Attachment 5 - FY 2026-27 Recommended Expenditure Amendment Options - Budget Forms

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
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
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
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)*
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
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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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.

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
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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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)
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
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
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.

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)
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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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 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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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)
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
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
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)
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
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)
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.

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)
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
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)
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
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
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)
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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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)
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
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
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)
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
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)
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
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)
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
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.

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)
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
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)*
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
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

Pacifica City CouncilJune 8, 2026

Pacifica City Council
June 8, 2026