue source to replenish fund balance reductions in future years.
Additional information about these budget options can be found in Attachment 7 to this report. 6 Packet Pg. 165
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Capital Improvement Program (CIP) 2026-31:
The five-year Capital Improvement Program (CIP) was introduced to Council at the Budget Study Session 2 on May 11, 2026, outlining the City's infrastructure priorities and planned capital investments. Following that presentation, the draft CIP was reviewed by the Planning Commission on June 1, 2026, for consistency with the City’s General Plan.
Attachment 9 - FY 2026-31 Capital Improvement Program provides a comprehensive overview of planned infrastructure projects and reflects Council’s strategic priorities and community needs.
The CIP is intended to ensure that Pacifica’s public facilities and infrastructure are safe, functional, and positioned to serve both residents and visitors for years to come. This year’s CIP book includes a newly formatted project template that includes pictures, districts, related Council Strategic Goals, and more description and justification of the project. The CIP also includes a summary of fund balances for CIP related funds that provide a future projection on fiscal ability to support future CIP needs.
The enhanced CIP format was developed collaboratively by the Public Works and Finance teams and reflects the City’s continued commitment to organizational excellence, transparency, and long-range financial planning. The updated document structure was intentionally designed to align more closely with Government Finance Officers Association (GFOA) and California Society of Municipal Finance Officers (CSMFO) best practices for capital planning and public budget communication, while making the document more accessible and informative for the City Council and community.
The final 5-year CIP document will be brought forward for adoption on June 22, 2026.
Not Funded FY 2026-27 General Government CIP Requests:
As the City Council reviews the City Manager’s Recommended Budget, associated program reductions, and potential community program requests, it is also important to recognize that several General Government capital improvement requests were not included in the FY 2026-27 Recommended CIP due to the City’s ongoing structural budget deficit and limited General Fund capacity. While City Manager and staff recognize the operational value and long-term benefit of many of these needs, available funding was prioritized toward other critical infrastructure obligations, essential operational needs, regulatory requirements, and projects already underway or externally funded.
The following eight projects at combined value of $1.8 million have therefore been identified as unfunded capital requests for FY 2026-27 and have been placed on the City’s unfunded CIP list for future consideration. The City Council may revisit these requests in future budget cycles as fiscal conditions, grant opportunities, operational priorities, or available funding sources evolve. 6 Packet Pg. 166
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STRATEGIC PLAN AND FY 2026-27 WORKPLAN:
The City’s Strategic Plan is intended to serve not only as a long-term visioning document, but also as a practical framework for operational decision-making, resource allocation, staffing priorities, and budget development. As discussed during the Strategic Plan workshop on March 7, 2026 and reflected in strategic planning best practices, the budget and the Strategic Plan should operate as integrated and aligned processes rather than parallel exercises competing for limited organizational resources.
For that reason, the FY 2026-27 Staff Work Plan is being presented concurrently with the Proposed Budget rather than separately from the budget adoption process for better transparency, accountability, and organizational alignment between the Council’s strategic priorities with the City’s actual fiscal realities, staffing levels, and operational capacities. The Work Plan serves as the implementation action plan for the Strategic Plan and reflects the specific projects, tasks, and operational efforts staff believe can reasonably be advanced within available resources during the upcoming fiscal year.
At the same time, the City continues to face significant organizational and fiscal challenges, including structural budget deficits, substantial infrastructure funding gaps, staffing shortages across multiple departments, unfunded capital and facility needs, and rising operational and contractual costs. As reflected throughout the FY 2026-27 Proposed Budget, the City is being required to make difficult service-level decisions and reductions in order to maintain essential core services and preserve long-term fiscal sustainability.
These fiscal and operational constraints directly impact the City’s organizational capacity and ability to advance many of the aspirational goals, strategies, and initiatives identified in the Strategic Plan at the pace originally envisioned. As part of the FY 2026-27 budget development process, Department Directors and executive staff conducted a comprehensive review of the Strategic Plan implementation matrix, including all associated goals, strategies, tasks, and subtasks, to evaluate staffing capacity, operational feasibility, funding availability, and competing organizational priorities.
As a result of that review, staff is recommending that certain work plan items be delayed, deferred, or extended beyond their originally anticipated completion timelines in order to better align organizational commitments with realistic operational capacity. In the interest of transparency and improved accountability, the FY 2026-27 Work Plan also includes a new 6 Packet Pg. 167
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tracking category identifying selected items as “Not Selected for FY 2026-27” due primarily to organizational capacity constraints related to staffing and budget limitations. Many of these items were previously identified as “Not Started” or “Off Track,” and staff believes it is important to provide the City Council and community with a realistic assessment of what can reasonably be accomplished given current fiscal and operational conditions (Attachment 11).
The FY 2026-27 Proposed Budget and Work Plan represent staff’s best effort to balance day-today operational responsibilities, mandated services, organizational sustainability, and advancement of the City Council’s strategic priorities in a financially responsible and operationally achievable manner.
ALTERNATIVE ACTION:
The City Council has been asked to provide input and direction on the FY 2026-27 Proposed Budget. No alternative action is identified.
RELATION TO CITY COUNCIL GOALS AND WORK PLAN:
A balanced and structurally sustainable budget is consistent with all City Council strategic goals and ensures that Citywide revenue meets the cost of providing Citywide services.
FISCAL IMPACT:
Because the recommendation is to review and discuss budget options, no direct fiscal impact is associated with this item. City Council direction on the proposed budget options will be factored in the FY 2026-27 Budget document that will be brought forward for adoption on June 22, 2026.
ORIGINATED BY:
City Manager's Office
ATTACHMENT LIST:
Attachment 1 - FY 2026-27 City Manager Recommended Budget Options (PDF) Attachment 2 - FY2026-27 Recommended Budget General Fund Revenues (PDF) Attachment 3 - FY 2026-27 Recommended Budget General Fund Expenditures (PDF) Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (PDF)
Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (PDF)
Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (PDF)
Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms(PDF) Attachment 8 - FY 2026-27 Projected Fund Balance Schedule (1) (PDF) Attachment 9 - FY2026-31 Capital Improvement Program (PDF) Attachment 10 - Proposed FY 2026-27 Not Recommended (Operating and CIP) (PDF) Attachment 11 - FY 2026-27 Strategic Work Plan (PDF)
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Attachment 1
GENERAL FUND
BASE BUDGET
FY 2026-27
GENERAL FUND
FY 2026-27
Proposed
Beginning Fund Balance 20,924,400 20,924,400
Operating Revenue $52,806,000 $53,116,722
Operating Expenditures (52,767,534) (50,707,527)
Operating Transfers In 450,000 450,000
Operating Transfers Out (4,320,593) (4,255,593)
Capital Transfers Out (50,000) (50,000)
Total Fund Surplus (Deficit) (3,882,127) (1,446,398)
Add Back One-time Capital (3,832,127) (1,396,398)
Salary Savings 5% 1,565,517 1,565,517
Operating Adjusted Surplus/(Deficit) (2,266,610) 169,119 Ending Fund Balance 18,657,790 21,093,519
Ending Fund Balance as % of Operating Expenses 33% 38%
Undesignated Fund Balance as % of Operating Expenses 17.1% 22.6% FY 2026-27 GENERAL FUND PROGRAM OPTIONS
City of Pacifica
CITY MANAGER RECOMMENDED
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Packet Pg. 169 Attachment: Attachment 1 - FY 2026-27 City Manager Recommended Budget Options (6229 : Budget Attachment 1
FY 2026-27 GENERAL FUND REVENUE PROGRAM OPTIONS
Dept
CM
Y or N
CM
CAT
Dp
PR One-time
Enhancement /
Reduction Description
Service Categories
(M,C,E) Impact to General Fund
Police Y 1 1 x E Traffic Grant Revenue E 95,999
Police Y 1 2 x E Cost Sharing Mental Health Clinician Utilizing Opioid Settlement Funds E 78,900 CDD Y 1 7 R Reduce contract planner services for standard development review C 120,000 Total $ 294,899
FY 2026-27 GENERAL FUND EXPENDITURE PROGRAM OPTIONS
Dept
CM
Y or N
CM
CAT
Dp
PR One-Time
Enhancement /
Reduction Description
Service Categories
(M,C,E) Impact to General Fund
Enhancement Requests:
CMO Y 1 1 x E E $ 30,000
CMO/Clerk Y 1 1 x E E $ 20,000
PW - Eng Y 1 3 E M $ 75,000
PW - Field Services Y 1 1 E C $ -
PW - Eng Y 2 2 x E C $ 52,000
Reduction Requests:
Non-Departmental Y 1 1 x R C $ (283,750)
Fire Y 1 1 x R C $ (65,000)
CDD Y 1 2 E C $ (31,716)
CDD Y 1 6 x R E $ (85,000)
CDD Y 1 8 E C $ (50,406)
CDD/Clerk Y 1 2 R E $ (26,585)
Police Y 1 5 x R E $ (34,686)
Fire Y 2 2 x R C $ (108,295)
Admin Services - IT Y 2 1 R C $ (75,336)
Admin Services - HR Y 2 2 R C $ (25,000)
Admin Services - HR Y 2 3 R E $ (8,125)
Admin Services - HR Y 2 4 x R C $ (33,495)
CDD Y 2 3 x R C $ (25,000)
City Attorney Y 2 1 R C $ (57,000)
CMO Y 2 2 R E $ (25,000)
CMO - EDH Y 2 1 x R C $ (75,000)
CMO - EDH Y 2 2 R E $ (7,750)
PBR Y 2 1 x R C $ (118,090)
PBR Y 2 2 R E $ (115,761)
PBR Y 2 3 R E $ (154,462)
Police Y 2 3 x R M $ (110,394)
Police Y 2 4 R
Feasibility study evaluating a Special Financing District for streets & road infrastructure improvements Funding for Pacifica Libraries Project outreach and community engagement activities (ALT )* Provide funding to support SB 1383 Recovered Organic Waste Products (ROWP) compliance requirements
Reclass (1) Limited-Term Maintenance Worker I position to a permanent position Continue Consultant Support for Geographic Information System (GIS) implementation Eliminate funding on the Annual Contribution to the Trust for unfunded OPEB liability Decrease Annual Transfer to Fire Equipment Replacement Fund (ALT)* Fund a Limited-Term Sr. Planner for LCP/CARP through reallocation of funds and matching grant Reallocate Funding for Objective Design Standards (Zoning) to the Housing Action Fund Unfund Management Analyst I/II and Fund Administrative Assistant III Position Convert to action minutes (City Council / Planning Commission) and unfund a part-time Stenographer positio Transfer Police Department employee wellness funding to the Self-Insurance Workers’ Compensation Fund Hiring freeze for (1) Vacant Firefighter Engineer position for 6 months (ALT )* Reduce consulting services, software and equipment replacement budget items in IT Division Reduce Executive Recruitment Budget
Reduce Conference Registration Budget
Transfer Employee Wellness/Recognition Budget to Risk Management Fund Reduce General Legal Services in CDD, including legal support for the Planning Commission Reduce General Legal Services in CAO Department budget
Eliminate Funding for Portable Restroom (American Portables) Supporting the Temporary Safe Parking Prog Deferral of funding for Special Financing District Feasibility Study (CFD / EIFD / PBID) for Sharp Park and ot Remove Economic Development Committee Budget
Freeze Vacant Lead Teacher Position
Discontinue the Senior Services Transportation Program
Phase Out City Aquatics Services
Hiring freeze of (1) Vacant Police Officer position for 6 months Transfer salaries and benefits costs for a Community Services Officer position to Supplemental Law Enforcement Grant Fund M $ (38,300)
SUMMARY OF FY 2026-27 CITY MANAGER RECOMMENDED BUDGET OPTIONS City of Pacifica
6.a
Packet Pg. 170 Attachment: Attachment 1 - FY 2026-27 City Manager Recommended Budget Options (6229 : Budget Police Y 2 6 R Reassign the Community Emergency Response Team (CERT) Program from Police to NCFA oversight (ALT )* E $ (20,000)
PW - Field Services Y 2 5 R Reduce Janitorial Services in Public Parks C $ (70,000) PW - Field Services Y 2 6 x R Hiring freeze of (2) .5 FTE Vacant Part-Time Maintenance Assistant Positions C $ (48,550) Fire N 3 x R Hiring freeze of (1) Firefighter Engineer Vacant position C $ (216,590) CMO N 3 x R Unfund vacant Management Analyst position in City Manager's Office E $ (200,177) CMO - EDH N 3 x E
Development plan E $ 30,000
Police N 7 x R Hiring freeze of (1) Vacant Police Officer Position M $ (220,788) Police N 8 x R Hiring freeze of (1) Vacant Community Service Officer Position M $ (80,432) Police N 6 R Reduction in Police Department community outreach and engagement programs. E $ (75,000) PW - Eng N 7 E Add Management Analyst position for Public Works Department (General Fund 0.5 FTE allocation) C $ 104,252 N
For Council Review: N
Council/Community N Fund Community Grant Support for Fog Fest E $ 25,000 Council/Community N Continue funding support for the One Shoreline coastal resilience and adaptation program E $ 40,000 Council/Community N Fund Community Grant Support for Pride E $ 5,000 Council/Community Y Unfund community grant to PRC from the Base Budget (previously funded by ERAF) E $ (100,000) Council/Community Y Unfund community grant to PBC from the Base Budget (previously funded by ERAF) E $ (10,000) Council/Community N Fund Throne Labs public restroom services at Fairmont Park E $ 79,110 Council/Community N Fund Throne Labs public restroom services at Municipal Pier E $ 54,110 $ -
$ -
$ -
Total $ (2,081,216)
FY 2026-27 OTHER FUNDS PROGRAM OPTIONS
Dept
CM
Y or N
CM
CAT
Dp
PR One-time
Enhancement /
Reduction Description
Service Categories
(M,C,E) Impact to Other Funds Fund
REQUESTS:
CDD Y 1 1 x E Funding for zoning modernization & code updates to align with General Plan M $ 185,000 221 CDD Y 1 6 x E Funding for development and implementation of Objective Design Standards within the Zoning Code E $ 85,000 221 PD Y 1 3 E Transfer-in funding for CSO position from GF to the Supplemental Law Enforcement grant M $ 38,300 207 CDD Y 2 4 x E Funding to evaluate housing opportunities on publicly owned lands consistent with General Plan Program HE-I-3 C $ 150,000 221
CDD Y 2 5 x E Funding for on-call professional services supporting Housing Element implementation activities M $ 80,000 221 PW - Motor Pool Y 2 4 x E Funding for the purchase of four vehicles for Public Works and Police Department operations C $ 286,500 671/672 PW - WWTP Y 2 1 E Additional funding for Wastewater Operations and Maintenance Expenses M $ 140,701 518 PW - WWTP Y 2 2 x E Funding for a predictive maintenance study to support long-term infrastructure and asset management planning. C $ 50,000 518
PW - WWTP Y 2 3 E Funding for implementation of a Computerized Maintenance Management System (CMMS) for the WWTP C $ 25,000 518 PD/HR Y 2 5 x E Transfer-in Police Department and HR Wellness funding to the Workers' Compensation Fund E $ 68,181 666 CMO N 4 x E Funding for Temporary Safe Parking Program (TSPP) operations, including Safe RV Parking (SFRV), portable sanitation services, and Community Services Officer (CSO) support E $ 463,811 221 PW - WWTP N 4 x E Add Management Analyst position for Public Works Department (WW Fund 0.5 FTE alocation) C $ 104,252 518 Total $ 1,676,745
(ALT)* = Alternative program option recommended, as described in the department forms.
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Packet Pg. 171 Attachment: Attachment 1 - FY 2026-27 City Manager Recommended Budget Options (6229 : Budget Attachment 2
Description
FY 2024-25
Actuals
FY 2025-26
Amended Budget
FY 2026-27
Base Budget
FY 2026-27
Proposed Budget
% of
FY 2026-27
Proposed Budget
$ Change
Proposed
over Base
% Change
Proposed over
Base
Taxes $ 36,715,801 $ 40,997,380 $ 40,552,000 $ 40,625,896 76% $ 73,896 0% Property Tax 16,794,730 17,728,670 18,391,000 18,391,000 34% - 0% Sales Tax 3,101,940 3,125,230 3,173,000 3,198,896 6% 25,896 1% Measure Y 2,582,546 2,560,000 2,612,000 2,660,000 5% 48,000 2% Transient Occupancy Tax 3,296,520 2,984,221 2,750,000 2,750,000 5% - 0% Franchise Tax 1,404,093 1,171,440 1,192,000 1,192,000 2% - 0% Business License Tax 585,715 582,000 597,000 597,000 1% - 0% Utility Users Tax 3,186,469 3,646,762 3,738,000 3,738,000 7% - 0% Vehicle License Fees 4,832,135 4,639,057 3,499,000 3,499,000 7% - 0% Cannabis Tax 786,652 700,000 700,000 700,000 1% - 0%
Excess ERAF 145,000 3,860,000 3,900,000 3,900,000 7% - 0% Intergovernmental 4,944,471 2,725,420 2,413,000 2,602,568 5% 189,568 8% Investment Earnings 1,191,873 998,100 1,009,000 1,009,000 2% - 0% Charges for Services 7,719,039 7,449,200 8,832,000 8,879,258 17% 47,258 1% Sub-total 50,571,184 52,170,100 52,806,000 53,116,722 99% 310,722 11% Transfers In 1,422,000 1,478,800 450,000 450,000 1% - 0% Total $ 51,993,184 $ 53,648,900 $ 53,256,000 $ 53,566,722 100% $ 310,722 11% City of Pacifica
General Fund Revenue Detail
FY2026-27 proposed Budget
6.b
Packet Pg. 172 Attachment: Attachment 2 - FY2026-27 Recommended Budget General Fund Revenues (6229 : Budget Attachment 3
Expenditures By Category FY 2024-25
Actual
FY 2025-26
Amended Budget
FY 2026-27
Base Budget
FY 2026-27
Proposed Budget
$ Change
Proposed over
Base
Salaries & Benefits $ 32,513,691 $ 36,477,464 $ 39,070,336 $ 38,037,194 $ (1,033,142) Contract Services 7,964,118 9,999,608 8,948,611 8,447,618 $ (500,993) Material/Supplies/Maintenance 5,035,576 5,082,849 4,748,587 4,222,715 $ (525,872) Sub-total 45,513,386 51,559,921 52,767,534 50,707,527 (2,060,007) Transfers/Allocations Out 2,509,600 3,593,226 4,320,593 4,255,593 $ (65,000) Transfers Out - Capital 75,000 50,000 50,000 50,000 $ - Total $ 48,097,986 $ 55,203,147 $ 57,138,127 $ 55,013,120 $ (2,125,007) City of Pacifica
General Fund Expenditures
FY2026-27 Proposed Budget
6.c
Packet Pg. 173 Attachment: Attachment 3 - FY 2026-27 Recommended Budget General Fund Expenditures (6229 : Budget FY 2026-27 BASE BUDGET
REVENUE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department - Revenues
REQUEST TITLE: Traffic Grant Revenue
Request Summary (select one):
Service Category (select one):
Summary
The proposed budget amendment would recognize and appropriate approximately $130,997 in grant revenue for FY 2026–27. This includes $61,831.66 from the California Office of Traffic Safety (OTS), which is in an increase of $25,884 from what was in the FY2026-27 base budget. Also, this includes $43,283 from the California Highway Patrol Cannabis Tax Fund Grant Program and $25,884 from the California Department of Alcoholic Beverage Control Alcohol Policing Partnership (APP) Program. These grant revenues would fund DUI checkpoints, DUI saturation patrols, impaired driving enforcement, officer safety equipment, training, traffic safety education, and community outreach efforts intended to reduce alcohol and drug-impaired driving within Pacifica while offsetting General Fund expenditures.
Factors Driving the Request for Change
The Pacifica Police Department continues to investigate a significant number of DUI-related collisions, arrests, and traffic safety complaints throughout the community. During the most recent reporting period, the department responded to 164 traffic collisions, including 59 injury crashes, with approximately 23.1% involving impaired driving. Over the past three years, the department has made approximately 253 impaired driving arrests.
Pacifica’s location along State Route 1 and State Route 35 contributes to substantial commuter and tourist traffic, increasing roadway congestion and impaired driving risks. At the same time, the department operates with limited staffing resources and no full-time dedicated traffic unit, making grant-funded overtime essential to sustaining proactive traffic enforcement operations.
Combined grant revenue would support:
• DUI checkpoints and DUI saturation patrols
• Traffic enforcement targeting primary collision factors • Distracted driving, pedestrian, bicycle, and motorcycle safety enforcement • Public education and outreach efforts
• SFST, ARIDE, and DRE-related training
• Officer safety equipment, PAS devices, and enforcement technology Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Packet Pg. 174 Attachment: Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Revenue Adjustment Page 2 of 2
Impact of Change
Approval of these grant-funded programs would allow the Police Department to expand proactive DUI enforcement operations, conduct additional traffic safety education and outreach, and enhance officer safety during roadside enforcement activities.
Grant revenue funding would support overtime staffing, training, safety equipment, PAS device replacement, and proactive traffic enforcement operations that would otherwise be difficult to sustain within existing General Fund resources.
The direct fiscal impact would be the receipt and appropriation of approximately $95,999 in new grant revenue to offset overtime, training, equipment, enforcement, and outreach expenditures that may otherwise impact the General Fund.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Revenue
PS-MISC POLICE GRANT 101210 43202 25,884.00
PS-TRAFFIC SAFETY OTS 101210 43205 26,832.00
POLICE STATE GRANTS - Cannabis Tax CHP 101210 43207 G0058 43,283.00 Total Revenue $ 95,999.00
Net Operating Costs $ 95,999.00
6.d
Packet Pg. 175 Attachment: Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
REVENUE REQUEST FORM – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Cost Sharing Mental Health Clinician Utilizing Opioid Settlement Funds Request Summary (select one):
Service Category (select one):
Summary
The proposed budget amendment would appropriate $78,900 annually in opioid settlement revenue funding for FY 2026–27 to support Pacifica’s share of a regional Mental Health Clinician position in partnership with the San Bruno Police Department. The total annual cost of the clinician position, including salary and benefits, is approximately $156,000, with costs shared equally between both agencies. The clinician would provide crisis intervention, behavioral health assessments, de-escalation, substance use disorder (SUD) intervention, diversion, outreach, and resource coordination services for individuals experiencing mental health and substance use crises.
Factors Driving the Request for Change
The Pacifica Police Department continues to experience an increase in calls involving mental health crises, substance use disorders, and individuals requiring behavioral health intervention rather than traditional law enforcement responses alone.
The proposed Community Wellness and Crisis Response Team model would embed a licensed clinician alongside Pacifica Police personnel to provide immediate crisis stabilization, de-escalation, care coordination, follow-up outreach, and referrals to treatment and support services.
This program aligns with allowable opioid settlement fund uses identified by the California Department of Health Care Services under High Impact Abatement Activity #4, which supports diversion of individuals with substance use disorders from the justice system into treatment, recovery, outreach, and harm reduction services.
The partnership with the San Bruno Police Department would maximize limited resources while expanding access to behavioral health expertise across both communities.
Impact of Change
Approval of this request would allow the Police Department to implement a co-response model pairing officers with a licensed mental health clinician to respond to behavioral health- and substance userelated calls for service.
The clinician would support:
• Crisis intervention and de-escalation
• Behavioral health and SUD (Substance Use Disorder) assessments • Diversion from incarceration and emergency room utilization • Referrals to treatment and support services
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Packet Pg. 176 Attachment: Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Revenue Adjustment Page 2 of 2
• Follow-up outreach and case coordination
The program is intended to improve outcomes for individuals in crisis while reducing repeat calls for service, unnecessary hospitalizations, arrests, and strain on patrol resources.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Revenue
Recoveries & Settlements - Opioid Settle 101100 47003 00342 78,900.00 Total Revenue $ 78,900.00
Offsetting Expenses
Contractual Services 101211 51206 00342 (78,900.00)
Net Operating Costs $ -
6.d
Packet Pg. 177 Attachment: Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
REVENUE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Reduction in Contract Planner Services for Standard Development Review Request Summary (select one):
Service Category (select one):
Community Development proposes to shift contract planner services away from standard development review toward major and complex development projects. As Planning Division staffing reaches full capacity, in-house staff will assume direct review of smaller, routine applications. Increased consultant use on major projects is estimated at $177,640, offset by equivalent applicant fee recovery, for a net zero impact on those services. Reduced consultant use on standard projects will decrease contractual expenses by $100,000 and shift cost recovery from pass-through consultant reimbursement to fully burdened staff time and materials charges, generating an estimated net revenue increase of $100,000 to the General Fund. This change is expected to take effect in FY 2026-27.
Factors Driving the Request for Change
As the Planning Division approaches full staffing, the department has an opportunity to restructure its consultant model to better align with operational capacity and fiscal goals. Currently, contract planners are used across a broad range of project types, including routine applications that can be efficiently handled by in-house staff. Redirecting consultant resources to major and complex projects — where specialized expertise and surge capacity are most needed — allows the department to deploy its resources more strategically.
This shift also improves cost recovery. Consultant charges are recovered at cost with no margin, while staff time and materials charges are billed at the fully burdened rate, which recovers the full cost of City processing including overhead. By moving standard project review in-house, the department increases the revenue yield per application and strengthens the long-term fiscal sustainability of the Planning Division.
Alternatives
Maintaining the current consultant model for standard development review remains an option; however, it foregoes the revenue recovery advantage of fully burdened staff billing and does not leverage the department's growing in-house capacity. Continuing to use contract planners across all project types also limits staff development and institutional knowledge-building, which are important given recent turnover and the need for long-term staffing stability.
Cost Summary
Line Item Description Org Code Object Code Project Number Total Amount Operating Expense
Contractual Services 101311 51207 177,640
Reimbursement Exp - Contractual Services 101311 51207 (100,000) Total Operating Costs 77,640
Offsetting Cost Savings or Revenues
Planning Application Fees 101310 42311 120,000
Planning Consultant Fees 101310 42312 77,640
Net Revenue Adjustment 120,000
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 7 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 178 Attachment: Attachment 4 - FY 2026-27 Recommended Revenue Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Manager’s Office
REQUEST TITLE: Feasibility Study Evaluating a Special Financing District for Streets & Road Infrastructure Improvements
Request Summary (select one):
Service Category (select one):
Provide one-time funding for a feasibility study evaluating potential Special Financing District funding mechanisms for street and road infrastructure improvements, including a pilot project in the San Pedro Terrace neighborhood. The study would evaluate options such as a Community Facilities District (CFD), Assessment District, EIFD, or other financing mechanisms to support roadway reconstruction and longterm infrastructure funding strategies. Funding would support consultant analysis, financing evaluation, property owner outreach, and development of recommendations for FY2026-27 consideration.
Factors Driving the Request for Change
The City continues to experience significant infrastructure funding challenges and has identified substantial unfunded street rehabilitation and reconstruction needs. Certain residential streets within the San Pedro Terrace area have deteriorated beyond eligibility for traditional pavement preservation treatments and now require full reconstruction. Due to current fiscal constraints and competing General Fund priorities, sufficient City funding is not available to address these needs through existing capital programs.
The concept for this pilot project was initially raised by residents and property owners interested in exploring a potential self-assessment or cost-sharing approach to accelerate roadway reconstruction within their neighborhood. The proposed feasibility study would allow the City to evaluate alternative infrastructure financing mechanisms that could provide a pathway for property owner participation in neighborhood street reconstruction projects. The pilot project would include analysis of several financing tools, including CFDs, Benefit Assessment Districts, 1913/1915 Act Assessment Districts, PBIDs, and EIFDs. Consultant services would also include preliminary cost analysis, financing strategy development, stakeholder outreach, and preparation of recommendations for Council consideration.
Given the overall condition of Pacifica’s roadway network and one of the lowest Pavement Condition Index (PCI) ratings in the State, successful implementation of a neighborhood-based financing district (if ultimately determined to be feasible) could potentially establish an innovative and scalable model for addressing roadway reconstruction needs in other neighborhoods facing similar infrastructure challenges.
The study would provide the City with valuable information regarding the viability, community interest, and long-term applicability of alternative infrastructure financing tools to supplement limited traditional capital funding sources.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Packet Pg. 179 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Alternatives
Alternatives include deferring the feasibility study and continuing to rely solely on existing General Fund and limited capital improvement funding sources for roadway reconstruction projects. This approach would likely delay rehabilitation of severely deteriorated streets and limit the City’s ability to explore alternative funding partnerships with affected property owners. Another alternative would be to pursue isolated street reconstruction projects on a case-by-case basis without a broader financing framework.
Cost Summary
This request proposes one-time funding of approximately $50,000 for consultant services, financing analysis, outreach support, and related feasibility study activities during FY 2026-27. No direct offsetting revenues are currently identified at this stage; however, future cost recovery mechanisms may be evaluated if a financing district is ultimately pursued.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
101120 51206 30,000.00
Total Operating Costs 30,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs 30,000.00
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Packet Pg. 180 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Manager’s Office – City Clerk’s Office
REQUEST TITLE: Funding for Pacifica Libraries Project outreach and community engagement activities (ALT)*
Request Summary:
Service Category:
The City of Pacifica has engaged public relations firm Southwest Strategies / BergDavis (now doing business as Bodewell Group) to assist with strategy, outreach, messaging and project webpage hosting for the City of Pacifica Libraries Modernization Project. At the May 11th, 2026 Council meeting, the City Council adopted the FY 2026-27 Strategic Plan; one of the major Council goals and strategies adopted under “5. Broaden Public Communications and Collaboration” is strategy “2C. Broaden community awareness of Library projects.” For FY 2025-26, the Council directed the City to expense invoices related to BergDavis engagement in the library projects outreach effort to expense Fund 331 – Pacifica Library.
The expenses for the current fiscal year will draw down Fund 331, so to continue with the expenses related to the outreach efforts for the Pacifica Libraries Project, it is recommended to utilize the General Fund moving forward. This request is to expenses from the General Fund under the City Manager – Contractual Services expense account for the FY 2026-27.
Factors Driving the Request for Change
City Council did not direct staff to pursue a bond measure for construction funding for a new Sharp Park Library and renovated Sanchez Library facilities in November 2026 and shifted the Strategy to “Broaden community awareness of library projects” from Goal 2 (Improve and steward City infrastructure, streets, and facilities) to Goal 5 (Broaden Public Communications and Collaboration). Council has expressed that evidence of community interest and support for funding of new / renovated library facilities will be necessary for the decision to place a future ballot measure for a bond to fund construction of library facilities.
If no additional funds are budgeted in FY 2026-27 for public outreach and engagement on the Libraries Project, staff will be limited in the amount of public engagement with consultant assistance that can be achieved. This may impact community awareness of the need for new and improved facilities in Pacifica for aging buildings for library services.
In 2023, the City entered an agreement with BergDavis / Southwest Strategies / Bodewell Group.
Since then, the City has either renewed or extended this consulting services agreement on an annual basis for $50,000 that includes a scope of work of public engagement and messaging outreach strategy, hosting and updating the Library Project website, social media outreach, and assistance with production of collateral outreach materials, etc. The current agreement term ends June 30, 2026.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☐
City Manager Category 1 Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☐ On-going (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Packet Pg. 181 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Alternatives
Without further funding and identification of a funding source from the General Fund, the City will not be able to renew the Agreement at current levels with Bodewell Group for public relations professional services. Council may choose to adjust the budgeted amount to a greater or lesser cost ceiling or may choose to eliminate the budget for these professional consulting services. If the budget is eliminated for this purpose, then a budget transfer to the General Fund will not be necessary. • Alternative – fund at $20,000, will reduce scope on consulting agreement Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
CONTRACTUAL SERVICES 101120 51206 20,000
Total Operating Costs 20,000
Offsetting Cost Savings or Revenues
Net Operating Costs $ 20,000
(ALT)*
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Packet Pg. 182 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works – Engineering Division
REQUEST TITLE: Provide funding to support SB 1383 Recovered Organic Waste Products (ROWP) compliance requirements
Request Summary (select one):
Service Category (select one):
The request for $75,000 is to pay for the Recovered Organic Waste Products procurement of 1,758 tons of compost per year, as required and assigned by CalRecycle under SB1383.
Factors Driving the Request for Change
The City must procure a minimum amount of recovered organic waste products each year. Compost purchases directly support compliance with CalRecycle’s procurement targets by increasing the amount of land-applied compost documented by the City. Meeting the compost procurement requirement supports statewide climate mandates by diverting organic material from landfills and reducing methane emissions, aligning with the City’s adopted climate adaptation and mitigation priorities.
Alternatives
There are no viable alternatives.
Cost Summary
$75,000 for compost procurement to meet this year’s SB 1383 annual requirement. FY 25-26 costs were mostly covered by the CalRecycle Grant funds, however that grant has since ended and there are no available grant funds for next year’s costs.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 101411 51206 75,000.00
Total Operating Costs $ 75,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 75,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☐
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 183 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works, Parks Department Position
REQUEST TITLE: Convert Maintenance Worker I from Limited-Term to Permanent Position Request Summary (select one):
Service Category (select one):
Public Works Department is requesting a limited-term Maintenance Worker I position to transition to a permanent Maintenance Worker I position within the Field Services Division.
Request Summary
The limited-term Maintenance Worker I position was established to address critical staffing gaps and sustain essential service levels across the City’s growing park system. With more than 22 parks and trail systems requiring maintenance seven days a week, existing staff are responsible for both routine operations and a continuous flow of service requests, including urgent and emergency responses. Core functions—such as mowing, vegetation management, irrigation repairs, trash collection, restroom maintenance, and playground inspections—are fundamental to public safety, regulatory compliance, and overall park usability. These responsibilities have increased significantly as park usage continues to rise, driven by both daily visitation and large-scale community events such as the dog surfing competition, Fourth of July celebrations, and EcoFest. In parallel, the City has expanded its park system through recent upgrades to five parks and the addition of four more in the near term, further increasing maintenance demands without a proportional increase in permanent staffing.
This position is critical to maintaining safe and accessible conditions at Linda Mar and Rockaway Beach, particularly within the paid parking areas that experience high traffic and severe environmental impacts.
Sand accumulation is a persistent operational challenge that directly affects accessibility, revenue operations, and emergency response access. Prior to establishing this role, maintenance in these areas was inconsistent and reactive, resulting in significant sand buildup that required large-scale, laborintensive interventions multiple times per year. This approach was inefficient, costly, and created periods where access was compromised. Since the position was implemented, proactive maintenance has resulted in the removal of an average of more than six cubic yards of sand per week, preventing hazardous conditions, preserving infrastructure, and ensuring continuous access for both the public and emergency services. Letting this limited-term position expire would almost certainly result in a return to reactive maintenance, increased costs, and reduced service reliability.
In addition to beach operations, park facilities require immediate and ongoing attention to address issues such as plumbing failures, vandalism, and safety hazards. Delayed response to these issues increases the risk of facility closures, public complaints, and potential liability exposure. Seven-day maintenance coverage is not optional—it is necessary to maintain safe, functional, and publicly accessible spaces.
The position is currently vacant, but when filled, the incumbent provides a level of versatility and operational value that current permanent staffing level would not be able to replace. This is a versatile position that is cross-trained in both Parks and Streets operations, to allow deployment where operational needs are greatest. This position also allows the emergency standby operations to be spread amongst Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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more staff, or allows for the needed man-power during significant storm events, supporting critical response efforts such as tree removal and flood mitigation. The past 3 years, this position was strategically aligned to bridge weekend and weekday operations, ensuring continuity of service and preventing operational gaps.
Without this position, major infrastructure and rehab projects would not have been completed. These recent projects include replacement of over 170 cubic yards of material at Palmetto Mini Park, comprehensive irrigation system repairs and rewiring, installation of over 100 feet of storm drainage to mitigate flooding, and the repair and replacement of traffic guardrails. This position reduces the need for additional staffing or contracted services, which provided measurable cost efficiency to the department.
Given the continued expansion of park assets, sustained high usage, and the operational necessity of seven-day coverage, this position fulfills an ongoing, core service need. Allowing this position to expire would result in reduced maintenance capacity, slower response times, increased deferred maintenance, and a higher likelihood of safety risks and service disruptions. It would also place additional strain on existing staff, increasing the risk of burnout and further impacting service quality.
Converting this limited-term position into a permanent role is essential to maintaining current service levels, ensuring public safety, and supporting the City’s expanding park system. This position fulfills an ongoing operational need and provides critical continuity, efficiency, and responsiveness. Approving this request will enable the department to sustain reliable seven-day maintenance coverage and effectively meet both current and future demands.
Factors Driving the Request for Change
o The limited-term position was budgeted for FY2026-27 when there was an incumbent. However, due to staffing changes, this position is currently vacant and will expire within a few months into the new fiscal year. While it expires in the middle of the FY2026-27, it would not be prudent to hire this position for only a few months. Rather, the recommendation is to make this role permanent and not Limited-Term for the Public Works department and hire this position in the new fiscal year as a fulltime permanent position. o Permanent and on-going funding is needed because park maintenance demands have increased significantly due to higher usage, expanded park assets, and seven-day operational requirements.
While current staff work hard to meet the daily demands, existing staffing levels are insufficient to maintain safe, timely, and consistent service. Without the funding, maintenance would become reactive rather than proactive, leading to slower response times, increased safety risks, and higher long-term costs.
Alternatives
An alternative would be to continue utilizing existing staffing resources supplemented by part-time employees. While this approach provides flexibility in addressing workload demands, maintaining consistent service levels can be challenging due to the nature of part-time staffing. Ongoing recruitment, onboarding, and training efforts are often necessary to support workforce continuity and require staff time and resources. Additionally, frequent personnel transitions may affect familiarity with park facilities, equipment, and operational procedures, which can impact the efficiency of maintenance activities as well as increase exposure to liabilities and litigation. As workload demands increase, existing full-time staff may be required to assume additional responsibilities, potentially limiting capacity to address routine maintenance priorities and respond to unanticipated service needs in a timely manner.
Cost Summary
Due to the Limited-Term position expiring in the FY2026-27, the salaries and benefits were included in the FY2026-27 base budget. No additional funding is requested, except for the funding to be included permanently and annually in the budget moving forward.
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Packet Pg. 185 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works - Engineering
REQUEST TITLE: Continue Consultant Support for Geographic Information System (GIS) implementation
Request Summary (select one):
Service Category (select one):
The Public Works Department requests a one-time allocation of $52,000 to fund a consultant professional services contract to continue development, configuration, and data preparation for the City’s Geographic Information System (GIS). This funding will allow the City to continue momentum on the foundational setup needed to support all city departments.
Factors Driving the Request for Change
Initial GIS work has begun, but specialized expertise is required to finalize system configuration, complete data migration and cleaning, and ensure the GIS is built on a sustainable and standardized foundation. Staff do not currently have the in-house capacity or bandwidth to complete this work at the required level. A fully configured GIS will support Utilities, Engineering, Planning, and Public Safety through shared datasets, improved infrastructure mapping, and more efficient communication.
Impact of Change
Movement on the GIS buildout will enable all departments to access standardized, accurate data. It will improve operational efficiency through reduced manual mapping and increased reliance on centralized workflows. This will also support long‑term asset management planning and capital project prioritization.
Impact can be measured with the number of completed GIS layers and assets migrated into the system, reduction in time spent on locating infrastructure information, and increased departmental usage.
Alternatives
Alternatives to this request would be to delay the GIS development which already begun in the prior fiscal years or reduce the scope which would result in an incomplete system.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 101411 51206 52,000.00
Total Operating Costs $ 52,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 52,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 186 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: General Fund – Non-Departmental
REQUEST TITLE: Eliminate funding on the Annual Contribution to the Trust for unfunded OPEB liability
Request Summary (select one):
Service Category (select one):
Request Summary
The City makes discretionary contributions to both the Pension Trust and the Other PostEmployment Benefits (OPEB) Trust as part of its long-term financial management strategy. These contributions are intended to help reduce unfunded liabilities, stabilize future employer costs, improve funded status, and lessen the impact of future market volatility and actuarial changes on the City’s Financial Statements.
Pension trust contributions primarily address the City’s unfunded accrued liability associated with CalPERS retirement benefits. OPEB trust contributions are intended to prefund retiree healthcare obligations and reduce the City’s long-term retiree benefit liability. By contributing funds in advance and allowing trust assets to generate investment earnings, the City strengthens longterm fiscal sustainability.
This request proposes a one-time reduction for the FY 2026-27 discretionary OPEB contribution based on the most recent actuarial valuation, updated funding analysis and current OPEB trust fund balance. The proposal reflects the City’s ongoing budget balancing efforts while continuing to support long-term retiree healthcare obligations.
Staff reviewed the actuarial report and determined that a one-time reduction of $283,750 to the discretionary OPEB contribution is financially manageable given the current trust balance, projected liabilities, and funding progress.
Impact of Change
With the proposed budget change, the City would continue to fund required retiree healthcare benefit costs while temporarily reducing the discretionary contribution to the OPEB trust in FY 2026-27.
Staff believe pausing the OPEB contribution for one fiscal year is a more prudent option than further reducing pension-related contributions. Pension obligations are generally more sensitive to market conditions, actuarial assumptions, and CalPERS funding requirements, while the OPEB trust currently provides comparatively greater short-term funding flexibility. The FY2026-27 Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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proposed budget for Pension Contribution is $236,000. In the prior fiscal year, the City already reduced pension-related discretionary contributions to preserve budget flexibility. Therefore, staff recommends utilizing OPEB contribution adjustments for FY 2026-27 instead of implementing additional pension funding reductions.
Alternatives
The City could maintain the originally budgeted OPEB contribution amount and absorb the expenditure within the General Fund budget. However, this approach would reduce the City’s financial flexibility and may require additional budget reductions in other operational areas to help balance the overall budget.
Cost Summary
The budget reduction helps to save the general fund $283,750, an amount as requested by the Budget team to take the shared responsibility to balance General Fund Budget.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Retirement-OPEB PARS 101100 50306 (283,750)
Total Operating Costs (283,750)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (283,750)
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Packet Pg. 188 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Fire Department
REQUEST TITLE: Decrease Annual Transfer to Fire Equipment Replacement Fund (ALT)* Request Summary (select one):
Service Category (select one):
The fire department currently sets aside $125,000 a year for the anticipated replacement of structural firefighting equipment “turnouts” and Self-Contained Breathing Apparatus “SCBA”. To achieve savings in the upcoming budget, this funding can be postponed.
While withholding this funding for a year will achieve temporary budget savings, this will not delay the need to replace the equipment in the next few years. This will result in the need to replace those funds in future years to purchase the equipment based on industry standards.
Alternatives
Reduce the amount set aside by $65,000 instead of the full $125k.
Cost Summary
The temporary cost savings in the upcoming budget would be in the amount of $125,000.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
TRANSFER TO FUND 674 101999 59674 (65,000)
Total Operating Costs (65,000)
Offsetting Cost Savings or Revenues
Net Operating Costs (65,000)
(ALT)*
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 189 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Fund a Limited-Term Sr. Planner for LCP/CARP through reallocation of funds and matching grant
Request Summary (select one):
Service Category (select one):
CDD requests $106,569 two-year grant funding match for a two-year term-limited, full-time Senior Planner position to focus on the Local Coastal Program (LCP), primarily focused on the SB 1 Sea Level Rise Planning grant project, with additional responsibilities for LCP Amendments, and other LCLUP implementation tasks such as Zoning Ordinance Revisions. The City has requested grant funding for the other .5 FTE, the maximum likely to be funded through the SB 1 Sea Level Rise Planning grant. Sea level rise planning is mandated by state law and the certified LCLUP. This position may have some limited capacity to also support CARP implementation and coordination, likely between .125 - .2 FTE.
The cost of this term-limited position would be offset by reducing CDD’s part-time salaries budgeted lineitem by $45,000 as well as transferring funds from contractual services reserved for a second year extension of one CivicSpark fellow, budgeted at $40,000, for a total of $85,000 toward the requested amount.
The request includes a reduction in service level delivery related to Climate Action and Resilience Plan (CARP) implementation beyond staff liaison requirements for the Climate Action and Resiliency Committee (CARC). The City would continue the various projects that support and are supported by the CARP, such as CIP projects, shoreline adaption, and a CDD staff liaison for CARC, as directed by the City Council. However, some of the funds for CARP implementation and additional resources for CARC would be redirected toward mandatory LCP implementation and state-mandated sea level rise planning.
Factors Driving the Request for Change
Community Development (CDD) is filing an application for an SB 1 Sea Level Rise Planning Grant (filing date June 26, 2026). The grant application includes a request for funding for 0.5 FTE of a limited-term Senior Planner and fully benefited Senior Planner with coastal expertise to oversee and work on the grant project. Grants will be awarded in September 2026.
If the City receives the grant, CDD is requesting a grant match to support 0.5 FTE salary and benefits for the Limited-Term Senior Planner position that will focus on both the SB 1 grant work and the City’s overall Local Coastal Program (LCP). This would allow the City to hire a two-year, limited-term, full-time Senior Planner with coastal expertise. The Senior Planner would also focus on LCP amendments and general LCLUP implementation, such as continued work on the LCP Implementing Plan. The position would be full-time and benefitted, and Limited-Term for the grant period, expected to be filled from December 2026 – December 2028. Recruitment would begin only after the grant award to ensure the availability of matching funds.
Funding for this term-limited position would come from a combination of part-time salaries and benefits budget and contractual services budget line-items. In FY25-26, CDD employed a part-time program Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities ☒ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☒ ☒ On-going (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 190 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Transfer Request Page 2 of 3
manager ($45k) and one CivicSpark ($40k) to work on the Climate Action and Resiliency Plan and supporting the inaugural year of the Climate Action and Resiliency Committee (CARC), and a second CivicSpark ($40k) to work on LCLUP implementation.
The limited-term Senior Planner would fill an important gap in CDD’s staffing by bringing coastal expertise to the team and having a staff member dedicated to essential coastal plan work, specifically statemandated sea level rise planning (Shoreline Adaptation and Coastal Access and Resiliency Programs, sunrising the Special Shoreline Resiliency Areas), managing LCP amendments, and Coastal Development Permits. The work will support the City Council’s priorities related to organization stability, infrastructure, climate change adaptation and mitigation, and public communications and collaboration.
Impacts on current levels of services for CARP:
The City does not have a sustainability division or approved sustainability coordinator position in any department, and CDD lacks staff with subject matter expertise in climate action. When the Council created the Climate Action and Adaptation Plan (CAAP) Taskforce in 2023, a Management Analyst, whose position had been shared between the City Manager’s Office and CDD, took lead on the project and helped facilitate CARP adoption. She managed the City’s consultants and contracts, conducted research, coordinated interdepartmentally, was accountable for project deliverables, and served as staff liaison to the taskforce. This required a lot of staff time and resources, and the department hired a part-time Program Manager to assist with the work, as well as a CivicSpark Fellow. When the City Council directed the formation of the CARC based on a recommendation in the adopted plan in 2025, CDD was the natural landing place for initiation for continuity; however, the intention was to evaluate the best departmental fit for CARP implementation and CARC for FY26-27. Due to transitions in the City Manager’s Office, that evaluation has not occurred.
Through the shared Management Analyst, part-time Program Manager, and CivicSpark Fellow, CDD has provided support for CARP implementation by coordinating information about CARP-related projects across departments including meetings with departments heads and outreach, organizing and attending community events, attending trainings and conferences paid for by CDD, maintaining a website, publishing a monthly newsletter, social media campaign, and providing extra staffing for the CARC. Although not a subject matter expert, the Management Analyst did build familiarity and essential working knowledge related to climate action planning. She also supervised the part-time Program Manager and a CivicSpark Fellow who assisted with CARP implementation and CARC tasks. The current staffing levels directed toward CARP and CARC are, at a minimum, 1.75 FTE.
The City Manager’s Office and CDD have proposed to freeze the vacant shared Management Analyst position for FY26-27 due to budget constraints and the need to reduce costs. Even if that position were filled, it would be a generalist position and not one with expertise in sustainability. Current staff cannot absorb this body of work at the current levels.
The work has grown far beyond the department’s capacity. The current workload and state-mandated tasks (e.g. Housing Element, Local Coastal Program, development review) are already understaffed, and CDD cannot direct a staff position away toward other items. Further, CDD’s staffing has not yet stabilized, with turnover in eight of the 10.5 FTE budgeted positions in the past two years Staff liaison duties for the CARC would be transferred to Planning staff and reduced to meeting support and limited workplan support based on staff capacity and Council direction, like the level of service provided to other advisory bodies, such as the Open Space and Parkland Committee, which is also supported by CDD staff.
One CivicSpark position would be retained for CARP-related implementation and CARC meeting support, however their role will need to be spread between staff CARP implementation and coordination work and reasonable support of CARC.
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Packet Pg. 191 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Transfer Request Page 3 of 3
Because the CARP implementation coordination, CARC, and supervision of the CivicSpark was the responsibility of the Management Analyst position that is now vacant and not going to be filled as a position within CDD, there will still be somewhat significant impacts to CDD staffing. Planning and executive staff are the only current positions that can support the three commissions and committees that have been placed under CDD – Planning Commission, OSPAC, and CARC. As a legally mandated and quasi-judicial body, PC support must be provided by the Director and Deputy Director, with OSPAC and CARC each to be supported by a senior planner. Additionally, CDD staff will need to create a CARP workplan to ensure that the CivicSpark has clear direction, defined projects, and discrete tasks appropriate to the position.
The Director and/or Deputy Director will also need to provide support to the CivicSpark for their other program requirements, such as volunteer engagement and performance reporting. Some of this may be offset by allocating a portion of time (.125 FTE - .2 FTE max) from the two-year Limited-term position, if their sea level rise and LCP workload allows for it.
As a result, it is likely that planning may risk potentially negatively impacting compliance with state law for development review, housing element, and Local Coastal Program, which will open the City to increased legal risk.
General Fund Consultant Services Reduction/Savings:
The CivicSpark term ends in September 2026, with an option to extend for a second year. CDD would only extend one of the two fellowships for a second year. The result would be a savings of $40,000 from Planning’s contractual services expenses per year, however, even with the part-time program manager salary savings of $45,000, would not be enough to cover the grant-match .5 FTE of the position.
Alternative
Council could eliminate the extension of both CivicSpark positions to cover the additional $21,569 need to fund the term-limited Senior Planner position.
If the grant is not awarded to the City, CDD would not recruit for a Limited-term Senior Planner position, as the full funding would not be available, and would need to re-evaluate the sea level rise project based on the existing contractual services budget and staff capacity. In that case, CDD would consider using some or all of the $85,000 toward a consultant and/or part-time Program Manager for a reduced scope project to initiate the shoreline adaptation plan, coastal access and resilience program, and sunrising the special shoreline resiliency areas.
Without the term-limited position, CDD will need to (1) outsource more development review, increasing contractual services and losing revenue due to the cost of consultants, and (2) re-prioritize other workplan items in order to meet deadlines established in the LCLUP and mandated sea level rise planning state requirements under SB 272.
Cost Summary
Line Item Description Org Code Object Code Project
Number Total Amount
Operating Expense
Contractual Services 101311 51206 (40,000)
Part-Time Salaries 101311 50101 (45,000)
Regular Salaries 101311 50100 213,138
Total Operating Costs 128,138
Grant Revenue 101310 43301 (106,569)
Salary Savings - Regular Salaries 101311 50100 (53,285) Net Operating Costs (31,716)
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Packet Pg. 192 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Unfund Management Analyst I/II and Fund Administrative Assistant III Position Request Summary (select one):
Service Category (select one):
Community Development proposes to create a new 1.0 FTE Administrative Assistant III position to improve administrative processing, including accounts payable, accounts receivable, hearing notifications, and general administrative support. To offset the cost of this new position, the Department also proposes to unfund the existing vacant 0.5 FTE Management Analyst II position.
Factors Driving the Request for Change (section to be completed for additions only) The Community Development Department carries significant administrative workloads that are currently unaccounted for in staffing. In the absence of dedicated administrative support, tasks including payment processing, accounts receivable tracking, public hearing noticing, and general clerical functions have been redistributed to Permit Technicians, Planners, and the Deputy Director. This reallocation reduces operational efficiency, increases the rate of processing errors, and results in loss of recoverable revenue.
Professional planning and technical staff time diverted to clerical functions represents a higher cost per task than work performed by an appropriately classified administrative employee and limits the Department's capacity to advance priority projects and services.
Alternatives
The primary alternative is to continue absorbing administrative workload within existing staff capacity.
However, this approach is not sustainable at current service levels. As planning and permit activity has grown, professional staff have increasingly been required to perform administrative and clerical functions, reducing their availability to focus on higher-level technical, analytical, and project-based responsibilities.
The proposed Administrative Assistant III position will provide dedicated administrative support and assume many of the administrative functions currently being absorbed by professional staff. While this position will help address operational workload demands, it is not intended to replace the analytical, project management, or professional-level responsibilities associated with the Management Analyst classification. As a result, the Department's capacity to perform complex analytical work and special projects will be reduced, and those responsibilities will need to be reassigned, reprioritized, or addressed through existing professional staff resources.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 8 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Establishing an Administrative Assistant III position represents a lower-cost approach to addressing the Department's immediate administrative support needs while allowing professional staff to focus on duties that are more appropriately aligned with their classifications and areas of expertise.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Administrative Assistant III Position 101311 50100 149,772 Total Operating Costs 149,772
Offsetting Cost Savings or Revenues
Regular Salaries CMO portion 101120 50100 (100,089)
Regular Salaries CDD portion 101311 50100 (100,089)
Net Operating Costs $ (50,406)
*CMO portion of Management Analyst will count towards CMO reduction target
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Packet Pg. 194 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Manager’s Office – City Clerk’s Office
REQUEST TITLE: Convert to action minutes (City Council / Planning Commission) and unfund a part-time Stenographer position
Request Summary (select one):
Service Category (select one):
The City of Pacifica employs a part-time Stenographer at 0.25 FTE, included in the Community Development Department’s salaries & benefits base budget at $26,565 for the purpose of transcribing City Council and Planning Commission meeting audio to draft minutes for staff review. The actual time and salary expense for the transcriptionist is allocated between the Community Development Department and the City Manager’s Office / City Clerk Division, based on time reported for each meeting. The City has had a practice of producing City Council and Planning Commission minutes in a near verbatim style. The City is in progress with implementing a new Agenda Management Software (Granicus OneMeeting) that will include video integration capability, which the City Council requested to ease the transition from verbose written meeting minutes to an action-style minutes format. On average, for each City Council meeting, the transcriptionist spends 16 – 20 hours and City Clerk staff spend an additional 6 – 8 hours to produce draft minutes in the verbose style. It is industry-best-practice and staff recommendation to transition to action-style minutes or summary style minutes for organizational and fiscal efficiency in addition to being the recommended style of minutes in the municipal government industry. Producing action-style minutes would eliminate the need for a part-time transcriptionist to produce near verbatim minutes. Video recordings of the Council meetings are retained by Pacific Coast Television and are available to the public on YouTube for reference to providing additional context in conjunction with the actions documented in the minutes. With the OneMeeting agenda / minutes portal links to the video will be integrated with the agenda and available to the public in this additional format. The City anticipates launching the OneMeeting platform in early fiscal year 2026-27.
Impact of Change includes:
Elimination of need for Part-Time Transcriptionist, resulting in a budget reduction of estimated $26,585 per year.
Reduces operational burden on City Clerk staff for the purpose of verbose minutes style and provides the bandwidth for staff to address other priority operational needs, such as an increasing volume and complexity of Public Records Act Requests, additional legislative mandates as required under SB 707 and SB 827, support services for City Council and City Manager’s Office and focus on innovation for operational efficiencies.
Reduces operational burden and expenses on under-staffed and under-resourced Community Development Department.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Alternatives
The City Council may alternatively direct to continue in the current verbatim style minutes and continue to budget for a part-time transcriptionist and involvement of significant staff time from the Planning and City Manager’s / City Clerk’s Office to produce this level of detailed written minutes. This option is not recommended, as it is contrary to the City Council’s Goal 1 – Organizational and Fiscal Stability.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Part-Time Salaries 101311 50101 (26,585)
Total Operating Costs (26,585)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (26,585)
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Packet Pg. 196 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Fire Department
REQUEST TITLE: Hiring freeze for (1) Vacant Firefighter Engineer position for 6 months (ALT)* Request Summary (select one):
Service Category (select one):
The fire department currently has two vacant Firefighter Engineer positions that Fire is proposing to turn into vacancy freezes. The Fire Department is looking to achieve its contribution of general fund reductions through these vacancy freezes.
Impact of Change
Reduction in personnel is the only option for the Fire Department to achieve the requested reductions.
The reduction has the potential to increase overtime costs associated with maintaining minimum daily staffing levels. The reduction in available personnel may limit augmented staffing during the year when the community faces increased fire danger and storm events. The reduction will place a larger burden on current personnel who will have to maintain the minimum staffing level with fewer personnel. The salary savings from freezing both Firefighter Engineer Positions is $493,179.
Alternatives
A reasonable alternative that the City Manager recommends would be to freeze one Firefighter Engineer Vacancy for 6 months only. This reduced vacancy freeze would still contribute to closing the gap in the general fund deficit and would show a decrease to the salaries and benefits line-item to $123, 295, instead.
Cost Summary
If moving forward with the alternative City Manager recommendation of freezing (1) Firefighter Engineer FTE for only 6 months, the cost is shown below with an off set of overtime salaries that will total to the net reduction of $108,295.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account) Project Number Total Amount
Operating Expense
Salaries - Regular 101251 50100 (123,295)
Over-Time Salaries 101251 50200 15,000
Total Operating Costs $ (108,295)
Offsetting Cost Savings or Revenues
Net Operating Costs (108,295)
(ALT)*
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 197 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Administrative Services - Information & Technology REQUEST TITLE: Reduce consulting services, software and equipment replacement budget items in IT Division
Request Summary (select one):
Service Category (select one):
Due to the City’s current budget shortfall, the IT Division is proposing modest reductions across multiple budget line-items for FY 2026-27. The reductions are being distributed evenly throughout the IT budget to help minimize impacts to daily operations while maintaining essential technology services, including critical software renewals and systems necessary for City business continuity The proposed reductions will require the IT Division to carefully prioritize operational needs, equipment replacements, software upgrades, and non-essential projects. While the division will continue maintaining critical services and cybersecurity protections, some planned improvements, system enhancements, and hardware refreshes may be delayed to off-set rising operational costs.
Over the past three fiscal years, the IT Division has already implemented significant cost-saving measures by reducing contracted services, consolidating systems where feasible, and transitioning many technology services and support functions in-house. These efforts have generated operational savings while allowing the division to maintain core technology services with limited resources. However, continued budget reductions may increasingly impact the division’s flexibility to respond to operational demands, technology failures, cybersecurity risks, and long-term infrastructure needs.
The IT Division must also continue supporting several ongoing contracts and required software renewals, including licensing software and new AI-related implementations, which represent significant and essential operational expenses necessary for daily City operations, communication, security, and business continuity across all departments. As vendor costs continue to increase, budget flexibility for other technology needs becomes more limited.
To minimize service disruptions, reductions were distributed across multiple budget categories instead of concentrating cuts in one area. The impact of these reductions will be measured through system reliability, help desk response times, cybersecurity compliance, equipment performance, and the division’s ability to maintain core technology services within the reduced budget. While the IT Division will continue making every effort to maintain stable and reliable services, additional reductions could affect overall business continuity and the ability to sustain expected service levels over time. These reductions will support General Fund savings and the City’s broader efforts to address ongoing financial challenges while continuing to maintain essential technology operations for staff and the community.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 198 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Alternatives
The IT Division considered reducing specific projects or eliminating individual budget categories; however, concentrating reductions in one area could create larger operational risks and negatively impact service delivery. Distributing reductions across multiple budget items was determined to be the most practical approach for preserving essential operations and maintaining business continuity.
Cost Summary
The proposed reductions include proportional decreases across several IT budget categories for FY 2026-
27. Savings will primarily be achieved through delaying non-critical purchases, extending equipment replacement cycles where feasible, reducing discretionary spending, and prioritizing essential operational and contractual obligations.
Current costs continue to be impacted by rising vendor pricing and required software renewals, including Microsoft 365 licensing and other ongoing service agreements necessary to support City operations and cybersecurity requirements. Over the past several years, the IT Division has already reduced outside service costs by bringing many IT services and operational functions in-house, creating measurable savings to the City while continuing to support daily operations. Despite these efforts, ongoing reductions may limit the division’s ability to absorb future cost increases without impacting service delivery, operational resiliency, and long-term technology planning.
The IT Division will continue prioritizing critical expenditures while identifying opportunities for operational savings where possible and making every effort to maintain reliable services and business continuity within the reduced funding levels.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
CONTRACTUAL SERVICES 101180 51206 (55,013.00)
SOFTWARE-DEPARTMENTAL 101180 51301 37,622.00
DEPARTMENTAL EXPENSE 101180 52008 (6,496.00)
OFFICE SUPPLIES&EQUIPMENT 101180 52022 (1,117.00)
CONFERENCE REGISTRATION 101180 52200 (9,400.00)
UTILITIES-COMM-PHONE 101180 53002 (119.00)
CAPITAL OUTLAY >$5 101180 57001 (40,813.00)
Total Operating Costs $ (75,336.00)
Net Operating Costs $ (75,336.00)
6.e
Packet Pg. 199 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Administrative Services – Human Resources
REQUEST TITLE: Reduce Executive Recruitment Budget
Request Summary (select one):
Service Category (select one):
Request Summary
This request proposes reducing the Recruitment Expense budget from $79,170 to $54,170 for FY 2026- 27, resulting in a savings of $25,000 to the General Fund. The reduction reflects current staffing stability and the City’s increased utilization of more cost-effective recruitment strategies and tools in place of premium paid recruitment postings, while maintaining the City’s ability to recruit for vacant positions as needed.
While the proposed reduction is viewed as operationally manageable under current conditions, it does reduce budget flexibility in the event the City experiences an unexpected vacancy within the executive team or another hard-to-fill leadership position requiring the use of a specialized executive recruitment firm. Executive recruitments can carry substantial costs, and under the reduced funding level, additional appropriations or budget adjustments may be necessary should those circumstances arise.
Impact of Change
The proposed reduction is anticipated to have a minimal operational impact based on current staffing levels and recent recruitment practices. The Human Resources Division has increasingly utilized lowercost recruitment methods, targeted outreach efforts, and existing recruitment platforms in lieu of premium paid postings, resulting in reduced overall recruitment expenditures while continuing to support hiring needs.
The impact of this change would be measured by monitoring recruitment outcomes including applicant volume, recruitment timelines, vacancy rates, and the City’s continued ability to successfully fill critical positions. Should recruitment conditions materially change, staffing needs and recruitment funding can be reevaluated during future budget cycles.
The direct impact to the General Fund is a reduction in recruitment-related expenditures totaling $25,000 for FY 2026-27. Indirectly, the City will continue maintaining recruitment operations while improving cost efficiency and reducing reliance on higher-cost advertising methods where operationally feasible.
However, the reduced budget level may limit the City’s immediate ability to absorb the costs associated with executive-level recruitments or specialized recruitment services without additional budgetary adjustments.
Alternatives
One alternative would be to maintain the Recruitment Expense budget at its current funding level to preserve additional flexibility for future recruitment activity, including potential executive-level recruitments requiring external search firm assistance. Another alternative would be to implement a smaller reduction rather than the proposed amount. However, based on current staffing conditions and recent recruitment Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 200 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
expenditure trends, the proposed reduction is viewed as operationally manageable while still maintaining adequate recruitment resources for typical recruitment activity.
Cost Summary
The proposed change would reduce the Recruitment Expense budget by $25,000 for FY 2026-27, decreasing the total budget from $79,170 to $54,170.
Compared to current costs, this represents a reduction in recruitment-related expenditures associated primarily with premium paid job postings and external recruitment advertising services.
Offsetting cost savings are anticipated through continued use of lower-cost recruitment tools, existing recruitment platforms, and current staffing stability reducing the frequency and urgency of recruitments.
However, executive-level recruitments requiring external executive search firms could exceed available funding under the revised budget and may require future budget adjustments if such a recruitment becomes necessary.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account) Project Number Total Amount
Recruitment Expense 101160 51214 (25,000.00)
Total Operating Costs $ (25,000.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (25,000.00)
6.e
Packet Pg. 201 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Administrative Services – Human Resources
REQUEST TITLE: Reduce Conference Registration Budget
Request Summary (select one):
Service Category (select one):
This request proposes reducing the Conference Registration line-item from the Human Resource’s base budget that was set at $32,500 to be reduced to $24,375 for FY 2026-27, resulting in a General Fund savings of $8,125. The reduction reflects current budget prioritization efforts and anticipated limitations on conference and training participation, while still maintaining funding for essential professional development and mandatory training activities.
Additionally, some conference and training-related costs may continue to be partially offset through grant opportunities, scholarships, or reimbursement programs offered by the City’s participation in various municipal pooling and risk management programs. These opportunities may help reduce the financial impact of limited training funding while continuing to support select professional development activities.
The proposed reduction will limit the number of conferences, trainings, and professional development opportunities staff are able to attend during FY 2026-27. While funding would remain available for critical operational, compliance-related, and high-priority training needs, discretionary conference attendance and broader professional development opportunities may need to be reduced or more selectively prioritized.
The impact of this change would be measured by monitoring the City’s ability to continue meeting operational training requirements, maintaining compliance obligations, and supporting essential staff development within the reduced funding level. Departments may also increasingly rely on lower-cost virtual training opportunities, regional programs, internally coordinated training efforts, or external grant and scholarship opportunities available through municipal pooling organizations where feasible.
The direct impact to the General Fund is a reduction in conference and training-related expenditures totaling $8,125 for FY 2026-27. Indirectly, the reduction may result in fewer opportunities for staff professional networking, external training exposure, leadership development, and attendance at industry conferences that support long-term workforce development and organizational knowledge sharing.
Alternatives
One alternative would be to maintain the Conference Registration budget at its current funding level to preserve existing training and conference participation opportunities. Another alternative would be to implement a smaller reduction to lessen impacts on professional development activities. However, the proposed reduction is viewed as manageable while still preserving funding for essential and operationally necessary training needs.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.e
Packet Pg. 202 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Cost Summary
The proposed change would reduce the Conference Registration budget by $8,125 for FY 2026-27, decreasing the total budget from $32,500 to $24,375.
Compared to current costs, this represents a reduction in expenditures related to conference registrations, professional development programs, seminars, and external training participation.
Offsetting cost savings are anticipated through reduced conference attendance, prioritization of essential training activities, increased utilization of lower-cost or virtual training opportunities where available, and potential grant, scholarship, or reimbursement opportunities offered through the City’s municipal pooling and risk management program partnerships.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Conference Registration 101160 52200 (8,125.00)
Total Operating Costs $ (8,125.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (8,125.00)
6.e
Packet Pg. 203 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Attorney’s Office
REQUEST TITLE: Reduce General Legal Services in CAO/CDD Department budgets Request Summary (select one):
Service Category (select one):
This request proposes an $82,000 total combined reduction to the “Legal – General City Services” budget in City Attorney’s and Community Development Department’s budget through the following operational service reductions:
1. Limit attendance at non-reimbursable initiative and project meetings and provide consultation primarily on specific legal issues as they arise;
2. Reduce review of templates, correspondence, and public information;
3. Limit attendance at Planning Commission hearings to an as-needed basis;
4. Reduce attendance at Coastal Commission hearings.
Factors Driving the Request for Change
The City Attorney’s Office (CAO) currently provides mid-to-high levels of support for non-reimbursable initiatives and projects, including weekly Housing Element implementation coordination meetings and attendance at Planning Commission hearings. The proposed reduction would shift portions of this support from ongoing participation and project management involvement to more limited legal consultation on specific issues and attendance at selected hearings on an as-needed basis.
Impact of Change
The reduction would result in decreased legal support and consultation during project initiation and implementation, which could lead to operational delays when legal issues arise. It would also reduce direct support available to Planning staff and increase reliance on department leadership to manage project coordination and issue resolution. Reduced attendance at Planning Commission and Coastal Commission hearings may also limit real-time legal guidance and support available during public meetings and hearings.
Alternatives
Given Pacifica’s complex regulatory environment and ongoing litigation exposure, additional reductions to legal support services could increase operational and legal risk to the City.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 204 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Legal - General City Services (CAO) 101150 51100 (57,000.00) Legal - General City Services (CDD) 101311 51100 (25,000.00) Total Operating Costs $ (82,000.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (82,000.00)
6.e
Packet Pg. 205 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Manager’s Office
REQUEST TITLE: Eliminate Funding for Portable Restroom (American Portables) Supporting the Temporary Safe Parking Program
Request Summary (select one):
Service Category (select one):
Eliminate General Fund funding for portable restroom services (American Portables) currently supporting the Temporary Safe Parking Program (TSPP). This ongoing reduction would decrease annual contractual services expenditures by approximately $25,000 beginning in FY 2026-27. Should the City Council elect to continue the TSPP program, this expense could alternatively be funded through the Housing Action Fund as part of the overall program budget.
Impact of Change
Approval of this reduction would eliminate General Fund-funded portable restroom services supporting the Temporary Safe Parking Program. The reduction would mean terminating sanitation and hygiene amenities available at temporary safe parking locations and ties to a separate request to terminate the existing program unless alternative funding sources are identified.
The direct fiscal impact would be a reduction in General Fund-supported contractual service expenditures.
Indirect community impacts could include reduced operational support capacity for the TSPP program.
Staff will continue evaluating operational alternatives and external funding opportunities for the program Alternatives
Should the Council choose to continue funding the TSPP program, this cost should be incorporated into the total program cost funded through the Housing Action Fund.
Cost Summary
This request would reduce ongoing contractual services expenditures by approximately $25,000 annually beginning in FY 2026-27.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 101120 51206 (25,000)
Total Operating Costs (25,000)
Offsetting Cost Savings or Revenues
Net Operating Costs (25,000)
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.e
Packet Pg. 206 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: City Manager’s Office - Economic and Housing Development REQUEST TITLE: Deferral of Special Financing District Feasibility Study (CFD / EIFD / PBID) for Other Commercial Areas
Request Summary (select one):
Service Category (select one):
Economic and Housing Development (EHD) proposes a one-time budget reduction of $75,000 for FY2026-27 by fully deferring the Special Financing District Feasibility Study for Other Commercial Areas task in the FY2026-27 Workplan. The study would evaluate property owner interest, boundary options, projected assessment or tax increment revenues, eligible uses, governance structures, and implementation timelines for a Community Facilities District (CFD), Enhanced Infrastructure Financing District (EIFD), and/or Property and Business Improvement District (PBID) for priority commercial corridors in Pacifica. Through the approval of this expense request, this study would not be initiated in FY2026-27 as planned and would need to be reconsidered in a future budget cycle as part of the City’s strategic planning process.
The reduction in EHD’s budget request for FY 26-27 is driven by an overall need to reduce future costs Citywide to produce a balanced budget. The CFD/ PBID/ EIFD study is recommended for deferral over other consultant contracts because of the amount of staff and legal time needed for implementation.
EDH recommends initiating the feasibility study at a time when the City can support the necessary staff and legal time to be able to plan and execute what is known to be a complex implementation process.
This deferral will prevent the Department from initiating the Special Financing District Feasibility Study called for under Goal 1 of the EDH Workplan. The following provides context for the impacts of this deferral.
Goal 1 - Catalyst Projects & Opportunity Sites: Other Commercial Areas Conduct a feasibility study of potential financing tools: Property and Business Improvement Districts (PBID), Enhanced Infrastructure Financing Districts (EIFD), and Community Facilities Districts (CFD) to support infrastructure improvements and catalyze private investment in priority areas Context: PBIDs, EIFDs and CFDs are financing tools that allow local governments to levy special taxes to raise funds for new infrastructure installation like streets, roads, sidewalks, traffic signals, street lights, and crosswalks and related placemaking aspects of infrastructure such as street furniture and plantings as well as maintenance and repair of this infrastructure. Pacifica’s business districts continue to lack private investment and thus any needed infrastructure cost falls on the City’s already over-burdened General Fund. The lack of investment in Pacifica’s commercial districts has created environments that are unattractive for retailers and businesses, causing vacancies, unsightly conditions and unwelcoming environments for visitors. A well-maintained commercial district directly supports the City’s fiscal health: a more attractive environment leads to higher occupancy, which in turn generates increased sales tax, business license fees, and property tax increment, while also reducing the City’s cost burden for blight mitigation and deferred infrastructure maintenance.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 207 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Without a stable, self-sustaining revenue mechanism for these districts, the City remains the funding backstop for improvements that private investment and district-generated revenue could otherwise support. For example, the City's FY2024-25 budget appropriation for road resurfacing for just the Sharp Park Priority Development Area alone was $1,000,000.
Opportunity Cost and Long-Term Impact: While the short-term savings to the General Fund is $75,000 for FY2026-27 deferring this study has a long-term opportunity cost. Without the feasibility study, the first step in the process of setting up a financing district(s), business districts in Pacifica will continue to be underinvested in, with sparse General Fund dollars only being spent on critically needed repairs and maintenance. This delay will continue the status quo in many of Pacifica’s underperforming commercial districts.
Alternatives
EHD does not recommend cutting budget to other consultant scopes given the immediate impact those other scopes may have on the City’s General Fund, including progressing the development of 2212 Beach Boulevard, which, in the short-term, could bring in development fees for the City and in the long-term could bring in TOT and Sales taxes, and, Business Attraction efforts that would bring in new businesses to Pacifica.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 101140 51206 (75,000)
Total Operating Costs $ (75,000)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (75,000)
6.e
Packet Pg. 208 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Economic & Housing Development - Economic Development Committee (EDC) REQUEST TITLE: Remove Economic Development Committee Budget Request Summary (select one):
Service Category (select one):
Economic & Housing Development (EHD) proposes a reduction of $7,750 to the FY2026-27 Economic Development Committee (EDC) budget by reducing funding available for implementation projects, marketing efforts, and promotional activities associated with the Committee’s annual workplan. This reduction would result in General Fund savings while allowing the Committee to continue advancing priority initiatives through strategic partnerships, sponsorships, and coordinated staff support.
In FY2025-26, the EDC successfully advanced several high-impact initiatives using only a portion of the total allocated budget, including business district wayfinding signage, digital marketing efforts, business promotion partnerships, vacancy tracking efforts, and placemaking initiatives. The EDC budget and funding needs will be reassessed as part of the City’s next Strategic Planning and budget development process to evaluate future priorities, available resources, and implementation opportunities.
For FY2026-27, the proposed EDC workplan continues to focus on economic vibrancy, business visibility, marketing, and partnership coordination; however, several initiatives are expected to rely more heavily on partnerships, sponsorships, merchant participation, and staff coordination rather than direct City-funded initiatives. This reduction would allow the City to decrease General Fund expenditures for FY2026-27 while still maintaining the EDC’s advisory and coordination role.
Approval of this reduction would reduce funding available for EDC-led implementation activities, marketing campaigns, pilot projects, and consultant-supported initiatives during FY2026-27. While the EDC would continue to meet and advance priority projects, some initiatives may need to be scaled back, delayed, or be externally funded. Notably, the initiatives proposed for FY2026-27 are expected to rely less on direct City funding than prior years’ initiatives.
The most notable anticipated impact of this reduction would be on digital marketing and promotional efforts previously supported through the FY2025-26 EDC budget. Results from these campaigns were presented to City Council during the EDC Annual Update. However, as discussed during the EDC Annual Update, the same digital marketing and promotional campaigns funded by the City last year may be coordinated and supervised through the EDC, while participating businesses and merchant organizations contribute funding through sponsorships.
The proposed reduction would decrease FY2026-27 EDC expenditures compared to FY2025-26 by eliminating funding allocated toward marketing initiatives, promotional activities, pilot projects, and implementation-related expenses associated with the EDC workplan.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.e
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In FY2025-26, EDC was allocated approximately $7,750. However, not all allocated funds were expended, and the Committee still successfully advanced initiatives including business district wayfinding signage, promotional campaigns, business outreach, and placemaking-related activities.
For FY2026-27, EDH proposes reducing the EDC budget by $7,750.
Key areas potentially affected include:
• Marketing and promotional campaigns
• Pilot placemaking and beautification projects
• Community business engagement activities
• Event and activation support
Offsetting strategies may include:
• Merchant cost-sharing participation
• Sponsorships and partnerships
• Grant opportunities
The indirect impact to the General Fund would be positive in the short-term through reduced expenditures.
The long-term impact to the community is unknown but expected to be moderate at most, as the EDC would continue operating in an advisory and coordination capacity, though with reduced funding available for implementation activities.
Alternatives
An alternative to this reduction would be to maintain the full FY2026-27 EDC budget allocation to allow for expanded implementation of marketing campaigns, pilot projects, placemaking improvements, and consultant-supported economic development initiatives. However, given current Citywide budget constraints and the success of leveraging partnerships with merchant groups, local businesses, and community organizations during FY2025-26, EHD believes a reduced funding approach is reasonable for FY2026-27.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
DEPARTMENTAL EXPENSE 101140 52008 (7,750.00)
Total Operating Costs $ (7,750.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (7,750.00)
6.e
Packet Pg. 210 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Parks, Beaches & Recreation – Child Care
REQUEST TITLE: Freeze Vacant Lead Teacher Position
Request Summary (select one):
Service Category (select one):
The proposed reduction would freeze a full-time budgeted position in the Parks, Beaches and Recreation Department for FY 26/27.Approval of this reduction would decrease annual expenditures by approximately $118,090 while allowing childcare programming and operations to continue through existing staffing realignment strategies with no anticipated impact to current service levels or program delivery.
Impact of Change
Approval of this reduction would freeze a vacant Childcare Lead Teacher position. Existing childcare staffing structures and operational assignments can be adjusted to continue supporting program operations without reliance on this position.
The department does not anticipate direct impacts to current childcare programming, participant capacity, or daily operations because of this reduction. Existing staff coverage and supervisory structures are expected to continue meeting operational and licensing requirements through staffing realignment and current scheduling practices.
The impact of this change would be measured through continued maintenance of existing childcare service levels, participant enrollment capacity, program compliance requirements, and operational performance metrics while reducing ongoing personnel expenditures.
The direct fiscal impact would include approximately $118,090 in annual expenditure savings to the General Fund through the freezing of salary and benefit costs associated with the vacant position.
Alternatives
Reasonable alternatives to this request include:
• Retaining the vacant position within the department budget for potential future operational expansion.
• Filling the position to provide additional staffing flexibility and program support. • Reclassifying or restructuring the position to support alternative childcare operational needs. • Continuing current staffing realignment strategies while temporarily holding the position vacant for future evaluation.
Cost Summary
This request would reduce annual expenditures by approximately $118,090 beginning in FY 2026-27 through the freezing of salary and benefit costs associated with the vacant Childcare Lead Teacher position.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
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Major cost reductions include:
• Freezing of salary costs associated with vacant Lead Teacher position • Freezing of employee benefit and related personnel costs The proposed reduction would take effect in FY 2026-27 on a one-time basis with no anticipated reduction in current childcare programming or operational service levels.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
ChildCare Teacher Lead - Regular Salaries 101543 50100 ($118,090) Total Operating Costs $ (118,090)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (118,090)
6.e
Packet Pg. 212 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Parks, Beaches & Recreation – Senior Services
REQUEST TITLE: Discontinue the Senior Services Transportation Program Request Summary (select one):
Service Category (select one):
The proposed reduction would discontinue the City-operated Senior Transportation Program, including unfunding the currently vacant full-time Transportation Specialist position, beginning in FY 2026-27 on an ongoing basis. Approval of this reduction would eliminate approximately $137,040 in annual General Fund supported expenditures and approximately $21,282 in associated revenues, including County grant funding that may be at risk due to limited countywide funding availability and rider fare donations, while alternative transportation options would remain available through the City’s Connect-A-Ride (CaR) program and other community transportation services.
Impact of Change
Approval of this reduction would discontinue the City-operated Senior Transportation Program, which currently provides weekday transportation for older adults from their homes to the Pacifica Community Center, along with limited field trips and shopping excursions. The reduction would unfund the currently vacant full-time Transportation Specialist position and cease direct City transportation operations associated with the program.
Ridership within the program has declined over recent years. There are currently 27 registered individuals in the program, averaging approximately 3-4 riders per day. Of the 27 registered users, only six individuals utilize the Center Connect transportation program on an ongoing basis. Monthly Shopping Express trips to Safeway and Trader Joe’s served 18 participants in quarter 3.
The impact of this reduction would be measured through elimination of operating expenditures, reduction in staffing obligations, and discontinuation of City-provided transportation trips and rider participation metrics. Community impacts may include reduced direct transportation assistance for seniors who rely on door-to-door transportation services to access the Community Center and related programming.
Alternative transportation options would continue to be available through the City of Pacifica’s ConnectA-Ride (CaR) program, which provides subsidized, on-demand taxi transportation for residents aged 65 and older through Serra Cab Company. The CaR program offers eligible participants up to eight oneway trips per month at a reduced cost, typically $5 per ride, and may help offset some transportation impacts associated with elimination of the City-operated transportation service. The volunteer SASH (Shopping Assistance for Seniors Homebound) could assist with shopping services.
The direct fiscal impact would include approximately $137,040 in reduced annual expenditures, offset by approximately $21,282 in reduced annual revenues, including approximately $13,000 in County grant funding and rider fare donations.
Alternatives
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
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Packet Pg. 213 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Reasonable alternatives to this request include:
• Continuing the existing transportation program at current service levels. • Filling the vacant Transportation Specialist position and restoring full transportation operations. • Reducing transportation service days, hours, or trip offerings while maintaining limited operations.
• Expanding reliance on non-City alternative transportation programs, including Connect-A-Ride (CaR), SamTrans, paratransit, and community-based transportation partnerships.
Cost Summary
This request would reduce annual expenditures by approximately $137,040 beginning in FY 2026-27 through the unfunding of the vacant Transportation Specialist position, the elimination of vehicle operating costs, and the elimination of associated transportation program expenses. In addition, this reduction would avoid future vehicle maintenance and replacement costs, which are estimated to range from $175,000 to $200,000. The reduction would also result in the loss of approximately $21,282 in annual revenues, including approximately $13,000 in County grant funding and rider fare donation revenue.Major cost reductions include:
• Unfunding vacant full-time Transportation Specialist position • Reduction in transportation vehicle operating and maintenance expenses • Elimination of program-related operational costs associated with senior transportation services The proposed reduction would take effect in FY 2026-27 on an ongoing basis.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Department Expenses 101531 52008 ($609)
Utilities-Comm-Phone 101531 53002 ($508)
Transporation Specialist Position 101531 50100 ($135,926) Total Operating Costs $(137,043.00)
Revenue Decrease
SENIORS-FARE TRANSPORTATION 101530 42540 8,282.00
F-SENIOR TITLE III B TRANSPORT 101530 43530 13,000.00
Net Operating Costs $(115,761.00)
6.e
Packet Pg. 214 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Parks, Beaches and Recreation – Aquatics Division REQUEST TITLE:
Request Summary (select one):
Service Category (select one):
The proposed reduction would phase out City-operated aquatics services and programming at Oceana Pool through non-renewal of the Joint Powers Use Agreement & current MOU with Jefferson Union High School District effective December 31, 2026. Aquatics operations would wind down between July and December 2026, eliminating approximately $375,462 in operating expenses and approximately $221,000 in associated revenues, resulting in an estimated ongoing General Fund savings of approximately $154,462 for FY 2026-2027. As future renewal and operational costs are anticipated to increase, additional savings may be realized in future fiscal years. In addition, community aquatics programming may continue through independent partnerships between JUHSD and other potential service providers.
Impact of Change (section to be completed for reduction submissions only) Approval of this reduction would result in the discontinuation of City-operated aquatics programming, including swim lessons, recreational swim opportunities, aquatic fitness programming, lap swim operations, and related aquatics services currently provided through the City’s partnership with JUHSD.
The City would no longer maintain operational responsibility for staffing, scheduling, program administration, customer service, or facility oversight associated with Oceana Pool operations.
Operational impacts would include elimination of part-time aquatics staffing and restructuring of existing full-time staffing resources through reassignment of the Recreation Coordinator into an existing vacant Recreation coordinator position elsewhere in the department. The current JPA and current MOU with JUHSD would not be renewed following expiration on December 31, 2026, eliminating ongoing agreement and operational expenses associated with the facility.
The impact of this change could be measured through reductions in annual General Fund subsidy requirements, elimination of lease and staffing costs, and corresponding reductions in aquatics program participation and service delivery metrics. Community impacts would include reduced direct access to City-operated swim programming and aquatic recreation opportunities. Alternative providers may choose to continue offering similar services independently through partnerships with JUHSD or other facilities.
Direct fiscal impacts include an estimated reduction of approximately $375,462 in FY 2026-2027 operating expenditures, partially offset by approximately $221,000 in reduced program revenue, resulting in estimated ongoing General Fund savings of approximately $154,462 for FY 2026-2027.
Alternatives
Reasonable alternatives to this request include:
• Continuing existing aquatics operations at current service levels with ongoing General Fund subsidy support.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
Phase out City Aquatics Services
6.e
Packet Pg. 215 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
• Reducing aquatics programming and operational hours while maintaining limited City services. • Substantially increasing aquatics fees and charges to improve cost recovery. • Exploring third-party operational agreements, sponsorships, or nonprofit partnerships to reduce City staffing and operational responsibilities.
• Working collaboratively with JUHSD and external providers to transition programming operations to a non-City operator while maintaining some level of community aquatics access.
Cost Summary
This request would reduce annual operating expenditures by approximately $375,462 beginning in FY 2026-27, primarily through elimination of lease expenses, part-time staffing costs, program operating expenses, and associated aquatics operational costs. The reduction would also decrease annual aquatics program revenues by approximately $221,000, resulting in estimated net ongoing General Fund savings of approximately $154,462 for FY 2026-2027. It should be noted that the City is currently negotiating the pool usage agreement with Pacifica Sea Lions Swim Team which may result in additional potential future revenue.
Major cost reductions include:
• Non-renewal of JPA and Mou agreement with JUHSD for Oceana Pool operations • Elimination of part-time aquatics staffing
• Reduction of aquatics operational and program supply expenses • Reassignment of existing Recreation Coordinator to vacant Recreation Coordinator position • Unfunding of one Recreation Coordinator position within departmental staffing structure The proposed reduction would take effect through a phased operational wind-down between July 2026 and December 2026, with City aquatics operations ceasing upon expiration of the current JUHSD agreement on December 31, 2026. There is also an anticipated savings in the out-years once this change is reported to the City’s general liability insurance provider Plan JPA.
Operating Expenses
Department Expenses 101521 52008 ($5,000)
Rents & Leases 101521 52028 ($150,000)
Conference Registrations 101521 52200 ($1,000)
Salaries - Part-Time 101521 50101 ($100,000)
Department Expenses 101522 52008 ($1,117)
Utilities - Comm-Phone 101522 53002 ($800)
Salaries -Regular 101521 50100 ($117,545)
Total Operating Costs $ (375,462.00)
Revenue Decreases
AQUATIC-RECREATION SWIM 101520 42530 $116,000
AQUATIC-SWIM LESSONS 101520 42531 $85,000
AQUATIC-SWIM TEAM 101520 42532 $20,000
Net Operating Costs $ (154,462.00)
6.e
Packet Pg. 216 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Hiring freeze of (1) Vacant Police Officer position for 6 months Request Summary (select one):
Service Category (select one):
Summary
The Police Department requests approval to freeze one vacant Police Officer position. This position would be frozen for six months, generating approximately $110,394 in General Fund savings. This is a timelimited fiscal reduction strategy proposed during a period of significant workforce strain, with careful consideration given to maintaining essential service levels and public safety operations.
Impact to Program or Operations:
The department is currently operating below authorized staffing levels, with three sworn vacancies existing prior to the proposed freeze. The department is currently operating with reduced staffing availability and has implemented temporary staffing measures to maintain critical service and response levels.
While three academy recruits are currently in the hiring pipeline, they will not provide independent patrol capacity until completion of academy and field training requirements in May 2027.
If approved, the proposed freeze would further reduce the department’s deployable staffing capacity during a period of existing vacancies, extended leave, and ongoing training obligations. The department also faces elevated succession risk, with six officers currently eligible for retirement.
While the department will continue prioritizing emergency response and core public safety functions, staffing flexibility will become increasingly limited during periods of peak demand, leave usage, training obligations, or unplanned vacancies.
Service Levels:
Supervisors will adjust deployment models, consolidate beats when necessary, and reallocate resources to maintain minimum operational coverage. While these strategies will help mitigate impacts, some reduction in patrol visibility, proactive enforcement activity, and discretionary policing services is anticipated.
Response Times:
The department has already experienced increased response times associated with existing staffing vacancies. Approval of the proposed freeze is expected to place additional pressure on response capacity, Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 217 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 3
particularly for lower-priority and non-emergency calls for service during high-volume periods. Priority 1 emergency calls will remain the department’s highest operational priority.
Overtime:
The department is currently utilizing overtime to maintain minimum staffing levels associated with existing vacancies, long-term disability leave, and emergency staffing requirements. Freezing an additional position will likely increase overtime usage during the six-month period.
Additional operational pressure is anticipated beginning in January 2027, when newly graduated academy officers enter the Field Training Program. During this phase, Field Training Officers are partially removed from independent patrol capacity while supervising and evaluating trainees.
Sustained overtime demands and emergency staffing conditions may continue to impact employee wellness, retention, and operational resiliency over time.
Proactive Policing:
As staffing resources become increasingly concentrated on calls for service and minimum staffing requirements, the department anticipates a reduction in proactive policing activities, including traffic enforcement, directed patrol operations, foot patrols, and community engagement initiatives.
Reduced proactive enforcement capacity may also limit opportunities for early intervention and problemsolving efforts that help prevent future calls for service.
Field Training:
Academy graduates anticipated to complete training in January 2027 will each require assignment to a Field Training Officer through approximately May 2027. During this period, experienced officers must balance patrol responsibilities with active training obligations, reducing overall patrol flexibility and effective staffing availability.
Recruitment and Succession:
Maintaining an aggressive and uninterrupted recruitment strategy remains essential given the department’s current vacancies, anticipated retirements, and the extended timeline required to develop academy recruits into independently deployable officers.
The department continues to face recruitment challenges consistent with statewide law enforcement hiring trends, particularly among agencies operating with constrained staffing and financial resources.
Officer Wellbeing:
Sustained staffing shortages and mandatory overtime increase workload demands on existing personnel and may contribute to fatigue, increased injury exposure, reduced morale, and attrition risk over time.
While difficult to quantify within traditional budget metrics, these impacts remain operationally significant.
Alternatives:
Freezing the vacant Police Officer position for six months would generate approximately $110,394 in General Fund savings while reducing operational risk relative to the proposed freeze. This option would return the position to active recruitment status after six months and provide greater staffing flexibility during a period of ongoing vacancies, long-term disability leave, field training obligations, and anticipated retirements.
6.e
Packet Pg. 218 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 3 of 3
Cost Summary:
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Regular - Salaries 101211 50100 (110,394.00)
Total Operating Costs $ (110,394.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (110,394.00)
6.e
Packet Pg. 219 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Reassign the Community Emergency Response Team (CERT) Program from Police to NCFA oversight (ALT)*
Request Summary (select one):
Service Category (select one):
Summary
The proposed budget amendment would reduce Police Department overtime expenditures by $75,000 and departmental expenditures for community outreach materials and program supplies by $25,000, generating a total General Fund savings of $100,000. This reduction would transfer responsibility for the Community Emergency Response Team (CERT) program and community disaster preparedness training to the North County Fire Authority, while temporarily suspending Police Department-led community outreach and engagement initiatives, including National Night Out, Teen Academy, Community Academy, Chief’s Advisory Panel meetings, Neighborhood Watch meetings, crime prevention classes, and youth engagement activities at local school sites.
Operational Impact
Approval of this reduction would significantly limit the Police Department’s ability to provide community engagement, disaster preparedness, and proactive outreach programming that currently relies on overtime staffing, outreach materials, preparedness equipment, and operational support resources. The following programs and services would be transferred to NCFA or temporarily suspended:
• Community Emergency Response Team (CERT) program
• Disaster preparedness and emergency readiness courses • National Night Out
• Teen Academy
• Community Academy
• Chief’s Advisory Panel meetings
• Neighborhood Watch meetings
• Crime prevention presentations and classes
• Youth engagement and outreach activities at local school sites • Community preparedness and public education events
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 6 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.e
Packet Pg. 220 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
The overtime reduction would eliminate staffing resources necessary to conduct these programs outside of normal duty hours while maintaining minimum patrol staffing levels. The reduction in general expenditures would eliminate funding for outreach materials, educational supplies, preparedness equipment, printed materials, and other operational necessities required to support these initiatives.
Due to existing staffing shortages, operational demands, and minimum staffing requirements, the department does not have the capacity to absorb these responsibilities during regular duty hours without negatively impacting emergency response operations and core police services.
Direct and Indirect Impact to the General Fund and Community The direct fiscal impact would be an estimated General Fund savings of $100,000 annually, consisting of $75,000 in overtime expenditure reductions and $25,000 in reductions to outreach materials, preparedness supplies, educational materials, community event resources, and program support expenditures.
Indirect impacts to the community may include reduced community engagement opportunities, fewer proactive crime prevention and public safety education efforts, reduced disaster preparedness training for residents, diminished youth outreach opportunities, and fewer relationship-building interactions between the Police Department and community members.
The elimination of outreach-related funding would also significantly limit the department’s ability to provide educational materials, preparedness resources, community event supplies, and public safety outreach tools that support community-based policing and emergency preparedness initiatives.
While these programs are not legally mandated services, they provide important long-term benefits related to community trust, public preparedness, neighborhood resiliency, youth engagement, and collaborative problem-solving.
Alternatives
Reduce the department expenses and overtime by $20,000 instead of $100,000 to preserve a portion of the Police Department's community outreach and engagement programs while still transferring responsibility for the Community Emergency Response Team (CERT) Program and disaster preparedness training to North County Fire Authority.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
SALARIES - OVER-TIME 101215 50200 (10,000)
DEPARTMENTAL EXPENSE 101211 52008 (10,000)
Total Operating Costs $ (20,000.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (20,000.00)
(ALT)*
6.e
Packet Pg. 221 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works – Field Services Division
REQUEST TITLE: Reduce Janitorial Services in Public Parks Request Summary (select one):
Service Category (select one):
The Public Works Department recommends reducing the janitorial contractual services by $70,000. This decision is influenced by the understanding that certain janitorial tasks will need to be completed by City Staff. The purpose of this request is to decrease the overall budget for the FY2026-2027. The impact of this reduction in janitorial services will require current staff members to increase their support for public facilities. However, with staffing already stretched due to ongoing maintenance and other service demands, this change will affect our core services. The reduction in janitorial services will likely lead to longer service times for these essential functions. By cutting the janitorial contractual services, we would achieve savings of $70,000 for the upcoming fiscal year.
Impact of Change
Reducing janitorial contractual services by $70,000 will shift a significant portion of cleaning and facility upkeep responsibilities to existing Public Works staff. With current staffing levels, this change will impact our ability to maintain current service levels. Staff response times for core maintenance services may increase as resources are redirected to support basic facility cleanliness. Over time, this may also increase wear on facilities if cleaning frequencies are reduced. Impacts could be measured by tracking response times to maintenance and janitorial requests across affected facilities, monitoring cleanliness standards, and user feedback from high-traffic public facilities. Directly, the reduction lowers FY2026–27 expenditures by $70,000. The community may experience longer turnaround times for facility upkeep, especially at high-use public restroom locations like the beaches and parks. Reduced janitorial services could affect community satisfaction and increase pressure on maintenance staff. Current janitorial services for 15 public-use facilities includes locations at the: Pier (2), Rockaway (2), Linda Mar Beach (6), Community Center Exterior Restroom (1), Frontierland (4).
Alternatives
Alternatively, hiring part-time workers can fill service gaps, helping to alleviate the workload for full-time staff.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account) Project Number Total Amount
Operating Expense
Contractual Services 101414 51206 (70,000.00)
Total Operating Costs $ (70,000.00)
Net Operating Costs $ (70,000.00)
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 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 222 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Field Services Division REQUEST TITLE: Hiring freeze of (2) .5 FTE Vacant Part-Time Maintenance Assistant Positions Request Summary (select one):
Service Category (select one):
Public Works Department proposes freezing (2) part-time Maintenance Worker positions that are vacant, to support with the budget constraints for FY 2026-27. This temporary freeze for one-year will reduce payroll and operational costs that were included in the FY2026-27 base budget.
Impact of Change
Freezing of the two part-time vacancies will reduce the service level of core field operations that support street maintenance. Staffing capacity for routine and preventive maintenance activities will be limited.
Impact can be measured through increased response times to resident service requests, including Q‑Alerts and work orders for pothole repair, drainage concerns, minor sign and striping issues, sidewalk, curb and gutter repairs, creek clean‑ups, and other right‑of‑way maintenance tasks. The direct impact to the General Fund is a reduction in the salaries and benefits costs. The direct community impact is a lower level of service or delayed response to maintenance needs in the public right‑of‑way, which may affect resident satisfaction and the overall condition of City infrastructure.
Alternatives
The primary alternative would be to maintain both positions and proceed with recruitment to refill them.
This option would preserve current service levels but would not provide the needed cost savings for FY 2026–27.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Salaries - Part-Time for 2 Maintenance Assistants 101414 50101 (48,550.00) Total Operating Costs $ (48,550.00)
Offsetting Cost Savings or Revenues
Net Operating Costs $ (48,550.00)
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 6 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
6.e
Packet Pg. 223 Attachment: Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
TRANSFER REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Reallocate Funding for Objective Design Standards (Zoning) to the Housing Action Fund
Request Summary (select one):
Service Category (select one):
This request is for a $85,000 reduction from non-reimbursable contractual services through deferral of the Objective Design Standards (ODS) project to a future fiscal year. The project is part of Housing Element program Zoning Modernization and Streamlining (HE-I-2), to establish a set of objective design and development standards tailored to multi-unit residential and residential mixed-use developments. A consultant would be required to lead community engagement, develop draft and final standards through a structured public review process, and support CEQA coordination (if required) and adoption over a 9- month timeline at a one-time cost of $85,000 from the General Fund.
Impact of Change
State housing law requires that cities apply only objective standards when reviewing housing development projects. Without adopted Objective Design Standards, the City lacks clear, defensible criteria for evaluating multi-unit residential and mixed-use residential projects, limiting the City's ability to shape development outcomes. However, state law does not require that local jurisdictions adopt ODS.
The Housing Element identifies ODS as a program commitment under Zoning Modernization and Streamlining Program (HE-I-2.3). Overall progress on HE-I-2 is likely to be monitored by the Department of Housing and Community Development, which is why ODS has been separated from other, mandated portions of the Zoning Modernization project for independent consideration. While ODS is not strictly mandated, it does directly support the City's ability to enforce design expectations on housing projects.
Deferral increases the risk of inconsistent project review, which potentially increases legal exposure on housing applications in the interim.
Alternatives
The City could attempt to develop ODS in-house without consultant support. In-house development is likely not feasible given current staff capacity and the specialized expertise required. As noted above, ODS have been intentionally separated from the Zoning Modernization project for independent consideration, as it is not strictly mandated but directly supports the City's ability to enforce design expectations on housing projects.
Cost Summary
Line Item Description
From Org
Code
(Fund+Div)
From
ObjectProjectFrom
Amount
To Org Code
(Fund+Div)
To
ObjectProjectTo
Amount
Contractual Services 101311 51206 (85,000)
Contractual Services 221100 51206 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) 6 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.f
Packet Pg. 224 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
TRANSFER REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Transfer Police Department employee wellness funding to the Self-Insurance Workers’ Compensation Fund
Request Summary (select one):
Service Category (select one):
The proposed budget amendment would reallocate $34,686 from the Police Department Employee Wellness account to the Self-Insurance Workers’ Compensation Account beginning in FY 2026–27 and continuing for one fiscal year. This transfer would maintain critical employee wellness initiatives designed to reduce physical and mental industrial injuries, mitigate workers’ compensation claims and associated costs, improve employee resiliency and retention, and support the long-term health and wellness of police department personnel.
Factors Driving the Request for Change
Increased Physical and Mental Health Industrial Injury Claims:
The Pacifica Police Department has experienced an increase in workers’ compensation claims involving both PTSD and physical industrial injuries. Policing is an inherently stressful profession characterized by long shifts, mandatory overtime, sleep disruption, exposure to traumatic incidents, violent encounters, physically demanding duties, and frequent interactions with individuals experiencing mental health crises.
These cumulative stressors place employees at elevated risk for both psychological and physical injuries.
The department has seen an increase in industrial injury claims involving PTSD, stress-related illnesses, orthopedic injuries, repetitive strain injuries, and other physical ailments associated with the demands of law enforcement work. Physical injuries related to prolonged wearing of duty equipment, repetitive movements, vehicle operations, defensive tactics, and extended periods of standing or sitting continue to contribute to workers’ compensation exposure and lost work time.
The approved wellness expenditures are intended to reduce workers’ compensation exposure by improving employee physical and mental wellness, reducing stress and fatigue, supporting recovery and resiliency, and promoting early intervention before injuries or stress-related conditions escalate into more serious industrial claims.
Risk Reduction and Injury Prevention:
The approved wellness expenditures are specifically intended to reduce industrial injuries and associated workers’ compensation costs through preventative health and wellness strategies focused on stress reduction, resiliency, injury prevention, recovery, and physical fitness.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 5 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
☐ Legally
Mandated
☐ Core
Services
☒ Service
Enhancement
6.f
Packet Pg. 225 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Transfer Request Page 2 of 3
Approved uses of the Employee Wellness program include:
Certified mindfulness and resiliency training
Physical fitness and injury prevention initiatives
Peer support and stress management resources
Access to the Cordico wellness mobile application
Recovery and wellness equipment, including massage therapy and recovery tools These resources are intended to:
Reduce stress and anxiety associated with cumulative trauma exposure Improve emotional regulation and resilience under stress Reduce fatigue and sleep-related impairment
Improve physical recovery from prolonged wearing of police equipment and repetitive strain injuries Reduce musculoskeletal injuries and chronic pain
Promote early intervention and peer support for mental health concerns Improve overall physical readiness and long-term employee wellness Research and industry best practices increasingly support proactive wellness programs as an effective strategy for reducing industrial injuries, sick leave usage, burnout, and workers’ compensation claims among public safety personnel.
Employee Retention and Workforce Stability
The Police Department continues to face staffing shortages, mandatory overtime demands, and recruitment and retention challenges. Wellness initiatives support employee morale, resiliency, and organizational support systems, which are increasingly important factors in employee retention and workforce stability.
Impact of Change
Operational Impact
Approval of this request would allow the continuation of employee wellness initiatives specifically designed to reduce physical and mental industrial injuries and associated workers’ compensation exposure.
The proposed funding transfer would support programs and equipment focused on injury prevention, stress reduction, resiliency, recovery, and employee mental health support. These efforts are intended to improve employee wellness while reducing lost work time, industrial injury claims, absenteeism, and longterm disability exposure.
Direct and Indirect Impact to the General Fund and Community The direct fiscal impact is budget neutral as funds would be reallocated from the Employee Wellness account to the Self-Insurance Workers’ Compensation Account (666211-52033).
Indirect financial benefits may include reduced workers’ compensation costs, lower industrial injury exposure, reduced overtime costs associated with backfilling injured employees, improved employee retention, and reduced long-term disability and medical claim expenditures.
Additional indirect benefits to the community may include improved employee wellness, increased workforce stability, enhanced employee performance, improved decision-making under stress, and a higher level of service delivery to the community.
6.f
Packet Pg. 226 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Transfer Request Page 3 of 3
Alternatives
Eliminating or reducing wellness-related expenditures and absorbing increased workers’ compensation exposure and associated costs.
Limiting wellness initiatives to existing Employee Assistance Program (EAP) services, which have historically proven insufficient to fully address the unique mental and physical stressors associated with law enforcement professions.
Line Item Description
From Org
Code
(Fund+Div)
From
ObjectProject
From
Amount
To Org Code
(Fund+Div)
To
ObjectProject
To
Amount
EMPLOYEE WELLNESS PROGRAM 101211 52033 (34,686)
EMPLOYEE WELLNESS PROGRAM 666211 52033 34,686
Total Transfers $ (34,686) $ 34,686
6.f
Packet Pg. 227 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
TRANSFER REQUEST – PROGRAM CHANGE FORM
PROGRAM: Administrative Services – Human Resources
REQUEST TITLE: Transfer Employee Wellness/Recognition Budget to Risk Management Fund Request Summary (select one):
Service Category (select one):
Request Summary
This request proposes transferring funding associated with employee wellness initiatives from the standalone Employee Wellness/Recognition budget line within the General Fund 101 to the Self-Insurance Workers’ Compensation Fund 666 budget beginning in FY 2026-27. The City’s wellness platform and related wellness expenditures are already operationally tied to the Workers’ Compensation program through existing premium-related charges and employee well-being initiatives.
This change is intended to better align budgeted expenditures with the operational funding source currently supporting the wellness platform while streamlining budget administration and consolidating related expenditures within the Workers’ Compensation program. The transfer would maintain the City’s ability to continue supporting employee wellness initiatives without reducing services or programming.
Impact of Change
The proposed transfer is not anticipated to negatively impact employee wellness programming or related operations. Wellness initiatives would continue to be supported through the Workers’ Compensation budget, which already funds the City’s wellness platform and related premium-based expenditures connected to employee health, safety, and injury prevention efforts.
This adjustment improves alignment between the operational purpose of the expenditures and the funding source being utilized. Consolidating wellness-related costs within the Workers’ Compensation budget may also improve administrative efficiency, budget tracking, and expenditure consistency.
The impact of this change would be measured through the City’s continued ability to maintain wellnessrelated initiatives and employee support efforts without operational disruption or the need for additional appropriations. Existing workers’ compensation and wellness program outcomes can continue to be monitored through current operational and reporting practices.
The direct impact to the General Fund is the transfer of wellness-related appropriations to the Workers’ Compensation funding structure. Indirectly, the City would continue supporting employee wellness efforts that contribute to workforce engagement, injury prevention, and overall organizational effectiveness.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities ☐ Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ On-going (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 228 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Transfer Request Page 2 of 2
Alternatives
One alternative would be to maintain the existing standalone Employee Wellness/Recognition budget line within the General Fund. Another alternative would be to partially fund wellness expenditures through both the General Fund and Workers’ Compensation budget lines. However, transferring the funding fully to the Workers’ Compensation budget is viewed as the most operationally aligned and administratively efficient approach given that the wellness platform and related expenditures are already associated with the Workers’ Compensation program.
Cost Summary
The proposed change would transfer funding previously budgeted within the standalone Employee Wellness/Recognition budget line to the Workers’ Compensation budget for FY 2026-27. Wellness-related expenditures would continue to be supported through the existing Workers’ Compensation appropriation structure where the wellness platform premium costs are currently charged.
Compared to current budgeting practices, this approach better aligns operational expenditures with the appropriate funding source and reduces the number of separate appropriations supporting related activities. No additional General Fund appropriation is requested as part of this change.
The specific FY 2026-27 line items affected include:
• Transfer/reduction of the Employee Wellness/Recognition budget line within the General Fund. • Continued utilization of the Workers’ Compensation budget line for wellness platform expenditures and eligible wellness-related initiatives tied to safety, injury prevention, and employee well-being efforts.
Line Item Description
From Org Code
(Fund+Div)
From
Object-Project
From
Amount
To Org Code
(Fund+Div)
To
ObjectProject
To
Amount
Employee
Wellness/Recognition 101160 52011 (33,495)
Insurance/Worker's
Comp 667190 52016 33,495
Total Transfers $ (33,495) $ 33,495
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Packet Pg. 229 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
TRANSFER REQUEST – PROGRAM CHANGE FORM
PROGRAM: Police Department
REQUEST TITLE: Transfer salaries and benefits costs for a Community Services Officer position to Supplemental Law Enforcement Grant Fund
Request Summary (select one):
Service Category (select one):
Summary
The Police Department requests approval to permanently transfer one part-time Community Service Officer (CSO) position from the General Fund to the Supplemental Law Enforcement Services Fund (Grant Fund 207) and establish the position as an ongoing grant-funded position within position control. This funding change would offset approximately $38,300 in annual General Fund expenditures while maintaining existing service levels and preserving critical community service functions.
The Supplemental Law Enforcement Services Fund was established to support front-line public safety services and community-oriented policing efforts. The duties performed by the Community Service Officer align with the fund's intended purpose by enhancing public safety, supporting quality-of-life initiatives, and allowing sworn personnel to remain focused on higher-priority law enforcement responsibilities.
Impact to Program or Operations:
This proposal does not eliminate a position or reduce staffing levels. Rather, it changes the funding source supporting an existing part-time Community Service Officer position from the General Fund to Grant Fund 207.
The Community Service Officer will continue performing existing responsibilities, including responding to non-hazardous service calls, parking enforcement, abandoned vehicle investigations, homeless outreach coordination, traffic control, crime scene support, report taking, and other community service functions that contribute to public safety and quality of life.
Maintaining this position allows sworn officers to remain focused on duties requiring peace officer authority while improving overall operational efficiency and responsiveness. No operational impacts are anticipated as a result of this funding change.
Service Levels:
No reduction in service levels is anticipated. The Community Service Officer position will continue providing support services that improve operational efficiency and allow sworn officers to remain available Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
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for emergency response, criminal investigations, proactive patrol, and other core law enforcement responsibilities.
Existing services related to parking enforcement, abandoned vehicle investigations, homeless outreach, traffic control, crime scene support, and community service functions will continue at current levels.
Alternatives:
The City may elect to continue funding the part-time Community Service Officer position through the General Fund. While this option would maintain current operations, it would not achieve approximately $38,300 in annual General Fund savings associated with the proposed funding transfer.
Cost Summary:
Line Item Description
From Org
Code
(Fund+Div)
From
ObjectProjectFrom
Amount
To Org Code
(Fund+Div)
To
ObjectProjectTo
Amount
Salaries - Part-Time 101211 50101 (38,300)
Salaries - Part-Time 207211 50101 38,300
Total Transfers $ (38,300) $ 38,300
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Packet Pg. 231 Attachment: Attachment 6 - FY 2026-27 Recommended Transfer Amendment Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding for zoning modernization & code updates to align with General Plan Request Summary (select one):
Service Category (select one):
Summary
Zoning Modernization and Streamlining is an essential program in the certified Housing Element (HE-I-2) that requires a citywide comprehensive code update to remove barriers to housing productions. The proposed project would focus primarily on areas that are required for compliance with state planning law, such as: (1) mandatory alignment between the General Plan and Zoning Map/Ordinance, especially density and use standards, (2) streamlining residential and residential mixed-use projects, (3) compliance with state housing laws, (4) full reorganization of the Zoning Ordinance for clarity, ease of use, and to support future updates required by state law, and (5) update commercial use standards in light of residential mixed-use requirements noted above and to better support business attraction, align with current business uses, and simplify requirements. This essential program will support housing production, one of the City’s primary economic development strategies, while ensuring that the City can maintain local controls through compliant ordinances. The Community Development Department (CDD) requests $185,000.
State planning law requires consistency across planning documents, including alignment between the General Plan and the Zoning Ordinance. The City did not update the zoning map or text contemporaneously with the General Plan adoption in 2022, resulting in the current misalignment between the policy and implementing ordinances, particularly on key issues related to housing production such as density and residential use standards. Further, approximately 70 percent of Pacifica’s Zoning Ordinance was written between 1970-2000 and is difficult to use and interpret, is not aligned with state laws or current best practices, cannot be readily updated to maintain compliance with changing laws, all of which creates barriers to both housing development and commercial uses. Continuing with the outdated Zoning Ordinance could lead to loss of local control, further constrain housing, and discourage businesses from staying, expanding, or locating in Pacifica. Progress on this key HE program is likely to be monitored by Housing and Community Development.
Alternatives
Community Development is presenting a reduced scale project given the budget constraints for this fiscal year, focusing on mandatory elements (General Plan alignment, streamlining, state law compliance), leveraging the need to address mixed-use residential to clarify and improve commercial standards, and setting the stage for an easier time with future amendments (reorganizing). Future efforts should include citywide comprehensive rezoning (including P-D districts outside of the HPD not already included for GP alignment), parking studies, and refinement of standards and processes.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
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Packet Pg. 232 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Objective Design Standards (ODS) have been separated from these mandatory components for consideration. Although the City can only enforce objective development and design standards on housing development projects, having an ODS program is not mandated.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 221100 51206 185,000.00
Total Operating Costs $ 185,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 185,000.00
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Packet Pg. 233 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding to evaluate housing opportunities on publicly owned lands consistent with General Plan Program HE-I-3
Request Summary (select one):
Service Category (select one):
Master Planning and Implementation for Public Sites is a required program under the adopted Housing Element (HE-I-3) to evaluate public lands to support housing development. It is a multi-year project that includes significant public engagement, feasibility studies, Council direction and action, and engagement with other public agencies. Specifically, the project would build on the early stakeholder and community engagement from FY25-26 Q3-Q4 and evaluate the area around Sanchez Library (HE Site 24) (community engagement, feasibility studies, and Council review of options for affordable housing), begin engagement with other public agencies (school districts and state), and create an inventory of other Cityowned sites. The Community Development Department (CDD) seeks $150,000 in funding for this project.
Factors Driving the Request for Change (section to be completed for additions only) The Housing Element establishes programs and actions needed to support planning for 2,042 housing units between 2023-2031. Planning for public sites (HE-I-3) is an essential program with milestones in the 2025 and 2026 calendar years and beyond. City-owned land is Pacifica’s greatest available tool to encourage development of much-needed affordable housing. Public engagement will be significant and must occur early and throughout the process. Consultant expertise is also required for analysis, such as test fits and feasibility. Progress on this key HE program is likely to be monitored by Housing and Community Development.
Alternatives
Start of this work was delayed by the late adoption of a compliant HE in March 2025 and the requirements to complete mandatory rezoning program to achieve certification. The City should continue to advance evaluating Site 24 for affordable housing, especially since the rezoning of Site 23 was deferred.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 221100 51206 150,000.00
Total Operating Costs $ 150,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 150,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☒ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 234 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding for on-call professional services supporting Housing Element implementation activities
Request Summary (select one):
Service Category (select one):
The request proposed funding for on-call consultant services to oversee the Housing Element implementation work, including, but not limited to: maintaining the implementation plan, research, preparing annual progress reports and other public documents, coordinating with external agencies, public meeting support, and discrete tasks typical of on-call services. This allows for continuity in the Housing Element program implementation. The anticipated cost amount for FY2026-27 is $80,000.
The Housing Element commits the City to certain actions within specific timeframes during the planning period. We are required to provide detailed annual reporting on the implementation progress to the State on April 1st each year, as well as obligations for a mid-cycle evaluation of some programs/actions in 2027.
A consultant would provide structural support to the department and assist with timelines for tasks, develop long-term strategies, track progress and create mandatory annual progress reports, and perform other oncall tasks as assigned.
A consultant and fellow created a robust HE Implementation tracking tool to assist with new in-depth reporting requirements on HE actions and metrics, which should reduce the lift for the coming fiscal year. Tracking efforts will also be less detailed. However, the Annual Progress Report mandatory reporting to HCD remains complex and time consuming with new forms, formats, and requirements each year. Staff spend many hours manually retrieving and verifying data due to a lack of permit tracking software, and the time it takes to compile and prepare the actual report on the prescribed forms takes more time beyond staff capacity.
Alternatives
While there could be other funding sources for some of the projects, the overall Housing Element implementation is supported by the Housing Action Fund. By allocating a portion of our on-call contract with the consultant specifically to the Housing Element would allow better tracking and support Pacifica’s goals for implementation.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Consultant Services 221100 51206 80,000
Total Operating Costs $ 80,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 80,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 5 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☐ Ongoing (Annual) ☒ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
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Packet Pg. 235 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works – Motor Pool
REQUEST TITLE: Funding for the purchase of four vehicles for Public Works and Police Department operations
Request Summary (select one):
Service Category (select one):
Public Works Motor Pool Division is requesting $271,500 to purchase 4 replacement vehicles which includes (2) work trucks for the Public Works Department and (2) SUVs for the Police Department.
Relatively, Public Works is also requesting an increase to the Gas & Oil expenditure line-item in the Public Works budget by $15,000.
Approval of this funding request will allow the Public Works Department to maintain uninterrupted essential services by ensuring reliable fleet availability across all City departments. Replacing aging vehicles will reduce breakdowns, stabilize maintenance costs, and support consistent field operations, emergency response, and scheduled maintenance activities. Bringing the fleet closer to industry-standard replacement cycles will also improve long-term operational and financial sustainability.
DEPARTMENT
VEH
#
OLD
VEHICLE REPLACMENT
ESTIMATED
COST SETUP
Reason for
Replacement
Public Works
(Streets) 201
2010 GMC
1500
2027 Ram
1500 $55,000 $2,500
Very rusty and
over 15 years old
Public Works
(Parks) 301
2014
TOYOTA
TACOMA
4X4
TOYOTA
TACOMA 4X4 $45,000 $4,500
Very rusty and
over 12 years old
PD 129 2020 Utility
Pursuit
Durango $56,000 $26,500
Over 6 years old
and over 100K
miles & 10K hrs
PD 130 2020 Utility
Pursuit
Durango $56,000 $26,000
Over 6 years old
and over 100K
miles & 10K hrs
Estimated Grand
Total
TOTAL $212,000 $59,500 $271,500
As for the increase in the Gas & Oil Expense line-item, fuel costs have continued to rise due to global oil market volatility, refinery supply constraints, and increased regional fuel costs in California. Diesel prices have significantly impacted heavy equipment and fleet operations. The increase is needed due to the rise in costs of oil that has made fuel prices go up. Diesel fuel purchase requires that the city purchase renewable diesel fuel, as it’s a state mandate.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 236 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
The impact of this change would be measured through the comparison of prior year expenditures toward of preventative maintenance and repair costs. Fleet reliability and response metrics can be tracked through the Motorpool’s FleetRock maintenance management system. Approval of this budget increase would allow the Public Works Department to maintain uninterrupted essential services and continue current operational response levels without reducing field activities, maintenance schedules, or emergency response capabilities.
Alternatives
Departments could continue using the current ageing fleet, however this would increase risk of breakdowns, higher repair expenses, lost productivity and possible safety concerns due to rusting and mechanical deterioration. Partial replacement would fund only the PD vehicles at this time, to support emergency services and call response.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Capital Outlay > $5000 672470 57001 271,500.00
Gasoline & Oil Expense 671470 52014 15,000.00
Total Operating Costs $ 286,500.00
Offsetting Cost Savings
Net Operating Costs $ 286,500.00
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Packet Pg. 237 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Additional funding for Wastewater Operations and Maintenance Expenses Request Summary (select one):
Service Category (select one):
The Public Works Department- Wastewater Division requests increasing the WWTP Operation Supplies account to reflect the Calera Creek Water Recycling Plant’s current resource needs.
Factors Driving the Request for Change
Operating and maintenance expenses on several pump stations and the Calera Creek Water Recycling Plant have been greater than the budgeted amounts for the past several years. This is due in part to:
• Increasing costs of goods and services due to inflation and supply chain challenges. • Aging facilities have greater operation and maintenance costs.
We propose to increase these budgets to reflect current resource needs. While these O&M costs have been greater than their respective budgets, overall spending on the Wastewater Enterprise Fund is within budget. The impact of this change will be better tracking of wastewater operating expenses.
Alternatives
The Wastewater Division can continue to perform the maintenance activities needed, however the balance for this account is likely to be negative. Overall Wastewater Enterprise Fund spending is anticipated to be within budget.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
WWTP OPERATION SUPPLIES 518451 52617 161,359.00
Total Operating Costs $ 161,359.00
WWTP ATAD 518451 52601 (10,000.00)
WWTP SOLAR SYSTEM 518451 52627 (10,658.00)
Net Operating Costs $ 140,701.00
The request includes a net $140,701 increase. Increases to this budget have not been maintained with increasing resource needs and costs of goods and services in the wastewater industry and the economy as a whole. “WWTP Operation Supplies” spending includes piping, fittings, concrete, tools, instrumentation and spare parts for various equipment. Spending has been consistently greater than the Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
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Packet Pg. 238 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
budgeted amounts for the past several years:
Org Account
FY2024-25
Actuals
FY2025-26
Estimated
Actuals
FY2026-27
Proposed
Budget
451
WWTP OPERATION
SUPPLIES $373,393.71 $225,706.83 $225,000.00
Costs will be offset through one-time reductions in the WWTP Solar System and WWTP ATAD accounts.
The Wastewater Division anticipates keeping overall spending within the Fund 518 budget. Reducing spending in these categories to the previously established budgets increases the risk of equipment failures, sanitary sewer spills and permit violations throughout the Wastewater Division. The Wastewater Division will continue to look for more cost-effective alternatives for goods and services.
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Packet Pg. 239 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Funding for a predictive maintenance study to support long-term infrastructure and asset management planning
Request Summary (select one):
Service Category (select one):
The Public Works Wastewater Division requests procuring an agreement to develop predictive maintenance procedures. Staff will continue to develop more proactive maintenance procedures and reduce the costs and risks of equipment failure. This is anticipated to be a one-time increase.
Factors Driving the Request for Change
Moving to a predictive maintenance philosophy has the potential to reduce maintenance costs and risks of equipment failures. Impacts would reduce risk and severity of equipment failure. This could be measured over the coming years through fewer unplanned work orders (i.e. fixing equipment before it breaks) and overall reduced maintenance costs.
Alternatives
The City will continue to develop proactive maintenance procedures, however this process will take longer and may result in the City to be subject to greater maintenance costs.
Cost Summary
Predictive maintenance is a maintenance philosophy to predict equipment issues and failures before they happen. This approach may be used with any Computerized Maintenance Management System (CMMS).
While there is an upfront cost to developing procedures and training staff in new techniques, this methodology will reduce the risk of costly equipment failures and emergency repairs. Staff anticipate selecting and entering into an agreement with a consultant to help develop these procedures and methodologies. Approaching maintenance from this philosophy is likely to reduce overall risk of equipment and assets failing. Addressing maintenance issues before failures will save maintenance costs and increase the longevity of the City’s assets.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
CONTRACTUAL SERVICES 518451 51206 50,000.00
Total Operating Costs $ 50,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 50,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 240 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Funding for implementation of a Computerized Maintenance Management System (CMMS) for the WWTP
Request Summary (select one):
Service Category (select one):
The Wastewater Division is upgrading our CMMS systems to provide greater capabilities and save operations and maintenance staff time. This is anticipated to be an ongoing change; savings can be assessed over time because of lower maintenance costs and staff time.
Factors Driving the Request for Change
Existing CMMS systems require more staff time than necessary to complete maintenance activities.
Reducing the staff time spent on data entry and transferring maintenance data from one format to another will reduce the risk of transcription losses and free up time to maintain pipes and equipment. Impacts to the program will include better recordkeeping and a reduced risk of unplanned maintenance activities.
This can be measured through efficient completion of work orders and few instances of unplanned or reactive maintenance.
Alternatives
Delaying purchasing new CMMS software will reduce the efficiency of operations and maintenance efforts at the Calera Creek Water Recycling Plant and the Collection system.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
WWTP CONTRACT SVCS-CMMS 518452 52608 3,000.00
SOFTWARE-DEPARTMENTAL 518451 51301 22,000.00
Total Operating Costs $ 25,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 25,000.00
Collections staff recently purchased the WinCan $3,000 per year add-on to Mobile MMS (Collections CMMS program) to provide better storage and organization of CCTV inspection footage. This solution will reduce the staff time required to review and organize records. Providing CCTV videos in the same GISbased CMMS software as work order and other Collection System data will allow staff to better respond to maintenance issues and plan future CIP projects.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
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Packet Pg. 241 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) FY 2026-27 Base Budget Expense Amendment Page 2 of 2
The CCWRP is planning on replacing our existing Fiix CMMS software with more capable CMMS programs. Proposals received thus far are for approximately $30,000 per year for software subscriptions.
New CMMS software will have greater capabilities, including a greater number of users (allowing all operations and maintenance staff to be able to use the program.) More staff using the software will result in staff time savings. For example, staff will be able to log maintenance information directly into the software instead of taking notes elsewhere and transcribing to a license holder.
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Packet Pg. 242 Attachment: Attachment 7 - FY 2026-27 Recommended Other Funds Budget Options - Budget Forms (6229 : Budget Study Session #3) Projected
Fund Balance
6/30/2026
Revenues &
Transfers-In
Proposed
Budget
Expenditures &
Transfers-Out
Proposed
Budget
Revenue Over
(Under)
Expenditures
Projected Fund
Balance
6/30/2027
101 GENERAL FUND $ 20,924,400 $ 53,566,722 $ 55,013,120 $ (1,446,398) $ 19,478,002
SPECIAL REVENUE FUNDS
207 Supplemental Law Enf Serv 513,510 151,500 189,345 (37,845) 475,665 209 Measure A (347,479) 1,456,560 1,092,464 364,096 16,617 210 Gas Tax (701,358) 2,436,629 1,715,586 721,043 19,685 211 Measure W 419,018 704,200 687,000 17,200 436,218
213 Street Improvement 1,495,212 592,230 745,000 (152,770) 1,342,442 216 NPDES Stormwater (112,603) 193,341 79,849 113,492 889 221 Housing Action Fund 2,082,149 - 683,878 (683,878) 1,398,271 224 Housing In-Lieu 290,966 15,839 - 15,839 306,805
225 Parking In-Lieu 140,254 1,782 - 1,782 142,036
227 Davies Trust 618,609 - - - 618,609
228 PB&R 2,105,548 - 12,525 (12,525) 2,093,023
229 Tree Replacement*** - - - - -
238 Disaster Accounting 9,970,537 - - - 9,970,537
293 Housing Successor 372,513 - - - 372,513
312 Highway 1 Improvement 677,910 4,955,000 5,541,046 (586,046) 91,864 314 Manor Drive Improvement** 266,060 - - - 266,060
315 Aircraft Noise Project 448 - - - 448
319 Planned Local Drainage 359,737 25,000 2,132 22,868 382,605 322 General Capital Improvmnt (23,186) 119,967 94,968 24,999 1,813 323 Frontierland Remediation 226,351 75,000 - 75,000 301,351 326 Parks and Playfield 585,794 100,000 - 100,000 685,794 331 Pacifica Library 8,437 - - - 8,437
$ 18,948,427 $ 10,827,048 $ 10,843,793 $ (16,745) $ 18,931,682
DEBT SERVICE FUNDS
440 Debt Service Fund 74,053 2,972,787 2,972,787 - 74,053 Total Debt Service Funds $ 74,053 $ 2,972,787 $ 2,972,787 $ - $ 74,053 ENTERPRISE FUNDS*
518 Sewer Utility 18,154,649 34,839,302 39,883,185 (5,043,883) 13,110,766 535 Beach Parking (94,424) 526,400 614,077 (87,677) (182,101) Total Enterprise Funds $ 18,060,225 $ 35,365,702 $ 40,497,262 $ (5,131,560) $ 12,928,665 INTERNAL SERVICE FUNDS*
665 Self Insurance - Dental Plan 338,147 305,642 305,642 - 338,147 666 Self Ins - Workers Comp 613,000 1,881,962 1,950,143 (68,181) 544,819 667 Self Ins - General Liability 971,591 2,834,961 2,884,961 (50,000) 921,591 671/2 Motor Pool 2,098,884 1,487,324 1,563,824 (76,500) 2,022,384 674 Fire Equip Replacement 332,852 60,000 - 60,000 392,852 Total Internal Service Funds $ 4,354,474 $ 6,569,889 $ 6,704,570 $ (134,681) $ 4,219,793 Total Other Funds $ 41,437,179 $ 55,735,426 $ 61,018,412 $ (5,282,986) $ 36,154,193 Total All Funds $ 62,361,579 $ 109,302,148 $ 116,031,532 $ (6,729,384) $ 55,632,195 *
**
City of Pacifica
FY2026-27 Proposed Budget
Summary of Fund Balances
Fund Name
Negative balances will be reviewed during the budget development process and at year-end to reduce and/or eliminate deficit in these funds
Enterprise Funds and Internal Service Funds include capital investments and depreciation, the above does not represent cash balance
Total Special Revenue & Capital Funds
Attachment 8
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Packet Pg. 243 Attachment: Attachment 8 - FY 2026-27 Projected Fund Balance Schedule (1) (6229 : Budget Study Session #3) 2026 - 2031
CAPITAL
IMPROVEMENT
PROGRAM
CITY OF PACIFICA
170 SANTA MARIA AVENUE PACIFICA, CA 94044
650-738-7300 | WWW.CITYOFPACIFICA.ORG
DRAFT COUNCIL MEETING JUNE 8, 2026
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Packet Pg. 244 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
Table of Contents
SECTION 1 – INTRODUCTION ............................................................. 1 SECTION 2 – FUNDING SOURCES ...................................................... 2 SECTION 3 – PROJECT SUMMARIES ................................................. 6 Figure A – Fund Summary ..................................................................................... 7 Figure B & C – Funding by Category .................................................................. 10 Figure D – FY 2026-2027 Proposed CIP Projects ............................................... 11 Figure E – Unfunded Projects ............................................................................... 12 Figure F – Status and Project Detail Worksheet Page Numbers .......................... 13 APPENDIX A – PROJECT DETAIL WORKSHEETS ......................... 17 Capital Improvement Projects Detail Worksheets ............................................... A1
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Packet Pg. 245 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
SECTION 1 – INTRODUCTION
The City of Pacifica Capital Improvement Program (CIP) is a planning tool used to identify and prioritize major capital project needs on a 5-year cycle. Building, improving and maintaining the physical infrastructure of Pacifica – roads, trails, bridges, storm water and sewer systems, public buildings, parks, playing fields, and more – requires a significant commitment of public resources and advance planning, involving project design environmental review, and construction that can span multiple years. The 5-year CIP is the critical planning and budget document behind this infrastructure stewardship work.
The City of Pacifica has perennial funding challenges for its level of operational and capital improvement needs. These challenges make the advance planning and prioritization of capital projects ever more critical, ensuring that the City’s limited resources are utilized to meet the highest public safety priorities. This, FY2026 through FY2031, CIP continues this strategic prioritization.
The 5-year CIP is updated every year by identifying new projects, updating the status of existing projects, prioritizing all projects, and recommending adoption of the first year of projects for funding as part of the annual Budget. The Engineering Division of the Department of Public Works develops the CIP in coordination with Finance, with input from the various City Departments, the City Manager, the City Council, and the public. The identified projects in the CIP were selected to make the best use of the City’s limited resources.
Capital improvements involve the purchase, improvement, or construction of major fixed assets and equipment that are typically large, expensive, non-recurring, and relatively permanent. The CIP identifies capital improvements projects that are needed to satisfy the community's longterm needs, obligations, and goals matched with overall strategic objectives and available funding sources.
The CIP document is comprised of two components: 1) the five-year Capital Improvement Program, and 2) the single year funding authorization referred to as Capital Budget that requires separate Council action for appropriation during annual Budget adoption. The CIP document represents a long-term comprehensive plan/list for meeting the City's existing and anticipated capital needs. The City has a long list of capital needs resulting from aging infrastructure, significant deferred maintenance, and distinct challenges of maintaining infrastructure in a coastal location/climate. Funds and staffing necessary to deliver capital projects are limited; therefore, not every project identified in the CIP can be funded. The CIP shows all projects regardless of funding status – fully funded, partially funded, and those with funding still to be determined. The unfunded projects will continue to be listed in the CIP book until funded and completed or deemed no longer needed. Staff identified probable funding sources for projects and explored outside funding sources whenever possible. Potential supplemental funding sources for these projects may come from donations, grants, local sales tax, or other sources. When no external funding sources can be identified, the General Fund is being allocated to help fund identified priority projects. The projects listed in this document include various infrastructure maintenance, storm drainage improvements, park and playfield upgrades, and sewer facility improvements.
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Packet Pg. 246 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
Finally, we hope this document will provide the public with a better understanding of the City Council’s priorities, community needs, and planned infrastructure improvements over the next five years. This CIP document responds to the identified capital needs to ensure the City’s infrastructure is well maintained for maximum safety, public use, and enjoyment to serve the residents and visitors of the Pacifica for years to come.
SECTION 2 – FUNDING SOURCES
The City of Pacifica often does not have sufficient funds in the General Fund to cover Capital Improvement projects. Like several of its neighboring cities, it relies on alternate funding sources, such as developer fees, grants, special taxes, donations, etc., to fund new capital projects.
The following are brief descriptions of the funding sources in each category that are anticipated to be available for projects in this CIP.
Roadway Funding Sources
Street Construction Fund – Measure A funding is provided from a local half-cent sales tax within San Mateo County. 22.5% of the revenues derived from this tax are returned to the local government agencies for the construction, maintenance, improvement, and operation of local streets and roads, bicycle and pedestrian facilities and for traffic congestion relief projects. This local half-cent sales tax was first established by voter approval of Measure A in November 1988.
It was initially for a period of 20 years and was reauthorized in 2004 for another 25 years, until 2034.
Measure W funding is provided from a local half-cent sales tax within San Mateo County. 12.5% of the revenues derived from this tax are returned to the local government agencies for Local Safety, Pothole and Congestion Relief Improvements and 5% towards Bicycle and Pedestrian Improvements. Measure W was approved by voters in November 2018. The tax will be imposed for period of 30 years, beginning on July 1, 2019, and ending June 30, 2049.
Utility Pavement Cut Recovery Fee and Construction Vehicles Impact Fees were adopted at the City of Pacifica City Council Meeting on June 27th, 2022. The fees were introduced at the City Council Meeting under a noticed public hearing held on June 13, 2022. City staff completed engineering studies to quantify the impacts of pavement utility cuts and heavy construction vehicles on City streets.
Gas Tax Maintenance Fund – Gas Tax Maintenance Fund was established to receive and expend the City's allocation of the State Gasoline Taxes or officially the Highway Users Tax Fund. Each city is allocated funds on a population basis in accordance with the California Street and Highway Code. The funds must be appropriated to research, planning, construction, improvements, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including mitigation of their environmental effects, the payment for property taken or damaged for such purpose, and the administrative costs necessarily incurred in the foregoing process.
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Packet Pg. 247 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
State Bill 1 – On April 28, 2017, the Governor signed Senate Bill 1 (SB1), the Road Repair and Accountability Act Of 2017, to address basic road maintenance, rehabilitation, and critical safety needs of both State Highway and Local Streets and Road. A percentage of SB1 funds is apportioned by formula to eligible cities and counties pursuant to Streets and Highways Code Section 2032(h) for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system.
Developer Fees
Highway 1 Improvement Fund – Fees are imposed on private development projects pursuant to Pacifica Municipal Code (Traffic Impact Mitigation Improvement Fund for Highway One Improvements, Chapter 15, Title 8, as added by Ordinance No. 318-C.S).
The amount collected fee is based on the traffic generated by the respective development uses and the estimated cost to construct the required improvements. In addition, the traffic impact mitigation fee is imposed in two impacting areas. The primary impacting area is that area lying south of Sharp Park Road. The secondary impact area is that area lying north of Sharp Park Road. The fee is imposed on new residential, commercial and retail development.
The purpose of establishing traffic impact mitigation fees is to defray the actual or estimated costs of constructing improvements to Highway One in the City from Westport Drive south to the southern City limits, which improvements will be required to accommodate the increased traffic flow in the area resulting from future building activity in the City.
Manor Drive Improvement Fund – The Manor Drive/Palmetto Avenue/Oceana Boulevard Intersections Improvement Fees are imposed on private development projects pursuant to Pacifica Municipal Code (Traffic Impact Mitigation Fees for the Improvement of the Subject Intersection, Chapter 18, Title 8, as added by Ordinance No. 422-C.S.).
The amount collected fee is based on the traffic generated by the respective development uses and the estimated cost to construct the required improvements. The traffic impact mitigation fee is imposed on the areas lying north of Paloma Avenue within the Pacifica City limits. The fee is imposed on new residential, commercial and retail development.
The purpose of establishing traffic impact mitigation fees is to defray the actual costs of constructing improvements to the Manor Drive/Palmetto Avenue/Oceana Boulevard intersection, which improvements will be required to accommodate the increased traffic flow in the area resulting from future building activity in the City.
Planned Local Drainage Fund – The Planned Drainage Facilities Fees are imposed on private development projects pursuant to Pacifica Municipal Code (Article 1, Chapter 4, Title 7, as added by Ordinance No. 333-C.S.).
The fee amount collected is based on the required storm water drainage improvements generated by the respective development uses and the estimated cost to construct the required improvements. The fee is imposed on new residential, commercial and retail development. 3 6.i
Packet Pg. 248 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
The purpose is to defray the actual or estimated cost of constructing planned drainage facilities for the removal of surface and storm drainage waters.
General Capital Improvement Fund – The Capital Improvements Fees are imposed on private development projects pursuant to Pacifica Municipal Code (Capital Projects Fund, Article 2, Chapter 4, Title 7, as added by Ordinance No. 7-C.S.).
The fee amount collected is based on the estimated cost to construct the required capital improvements for new residential, commercial and retail development. It is to be used for the acquisition, construction, and improvement of major capital facilities of the City.
New structures built in the City make additional capital outlays necessary by creating demands for additional municipal services and facilities, while benefiting from existing services and capital improvements. The fee is used to develop capital programs and to provide for the capital outlays necessary to provide added services and facilities as a result of such new construction, and to safeguard life, limb, and the public health and safety.
Parks and Playfield In-lieu Fund – The Park Facilities Impact Fee is imposed on private residential development projects pursuant to Pacifica Municipal Code (Park Facility Impact Fee Chapter 19, Title 8).
The fee amount collected is based on the increase in the number of residents due to residential construction and the estimated cost to construct the required recreational facilities and purchase the needed lands and open space.
Providing land and/or funds for such additional parks, recreational facilities, and open space as may be deemed appropriate pursuant to the General Plan, Local Coastal Program, Coastal Land Use Plan, and zoning laws of the City. This is to require the dedication of such funds and/or lands to offset the impact on the need for parks, recreational facilities, and open space created by new residential development which does not require a tentative subdivision or parcel map.
Park, Beaches and Recreation (PB&R) Special Revenue Fund – The PB&R Special Revenue fund is a restricted fund. This fund was established to account for various donations specifically designed for Park, Beaches and Recreation activities. Its goal is to maximize utilization of donations for Park, Beaches and Recreation activities.
Sewer Facility Construction Fund – The Planned Sanitary Sewer Facilities Fees are imposed on private development projects pursuant to Pacifica Municipal Code (Sewer Connection Charges, Chapter 11, Title 6).
The fee amount collected is based on the required sanitary sewer improvements which are based on the proposed new projects generated by the respective uses and the estimated cost to construct the required improvements. The fee is imposed on new residential, commercial and retail development.
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Packet Pg. 249 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
The sewer connection fees CPMC Section 6-11.102 and 6-11.103) are designed to offset future costs for the replacement and expansion of the Wastewater Treatment Plant and related sewage collection facilities. The inflow and infiltration charges CPMC Section 6-11.104) reflect the contribution necessary to maintain the existing capacity of the collection system to serve new development by providing facilities to eliminate an equivalent volume of inflow and infiltration as the new flows contribute to the sewage system. The sewer tap fee CPMC Section 6-11.301) applies only if the City performs the tap and it reflects the actual cost of the service.
Rockaway Beach In-Lieu Parking Fund – The Rockaway Beach Parking Fee is imposed on private development projects in Rockaway Beach.
The purpose of the Rockaway Beach In-Lieu Parking Fee is to provide additional public parking at West Rockaway Beach consistent with the goals of the Rockaway Beach Specific Plan to encourage shared parking facilities.
Parcel Tax
NPDES Stormwater Fund – The National Pollutant Discharge Elimination System (NPDES) Stormwater Fee is a parcel-based tax that pays for stormwater pollution prevention infrastructure and activities necessary to comply with the requirements of the NPDES permit. These infrastructures include trash capture devices, trash separators, etc., while the activities include stormwater clean-up, regular street sweeping, erosion control, implementation of Best Management Practice (BMP) and public information programs.
Donations
Roy Davies Trust Fund – Established in 2006 when $3.9 million was distributed to the City of Pacifica. The money was distributed to the City of Pacifica “to be kept in a segregated account for the benefit of the Pacifica Parks, Beaches and Recreation Department. The funds are to be used to help acquire, build, remodel, improve, support, and maintain, the equipment, buildings, grounds, yard, gardens and landscaped areas of various parks, beaches, and recreation areas located in Pacifica, to conduct related educational and recreation programs for the benefit of the general public…” Interest earned has been used for departmental operations; the principal can only be used for the purposes specified and can only be appropriated by a 4/5 Council majority.
General Fund
The General Fund is comprised of discretionary revenues collected from a variety of sources such as property tax, sales tax, etc. and is focused on the City’s operations. In addition, the majority of staff is funded by the General Fund.
Returned ERAF Fund
The County collects property taxes and deposits a portion into the Education Augmentation Revenue Fund (ERAF) to fund K-12 schools and community colleges. “Returned ERAF” is the revenue that remains after all schools receive funding that meets the State mandated funding levels. Returned ERAF revenues, prior to dissolution of Redevelopment Agencies, were to be returned to the taxing entity (City) from which it was collected. The recent legislation dissolving Redevelopment Agencies (RDA) changes how property taxes are distributed for school funding 5 6.i
Packet Pg. 250 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
and eventually eliminates Returned ERAF and its subsequent distribution to cities. The City began treating it as a one-time funding source in 2014-2015.
Disaster Accounting Fund
This fund was established to account for all revenues received and expenditures incurred that are associated with the City’s response to local emergencies. Funding comes from grants awarded by County, State and Federal agencies in addition to City funds.
Frontierland Remediation Fund
The Frontierland Park remediation fee is used by the City to fund remediation efforts related to the closed landfill site at this location. Recology of the Coast, the City’s recyclable/organic materials and solid waste collection franchisee pays the City a remediation fee of $6,250 per month ($75,000 annually).
Beach Parking Fund
Accounts for all revenues and expenses associated with the Beach Parking program started in August 2013
Grants
The City applies for and receives grant funds from a variety of sources including County, State and Federal grants.
SECTION 3 – PROJECT SUMMARIES
The capital projects identified as needed over the next five years are shown in the following summaries with dollar figures in thousands of dollars.
• Figure A – Fund Summary
• Figure B & C – Funding by Category
• Figure D - FY 2026-2027 Proposed CIP Projects
• Figure E – Unfunded Projects
• Figure F - Status and Project Detail Worksheet Page Numbers The CIP is updated each year to reflect changes in needs and current funding available. 6 6.i
Packet Pg. 251 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Figure A. Fund Summary
FUND TYPE PROJECTED
FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY26-27 TO FUTURE Beginning Balance 545 (345) 20 28 51 105 162
Operating Revenues 1,428 1,456 1,485 1,515 1,545 1,576
Transfers in from Street Improvement 213 63 - - - - -
Total Sources 1,491 1,456 1,485 1,515 1,545 1,576
Capital Projects 825 0 350 350 350 350 0 1,400
Operating Expenses 205 208 211 214 218 221
Transfers out to General Fund 101 895 450 468 487 506 526 Transfers out to Debt Service 440 456 433 448 441 418 421 Total Uses 2,381 1,091 1,477 1,492 1,492 1,518
Net Change Over/(Under) (890) 365 8 23 53 58
Ending Balance (345) 20 28 51 105 162
Beginning Balance (322) (700) 22 730 1,452 2,196 2,929
Operating Revenues 2,275 2,436 2,485 2,534 2,585 2,637
Total Sources 2,275 2,436 2,485 2,534 2,585 2,637
Capital Projects 1,000 950 1,000 1,025 1,050 1,100 0 5,125 Operating Expenses 1,131 678 688 698 709 720
Transfers out to General Fund 101 431 - - - - -
Transfers out to Debt Service 440 91 86 89 88 83 84
Total Uses 2,653 1,714 1,777 1,811 1,842 1,904
Net Over/(Under) (378) 722 708 723 743 733
Ending Balance (700) 22 730 1,452 2,196 2,929
Beginning Balance 115 417 600 718 801 948 1,060
Operating Revenues 571 704 718 732 747 762
Grants - 83 - - - -
Transfers in from Street Improvement 213 167 - - - - -
Total Sources 738 787 718 732 747 762
Capital Projects 436 604 600 650 600 650 0 3,104
Operating Expenses
Total Uses 436 604 600 650 600 650
Net Over/(Under) 302 183 118 82 147 112
Ending Balance 417 600 718 801 948 1,060
Beginning Balance 1209 1,496 1,343 1,283 1,157 860 591
Operating Revenues 592 592 595 599 602 606
Total Sources 592 592 595 599 602 606
Capital Projects 75 745 655 725 900 875 0 3,900
Operating Expenses - - - - - -
Transfers out to Measure A 209 63 - - - - -
Transfers out to Measure W 211 167 - - - - -
Total Uses 305 745 655 725 900 875
Net Over/(Under) 287 (153) (60) (126) (298) (269)
Ending Balance 1,496 1,343 1,283 1,157 860 591
209-Measure A
210-Gas Tax
211-Measure W
213-Street Improvements
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Packet Pg. 252 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Beginning Balance 51 (28) 131 258 420 584 748
Operating Revenues 210 193 195 197 199 201
Total Sources 210 193 195 197 199 201
Capital Projects 33 0 33 0 0 0 0 33
Operating Expenses 105 34 35 35 36 36
Transfers out to General Fund 101 151 - - - - -
Total Uses 289 34 68 35 36 36
Net Over/(Under) (79) 159 127 162 163 165
Ending Balance (28) 131 258 420 584 748
Beginning Balance 618 618 618 618 618 618 618
Operating Revenues - - - - - -
Total Sources 0 0 0 0 0 0
Capital Projects 0 0 0 0 0 0 0 0
Operating Expenses - - - - - -
Total Uses 0 0 0 0 0 0
Net Over/(Under) 0 0 0 0 0 0
Ending Balance 618 618 618 618 618 618
Beginning Balance 2,106 2,094 2,082 2,069 2,055 2,117 2,041 Operating Revenues - - - - - -
Total Sources 0 0 0 0 0 0
Capital Projects 0 0 0 0 0 0 0 0
Operating Expenses 11 12 12 13 13 14
Total Uses 11 12 12 13 13 14
Net Over/(Under) (11) (12) (12) (13) (13) (14)
Ending Balance 2,106 2,094 2,082 2,069 2,055 2,041
Beginning Balance (56) 0 0 0 0 0 0
Operating Revenues - - - - - -
Transfers in from the General Fund 101 56 - - - - -
Total Sources 56 0 0 0 0 0
Capital Projects 0 0 0 0 0 0 0 0
Operating Expenses - - - - - -
Total Uses 0 0 0 0 0 0
Net Over/(Under) 56 0 0 0 0 0
Ending Balance 0 0 0 0 0 0
Beginning Balance 9,970 9,970 9,970 9,970 9,970 10,095 9,970 Operating Revenues - - - - - -
Total Sources 0 0 0 0 0 0
Capital Projects 125 0 0 0 0 0 0 0
Operating Expenses - - - - - -
Total Uses 125 0 0 0 0 0
Net Over/(Under) (125) 0 0 0 0 0
Ending Balance 9,970 9,970 9,970 9,970 9,970 9,970
216-NPDES Stormwater
227-Davies Trust
228-PB&R
229-Tree Replacement
238-Disaster Accounting
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Packet Pg. 253 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Beginning Balance 359 382 405 428 451 336 474
Operating Revenues 25 25 25 25 25 25
Total Sources 25 25 25 25 25 25
Capital Projects 0 0 0 0 0 0 0 0
Operating Expenses 2 2 2 2 2 2
Total Uses 2 2 2 2 2 2
Net Over/(Under) 23 23 23 23 23 23
Ending Balance 359 382 405 428 451 474
Beginning Balance 565 590 565 540 515 50 490
Operating Revenues 95 25 25 25 25 25
Grants 450 - - - - -
Transfers in from the General Fund 101 583 94 45 45 46 47 Total Sources 1,128 119 70 70 71 72
Capital Projects 50 50 50 50 50 50 0 250
Operating Expenses 563 44 45 45 46 47
Total Uses 613 94 95 95 96 97
Net Over/(Under) 515 25 (25) (25) (25) (25)
Ending Balance 565 590 565 540 515 490
Beginning Balance 585 685 785 885 985 485 1,085
Operating Revenues 100 100 100 100 100 100
Total Sources 100 100 100 100 100 100
Capital Projects 0 0 0 0 0 0 0 0
Operating Expenses - - - - - -
Total Uses 0 0 0 0 0 0
Net Over/(Under) 100 100 100 100 100 100
Ending Balance 585 685 785 885 985 1,085
Beginning Balance 18,155 29,054 24,427 27,400 30,562 34,576 34,369 Operating Revenues 22,263 22,487 22,937 23,395 23,863 24,341 Grants/Loans - 12,352 - - - -
Total Sources 22,263 34,839 22,937 23,395 23,863 24,341 Capital Projects 11,663 7,670 10,643 2,825 2,400 1,500 0 25,038 Operating Expenses 27,021 16,270 16,921 17,598 18,302 19,034 Total Uses 38,684 23,940 27,564 20,423 20,702 20,534
Net Over/(Under) (16,421) 10,899 (4,627) 2,973 3,162 3,807 Ending Balance 18,155 29,054 24,427 27,400 30,562 34,369 Beginning Balance - 0 0 (4,865) (15,665) (18,165) (18,165) Operating Revenues - - - - - -
Total Sources 0 0 0 (4,865) (15,665) (18,165)
Capital Projects 0 0 4,865 10,800 2,500 0 269,650 287,815 Operating Expenses - - - - - -
Total Uses 0 0 4,865 5,935 (13,165) (18,165)
Net Over/(Under) 0 0 (4,865) (10,800) (2,500) 0 (269,650) Ending Balance 0 0 (4,865) (15,665) (18,165) (18,165) (269,650) 319-Planned Local Drainage
322-General Capital
Improvements
326-Parks & Playfield
518-Sewer Facility
Construction
Unfunded
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Packet Pg. 254 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Figure B. CIP Spending By Category
Category Total FY26-27 to Future
Streets & Sidewalks 68,572 $
Stormwater 23,113 $
Facilities 107,085 $
Parks & Recreation 29,525 $
Wastewater 50,709 $
Coastal 111,648 $
Miscellaneous 400 $
Grand Total 391,052 $
Figure C. FY 2026-2027 to Future CIP Projects by Category CIP Projects by Category, Total FY 26-27 to Future
Streets & Sidewalks
Stormwater
Facilities
Parks & Recreation
Wastewater
Coastal
Miscellaneous
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Packet Pg. 255 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Figure D. FY 2026-2027 Proposed CIP Projects
Project Title FY 26-27
Streets & Sidewalks $ 7,932
Annual Pavement Striping & Marking Refresh Project 75
FY 2026-27 Pavement Resurfacing Project 1,670
Terra Nova Boulevard and Oddstad Boulevard Pedestrian Crossing Improvements 50 FY 2026-27 Sidewalk, Curbs, and ADA Ramps Improvement Project 495 Economic Development Infrastructure Improvements Project 50 Manor Drive Overcrossing Improvements 5,500
Oceana Bike Lanes Improvements 92
Wastewater $ 21,022
Anza and Linda Mar Storm Water Pump Station SCADA Connection and Improvements 100 Calera Creek and Wetlands Maintenance 150
Calera Creek Water Recycling Plant Permit Update 20
Calera Creek Water Recycling Plant Piping Improvements Project 100 CCWRP Blower Replacement 100
CCWRP Electrical Condition Assessment and Improvements 300 CCWRP Environmental Compliance Project 50
CCWRP Headworks Feasibility and Improvements 2,400
CCWRP Photovoltaic System Improvement Project 1,000
CCWRP Process Optimization Projects 50
CCWRP Pump Replacement 50
CCWRP R&R Project 300
Collection System Projects 300
Collection System Rehabilitation & Replacement Projects: Vallemar and Rockaway Beach Avenue 12,402 Crespi to Anza Sewer Replacement Project 500
Digesters - ATAD Modification Phase 3 200
Easement R&R Projects 200
Lateral Grant Assistance 200
Linda Mar Stormwater Pump Station Rehabilitation Project 1,000 Sewer System Master Plan Update Phase 2 (New Development Data) 50 Sharp Park Pump Station R&R Project (Formerly Sharp Park PS Facility Improvements Project) 1,000 Pump Station Flow Meter 550
Grand Total $ 28,954
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Packet Pg. 256 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Figure E. Unfunded Projects
Project Title Unfunded Amount
Streets and Sidewalks $ 39,210
Manor Drive Overcrossing Improvements $ 35,000
Adobe Bridge Reconstruction $ 550
Palmetto Ave. Street Amenities $ 1,360
Oceana Bike Lanes Improvements $ 2,300
Stormwater $ 22,025
Clarendon Road Drainage Improvements $ 7,000
Montecito Avenue Storm Drain System Improvements $ 200
Monterey Road Drainage Improvements $ 8,000
Rockaway Beach Avenue Drainage Improvement $ 900
Calera Creek Culvert Pipe Replacement $ 125
Lower Linda Mar Storm Drain Project $ 5,700
Crespi Canal Repair Project $ 100
Facilities $ 107,085
Fire Station 71 and Station 72 Replacement $ 33,000
Community Center Improvements $ 200
Fire Station 71 & 72 Modernization $ 700
Station 72 Pavement Rehabilitation $ 250
Oddstad Park Parking Rehabilitation & Drainage Improvements $ 250 New Pacifica Library $ 55,000
Rockaway Parking Area and Structure $ 16,500
Sanchez Center Improvements $ 300
Community Center Backup Generator $ 160
Council Chambers A/V Replacement $ 250
Council Chambers Relocation and A/V Replacement $ 475
Parks and Recreation $ 19,025
Rockaway to Pacifica State Beach Trail Rehabilitation $ 350 Fairmont West Field Improvements $ 3,850
Sanchez Field and Park Improvements $ 2,500
Ahni (Cattle Hill) Trail Improvements $ 2,000
Frontierland Lower Park Expansion $ 2,700
Frontierland Upper Park Reno/Expansion $ 2,500
Cattle Hill Trailhead Park Construction $ 5,000
Terra Nova Tennis Court Lights $ 125
Coastal $ 100,470
Beach Boulevard Infrastructure Resiliency Project (formerly Seawall Reconstruction Project) $ 82,500 Pier Rehabilitation Project (Formerly Pier Handrail Repair Project) $ 17,000 310-330 Esplanade Infrastructure Preservation $ 900
400 Esplanade Infrastructure Preservation $ 70
Grand Total $ 287,815
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Packet Pg. 257 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Figure F. Current Project Status
Project Title Total FY 26-27
to Future Status Page
Streets and Sidewalks $ 68,572 A1
Terra Nova Boulevard and Oddstad Boulevard Pedestrian Crossing Improvements $ Active 50 A2 Annual Pavement Striping & Marking Refresh Project $ Ongoing 375 A3 The Sharp Park Priority Development Area (PDA) Access Resurfacing Project $ Active - A4 FY 2025-26 Pavement Resurfacing Project $ Active - A5
FY 2026-27 Pavement Resurfacing Project $ Active 1,670 A6 FY 2025-26 Sidewalk, Curbs, and ADA Ramps Improvement Project $ Complete - A7 FY 2026-27 Sidewalk, Curbs, and ADA Ramps Improvement Project $ Active 495 A8 FY 2027-28 Pavement Resurfacing Project $ On-Hold 2,030 A9 FY 2027-28 Sidewalk, Curbs, and ADA Ramps Improvement Project $ On-Hold 500 A10 The Sharp Park Priority Development Area (PDA) Access Pedestrian Improvement $ Complete - A11 FY 2028-29 Sidewalk, Curbs, and ADA Ramps Improvement Project $ On-Hold 550 A12 FY 2029-30 Sidewalk, Curbs, and ADA Ramps Improvement Project $ On-Hold 600 A13 FY 2030-31 Sidewalk, Curbs, and ADA Ramps Improvement Project $ On-Hold 650 A14 FY 2028-29 Pavement Resurfacing Project $ On-Hold 2,125 A15 FY 2029-30 Pavement Resurfacing Project $ On-Hold 2,225 A16 FY 2030-31 Pavement Resurfacing Project $ On-Hold 2,250 A17 Manor Drive Overcrossing Improvements $ Active 45,500 A18 Esplanade Full Trash Capture Device $ Active - A19
Adobe Bridge Reconstruction $ Active 5,550 A20
Sharp Park Road Slope Erosion Repair $ Active - A21
Palmetto Ave. Street Amenities $ On-Hold 1,360 A22
Esplanade & Palmetto Bicycle Lane Project $ Complete - A23 Oceana Bike Lanes Improvements $ New 2,392 A24
Economic Development Infrastructure Improvements Project $ New 250 A25 Stormwater $ 23,113 A26
San Pedro Creek and Pacifica State Beach Total Maximum Daily Load (TMDL), Monitoring Plan and Best Management Plan 88 $ Active A27 Long-Term Trash Load Reduction $ Complete - A28
Clarendon Road Drainage Improvements $ On-Hold 8,000 A29 Montecito Avenue Storm Drain System Improvements $ On-Hold 200 A30 Monterey Road Drainage Improvements $ On-Hold 8,000 A31 Rockaway Beach Avenue Drainage Improvement $ Ongoing 900 A32 Calera Creek Culvert Pipe Replacement $ On-Hold 125 A33 Lower Linda Mar Storm Drain Project $ On-Hold 5,700 A34 Crespi Canal Repair Project $ On-Hold 100 A35
13 6.i
Packet Pg. 258 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Facilities $ 107,085 A36
Fire Station 71 and Station 72 Replacement $ On-Hold 33,000 A37 Community Center Improvements $ Ongoing 200 A38
Fire Station 71 & 72 Modernization $ On-Hold 700 A39
Fire Station 71 and 72 Improvements (Formerly Painting of Fire Station 72) $ Ongoing - A40 Needs Assessment for City Facilities (Formerly Citywide Asset Management) $ On-Hold - A41 Station 72 Pavement Rehabilitation $ On-Hold 250 A42
Oddstad Park Parking Rehabilitation & Drainage Improvements $ On-Hold 250 A43 Corp Yard Vehicle Storage Project $ On-Hold - A44
New Pacifica Library $ On-Hold 55,000 A45
Police Department Radio Infrastructure Improvement $ Active - A46 City Facilities Network Upgrade(Formerly City Facilities WiFi Upgrade) $ Active - A47 Oddstad Park Building Maintenance $ Active - A48
Civic Center Evaluation & Remediation (Formerly PB&R/Planning Building Improvements) $ Complete - A49 Community Center HVAC Upgrade $ Active - A50
ADA Transition Plan Update $ Active - A51
Civic Center Generator $ Active - A52
City Facility Electric Vehicle Infrastructure $ New - A53 City Facility Photovoltaic Infrastructure $ New - A54
Annex Lighting $ Active - A55
Rockaway Parking Area and Structure $ On-Hold 16,500 A56 Sanchez Center Improvements $ New 300 A57
Community Center Backup Generator $ New 160 A58
Council Chambers A/V Replacement $ New 250 A59
Council Chambers Relocation and A/V Replacement $ New 475 A60 Parks and Recreation $ 29,525 A61
Rockaway to Pacifica State Beach Trail Rehabilitation $ On-Hold 350 A62 Fairmont/Fairmont West Site Improvements $ Active - A63 Fairmont West Field Improvements $ On-Hold 3,850 A64
Sanchez Field and Park Improvements $ On-Hold 2,500 A65 Ahni (Cattle Hill) Trail Improvements $ On-Hold 2,000 A66 Pedro Point Headlands Coastal Trail (Formerly San Pedro Headlands Multi-Purpose Trail) $ On-Hold 10,500 A67 Frontierland Lower Park Expansion $ On-Hold 2,700 A68
Frontierland Upper Park Reno/Expansion $ On-Hold 2,500 A69 Cattle Hill Trailhead Park Construction $ On-Hold 5,000 A70 Beach Boulevard Public Plaza Project $ On-Hold - A71
Playground Equipment Improvement (formerly Parks & Recreation Projects) $ Active - A72 Parks, Beaches and Trail Signage Improvements $ On-Hold - A73 Terra Nova Tennis Court Lights $ New 125 A74
14 6.i
Packet Pg. 259 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Wastewater $ 50,709 A75
Linda Mar Pump Station R&R Project (Formerly LMPS Upgrade C004B) $ Complete - A76 Collection System Projects $ Ongoing 900 A77
Rockaway Pump Station R&R Project (Formerly PS Upgrade) $ Complete - A78 Sewer System Master Plan Update Phase 2 (New Development Data) $ Ongoing 300 A79 Lateral Grant Assistance $ Ongoing 400 A80
Sharp Park Pump Station R&R Project (Formerly Sharp Park PS Facility Improvements Project) $ Active 3,000 A81 Relocation of Sewer Mainline at SF RV Park $ On-Hold 3,700 A82 Digesters - ATAD Modification Phase 3 $ Active 200 A83
CCWRP Pump Replacement $ Ongoing 100 A84
CCWRP Centrifuges $ Ongoing 50 A85
CCWRP SCADA and PLC Upgrade $ Complete - A86
Calera Creek and Wetlands Maintenance $ Ongoing 300 A87 CCWRP Parking Lot Restoration $ Ongoing 100 A88
CCWRP Roof Improvements $ Complete - A89
CCWRP Laboratory Room Improvement $ Complete - A90
CCWRP Security & Gate System $ Complete - A91
CCWRP Blower Replacement $ Ongoing 1,600 A92
CCWRP Vehicle Storage and Office Facility $ Active 180 A93 CCWRP R&R Project $ Ongoing 550 A94
CCWRP Sand Filter Upgrade (Renamed) $ Active - A95
Ultraviolet Disinfection System Upgrade $ Active - A96
CCWRP Photovoltaic System Improvement Project $ Active 1,000 A97 CCWRP Process Optimization Projects $ Active 50 A98
CCWRP Drain Pump Station Piping Replacement $ On-Hold 225 A99 CCWRP Electrical Condition Assessment and Improvements $ Active 1,950 A100 CCWRP Environmental Compliance Project $ Ongoing 75 A101 CCWRP Admin Building Elevator Assessment $ Active - A102 CCWRP Headworks Feasibility and Improvements $ Active 7,675 A103 Lower Linda Mar Rehabilitation and Repair Project (Renamed) $ Active - A104 Collection System R&R ProjectFremont and Catalina Ave $ Ongoing 210 A105 Forcemain Condition Assessment $ Active - A106
Pump Stations SCADA and PLC Upgrade $ Complete - A107
Collection System Rehabilitation & Replacement Projects: Vallemar and Rockaway Beach Avenue $ Active 24,754 A108 Linda Mar Stormwater Pump Station Rehabilitation Project $ Active 1,000 A109 Linda Mar Peralta Project $ Complete - A110
Crespi to Anza Sewer Replacement Project $ Active 500 A111 Pump Station & CCWRP Condition Assessment Update $ Active - A112 Anza and Linda Mar Storm Water Pump Station SCADA Connection and Improvements $ Active 100 A113 15 6.i
Packet Pg. 260 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Calera Creek Water Recycling Plant Piping Improvements Project $ Active 400 A114 Easement R&R Projects $ Active 800 A115
Sequencing Batch Reactor Improvements Feasibility Study $ Active - A116 Calera Creek Water Recycling Plant Permit Update $ Active 40 A117 Pump Station Flow Meter $ New 550 A118
Coastal $ 111,648 A119
Beach Boulevard Infrastructure Resiliency Project (formerly Seawall Reconstruction Project) $ Active 85,000 A120 Pier Rehabilitation Project (Formerly Pier Handrail Repair Project) $ Active 17,000 A121 310-330 Esplanade Infrastructure Preservation $ Active 5,475 A122 400 Esplanade Infrastructure Preservation $ Active 4,173 A123 Miscellaneous $ 400 A124
Financial / HR / Permitting Software (Added scope) $ Active - A125 IT Infrastructure (Formerly Enterprise Backup Solution) $ Active - A126 San Pedro Creek Bank Pathway and Bank Repair(Formerly San Pedro Creek Bank Stabilization Project) $ On-Hold - A127 2212 Beach Boulevard Project $ Active - A128
Urban Forest, Land, and Vegetation Management Plans $ Active - A129 Rockaway Bridge Replacement $ New 400 A130
Grand Total $ 391,052
16 6.i
Packet Pg. 261 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) Capital Improvement Program
APPENDIX A – PROJECT DETAIL WORKSHEETS
The following pages contain all the projects included in the Capital Improvement Program. For ease of reading the projects were broken down by main funds used for the project and then have information regarding the project including:
• Project Title
• Category
• Lead Department
• Start Date
• Duration in Years (If known)
• Project Number
• Status
• Primary Fund
• Project Description
• Justification
• Cost Estimate by Phase of Project (In thousands of dollars) • Funding Breakdown to date & projected out 5 years
17 6.i
Packet Pg. 262 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3)
STREETS AND SIDEWALKS
A1
6.i
Packet Pg. 263 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2018 TO 1 Year
X
-
- - 50 - - 50
-
$ - $ - $ - $ 50 $ - $ - $ - $ - $ - $ 50
SOURCE(S) OF FUNDS (MENU):
50 50
-
-
-
-
SUBTOTAL - FUND SOURCES - - 50 - - - - 50
- - - - - - - - -
$ - - $ - $ 50 $ - $ - $ - $ - $ - $ 50 $
IMPACT ON OPERATING BUDGET: FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Operating & Maintenance Expense, Above Baseline Budget
TOTAL
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
PM-CM
TOTAL
213-Street Improvements
FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
Prior Years Total
Budget
Appropriations
FUTURE
PROJECT MANAGER
DISTRICT AREA
YIP
4 Unfunded
Terra Nova Boulevard and Oddstad Boulevard Pedestrian Crossing Improvements Streets & Sidewalks Project Number: TBD
Public Works Status: Active
Primary Fund:
DESCRIPTION:
The Terra Nova Boulevard and Oddstad Boulevard Pedestrian Crossing Improvements project will install rectangular rapid flashing beacons (RRFB) and speed humps to increase visibility for pedestrians.
JUSTIFICATION:
Installing pedestrian-activated lights and speed humps will slow traffic and enhanced visibility.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities 213-Street Improvements
Construction/Equipment
A2
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Packet Pg. 264 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO On-going
X
-
75 75 75 75 75 75 375
-
$ - $ - $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ - $ 375
SOURCE(S) OF FUNDS (MENU):
75 75 75 75 75 75 375
-
-
-
-
SUBTOTAL - FUND SOURCES - - 75 75 75 75 75 75 375
- - - - - - - - -
$ - - $ 75 $ 75 $ 75 $ 75 $ 75 $ 75 $ - $ 375 $
IMPACT ON OPERATING BUDGET: FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Operating & Maintenance Expense, Above Baseline Budget
Unfunded
TOTAL
Construction/Equipment
PM-CM
TOTAL
213-Street Improvements
FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
FUTURE
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
PROJECT MANAGER SORIANO
DISTRICT AREA 1,2,3,4,5
Annual Pavement Striping & Marking Refresh Project
Streets & Sidewalks Project Number: 26-00378
Public Works Status: Ongoing
Primary Fund: 213-Street Improvements
DESCRIPTION:
The Annual Pavement Striping & Marking Refresh Project will reinstall centerlines, bike lanes, edge lines, crosswalks, stop bars, and other traffic markings identified by Public Works Field Services staff.
JUSTIFICATION:
Re-installing striping and refreshing markings will maintain roadway safety, visibility, and compliance with traffic standards, reducing accident risk.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Prior Years Total
Budget
Appropriations
A3
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Packet Pg. 265 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2021 TO 2 Years
X
100 -
900 - -
-
$ - $ 1,000 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
200 -
800 -
-
-
-
SUBTOTAL - FUND SOURCES 1,000 - - - - - - - -
- - - - - - - - -
$ 1,000 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
209-Measure A
Grant - CPF/CDS
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Active
Primary Fund: 209-Measure A
DESCRIPTION:
The Sharp Park PDA Access Resurfacing Project will rehabilitate key roadway segments to improve access and mobility within the Priority Development Area. Work includes resurfacing Sharp Park Road from the city limits with San Bruno to Bradford Way/Francisco Boulevard, Bradford Way from Fairway Drive to Sharp Park Road, and Francisco Drive from Sharp Park Road to Paloma Avenue.
JUSTIFICATION:
Sharp Park Road and Francisco Drive are in need of roadway maintenance per the City's Pavement Management Software StreetSaver.
The Sharp Park Priority Development Area (PDA) Access Resurfacing Project Streets & Sidewalks Project Number: TBD
PROJECT MANAGER HARVEY
DISTRICT AREA 3,4
A4
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Packet Pg. 266 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2025 TO 1 year
X
202 116 -
- 1,825 - - - -
-
$ 116 $ 202 $ 1,825 $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
202 116 825 -
1,000 -
-
-
-
SUBTOTAL - FUND SOURCES 202 116 1,825 - - - - - -
- - - - - - - - -
$ 202 116 $ 1,825 $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
209-Measure A
210-Gas Tax
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Active
Primary Fund: 209-Measure A
The FY 2025-2026 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2025-26 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals.
PROJECT MANAGER HARVEY
DISTRICT AREA 3,4
FY 2025-26 Pavement Resurfacing Project
Streets & Sidewalks Project Number: 26-00379
A5
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Packet Pg. 267 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2026 TO 1 year
X
235 -
1,670 1,670 -
-
$ - $ 235 $ - $ 1,670 $ - $ - $ - $ - $ - $ 1,670
SOURCE(S) OF FUNDS (MENU):
235 -
950 950
100 100
620 620
-
SUBTOTAL - FUND SOURCES 235 - - 1,670 - - - - 1,670
- - - - - - - - -
$ 235 - $ - $ 1,670 $ - $ - $ - $ - $ - $ 1,670 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL 213-Street Improvements
TOTAL
Construction/Equipment
PM-CM
TOTAL
209-Measure A
210-Gas Tax
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Active
Primary Fund: 210-Gas Tax
DESCRIPTION:
The FY 2026-2027 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2026-27 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals.
PROJECT MANAGER SORIANO
DISTRICT AREA 1,2,3
FY 2026-27 Pavement Resurfacing Project
Streets & Sidewalks Project Number: TBD
A6
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Packet Pg. 268 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2025 TO 1 year
X
-
436 335 - -
-
$ 335 $ - $ 436 $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
436 335 -
-
-
-
-
SUBTOTAL - FUND SOURCES - 335 436 - - - - - -
- - - - - - - - -
$ - 335 $ 436 $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Complete
Primary Fund: 211 Measure W
DESCRIPTION:
The FY 2025-26 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
PROJECT MANAGER HARVEY
DISTRICT AREA 3,4,5
FY 2025-26 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: 26-00380
A7
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Packet Pg. 269 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2026 TO 1 year
X
-
495 495 -
-
$ - $ - $ - $ 495 $ - $ - $ - $ - $ - $ 495
SOURCE(S) OF FUNDS (MENU):
495 495
-
-
-
-
SUBTOTAL - FUND SOURCES - - 495 - - - - 495
- - - - - - - - -
$ - - $ - $ 495 $ - $ - $ - $ - $ - $ 495 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Active
Primary Fund: 211-Measure W
DESCRIPTION:
The FY 2026-27 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
PROJECT MANAGER SORIANO
DISTRICT AREA 1,2,3
FY 2026-27 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: TBD
A8
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Packet Pg. 270 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2027 TO 1 year
X
180 180
1,850 1,850 -
-
$ - $ - $ - $ - $ 2,030 $ - $ - $ - $ - $ 2,030
SOURCE(S) OF FUNDS (MENU):
580 580
1,000 1,000
100 100
350 350
-
SUBTOTAL - FUND SOURCES - - - 2,030 - - - 2,030
- - - - - - - - -
$ - - $ - $ - $ 2,030 $ - $ - $ - $ - $ 2,030 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL 209-Measure A
TOTAL
Construction/Equipment
PM-CM
TOTAL
213-Street Improvements
210-Gas Tax
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: On-Hold
Primary Fund: 210-Gas Tax
DESCRIPTION:
The FY 2027-2028 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2027-28 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals.
PROJECT MANAGER MARO
DISTRICT AREA 2,3
FY 2027-28 Pavement Resurfacing Project
Streets & Sidewalks Project Number: TBD
A9
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Packet Pg. 271 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2027 TO 1 year
X
-
500 500 -
-
$ - $ - $ - $ - $ 500 $ - $ - $ - $ - $ 500
SOURCE(S) OF FUNDS (MENU):
500 500
-
-
-
-
SUBTOTAL - FUND SOURCES - - - 500 - - - 500
- - - - - - - - -
$ - - $ - $ - $ 500 $ - $ - $ - $ - $ 500 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: On-Hold
Primary Fund: 211-Measure W
DESCRIPTION:
The FY 2027-28 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
PROJECT MANAGER MARO
DISTRICT AREA 2,3
FY 2027-28 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: TBD
A10
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Packet Pg. 272 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2023 TO 1 year
X
220 225 -
2,227 2,030 - -
15 -
$ 2,270 $ 2,447 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
1,258 1,258 -
1,000 1,000 -
189 12 -
-
-
SUBTOTAL - FUND SOURCES 2,447 2,270 - - - - - - -
- - - - - - - - -
$ 2,447 2,270 $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
Grant - Measure M
Grant - OBAG
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: Complete
Primary Fund: 211-Measure W
DESCRIPTION:
This project will construct ADA-compliant improvements along Paloma Avenue, Carmel Avenue, and Santa Maria Avenue to enhance accessibility and pedestrian safety. Additionally, a bike boulevard will be installed on Paloma Avenue to promote multimodal transportation and improve connectivity.
JUSTIFICATION:
The Shark Park PDA Access Pedestrian Improvement Project enhances safe, accessible, and connected walkways within high-priority development areas, supporting increased mobility, ADA compliance, and sustainable transportation options for growing communities.
PROJECT MANAGER BAUTISTA
DISTRICT AREA 2,3
The Sharp Park Priority Development Area (PDA) Access Pedestrian Improvement Streets & Sidewalks Project Number: TBD
A11
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Packet Pg. 273 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2028 TO 1 year
X
-
- 550 550
-
$ - $ - $ - $ - $ - $ 550 $ - $ - $ - $ 550
SOURCE(S) OF FUNDS (MENU):
550 550
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - 550 - - 550
- - - - - - - - -
$ - - $ - $ - $ - $ 550 $ - $ - $ - $ 550 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Construction/Equipment
PM-CM
TOTAL
211-Measure W
FY 29-30 FY 30-31 Total FY26-27
to Future
Engineering & Design
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
Prior Years Total
Budget
Appropriations
FUTURE
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
Public Works Status: On-Hold
Primary Fund: 211-Measure W
DESCRIPTION:
The FY 2028-29 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
PROJECT MANAGER YEE
DISTRICT AREA 3,4,5
FY 2028-29 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: TBD
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A12
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Packet Pg. 274 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2029 TO 1 year
X
-
- 600 600
-
$ - $ - $ - $ - $ - $ - $ 600 $ - $ - $ 600
SOURCE(S) OF FUNDS (MENU):
600 600
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - 600 - 600
- - - - - - - - -
$ - - $ - $ - $ - $ - $ 600 $ - $ - $ 600 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 2029-30 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: TBD
Public Works Status: On-Hold
Primary Fund: 211-Measure W
DESCRIPTION:
The FY 2029-30 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
PROJECT MANAGER BAUTISTA
DISTRICT AREA 3,4
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
211-Measure W
Prior Years Total
Budget
Appropriations
FUTURE
TOTAL
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A13
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Packet Pg. 275 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2030 TO 1 year
X
-
650 650
-
$ - $ - $ - $ - $ - $ - $ - $ 650 $ - $ 650
SOURCE(S) OF FUNDS (MENU):
650 650
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - 650 650
- - - - - - - - -
$ - - $ - $ - $ - $ - $ - $ 650 $ - $ 650 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
BAUTISTA
DISTRICT AREA 3,4
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
PROJECT MANAGER
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing FY 2030-31 Sidewalk, Curbs, and ADA Ramps Improvement Project Streets & Sidewalks Project Number: TBD
Public Works Status: On-Hold
Primary Fund: 211-Measure W
DESCRIPTION:
The FY 2030-31 Concrete & ADA Improvement Project will repair and replace damaged sidewalks, curbs, and gutters at priority locations throughout the city. The project also includes installing ADA-compliant curb ramps to improve accessibility and ensure compliance with federal and state standards.
JUSTIFICATION:
Sidewalks are required to be compliant with the Americans with Disabilities Act and be safely navigable by the general public. Curb ramps are required to be upgraded to ADA compliance with a road resurfacing that is considered a alteration.
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Engineering & Design
FUTURE
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Prior Years Total
Budget
Appropriations
Construction/Equipment
PM-CM
TOTAL
211-Measure W
TOTAL
A14
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Packet Pg. 276 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2028 TO 1 year
X
200 200
- 1,925 1,925
-
$ - $ - $ - $ - $ - $ 2,125 $ - $ - $ - $ 2,125
SOURCE(S) OF FUNDS (MENU):
650 650
1,025 1,025
100 100
350 350
-
SUBTOTAL - FUND SOURCES - - - - 2,125 - - 2,125
- - - - - - - - -
$ - - $ - $ - $ - $ 2,125 $ - $ - $ - $ 2,125 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Engineering & Design
Construction/Equipment
PM-CM
TOTAL
213-Street Improvements
210-Gas Tax
211-Measure W
209-Measure A
TOTAL
4. Pursue Climate Change Adaptation and Mitigation PROJECT MANAGER
3. Prioritize Protection and Development of Affordable Housing FY 28-29 FY 29-30 FY 30-31 FUTURE Total FY26-27
to Future
FY 2028-29 Pavement Resurfacing Project
Streets & Sidewalks Project Number: TBD
Public Works Status: On-Hold
Primary Fund: 210-Gas Tax
DESCRIPTION:
The FY 2028-29 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2028-29 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities YEE
5. Broaden Public Communications and Collaboration DISTRICT AREA 3,4,5 EXPENDITURES ($ in Thousands) Prior Years
Actuals
Prior Years Total
Budget
Appropriations
Projected FY
25-26
FY 26-27 FY 27-28
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A15
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Packet Pg. 277 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2029 TO 1 year
X
200 200
- - 2,025 2,025
-
$ - $ - $ - $ - $ - $ - $ 2,225 $ - $ - $ 2,225
SOURCE(S) OF FUNDS (MENU):
825 825
1,050 1,050
350 350
-
-
SUBTOTAL - FUND SOURCES - - - - - 2,225 - 2,225
- - - - - - - - -
$ - - $ - $ - $ - $ - $ 2,225 $ - $ - $ 2,225 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER BAUTISTA
DISTRICT AREA 3,4
FY 28-29
Public Works Status: On-Hold
Primary Fund:
FY 29-30 FY 30-31 Total FY26-27
to Future
213-Street Improvements
FUTURE
TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
DESCRIPTION:
The FY 2029-30 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2029-30 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals. 213-Street Improvements
210-Gas Tax
209-Measure A
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's 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
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
Project Number: TBD
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Prior Years Total
Budget
Appropriations
FY 2029-30 Pavement Resurfacing Project
Streets & Sidewalks
A16
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Packet Pg. 278 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2030 TO 1 year
X
200 200
- 2,050 2,050
-
$ - $ - $ - $ - $ - $ - $ - $ 2,250 $ - $ 2,250
SOURCE(S) OF FUNDS (MENU):
800 800
1,100 1,100
350 350
-
-
SUBTOTAL - FUND SOURCES - - - - - - 2,250 2,250
- - - - - - - - -
$ - - $ - $ - $ - $ - $ - $ 2,250 $ - $ 2,250 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Engineering & Design
Construction/Equipment
PM-CM
TOTAL
213-Street Improvements
210-Gas Tax
209-Measure A
TOTAL
4. Pursue Climate Change Adaptation and Mitigation PROJECT MANAGER HARVEY
5. Broaden Public Communications and Collaboration DISTRICT AREA TBD EXPENDITURES ($ in Thousands) Prior Years
Actuals
Prior Years Total
Budget
Appropriations
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE Total FY26-27 to Future
Streets & Sidewalks Project Number: TBD
Public Works Status: On-Hold
Primary Fund: 213-Street Improvements
DESCRIPTION:
The FY 2030-31 Pavement Rehabilitation Project will rehabilitate the pavement along roads designated in the 5 year paving plan. This project will also include pavement grinding for base repair as well as installation of thermoplastic traffic striping, markings and pavement markers.
JUSTIFICATION:
The FY 2029-30 Pavement Resurfacing Project is essential to maintain roadway safety, improve ride quality, and extend pavement life, preventing costly future repairs and ensuring compliance with asset management goals.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing FY 2030-31 Pavement Resurfacing Project
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A17
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Packet Pg. 279 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2004 TO On-going
X
2,700 2,680 5,500 5,500
- 5,000 35,000 40,000
-
$ 2,680 $ 2,700 $ - $ 5,500 $ - $ 5,000 $ - $ - $ 35,000 $ 45,500 SOURCE(S) OF FUNDS (MENU):
610 610 -
370 270 -
2,700 1,800 -
5,000 4,950 9,950
550 550
SUBTOTAL - FUND SOURCES 3,680 2,680 - 5,500 - 5,000 - - 10,500 - - - - - - - 35,000 35,000
$ 2,700 2,680 $ - $ 5,500 $ - $ 5,000 $ - $ - $ 35,000 $ 45,500 $ FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER YIP
DISTRICT AREA 2,3
Project Number: 0029
FUTURE
DESCRIPTION:
Public Works Status: Active
Primary Fund: 314-Manor Drive Improvement
Engineering & Design
Total FY26-27
to Future
Construction/Equipment
PM-CM
TOTAL
209-Measure A
314-Manor Drive Improvement
Grant - Measure W
Grant - Highway Program / STIP
4. Pursue Climate Change Adaptation and Mitigation
FY 27-28 FY 28-29 FY 29-30 FY 30-31
312-Highway 1 Improvement
TOTAL
Prior Years Total
Budget
Appropriations
FY 26-27
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
The Manor Drive Over-crossing Improvement Project will widen the vehicular over-crossing over Highway 1 at Manor Drive and install traffic signals to better facilitate traffic. It will increase the turning radii to safely allow busses and large trucks to make proper turns and it will also signalize the intersection to better facilitate traffic. Lastly, the project will look at an on ramp option at Milagra Drive.
JUSTIFICATION:
The improvements will address the narrow lanes and tight turning radii, peak hour queuing, lake of shoulders. Widening the overpass will add dedicated bike lanes and compliant curb ramps that improve multimodal access The overpass was built in 1963 and is close to its structural life and in need of sturctural upgrades.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing Manor Drive Overcrossing Improvements
Streets & Sidewalks
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
A18
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Packet Pg. 280 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2025 TO 2 Years
X
185 100 -
1,255 - -
-
$ 100 $ 1,440 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
-
1,440 100 -
-
-
-
SUBTOTAL - FUND SOURCES 1,440 100 - - - - - -
- - - - - - - - -
$ 1,440 100 $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER SORIANO
DISTRICT AREA 2,3
FUTURE
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
216-NPDES Stormwater
Grant - Caltrans
The full trash‑capture device ensures the stormwater system meets NPDES permit requirements for removing trash at the required capture thresholds. Caltrans is contributing a $1.44 million grant toward design and construction as part of their shared compliance responsibilities.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities TOTAL
Projected FY
25-26
FY 26-27
The project will install a stormwater cleaning device called a Baffle Box or Hyrdodynamic separator on a storm drain line that receives flow from a total tributary area of 31.4 acres, which includes runoff from Caltrans roadways and impervious surfaces. The Baffle Box/Hydrodynamic Separator will be installed on Esplanade Avenue at Bill Drake Way to clean the stormwater traveling through a 51” storm drain line on Esplanade Avenue that outfalls at The Bluffs apartment homes.
Project captures runoff from a 31.4-acre tributary area, including Caltrans roadways.
JUSTIFICATION:
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Prior Years Total
Budget
Appropriations
Esplanade Full Trash Capture Device
Streets & Sidewalks Project Number: 26-00381
Public Works Status: Active
Primary Fund: 216-NPDES Stormwater
DESCRIPTION:
FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A19
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Packet Pg. 281 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2003 TO On-going
X
550 550
- 5,000 5,000
-
$ - $ - $ - $ - $ - $ 5,550 $ - $ - $ - $ 5,550
SOURCE(S) OF FUNDS (MENU):
5,000 5,000
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - 5,000 - - 5,000
- - - - 550 - - - 550
$ - - $ - $ - $ - $ 5,550 $ - $ - $ - $ 5,550 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
SORIANO
DISTRICT AREA 5
PROJECT MANAGER
FUTURE
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
Grant - TBD
FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
TOTAL
3. Prioritize Protection and Development of Affordable Housing
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands)
STRATEGIC PRIORITIES (Place "X" next to all that apply) FY 27-28 Prior Years
Actuals
Projected FY
25-26
FY 26-27
Primary Fund: TBD
DESCRIPTION:
The Adobe Bridge Reconstruction Project will replace the existing Adobe Drive bridge over San Pedro Creek to improve structural integrity and hydraulic performance. The new design will increase creek flow capacity, enhance fish passage, and reduce flooding risks in the surrounding area. Originally initiated in the early 2000s, this project has evolved through a partnership with the San Mateo Resource Conservation District (RCD), with RCD advancing the design and pursuing grant funding to support both bridge replacement and creek restoration efforts. City is to provide a local match of $550k to a grant of $5M. JUSTIFICATION:
The current bridge restricts creek flow and impedes fish migration, contributing to flooding and environmental concerns.
Reconstruction will improve public safety, support habitat restoration, and ensure compliance with modern design and environmental standards.
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
4. Pursue Climate Change Adaptation and Mitigation
Adobe Bridge Reconstruction
Streets & Sidewalks Project Number: 0078
Public Works Status: Active
Prior Years Total
Budget
Appropriations
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A20
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Packet Pg. 282 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2015 TO 1 Year
X
60 -
125 - -
-
$ - $ 60 $ 125 $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
125 60 -
-
-
-
-
SUBTOTAL - FUND SOURCES 60 - 125 - - - - - -
- - - - - - - - -
$ 60 - $ 125 $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER BAUTISTA
DISTRICT AREA 2,3
Primary Fund: 238-Disaster Accounting
DESCRIPTION:
The Sharp Park Road Slope Erosion Repair Project will stabilize and restore eroded slopes along Sharp Park Road to prevent further damage and maintain roadway integrity. Work may include grading, installation of retaining structures, drainage improvements, and erosion control measures.
JUSTIFICATION:
Slope erosion threatens roadway stability and public safety, increasing the risk of landslides and costly repairs. Stabilizing the slope will protect critical infrastructure, reduce maintenance needs, and ensure safe access for motorists and emergency vehicles.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
FUTURE
PM-CM
Total FY26-27
to Future
TOTAL
238-Disaster Accounting
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
TOTAL
Engineering & Design
Construction/Equipment
2. Improve and Steward City's Infrastructure, Streets and Facilities Sharp Park Road Slope Erosion Repair
Streets & Sidewalks Project Number: 26-00383
Prior Years Total
Budget
Appropriations
FY 28-29 FY 29-30 FY 30-31
Status: Active
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Public Works
A21
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Packet Pg. 283 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2019 TO
X
25 60 60
700 600 - 1,300
-
$ - $ 25 $ - $ - $ 660 $ 700 $ - $ - $ - $ 1,360
SOURCE(S) OF FUNDS (MENU):
25 -
-
-
-
-
SUBTOTAL - FUND SOURCES 25 - - - - - - - -
- - - 660 700 - - - 1,360
$ 25 - $ - $ - $ 660 $ 700 $ - $ - $ - $ 1,360 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER
Status: On-Hold
Palmetto Ave. Street Amenities
FY 28-29 FY 29-30 FY 30-31 FUTURE Total FY26-27
to Future
2. Improve and Steward City's Infrastructure, Streets and Facilities TOTAL
3. Prioritize Protection and Development of Affordable Housing Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
YIP
DISTRICT AREA 2,3
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
Streets & Sidewalks Project Number: TBD
Primary Fund: 101-General Fund
DESCRIPTION:
The Palmetto Avenue Street Amenities Project will enhance the streetscape with various improvements, including decorative archways, landscaping, signage, water fountains, kiosks, benches, planter boxes, art installations, and other pedestrian-friendly features. These upgrades aim to create a vibrant, welcoming corridor for residents and visitors.
JUSTIFICATION:
Adding streetscape amenities will improve the aesthetic appeal, walkability, and overall experience along Palmetto Avenue. These enhancements also support economic vitality and encourage community engagement. y
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
1. Enhance Organizational and Fiscal Stability
Public Works
Prior Years Total
Budget
Appropriations
Unfunded
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
A22
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Packet Pg. 284 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2021 TO 2025
X
118 115 -
1,289 1,123 - -
-
$ 1,238 $ 1,407 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
335 335 -
569 569 -
38 -
465 334 -
-
SUBTOTAL - FUND SOURCES 1,407 1,238 - - - - - - -
- - - - - - - - -
$ 1,407 1,238 $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
SORIANO
DISTRICT AREA 2,3
FY 28-29 FUTURE FY 29-30
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27
Engineering & Design
Public Works Status: Complete
Construction/Equipment
PM-CM
TOTAL
Grant - TDA 3
Esplanade & Palmetto Bicycle Lane Project
Streets & Sidewalks Project Number: 0321
The Esplanade & Palmetto Bicycle Lane Project installs a series of Class II (bicycle lane) and Class IIIB (bicycle boulevard) bicycle facilities will be refreshed and newly installed to make a continus bicycle route along Palmetto & Esplanade Ave.
The route will begin at Westline, then cut west on Esplanade, then back to Palmetto at W. Avalon, and will end on Palmetto at Paloma where it connects to an existing Class II facility.
JUSTIFICATION:
The project improves multimodal connectivity and safety by adding bike lanes and boulevards from the 2022 Bike Pedestrian Master Plan.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities TOTAL
PROJECT MANAGER
Other - San Mateo County
FY 27-28
101-General Fund
213-Street Improvements
Prior Years Total
Budget
Appropriations
FY 30-31 Total FY26-27
to Future
Primary Fund: 213-Street Improvements
DESCRIPTION:
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A23
6.i
Packet Pg. 285 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2025 TO 2 Years
X
300 92 392
- 2,000 2,000
-
$ - $ - $ - $ 92 $ 300 $ 2,000 $ - $ - $ - $ 2,392
SOURCE(S) OF FUNDS (MENU):
83 83
9 9
-
-
-
SUBTOTAL - FUND SOURCES - - - 92 - - - - 92
- - - 300 2,000 - - - 2,300
$ - - $ - $ 92 $ 300 $ 2,000 $ - $ - $ - $ 2,392 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE Total FY26-27 to Future
5. Broaden Public Communications and Collaboration
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
TBD
Status: New
Primary Fund: 211-Measure W
The Oceana Bike Lanes project will install new dedicated Class II bicycle lanes along Oceana Boulevard to improve safety, accessibility, and multimodal connectivity. The SCMTA Grant funds the feasibility study for the bike lanes.
JUSTIFICATION:
The project improves multimodal connectivity and safety by adding bike lanes from the 2022 Bike Pedestrian Master Plan.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation PROJECT MANAGER BAUTISTA DISTRICT AREA 2,3
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Prior Years Total
Budget
Appropriations
Projected FY
25-26
FY 26-27
Project Number:
Public Works
DESCRIPTION:
Oceana Bike Lanes Improvements
Streets & Sidewalks
TOTAL
Grant - SMCTA
211-Measure W
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A24
6.i
Packet Pg. 286 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2025 TO On-going
X
-
50 50 50 50 50 250
-
$ - $ - $ - $ 50 $ 50 $ 50 $ 50 $ 50 $ - $ 250
SOURCE(S) OF FUNDS (MENU):
50 50 50 50 50 250
-
-
-
-
SUBTOTAL - FUND SOURCES - - - 50 50 50 50 50 250
- - - - - - - - -
$ - - $ - $ 50 $ 50 $ 50 $ 50 $ 50 $ - $ 250 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
4. Pursue Climate Change Adaptation and Mitigation PROJECT MANAGER CARTER
5. Broaden Public Communications and Collaboration DISTRICT AREA 1,2,3,4,5 EXPENDITURES ($ in Thousands) Prior Years
Actuals
Prior Years Total
Budget
Appropriations
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE Total FY26-27 to Future
Economic Development Infrastructure Improvements Project Streets & Sidewalks Project Number:
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
322-General Capital Improvements
TBD
Public Works Status: New
Primary Fund: 101-General Fund
DESCRIPTION:
The Economic Development Infrastructure Improvements project delivers targeted upgrades to utilities, streetscapes, pedestrian access, and other improvements to support business activity and commercial vitality. These improvements enhance functionality, safety, and the overall appeal of key commercial areas.
JUSTIFICATION:
Investing in supportive infrastructure encourages private reinvestment and strengthens the local economy. It also ensures public facilities can meet current and future business needs.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A25
6.i
Packet Pg. 287 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3)
STORMWATER
A26
6.i
Packet Pg. 288 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2015 TO 13 Years
X
-
- -
400 400 88 88 88
$ 400 $ 400 $ 88 $ - $ 88 $ - $ - $ - $ - $ 88
SOURCE(S) OF FUNDS (MENU):
150 150 33 33 33
150 150 33 33 33
100 100 22 22 22
-
-
SUBTOTAL - FUND SOURCES 400 400 88 - 88 - - - 88
- - - - - - - - -
$ 400 400 $ 88 $ - $ 88 $ - $ - $ - $ - $ 88 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER HARVEY
DISTRICT AREA 5
FUTURE
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
216-NPDES Stormwater
518-Sewer Facility Construction
Other - San Mateo County
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
San Pedro Creek and Pacifica State Beach Total Maximum Daily Load (TMDL), Monitoring Plan and Best Management Plan Stormwater
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Primary Fund: 216-NPDES Stormwater
DESCRIPTION:
This project develops and implements a bacteria Total Maximum Daily Load (TMDL) Monitoring Plan and Best Management Practices for San Pedro Creek and Pacifica State Beach. The program establishes a water‑quality monitoring framework to identify fecal coliform and bacteria impairments and guide corrective actions. Work includes sampling, analysis, and implementation measures needed to reduce pollutant loads and improve watershed health.
JUSTIFICATION:
Public Works Status: Active
Prior Years Total
Budget
Appropriations
The San Francisco Regional Water Quality Control Board requires jurisdictions to comply with the bacteria TMDL by monitoring, assessing, and reducing bacteria levels in San Pedro Creek and Pacifica State Beach.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities TOTAL
Project Number: TBD
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A27
6.i
Packet Pg. 289 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2017 TO 9 years
X
20 -
80 - -
-
$ - $ 100 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
100 -
-
-
-
-
SUBTOTAL - FUND SOURCES 100 - - - - - - -
- - - - - - - - -
$ 100 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER SORIANO
FUTURE
TOTAL
DESCRIPTION:
This project includes installation of new Trash Capture Devices and additional street sweeping at critical areas citywide.
Reduce trash in receiving waters per Municipal Regional Permit Requirement.
JUSTIFICATION:
The San Francisco Regional Water Quality Board requires reduction in trash to receiving water.
Total FY26-27
to Future
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities TBD
FY 29-30 FY 30-31
Primary Fund: 216-NPDES Stormwater
Long-Term Trash Load Reduction
Stormwater Project Number:
Prior Years Total
Budget
Appropriations
Public Works
Engineering & Design
Construction/Equipment
1,2,3,4,5
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
DISTRICT AREA
Status: Complete
PM-CM
TOTAL
216-NPDES Stormwater
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A28
6.i
Packet Pg. 290 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2017 TO 2 Years
X
1,000 1,000
- 6,000 6,000
1,000 1,000
$ - $ - $ - $ - $ 1,000 $ 7,000 $ - $ - $ - $ 8,000
SOURCE(S) OF FUNDS (MENU):
1,000 1,000
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - 1,000 - - - 1,000
- - - - 7,000 - - - 7,000
$ - - $ - $ - $ 1,000 $ 7,000 $ - $ - $ - $ 8,000 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FUTURE
TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
Grant - TBD
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
This project addresses capacity deficiencies in the storm drainage system identified in the City’s 2022 Storm Drain Master Plan. These improvements reduce flooding and enhance public safety. The project will also reduce the need for Field Services staff to operate temporary pumps during storm events.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
PROJECT MANAGER HARVEY
DISTRICT AREA 3
Prior Years Total
Budget
Appropriations
JUSTIFICATION:
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Clarendon Road Drainage Improvements
Stormwater Project Number: TBD
Public Works Status: On-Hold
FY 29-30 FY 30-31 Total FY26-27
to Future
Primary Fund: TBD
DESCRIPTION:
The project will construct a new storm drainage pump station near the intersection of Clarendon Road and Lakeside Avenue, along with a new 30‑inch force main and outfall. It will also replace the deficient 70‑foot segment at Brighton Road and Palmetto Avenue with a new 21‑inch storm drain to improve system capacity.
Unfunded
A29
6.i
Packet Pg. 291 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2017 TO 1 Year
X
40 -
200 200 -
-
$ - $ 40 $ - $ - $ 200 $ - $ - $ - $ - $ 200
SOURCE(S) OF FUNDS (MENU):
40 -
-
-
-
-
SUBTOTAL - FUND SOURCES 40 - - - - - - - -
- - - 200 - - - - 200
$ 40 - $ - $ - $ 200 $ - $ - $ - $ - $ 200 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL EXPENDITURES ($ in Thousands) FUTURE Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
319-Planned Local Drainage
TOTAL
Primary Fund: 319-Planned Local Drainage
DESCRIPTION:
Perform a drainage study, alternatives analysis, design, environmental permitting, and construction of the Montecito storm drain outfall pipe. The existing storm drain system currently discharges into the City‑owned parcel at Beach Boulevard and Montecito Avenue, the former Wastewater Treatment Plant site. Upgrading the storm drain system will redirect stormwater away from this parcel and support future site redevelopment by removing stormwater flow from the property.
JUSTIFICATION:
The project replaces undersized and aging drainage infrastructure to enhance system capacity, reduce long‑term flooding risk, and improve public safety. Redirecting stormwater away from the former treatment plant parcel also protects site integrity and facilitates future land use planning. These improvements support compliance with regional stormwater management standards and reduce operational burdens on maintenance staff. STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
PROJECT MANAGER HARVEY
DISTRICT AREA 2,3
Montecito Avenue Storm Drain System Improvements
Stormwater Project Number: TBD
Public Works Status: On-Hold
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
Prior Years Total
Budget
Appropriations
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A30
6.i
Packet Pg. 292 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO 2 Years
X
1,500 1,500
5,500 - 5,500
1,000 1,000
$ - $ - $ - $ - $ - $ - $ - $ - $ 8,000 $ 8,000
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - 8,000 8,000
$ - - $ - $ - $ - $ - $ - $ - $ 8,000 $ 8,000 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FUTURE
Project Number: TBD
Public Works Status: On-Hold
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
YIP
FY 26-27 FY 27-28
TOTAL
DISTRICT AREA
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities 2,3
FY 29-30 FY 30-31 Total FY26-27
to Future
EXPENDITURES ($ in Thousands) Prior Years
Actuals FY 28-29 Projected FY 25-26
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
PROJECT MANAGER
Primary Fund: unfunded
DESCRIPTION:
This project includes the construction of a new 18-inch diameter and 30-inch diameter storm drain pipeline in Monterey Road. The 18-inch diameter storm drain would intercept runoff that would normally flow into Big Inch Creek, as well as runoff that currently can flow down Monterey Road and flood the street, and would extend from roughly 750-feet southeast of Hickey Boulevard to Hickey Boulevard. The proposed 30-inch diameter storm drain would extend from Hickey Boulevard west to the existing 30-inch storm drain just east of Waterford Street.
JUSTIFICATION:
The project upgrades outdated stormwater infrastructure to reduce localized flooding, protect roadway integrity, and improve public safety.
3. Prioritize Protection and Development of Affordable Housing Monterey Road Drainage Improvements
Stormwater
Prior Years Total
Budget
Appropriations
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A31
6.i
Packet Pg. 293 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO 1 Year
X
150 150
750 - 750
-
$ - $ - $ - $ - $ - $ - $ - $ - $ 900 $ 900
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - 900 900
$ - - $ - $ - $ - $ - $ - $ - $ 900 $ 900 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Engineering & Design
JUSTIFICATION:
The natural spring causes standing water and nuisance conditions, impacting public safety and property. Installing a storm drain system will eliminate the drainage problem, reduce flooding risk, and improve roadway conditions.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
PROJECT MANAGER
FUTURE
DESCRIPTION:
The Rockaway Beach Avenue Drainage Improvement Project will address a natural spring at 633 Rockaway Beach Avenue that has created a persistent drainage issue. The proposed solution includes installing approximately 600 feet of 8-inch storm drain from the spring’s origin to an existing storm drain line, with additional drain inlets as needed.
Projected FY
25-26
Total FY26-27
to Future
3. Prioritize Protection and Development of Affordable Housing TOTAL
FY 29-30 FY 30-31
PM-CM
TOTAL
Rockaway Beach Avenue Drainage Improvement
Stormwater
Status:
SORIANO
unfunded
FY 26-27 FY 27-28 FY 28-29
Ongoing
Primary Fund:
Prior Years Total
Budget
Appropriations
Construction/Equipment
DISTRICT AREA 3
Project Number: TBD
Public Works
4. Pursue Climate Change Adaptation and Mitigation
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A32
6.i
Packet Pg. 294 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO 1 year
X
-
125 125 -
-
$ - $ - $ - $ - $ 125 $ - $ - $ - $ - $ 125
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - 125 - - - - 125
$ - - $ - $ - $ 125 $ - $ - $ - $ - $ 125 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL On-Hold
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Prior Years Total
Budget
Appropriations
Total FY26-27
to Future
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
FY 28-29
DESCRIPTION:
The Calera Creek Culvert Pipe Replacement Project will address a deteriorated storm drain pipe, likely beneath Reina Del Mar Boulevard or at the Berendos Avenue turnaround. Both locations have minor pipe separations temporarily repaired with concrete and are monitored regularly. The project will replace the affected segment or install a new wye connection to provide a permanent solution, with installation by a licensed contractor.
Stormwater Project Number: TBD
Public Works
JUSTIFICATION:
The existing pipe shows deterioration that could worsen and reduce drainage capacity, leading to localized flooding and infrastructure impacts. Replacement will improve reliability, reduce maintenance, and ensure effective stormwater management.
TOTAL
FY 27-28 FUTURE Prior Years
Actuals
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands)
Calera Creek Culvert Pipe Replacement
Projected FY
25-26
FY 26-27
Primary Fund: unfunded
ASSERETO
DISTRICT AREA 3
FY 29-30 FY 30-31
Status:
PROJECT MANAGER
Unfunded
A33
6.i
Packet Pg. 295 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2023 TO 1
X
500 500
5,200 5,200
-
$ - $ - $ - $ - $ - $ - $ - $ - $ 5,700 $ 5,700
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - 5,700 5,700
$ - - $ - $ - $ - $ - $ - $ - $ 5,700 $ 5,700 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TBD
Public Works
PROJECT MANAGER SORIANO
Prior Years Total
Budget
Appropriations
DESCRIPTION:
This project includes the installation of a new 36-inch pipeline from 711 Linda Mar Blvd to the corner of Linda Mar Blvd and Highway 1. The 36-inch pipeline would continue along Highway 1 to the existing manhole at the northern corner of the Chevron gas station. This project includes the installation of a new 30-inch pipeline from the corner of Peralta Road and Linda Mar Blvd to 711 Linda Mar Blvd.
JUSTIFICATION:
The Lower Linda Mar Storm Drain Project upgrades aging and undersized stormwater infrastructure to reduce flooding risk, protect roadway integrity, and improve public safety, while ensuring compliance with regional stormwater management standards.
2. Improve and Steward City's Infrastructure, Streets and Facilities unfunded
Project Number:
TOTAL
Primary Fund:
STRATEGIC PRIORITIES (Place "X" next to all that apply) Stormwater
Total FY26-27
to Future
Lower Linda Mar Storm Drain Project
1. Enhance Organizational and Fiscal Stability
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) FY 30-31
Status: On-Hold
FUTURE
5 Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
DISTRICT AREA
Engineering & Design
Construction/Equipment
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
3. Prioritize Protection and Development of Affordable Housing PM-CM
TOTAL
FY 29-30
Unfunded
A34
6.i
Packet Pg. 296 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2019 TO 2 Years
X
-
100 100 -
-
$ - $ - $ - $ - $ 100 $ - $ - $ - $ - $ 100
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - 100 - - - - 100
$ - - $ - $ - $ 100 $ - $ - $ - $ - $ 100 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER HARVEY
FUTURE
TOTAL
FY 26-27
The Crespi Canal Repair Project will restore and reinforce sections of the Crespi Canal that have experienced erosion and structural damage. Work may include repairing canal walls, improving drainage, and implementing erosion control measures to maintain water flow and prevent future failures. RCD was looking into grant for this project.
JUSTIFICATION:
Damage to the Crespi Canal compromises stormwater management and increases the risk of flooding and property damage. Repairs will protect infrastructure, improve drainage efficiency, and enhance public safety.
FY 28-29 FY 29-30
Status: On-Hold
DISTRICT AREA
Prior Years Total
Budget
Appropriations
FY 27-28
Engineering & Design
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
Projected FY
25-26
PM-CM
TOTAL
FY 30-31
DESCRIPTION:
Primary Fund: unfunded
Construction/Equipment
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
5 Crespi Canal Repair Project
Stormwater Project Number: TBD
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Public Works
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Total FY26-27
to Future
Unfunded
A35
6.i
Packet Pg. 297 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3)
FACILITIES
A36
6.i
Packet Pg. 298 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2013 TO 5 Years
X
3,000 3,000
30,000 - 30,000
-
$ - $ - $ - $ - $ - $ - $ - $ - $ 33,000 $ 33,000
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - 33,000 33,000
$ - - $ - $ - $ - $ - $ - $ - $ 33,000 $ 33,000 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL 5 FUTURE
Primary Fund: unfunded
JUSTIFICATION:
The existing fire stations are outdated and no longer meet the functional, safety, and space requirements for today’s fire and emergency services.
FY 29-30
Prior Years Total
Budget
Appropriations
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
TOTAL
Project Number: TBD
Public Works Status:
DESCRIPTION:
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Fire Station 71 and Station 72 Replacement
Facilities
On-Hold
This project will construct new fire stations to replace the existing Station 71 at 616 Edgemar Avenue and Station 72 at 1100 Linda Mar Boulevard. The new facilities will be designed to meet modern operational needs, improve emergency response capabilities, and comply with current building and safety standards.
PROJECT MANAGER YIP
FY 30-31 Total FY26-27
to Future
FY 28-29
DISTRICT AREA
Unfunded
A37
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Packet Pg. 299 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2011 TO On-going
X
-
290 200 200 -
-
$ - $ 290 $ - $ - $ 200 $ - $ - $ - $ - $ 200
SOURCE(S) OF FUNDS (MENU):
60 -
230 -
-
-
-
SUBTOTAL - FUND SOURCES - 290 - - - - - -
- - - 200 - - - - 200
$ 290 - $ - $ - $ 200 $ - $ - $ - $ - $ 200 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL 227-Davies Trust
FUTURE
TOTAL
FY 29-30 Projected FY
25-26
101-General Fund
227-Davies Trust
322-General Capital Improvements
Grant - CDBG
PM-CM
FY 27-28
TOTAL
EXPENDITURES ($ in Thousands)
Engineering & Design
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Prior Years Total
Budget
Appropriations
Prior Years
Actuals
Total FY26-27
to Future
FY 26-27
The Community Center Improvements Project will address immediate security needs by replacing exterior doors and implement future upgrades, including office remodels, exterior spalling repairs, new flooring in the dining and hallway areas, baseboard replacement, carpet replacement, and painting of interior and exterior surfaces.
JUSTIFICATION:
The facility requires security enhancements and general repairs to maintain safety, functionality, and aesthetics. These improvements will extend the building’s lifespan, provide a better environment for staff and visitors, and support continued community use.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
5. Broaden Public Communications and Collaboration
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
4. Pursue Climate Change Adaptation and Mitigation
3. Prioritize Protection and Development of Affordable Housing Community Center Improvements
Facilities Project Number: 0333
Parks, Beaches, and Recreation Status: Ongoing
PROJECT MANAGER LESLIE
DISTRICT AREA 5
Primary Fund:
FY 28-29
Construction/Equipment
DESCRIPTION:
FY 30-31
Unfunded
A38
6.i
Packet Pg. 300 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2016 TO 2 Years
X
150 150
- 550 550
-
$ - $ - $ - $ - $ 150 $ 550 $ - $ - $ - $ 700
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - 150 550 - - - 700
$ - - $ - $ - $ 150 $ 550 $ - $ - $ - $ 700 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL PM-CM
TOTAL
FUTURE
The Fire Station 71 & 72 Modernization Project will update Station 72’s bathrooms, sleeping quarters, and kitchen to accommodate female firefighters and improve overall functionality. The project will also include upgrades to make facility features touchless, such as bathroom fixtures and lighting.
JUSTIFICATION:
Station 72’s existing facilities do not meet current operational and accessibility needs, particularly for a diverse firefighting staff. Modernizing these areas will improve safety, privacy, hygiene, and working conditions, ensuring the station adequately supports all personnel.
STRATEGIC PRIORITIES (Place "X" next to all that apply) Engineering & Design
Construction/Equipment
Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities DESCRIPTION:
Fire Station 71 & 72 Modernization
Facilities Project Number: TBD
Public Works Status: On-Hold
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
FY 30-31
TOTAL
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Total FY26-27
to Future
EXPENDITURES ($ in Thousands) FY 28-29 FY 29-30
Prior Years Total
Budget
Appropriations
DISTRICT AREA 5
Primary Fund: unfunded
PROJECT MANAGER YIP
Unfunded
A39
6.i
Packet Pg. 301 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2016 TO On-going
X
-
150 25 - -
-
$ 25 $ 150 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
150 25 -
-
-
-
-
SUBTOTAL - FUND SOURCES 150 25 - - - - - - -
- - - - - - - - -
$ 150 25 $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Engineering & Design
Construction/Equipment
PM-CM
FUTURE
TBD
STRATEGIC PRIORITIES (Place "X" next to all that apply) DESCRIPTION:
This project provides general facility improvements at Fire Station 71 and 72, including upgrades and maintenance to aging building and site . Recent completed work includes painting at Fire Station 72. Upcoming work includes wall and driveway repair at Fire Station 71.
JUSTIFICATION:
FY 27-28
1. Enhance Organizational and Fiscal Stability
TOTAL
322-General Capital Improvements
2. Improve and Steward City's Infrastructure, Streets and Facilities Prior Years Total
Budget
Appropriations
PROJECT MANAGER
Ongoing
Fire Station 71 and 72 Improvements (Formerly Painting of Fire Station 72) Facilities
This project is justified to ensure Fire Station 72 remains safe, reliable, and operational through necessary upgrades to aging facilities and building systems.
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27
Fire Department
FY 29-30 FY 30-31 Total FY26-27
to Future
WITTNER
DISTRICT AREA 5
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Primary Fund: 322-General Capital Improvements
FY 28-29
Status:
Project Number:
Unfunded
A40
6.i
Packet Pg. 302 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2017 TO 1 Year
X
120 -
- -
-
$ - $ 120 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
120 -
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - - -
$ 120 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER TIGBAO
DISTRICT AREA
2. Improve and Steward City's 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
FY 27-28
DESCRIPTION:
1. Enhance Organizational and Fiscal Stability
1,2,3,4,5
Total FY26-27
to Future
Prior Years Total
Budget
Appropriations
Primary Fund:
FY 28-29 FY 29-30
The Needs Assessment for City Facilities Project evaluates the condition, capacity, and functionality of municipal buildings to identify deficiencies, prioritize improvements, and develop a strategic plan for long-term asset management and community service delivery.
JUSTIFICATION:
The City has aging facilities with no long-term management plan in place. A study is needed to evaluate existing facilities and develop a long-term financial plan for the maintenance, rehab, replacement, and addition of facilities. Facilities include City owned buildings, parks, beaches, right-of-way improvements, infrastrucutre, and any other City Owned property. STRATEGIC PRIORITIES (Place "X" next to all that apply) 101-General Fund
Facilities Project Number: 0340
Public Works Status: On-Hold
FUTURE
TOTAL
Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 30-31
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
EXPENDITURES ($ in Thousands)
Needs Assessment for City Facilities
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A41
6.i
Packet Pg. 303 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2019 TO 1
X
-
250 250 -
-
$ - $ - $ - $ - $ 250 $ - $ - $ - $ - $ 250
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - 250 - - - - 250
$ - - $ - $ - $ 250 $ - $ - $ - $ - $ 250 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL Station 72 Pavement Rehabilitation
Prior Years Total
Budget
Appropriations
The existing asphalt lot is failing, creating safety hazards and operational challenges for emergency vehicles. Rehabilitating the pavement will improve functionality, reduce maintenance costs, and ensure safe access for fire station operations.
TOTAL
DISTRICT AREA
Engineering & Design
Operating & Maintenance Expense, Above Baseline Budget
Status: On-Hold
FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
Primary Fund: unfunded
2. Improve and Steward City's Infrastructure, Streets and Facilities Facilities
Projected FY
25-26
FY 26-27 FY 27-28
Construction/Equipment
PM-CM
Project Number: TBD
Public Works
1. Enhance Organizational and Fiscal Stability
FUTURE
5 PROJECT MANAGER YIP
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
TOTAL
The Station 72 Pavement Rehabilitation Project will remove the deteriorated asphalt surface in the rear lot of Fire Station 72 and replace it with new asphalt concrete. Work includes grinding the existing pavement and installing a durable new surface.
JUSTIFICATION:
STRATEGIC PRIORITIES (Place "X" next to all that apply) DESCRIPTION:
IMPACT ON OPERATING BUDGET:
Unfunded
A42
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Packet Pg. 304 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO 1
X
-
250 250 -
-
$ - $ - $ - $ - $ 250 $ - $ - $ - $ - $ 250
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - 250 - - - - 250
$ - - $ - $ - $ 250 $ - $ - $ - $ - $ 250 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 27-28 FY 28-29 FY 29-30 FY 30-31
On-Hold
PROJECT MANAGER ASSERETO
DISTRICT AREA 4,5
DESCRIPTION:
The Oddstad Park Parking Rehabilitation & Drainage Improvements Project will repair failed pavement areas, apply a slurry seal, and restripe the parking lot. Additionally, the drainage system will be raised to grade, and pavement will be installed around drain inlets to improve functionality.
JUSTIFICATION:
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
FUTURE Total FY26-27
to Future
TOTAL
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27
The existing parking lot pavement is deteriorated, and drainage issues create maintenance and safety concerns.
Rehabilitation and drainage improvements will extend pavement life, enhance safety, and ensure proper stormwater management.
Prior Years Total
Budget
Appropriations
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Project Number: TBD
Public Works Status:
Primary Fund: unfunded
Oddstad Park Parking Rehabilitation & Drainage Improvements Facilities
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A43
6.i
Packet Pg. 305 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2020 TO 2 Years
X
90 -
- -
-
$ - $ 90 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
90 -
-
-
-
-
SUBTOTAL - FUND SOURCES 90 - - - - - - - -
- - - - - - - - -
$ 90 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER HARVEY
DISTRICT AREA 2,3
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
3. Prioritize Protection and Development of Affordable Housing The Corp Yard Vehicle Storage Project will provide secure, organized, and weather-protected storage for fleet vehicles, reducing maintenance costs and extending vehicle lifespan while improving operational efficiency and safety.
FUTURE
2. Improve and Steward City's Infrastructure, Streets and Facilities FY 27-28 FY 28-29 FY 30-31 Total FY26-27
to Future
Corp Yard Vehicle Storage Project
Facilities Project Number: 0337
Public Works Status: On-Hold
Primary Fund: 101-General Fund
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
TOTAL
DESCRIPTION:
FY 29-30
JUSTIFICATION:
Currently there is not adequate space for vehicles at the corp yard and there is no storage for vehicles. This project will look to reorganized the corp yard so that vehicles can be covered from weather which will lengthen their useful life.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Prior Years Total
Budget
Appropriations
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27
Unfunded
A44
6.i
Packet Pg. 306 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2016 TO On-going
X
678 5,000 5,000
50,000 50,000
$ - $ 678 $ - $ - $ - $ - $ - $ - $ 55,000 $ 55,000
SOURCE(S) OF FUNDS (MENU):
129 -
499 -
50 -
-
-
SUBTOTAL - FUND SOURCES 678 - - - - - - - -
- - - - - - - 55,000 55,000
$ 678 - $ - $ - $ - $ - $ - $ - $ 55,000 $ 55,000 $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 29-30 FY 30-31 Total FY26-27
to Future
Status: On-Hold
Other - Library JPA
PROJECT MANAGER CARTER
2. Improve and Steward City's Infrastructure, Streets and Facilities New Pacifica Library
Facilities Project Number: 0229
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
Excess ERAF
TOTAL
Primary Fund: 209-Measure A
City Manager
DISTRICT AREA 3
FUTURE
209-Measure A
3. Prioritize Protection and Development of Affordable Housing DESCRIPTION:
The New Pacifica Library Project will provide planning and coordination services for the design, operation, and construction of a modern library facility. This includes project management, stakeholder engagement, and integration of community needs into the final design.
JUSTIFICATION:
A new library will enhance educational resources, provide flexible spaces for programs, and support lifelong learning, making it a vital investment for the community.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Prior Years Total
Budget
Appropriations
Unfunded
A45
6.i
Packet Pg. 307 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2021 TO 2 Years
X
25 25 -
160 142 - -
-
$ 167 $ 185 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
185 167 -
-
-
-
-
SUBTOTAL - FUND SOURCES 185 167 - - - - - - -
- - - - - - - - -
$ 185 167 $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL DISTRICT AREA 1,2,3,4,5
Total FY26-27
to Future
PROJECT MANAGER
FY 30-31
YIP
Active
Primary Fund:
JUSTIFICATION:
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Pursuant to Department of Justice requirement, Police Department radio infrastructure equipment needs to be upgraded to the latest security protocols, which involves replacement of radio infrastructure equipment. 101-General Fund
Engineering & Design
PM-CM
Upgrading the Police Department’s radio infrastructure will enhance communication reliability, coverage, and interoperability, ensuring faster emergency response and improved officer safety while meeting modern public safety standards.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30
TOTAL
TOTAL
101-General Fund
Construction/Equipment
Prior Years Total
Budget
Appropriations
FUTURE
Public Works Status:
Police Department Radio Infrastructure Improvement
Facilities Project Number: 0338
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
DESCRIPTION:
Unfunded
A46
6.i
Packet Pg. 308 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2022 TO 1 year
X
50 -
- -
-
$ - $ 50 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
50 -
-
-
-
-
SUBTOTAL - FUND SOURCES 50 - - - - - - - -
- - - - - - - - -
$ 50 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 28-29 FY 29-30 FUTURE
PROJECT MANAGER KIZILTUG
101-General Fund
Engineering & Design
Construction/Equipment
TOTAL
Prior Years
Actuals
Projected FY
25-26
FY 30-31 Total FY26-27
to Future
DISTRICT AREA 1,2,3,4,5
The City currently has limited and aging wireless access points at its facilities. An investment to add and replace wireless access points to all City facilities is needed. This upgrade will support today’s modern workforce, allowing staff to securely work on their files seamlessly throughout City facilities.
JUSTIFICATION:
Upgrading the network infrastructure across City facilities will improve connectivity, security, and bandwidth to support modern operations, enhance staff productivity, and enable reliable public access to digital services.
STRATEGIC PRIORITIES (Place "X" next to all that apply) TOTAL
City Facilities Network Upgrade
Facilities Project Number: 0328
Administrative Services Status: Active
Primary Fund: 101-General Fund
DESCRIPTION:
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities
3. Prioritize Protection and Development of Affordable Housing Prior Years Total
Budget
Appropriations
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) FY 26-27 FY 27-28
PM-CM
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A47
6.i
Packet Pg. 309 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2022 TO 2 Years
X
-
200 - -
-
$ - $ 200 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
200 -
-
-
-
-
SUBTOTAL - FUND SOURCES 200 - - - - - - - -
- - - - - - - - -
$ 200 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
PROJECT MANAGER YIP
DISTRICT AREA 4,5
Status: Active
Project Number: 0323
FUTURE
Oddstad Park Building Maintenance
2. Improve and Steward City's Infrastructure, Streets and Facilities Primary Fund: 101-General Fund
FY 30-31 Total FY26-27
to Future
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
FY 29-30
Prior Years Total
Budget
Appropriations
4. Pursue Climate Change Adaptation and Mitigation
FY 28-29
DESCRIPTION:
The Spindrift building has water intrusion coming in from gaps along the rear and front walls. The damage is flooding throughout the bottom floors causing sheetrock and carpet damage.
JUSTIFICATION:
Performing maintenance on the Oddstad Park building will preserve structural integrity, ensure safety and compliance, and extend the facility’s useful life, supporting continued community use and recreation programs.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
Facilities
3. Prioritize Protection and Development of Affordable Housing Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
TOTAL
101-General Fund
Public Works
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands)
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A48
6.i
Packet Pg. 310 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2018 TO 7 Years
X
-
- -
-
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
-
-
-
-
-
SUBTOTAL - FUND SOURCES - - - - - - - -
- - - - - - - - -
$ - - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
FUTURE
PROJECT MANAGER KELLY
DISTRICT AREA 3
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities JUSTIFICATION:
The existing building requires evaluation and upgrades to address aging infrastructure, safety concerns, and compliance issues. Remediation and improvements will protect public assets, enhance usability, and support efficient delivery of city services.
STRATEGIC PRIORITIES (Place "X" next to all that apply) Civic Center Evaluation & Remediation (Formerly PB&R/Planning Building Improvements) Facilities Project Number: 0302
Public Works Status: Complete
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
Primary Fund: 238-Disaster Accounting
DESCRIPTION:
TOTAL
238-Disaster Accounting
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28
The Civic Center Evaluation & Remediation Project will assess and address structural, safety, and functional deficiencies in the Civic Center building, formerly used for Parks, Beaches & Recreation and Planning operations. Work may include environmental remediation, structural repairs, and interior improvements to ensure the facility meets current standards and operational needs.
5. Broaden Public Communications and Collaboration
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
Prior Years Total
Budget
Appropriations
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
A49
6.i
Packet Pg. 311 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2021 TO 1 Year
X
-
525 - -
-
$ - $ 525 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
350 -
175 -
-
-
-
SUBTOTAL - FUND SOURCES 525 - - - - - - - -
- - - - - - - - -
$ 525 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL FUTURE
PROJECT MANAGER MARO
DISTRICT AREA
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands)
5 FY 28-29 FY 29-30 FY 30-31 Total FY26-27
to Future
Upgrading the HVAC system at the Community Center will improve energy efficiency, indoor air quality, and climate control, ensuring a safe, comfortable environment for residents and reducing long-term operational costs.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
Prior Years
Actuals
Projected FY
25-26
Operating & Maintenance Expense, Above Baseline Budget
Community Center HVAC Upgrade
Facilities Project Number: 0294
Public Works Status: Active
Primary Fund: 101-General Fund
DESCRIPTION:
JUSTIFICATION:
Prior Years Total
Budget
Appropriations
The community center's HVAC air handlers have reached their useful life and are continuing to fail. Upgrades are needed on all air handlers in order to continue operation.
FY 26-27
228-PB&R
FY 27-28
IMPACT ON OPERATING BUDGET:
Unfunded
A50
6.i
Packet Pg. 312 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2022 TO 2 Years
X
13 150 -
- -
-
$ - $ 150 $ 13 $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
13 150 -
-
-
-
-
SUBTOTAL - FUND SOURCES 150 - 13 - - - - - -
- - - - - - - - -
$ 150 - $ 13 $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Prior Years Total
Budget
Appropriations
FUTURE
PROJECT MANAGER MARO
DISTRICT AREA 1,2,3,4,5
TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
Status: Active
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Primary Fund: 101-General Fund
DESCRIPTION:
The ADA Transition Plan Update will conduct an updated inventory of all City facilities and right-of-way. The ADA Transition Plan acts as a guidance document for the City to continue to meet federal ADA standards and will address any City facilities and right-of-way that are out of compliance to bring them up to current ADA standards. It serves as a longterm planning and budgeting tool to systematically address non-compliant conditions and to incorporate accessibility improvements into future capital improvement and maintenance projects.
JUSTIFICATION:
Title II of the ADA requires public agencies to ensure their programs, services, and activities to individuals with disabilities.
This includes City-owned and operated facilities and infrastructure, public buildings, parks, parking lots, streets, sidewalks, curb ramps, and other elements within the public right-of-way.
STRATEGIC PRIORITIES (Place "X" next to all that apply) ADA Transition Plan Update
Facilities Project Number: 0326
Community Development
A51
6.i
Packet Pg. 313 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2024 TO 1 year
X
-
300 - -
-
$ - $ 300 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
300 -
-
-
-
-
SUBTOTAL - FUND SOURCES 300 - - - - - - - -
- - - - - - - - -
$ 300 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
238-Disaster Accounting
IMPACT ON OPERATING BUDGET:
Operating & Maintenance Expense, Above Baseline Budget
Unfunded
3. Prioritize Protection and Development of Affordable Housing
4. Pursue Climate Change Adaptation and Mitigation
5. Broaden Public Communications and Collaboration
EXPENDITURES ($ in Thousands) Prior Years
Actuals
Projected FY
25-26
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Total FY26-27 to Future
Primary Fund: 238-Disaster Accounting
DESCRIPTION:
The generator project for the new civic center involves the installation of backup power generation infrastructure to ensure uninterrupted electricity supply during emergencies. This project aims to enhance the resilience of the civic center and ensure continuous operation.
JUSTIFICATION:
Replacing the old system with modern HVAC equipment will also provide quieter performance, improved energy efficiency, and reduced long‑term operational costs.
STRATEGIC PRIORITIES (Place "X" next to all that apply)
1. Enhance Organizational and Fiscal Stability
2. Improve and Steward City's Infrastructure, Streets and Facilities Prior Years Total
Budget
Appropriations
FUTURE
PROJECT MANAGER MARO
DISTRICT AREA 3
Facilities Project Number: TBD
Public Works Status: Active
Civic Center Generator
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Packet Pg. 314 Attachment: Attachment 9 - FY2026-31 Capital Improvement Program (6229 : Budget Study Session #3) PROJECT TITLE:
Category:
Lead Department:
Start and Duration: 2024 TO 1 year
X
75 -
400 - -
-
$ - $ 475 $ - $ - $ - $ - $ - $ - $ - $ -
SOURCE(S) OF FUNDS (MENU):
75 -
400 -
-
-
-
SUBTOTAL - FUND SOURCES 475 - - - - - - - -
- - - - - - - - -
$ 475 - $ - $ - $ - $ - $ - $ - $ - $ - $
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FUTURE TOTAL TOTAL
Engineering & Design
Construction/Equipment
PM-CM
TOTAL
101-General Fund
Grant - Peninsula Clean Energy
IMPACT ON OPERATING BUDGET: