FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding for zoning modernization & code updates to align with General Plan Request Summary (select one):
Service Category (select one):
Summary
Zoning Modernization and Streamlining is an essential program in the certified Housing Element (HE-I-2) that requires a citywide comprehensive code update to remove barriers to housing productions. The proposed project would focus primarily on areas that are required for compliance with state planning law, such as: (1) mandatory alignment between the General Plan and Zoning Map/Ordinance, especially density and use standards, (2) streamlining residential and residential mixed-use projects, (3) compliance with state housing laws, (4) full reorganization of the Zoning Ordinance for clarity, ease of use, and to support future updates required by state law, and (5) update commercial use standards in light of residential mixed-use requirements noted above and to better support business attraction, align with current business uses, and simplify requirements. This essential program will support housing production, one of the City’s primary economic development strategies, while ensuring that the City can maintain local controls through compliant ordinances. The Community Development Department (CDD) requests $185,000.
State planning law requires consistency across planning documents, including alignment between the General Plan and the Zoning Ordinance. The City did not update the zoning map or text contemporaneously with the General Plan adoption in 2022, resulting in the current misalignment between the policy and implementing ordinances, particularly on key issues related to housing production such as density and residential use standards. Further, approximately 70 percent of Pacifica’s Zoning Ordinance was written between 1970-2000 and is difficult to use and interpret, is not aligned with state laws or current best practices, cannot be readily updated to maintain compliance with changing laws, all of which creates barriers to both housing development and commercial uses. Continuing with the outdated Zoning Ordinance could lead to loss of local control, further constrain housing, and discourage businesses from staying, expanding, or locating in Pacifica. Progress on this key HE program is likely to be monitored by Housing and Community Development.
Alternatives
Community Development is presenting a reduced scale project given the budget constraints for this fiscal year, focusing on mandatory elements (General Plan alignment, streamlining, state law compliance), leveraging the need to address mixed-use residential to clarify and improve commercial standards, and setting the stage for an easier time with future amendments (reorganizing). Future efforts should include citywide comprehensive rezoning (including P-D districts outside of the HPD not already included for GP alignment), parking studies, and refinement of standards and processes.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☒
City Manager Category 1 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
Objective Design Standards (ODS) have been separated from these mandatory components for consideration. Although the City can only enforce objective development and design standards on housing development projects, having an ODS program is not mandated.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 221100 51206 185,000.00
Total Operating Costs $ 185,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 185,000.00
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding to evaluate housing opportunities on publicly owned lands consistent with General Plan Program HE-I-3
Request Summary (select one):
Service Category (select one):
Master Planning and Implementation for Public Sites is a required program under the adopted Housing Element (HE-I-3) to evaluate public lands to support housing development. It is a multi-year project that includes significant public engagement, feasibility studies, Council direction and action, and engagement with other public agencies. Specifically, the project would build on the early stakeholder and community engagement from FY25-26 Q3-Q4 and evaluate the area around Sanchez Library (HE Site 24) (community engagement, feasibility studies, and Council review of options for affordable housing), begin engagement with other public agencies (school districts and state), and create an inventory of other Cityowned sites. The Community Development Department (CDD) seeks $150,000 in funding for this project.
Factors Driving the Request for Change (section to be completed for additions only) The Housing Element establishes programs and actions needed to support planning for 2,042 housing units between 2023-2031. Planning for public sites (HE-I-3) is an essential program with milestones in the 2025 and 2026 calendar years and beyond. City-owned land is Pacifica’s greatest available tool to encourage development of much-needed affordable housing. Public engagement will be significant and must occur early and throughout the process. Consultant expertise is also required for analysis, such as test fits and feasibility. Progress on this key HE program is likely to be monitored by Housing and Community Development.
Alternatives
Start of this work was delayed by the late adoption of a compliant HE in March 2025 and the requirements to complete mandatory rezoning program to achieve certification. The City should continue to advance evaluating Site 24 for affordable housing, especially since the rezoning of Site 23 was deferred.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Contractual Services 221100 51206 150,000.00
Total Operating Costs $ 150,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 150,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☒ Council Rejected Broaden public communications and collaboration ☒ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Community Development Department
REQUEST TITLE: Funding for on-call professional services supporting Housing Element implementation activities
Request Summary (select one):
Service Category (select one):
The request proposed funding for on-call consultant services to oversee the Housing Element implementation work, including, but not limited to: maintaining the implementation plan, research, preparing annual progress reports and other public documents, coordinating with external agencies, public meeting support, and discrete tasks typical of on-call services. This allows for continuity in the Housing Element program implementation. The anticipated cost amount for FY2026-27 is $80,000.
The Housing Element commits the City to certain actions within specific timeframes during the planning period. We are required to provide detailed annual reporting on the implementation progress to the State on April 1st each year, as well as obligations for a mid-cycle evaluation of some programs/actions in 2027.
A consultant would provide structural support to the department and assist with timelines for tasks, develop long-term strategies, track progress and create mandatory annual progress reports, and perform other oncall tasks as assigned.
A consultant and fellow created a robust HE Implementation tracking tool to assist with new in-depth reporting requirements on HE actions and metrics, which should reduce the lift for the coming fiscal year. Tracking efforts will also be less detailed. However, the Annual Progress Report mandatory reporting to HCD remains complex and time consuming with new forms, formats, and requirements each year. Staff spend many hours manually retrieving and verifying data due to a lack of permit tracking software, and the time it takes to compile and prepare the actual report on the prescribed forms takes more time beyond staff capacity.
Alternatives
While there could be other funding sources for some of the projects, the overall Housing Element implementation is supported by the Housing Action Fund. By allocating a portion of our on-call contract with the consultant specifically to the Housing Element would allow better tracking and support Pacifica’s goals for implementation.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Consultant Services 221100 51206 80,000
Total Operating Costs $ 80,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 80,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 5 Enhance Organizational & Fiscal Stability ☒
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☐
Council Action Prioritize protection and development of affordable housing
☒
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☒ ☐ Ongoing (Annual) ☒ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works – Motor Pool
REQUEST TITLE: Funding for the purchase of four vehicles for Public Works and Police Department operations
Request Summary (select one):
Service Category (select one):
Public Works Motor Pool Division is requesting $271,500 to purchase 4 replacement vehicles which includes (2) work trucks for the Public Works Department and (2) SUVs for the Police Department.
Relatively, Public Works is also requesting an increase to the Gas & Oil expenditure line-item in the Public Works budget by $15,000.
Approval of this funding request will allow the Public Works Department to maintain uninterrupted essential services by ensuring reliable fleet availability across all City departments. Replacing aging vehicles will reduce breakdowns, stabilize maintenance costs, and support consistent field operations, emergency response, and scheduled maintenance activities. Bringing the fleet closer to industry-standard replacement cycles will also improve long-term operational and financial sustainability.
DEPARTMENT
VEH
#
OLD
VEHICLE REPLACMENT
ESTIMATED
COST SETUP
Reason for
Replacement
Public Works
(Streets) 201
2010 GMC
1500
2027 Ram
1500 $55,000 $2,500
Very rusty and
over 15 years old
Public Works
(Parks) 301
2014
TOYOTA
TACOMA
4X4
TOYOTA
TACOMA 4X4 $45,000 $4,500
Very rusty and
over 12 years old
PD 129 2020 Utility
Pursuit
Durango $56,000 $26,500
Over 6 years old
and over 100K
miles & 10K hrs
PD 130 2020 Utility
Pursuit
Durango $56,000 $26,000
Over 6 years old
and over 100K
miles & 10K hrs
Estimated Grand
Total
TOTAL $212,000 $59,500 $271,500
As for the increase in the Gas & Oil Expense line-item, fuel costs have continued to rise due to global oil market volatility, refinery supply constraints, and increased regional fuel costs in California. Diesel prices have significantly impacted heavy equipment and fleet operations. The increase is needed due to the rise in costs of oil that has made fuel prices go up. Diesel fuel purchase requires that the city purchase renewable diesel fuel, as it’s a state mandate.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 4 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
The impact of this change would be measured through the comparison of prior year expenditures toward of preventative maintenance and repair costs. Fleet reliability and response metrics can be tracked through the Motorpool’s FleetRock maintenance management system. Approval of this budget increase would allow the Public Works Department to maintain uninterrupted essential services and continue current operational response levels without reducing field activities, maintenance schedules, or emergency response capabilities.
Alternatives
Departments could continue using the current ageing fleet, however this would increase risk of breakdowns, higher repair expenses, lost productivity and possible safety concerns due to rusting and mechanical deterioration. Partial replacement would fund only the PD vehicles at this time, to support emergency services and call response.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
Capital Outlay > $5000 672470 57001 271,500.00
Gasoline & Oil Expense 671470 52014 15,000.00
Total Operating Costs $ 286,500.00
Offsetting Cost Savings
Net Operating Costs $ 286,500.00
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Additional funding for Wastewater Operations and Maintenance Expenses Request Summary (select one):
Service Category (select one):
The Public Works Department- Wastewater Division requests increasing the WWTP Operation Supplies account to reflect the Calera Creek Water Recycling Plant’s current resource needs.
Factors Driving the Request for Change
Operating and maintenance expenses on several pump stations and the Calera Creek Water Recycling Plant have been greater than the budgeted amounts for the past several years. This is due in part to:
• Increasing costs of goods and services due to inflation and supply chain challenges. • Aging facilities have greater operation and maintenance costs.
We propose to increase these budgets to reflect current resource needs. While these O&M costs have been greater than their respective budgets, overall spending on the Wastewater Enterprise Fund is within budget. The impact of this change will be better tracking of wastewater operating expenses.
Alternatives
The Wastewater Division can continue to perform the maintenance activities needed, however the balance for this account is likely to be negative. Overall Wastewater Enterprise Fund spending is anticipated to be within budget.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
WWTP OPERATION SUPPLIES 518451 52617 161,359.00
Total Operating Costs $ 161,359.00
WWTP ATAD 518451 52601 (10,000.00)
WWTP SOLAR SYSTEM 518451 52627 (10,658.00)
Net Operating Costs $ 140,701.00
The request includes a net $140,701 increase. Increases to this budget have not been maintained with increasing resource needs and costs of goods and services in the wastewater industry and the economy as a whole. “WWTP Operation Supplies” spending includes piping, fittings, concrete, tools, instrumentation and spare parts for various equipment. Spending has been consistently greater than the Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 1 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ On-going (Annual) ☐ One-time
☒ Legally
Mandated
☐ Core
Services
☐ Service
Enhancement
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
budgeted amounts for the past several years:
Org Account
FY2024-25
Actuals
FY2025-26
Estimated
Actuals
FY2026-27
Proposed
Budget
451
WWTP OPERATION
SUPPLIES $373,393.71 $225,706.83 $225,000.00
Costs will be offset through one-time reductions in the WWTP Solar System and WWTP ATAD accounts.
The Wastewater Division anticipates keeping overall spending within the Fund 518 budget. Reducing spending in these categories to the previously established budgets increases the risk of equipment failures, sanitary sewer spills and permit violations throughout the Wastewater Division. The Wastewater Division will continue to look for more cost-effective alternatives for goods and services.
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Funding for a predictive maintenance study to support long-term infrastructure and asset management planning
Request Summary (select one):
Service Category (select one):
The Public Works Wastewater Division requests procuring an agreement to develop predictive maintenance procedures. Staff will continue to develop more proactive maintenance procedures and reduce the costs and risks of equipment failure. This is anticipated to be a one-time increase.
Factors Driving the Request for Change
Moving to a predictive maintenance philosophy has the potential to reduce maintenance costs and risks of equipment failures. Impacts would reduce risk and severity of equipment failure. This could be measured over the coming years through fewer unplanned work orders (i.e. fixing equipment before it breaks) and overall reduced maintenance costs.
Alternatives
The City will continue to develop proactive maintenance procedures, however this process will take longer and may result in the City to be subject to greater maintenance costs.
Cost Summary
Predictive maintenance is a maintenance philosophy to predict equipment issues and failures before they happen. This approach may be used with any Computerized Maintenance Management System (CMMS).
While there is an upfront cost to developing procedures and training staff in new techniques, this methodology will reduce the risk of costly equipment failures and emergency repairs. Staff anticipate selecting and entering into an agreement with a consultant to help develop these procedures and methodologies. Approaching maintenance from this philosophy is likely to reduce overall risk of equipment and assets failing. Addressing maintenance issues before failures will save maintenance costs and increase the longevity of the City’s assets.
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
CONTRACTUAL SERVICES 518451 51206 50,000.00
Total Operating Costs $ 50,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 50,000.00
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 2 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☐ Ongoing (Annual) ☒ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
FY 2026-27 BASE BUDGET
EXPENSE REQUEST – PROGRAM CHANGE FORM
PROGRAM: Public Works Department – Wastewater Treatment Plant Division REQUEST TITLE: Funding for implementation of a Computerized Maintenance Management System (CMMS) for the WWTP
Request Summary (select one):
Service Category (select one):
The Wastewater Division is upgrading our CMMS systems to provide greater capabilities and save operations and maintenance staff time. This is anticipated to be an ongoing change; savings can be assessed over time because of lower maintenance costs and staff time.
Factors Driving the Request for Change
Existing CMMS systems require more staff time than necessary to complete maintenance activities.
Reducing the staff time spent on data entry and transferring maintenance data from one format to another will reduce the risk of transcription losses and free up time to maintain pipes and equipment. Impacts to the program will include better recordkeeping and a reduced risk of unplanned maintenance activities.
This can be measured through efficient completion of work orders and few instances of unplanned or reactive maintenance.
Alternatives
Delaying purchasing new CMMS software will reduce the efficiency of operations and maintenance efforts at the Calera Creek Water Recycling Plant and the Collection system.
Cost Summary
Line Item Description
Org Code
(Fund+Div)
Object Code
(Account)
Project
Number Total Amount
Operating Expense
WWTP CONTRACT SVCS-CMMS 518452 52608 3,000.00
SOFTWARE-DEPARTMENTAL 518451 51301 22,000.00
Total Operating Costs $ 25,000.00
Offsetting Cost Savings or Revenues
Net Operating Costs $ 25,000.00
Collections staff recently purchased the WinCan $3,000 per year add-on to Mobile MMS (Collections CMMS program) to provide better storage and organization of CCTV inspection footage. This solution will reduce the staff time required to review and organize records. Providing CCTV videos in the same GISbased CMMS software as work order and other Collection System data will allow staff to better respond to maintenance issues and plan future CIP projects.
Priority Tracking Council Strategic Goal
Department Priority
(based on number of forms, 1 being the highest priority) 3 Enhance Organizational & Fiscal Stability ☐
City Manager Category 2 Improve / steward City infrastructure, streets and facilities
☒
Council Action Prioritize protection and development of affordable housing
☐
Council Accepted Pursue climate change adaptation and mitigation. ☐ Council Rejected Broaden public communications and collaboration ☐ ☒ Ongoing (Annual) ☐ One-time
☐ Legally
Mandated
☒ Core
Services
☐ Service
Enhancement
FY 2026-27 Base Budget Expense Amendment Page 2 of 2
The CCWRP is planning on replacing our existing Fiix CMMS software with more capable CMMS programs. Proposals received thus far are for approximately $30,000 per year for software subscriptions.
New CMMS software will have greater capabilities, including a greater number of users (allowing all operations and maintenance staff to be able to use the program.) More staff using the software will result in staff time savings. For example, staff will be able to log maintenance information directly into the software instead of taking notes elsewhere and transcribing to a license holder.