CITYOF CARMEL-BY-THE-SEA
CITY COUNCIL AGENDA
Mayor Dale Byrne, Councilmembers Jeff Baron, Hans
Buder, Bob Delves, and Alissandra Dramov
Contact: 831.620.2000 www.ci.carmel.ca.us
All meetings are held in the City Council Chambers
East Side of Monte Verde Street
Between Ocean and 7th Avenues
REGULAR MEETING
Tuesday, May 6, 2025
4:30 PM
HYBRID MEETING ATTENDANCE OPTIONS
This meeting will be held in person and via teleconference ("hybrid"). The public is welcome to attend the meeting in person or remotely via Zoom, however, the meeting will proceed as normal even if there are technical difficulties accessing Zoom. The City will do its best to resolve any technical issues as quickly as possible. To view or listen to the meeting from home, you may also watch the live stream on the City's YouTube page at: https://www.youtube.com/@CityofCarmelbytheSea/streams. To participate in the meeting via Zoom, copy and paste the link below into your browser.
https://ci-carmel-ca-us.zoom.us/j/86890317537 Webinar ID: 868 9031 7537 Passcode:
100836 Dial in: (253) 215-8782
HOW TO OFFER PUBLIC COMMENT
The public may give public comment at this meeting in person, or using the Zoom teleconference module, provided that there is access to Zoom during the meeting. Zoom comments will be taken after the in-person comments. The public can also email comments to [email protected]. Comments must be received at least 2 hours before the meeting in order to be provided to the legislative body. Comments received after that time and up to the beginning of the meeting will be made part of the record.
OPEN SESSION
4:30 PM
CALL TO ORDER AND ROLL CALL
PLEDGE OF ALLEGIANCE
EXTRAORDINARY BUSINESS
A. Carmel High School Report Out (Estimated time - 3 min) B. Non-Profit Spotlight - Carmel Youth Center (Estimated time - 3 min) C. Proclamation Recognizing Two Public Works Employees (Estimated time - 3 min) D. Proclamation Recognizing May 18-24, 2025 as National Public Works Week (Estimated time - 3 min)
E. Report from See Monterey (Estimated time - 5 min)
PUBLIC APPEARANCES
Members of the public are entitled to speak on matters of municipal concern not on the agenda during Public Appearances. Each person's comments shall be limited to 3 minutes, or as otherwise established by the Chair.
Persons are not required to provide their names, however, it is helpful for speakers to state their names so they may be identified in the minutes of the meeting. Under the Brown Act, public comment for matters on the agenda must relate to that agenda item and public comments for matters not on the agenda must relate to the subject matter jurisdiction of this legislative body. If a member of the public attending the meeting remotely violates the Brown Act by failing to comply with these requirements of the Brown Act, then that speaker will be muted.
ANNOUNCEMENTS (Estimated time - 5 min)
A. City Administrator Announcements
B. City Attorney Announcements
C. Councilmember Announcements
PUBLIC HEARINGS
1. Resolution 2025-041 adopting Fiscal Year 2025-2026 Fee schedule for Administrative Services, Community Planning and Building, Public Safety, Public Works, Community Activities and Library Services (Estimated time - 30 min)
ORDERS OF BUSINESS
Orders of Business are agenda items that require City Council, Board or Commission discussion, debate, direction to staff, and/or action.
2. Receive the Fiscal Year 2025-2026 Recommended Budget (Estimated time - 60 min)
3. Consideration of Resolution 2025-042, authorizing the City Administrator to enter into a Professional Services Agreement with Opticos for a not-to-exceed fee of $180,000 to prepare objective design and development standards (ODDS) for multi-family residential, mixed-used residential, and accessory dwelling units. (Estimated time - 60 min)
4. Receive a report regarding options for the future of ambulance services in Carmel-bythe-Sea, and direction to staff regarding an agreement to contract ambulance services with Monterey Fire as previously recommended by the City’s Ambulance Ad Hoc Committee (Estimated time - 30 min)
5. Discuss proposed changes to City Policy C89-02: City Council Meetings, Orders of Council, Agenda Packets, Minutes of Meeting and Agenda Distribution, and provide direction to the City Administrator (Estimated time - 30 min)
FUTURE AGENDA ITEMS
ADJOURNMENT
6. Correspondence Received After Agenda Posting
7. Presentations received after agenda posting
This agenda was posted at City Hall, Monte Verde Street between OceanAvenue and 7thAvenue, Harrison Memorial Library, located on the NE corner of Ocean Avenue and Lincoln Street, the Carmel-by-the-Sea Post Office, 5th Avenue between Dolores Street and San Carlos Street, and the City's webpage http://www.ci.carmel.ca.us in accordance with applicable legal requirements.
SUPPLEMENTAL MATERIAL RECEIVED AFTER THE POSTING OF THEAGENDA Any supplemental writings or documents distributed to a majority of the City Council regarding any item on this agenda, received after the posting of the agenda will be available for public review at City Hall located on Monte Verde Street between Ocean and Seventh Avenues during regular business hours.
SPECIAL NOTICES TO PUBLIC
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk's Office at 831-620-2000 at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting (28CFR 35.102-35.104 ADA Title II).
A PROCLAMATION OF
THE CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
Honoring Rene Aldama and Miguel Manzano
WHEREAS, on March 24, 2025, City of Carmel-by-the-Sea Public Works employees Rene Aldama and Miguel Manzano demonstrated extraordinary courage and swift action in the face of a lifethreatening emergency; and WHEREAS, their quick thinking, calm under pressure, and immediate response played a critical role in rescuing a resident experiencing a serious medical emergency, preventing what could have been a tragic loss of life; and
WHEREAS, Rene Aldama and Miguel Manzano’s heroic efforts reflect the highest ideals of public service and human compassion, going above and beyond the call of duty to ensure the safety and well-being of a fellow community member; and
WHEREAS, their selfless actions are a testament to their character and their deep commitment to the people of Carmel-by-the-Sea, setting an inspiring example for all city employees and residents alike; and
NOW, THEREFORE, I, Dale Byrne, Mayor of the City of Carmel-by-the-Sea on behalf of the City Council and the residents of our community, do hereby recognize and honor Rene Aldama and Miguel Manzano
for their extraordinary heroism, unwavering dedication, and compassionate service, and extend our deepest gratitude for their lifesaving actions on March 24, 2025.
IN WITNESS WHEREOF, I have hereunto set my hand this 6th day of May, in the year two thousand twenty-five, in Carmel-by-the-Sea, California. ______________________________
Dale Byrne, Mayor
Attachment 1
CITY OF CARMEL-BY-THE-SEA CITY COUNCIL
A PROCLAMATION OF THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA RECOGNIZING MAY 18-24, 2025, AS
NATIONAL PUBLIC WORKS WEEK
“People, Purpose, Presence”
WHEREAS, public works professionals focus on infrastructure, parks, facilities, and services that are of vital importance to sustainable and resilient communities and to public health, high quality of life, and well-being of the people of City of Carmel-by-the-Sea; and
WHEREAS, streets, parks, facilities, and services could not be provided without the dedicated efforts of public works professionals, who are engineers, managers, and employees at all levels of government and the private sector, who are responsible for rebuilding, improving, and protecting our City’s transportation, storm drain system, public buildings, utilities, green infrastructure, and other facilities essentials for our citizens; and, WHEREAS, it is in the public interest for the citizens, civic leaders, and children in the City of Carmel-by-the-Sea to gain knowledge of and maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities; and,
WHEREAS, the year 2025 marks the 65th annual National Public Works Week sponsored by the American Public Works Association.
NOW THEREFORE BE IT RESOLVED, I, Dale Byrne, Mayor of Carmel-by-the-Sea, do hereby designate the week of May 18– 24, 2025, as National Public Works Week. I urge all citizens to join with representatives of the American Public Works Association and government agencies in activities, events, and ceremonies designed to pay tribute to our public works professionals, engineers, managers, and employees and to recognize the substantial contributions they make to protecting our national health, safety, and advancing quality of life for all.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City to be affixed, DONE at the City of Carmel-by-the-Sea, California this 6th day of May 2025.
Dale Byrne, Mayor
Attachment 1
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
Staff Report
May 6, 2025
EXTRAORDINARY BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Chip Rerig, City Administrator
APPROVED BY: Chip Rerig, City Administrator
SUBJECT: Report from See Monterey (Estimated time - 5 min) RECOMMENDATION:
BACKGROUND/SUMMARY:
FISCAL IMPACT:
PRIOR CITY COUNCIL ACTION:
ATTACHMENTS:
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
Staff Report
May 6, 2025
PUBLIC HEARINGS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Jayme Fields, Finance Manager
APPROVED BY: Chip Rerig, City Administrator
SUBJECT:
Resolution 2025-041 adopting Fiscal Year 2025-2026 Fee schedule for Administrative Services, Community Planning and Building, Public Safety, Public Works, Community Activities and Library Services (Estimated time - 30 min) RECOMMENDATION:
Adopt Resolution 2025-041 adopting Fiscal Year 2025-2026 Fee schedule for Administrative Services, Community Planning and Building, Public Safety, Public Works, Community Activities and Library Services.
BACKGROUND/SUMMARY:
Background
The City provides a variety of services that benefit specific customers, such as the issuance of business licenses, planning and building permits, and tree removal permits. In accordance with State law, the City is legally allowed to charge a fee to the used of a specific service to recover the cost of providing the service.
The current user fee schedule for FY 24-25 is included as Attachment 3 for reference.
To help determine the cost of providing certain services, as well as to develop alternative and more equitable ways to finance some services, the City hired Revenue and Cost Specialists, LLC to complete a cost of services study in March 2023. The proposed Fiscal Year 2025-2026 fee schedule (“FY 25-26”) is based on this study and incorporates an inflationary adjustment of 2.4 percent to all existing fees.
Executive Summary
The purpose of this agenda item is to provide an update regarding fees, and for Council to adopt the proposed master fee schedule for the upcoming fiscal year. The fees will become effective 60-days after adoption of the resolution, which is July 5, 2025. Since the prior fee schedules have been annually adjusted for inflation, overall the Proposed Fiscal Year 2025-2026 fees (Attachment 2) are consistent with the current fee schedule.
The proposed fees associated with the charges for services are intended to recover as close to 100% of the City’s cost of providing the service from the user, or beneficiary, of the service, without going over.
However, Council may determine that certain services have a community-wide benefit and choose to reduce fees associated with certain services. The Council may also determine that a waiver be made available if there is an inability to pay. If fees are reduced to less than 100% of cost recovery, then the difference between the cost of the service and the fee charged to the user needs to be made up, or subsidized, by other General Fund revenues. This in turn means that there would be less General Fund revenue available for other community-wide services. Staff recommends that Council strive to achieve nearly full cost recovery for services.
On April 1, 2025, the City Council received a presentation on the proposed Updated Fee Schedule for Fiscal Year 2025–26. In accordance with public noticing requirements, the proposed schedule was published online and noticed in the newspaper 10 days prior to the public hearing. A second notice was published two weeks ago in preparation for the Council’s final review and consideration of adoption of the Updated Fee Schedule.
The attached schedule includes one correction from the April 1st presentation, increasing the fee to match the invoice that the City pays for that service. There are some additional fees that should be included on the master fee schedule but the City is still in the process of completing studies thereon. Those fees will be brought back for approval separately. In addition, the City is researching the possibility of implementing a fee waiver where there is an inability to pay.
A new time study for all fees will be taking place in the next fiscal year.
Recommendation
Staff recommends that the City Council adopt Resolution 2025-041 (Attachment 1) adopting the Updated Fee Schedule for FY 25-26 included as Attachment 2. If adopted, the fee schedule will go into effect on July 4, 2025, 60 days after adoption.
FISCAL IMPACT:
Consistent with financial policy C94-01, the proposed fee schedule includes an annual adjustment based upon the San Francisco-Oakland Consumer Price Index (CPI), which was calculated by the Bureau of Labor and Statistics at 2.4 percent for the year ending December 2024. The Fiscal Year 2025-2026 Proposed Budget includes a 2.4 percent increase on the revenues known as “charges for services”.
The revenue from fees allows the City to recover its costs for providing a service from the direct recipient, or user, like property, sales and use and transient occupancy taxes, are needed to help offset the cost of providing those services. This means that the overall General Fund revenues are not subsidizing user fees, therefore more of the General Fund is available to fund community-wide activities that have a public benefit, like libraries, public safety, and public works.
PRIOR CITY COUNCIL ACTION:
Council adopted the Fiscal Year 2024-2025 fee schedule on June 4, 2024.
ATTACHMENTS:
Attachment 1) Resolution 2025-041
Attachment 2) Proposed FY 25-26 User Fee Schedule
Attachment 3) Current User Fee Schedule (FY 24-25)
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
RESOLUTION NO. 2025-041
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA ADOPTING THE FISCAL YEAR 2025-2026 FEE SCHEDULE FOR ADMINISTRATIVE
SERVICES, COMMUNITY PLANNING AND BUILDING, PUBLIC SAFETY AND PUBLIC
WORKS SERVICES
WHEREAS, in accordance with City Financial Policies, Policy 94-01, the City shall review the relationship between fees/charges and the cost of providing services at least every three years; and
WHEREAS, the City of Carmel-by-the-Sea retained Revenue and Cost Specialists, LLC, to prepare the “Fee Study Update Report” in March 2023 to identify the City’s reasonable costs borne for providing services; the beneficiaries of those services, and the revenues generated by those paying fees for receiving services; and WHEREAS, the City wishes to comply with both the letter and the spirit of Article XIIIB of the California Constitution and limit the growth of taxes; and, WHEREAS, pursuant to Government Code Section 66016, the specific fees and charges to be levied for services must be adopted by the City Council by ordinance or resolution, after holding a public hearing; and,
WHEREAS, a notice of a public hearing has been published in the Carmel Pine Cone on March 7, 2025 and a public hearing to review the existing service charges was held on April 1, 2025; and
NOW THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA DOES HEREBY:
Section 1. Fee Schedule Adoption. The following schedule of fees and charges are hereby directed to be computed by and applied by the various City departments, and to be collected by the City Finance Department for the herein listed special services when provided by the City or its designated contractors.
Section 2. Separate Fee for Each Process. All fees set forth by this resolution are for each identified process; additional fees shall be required for each additional process or service that is requested or required. Where fees are indicated on a “per unit” of measurement basis, the fee is for each identified unit or portion thereof within the indicated ranges of such units.
Section 3. Listing of Fees. The following fees shall be charged and collected for the following enumerated services, as shown in Exhibit A.
Section 4. Interpretations. This Resolution may be interpreted by the City department heads in consultation with the City Administrator and, should there be a conflict between two fees, the lower in dollar amount of the two shall be applied.
Attachment 1
Resolution 2025-041
A. It is the intention of the City Council to review the fees and charges as determined and set out herein based on the City’s next Annual Budget and all the City’s costs reasonably borne as established at that time and, as and if warranted, to revise such fees and charges based thereon.
Section 5. Constitutionality. If any portion of this Resolution is declared invalid or unconstitutional then it is the intention of the City Council to have passed the entire Resolution and all its component parts, and all other sections of this Resolution shall remain in full force and effect.
Section 6. Repealer. All resolutions and other actions of the City Council in conflict with the contents of this Resolution are hereby repealed.
Section 7. Effective Date. This Resolution shall go into full force and effect on July 1, 2025.
PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF CARMEL-BYTHE-SEA this 1st day of April, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED: ATTEST:
_________________________ _________________________
Dale Byrne Nova Romero
Mayor City Clerk
Attachment 1
Proposed
Fee
TRACK 1 DESIGN REVIEW/STUDY - MINOR $725 per application 725.00 TRACK 1 DESIGN REVIEW/STUDY - MAJOR $1,040 per application 1,040.00 TRACK 1 DESIGN REVIEW/STUDY-STREAMLINE $373 per application 373.00 TRACK 1 DESIGN REVIEW/STUDY - REFERRAL
TO PLANNING COMMISSION $1,875 per application in addition to the base Track 1 fee 1,875.00 TRACK 1 DESIGN REVIEW/STUDY-REFERRAL TO
HISTORIC RESOURCES BOARD $1,875 per application in addition to the base Track 1 fee 1,875.00 TRACK 2 DESIGN REVIEW - MINOR $4,108 per application 4,108.00 TRACK 2 DESIGN REVIEW - MAJOR $6,235 per application 6,235.00 TRACK 2 DESIGN REVIEW - MAJOR NEW
COMMERCIAL BUILDING
$2,974 per application plus a deposit determined by staff with charges at the fully allocated hourly rates for Project Planner 2,974.00
PRELIMINARY SITE ASSESSMENT $1,571 per application 1,571.00 REASONABLE ACCOMODATION $205 per application, plus fee for associated Design Study/Design Review as applicable 205.00 VOLUMETRIC ANALYSIS $142 per application plus $1,500 deposit with charges at the fully allocated hourly rates plus any outside costs. 142.00
USE PERMIT $3,215 per application 3,215.00
USE PERMIT AMENDMENT $2,905 per application 2,905.00
TEMPORARY USE PERMIT $173 per application 173.00
RESTRICTED COMMERCIAL USE TRANSFER
REQUEST $594 per application 594.00
WATER CREDIT TRANSFER REQUEST $3,257 per application 3,257.00 VARIANCE $1,881 per application 1,881.00
PRELIMINARY APPLICATION REVIEW - STAFF $1,434 per application with 50% of this fee credited towards future planning fees for this project. 1,434.00
PRELIMINARY APPLICATION REVIEW - PUBLIC
HEARING (PLANNING COMMISSION, CITY
COUNCIL, ETC.)
$3,940 per application with 50% of this fee credited towards future planning fees for this project. 3,940.00
COASTAL DEVELOPMENT PERMIT -
DEVELOPMENT $184 per application - Added to other Planning fees 184.00 COASTAL DEVELOPMENT PERMIT - EVENT $777 per application 777.00 LANDSCAPE PLAN CHECK/INSPECTION $725 per plan/inspection 725.00 PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026
COMMUNITY PLANNING & BUILDING
Design Study and Review
Use Permit and Other Services
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 PLANNING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.
TOBACCO RETAIL LICENSE Current fee as adopted by the Monterey County Board of Supervisors EXTRAORDINARY DEVELOPMENT Deposit amount TBD based on scope of project, with charges at the fully allocated hourly rates plus any outside costs
SPECIFIC PLAN/SPECIFIC PLAN AMENDMENT
GENERAL PLAN AMENDMENT
SPHERE OF INFLUENCE AMENDMENT
ZONING CODE AMENDMENT
ANNEXATION
DEVELOPMENT AGREEMENT
ENVIRONMENTAL REVIEW (IS/ND/EIR) Contract cost plus 10% FILING ENVIRONMENTAL NOTICE OF EXEMPTION $520 per application plus associated Monterey County fees 520.00 MITIGATION MONITORING $3,152 deposit with charges at the fully allocated hourly rates plus outside costs. 3,152.00 TENTATIVE/FINAL MAP $4,202 deposit with charges at the fully allocated hourly rates plus any outside costs. 4,202.00 AMENDED FINAL MAP $1,051 deposit with charges at the fully allocated hourly rates plus any outside costs. 1,051.00 CERTIFICATE OF COMPLIANCE $788 per application plus actual contract cost 788.00
LOT LINE ADJUSTMENT/SUBDIV - PLANNING
COMMISSION $1,108 per application plus actual contract cost 1,108.00 LOT MERGER $898 per application plus actual contract cost 898.00 PRELIMINARY PHASE 1 - INITIAL ASSESSMENT
OF HISTORIC SIGNIFICANCE $326 per application 474.00
PHASE 1 - HISTORIC EVALUATION $426 per application plus actual cost for Historian review with $1,500 deposit 426.00 PHASE 2 - HISTORIC EVALUATION (INCLUDES
HISTORIC RESOURCES BOARD HEARING) $2,143 per application plus actual cost for Historian review with $1,500 deposit 2,143.00 APPEAL TO HISTORIC RESOURCES BOARD $1,576 per application plus actual cost for Historian review with $1,500 deposit 1,576.00 MILLS ACT CONTRACT APPLICATION $3,603 per application plus actual cost to record contract with County of Monterey 3,603.00 MILLS ACT MAINTENANCE PLAN REVIEW $1,051 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional to review plan. 1,051.00
MILLS ACT 5-YEAR INSPECTION $525 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional 525.00
Amendments, Annexations and Agreements
$5,253 deposit with charges at the fully allocated hourly rates plus outside costs 5,253.00 $10,503 deposit with charges at the fully allocated hourly rates plus outside costs 10,506.00 Environmental Review Maps and Lot Lines
Historic Evaluation
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 MILLS ACT 10-YEAR MAINTENANCE PLAN
REVIEW
$1,051 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional to review plan. 1,051.00
PLANNING COMMISSION CODE DETERMINATION $1,828 per application 1,828.00 ZONING COMPLIANCE DETERMINATION Charge the fully allocated hourly rates for all personnel involved with a one hour minimum PERMIT TIME EXTENSION - STAFF $420 per application 420.00
PERMIT TIME EXTENSION - PLANNING
COMMISSION $1,135 per application 1,135.00
PERMIT TIME EXTENSION - CITY COUNCIL $1,098 per application 1,098.00
PUBLIC HEARING CONTINUANCE - PLANNING
COMMISSION $872 per continuance 872.00
PUBLIC HEARING CONTINUANCE - COUNCIL $878 per continuance 878.00 APPEAL TO PLANNING COMMISSION $2,044 per appeal - No charge for appeals of Coastal Development Permits (CDPs) within the Coastal Commission Appeal Jurisdiction (CMC 17.20.140) 2,044.00 APPEAL TO CITY COUNCIL $2,190 per appeal - No charge for appeals of Coastal Development Permits (CDPs) within the Coastal Commission Appeal Jurisdiction (CMC 17.20.140) 2,190.00 SIGN APPLICATION $473 per application 473.00
SIGN REFERRAL TO PLANNING COMMISSION $1,581 per application 1,581.00 RELOCATE EXISTING SIGN $252 per application 252.00
TEMPORARY SIGN PERMIT No permit fee required 0.00
BANNER APPLICATION $0 per application, applicant bears the fully burdened cost of installation through City approved third-party vendors
BUILDING RELOCATION Deposit determined by staff with charges at the fully allocated hourly rates for all personnel involved plus any outside costs
LARGE FAMILY DAY CARE (RESIDENTIAL) $2,437 per application 2,437.00 GENERAL PLAN UPDATE 3.5% of all Building & Safety permits BUILDING PLAN CHECK Based on Building and Safety Construction Valuation BUILDING INSPECTION Based on Building and Safety Construction Valuation BUILDING RE-INSPECTION $153 per re-inspection 153.00
BUILDING PERMIT APPLICATION EXTENSION $99 per extension (maximum of 4) 99.00 BUILDING PERMIT EXTENSION $158 per extension (maximum of 2) 158.00
BUILDING PERMIT PRE-APPLICATION
CONFERENCE $357 per application 357.00
BUILDING SINGLE TRADE PERMIT $173 per permit 173.00
Determinations, Extensions and Appeals
Sign and Banners
Building Services
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 ON-SITE DRIVEWAY PERMIT $415 per permit 415.00
SOLAR PLAN CHECK/INSPECTION PERMIT Plan Check AND Inspection - $473 plus $15 per kW over 15kW (Per Assembly Bill 1414) 473.00 RE-ROOF PERMIT $273 per permit 273.00
BUILDING BOARD APPEAL $1,193 per appeal 1,193.00
DUPLICATE INSPECTION CARD $63 per card 63.00
BUILDING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.
STOP WORK INVESTIGATION $651 per investigation plus double all Building Permit fees 651.00 TEMPORARY CERTIFICATE OF OCCUPANCY $237 per application 237.00 ALTERNATE MATERIALS/METHODS REVIEW $231 per application plus actual cost of City Staff for all time over one hour. 231.00 BUILDING PHASED WORK REQUEST $331 per application 331.00 BUILDING TECHNOLOGY SURCHARGE $9 per permit 9.00
NEW BENCH LOCATION $1,009 per application plus the actual cost of the bench and plaque (plus $750 for future maintenance) plus $2,005 if a public hearing is required. 1,009.00 ADOPTION OF EXISTING BENCH $399 per application plus the actual cost of the bench and plaque (plus $750 for future maintenance) plus $530 if a public hearing is required. 399.00 REPLACEMENT OF BENCH PLAQUE $515 per application plus the actual cost of the plaque plus $530 if a public hearing is required. 515.00
TEMPORARY ENCROACHMENT PERMIT $362 per permit 362.00
STREET EXCAVATION $841 per permit, plus $8.75/lineal foot of work being performed 841.00
PERMANENT ENCROACHMENT PERMIT
$499 per permit plus $8.75/lineal foot
Plus cost of any damage to public right-of-way or street as determined by the Public Works Director
Plus cost of and Design Study/Design Review as needed
Plus cost of referral to City Council if needed.
499.00
TRAFFIC CONTROL PLAN REVIEW/INSPECTION $710 per review plus $405 per each additional review 710.00 $469 per new applications 469.00
$231 per renewal 231.00
USE OF ONLINE ELECTRONIC PAYMENT - CP&B
DEPARTMENT 3.5% OF CHARGED AMOUNT
USE OF CREDIT CARD/ DEBIT CARD - CP&B
DEPARTMENT 3.5% OF CHARGED AMOUNT
TREE EVALUATION $205 per application 205.00
Bench Program
Encroachment Permits
SIDEWALK VENDING PERMIT
PUBLIC WORKS/FORESTRY
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 TREE REMOVAL PERMIT - DEAD TREE $205 per permit 205.00
TREE REMOVAL PERMIT $698 per permit 698.00
TREE PRUNING PERMIT $268 per permit 268.00
APPEAL TO FOREST & BEACH COMMISSION $1,891 per appeal plus actual outside costs 1,891.00 APPEAL TO CITY COUNCIL $1,891 per appeal plus actual outside costs 1,891.00
REMOVAL OF PRIVATE TREE FALL IN PUBLIC
RIGHT-OF-WAY Charge the fully allocated hourly rate for all personnel involved plus any outside costs DAMAGE TO CITY PROPERTY Charge the fully allocated hourly rate for all personnel involved plus any outside costs
USE OF ONLINE ELECTRONIC PAYMENT- PUBLIC
WORKS DEPT 3.5% OF CHARGED AMOUNT
USE OF CREDIT CARD/ DEBIT CARD- PUBLIC
WORKS DEPT 3.5% OF CHARGED AMOUNT
First Response - No Charge 0.00
Second Response the same day - $229 per response 229.00 Third Response within a calendar year - $574 per response 574.00 First Activation - $115 115.00
Second Activation - $137 137.00
Each Subsequent Activation in a calendar year - $207 207.00 New - $40 per permit 40.00
Renewal - $29 per permit 29.00
VEHICLE IMPOUND RELEASE $161 per vehicle 161.00
MISDEMEANOR BOOKING Non-Carmel bookings - $172 per booking 172.00 MISCELLANEOUS POLICE PERMIT $212 per application plus DOJ fees 212.00 FINGERPRINTING ON REQUEST $40 plus outside agency fees 40.00 CLEARANCE FORM TRAVEL LETTER $57 per letter 57.00
VIN VERIFICATION $57 per vehicle 57.00
CITATION SIGN-OFF Non-Carmel citations - $29 per citation 29.00 SIGN ABATEMENT $29 per sign 29.00
POLICE COURT WITNESS Fees are set by the court
POLICE REPORT COPY 1st 10 pages - No Charge, Each additional page - $0.25 0.25 POLICE PHOTOGRAPH COPY photo - $6 per photo, digital - $6 per disk 6.00 USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
POLICE FALSE ALARM RESPONSE
ALARM PERMIT
PUBLIC SAFETY
Police Services
LOUD PARTY PUBLIC DISTURBANCE RESPONSE
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 Within a calendar year:
First impound - $115 115.00
Second impound - $137 137.00
Third and subsequent impounds - $161 161.00
Local Transport - $29 per transport 29.00
To County Animal Shelter - $104 per transport 104.00
$35 per permit 35.00
$127 Misuse of Residential Permit 127.00
$18 non specific 18.00
$29 space specific 29.00
NORTON COURT PARKING GARAGE $2,520 annually per space, $630 quarterly per space 2,520.00 USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT FIRE PLAN CHECK/ REVIEW/INSPECTIONS Current fee schedule as adopted by City of Monterey Council USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
AMBULANCE TRANSPORT SERVICES Current fee schedule as adopted by Monterey County ambulance transport Fixed Location - $356 per application + $4 State fee 356.00 In & About - $24 per application + $4 State fee 24.00
Home License - $150 per application 150.00
BUSINESS REGISTER RENEWAL PROCESS $18 per renewal 18.00 DUPLICATE BUSINESS LICENSE $11 per license 11.00
CHANGE BUSINESS NAME $24 per business 24.00
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT NSF CHECK PROCESSING $46 per NSF check 46.00
First 10 copies - No Charge 0.00
Additional copies - $0.25 per copy 0.25
FPPC copies - $0.15 per copy plus $5 for retrieval of documents if more than five years old plus postage cost if mailed 0.15
ELECTRONIC FILE COPY $5 per device 6.00
DOCUMENT CERTIFICATION $11 per document 11.00
RECORD COMPILATION Record Compilation/Creation - charge the fully allocated hourly rate for all personnel involved plus any outside costs.
Fire Services
Animal Services
ANIMAL IMPOUND
ANIMAL TRANSPORT
Parking
RESIDENT/EMPLOYEE PARKING PERMIT
City Clerk
DOCUMENT REPRODUCTION/SCANNING
ADMINISTRATIVE SERVICES
NEW BUSINESS REGISTRATION PROCESS
Finance
CONTRACTOR PARKING PERMIT
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 LOCAL CANDIDATE FILING $25 per candidate- Fee is set by the State 25.00
LOCAL INITIATIVE PROCESSING
$200 per initiative- This fee is limited by the State Law - Elections Code Section 9202(b) - Fee is refundable to the filer, if within one year of filing the notice of intent, the elections official certifies the sufficiency of the petition.
200.00
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
Processing: Non-Profit/School - $211 per permit 211.00
Processing: Other - $726 per permit 726.00
Rental: Non-Profit/School - $293 per rental plus $500 refundable damage deposit 293.00 Rental: Other - $586 per rental plus $500 refundable damage deposit 586.00 Sounds Permit: Non-Profit/School - $12 per permit 12.00 Sounds Permit: Other - $29 per permit 29.00
Processing: Non-Profit/School - $211 per permit 211.00
Processing: Other - $726 per permit 726.00
Rental: Non-Profit/School - $293 per rental plus $500 refundable damage deposit 293.00 Rental: Other - $586 per rental plus $500 refundable damage deposit 586.00 With Alcohol: Non-Profit/School - $53 per permit 53.00
With Alcohol: Other - $211 per permit 211.00
Sounds Permit: Non-Profit/School - $12 per permit 12.00 Sounds Permit: Other - $29 per permit 29.00
Overtime Staff time: Non-Profit/School - Charge 25% of the fully allocated hourly rates for all personnel involved
Overtime Staff time: Other - Charge 100% of the fully allocated hourly rates for all personnel involved
Barricade Rental - $1,171 Resident Block Party - No Charge 1,171.00 Parking Stall Rental: Non-Profit/School - $211 per permit plus $100 per stall/day 211.00 Parking Stall Rental: Other - $861 per permit plus $100 per stall/day 861.00 Parking Stall Rental: Peak Demand Rental - $200 per stall/day Non-Profit/Student - $129 129.00
Other: Still Photo - $328 328.00
Other: Motion Picture - $691 691.00
COMMUNITY ACTIVITIES APPEAL 867 per appeal 867.00
FACILITY RENTAL $29 per hour plus $125 refundable cleaning deposit 29.00 USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
INTERLIBRARY LOAN PROCESSING $3 per item 3.00
FILM PERMIT
Library
COMMUNITY ACTIVITES
BEACH SPECIAL EVENT PERMIT
SPECIAL EVENT PERMIT
SPECIAL EVENT OVERTIME SERVICES
Proposed
Fee PROPOSED FEE SCHEDULE EFFECTIVE JULY 1, 2025 - JUNE 30, 2026 LOST/DAMAGED MATERIALS PROCESSING Actual cost of lost or damaged materials SELF SERVE LIBRARY COPYING Black and White - $0.20 per copy 0.20 Fee
TRACK 1 DESIGN REVIEW/STUDY - MINOR $708 per application 708.00 TRACK 1 DESIGN REVIEW/STUDY - MAJOR $1,016 per application 1,016.00 TRACK 1 DESIGN REVIEW/STUDY - STREAMLINE $364 per application 364.00 TRACK 1 DESIGN REVIEW/STUDY - REFERRAL TO PLANNING
COMMISSION $1,831 per application in addition to the base Track 1 fee 1,831.00 TRACK 1 DESIGN REVIEW/STUDY - REFERRAL TO HISTORIC
RESOURCES BOARD $1,831 per application in addition to the base Track 1 fee 1,831.00 TRACK 2 DESIGN REVIEW - MINOR $4,012 per application 4,012.00 TRACK 2 DESIGN REVIEW - MAJOR $6,089 per application 6,089.00 TRACK 2 DESIGN REVIEW - MAJOR, NEW COMMERCIAL
BUILDING
$2,904 per application plus a deposit determined by staff with charges at the fully allocated hourly rates for Project Planner 2,904.00
PRELIMINARY SITE ASSESSMENT $1,534 per application 1,534.00 REASONABLE ACCOMMODATION $200 per application plus fee for associated Design Study/Design Review as applicable 200.00 VOLUMETRIC ANALYSIS $139 per application plus $1,500 deposit with charges at the fully allocated hourly rates plus any outside costs 139.00 USE PERMIT $3,140 per application 3,140.00
USE PERMIT AMENDMENT $2,837 per application 2,837.00
TEMPORARY USE PERMIT $169 per application 169.00
RESTRICTED COMMERCIAL USE TRANSFER REQUEST $580 per application 580.00 WATER CREDIT TRANSFER REQUEST $3,181 per application 3,181.00 VARIANCE $1,837 per application 1,837.00
PRELIMINARY APPLICATION REVIEW - STAFF $1,400 per application with 50% of this fee credited towards future planning fees for this project 1,400.00
PRELIMINARY APPLICATION REVIEW - PUBLIC HEARING
(PLANNING COMMISSION, CITY COUNCIL, ETC.) $3,848 per application with 50% of this fee credited towards future planning fees for this project 3,848.00 COASTAL DEVELOPMENT PERMIT - DEVELOPMENT $180 per application - Added to other Planning fees 180.00 COASTAL DEVELOPMENT PERMIT - EVENT $759 per application 759.00 LANDSCAPE PLAN CHECK/INSPECTION $708 per plan/inspection 708.00 PLANNING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.
TOBACCO RETAIL LICENSE Current fee as adopted by the Monterey County Board of Supervisors EXTRAORDINARY DEVELOPMENT Deposit amount TBD based on scope of project, with charges at the fully allocated hourly rates plus any outside costs
SPECIFIC PLAN/SPECIFIC PLAN AMENDMENT
GENERAL PLAN AMENDMENT
SPHERE OF INFLUENCE AMENDMENT
ZONING CODE AMENDMENT
ANNEXATION
DEVELOPMENT AGREEMENT
ENVIRONMENTAL REVIEW (IS/ND/EIR) Contract cost plus 10% FILING ENVIRONMENTAL NOTICE OF EXEMPTION $508 per application plus associated Monterey County fees 508.00 MITIGATION MONITORING $3,078 deposit with charges at the fully allocated hourly rates plus outside costs 3,078.00 TENTATIVE/FINAL MAP $4,104 deposit with charges at the fully allocated hourly rates plus any outside costs 4,104.00 AMENDED FINAL MAP $1,026 deposit with charges at the fully allocated hourly rates plus any outside costs 1,026.00 CERTIFICATE OF COMPLIANCE $770 per application plus actual contract cost 770.00 LOT LINE ADJUSTMENT/SUBDIV - PLANNING COMMISSION $1,082 per application plus actual contract cost 1,082.00 LOT MERGER $877 per application plus actual contract cost 877.00 5,130.00
10,260.00
FEE SCHEDULE EFFECTIVE AUGUST 5, 2024 - JUNE 30, 2025
COMMUNITY PLANNING & BUILDING
Design Study and Review
Use Permit and Other Services
Amendments, Annexations and Agreements
$5,130 deposit with charges at the fully allocated hourly rates plus outside costs $10,260 deposit with charges at the fully allocated hourly rates plus outside costs Environmental Review Maps and Lot Lines
Historic Evaluation
CARMEL-BY-THE-SEA 1 of 4
Attachment 3
FEE SCHEDULE EFFECTIVE AUGUST 5, 2024 - JUNE 30, 2025 Fee PRELIMINARY PHASE 1 - INITIAL ASSESSMENT OF HISTORIC
SIGNIFICANCE $318 per application 318.00
PHASE 1 - HISTORIC EVALUATION $416 per application plus actual cost for Historian review with $1,500 deposit 416.00 PHASE 2 - HISTORIC EVALUATION (INCLUDES HISTORIC
RESOURCES BOARD HEARING) $2,093 per application plus actual cost for Historian review with $1,500 deposit 2,093.00 APPEAL TO HISTORIC RESOURCES BOARD $1,539 per application plus actual cost for Historian review with $1,500 deposit 1,539.00 MILLS ACT CONTRACT APPLICATION $3,519 per application plus actual cost to record contract with County of Monterey 3,519.00 MILLS ACT MAINTENANCE PLAN REVIEW $1,026 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional to review plan 1,026.00
MILLS ACT 5-YEAR INSPECTION $513 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional 513.00 MILLS ACT 10-YEAR MAINTENANCE PLAN REVIEW $1,026 deposit with charges at the fully allocated hourly rates plus any outside costs for qualified professional to review plan 1,026.00
PLANNING COMMISSION CODE DETERMINATION $1,785 per application 1,785.00 ZONING COMPLIANCE DETERMINATION Charge the fully allocated hourly rates for all personnel involved with a one-hour minimum PERMIT TIME EXTENSION - STAFF $410 per application 410.00 PERMIT TIME EXTENSION - PLANNING COMMISSION $1,180 per application 1,108.00 PERMIT TIME EXTENSION - CITY COUNCIL $1,072 per application 1,072.00 PUBLIC HEARING CONTINUANCE - PLANNING COMMISSION $852 per continuance 852.00 PUBLIC HEARING CONTINUANCE - COUNCIL $857 per continuance 857.00 APPEAL TO PLANNING COMMISSION $1,996 per appeal - No charge for appeals of Coastal Development Permits (CDPs) within the Coastal Commission Appeal Jurisdiction (CMC 17.20.140) 1,996.00
APPEAL TO CITY COUNCIL $2,139 per appeal - No charge for appeals of Coastal Development Permits (CDPs) within the Coastal Commission Appeal Jurisdiction (CMC 17.20.140) 2,139.00
SIGN APPLICATION $462 per application 462.00
SIGN REFERRAL TO PLANNING COMMISSION $1,544 per application 1,544.00 RELOCATE EXISTING SIGN $246 per application 246.00
TEMPORARY SIGN PERMIT No permit fee required 0.00
BANNER APPLICATION $0 per application; applicant bears the fully burdened cost of installation through City-approved third-party vendors BUILDING RELOCATION Deposit determined by staff with charges at the fully allocated hourly rates for all personnel involved plus any outside costs LARGE FAMILY DAY CARE (RESIDENTIAL) $2,380 per application 2,380.00 GENERAL PLAN UPDATE 3.5% of all Building & Safety permits BUILDING PLAN CHECK Based on Building and Safety Construction Valuation BUILDING INSPECTION Based on Building and Safety Construction Valuation BUILDING RE-INSPECTION $149 per re-inspection 149.00
BUILDING PERMIT APPLICATION EXTENSION $97 per extension (maximum of 4) 97.00 BUILDING PERMIT EXTENSION $154 per extension (maximum of 2) 154.00 BUILDING PERMIT PRE-APPLICATION CONFERENCE $349 per application 349.00 BUILDING SINGLE TRADE PERMIT $169 per permit 169.00
ON-SITE DRIVEWAY PERMIT $405 per permit 405.00
SOLAR PLAN CHECK/INSPECTION PERMIT Plan Check AND Inspection - $462 plus $15 per kW over 15kW (Per Assembly Bill 1414) 462.00 RE-ROOF PERMIT $267 per permit 267.00
BUILDING BOARD APPEAL $1,165 per appeal 1,165.00
DUPLICATE INSPECTION CARD $62 per card 62.00
BUILDING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.
STOP WORK INVESTIGATION $636 per investigation plus double all Building Permit fees 636.00 TEMPORARY CERTIFICATE OF OCCUPANCY $231 per application 231.00 ALTERNATE MATERIALS/METHODS REVIEW $226 per application plus actual cost of City Staff for all time over one hour 226.00 BUILDING PHASED WORK REQUEST $323 per application 323.00 Sign and Banners
Determinations, Extensions and Appeals
Building Services
CARMEL-BY-THE-SEA 2 of 4
Attachment 3
FEE SCHEDULE EFFECTIVE AUGUST 5, 2024 - JUNE 30, 2025 Fee BUILDING TECHNOLOGY SURCHARGE $8 per permit 8.00
NEW BENCH LOCATION $985 per application plus the actual cost of the bench and plaque (plus $750 for future maintenance) plus $2,005 if a public hearing is required 985.00
ADOPTION OF EXISTING BENCH $390 per application plus the actual cost of the plaque (plus $750 for future maintenance) plus $530 if a public hearing is required 390.00
REPLACEMENT OF BENCH PLAQUE $503 per application plus the actual cost of the plaque plus $530 if a public hearing is required 503.00 TEMPORARY ENCROACHMENT PERMIT $354 per permit 354.00
STREET EXCAVATION $821 per permit plus $8.75/linear foot of work being performed 821.00
PERMANENT ENCROACHMENT PERMIT
$487 per permit plus $8.75/linear foot
Plus cost of any damage to public right-of-way or street as determined by the Public Works Director Plus cost of Design Study/Design Review as needed
Plus cost of referral to City Council if needed
487.00
TRAFFIC CONTROL PLAN REVIEW/INSPECTION $693 per review plus $405 per each additional review 693.00 $458 per new application 458.00
$226 per renewal 226.00
USE OF ONLINE ELECTRONIC PAYMENT - CP&B DEPARTMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT/DEBIT CARD - CP&B DEPARTMENT 3.5% OF CHARGED AMOUNT TREE EVALUATION $200 per application 200.00
TREE REMOVAL PERMIT - DEAD TREE $200 per permit 200.00
TREE REMOVAL PERMIT $682 per permit 682.00
TREE PRUNING PERMIT $262 per permit 262.00
PRUNING OR REMOVAL OF CITY TREE USING PRIVATE FUNDS
UNDER CITY FORESTER INSTRUCTIONS No permit fee required 0.00 APPEAL TO FOREST & BEACH COMMISSION $1,847 per appeal plus actual outside costs 1,847.00 APPEAL TO CITY COUNCIL $1,847 per appeal plus actual outside costs 1,847.00 REMOVAL OF PRIVATE TREE FALL IN PUBLIC RIGHT-OF-WAY Charge the fully allocated hourly rate for all personnel involved plus any outside costs DAMAGE TO CITY PROPERTY Charge the fully allocated hourly rate for all personnel involved plus any outside costs
USE OF ONLINE ELECTRONIC PAYMENT - PUBLIC WORKS
DEPT 3.5% OF CHARGED AMOUNT
USE OF CREDIT/DEBIT CARD - PUBLIC WORKS DEPT 3.5% OF CHARGED AMOUNT First Response - No Charge 0.00
Second Response the same day - $224 per response 224.00 Third Response within a calendar year - $561 per response 561.00 First Activation - $112 112.00
Second Activation - $134 134.00
Each Subsequent Activation in a calendar year - $202 202.00 New - $39 per permit 39.00
Renewal - $28 per permit 28.00
VEHICLE IMPOUND RELEASE $157 per vehicle 157.00
MISDEMEANOR BOOKING Non-Carmel bookings - $168 per booking 168.00 MISCELLANEOUS POLICE PERMIT $207 per application plus DOJ fees 207.00 FINGERPRINTING ON REQUEST $39 plus outside agency fees 39.00 CLEARANCE FORM TRAVEL LETTER $56 per letter 56.00
VIN VERIFICATION $56 per vehicle 56.00
Bench Program
Encroachment Permits
SIDEWALK VENDING PERMIT
PUBLIC WORKS/FORESTRY
Police Services
LOUD PARTY PUBLIC DISTURBANCE RESPONSE
POLICE FALSE ALARM RESPONSE
ALARM PERMIT
PUBLIC SAFETY
CARMEL-BY-THE-SEA 3 of 4
Attachment 3
FEE SCHEDULE EFFECTIVE AUGUST 5, 2024 - JUNE 30, 2025 Fee CITATION SIGN-OFF Non-Carmel citations - $28 per citation 28.00 SIGN ABATEMENT $28 per sign 28.00
POLICE COURT WITNESS Fees are set by the court
POLICE REPORT COPY First 10 pages - No Charge. Each additional page - $0.20. 0.20 POLICE PHOTOGRAPH COPY Photo - $5 per photo. Digital - $5 per disk. 5.00 Within a calendar year:
First impound - $112 112.00
Second impound - $134 134.00
Third and subsequent impounds - $157 157.00
Local Transport - $28 per transport 28.00
To County Animal Shelter - $102 per transport 102.00
$34 per permit 34.00
$124 Misuse of Residential Permit 124.00
$17 non-specific 17.00
$28 space-specific 28.00
NORTON COURT PARKING GARAGE $2,460 annually per space, $615 quarterly per space 2,460.00 FIRE PLAN CHECK/ REVIEW/INSPECTIONS Current fee schedule as adopted by City of Monterey Council USE OF CREDIT/DEBIT CARD - PUBLIC SAFETY DEPTS 2.5% OF CHARGED AMOUNT Fixed Location - $348 per application + $4 State fee ($352) 348.00 In-and-About - $23 per application + $4 State fee ($27) 23.00 Home Occupation - $146 per application + $4 State fee ($150) 146.00 BUSINESS LICENSE RENEWAL PROCESS $17 per renewal 17.00
DUPLICATE BUSINESS LICENSE $10 per license 10.00
CHANGE BUSINESS NAME $23 per business 23.00
NSF CHECK PROCESSING $45 per NSF check 45.00
First 10 copies - No Charge 0.00
Additional copies - $0.20 per copy 0.20
FPPC copies - $0.10 per copy plus $5 for retrieval of documents if more than five years old plus postage cost if mailed 0.10 ELECTRONIC FILE COPY $5 per device 5.00
DOCUMENT CERTIFICATION $10 per document 10.00
RECORD COMPILATION Record Compilation/Creation - charge the fully allocated hourly rate for all personnel involved plus any outside costs.
LOCAL CANDIDATE FILING $25 per candidate. Fee is set by the State. 25.00 LOCAL INITIATIVE PROCESSING $200 per initiative. This fee is limited by the State Law, Elections Code Section 9202(b). Fee is refundable to the filer, if within one year of filing the notice of intent, the elections official certifies the sufficiency of the petition. 200.00 USE OF CREDIT/DEBIT CARD - ADMINISTRATION DEPT 2.5% OF CHARGED AMOUNT Finance
City Clerk
DOCUMENT REPRODUCTION/SCANNING
ANIMAL TRANSPORT
Parking
RESIDENT/EMPLOYEE PARKING PERMIT
CONTRACTOR PARKING PERMIT
Fire Services
ADMINISTRATIVE SERVICES
NEW BUSINESS LICENSE/REGISTRATION PROCESS
ANIMAL IMPOUND
Animal Services
CARMEL-BY-THE-SEA 4 of 4
Attachment 3
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
Staff Report
May 6, 2025
ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Jayme Fields, Finance Manager
APPROVED BY: Chip Rerig, City Administrator
SUBJECT:
Receive the Fiscal Year 2025-2026 Recommended Budget (Estimated time - 60 min)
RECOMMENDATION:
Receive the Fiscal Year 2025-2026 Recommended Budget.
BACKGROUND/SUMMARY:
Assumptions and Proposed Policy Changes
In early 2025, the Financial Stewardship Workgroup (FSW) was stood up by the Council to work with staff through the creation of the FY25/26 budget (Attachment 1). As a product of those meetings this draft budget represents a notable change in how it was constructed, including revenue and expense assumptions, salary projections, and even the application of potentially new financial policies that are being proposed this year. The following section is intended to give Council an overview of these assumptions before being presented with the budget numbers, and the associated challenges that will need consideration.
Modified Assumptions
In collaboration with the FSW, this year’s budget was derived through some modified assumptions from previous years:
Projected Salaries: In previous years, salary costs were projected with the assumption of the position being compensated at the top step. While this was accurate for some, there are employees who will not reach their top step even with an annual COLA increase. This provided some “salary savings” in the overall budget. This assumption has been changed to project each employee at the salary step they will achieve in FY25/26. The ramification of this change is that there will not be salary savings available during the year if unexpected expenses arise.
Vacant Positions: In previous years, vacant positions were budgeted as if they would all be filled on the first day of the new fiscal year. This added to the salary savings in the budget, but also allowed HR to move as quickly as possible to fill positions. This assumption has been changed, to estimate that the +/- 10 vacant positions will not be filled and receiving a paycheck for 3 to 4 months, thereby reducing the cost of labor. The ramification of this, is that if recruitments are able to move faster, some salaries will be over the budgeted amount.
TOT Revenue: In previous years, TOT was budgeted based off of the previous year’s budgeted amount (not actuals). This was a conservative approach, as regularly the TOT actual amounts came in above budget. This year, the TOT assumption was based off FY24/25 projected actual, with a 2% decrease based on projections in the hospitality industry. The ramification of this change is that our revenue assumptions are no longer conservative. In other words, the City is much less likely to see more revenue than expected and will be more susceptible to volatility in the travel industry. This is important, as TOT is one of the three “legs” of the City’s revenue “stool”.
Sales and Use Taxes: In previous years, the City has budgeted for increases in sales and use taxes consistent with the Consumer Price Index (CPI). This has given the City a steady and reliable income stream. This year, based on advice from the City’s professional sales tax consultant, our sales and use taxes are still projected to increase, but below CPI. The reason for this adjustment, is based on data showing that Carmel-by-the-Sea is one of the only cities in the region than expect to see any increase in these taxes. Most surrounding agencies are projecting a loss in sales and use tax revenues in FY25/26. The ramification of this assumption, is that effectively another one of the “legs” of the city’s revenue “stool” will be shorter than it has been in previous years Proposed New Policies
Staff and the FSW are suggesting some new budget policies. A separate report has been prepared and is being considered by Council at this meeting with all of the suggested policy changes, but the following are the key ones to consider when receiving the draft FY25/26 Budget:
90%/10% Revenue Split: One recommended policy, which would act as a foundational structure for the overall budget, is aspiring to fund Operational Expenses and Capital Expenses wholly from the City’s projected revenues at a split of 90% and 10%, respectively. In other words, if the projected revenues were $30 Million, then the goal for that year’s Operating Expenses would be $27 Million, and Capital Expenses would be $3 Million. The ramifications of this policy would be that each year, if operating or capital expenses are projected to outpace their allocation of revenue, Council will need to consider things like cutting expenses, finding additional revenue sources or deciding to not meet the policy goal and pull from fund balance. In essence, this becomes a forcing factor each year. As a policy, this 90/10 split is recommended to be aspirational, so that the City can work towards reaching it more consistently each year.
CIP Project Carry-Over: Previously, at the end of a fiscal year, any CIP projects that were not complete, but would continue the following year, had all of the associated revenue pulled away, and placed in fund balance. Then, these funds would be reallocated in the following year’s budget to the project. This practice effectively created a break in the financial tracking for the project and made the total CIP cost somewhat inaccurate since it included funding that was appropriated in the prior year.
This proposed changed allows an approved CIP project to would live on in the financials, carrying over each year with its funding intact. The ramification of this change is that each year the CIP budget will be more reflective of what new funds are actually needed to do a project. In addition, this multiyear approach will allow for better and more accurate tracking of each project’s budget.
The Draft FY25/26 Budget
In accordance with Carmel Municipal Code Section 3.06.020, prior to the beginning of each fiscal year, the City Administrator shall prepare and submit to the City Council a proposed operating and capital budget for the forthcoming fiscal year. The proposed budget, referred to as the Fiscal Year 2025-2026 (FY 25-26) Recommended Budget of $43.2 million is submitted for Council’s consideration.
The proposed expenditures total $43.2 million and include the General Fund operating budget ($32.1 million), debt service ($509,100), pension unfunded liability ($2.7 million), and capital budget ($7.9 million).
The proposed revenues total $34.7 million include property taxes ($9.2 million), sales tax ($10.4 million), transient occupancy tax ($9.1 million), and other revenue ($6.0 million).
The FY 25-26 Recommended Budget requires the use of $9.3 million in prior years’ fund balance in order to balance, unless additional reductions are made.
This means that the budget is balanced, but it requires tapping into the City’s unassigned fund balance.
Note, Caplital Outlay Expenditures above are for new projects and do not include $3,460,000 of projectes that have not been completed and are being carried over from the 2024-2025 fiscal year.
The current total fund balance is estimated to end the FY 24-25 at $42 million which includes all restricted, reserved and unassigned funds. The City Council has the authority to tap into the unassigned fund balance, which makes up $22 million of that total.
Financial Stewardship Workgroup (FSW)
The FSW and City staff have been working together to analyze budget assumptions and forecast operating returns. It has been a very fruitful collaboration, and will continue to serve the City well. We have learned that there is a high degree of uncertainty across taxing agencies for the coming year and tourism industry groups are forecasting declines. Thus, for the primary revenues of the City of Carmel by the Sea, the budget assumes minimal growth in property and sales taxes, and a decrease in transient occupancy taxes.
Likewise, operating costs have been closely scrutinized by Administration and the FSW. Throughout the City’s operations, several projects have been put on hold and current operating levels have been being scrutinized. Even with these changes, operating costs (including increasing pension contributions) are exceeding revenue forecasts in the coming fiscal year.
In other words, the FSW and staff have worked closely to “trim the fat” and scrutinize every aspect of the City’s budget to not only more precisely budget expenses and revenues, but also to look at assumptions and what the fiscal future might hold for the City.
As a result of these efforts, the budgeted amounts for revenue and operating expenses have very little room for uncertainty, and any significant changes caused by unforeseen circumstances will need to be brought back to the City Council. Although the City is able to prepare a balanced budget, it once again requires the use of unassigned fund balance, which may not be a sustainable tactic into the future.
With that in mind, Council should also consider one of the proposed policies introduced earlier in this report – the aspirational goal of a 90%/10% split of revenue. If this policy were to be implemented this year, the City would not meet the goal without further modifications. As the budget stands right now, operating expenses would need to be reduced by $601,000 dollars in order to meet the goal (or revenues increased). On the other hand, the City could still implement this new goal, but lean on the fact that it is aspirational and get as close as possible this year while continuing to work towards a 90/10 split over future budget years.
The following table shows how the City’s current draft FY25/26 budget would hold up against the proposed 90/10 split policy:
If the Council wishes to adopt this new aspirational policy goal of a 90/10 split of revenue, and wishes to make significant operational changes to fully meet the target in the first year, the following options could be considered to cut $601,000 from the budget:
The City could enact a hiring freeze for the coming year, as the operations of all the departments are analyzed. Each staffing need would be assessed on an individual basis during the coming year. This option could reduce operational expenses by as much as $996,000.
Rather than freezing all positions, the City could hold or eliminate budgeted positions not yet filled in specific departments, for example:
o Public Works: The second Project Manager, the additional Tree Permit Technician, Maintenance Worker, and the Assistant City Forester. This option could reduce operational expenses by approximately $625K
o Planning: Principal Planner This option could reduce operational expenses by approximately $215K
The City could reduce the days/hours of library service as this is not a required service for public safety This option could reduce operational expenses by approximately $50K The City could eliminate the Community Service Grant Program. This option could reduce operational expenses by approximately $40K
The City could put on a fewer or no community activities in FY25/26 This option could reduce operational expenses up to approximately $300K
Looking back over previous years, and applying this proposed 90/10 policy measure, it highlights a trend of Operating Expenditures eclipsing 90% of Revenues that has existed for a number of years.
In future years, contract obligations and pressure from vendors will potentially result in greater shortfalls. Whether or not a hiring freeze or any of these other expense reductions are enacted, the City Administration will be exploring additional measures over the coming years to help move closer to this goal of a 90/10 split, including:
Exploring opportunities to increase fees by performing an operations study which will potentially identify necessary increases to fees as well as more effective fee collection strategies.
Reducing the costs of ongoing contract services
Researching other more permanent revenue opportunities with the FSW Continue to explore grant opportunities
At this time, CIP expenditures are able to be funded from previously set-aside fund balance. Regardless of whether the 90/10 policy is adopted by Council, it is critical to note that in future years, that fund balance will have been utilized and the CIP budget will be limited to the amount of revenues that is available after expenditures for operations.
Next Steps
Staff will provide a brief overview of the budget as part of the May 6, 2025 Council meeting. In addition, a budget workshop is scheduled for May 21, 2025. Staff will present a detailed review of the budget during the forthcoming workshop, present responses to any questions that staff may receive in advance of the meeting, and receive preliminary direction from Council on the budget. This direction will be incorporated into the FY 25-26 Recommended Budget, which will be considered for adoption by Council on June 3, 2025.
FISCAL IMPACT:
There is no fiscal impact associated with receiving the FY 25-26 Recommended Budget. Forthcoming direction by Council may change the planned expenditures in Fiscal Year 25-26.
PRIOR CITY COUNCIL ACTION:
Council participated in a Priorities Workshop on February 27, 2025 and received a presentation regarding the Five-Year Forecast and CIP on March 24, 2025.
ATTACHMENTS:
Attachment 1) FY25-26 Recommended Budget Book
Fiscal Year 2025-2026
RECOMMENDED BUDGET
CITY OF CARMEL-BY-THE-SEA
CITY OF CARMEL-BY-THE-SEA
P.O. BOX CC, CARMEL-BY-THE-SEA, CA 93921
T: (831) 620-2000
www.ci.carmel.ca.us
Attachment 1
CITY LEADERSHIP
DALE BYRNE,
MAYOR
BOB DELVES,
MAYOR PRO TEMPORE
JEFF BARON,
COUNCILMEMBER
HANS BUDER,
COUNCILMEMBER
ALISSANDRA DRAMOV,
COUNCILMEMBER
CHIP RERIG,
CITY ADMINISTRATOR
2 Attachment 1
Table of Contents
INTRODUCTION........................................................................................................................ 4 BUDGET MESSAGE .............................................................................................................. 5 REVENUE ............................................................................................................................... 9 EXPENDITURES..................................................................................................................13 FY25-26 AUTHORIZED POSITIONS..................................................................................15 ORGANIZATIONAL CHART ...............................................................................................18 OPERATING BUDGET ............................................................................................................19 CITY COUNCIL ....................................................................................................................20 CITY ATTORNEY .................................................................................................................22 ADMINISTRATION ..............................................................................................................23 CITYWIDE (NON-DEPARTMENTAL)................................................................................30 ECONOMIC DEVELOPMENT ............................................................................................31 LIBRARY AND COMMUNITY ACTIVITIES......................................................................33 COMMUNITY PLANNING AND BUILDING ....................................................................37 PUBLIC WORKS...................................................................................................................41 PUBLIC SAFETY..................................................................................................................51 CAPITAL IMPROVEMENT PLAN (CIP) ................................................................................56 DEBT SERVICE........................................................................................................................73 OTHER FUNDS ........................................................................................................................75 3 Attachment 1
INTRODUCTION
4 Attachment 1
BUDGET MESSAGE
Honorable Mayor Byrne, City Councilmembers, and Residents of Carmel-by-the-Sea:
In accordance with Carmel Municipal Code Section 3.06.020, I present the City’s operating and capital budget for the fiscal year 2025-2026 (“FY 25-26”) with tentative adoption on June 3,2025. This budget reflects a conservative view of revenues in the face of increased economic uncertainties while continuing to maintain service levels at those of prior years.
During the year, City has invested significant resources addressing high interest community projects such as the General Plan Housing Element, the Police Station Project and tree maintenance throughout the City, and there is more work to be done. This work is reflected in the proposed budget. Please allow me to reinforce that we have a strong and dedicated workforce, and unparalleled leadership from the City Council combined with an impassioned and solutions-oriented citizenry.
The Operating Budget serves as a policy document, financial plan, operations guide, and communications device. It is a living document that reflects the City Council’s strategic goals and objectives and provides a framework to meet future challenges such as rising operational costs and limited growth in revenues.
As we move forward and plan to implement the Fiscal Year 25-26 operating budget in the upcoming year, it is important to take into consideration the various factors that impact our financial health at the global, national, State, and local levels.
At the global level, we continue to face economic uncertainty and instability due to high interest rates, changes in leisure travel patterns, market distress, and volatility in financial markets. Ambiguity in national public policy leads to delays and curtailment in capital investment. Tariff impositions fluctuate daily, often lacking specificity. Other sources of volatility include global events, inflation concerns, and potential reductions in the Fed Funds rate. Pressures on the consumer result in prioritized day-to-day expenditures which erode discretionary spending due to weakened consumer confidence. We would be wise to anticipate and prepare for potential impacts on the City’s financial situation.
At the national level, the personal savings have decreased from roughly 5.4% in February of 2024 to 4.6% in February of 2025. This trend could add to a greater sell-off of investments and potentially steep market declines. Helping to hold this trend in check, home prices on the national level remain strong but could be overvalued.
At the state level, California faces its own set of challenges. The state has a large and diverse economy, but it also has a high cost of living and a significant homeless population.
The state’s budget is also impacted by various factors such as natural disasters, healthcare costs, and public education funding. Very recently, the Governor has signaled the need to 5 Attachment 1
make cuts to the State Budget, which could impact grant funding anticipated to be received by local governments like ours.
At the local level, Monterey County is no exception to its own set of challenges: aging infrastructure, affordable housing shortage, and rising healthcare costs. Our County-wide tourism industry continues to remain below pre-COVID levels. The City’s three major sources of General Fund revenue (Property Tax, Sales and Use Tax and Transient Occupancy Tax) continue to increase, but only slightly as economic factors and international relations make for uncertainty. This trend has led to a flattening of occupancy in our hotels, running at a 66% annual occupancy rate over the past three fiscal years. It is also worth noting that as Highway 1 through Big Sur is routinely impacted by natural disaster events, we will continue to see less visitor trade and traffic coming up along the coast from the L.A. area and bringing important visitor dollars to the Peninsula The factors identified above may reflect a monetary tightening that could impact the City’s revenue pillars into the future. As such, we approached our budget planning with an understanding of these factors and their potential impacts on our financial health. This budget is a thoughtful representation working together internally and with the community to identify areas where we can maintain costs at status quo, and where there may be room to cautiously spend budgetary dollars to enhance services for the Village. Given trends though, the City needs to begin to explore the need for additional sources of revenue to maintain our financial stability or adopt a position of significantly reducing costs in future fiscal years.
The adopted budget is not operationally balanced, meaning the total projected incoming revenue does not fully compensate for our projected expenditures. The budget is, however, structurally balanced – balanced by strategically using “unrestricted fund balance”. As discussed at the budget hearings, “unrestricted fund balance” is different than our “restricted fund balance” and “reserved fund balance”. The “unrestricted fund balance” is not required to be set aside or used for a specific purpose each year, since it comes from revenue that was not spent over past fiscal years as planned (e.g.: unspent Capital Improvement Program dollars or increased revenues received). The use of these “unrestricted fund balance” dollars makes it possible to address the past and current direction of Council, which is to maintain core services, invest heavily in deferred infrastructure maintenance, natural resource management and community character. We are fortunate to have an available “unrestricted fund balance”, accumulated through the prudent budgeting in past years, to close the gap in revenue that we are forecasting. In total, the funds needed to structurally balance the budget equal $5,023,312. Using this amount will consume roughly 22% of our current year operational reserve and unassigned fund balances, the remainder of which will continue to be saved. 6 Attachment 1
STAFFING
After an increase in the previous Fiscal Year, we will see a small decrease in the number of City staff. This will be accomplished in part by a restructuring of some existing positions to meet the changing operational needs of the City and to respond to the City Council and Community’s desires for additional services. In total in the FY25-26 budget, it appears that only .75 FTE is being eliminated from the entire workforce, but this number does not reflect the full story. The budget adds two Police Officers, while shifting hours and responsibilities offset these increases with 0.5 and 2.25 reductions to the staffing in Community Activities and the Library as previously unfilled position are eliminated. Within other areas of the City, currently vacant positions in Finance, Planning, Police, Project Management and Forestry and Beach are budgeted to remain untilled for several months in the 2025-2026 fiscal year. While the total number of FTEs has remained relatively unchanged, the net result of these changes is an increase in salary expense as compensation for the new positions exceeds the positions eliminated.
CAPITAL IMPROVEMENT AND MAINTENANCE
Capital Improvement Projects
In its Priorities Workshop on February 27, 2025, and again on March 24, 2025, the City Council reviewed the FY 25-26 Capital Improvement Plan. Comprised of 32 CIP projects and 9 Vehicle and Equipment projects, the combined total CIP investment for new projects would be $6,684,000 – a figure that includes both internal and external funding. Capital projects included in the adopted budget consist of rehabilitation of City facilities, sidewalk and street improvements, enhanced public safety, Citywide ADA improvements, and protection and preservation of the natural environment. More generally speaking, the FY 25-26 budget recognizes the importance of investing in our “green” infrastructure (Mission Trails Nature Preserve, Sand Ramp at Eighth Avenue, Scenic Pathway and Shoreline Repairs, forest maintenance, etc.) and includes funding for continuation of the Paving project, Library Master planning, and improvements at Sunset Center, Forest Theatre and other City facilities.
Vehicle & Equipment Fund
The total vehicle acquisition costs for FY 25-26 are budgeted at $1,210,000, including the cost of new ambulance as well as other vehicles. These expenditures exceed the City's annual replacement reserve target of 10% or approximately $500,000. The City will continue to maintain the Vehicle & Equipment replacement reserve at 10% of the estimated replacement value of the City’s vehicles and equipment, adjusted annually based on CPI. 7 Attachment 1
FISCAL YEAR 25/26 BUDGET AT A GLANCE
FY25-26 Recommended Revenues $34,714,265
General Fund Operating Expenditures 28,626,319
Debt Service Expenditures 509,100
Pension Unfunded Liability Mitigation Expenditures 2,708,158 Capital Outlay Expenditures 7,894,000
FY25-26 Recommended Expenditures $39,737,577
Use of Fund Balance for Capital Projects $5,023,312
Funded Full Time Equivalent (FTE) positions 96.50
Many of you know the level of respect I have for the lessons one can learn by studying the past. And while much of my message may seem dour, history teaches us that economic cycles are intrinsic to local government. Consequently, as clear as I can be about the likelihood of an unavoidable future down cycle in two of our three major revenue pillars, I am equally as confident about the inevitable upcycle to follow. The budget I am presenting is not intended to be irrepressibly contrarian; it is meant to be cautious and realistic. In the long term, I remain bullish, and indeed optimistic about our future.
My profound thanks to my department heads, and especially our Finance Division team, for developing a budget that is realistic given the realities that we are facing. I look forward to Council’s leadership and guidance as we balance fiscal sustainability with the need to fund projects and services for our community.
Respectfully submitted,
Chip Rerig
City Administrator
8 Attachment 1
REVENUE
The FY 25-26 Budget includes $34.7 million in estimated new revenue. As illustrated in the chart below, statewide sales tax (Sales Tax) and local Measure C district tax, contribute 30% and is the largest City revenue source. This reveals the importance and impact of the voter approved of Measure C in 2020. Property Tax reflects its customary stable growth accounting for 27% of the budgeted revenue. Hotel Tax (TOT) remains at 26% of budgeted revenue, followed by Other Revenues and Charges for Services combined at 17%.
Source Budget
Property Taxes $9,198,405
Sales Tax 3,828,119
Measure C 6,595,056
Other 3,272,484
Charges for Services 2,711,085
Transient Occupancy Tax 9,109,116
Total $34,714,265
Sales Tax
11%
Measure C
19%
Property Taxes
27%
Transient
Occupancy Tax
26%
Other
9%
Charges for
Services
8%
FY 25-26 Citywide Revenue Sources
9 Attachment 1
Property taxes are estimated at $9.2 million, reflecting a 4% projected growth over the previous year’s adopted budget and 2.5% growth over forecast actual. The City’s portion of the Sales Tax is $3.8 million and Measure C is $6.6 million, which represent 11% and 19% of total revenue respectively. The significance of the March 2020 Carmel voter approval of Measure C, at a renewed rate of 1.5%, cannot be understated. Amid COVID-19, Measure C provided a financial lifeline allowing for the continuance of core City services and still factors significantly in funding both operational and capital needs. This FY 25-26 Budget projects a continuation of status quo in Measure C and Sales Tax trends as consumers remain cautious of inflation and overall price increases of goods and services.
Transient Occupancy Tax (“TOT”) is levied at 10% of the rent charged by a hostelry operator within the City. Adopted at $9 million, TOT accounts for 26% of revenues, a 2% increase over FY 24-25 budget and a -2% decrease over forecast actual. Charges for Services are fees collected from a specific user of a service, such as plan review, building inspection and ambulance transports and account for $2.7 million, or 8% of the budget. The category of “Other” revenue includes General Fund revenues from business license tax, franchise fee and other intergovernmental revenue as well as restricted revenue for Community Oriented Policing Services (COPS), road maintenance and transportation-related projects and federal and State grants for planning, parks, and radio communications.
Table 1: Estimated Performance and Recommended Budget for Major Revenue Sources Key
Revenues
FY 21-22
Actual
FY 22-23
Actual
FY23-24
Actual
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
Property Taxes $7,694,722 $8,136,928 $8,770,848 $8,974,083 $9,198,405 Sales Tax $3,626,263 $3,469,412 $3,692,470 $3,753,350 $3,828,119 Measure C $5,970,464 $5,868,695 $6,386,122 $6,484,814 $6,595,056 TOT $7,787,643 $8,455,742 $8,579,344 $9,295,016 $9,109,116 Total $25,079,092 $25,930,777 $27,428,783 $28,507,264 $28,730,696 The City’s three major sources of revenue include Property Tax, Sales and Use Taxes, and Transient Occupancy Tax (As detailed in Table 1 above entitled “Estimated Performance and Recommended Budget for Major Revenue Sources”).
PROPERTY TAXES
The desirability of Carmel-by-the-Sea as a place to reside, coupled with its limited housing stock, contribute to a strong local real estate market. Property tax revenue has been increasing on average by 6% over the past 9 years.
10 Attachment 1
The State median home price is expected to rise 2% from FY 24-25 to FY 25-26. The City has budgeted Property Tax revenue to increase 2.5% over last fiscal year’s estimated actual, unlike it has done in prior years due to a softening in the housing market. This budget conservatively projects growth yet remains confident in the stability of Carmel’s property tax performance.
SALES AND USE TAXES
The majority of the City’s sales and use taxes are attributed to businesses within the categories known as general consumer goods and restaurants. The City receives a portion (1%) of the statewide sales tax, known as Bradley-Burns tax, as well as revenue from a local sales tax. On March 3, 2020, the Carmel electorate voted and approved Measure C to increase the sales tax rate to 1.5%. The timing of Measure C helped minimize the effects of reduced sales tax revenue suffered during the pandemic, allowing the City to survive and recover to pre-pandemic levels by fiscal year 2020-2021. The City estimates FY 24-25 sales and use tax revenue at $10.2 million, just a 2% increase over FY 23-24 actual revenue of $10 million.
The City remains conservative and vigilant to the current trends, as we are aware that geopolitical tensions, inflation concerns, and interest rates drive consumer spending patterns even at the local level. Consumer spending for certain goods and services remains high, particularly for online shopping and dining. General consumer goods spending is expected to slowly increase by the end of FY 25-26, with limited 1.1% growth over prior fiscal year. We project stagnant sales tax activity in FY 25-26 and estimate $3.8 million for local sales tax and $6.6 million for Measure C, for a total of $10.4 million, a 1.8% increase over the prior year.
TRANSIENT OCCUPANCY TAX
The FY 25-26 Budget for TOT revenue is $9.1 million, which assumes continued occupancy at the current fiscal year’s rate. In FY 24-25, daily occupancy rates have been lower while the daily room rates are higher over prior fiscal year. For the reasons noted above under Sales and Use Taxes, as well as Highway 1 Big Sur closures and slowing international travel, we remain guarded in our TOT revenue. We anticipate a 3% decrease in FY 25-26 TOT over FY 24-25 estimated actuals.
As the City looks forward to its future revenues that fund services, capital projects and other initiatives, stepping back and reviewing the City’s historic performance is of value.
The charts below depict the performance of the City’s three major revenue sources over the last 10 years.
11 Attachment 1
Fiscal Year * TOT Sales ** Property
2017 $6,112,347 $5,373,800 $5,825,889
2018 $6,329,074 $5,476,123 $6,163,959
2019 $6,882,015 $5,719,521 $6,496,558
2020 $5,115,277 $4,766,313 $6,690,948
2021 $5,339,285 $7,028,041 $7,389,656
2022 $7,787,643 $9,596,727 $7,694,722
2023 $8,455,742 $9,338,107 $8,136,928
2024 $8,579,344 $10,078,592 $8,770,848
2025 Estimated $9,295,016 $10,238,164 $8,974,083
2026 Budget $9,109,116 $10,423,175 $9,198,405
*ending June 30th
** Combination of Bradley Burns & Measure C 1.5%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
City's Major Revenues Historical
TOT Sales ** Property
12 Attachment 1
EXPENDITURES
The FY 25-26 Budget totals $39.7 million, which consists of the following:
▪ Operating Budget, or General Fund, totals $31.3 million, or 79%, of the citywide budget
▪ Debt service totals $509,100, or 1% of the citywide budget ▪ Capital outlay, including Capital Improvement Projects ($6.7 million) and Vehicles and Equipment ($1.2 million), makes up 20% of the budget The Operating Budget consists of the City’s departments and services. Debt is based upon required payments toward various bonds issued by the City or by other governmental agencies on behalf of the City. As shown in the chart below, the FY 25-26 Budget includes the Operating Budget, Pension UAL payments, Capital Outlay and Debt Service. The Operating Budget is further categorized by types of expenditure including salaries and benefits, outside services, and other expenditures as explained below.
Type of Expenditure Budget
Salaries & Benefits $16,757,971
Outside Services 8,889,601
Other Expenditures 2,978,747
Pension 2,708,158
Capital Outlay 7,894,000
Debt Service 509,100
Total $39,737,577
Salaries & Benefits
42%
Outside Services
22%
Other Expenditures
7%
Pension
8%
Capital Outlay
20%
Debt Service
1%
FY 25-26 Expenditure by Type
13 Attachment 1
The City’s largest expenditure is related to the cost of personnel. Salaries and benefits total $16.7 million and account for 42% of the citywide budget. The second largest type of expenditure is Outside Services. This category includes various line-item accounts, such as advertising and noticing, contract services and community promotions. Contract services are used as an alternative to City staff directly providing the service due to cost savings or the specialized nature of the work being performed and include funding for expenses such as fire service provided by the City of Monterey ($3.3 million); support for the operations of the Sunset Center and other marketing activities ($1.2 million); legal services ($517,000); tree care and landscape maintenance ($473,000) and janitorial service ($289,000). Capital Outlay is the third largest type of expenditure at $7.9 million, or 20% of the budget.
Other expenditures total $3 million and account for 7% of the citywide budget. This category includes various line-item accounts such as retiree healthcare and citywide operational expenses like property tax assessments and utilities. Also included here are the City’s general liability and property insurance premiums ($1.1 million) and expenses such as public works materials and supplies, telecommunications, fuel, training and conferences, vehicle maintenance, medical and safety supplies and printing and postage.
Pension expenses total $2.7 million, or 8%, of the budget and only include the annual required unfunded pension liability. The City will also make its final annual funding transfer to the City’s Section 115 trust ($1.0 million) for pension mitigation, which is intended to help reduce the long-term liability of pensions.
The citywide budget is rounded out with Debt Service ($509,100) accounting for 1% of the citywide budget.
Another way to view operating expenditures is by function, as depicted in the FY 25-26 Expenditures by Function illustration below. Capital Outlay makes up 20% of operating expenditures. The public safety functions of Ambulance, Fire and Police make up 27% of the budget. The Public Works Department is the next largest operating expenditure at 15% followed by Citywide at 12% of the budget, as it includes the City’s unfunded actuarial pension liability. In total, Administration, Council, Planning, Legal, Marketing (including the Sunset Center), and Library and Community Activities represent the remaining 25% of the Operating Budget.
14 Attachment 1
Total Expenditures Budget %
Administration $3,852,933 10%
Citywide 4,814,943 12%
Council 248,779 1%
Legal 517,000 1%
Planning 2,371,920 6%
Ambulance 1,832,358 5%
Fire 3,417,424 9%
Police 5,544,067 14%
Marketing 1,167,981 3%
Library 1,488,126 4%
Community Activities 247,190 1%
Public Works 5,831,756 15%
Operating Budget $31,334,477 79%
Debt 509,100 1%
Capital 7,894,000 20%
Total $39,737,577 100%
Administration
9%
Citywide
11%
Council1%
Legal
1%
Planning
5%
Ambulance
5%
Fire
8%
Police
13% Marketing
3%
Community Activities
3%
Debt
1%
Capital
26%
FY 25-26 Expenditures by Function
15 Attachment 1
FY25-26 AUTHORIZED POSITIONS
FY 24/25 FY 25/26
Department and Title Adopted Proposed Change
Council
Councilmember 4.00 4.00 0.00
Mayor 1.00 1.00 0.00
City Council Total 5.00 5.00 0.00
Administration
City Administrator 1.00 1.00 0.00
Assistant City Administrator 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
Administrative Coordinator 1.00 1.00 0.00
City Clerk 1.00 1.00 0.00
Finance Manager 1.00 1.00 0.00
Accountant 1.00 1.00 0.00
Finance Analyst 1.00 1.00 0.00
Finance Specialist 1.00 1.00 0.00
Human Resources Manager 1.00 1.00 0.00
Information Services / Network Manager 1.00 1.00 0.00
IT Help Desk/Technician 1.00 1.00 0.00
Administration Total 12.00 12.00 0.00
Community Activities
Community Services Assistant 1.00 0.50 -0.50
Executive Assistant 0.50 0.50 0.00
Community Activities Total 1.50 1.00 -0.50
Library
Director of Library and Community Services 1.00 1.00 0.00 Supervising Librarian 2.00 2.00 0.00
Librarian 1.00 1.00 0.00
Library Associate 0.00 3.00 3.00
Library Assistant (full-time) 4.00 1.00 -3.00
Executive Assistant 0.50 0.50 0.00
Librarian II (Local History) 1.00 0.00 -1.00
Hourly Librarian I 1.00 1.00 0.00
Hourly Library Assistant 3.25 2.00 -1.25
Library Total 13.75 11.50 -2.25
Community Planning & Building
Planning & Building Services Director 1.00 1.00 0.00
Principal Planner 2.00 2.00 0.00
Senior Planner 0.00 1.00 1.00
Associate Planner 2.00 2.00 0.00
Assistant Planner 1.00 0.50 -0.50
16 Attachment 1
Administrative Coordinator 1.00 1.00 0.00
Building Official 1.00 1.00 0.00
Building Inspector 1.00 1.00 0.00
Permit Technician 1.00 1.00 0.00
Code Compliance Coordinator 2.00 1.50 -0.50
Community Planning & Building Total 12.00 12.00 0.00
Public Works
Director of Public Works 1.00 1.00 0.00
Administrative Coordinator 1.00 1.00 0.00
Public Works Superintendent 1.00 1.00 0.00
Street Supervisor 1.00 1.00 0.00
Streets Maintenance Worker III 2.00 2.00 0.00
Streets Maintenance Worker I/II 5.00 5.00 0.00
Facilities Maintenance Supervisor 1.00 1.00 0.00
Facilities Maintenance Specialist 1.00 1.00 0.00
Environmental Compliance Manager 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
Project Manager 2.00 2.00 0.00
City Forester 1.00 1.00 0.00
Assistant City Forester 1.00 1.00 0.00
Tree Climber & Care Specialist 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
F&B Maintenance Worker I/II 3.00 3.00 0.00
Tree Permit Technician 1.00 1.00 0.00
Public Works Total 25.00 25.00 0.00
Police
Public Safety Director 1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
Sergeant 2.00 3.00 1.00
Police Officer 9.00 10.00 1.00
Police Services Supervisor 1.00 1.00 0.00
Police Services Officer 6.00 6.00 0.00
Community Services Officer/Animal Control 2.00 2.00 0.00 Police Total 22.00 24.00 2.00
Ambulance
Paramedics 6.00 6.00 0.00
Ambulance Total 6.00 6.00 0.00
Citywide Total Funded Positions 97.25 96.50 -0.75
17 Attachment 1
ORGANIZATIONAL CHART
Carmel-by-the-Sea
Electorate
Council
City
Administrator
Community
Planning &
Building Director
Admin
Planning
Building Safety
Code
Compliance
Office of City
Administrator
Admin
City Clerk
Finance
Human
Resources
Information
Technology
Library and
Community
Activities Director
Library
Admin
Circulation
Youth
Reference
Local History
Community
Activities
Public Works
Director
Admin
Project
Management
Environmental
Compliance
Facilities
Streets
Forest, Parks
and Beach
Public Safety
Director
Ambulance
Fire
Police
Assistant City
Administrator
City Attorney
18 Attachment 1
OPERATING BUDGET
GENERAL FUND - 101
(CITY DEPARTMENTS AND SERVICES)
19 Attachment 1
CITY COUNCIL
The City Council consists of the Mayor and four Councilmembers, elected at large by the citizens of Carmel-by-the-Sea on a non-partisan basis. The City Council is the policymaking legislative body of the City. The Council adopts the annual budget, enacts ordinances, and approves major contracts, acquisitions, and leases. With the advice and assistance of the City Administrator and City Attorney, the City Council reviews proposals to meet the community’s needs, initiates action for new policies and allocates resources. 2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Develop Telecommunication Ordinance consistent with federal law ▪ Stormwater Ordinance Update
▪ Car Week Safety and Impacts
▪ Review barriers to construction of affordable housing (Housing Element Adoption) 2025-2026 PRIORITIES
▪ Continued oversight of the implementation of the strategic plan and updating of City priorities to include some of the following: plan for natural areas, reduce fire risk, review opportunities for enhanced fire/ambulance service; develop forest management plan and update tree ordinance; update zoning code & design guidelines; ADU ordinance; wireless ordinance; increase beautification effort; review barriers to affordable housing; explore street addresses, develop a facilities master plan; underground utilities rule 20A; explore reinstatement of design review board; explore opportunities for Flanders Mansion and Scout House. ▪ Continue to respond to any forthcoming State legislation that undermines local control, especially as it relates to local land-use decisions.
BUDGET SUMMARY AND SERVICE IMPACTS
▪ Community Promotions includes $36,000 for the Council discretionary grant program, $3,000 for United Way 211, $4,000 for the Monterey County Film Commission, $7,500 for the Central Coast Small Business Development Center and $78,000 for the cost of courier service for the mail delivery program for a total budget of $128,500. 20 Attachment 1
City Council
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-110-00-41008 Salaries -Elected $9,600 $10,351 $9,600 101-110-00-41101 Retirement 88 175 179
101-110-00-41104 Health Insurance 52,517 37,161 24,755
101-110-00-41105 Social Security 484 530 0
101-110-00-41106 Medicare 139 150 139
101-110-00-41108 Worker's Comp 160 3,122 541
Salaries & Benefits Subtotal $62,988 $51,489 $35,214
101-110-00-42005 Community Promotions $128,600 $167,153 $128,500 101-110-00-42007 Regional Memberships 50,546 50,546 53,065 101-110-00-42101 Office Supplies 450 0 450
101-110-00-42302 Conferences & Meetings 10,350 12,703 31,550 Services & Supplies Subtotal $189,946 $230,402 $213,565 Total $252,934 $281,891 $248,779
Regional Memberships
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-110-00-42007 TAMC $1,295 $1,295 $1,360
101-110-00-42007 AMBAG 3,950 3,950 4,100
101-110-00-42007 Monterey Pen. Chamber of Commerce 900 900 950 101-110-00-42007 Monterey County Mayors Association 1,575 1,575 1,700 101-110-00-42007 Monterey County Business Council 500 500 525 101-110-00-42007 MBUAPCA 1,900 1,900 2,000
101-110-00-42007 League of CA Cities 3,380 3,380 3,600
101-110-00-42007 League of CA Cities- Monterey Bay 300 300 315 101-110-00-42007 LAFCo 16,796 16,796 18,000
101-110-00-42007 Community Human Services 19,175 19,175 19,700 101-110-00-42007 CoastWalks/Coastal Trail Association 300 300 315 101-110-00-42007 Carmel Chamber of Commerce 475 475 500 Total $50,546 $50,546 $53,065
21 Attachment 1
CITY ATTORNEY
The City Council appoints the City Attorney. The City Attorney represents the City as legal counsel and provides legal advice and/or training to the City Council, City Administrator, boards, commissions, and departments; investigates and resolves claims against the City; defends the City in litigation and administrative actions; initiates and prosecutes litigation on behalf of the City; and drafts and reviews legal documents and agenda items.
BUDGET SUMMARY AND SERVICE IMPACTS
▪ The FY 25-26 City Attorney budget totals $517,000 and consists of $435,000 for general legal services and $75,000 for other specialized legal assistance from the City attorney’s office, including labor negotiations and personnel. The budget also includes $7,000 for the City attorney’s annual performance evaluation. There are no changes from FY 24-25 adopted budget.
▪ $75,000 is budgeted for supplementary specialized legal costs, such as wireless communications and labor negotiations.
City Attorney
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-112-00-42001 Contract Services $442,000 $399,171 $442,000 101-112-00-42004 Legal Costs 75,000 18,158 75,000
Total $517,000 $417,329 $517,000
22 Attachment 1
ADMINISTRATION
The City Administrator is appointed by the City Council and is ultimately responsible for the enforcement of City laws and ordinances; ensuring that the orders of the City Council are executed; preparing the budget and monitoring City finances; and managing day-to-day operations of all City Departments. The Assistant City Administrator serves at the behest of the City Administrator to assist in managing the activities and operations of the City, act in the absence of the City Administrator, and serve as the Director of the centralized administrative city functions of City Clerk, Finance, Human Resources, and Information Technology.
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Successfully adopted a Social Media Policy and launched official City Instagram and Facebook accounts to enhance public engagement. ▪ Procured ArchiveSocial to ensure compliance with public records laws by archiving all social media activity.
▪ Acquired an ethics training and tracking module for City Council, Commissioners, and staff to improve compliance and streamline reporting. ▪ Awarded Certificate of Achievement for Excellence in Financial Reporting for the City’s Annual Comprehensive Financial Report for the Fiscal Year ended June 30, 2023.
▪ Purchased a new agenda management system, currently in the data migration, training, and implementation phase, to improve workflow and public accessibility.
▪ Conducted a successful municipal election in November 2024. ▪ Managed and coordinated recruitment efforts for City Boards and Commissions.
▪ Issued 617 fixed location and 1158 in & about business licenses ▪ 249 high heel permits issued in FY24-25, a 50% increase over the 166 high permits issued in the prior year.
▪ Replaced the city's high availability firewalls with new state-of-the-art hardware for many years of stable network security features and capabilities. ▪ IT audit by firewall expert to improve the configuration of and significantly strengthen the City’s overall network security.
▪ Replacement of core switches that tie our servers, storage and various network switches in the city together to make a complete enterprise grade system. ▪ Improved our remote management and monitoring system by adding significant capabilities to that system.
23 Attachment 1
▪ Windows 11 workstations roll out in 2024. IT deployed 15 new workstations and refurbished 7 systems to increase the RAM and maximize the usefulness and life of the hardware.
2025-2026 PRIORITIES
▪ Digitize all historic City records, including Resolutions, Ordinances, and Meeting Minutes, to improve accessibility and preserve institutional history. ▪ Explore Street Addresses
▪ Strategically implement Laserfiche software to create a centralized, webbased platform for efficient records management and public access. ▪ Evaluate and identify cost-effective off-site storage solutions to reduce physical storage needs and optimize space within City facilities. ▪ Review and update reserve and financial policies.
▪ Creation of web dashboard interface for more transparent fiscal reporting ▪ Implement an electronic payment portal for the collection of administrative fees, including business licenses, TOT tax collections, and CRID administration. ▪ Upgrade computer fleet to Windows 11 and prepare to pay for extended security update costs for any remaining Windows 10 computers. ($61/yr per PC) ▪ Analyze departmental software priorities so that a strategic plan is developed which minimizes incompatible software.
24 Attachment 1
BUDGET SUMMARY AND SERVICE IMPACTS
Office of the City Administrator
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-111-00-41001 Salaries $1,849,792 $1,688,028 $1,941,453 101-111-00-41005 Overtime 0 29 0
101-111-00-41101 Retirement 125,810 102,562 120,362
101-111-00-41103 Deferred Compensation 48,261 46,348 45,431 101-111-00-41104 Health Insurance 363,609 295,216 409,231 101-111-00-41106 Medicare 26,821 24,342 28,151
101-111-00-41107 LTD/STD/Life 1,691 1,458 4,073
101-111-00-41108 Worker's Comp 40,958 75,569 94,502
101-111-00-41109 Benefits-MOU Obligations 10,400 9,672 10,400 Salaries & Benefits Subtotal $2,467,342 $2,243,224 $2,653,603 101-111-00-42001 Contract Services $198,615 $197,734 $431,500 101-111-00-42002 Recruiting Services 71,100 18,652 57,500 101-111-00-42003 Auditing Services 87,000 38,325 96,500 101-111-00-42006 Records Management 7,000 10,251 25,000 101-111-00-42009 Advertising and Legal Notice 22,900 10,833 15,000 101-111-00-42015 Other Services 24,800 23,575 13,575
101-111-00-42101 Office Supplies 10,875 6,566 7,875
101-111-00-42102 Publications & Subscriptions 277,568 304,016 275,400 101-111-00-42105 Materials and Supplies 0 408 500
101-111-00-42106 Small Tools and Equipment 1,200 0 0
101-111-00-42115 Other Supplies 0 0 5,000
101-111-00-42202 Equipment Maintenance 23,100 9,850 8,750 101-111-00-42301 Training & Education 8,712 6,798 18,400 101-111-00-42302 Conferences & Meetings 22,125 14,245 17,625 101-111-00-42304 Dues & Memberships 12,550 3,282 3,580
101-111-00-42306 Employee Programs 3,000 83 6,000
101-111-00-42307 Employee Appreciation Costs 18,500 26,093 20,000 101-111-00-42403 Printing 9,800 5,769 5,900
101-111-00-42404 Shipping/Postage/Freight 24,545 11,835 500 101-111-00-42405 Telephone and Communications 109,500 140,799 125,000 101-111-00-42406 Bank & Merchant Fees 4,000 4,573 4,500 101-111-00-42407 Computer Non Capital 2,000 2,136 40,000 101-111-00-42410 Pre-employment Costs 3,000 2,680 4,000 Services & Supplies Subtotal $941,890 $838,502 $1,182,105 Total $3,409,232 $3,081,726 $3,835,708
25 Attachment 1
ADMINISTRATION
The Administration Divisional budget includes funding for the City Administrator’s performance evaluation within contract services, office supplies, copier fees, and the citywide postage meter.
Administration
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-111-10-42001 Contract Services $44,900 $16,445 $10,000 101-111-10-42015 Other Services 24,800 23,575 2,350
101-111-10-42101 Office Supplies 9,375 5,853 6,375
101-111-10-42102 Publications & Subscriptions 540 209 540 101-111-10-42302 Conferences & Meetings 11,325 13,722 5,325 101-111-10-42304 Dues & Memberships 5,350 2,915 1,350
101-111-10-42403 Printing 100 0 100
101-111-10-42404 Shipping/Postage/Freight 24,545 11,835 500 Services & Supplies Subtotal $120,935 $74,554 $26,540
CITY CLERK
The City Clerk provides timely and accessible service in response to all inquiries and requests for public information and records, and is responsible for the administration of elections, public records requests processing, records management, and the legislative process. The Clerk Records the City’s legislative history through approved minutes and maintaining City Ordinances and the Municipal Code; facilitates applications for appointments to boards and commissions and coordinates Statements of Economic Interest as well as campaign and other financial disclosure-related filings.
26 Attachment 1
City Clerk
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Proposed
Budget
101-111-11-42001 Contract Services $52,300 $51,413 $48,300 101-111-11-42006 Records Management 7,000 10,251 25,000 101-111-11-42009 Advertising and Legal Notice 15,000 9,006 15,000 101-111-11-42101 Office Supplies 1,000 448 1,000
101-111-11-42115 Other Supplies 0 0 5,000
101-111-11-42302 Conferences & Meetings 2,000 487 3,000 101-111-11-42304 Dues & Memberships 500 143 500
101-111-11-42403 Printing 5,500 3,590 2,500
Services & Supplies Subtotal $83,300 $75,336 $100,300
FINANCE
Finance provides financial analysis, management and reporting through the development of the annual budget, ongoing financial monitoring and reporting of revenues and expenditures. Routine financial duties including vendor payments, payroll, business license processing and the collection of the transient occupancy tax and the administration of passthrough funding to the hospitality and tourism improvement districts. The Finance Department also provides treasury services, invests revenue, and issues and manages debt.
Finance
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-111-12-42001 Contract Services $47,710 $89,516 $69,200 101-111-12-42003 Auditing Services 87,000 38,325 96,500 101-111-12-42101 Office Supplies 0 46 0
101-111-12-42102 Publications & Subscriptions 21,000 1,887 29,350 101-111-12-42301 Training & Education 2,500 1,735 2,400 101-111-12-42304 Dues & Memberships 600 225 350
101-111-12-42403 Printing 3,800 1,798 2,900
101-111-12-42406 Bank & Merchant Fees 4,000 4,573 4,500 Services & Supplies Subtotal $166,610 $138,105 $205,200 27 Attachment 1
HUMAN RESOURCES
Human Resources (HR) recruits, develops, and retains a diverse, well-qualified workforce that reflects the high standards of the community, and leads the City Departments in positive employee relations, talent management, succession planning, and employee engagement. Services include employee orientation, recruitment, performance assessment, compensation and job classification assessments, safety and wellness programs, and organization development. HR Staff is responsible for negotiating Memorandums of Understanding with the City’s three labor bargaining units, subject to Council direction and approval.
The HR divisional budget includes funding for implementing new employee supplemental benefits, managing an updated and expanded citywide safety program, and digitizing personnel records using Laserfiche. Funding for the staff appreciation events, such as the annual holiday party, is now separately reflected in the budget under Employee Appreciation.
HR
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-111-13-42001 Contract Services $8,100 $6,404 $90,000 101-111-13-42002 Recruiting Services 71,100 18,652 57,500 101-111-13-42009 Advertising & Legal Notice 7,900 1,828 6,000 101-111-13-42101 Office Supplies 500 219 500
101-111-13-42102 Publications & Subscriptions 1,700 125 25,300 101-111-13-42301 Training & Education 1,500 888 6,000
101-111-13-42302 Conferences & Meetings 8,800 36 3,800
101-111-13-42304 Dues & Memberships 6,100 0 680
101-111-13-42306 Employee Programs 3,000 83 6,000
101-111-13-42307 Employee Appreciation Costs 18,500 26,093 20,000 101-111-13-42403 Printing 400 381 400
101-111-13-42410 Pre-employment Costs 3,000 2,680 4,000 Services & Supplies Subtotal $130,600 $57,387 $220,180
INFORMATION TECHNOLOGY
Information Technology (IT) provides innovative and secure technology solutions that support City departments in delivering quality services to the community. The purpose of IT is to provide a broad range of high-quality technology-related solutions to employees, departments, Councilmembers, and the community. In addition, IT supports and 28 Attachment 1
continuously improves essential technology infrastructure for enabling day-to-day operations of the City.
IT
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-111-14-42001 Contract Services $45,605 $33,957 $214,000 101-111-14-42102 Publications & Subscriptions 254,328 301,795 220,210 101-111-14-42105 Materials and Supplies 0 408 500
101-111-14-42106 Small Tools and Equipment 1,200 0 0
101-111-14-42202 Equipment Maintenance 23,100 9,850 8,750 101-111-14-42301 Training & Education 2,612 3,918 10,000 101-111-14-42302 Conferences & Meetings 0 0 5,500
101-111-14-42304 Dues & Memberships 0 0 700
101-111-14-42405 Telephone and Communications 109,500 140,799 125,000 101-111-14-42407 Computer Non capital 2,000 2,136 40,000 Services & Supplies Subtotal $438,345 $492,863 $624,660 29 Attachment 1
CITYWIDE (NON-DEPARTMENTAL)
Citywide, or Non-Departmental costs, are expenses that are spread across the entire organization. These items include the unfunded pension liability, the City’s insurance premiums for general liability and property insurance, and the City’s share of costs toward retiree healthcare. Other operational expenses include utilities, property tax assessments and the administrative fee charged by Monterey County for property tax collection.
BUDGET SUMMARY AND SERVICE IMPACTS
▪ In addition to the employer contribution toward retirement for City employees, the City also is responsible for pension obligations for the unfunded actuarial liability (“UAL”). This amount increases by $408,672 or 18%, in FY 25-26 compared to the FY 24-25 Adopted Budget. The FY24-25 lump sum payment was paid in July 2024 for a savings of $76,865
▪ The City will pay the annual lump sum UAL in July, which will result in approximately $87,633 of interest savings.
▪ On September 7, 2021, Council authorized the adoption of a Section 115 Trust known as the Public Agencies Post Employment Benefits Trust administered by the Public Agency Retirement Service (PARS). Since then, City staff has deposited four (4) $1 million annual contributions into the Trust, which were approved by Council to be made over a period of five years. The City will be contributing the fifth and final annual $1 million tranche into the Section 115 Trust in FY 25-26. ▪ The City’s liability insurance premiums are budgeted at $1,103,940, an increase by $125,000, or 11%.
▪ The utility expenses for the Forest Theater are separated out for tracking purposes, as required by the lease with the Pacific Repertory Theater.
Non-Departmental
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-130-00-42501 Liability Insurance Premium $1,102,500 $979,407 $1,103,940 101-130-00-42503 PERS UAL Payment 2,299,486 2,298,486 2,708,158 101-130-00-42504 Insurance Claims Paid 50,000 0 100,000 101-130-00-42505 Utilities 324,500 396,481 464,000
101-130-00-42506 Property Tax Assessments 100,000 94,134 100,000 101-130-00-42508 Unemployment Costs 15,000 10,541 15,000 101-130-00-42510 Retiree Health Share 95,000 84,207 87,000 101-130-00-42511 County Property Tax Admin Fees 98,000 98,000 75,000 101-130-00-42512 Forest Theater Utilities 10,000 0 10,000 Total $4,094,486 $3,961,255 $4,663,098
30 Attachment 1
ECONOMIC DEVELOPMENT
Two of the City’s unique facilities include the performing arts venue known as the Sunset Community and Cultural Center and the Forest Theater, an outdoor amphitheater. These locations support musical performances, lectures and other cultural activities that enhance the quality of life for residents and promote the City and the Monterey Peninsula as an artistic and cultural destination.
In 2017, the City entered into a lease agreement with the Sunset Cultural Center, Inc. (SCC) for the management of these facilities and the terms of the lease require the City to make an annual grant to SCC to support operations. In 2021, Sunset Cultural Center, Inc.’s management of the Forest Theater ended. The annual grant for management of only Sunset Center remains in the budget.
In 2021, the City entered into a lease agreement with Pacific Repertory Theater (Pac Rep) for the management of the Forest Theater. This new lease does not require an operational grant payment. Rather, the City pays for a portion of utilities and repairs, which are budgeted in the Citywide (Non-Departmental) and Public Works budgets, respectively.
The City funds two organizations, Visit Carmel and See Monterey to manage visitors. Visit Carmel, as the City’s destination marketing organization (DMO), maintains the City’s official travel website (www.carmelcalfornia.com) and develops targeted and seasonal marketing campaigns to encourage visitors to stay overnight, dine, and shop within the Village. See Monterey, as the DMO for all of Monterey County, works to manage and educate visitors coming to the broader County who may also choose to visit Carmel-by-theSea.
In addition to supporting these visitor management organizations with General Fund revenues, the City also collects a tourism improvement district assessment from its lodging establishments on behalf of the County and remits these pass-thru funds to See Monterey on a bi-monthly basis. The City also collects an assessment on lodging through the Carmel Hospitality Improvement District and remits these funds to Visit Carmel for the marketing of overnight stays within the Village during mid-week and the non-peak season. As of January 1, 2019, the City also began collecting an assessment from full-service restaurants on behalf of the Carmel Restaurant Improvement District (CRID) and remits these funds to Visit Carmel for marketing efforts to increase food and beverage sales within the City. An ordinance of the City Council renewed the CRID for a term of nine years and six months beginning January 1, 2024 and ending on June 30, 2033.
Another partner agency is the Carmel Chamber of Commerce, which operates the Visitor Center in town, publishes a comprehensive visitor guide, and assists businesses. The Chamber also supports small businesses and provides services to assist its members, including listing businesses on the Chamber website, providing educational programs, 31 Attachment 1
conducting outreach with businesses via weekly business walks with City elected officials and staff and marketing opportunities to “shop locally”.
BUDGET SUMMARY AND SERVICE IMPACTS
Funding for Visit Carmel has and continues to be budgeted in the amount of $120,000 annually. Funding to See Monterey is $270,000, which equates to 3% of the FY 25-26 Transient Occupancy Tax revenue budget of $9.1 million.
Marketing & Economic Development
Account Number Details FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-122-00-42008 SCC- Sunset Center Operating Grant $750,000 $750,000 $750,000 101-122-00-42008 See Monterey 226,297 226,297 270,485
101-122-00-42008 Visit Carmel 120,000 120,000 120,000
101-122-00-42008 Carmel Chamber of Commerce 60,000 60,000 60,000 Total $1,156,297 $1,156,297 $1,200,485
32 Attachment 1
LIBRARY AND COMMUNITY ACTIVITIES
LIBRARY
The Library is an efficient medium for the free and
equitable distribution and exchange of books,
information, and ideas; and a recognized social
center providing the community with a place to
learn, interact and gather. The Library aspires to be
a welcoming place, in-person and virtually, where
reading, learning and imagination thrive; a
recognized leader and respected voice in our
community; and a model library in our industry.
A five-member Board of Trustees appointed by the
City Council governs the Library. The Harrison
Memorial Library Board of Trustees, the Carmel
Public Library Foundation, Harrison Memorial
Library Friends of the Library, and the City work
together in partnership to sustain the vital and
historic tradition of providing free public library service of excellent quality for the residents and visitors of the City of Carmel and the Monterey Peninsula. 2024-2025 WORKLOAD INDICATORS / PERFORMANCE MEASURES
▪ 19,773 reference and information questions were answered. ▪ 4,253 library cards were issued.
▪ 84,967 library items were circulated.
▪ 6,841 people attended library programs.
▪ 136,542 visits were made to the library.
▪ 9,723 log-ins were made to library wi-fi.
▪ 115,162 digital items (e-books, audios, magazines, films, music) were accessed. ▪ 10 new oral history interviews were captured.
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Increased the number and type of Adult programs at the Harrison Library, including music, crafts, educational, history, and games - encouraging community connection both among adults and intergenerationally.
33 Attachment 1
▪ Reconfigured the vault in the Local History Department to better align with archival standards for storage.
▪ Negotiated a contract with the Carmel Public Library Foundation for the funding of the renovation of the Harrison Memorial Library
2025-2026 PRIORITIES
▪ Begin working on accomplishing new Library Strategic Plan objectives including resource sharing with Monterey and Pacific Grove Libraries.
▪ Develop a plan and cost analysis for the relocation of library services during the Harrison Memorial Library renovation project
BUDGET SUMMARY AND SERVICE IMPACTS
The City funds the personnel and building maintenance costs for operating the Main and Park Branch libraries. The sources of funding for library materials, programs and services are the Carmel Public Library Foundation, the Friends of the Library, and other donations.
Library
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-120-00-41001 Salaries $920,168 $787,355 $891,531
101-120-00-41003 Salaries -Part time 301,662 111,175 258,518 101-120-00-41101 Retirement 58,669 52,159 55,657
101-120-00-41103 Deferred Compensation 15,600 10,163 11,152 101-120-00-41104 Health Insurance 158,212 126,199 154,350 101-120-00-41105 Social Security 18,703 6,029 16,028
101-120-00-41106 Medicare 17,716 12,924 16,676
101-120-00-41107 LTD/STD/Life 1,205 978 1,350
101-120-00-41108 Worker's Comp 30,324 45,503 57,804
101-120-00-41109 Benefits-MOU Obligations 16,640 14,082 14,560 Salaries & Benefits Subtotal $1,538,899 $1,166,567 $1,477,626 101-120-00-42001 Contract Services $6,530 $5,539 $10,500 Services & Supplies Subtotal $6,530 $5,539 $10,500
Total $1,545,429 $1,172,106 $1,488,126
34 Attachment 1
COMMUNITY ACTIVITIES
The Community Activities Department
encourages and supports the interaction
of neighbors, friends, families and
visitors through the shared experience of
special events, programs, and gatherings
which bring the community together
virtually and in-person safely on the
City’s streets and in its parks and create
opportunities to interact, celebrate,
enrich people’s lives, and promote
inclusiveness.
The Community Activities Department facilitates the weekly Farmers’ Market, permitting special events, beach events, and filming, in addition to organizing the City’s annual special events (Memorial Day, 4th of July, Sandcastle Contest, Pumpkin Roll, Halloween Parade, Veteran’s Day, Homecrafters’ Marketplace, and Holiday Menorah and Tree-lighting). 2024-2025 WORKLOAD INDICATORS / PERFORMANCE MEASURES
▪ Planned and facilitated ten City special events
▪ An estimated 6,000 people attended City Special Events. ▪ Issued 53 event, beach, and film permits.
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Collaborated with Public Works on a combined Community, Earth, and Arbor Day celebration, in addition to
the annual Community Day
event in the Fall.
▪ Continue to work with Car
Week event organizers to
build Car Week in Carmel
back to something like it
was pre-pandemic.
2025-2026 PRIORITIES
▪ Explore potential new
initiative and events with
community partners.
▪ Explore options for a new Community Activities Commission with commissioners. 35 Attachment 1
▪ Continuing to facilitate community gatherings and
special events, and ensure that processes are streamlined and conducive to encouraging events within the bounds of current city regulations.
▪ Continue to keep the Council informed on new
initiatives and provide report outs on items like Car Week and the Farmers’ Market.
BUDGET SUMMARY AND SERVICE IMPACTS
Community Activities Department expenses include costs for advertising, banners and signage, event and office supplies for City events, equipment replacements, Community Activities Commission initiatives, and the Farmers’ Market.
Community Activities
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-121-00-41001 Salaries $154,116 $48,282 $60,403
101-121-00-41101 Retirement 14,672 4,593 5,370
101-121-00-41103 Deferred Compensation 2,100 600 1,200
101-121-00-41104 Health Insurance 35,379 5,351 13,770
101-121-00-41106 Medicare 2,235 675 1,291
101-121-00-41107 LTD/STD/Life 205 57 203
101-121-00-41108 Worker's Comp 9,948 4,375 5,558
101-121-00-41109 Benefits-MOU Obligations 2,080 0 0
Salaries & Benefits Subtotal $220,735 $63,933 $87,795
101-121-00-42001 Contract Services $88,245 $90,226 $111,040 101-121-00-42005 Community Promotions 23,465 13,578 9,340 101-121-00-42009 Advertising and Legal Notice 8,300 2,381 6,950 101-121-00-42101 Office Supplies 250 253 200
101-121-00-42403 Printing 300 362 1,440
Services & Supplies Subtotal $120,560 $106,800 $128,970 Total $341,295 $170,732 $216,765
36 Attachment 1
COMMUNITY PLANNING AND BUILDING
The Community Planning and Building Department (CPB) includes the Planning, Building and Code Compliance Divisions and is responsible for preserving community character while fostering a vibrant community and a high quality of life for its residents, businesses and visitors.
PLANNING
The Planning Division processes current development applications, maintains the General Plan, and ensures that capital programs, zoning and other activities of the City are consistent with the goals and policies of the Plan.
BUILDING SAFETY
The Building Safety Division is responsible for plans examination and inspections of City and private development projects to ensure compliance with building codes.
CODE COMPLIANCE
The Code Compliance Division ensures compliance with the City Municipal Code. This function includes public education and outreach on existing laws and resolving code violations.
37 Attachment 1
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Continued implementation of the CPB 2019 strategic plan, with a focus on customer service, technology, and streamlining processes.
▪ Began year one of eight to implement the
General Plan Housing Element and utilize State
grant funding through the Regional Early Action
Planning (REAP) 2.0 program.
▪ Adopted Phase 2 (final phase) of the Historic
Context Statement update.
▪ Completed a successful recruitment to install a
new Director of Community Planning and Building
▪ Engaged staff to participate in more training
opportunities to continue the professionalization
and growth of the Community Planning and
Building Department.
▪ Certified LCP Amendment for Citywide Wireless
Ordinance
2025-2026 PRIORITIES
▪ Complete the scanning/digitizing of rolled
building plans currently in storage at Vista Lobos.
▪ Formalize a Long-Range Planning work plan to help with planning and tracking ordinance related tasks.
▪ Adopt the General plan Safety Element updates by December 2025 ▪ Adoption of: (1) updated Accessory Dwelling Unit Ordinance; (2) updated Beach Fire Ordinance.
▪ Adoption of updated Design Guidelines and Zoning Code through the Design Traditions 1.5 Project.
38 Attachment 1
BUDGET SUMMARY AND SERVICE IMPACTS
Community Planning & Building
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-115-00-41001 Salaries $1,305,494 $1,073,094 $1,561,919 101-115-00-41005 Overtime 3,623 1,662 0
101-115-00-41101 Retirement 81,116 53,787 83,399
101-115-00-41103 Deferred Compensation 10,200 7,369 11,896 101-115-00-41104 Health Insurance 348,542 232,628 327,028 101-115-00-41106 Medicare 20,423 15,052 22,648
101-115-00-41107 LTD/STD/Life 1,664 1,223 1,994
101-115-00-41108 Worker's Comp 30,330 51,954 69,768
101-115-00-41109 Benefits-MOU Obligations 20,800 18,534 22,880 Salaries & Benefits Subtotal $1,822,192 $1,455,303 $2,101,532 101-115-00-42001 Contract Services $344,833 $304,719 $209,135 101-115-00-42009 Advertising and Legal Notice 500 0 0
101-115-00-42101 Office Supplies 6,400 1,820 7,100
101-115-00-42102 Publications & Subscriptions 1,425 334 18,138 101-115-00-42104 Safety Equipment and Supplies 2,700 0 1,700 101-115-00-42107 Gas and Oil 250 0 100
101-115-00-42115 Other Supplies 3,950 1,694 4,300
101-115-00-42301 Training & Education 12,305 5,099 11,305 101-115-00-42302 Conferences & Meetings 10,150 4,045 10,700 101-115-00-42304 Dues & Memberships 5,880 1,095 6,760
101-115-00-42403 Printing 1,000 2,001 1,150
Services & Supplies Subtotal $389,393 $320,807 $270,388 Total $2,211,584 $1,776,110 $2,371,920
Planning contract services ($79,200 total) includes items such as Safety Element updates, Housing Element Amendments, and GIS updates. The City will receive various State grant awards to offset some of the contract services associated with the Housing Element implementation.
In an effort to continue professionalizing and growing the Board and Commission members along with the Community Planning and Building Department staff, the overall budget for training and education has been increased to include training for boards and commissions.
39 Attachment 1
Community Planning & Building: Planning
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-115-20-42001 Contract Services $239,033 $290,471 $79,200 101-115-20-42009 Advertising and Legal Notice 500 0 0
101-115-20-42101 Office Supplies 6,400 1,820 7,100
101-115-20-42102 Publications & Subscriptions 1,425 244 1,138 101-115-20-42104 Safety Equipment and Supplies 2,700 0 1,700 101-115-20-42115 Other Supplies 1,750 1,262 575
101-115-20-42301 Training & Education 6,825 2,994 6,825 101-115-20-42302 Conferences & Meetings 4,000 1,859 4,000 101-115-20-42304 Dues & Memberships 3,800 750 4,680
101-115-20-42403 Printing 1,000 2,001 1,150
Services & Supplies Subtotal $267,433 $301,401 $106,368 Community Planning & Building: Building
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-115-21-42001 Contract Services $90,800 $14,026 $114,935 101-115-21-42102 Publications & Subscriptions 0 90 17,000 101-115-21-42107 Gas and Oil 250 0 100
101-115-21-42115 Other Supplies 2,200 431 2,225
101-115-21-42301 Training & Education 4,480 2,105 4,480 101-115-21-42302 Conferences & Meetings 3,350 2,114 4,300 101-115-21-42304 Dues & Memberships 2,080 345 2,080
Services & Supplies Subtotal $103,160 $19,112 $145,120
Community Planning & Building: Code Compliance
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-115-22-42001 Contract Services $15,000 $222 $15,000 101-115-22-42115 Other Supplies 0 0 1,500
101-115-22-42301 Training & Education 1,000 0 0
101-115-22-42302 Conferences & Meetings 2,800 71 2,400
Services & Supplies Subtotal $18,800 $293 $18,900
40 Attachment 1
PUBLIC WORKS
The mission of the Public Works Department is to plan, design, construct, operate, and maintain public infrastructure, streets, sidewalks, storm drains, building facilities, the urban forest, parks, and beach that contribute to the health, safety, and well-being of the Village. Public Works consists of an administrative unit and five operating divisions with responsibilities as follows:
ADMINISTRATION
The Administration Division prepares Council agenda reports, monthly status reports, and annual 5-year Capital Improvement Plan, make presentations, serves as Executive Team liaison to the Forest and Beach Commission and on the Transportation Agency for Monterey County Technical Advisory Committee (TAMC TAC) and Traffic Safety Committees, liaison to volunteer groups throughout the City, performs engineering services, and provides administrative support, budgeting, scheduling, and performance oversight of the operating divisions.
STREET MAINTENANCE
The Street Maintenance Division supervises Public Works field personnel, prioritizes and allocates equipment, tools, and material resources, repairs streets, potholes, sidewalks, curbs, fencing, storm drainage system, berms, traffic signs, striping, and pavement markings, performs street sweeping, provides fleet maintenance services, reviews utility and encroachment permit applications, supports City events, and provides emergency response.
FACILITIES MAINTENANCE
The Facilities Maintenance Division maintains and repairs 20 City-owned buildings and facilities with 137,000 square feet, including 8 historic buildings nearly 100 years old, supports facility renovation capital improvements, oversees janitorial contract, obtains quotes and manages building trade contractors, implements ADA projects, and performs annual fire safety apparatus, generators, and
backflow inspections.
ENVIRONMENTAL COMPLIANCE
The Environmental Compliance Division enforces
State storm water quality and waste
reduction/recycling regulations, oversees the City’s
waste hauler contract, implements Climate Action
and Adaptation Plan projects, serves on ReGen
Monterey and Monterey Regional Stormwater
41 Attachment 1
Management Program TAC committees, manages sensitive projects in the North Dunes and Mission Trail Nature Preserve (MTNP), evaluates energy reduction initiatives, and coordinates with partners on resiliency, environmental, and sustainability-focused projects.
FORESTRY, PARKS AND BEACH
The Forestry, Parks and Beach Division performs tree
management for 12,000+ City trees, including planting, pruning, and removal services, prepares reports and presentations for Forest & Beach Commission meetings, maintains eight City parks, Carmel Beach, open spaces, and landscaped islands, collaborates with volunteer organizations, processes tree removal/pruning permits, reviews private development
applications, manages multiple on-call tree care and landscape maintenance service contractors, and provides emergency response during storms.
PROJECT MANAGEMENT
The Project Management Division implements planning, engineering, design, public bidding, and construction- of capital improvement projects, including transportation, drainage, and facility renovation projects, performs condition assessments, manages consultants and contractors, coordinates with utilities and other City departments, prepares special conditions of approval for major encroachment permits, checks technical reports and plans, obtains permits, and prepares specifications, contract documents, and cost estimates.
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
Street and Sidewalk Maintenance
▪ Used 28 tons of asphalt for in-house street repairs.
▪ Installed a split rail fence on Ocean Avenue (San Antonio to Del Mar). ▪ Created and installed new bus parking signs on Junipero Street and Carmel Plaza. ▪ Completed slurry seal of the City Hall parking lot.
▪ Completed the AB 413 daylighting changes.
▪ Began the 24/25 Drainage Repair Project.
▪ Implemented new sidewalk survey software.
▪ Repaired dozens of downtown sidewalks and associated tree wells.
Habitat Restoration & Environmental Oversight
▪ Supported volunteer and reporting efforts at the North Dunes Habitat Restoration Area with Native Solutions and Denise Duffy & Associates. 42 Attachment 1
▪Installed new signage and created trail
maps at all five entrances of Mission Trail
Nature Preserve (MTNP) with Friends of
MTNP (FOMTNP).
▪Oversaw MTNP 3 Streams Project
compliance with ACOE, RWQCB, and
CDFW permits.
▪Regularly cleaned the beach and
conducted in-house sand redistribution at
Del Mar Dunes and cleaned log piles in Rio
Park.
▪Implemented Phase 2 of the Sea Level
Rise/Coastal Adaptation Strategies
presented to Planning and Forest & Beach Commissions.
▪ Launched a new Sea Level Rise/Adaptation Strategies Community Survey. ▪ Repaired six beach access stairways under two Emergency Coastal Development Permits.
▪ Conducted bird nesting surveys in compliance with the Migratory Bird Treaty Act and the California Fish and Game Code.
Stormwater & Waste Management
▪ Revamped SB 1383 waiver program and CalRecycle procurement records. ▪ Updated restaurant stormwater inspection records.
▪ Submitted the 2024 Stormwater Annual Report to the Regional Water Quality Control Board.
▪ Conducted bi-annual stormwater trainings for Police and Fire Departments. ▪ Supported Monterey Regional Stormwater Management Program as a Training & Contract subcommittee member.
▪ Worked with ReGen to compile the Electronic Annual Report (EAR) to CalRecycle.
Facilities Improvements & Repairs
▪ Constructed three new Public Works offices and one
cubicle at Vista Lobos; remodeled restroom and began
window frame replacements.
▪ Upgraded Sunset Center’s Carpenter Hall heating
system and Yoga Cottage roof tiles.
▪ Replaced commercial roll-up doors, faulty Fire Station door motor, and installed additional panic alarms at
Public Works and libraries.
▪ Upgraded electrical panels (Ocean/Junipero), lighting (Flanders Mansion garage), and 911 public phones
citywide.
43 Attachment 1
▪ Completed painting projects at Harrison Memorial Library and Sunset Center; replaced sheetrock at Park Branch Library.
▪ Restored Flanders Mansion front door and repaired the skylight at Forest Hill Park tennis court restroom.
▪ Repaired City Hall sump system, replaced ceiling tiles, and painted the lobby. ▪ Completed Devendorf Park pond UV filtration system and Del Mar beach restroom drainage repairs.
▪ Painted Del Mar restrooms and repaired Piccadilly Park’s artistic fountain. ▪ Repaired and upgraded Public Works rear access gate system. ▪ Performed city-wide window cleaning, gutter cleaning, and ADA/key control upgrades at City Hall and Public Works.
Urbanized Forest, Parks & Landscaping
▪ Removed over 175 dead, dying, or diseased trees and removed over 300 stumps, far exceeding our goals set for Year 1 of our 3-Year ‘Catch-Up Plan’ to address a backlog of tree-related work.
▪ Evaluated and rendered a decision on 300+ permits applications for tree prunings or removals.
▪ Maintained 48 landscaping sites throughout the City by management of an on-call contractor.
▪ Identified over 100 locations with lines attached to tall tree stumps which are being used as utility poles and began the removal of dozens with the aid and coordination of utility companies.
▪ Continued the deliberate, collaborative, and precise development of the Carmel Forest Master Plan alongside feedback from our residents, the Steering Committee, and our on-call ecologist.
44 Attachment 1
▪ Completed beautification projects, including re-landscaping Ocean Avenue medians, and transitioned the Scenic pathway maintenance to City oversight, previously led by Carmel Cares.
▪ Worked closely with our partners FOMTNP and Friends of Carmel Forest to enhance our downtown beauty by planting the ‘right tree, right location’ model, as well as managing the removal of invasive tree species, plants, and mastication surrounding walking trails.
▪ Assumed administrative responsibility of the tree permit process from the Community Planning & Building Department.
▪ Updated and streamlined the tree permit process to merge all applications onto one form, both digitally and hard copies.
Community Engagement & Events
▪ Held the third annual Earth/Arbor Day Celebration.
▪ Installed dozens of new Ribbon Cans and replaced several lids. ▪ Held Workshop for the Carmel Local Coastal Program Sea Level Rise/Adaptation Strategies.
▪ Held ceremony for new Red Eagle sign installation.
▪ Worked with FOMTNP and presented e-bike regulations to the Forest & Beach Commission.
▪ Held multiple Community meetings for the Carmel Forest Management Plan. ▪ Coordinated with TAMC to hold the Regional Vision Zero Action Plan Public Workshop.
2025-2026 PRIORITIES
▪ Procure Compact Track Loader and two EV pickup trucks ▪ Start the Conglomerate Paving Project and Sidewalk Replacement CIP ▪ Design/construction of shoreline infrastructure repairs ▪ Construct the Fourth Avenue outfall
▪ Construct the Junipero bypass drainage project
▪ Design MTNP stream projects 4 & 5
▪ Develop a Copper Policy
▪ Implement beautification projects, notably the re-landscaping of the First Murphy park
▪ Install new split rail fencing at the north end of the North Dunes Habitat Restoration Area
▪ Construct four of the Carmel Beach Coastal Protection and Access Improvements Projects
▪ Continue North Dunes Restoration Improvements and Reporting ▪ Prepare a new Amendment to the Coastal Development Permit for the North Dunes Habitat Restoration Area
45 Attachment 1
▪ Repair retaining walls at Sunset Center
▪ Install insulated windows at Fire station and upgrades to accommodate fire engine ▪ Fire service backflows upgrades for City Hall and both libraries ▪ Conduct Phase II of Sunset Center painting
▪ Replace over a dozen windows at Park Branch Library
▪ Complete Sunset Center Yoga center re-roofing
▪ City Hall exterior shingles replacement and handrail painting ▪ Flanders Mansion window frame/gutter painting
▪ First Murphy House painting, water intrusion, dry rot repairs ▪ Repair of leaks into Public Works garage
▪ Complete Year 2 goals (128 dead & dying tree removals and 220+ stump removals) of our 3-Year ‘Catch-Up Plan’ to address a backlog of tree-related work. 46 Attachment 1
BUDGET SUMMARY AND SERVICE IMPACTS
Public Works Department Total
Account
Number
Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-00-41001 Salaries $2,641,852 $2,210,445 $2,835,400 101-119-00-41005 Overtime 15,000 10,869 11,000
101-119-00-41101 Retirement 174,564 143,655 175,756
101-119-00-41103 Deferred Compensation 26,523 19,375 16,669 101-119-00-41104 Health Insurance 631,333 453,890 676,760 101-119-00-41106 Medicare 39,190 31,838 41,272
101-119-00-41107 LTD/STD/Life 3,287 2,574 3,989
101-119-00-41108 Worker's Comp 130,340 103,908 133,155
101-119-00-41109 Benefits-MOU Obligations 39,520 34,046 39,520 Salaries & Benefits Subtotal $3,701,609 $3,010,602 $3,933,521 101-119-00-42001 Contract Services $2,416,862 $988,480 $1,439,125 101-119-00-42009 Advertising and Legal Notice 5,000 2,364 4,075 101-119-00-42101 Office Supplies 3,000 1,894 6,000
101-119-00-42102 Publications & Subscriptions 8,000 9,922 19,000 101-119-00-42104 Safety Equipment and Supplies 10,000 11,717 11,000 101-119-00-42105 Materials and Supplies 257,650 222,556 269,475 101-119-00-42106 Small Tools and Equipment 4,095 55 17,500 101-119-00-42107 Gas and Oil 30,000 26,592 38,000
101-119-00-42202 Equipment Maintenance 20,405 2,906 12,000 101-119-00-42203 Vehicle Maintenance 38,000 26,967 39,500 101-119-00-42301 Training & Education 15,000 1,605 14,000 101-119-00-42304 Dues & Memberships 3,180 0 4,060
101-119-00-42403 Printing 2,000 0 0
101-119-00-42408 Permits and Licenses 13,200 17,721 14,500 101-119-00-42409 Rentals 10,000 4,980 10,000
Services & Supplies Subtotal $2,836,392 $1,317,760 $1,898,235 Total $6,538,001 $4,328,362 $5,831,756
ADMINISTRATION
The Administration Division budget includes funding for Contract Services ($19,700), including uniforms and software contracts, training ($14,000), subscriptions ($19,000), and office supplies ($6,000).
47 Attachment 1
PW Administration
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-40-42001 Contract Services $32,200 $15,514 $19,700 101-119-40-42009 Advertising and Legal Notice 5,000 2,364 4,075 101-119-40-42101 Office Supplies 3,000 1,894 6,000
101-119-40-42102 Publications & Subscriptions 8,000 9,922 19,000 101-119-40-42104 Safety Equipment and Supplies 10,000 11,717 11,000 101-119-40-42301 Training & Education 15,000 1,605 14,000 101-119-40-42304 Dues & Memberships 3,180 0 4,060
101-119-40-42403 Printing 2,000 0 0
Services & Supplies Subtotal $78,380 $43,017 $77,835
STREET MAINTENANCE
The Street Maintenance Division budget includes funding for Materials and Supplies ($71,500) for mutt mitts ($30,000), asphalt, sidewalk pavers, and traffic paint, Equipment and Vehicle Maintenance ($39,500), Fuel ($38,000), and Contract Services ($61,300).
PW Street
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-41-42001 Contract Services $66,000 $56,220 $61,300 101-119-41-42105 Materials and Supplies 81,100 84,362 71,500 101-119-41-42106 Small Tools and Equipment 4,095 55 17,500 101-119-41-42107 Gas and Oil 30,000 26,592 38,000
101-119-41-42202 Equipment Maintenance 20,405 2,906 12,000 101-119-41-42203 Vehicle Maintenance 38,000 26,967 39,500 101-119-41-42409 Rentals 10,000 4,980 10,000
Services & Supplies Subtotal $249,600 $202,081 $249,800
FACILITIES MAINTENANCE
The budget for the Facilities Maintenance Division includes funding for Contract Services ($624,585) including janitorial ($289,085), alarm monitoring, and generator services, HVAC, plumbing, roofing, and electrical repairs, and Materials & Supplies ($99,500) for doors, hardware, lighting, filters, plumbing, and first aid supplies. 48 Attachment 1
PW Facilities
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-42-42001 Contract Services $606,762 $492,207 $624,585 101-119-42-42105 Materials and Supplies 94,350 75,132 99,500 Services & Supplies Subtotal $701,112 $567,339 $724,085
ENVIRONMENTAL COMPLIANCE
The Environmental Compliance Division budget includes funding for Contract Services ($248,200), including SB1383 implementation, recycling containers, and waste hauler oversight ($8,200), stormwater quality enforcement and watershed monitoring ($26,000).
Cleaning of storm drains, on-call environmental consultants, and climate change initiatives, and Permits and Licenses ($14,500) for stormwater and Air Resources District permits and MTNP invasive removals and North Dunes habitat monitoring services.
PW Environmental Compliance
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-43-42001 Contract Services $282,700 $63,202 $188,200 101-119-43-42408 Permits and Licenses 13,200 17,721 14,500 Services & Supplies Subtotal $295,900 $80,923 $202,700
FORESTRY, PARKS AND BEACH
The Forestry, Parks, and Beach Division budget includes funding for Contract Services ($545,3400), including tree contractors for removals, pruning, stump grinding, MTNP tree work, beautification projects, landscape maintenance contract ($183,500), and materials and supplies ($98,475).
PW Forest & Beach
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-119-45-42001 Contract Services $1,429,200 $361,336 $545,340 101-119-45-42105 Materials and Supplies 82,200 63,062 98,475 Services & Supplies Subtotal $1,511,400 $424,398 $643,815 49 Attachment 1
Type of Expenditure Budget %
Tree Related Services $ 242,500 38%
Landscaping Services 230,500 36%
MTNP 71,840 11%
New trees/plants 41,500 6%
Equipment 13,500 2%
Landscaping & Irrigation Materials 43,975 7%
Total $ 643,815 100%
Tree Related
Services
38%
Landscaping
Services
36%
MTNP
11%
New trees/plants
6%
Equipment
2%
Landscaping & Irrigation Materials
7%
FY25-26 Forestry, Parks & Beach Expenditure Detail
50 Attachment 1
PUBLIC SAFETY
The Director of Public Safety/Police Chief manages the Public Safety Department and three distinct functions:
POLICE DEPARTMENT
The Police Department is responsible for law enforcement and crime prevention within the City. The mission of the Department is to protect and serve, with the primary responsibility of ensuring the rights of citizens and visitors to live in peace and safety. It also oversees the management and operation of the Emergency Operations Center; the Volunteers in Policing Program (VIPs) that assists with daily clerical activities, errands, public outreach and special events and the City Community Emergency Response Team (CERT) of volunteers ready to assist the community during an emergency situation.
FIRE DEPARTMENT
The Fire Department is primarily responsible for saving lives and protecting property through the prevention and control of fires. The Fire Department has operated under a contract with the City of Monterey since 2012. The Public Safety Department manages the contract with the City of Monterey and is responsible for oversight of needed equipment and supplies.
CARMEL FIRE AMBULANCE
Carmel Fire Ambulance provides advanced life
support ambulance service to the residents of
Carmel-by-the-Sea. Ambulance staffing includes
paramedic-firefighters and emergency medical
technician-firefighters to provide front line
medical emergency response and all-hazard
response as a key component of the City’s public
safety services.
2024-2025 INITIATIVES AND ACCOMPLISHMENTS
▪ Vacancies were filled to include, (1) Police Commander, (1) Police Officer, and (3) Dispatchers.
▪ Began developing new contract language for Fire services with the City of Monterey. ▪ A new radio tower was purchased in conjunction with Monterey County and a grant through the Bay Area Urban Areas Security Initiative (UASI). The installation of the tower was completed allowing the police department to communicate with other county agencies on the digital network.
▪ The police department purchased three electric vehicles, including two for patrol use. 51 Attachment 1
▪ Volunteer groups like (VIPS) volunteers in policing and (CERT) Community Emergency Response Team were utilized during a number of emergencies and community events.
▪ Completion for the AB481 legal requirement to inform the public about the police department’s use of Military Equipment.
▪ Implementation of AB413 “Daylighting Bill” to protect pedestrians at curbed crosswalks throughout the village.
▪ Completion for the Flock Camera Ad Hoc Committee resulting in a change in the number, use, and location of Flock Cameras in the village.
2025-2026 PRIORITIES
▪ Continue recruitments to fill additional Police Officer positions and be fully staffed. ▪ Continue work towards the completion of the Police Department Remodel Project. ▪ Resolution of the proposed Ambulance Merger with Monterey Fire. ▪ Update the City Emergency Operations Plan.
▪ Implement a Police Social Media Presence.
▪ Expand the Seniors Helping Seniors program to include an App for seniors needing special care during emergencies.
BUDGET SUMMARY AND SERVICE IMPACTS
POLICE DEPARTMENT
▪ The FY 25-26 Budget reflects a total decrease of $86,000 from the FY 24-25 Budget. ▪ The Department will continue to focus on
patrol and response to public safety needs.
▪ The FY 25-26 Budget reflects a decrease of
$246,000 in services and supplies over the
FY 24-25 Budget. The decrease is primarily
the result of the change in contract service
for the Flock camera system and reduced
vehicle repair costs. Training expenses
were increased to add leadership training
for supervisors, required continued
education training for officers, and academy
training for new hires. Contract services
include expenses critical to operations
including dispatch, jail booking and animal
services provided by Monterey County;
tasers, body and surveillance cameras and
associated maintenance costs.
52 Attachment 1
Police
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-116-00-41001 Salaries $706,786 $595,605 $897,295
101-116-00-41002 Salaries -Safety 2,173,856 1,813,760 2,389,538 101-116-00-41005 Overtime 0 0 37,500
101-116-00-41006 Overtime -Safety 395,000 519,579 112,500 101-116-00-41009 Holiday in Lieu 160,018 146,433 116,197 101-116-00-41101 Retirement 56,159 42,909 58,227
101-116-00-41102 Retirement -Safety 364,915 314,180 287,018 101-116-00-41103 Deferred Compensation 176,051 205,953 198,322 101-116-00-41104 Health Insurance 531,906 370,994 636,750 101-116-00-41106 Medicare 47,397 46,592 51,786
101-116-00-41107 LTD/STD/Life 3,117 2,470 3,084
101-116-00-41108 Worker's Comp 188,860 141,590 179,870
101-116-00-41111 Uniform Allowance 23,040 21,090 18,460 Salaries & Benefits Subtotal $4,827,105 $4,221,156 $4,986,547 101-116-00-42001 Contract Services $365,779 $180,924 $250,000 101-116-00-42005 Community Promotions 4,500 1,600 5,300 101-116-00-42101 Office Supplies 8,800 6,004 8,800
101-116-00-42102 Publications & Subscriptions 420 0 420 101-116-00-42104 Safety Equipment and Supplies 114,000 38,956 50,000 101-116-00-42107 Gas and Oil 55,000 31,614 35,000
101-116-00-42201 Building Maintenance 2,000 229 2,000
101-116-00-42202 Equipment Maintenance 81,200 43,955 85,700 101-116-00-42203 Vehicle Maintenance 93,000 75,734 40,000 101-116-00-42301 Training & Education 36,000 53,418 50,000 101-116-00-42304 Dues & Memberships 1,475 1,755 1,400
101-116-00-42403 Printing 6,300 0 6,300
101-116-00-42404 Shipping/Postage/Freight 600 20 600
101-116-00-42405 Telephone and Communications 9,500 783 10,000 101-116-00-42415 Other Expenditures 24,800 30,389 12,000 Services & Supplies Subtotal $803,374 $465,383 $557,520 Total $5,630,479 $4,686,539 $5,544,067
FIRE DEPARTMENT
▪ The FY 25-26 Budget reflects a total decrease of $111,000 from the FY 24-25 Amended Budget.
▪ Contract services include fire services provided by the City of Monterey ($3,253,597). ▪ The FY 25-26 Budget also includes funding for fuel ($22,000) and vehicle maintenance ($40,000) as Carmel is responsible for vehicle repair and replacement under the contract with Monterey.
53 Attachment 1
Fire
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-117-00-42001 Contract Services $3,382,924 $3,020,982 $3,346,924 101-117-00-42005 Community Promotions 1,000 487 1,000
101-117-00-42103 Medical Supplies 3,000 0 3,000
101-117-00-42104 Safety Equipment and Supplies 13,100 2,402 0 101-117-00-42107 Gas and Oil 19,000 6,260 22,000
101-117-00-42202 Equipment Maintenance 4,450 0 4,500
101-117-00-42203 Vehicle Maintenance 105,000 100,414 40,000 Total $3,528,474 $3,130,544 $3,417,424
CARMEL FIRE AMBULANCE
▪ The FY 25-26 Budget reflects a total decrease of $90,000 from the FY 24-25 Amended Budget.
▪ The budget is based on the City’s current minimum operating cost to maintain management of the ambulance services.
▪ Contract services include station coverage by the City of Monterey as needed ($88,300), ambulance billing ($48,000), Monterey Fire management of Ambulance personnel ($28,000). Other major expenses include medical supplies ($48,000), fuel and vehicle maintenance ($21,000 and $70,000 respectively), safety equipment ($17,500) and required training to maintain credentials ($15,000). 54 Attachment 1
Ambulance
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
101-118-00-41002 Salaries -Safety $828,493 $744,029 $875,140 101-118-00-41006 Overtime -Safety 282,480 262,434 140,000 101-118-00-41009 Holiday in Lieu 53,920 82,137 79,287
101-118-00-41102 Retirement -Safety 118,036 90,627 115,608 101-118-00-41103 Deferred Compensation 5,400 5,100 3,900 101-118-00-41104 Health Insurance 133,767 85,651 159,012 101-118-00-41106 Medicare 14,903 15,507 15,919
101-118-00-41107 LTD/STD/Life 791 623 590
101-118-00-41108 Worker's Comp 101,080 46,288 58,802
101-118-00-41111 Uniform Allowance 5,400 3,000 3,450
Salaries & Benefits Subtotal $1,544,270 $1,335,397 $1,451,708 101-118-00-42001 Contract Services $195,902 $174,497 $200,000 101-118-00-42101 Office Supplies 1,000 0 0
101-118-00-42103 Medical Supplies 48,150 50,338 48,150
101-118-00-42104 Safety Equipment and Supplies 17,500 0 17,500 101-118-00-42107 Gas and Oil 26,000 6,479 21,000
101-118-00-42201 Building Maintenance 10,000 984 5,000
101-118-00-42202 Equipment Maintenance 4,000 994 4,000
101-118-00-42203 Vehicle Maintenance 62,000 41,336 70,000 101-118-00-42301 Training & Education 14,150 1,188 15,000 Services & Supplies Subtotal $378,702 $275,815 $380,650 Total $1,922,972 $1,611,212 $1,832,358
55 Attachment 1
CAPITAL IMPROVEMENT PLAN (CIP)
56 Attachment 1
CAPITAL IMPROVEMENT PLAN
The FY 25-26 Budget includes $7.9 million for capital projects. This level of capital spending represents 20% of the total citywide budget of $39.7 million and requires the use of $5.0 million of the City’s unassigned fund balance. Sales tax revenue generated by Measure C, the City’s local sales tax, also plays a pivotal role in providing a funding source for the City’s capital needs. The presence of state and county gas and transit taxes also provide a consistent base, albeit partial, for much needed street projects. That said, the five-year capital plan points out that, as vital as these funding sources are, they cannot cover the full scope of identified improvements in the long-term requiring that we attend to the highest needs and deferring others until funding becomes available.
Capital outlay funds several types of projects as depicted below in the “FY 25-26 CIP Funding by Category” chart. Streets account for 39% of capital expense, with a proposed budget of $4.38 million, largely funded by revenues the City receives specifically for street maintenance and other transportation-related projects. The FY 25-26 Budget recognizes the importance of facility investments including $1.265 million for deferred facility maintenance items that address Sunset Center elevator, painting and Yoga Center reroof, Forest Theater Stage, Fire station upgrades, City Hall exterior shingles, and Sunset Center Cottage Window Repairs.
Streets
39%
Drainage
3% Facilities
11%
Forest/Park/Beach
25%
Environmental
3%
Library
1%
Planning
3%
Contingency
4%
Fleet
10%
IT
1%
FY 25-26 CIP Funding by Category
57 Attachment 1
Drainage projects reach $1,075,000 or 25%% of the CIP budget, and include Reconstruction of the Fourth Ave Outfall and MTNP Streams 5-6 Drainage project. Included in this fiscal year’s budget is a $500,000 CIP Contingency to provide funds when needed to award construction contracts that may have outdated cost estimates, such as for carry-over projects, the scope of essential work has increased, and/or when construction bids are competitive, but higher than available funds. Capital outlay includes $1.2 million for the projects listed in the Vehicle and Equipment Fund table below.
VEHICLE AND EQUIPMENT FUND
Vehicle and Equipment Fund
Account Number Account Description
FY25-26
Recommended
Budget
503-513-00-43004 Ambulance Heart Monitor $35,000
503-513-00-43005 Ambulance 450,000
503-513-00-43005 PW Compact Track Loader 125,000
503-513-00-43005 PW EV Trucks (2) 150,000
503-513-00-43005 Police Patrol Vehicles (2) 150,000
503-513-00-43005 Forestry Utility Bucket Truck 180,000
503-513-00-43006 Police Radios Year 5 of 6 30,000
503-513-00-43007 IT Network Refresh 40,000
503-513-00-43007 Wireless Access Point 50,000
Vehicle and Equipment Total $1,210,000
Funding for vehicles and equipment prioritizes public safety response capabilities, including enhanced communications and the purchase of new vehicles. A focus on environmentally friendly vehicles is evident in this year’s spending plan.
Ambulance Hear Monitor ($35,000)
This project involves the purchase of new monitors to improve emergency medical care by enabling real-time cardiac assessment during transport, ensuring faster, more effective treatment for patients with heart-related conditions.
Ambulance ($450,000)
A contract to build the new ambulance and furnish equipment for $410,000 was executed last fiscal year. Delivery is anticipated in late 2025. Funding of $400,000 from the Vehicle and Equipment Fund and a $50,000 donation will be programmed in FY 25-26.
Public Works Compact Track Loader ($125,000)
The purchase of a compact track loader will significantly improve the City’s beach maintenance operations. Currently, the lack of a dedicated equipment ramp for beach access makes transporting machinery onto the beach difficult and inefficient. This purchase will enhance our ability to perform essential tasks such as sand redistribution and erosion control on the Del Mar and Volleyball Dunes. These areas are crucial for both recreational 58 Attachment 1
use and ecological health, and proactive maintenance is vital for their preservation. The compact track loader will provide the necessary mobility and power to navigate the sandy terrain effectively. We are requesting the inclusion of a flail mower and a street broom as attachments to further broaden the machine's utility. The flail mower will assist in vegetation management throughout the City, and the street broom will be used for debris removal and maintaining cleanliness in the Del Mar parking lot. This proactive approach will save time and resources by preventing more significant issues from developing.
Public Works EV Trucks (2) ($150,000)
The Public Works Department plans to replace a 2000 Dodge Dakota and a 2002 Ford Ranger due to their age, condition, and wear by acquiring two Electric Vehicle (EV) trucks.
These EV trucks will be used across all divisions of the Public Works Department. Given the department's heavy reliance on its fleet of trucks for routine maintenance, repairs, equipment transportation, and emergency response, the transition to EV trucks will reduce the City’s carbon footprint and lower fuel and maintenance expenses. Additionally, acquiring these EV trucks aligns with the State's mandate for increasing EV adoption in municipal fleets. By proactively transitioning to electric vehicles, the City demonstrates its commitment to environmental sustainability and compliance with state regulations. This initiative will position the City of Carmel as a leader in adopting clean energy solutions and contribute to a healthier environment for our community.
Police Patrol Vehicles (2) ($150,000)
The Police Department would replace two Dodge Durango vehicles with two Ford Explorer patrol vehicles due to mechanical issues with their engines.
Forestry Utility Bucket Truck ($180,000)
The Forestry Division would replace the old high-ranger bucket truck with a specialized utility bucket vehicle equipped with a hydraulic lifting system and an attached bucket or platform. This truck would be used on a daily basis by the Forestry Maintenance crew for inspecting tree canopies and tree trimming and removal.
Police Radios Lease (Years 5 of 6) ($30,000)
Twenty-two (22) radios were purchased in 2021 with a payment schedule of $30,000 per year for six years, with funding from the Vehicle and Equipment Fund.
IT Network Refresh ($40,000)
Funding will be used to upgrade and modernize the City’s existing network infrastructure to enhance performance, reliability, and security. The City would replace outdated hardware, implement faster and more scalable solutions, and seamless connectivity for all departments and services. The project will focus on improving cybersecurity measures.
Wireless Access Point ($50,000)
Funding will be used to purchase and install new Wireless Access Points (WAPs) throughout city facilities to enhance wireless connectivity and ensure reliable, high-speed internet access for employees and city operations. The project will upgrade outdated or insufficient wireless infrastructure, providing better coverage, faster speeds, and improved 59 Attachment 1
security across public buildings and departments. These upgrades will also support the growing demand for mobile devices.
CAPITAL PROJECTS FUND
The Capital Projects budget for expenditures includes 32 new projects for a total of $6.7 million. In addition, $3.5 million of projects started but not finished in FY 2024-2025 will be carried-over as a part of reserved fund balance.
Category Description
FY25-26
Recommended
Budget
New Capital Projects
Streets Resurfacing Parking Lots (CL,SC) 300,000
Streets Road Segment Project (10 road segments) 300,000 Streets Scenic/Santa Lucia ADA Parking 20,000
Streets Sidewalks 500,000
Streets Sunset Center Retaining Walls Construction 450,000 Drainage Junipero Bypass Pipe - Design 175,000
Drainage MTNP Stream Projects 5 - 6 Design 175,000
Facilities ADA Upgrade, Year 8 20,000
Facilities City Hall Exterior Shingles 70,000
Facilities Design Repairs - CH, FS 150,000
Facilities Fire Backflows to Code (3 bldgs) 200,000
Facilities Fire Station Upgrades 175,000
Facilities Forest Theater Stage 60,000
Facilities Park Branch Library Window Repairs 50,000
Facilities Picadilly Restroom Expansion Design 70,000
Facilities Police / Public Works Building Project 50,000 Facilities Sunset Center Elevator Power Unit 120,000
Facilities Sunset Center Painting, Phase 2 250,000
Facilities Sunset Center Yoga Center Reroof 50,000
Forest/Park/Beach Rio and Junipero Ave Median Enhancements 100,000 Forest/Park/Beach Reconstruction of the Fourth Ave Outfall 900,000 Forest/Park/Beach Shoreline Repairs Stairs Construction 300,000 Forest/Park/Beach Forest Plan Implementation Year 2 739,000 Forest/Park/Beach Devendorf Park Improvements 50,000
Forest/Park/Beach Sand Ramp at Eighth Avenue 275,000
Forest/Park/Beach Scenic Pathway Enhancements 100,000
Environmental Ribbon Trash/Recycling Cans, Liners, Parts 60,000 Library Library Master Plan, Administration 50,000
Library UV film replacement HML windows 25,000
Planning Planning ODDS element 200,000
Planning CEQA MTNP CFMP 200,000
Contingency CIP Contingency 500,000
Total New CIP $6,684,000
60 Attachment 1
Carryover Capital Projects
Streets Conglomerate Paving Project - Carryover 2,810,000 Forest/Park/Beach Shoreline Infrastructure Repair - Carryover 400,000 Environmental
Coastal Engineering Study, Phase 2 -
Carryover 250,000
Total Carryover Capital Projects $3,460,000
STREETS
Conglomerate Paving Project - Carryover ($2,810,000)
Annual Paving Project, FY 23-24: In April 2023, Council adopted a list of streets to be included in the FY 23-24 Annual Paving Project. The City’s annual Maintenance of Effort is approximately $700,000 for FY 25-26 leverages external funds via TAMC from Measure X, Gas Tax, SB 1 - the Road Maintenance and Rehabilitation Account (RMRHA), and the Regional Surface Transportation Program (RSTIP). This project includes design and construction of asphalt pavement overlays of five roadway segments, including Upper Ocean Avenue and Santa Lucia Avenue, between Dolores Street and Rio Road, removal of failed pavement sections and providing a slurry seal treatment on 21 road segments predominately in residential neighborhoods, and replacing broken sidewalks with permeable pavers along five road segments in the downtown area.
All of these improvements, which have a construction cost estimate of $1.68 million, will be included in the Conglomerate Paving Project for FY 2025-26. However, several of the most expensive roadways may be included in the construction bid documents as additive bids and awarded if sufficient funding is available upon receiving the bid proposals.
Annual Paving Project, FY 21-22: Construction of this Project is substantially complete.
This project included paving overlays along Junipero Street, between Third and Fourth Avenues, at the Junipero-Camino del Monte intersection, and along Santa Fe Street between Fifth and Sixth and Avenues. Also, the City’s first application of a micro-surfacing pavement treatment was completed along Junipero Street, between Fourth and Ocean Avenues, and along San Carlos Street, between Eighth and Thirteenth Avenues. Four large downtown sidewalk repairs were also completed. No budget remains from this project.
Due to higher than anticipated construction bids received for this Annual Paving Project for FY 21-22, four additive bid items were not awarded for the construction contract. The bid items were for paving overlays along San Antonio Avenue, between Fourth and Ocean Avenues, San Antonio, between Ocean and Eighth Avenues, Monte Verde Street, between Fourth and Ocean Avenues, and along Torres Street, from Third to Fifth Avenues. All four of these bid additives, which have a construction cost estimate of $835,000, will be merged into the Conglomerate Paving Project FY 25-26.
61 Attachment 1
Concrete Street Repairs, FY 22-23: The design of this
project is complete and “shovel ready” for
construction; however, the construction cost estimate
is nearly $3 million. Therefore, the majority of this
project will be shelved until future capital funding
becomes available. The project includes repairs and
resurfacing of concrete intersections at Ocean-San
Antonio, San Carlos-Fifth, San Carlos- Sixth, and
ADA ramps and bulb out improvements at the
Junipero-Seventh intersection. Also, structural
repairs and resurfacing are included along Ocean
Avenue, between Monte Verde and San Antonio, as
well as the three intermittent side streets, up to the
sidewalks, on both sides of Ocean Avenue. In addition,
the project includes repairs and resurfacing of San
Carlos Street between Fifth and Sixth Avenues. Only
one portion of this project will be included in the Conglomerate Paving Project – Reconstruction of the San Antonio-Ocean Avenue intersection – which has a cost estimate of $293,000.
Resurfacing Parking Lots (CL,SC) ($300,000)
The allocated funding will be used for the required asphalt pavement maintenance at the Children's Library and the Sunset Center Main Lot. This work will address necessary repairs and improvements to maintain the safety and functionality of the parking lots. The funding will cover resurfacing, patching, and other asphalt-related maintenance tasks.
Road Segment Project (10 road segments) ($300,000)
Funding will be used to address pavement maintenance needs on ten streets that were identified through the City’s use of StreetSaver, a pavement management software that helps prioritize repairs based on condition, usage, and cost-effectiveness. These specific streets were selected due to their current condition ratings and maintenance needs, as outlined in the pavement management analysis. The list of streets and associated work was previously discussed with the City Council at the March 24, 2025 meeting.
Scenic/Santa Lucia ADA Parking ($20,000)
Funding will be used for the installation of an ADA-compliant parking stall through pavement restriping and associated improvements. Additionally, an ADA-compliant access ramp will be installed to provide accessible entry to the scenic pathway. These improvements will enhance accessibility and ensure compliance with current ADA standards, allowing more users to safely enjoy the pathway.
Sidewalks ($500,000)
Funding will be used for sidewalk repairs in areas that pose trip hazards, ensuring safer pedestrian access throughout the city. This will involve identifying and repairing damaged 62 Attachment 1
or uneven sections of sidewalk to prevent accidents and improve walkability. The repairs will focus on high-traffic areas and locations with the most significant safety concerns.
Sunset Center Retaining Walls Construction ($450,000)
Funding will be used for the construction of one structural retaining wall in the Sunset Center North Lot located on the north side adjacent to Eighth Avenue, which poses a hazard to the public. This wall has already been designed in the current year's CIP and requires funding for construction.
DRAINAGE
Junipero Bypass Pipe – Design ($175,000)
The design improvements aim to address capacity issues along Junipero and Ocean, including the installation of a parallel 30-inch pipe on Junipero Street between Fifth and Seventh Avenues and a parallel 24-inch pipe near Fifth Avenue and Torres Street. These upgrades will enhance flow and reduce hydraulic grade line (HGL) peaks. Coordination with the Mission Street Bypass and Fifth Avenue projects may also be considered during the design phase.
MTNP Stream Projects 4-5 Design ($175,000)
The next stage of the MTNP project addresses the fourth and fifth of eight stream restoration and drainage improvements recommended in the 2019 MTNP Stream Stability Study. The first three projects were completed in late 2024. Any future work now requires updated environmental permits from the U.S. Army Corps of Engineers, the California Department of Fish and Wildlife Service, and the State Regional Water Quality Control Board.
The proposed improvements aim to eliminate stream incision threatening the Serra Trail, restore a more natural stream channel alignment, and reroute a section of the Doolittle Trail that is degrading the stream bank, eroding vegetation, and creating a safety hazard.
Site #4 work includes the design, permitting and implementation of:
▪ Demolition of the existing concrete ford and installation of a naturalized stream channel
▪ Construction of a new pedestrian bridge
▪ Establishment of a new trail through the redwood grove ▪ Habitat restoration and monitoring
Site #5 work includes the design, permitting, and implementation of:
▪ Realignment of Mission Creek just below the confluence, through the midpoint of the valley between the Willow Trail and Serra Trail.
63 Attachment 1
In addition, staff is exploring a grant opportunity through the California Wildlife Conservation Board, which offers up to $1 million for design and up to $3 million for project implementation.
FACILITIES
ADA Upgrade, Year 8 ($20,000)
A $20,000 budget has been allocated for ADA
upgrades within the city, aimed at improving
accessibility for individuals with disabilities. The
funds will be used to address areas in need of
compliance, enhancing public spaces and facilities
to ensure they meet ADA standards. Specific
upgrade areas will be determined based on the
city's infrastructure needs.
City Hall Exterior Shingles ($70,000)
Funding will be used for the repair and restoration
of wood shingles on the exterior walls of City Hall,
as they need maintenance and some may require
replacement. This work will address areas of wear and deterioration, helping to preserve the building’s exterior. The project will ensure the structure remains protected and visually appealing.
Design Repairs – City Hall, Fire Station, Vista Lobos ($150,000) Funding to be used for repairs to City facilities as recommended in the Facilities Conditions Assessment prepared by Bureau Veritas. These repairs are necessary to address maintenance issues, ensuring the safety, functionality, and efficiency of city buildings. This funding will support ongoing efforts by supplementing the work of the City’s Facilities Maintenance Department, specifically for repairs that exceed their current capacity or technical capabilities. The improvements will help prevent further deterioration and reduce long-term repair costs
Fire Backflows to Code (3 bldgs) ($200,000)
Funding to be used for fire backflow improvements at three locations: City Hall, HML Library, and Park Branch Library, to bring them into compliance with current code requirements. These upgrades are essential to ensure the safety and effectiveness of the fire suppression systems at each facility. The improvements will address existing deficiencies and help meet regulatory standards.
Fire Station Upgrades ($175,000)
Funding to be used for upgrades to the Fire Station to accommodate a newly purchased fire truck. These upgrades will include modifications to the station’s bays, ensuring they are large enough to house the new equipment safely and efficiently. 64 Attachment 1
Forest Theater Stage ($60,000)
Funding will be used for the replacement of the wooden stage deck and its incidental support system, which are currently showing significant signs of deterioration. The existing structure has experienced wear over time and needs replacement to ensure safety, structural integrity, and continued usability for performances and events.
Park Branch Library Window Repairs ($50,000)
Funding will be used for window repairs at Park Branch Library, which includes replacing 18 deteriorated double-pane windows. These windows have lost their insulation, resulting in a persistent steamy appearance, and the wood trim is also deteriorating. Once replaced, the windows will be restored, and the trim will undergo necessary painting.
Picadilly Restroom Expansion Design ($70,000)
Funding will be allocated for the design of an
expansion to the Picadilly restroom, one of the
City’s most heavily used facilities. During peak
summer months, the line for this single-toilet
restroom often extends to the sidewalk,
highlighting the need for increased capacity.
Police/Public Works Building Project ($50,000)
Funding allocated for immediate safety repairs
while exploratory actions are taken on the future of the Police and Public Works building.
Sunset Center Elevator Power Unit ($120,000)
Funding will be used for the replacement of the Sunset Center's power unit, including the hydraulic valves. The existing system has reached the end of its useful life and requires an upgrade to ensure continued reliable operation.
Sunset Center Painting, Phase 2 ($250,000)
Funding will be used for Phase 2 of painting the Sunset Center. This phase will complete the painting of areas not addressed in the previously completed work, enhancing the facility's appearance and protecting surfaces from wear and damage. As a cost-saving measure, staff will incorporate design and project management efforts completed during Phase 1 to streamline the process and reduce overall expenses.
Sunset Center Yoga Center Reroof ($50,000)
Funding will be used for the roof replacement at the Sunset Center Yoga Center, which is over 30 years old and requires frequent maintenance. The new roof will address ongoing issues and provide long-term durability. This replacement will ensure the facility remains safe and protected from weather-related damage.
65 Attachment 1
FOREST, PARKS AND BEACH
Shoreline Infrastructure Repair ($400,000)
The first phase of the Coastal Engineering Study included a Shoreline Infrastructure Condition Assessment. The Assessment concluded that 2-4 existing seawalls need repairs, with the highest priority repair being the Fourth Avenue Outfall. Eleven coastal access stairs were assessed with 9 stairs needing repairs, and two stairs are currently closed due to structural damage resulting from winter storms. In addition, of the 6 rock revetments, 4 are high priority in need of repair; one in
its entirety and others in some portions.
The total cost for engineering design,
environmental permits, and construction
for all of these repairs will likely exceed
$2 million over the next few years, as
outlined in the 5-Year CIP.
This Shoreline Infrastructure Repair
Project will initiate the engineering and
design of the highest priority repairs, as
well as repairing the remaining damaged
beach access stairs with similar materials
as a “maintenance project”. This approach
is expected to streamline the regulatory approval process. This initial project will also allow the City to better estimate costs and phasing to complete future shoreline infrastructure repairs. A Request for Proposal has been prepared to retain a consultant with expertise in environmental permitting, coastal and structural engineering, and cost estimating.
Project funding for FY 23-24 was initially set at $250,000. An additional $100,000 previously budgeted for the Coastal Engineering Study, Phase 2 was reallocated to the Shoreline Infrastructure Project, and a FEMA grant of approximately $50,000 was received for beach stair repairs. All funds will be carried over into FY 25-26.
Rio and Junipero Ave Median Enhancements ($100,000)
Funding will be used to design and implement enhancements to the existing medians along Rio Road and Junipero Avenue. Improvements would include new landscaping and irrigation upgrades.
Reconstruction of the Fourth Ave Outfall ($900,000)
Funding will be used for construction work to replace the outfall structure at 4th Avenue, which is showing significant structural deficiencies and is in a high level of disrepair. The existing structure is at risk of further deterioration, impacting the surrounding area.
Design work for the replacement is being initiated in the current fiscal year, with construction aimed at restoring the outfall’s functionality, preventing further erosion, and ensuring the long-term stability of the area.
66 Attachment 1
Shoreline Repairs Stairs Construction ($300,000)
Funding will be used for construction work to reconstruct stairs damaged by winter storms and the effects of sea level rise. The stairs located north of 10th Avenue and on Twelfth Avenue have sustained deterioration and damage from these storms. Design work for the reconstruction will begin in the current fiscal year, with the goal of restoring safe access while addressing future environmental conditions. The anticipated cost is based on replacing the stairs with wooden structures, consistent with the existing design and environmental considerations. The design phase of the previously approved Shoreline Infrastructure Project (Task 1), which was authorized by City Council on March 24, 2025, is currently underway. Upon completion of this assessment, staff will return to Council with a potential recommendation to reconstruct the existing stairs using new concrete structures, with preliminary engineer’s estimates placing the cost at approximately $400,000 per stair.
Forest Plan Implementations Year 2 ($739,000)
Budget reflects dead/unsafe tree removals and the backlog of stumps, all part of a 3-year tree maintenance catch-up plan, which began last fiscal year and is expected to culminate in the Fiscal Year 2026-27. In Year 1, the City removed over 175 dead, dying, or diseased trees and removed over 300 stumps, far exceeding our goals.
Devendorf Park Improvements ($50,000)
Allocated funding will be used to support a series of improvements within Devendorf Park, including enhancements to the War Memorials to preserve their condition and appearance, restoration and upgrades to the existing fishpond to improve its functionality and aesthetic, and the installation of a new guard rail/fence along Sixth Avenue to enhance public safety and define the area. These efforts aim to preserve historic features, improve site aesthetics, and ensure a safer and more welcoming environment for visitors.
Sand Ramp at Eighth Avenue ($275,000)
Funding will be used for the design and reconstruction of the access sand ramp near Eighth Avenue, which has been repeatedly damaged by winter storms and the impacts of sea level rise. The ramp no longer exists in its current location due to extensive damage. Design work for the new ramp will begin in the current fiscal year, with reconstruction aimed at ensuring safe and reliable access while addressing future environmental challenges.
Scenic Pathway Enhancements ($100,000)
Funding would be used to resurface and stabilize the existing decomposed granite (DG) pathway along Scenic Pathway, as well as the installation of new signage. 67 Attachment 1
ENVIRONMENTAL
Ribbon Trash/Recycling Cans, Liners, Parts ($60,000)
The City plans include replacing a portion of its aging cans each year.
Coastal Engineering Study, Phase II ($250,000)
This study was identified in the City Council-adopted
Climate Adaptation Plan as a critical document for sea
level rise resilience planning to ensure the City has the tools necessary to make decisions related to the longterm maintenance of coastal resources. All five primary tasks in Phase I are complete, including the
Shoreline Infrastructure Condition Evaluation, Shoreline and Beach Exposure Modeling, Coastal Hazard and Sea Level Rise Vulnerability Assessment, and Policy Review. Key findings were presented to the Forest and Beach Commission, Climate Committee, and City Council in 2023 and 2024.
Phase II is a carry-over project that is now underway, and will focus on hazards policy review and revisions, public outreach and engagement, socio-economic analysis, adaptation strategies, pathway development, and development of the City’s Local Coastal Program Amendment. This project is fully funded under a recently-executed, $500,000 Local Coastal Program Grant Agreement awarded by the California Coastal Commission.
LIBRARIES
Library Master Plan – Administration ($50,000)
Funding will be used to oversee and administer the interior renovations of the Harrison Memorial Library. This project will be a private-public partnership between the Carmel Public Library Foundation and the City of Carmel-by-the-Sea. The library requires essential upgrades to meet modern standards, including improvements to plumbing, electrical systems, and ADA compliance.
68 Attachment 1
UV Film Replacement HML windows ($25,000)
Replace UV film for the Harrison Memorial Library windows. Life span is 10 years and was last applied in 2011.
PLANNING
Create Objective Development Design Standards (ODDS) ($200,000) ODDS created to provide objective (ministerial) design and development regulations for affordable housing projects in compliance with State Law.
CEQA MTNP CFMP ($200,000)
Environmental compliance work for projects to be completed in Mission Trails Nature Preserve and for adoption of the Carmel Forest Management Plan.
CIP PLANNING
CIP Contingency Fund ($500,000)
A $500,000 Contingency Fund will be budgeted to cover any shortfalls to award construction contracts or to close out projects.
69 Attachment 1
KEY PROJECTS AND FUNDING NEEDS FOR YEARS 2 THROUGH 5 OF THE
CAPITAL IMPROVEMENT PLAN (CIP)
The 5-year CIP has been updated and is available on the City’s website. Although only the first year (FY25-26) is funded as part of this Adopted Budget, the remaining four years serve as an advance planning tool to identify anticipated future projects.
The 5-year CIP is a “snapshot” in time of anticipated needs for future infrastructure revitalization funding in coming years. As a dynamic planning document, the CIP for years 2 through 5 is subject to change as updated information becomes available. A multi-year plan also accommodates scheduling larger projects into multiple years to allow more projects to be underway concurrently, and to allocate construction funding only when those funds are needed.
It should be noted that the needs for infrastructure renewal and facility repairs far exceed the anticipated revenue over the subsequent four years as well.
The following are key projects and preliminary budget estimates, by asset category, for years 2 through 5 of the CIP:
18,450,000
15,130,000
12,730,000
5,980,000
0K
2,000K
4,000K
6,000K
8,000K
10,000K
12,000K
14,000K
16,000K
18,000K
20,000K
FY 2026/27 FY 2027/28 FY 2028/29 FY 2028/29
CIP for Year 2 - Year 5
Drainage Streets Facilities Forestry, Parks & Beach V&E Environmental IT Contingency 70 Attachment 1
Drainage: Includes highest priority drainage repairs and upsizing for 20-year storm events as identified in the 2023 Storm Drain Master Plan Update, bottleneck reconfigurations, and CDS reconstruction. Projects include: Junipero Bypass ($1.75M), 4th Ave CDS ($525K), and Drainage Repairs ($1.05M) = $3.33M.
Streets: Annual paving Maintenance of Effort (MOE) and Transportation Agency for Monterey County (TAMC) match funding are budgeted for each fiscal year for Streets Projects ($2.45M City plus $1.6M external funds). In addition, the City also has the following Street projects planned: Bicycle Master Plan ($70K), Sidewalks ($500K), Lincoln 4th trestle bridge ($150K), Pavement Survey Update ($30K), and Resurfacing Parking Lots ($300K)= $4.2M City plus $2.1M external funds via TAMC.
Facilities: As a placeholder, a total allocation of $35M is included to cover final design and Police Building Construction (whether a new station or renovation of the existing building) plus launching the design of the Public Works building renovations. This major project will obviously require a dedicated funding source once a project concept is approved, and these numbers will be adjusted as more information and scheduling becomes available.
Additional facility renovation projects include: ADA Updates ($65K), Sunset Center Retaining Walls ($900K), Flanders Structural Shoring ($250K), City Hall FCA: Fire, Doors, Lighting ($400K), Park Restroom Repairs ($150K), Facility Assessment - Flanders, Restrooms ($85K), Devendorf Bathrooms ($50K), Sunset Center Portico ($475K), Fire Station FCA: Roof, Windows, Alarm ($500K), Sunset Center Railings ($225K) = $28.1M.
Forestry Parks, and Beach: Design and construction of the remaining five (5) Mission Trail Nature Preserve (MTNP) stream stability projects ($1.25M), and construction of the MTNP Doolittle Bridge ($125K) = $1.38M.
Fleet and Equipment: Replace aging Police, Fire, and Public Works vehicles with Electric Vehicles where possible. Replace broken and outdated heavy equipment, including Streets Department 2 Pickup EVs ($150K) , Forestry Department water truck ($120K), Police Department speed radar trailer ($25K) and animal
control vehicle ($75K), Police Department admin EV
vehicles ($75K), patrol EV vehicles ($225K), and
parking EV vehicle ($75K). This category includes full
funding for the Police radios lease ($95K) = $1M plus
$90K 3CE rebates.
Environmental and Climate Change: Shoreline
infrastructure repairs ($1.65M), Sunset Center EV
Parking ($1M), Climate Action Plan projects ($150K)
and energy upgrade initiatives ($150K) = $2.95M
71 Attachment 1
IT: Equipment replacements ($240K), Police records management system ($200K), and GIS applications expansion ($30K) = $0.31M.
Library: It is difficult to estimate costs for the library as major renovations proposed under the Library Master Plan are largely subject to donor funding.
Contingency: A contingency fund will be budgeted annually to cover any shortfalls to awarded construction contracts or to close out projects = $1M Years 2 Through 5 Needs Summary
The total estimated investment of City funds identified for years 2 through 5 is $41.56M.
This amount exceeds anticipated CIP fund revenues over those four years plus any ending fund balance that may be available in those future years. However, without proper investment, the condition of the City's infrastructure will decline and worsen, eventually requiring more costly repairs. Therefore, additional revenue sources should be considered.
HISTORICAL CAPITAL IMPROVEMENT PLAN (CIP) LOOKBACK
Fiscal Year
Projects Total Spent
2017 - 2018 2 465,637
2018 - 2019 5 37,375
2019 - 2020 11 366,708
2020 - 2021 0 0
2021 - 2022 8 217,941
2022 - 2023 20 1,096,079
2023 - 2024 22 2,760,886
2024 - 2025 22 2,016,854
72 Attachment 1
DEBT SERVICE
FUND 401
73 Attachment 1
DEBT SERVICE – FUND 401
Debt Service includes payments for the 2020 Refunding Lease Revenue Bonds. These payments total $509,100 as shown below.
2020 Refunding Lease Revenue Bonds
On September 10, 2010, City Council approved issuance and sale of certificates to finance improvements and the Sunset Center (the Sunset Theater Project), including the refinancing of the City’s lease payment obligation related to the preliminary financing of the Sunset Center (the 2010 Refunding Lease Revenue Bond). The Certificate of Participation (COP) of approximately $7.6 million included a maturity date of November 1, 2031. On September 3, 2020, the Public Improvement Authority and City Council determined that a refunding of the 2010 Bond was in the City’s best interest to take advantage of historically low interest rates and to achieve cash flow savings in light of the economic impact of the pandemic on the City’s revenues. The 2020 Refunding Lease Revenue Bond of approximately $3.9 million matures on November 1, 2032. The City made its first principal payment in FY 23-24 after two years of interest only payments.
Funding Sources
General Fund revenue is the source of funding for debt service obligations. The General Fund (Fund 101) will transfer $509,100 to Debt Service (Fund 401) in FY 25-26 with approximately 75% of that going to the principal.
Debt Service: Total
Account Number Account Description FY24-25
Amended
Budget
FY24-25
Estimated
Actual
FY25-26
Recommended
Budget
401-411-00-44001 Principal $375,000 $375,000 $380,000
401-411-00-44002 Interest 141,600 141,568 126,600
401-411-00-44003 Administrative Fees 2,500 2,105 2,500
Total $519,100 $518,673 $509,100
FY 24-25 Debt Service by Bond
Bond Principal Interest Fee Total
Sunset Center $380,000 $126,600 $2,500 $509,100
Total $380,000 $126,600 $2,500 $509,100
74 Attachment 1
OTHER FUNDS
75 Attachment 1
OTHER FUNDS OVERVIEW
The City uses what is known as a “fund” accounting structure, which house and track resources (i.e.: money) that are limited in their use by law or governing agency. The major governmental funds are the General Fund, Measure D and Capital Projects.
DISCRETIONARY FUNDS
The first set of funds listed below are “discretionary”, meaning there are no legal restrictions on their use and can be used at the discretion of Council for services and projects.
General Fund (Fund 101)
Most of the City’s revenues and the expenditure budgets for City services and daily governmental operations are housed within the General Fund (Fund 101) and this is where the majority of the City’s financial activity occurs. The major revenue sources associated with the General Fund include property tax, the City’s share of the statewide sales and use tax, charges for services, franchise fees, business tax, and intergovernmental revenue.
These revenues are considered to be general in nature. Throughout this budget document, the General Fund is also referred to as the “Operating Budget” and City financial policy recommends maintaining a 15% Reserve of the total amount, which the City will continue to do in FY 24-25.
Hostelry Fund (102)
This fund is used to house the Transient Occupancy Tax (TOT) which is collected and is intended to fund the portion of the municipal budget covering community and cultural and recreation activities including, but not limited to Sunset Center and the Forest Theater, parks, public facilities and municipal structures, and parking lots; acquisition and improvement of parks, recreation land and other municipal purposes as determined from time to time by the City Council; provided, that all such uses shall be in accordance with the General Plan of the City and General Fund for usual and current expenses. City financial policy recommends a reserve of 10% of TOT revenues, which the City will continue to do in FY 24-25.
Measure C Sales Tax (Fund 206)
Carmel voters approved a temporary (10 year) 1% increase in the transactions and use tax in 2012 known as Measure D. On March 3, 2020, voters approved Measure C, which increases the tax to 1.5% for 20 years. Measure C may be used for debt service, capital 76 Attachment 1
projects and general City services. Fund 206 is used to house revenue from these tax sources.
RESTRICTED FUNDS
The next set of funds are “restricted”, meaning there are requirements prescribed by the local, state or federal governmental agencies regarding how these funds may be used.
Gas Tax (Fund 201)
This fund is used to house revenues collected in accordance with California Streets and Highway Code.
Transportation Safety (Fund 202)
Measure X, a 30-year 3/8 of one-percent transactions and use tax, was passed by the voters in November 2016 to fund transportation safety and mobility projects in Monterey County.
This fund houses dollars for expenditures for eligible transportation safety projects.
COPS Grant
This fund houses dollars for expenditures for the Department of Justice Community Oriented Policing Services (COPS) grant for public safety. This fund transfers into the General Fund for the Police Department budget.
Parking in Lieu (Fund 204)
This fund is used to house dollars for activities associated with parking in-lieu fees as prescribed by Carmel Municipal Code Section 17.38.040.
Asset Seizure (Fund 205)
This fund houses dollars for expenditures related to asset seizures.
CAPITAL PROJECTS FUND
Capital Projects (Fund 301)
This fund houses resources utilized, committed, assigned or restricted for capital projects.
DEBT SERVICE FUND
Debt Service (Fund 401)
This fund houses dollars related to the repayment of the Certificate of Participation, Pension Obligation Bond and capital lease obligations.
77 Attachment 1
INTERNAL SERVICE FUNDS
Workers Compensation (Fund 501)
This fund houses monies meant for workers’ compensation insurance provided to departments on a cost reimbursement basis.
Other Post-Employment Benefits (OPEB) Liability Reserve Fund This fund houses dollars for other post-employment benefits.
Vehicle and Equipment Replacement Fund
This fund is to set aside to house financial resources for future purchases of replacement equipment essential to the operations of the City.
AGENCY FUNDS
Refundable Deposits
This fund houses monies received that are unearned at the time of acquisition and required to be returned by the City unless they are earned.
78 Attachment 1
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
Staff Report
May 6, 2025
ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Marnie R. Waffle, AICP, Principal Planner APPROVED BY: Chip Rerig, City Administrator
SUBJECT:
Consideration of Resolution 2025-042, authorizing the City Administrator to enter into a Professional Services Agreement with Opticos for a not-to-exceed fee of $180,000 to prepare objective design and development standards (ODDS) for multi-family residential, mixed-used residential, and accessory dwelling units. (Estimated time - 60 min)
RECOMMENDATION:
Staff recommends the City Council adopt Resolution 2025-042:
1. Finding that authorizing the City Administrator to enter into a Professional Services Agreement is not a project under CEQA as defined in Public Resources Code Section 21065 and CEQA Guidelines Section 15378; and
2. Authorizing the City Administrator to enter into a Professional Services Agreement (PSA) with Opticos Design, Inc., for a not-to-exceed fee of $180,000 to prepare objective design and development standards (ODDS) for multi-family residential, mixed-use residential, and accessory dwelling units.
BACKGROUND/SUMMARY:
Executive Summary:
The City Council adopted the 6th cycle Housing Element on April 8, 2024. One of the implementation programs is the creation of objective design and development standards (ODDS) for multi-family housing.
In December 2024, the city released a Request for Proposals to solicit a consultant to prepare the ODDS.
The City Council will consider entering into a Professional Services Agreement with Opticos Design, Inc., for the preparation of ODDS for Carmel-by-the-Sea.
Background:
6 th Cycle Housing Element
The City Council adopted the 6th cycle Housing Element on April 8, 2024. Chapter 2 of the Housing Element includes the Goals, Policies, and Programs. Goal HE-1 is to facilitate housing construction.
Policy 4 is to improve development review and approval processes. Program 1.4.B is to create objective design and development standards to provide clarity and more objectivity in the review of multi-family housing projects. The intent of adopting ODDS is to incentivize and accelerate the construction of affordable housing. Multi-family housing projects with at least one deed-restricted affordable housing unit could utilize the ODDS. Housing projects located on sites listed in the Sites Inventory (Appendix C, Table C-3) that incorporate at least 20 percent of the units as affordable could also utilize the ODDS. The timeline to adopt the ODDS is December 2025.
Purchasing System (CMC Chapter 3.12)
Carmel Municipal Code Section 3.12.120 (Professional Services) allows the city to utilize requests for proposals, also known as an RFP, when considering the retention of professional services. “Professional Services” is defined as services provided to the city by independent consultants that are predominantly intellectual and varied in character – as opposed to manual or routine in nature – which require specialized knowledge of an advanced type generally acquired from study at an institution of higher learning, and entail the exercise of a wide degree of discretion and judgment when performing the services (e.g., lawyers, engineers, architects, certified public accountants and land use planners).
Request for Proposals (RFP)
The city released a Request for Proposals (RFP) on December 18, 2024. The deadline to submit proposals was February 3, 2025. Firms had 6 weeks to submit proposals; however, only one proposal, from William Fisher Architecture, was received. The overlap between the release of the proposal in midDecember and the holiday season may have affected the response rate. As a result, the city extended the RFP deadline to March 3
rd and a second time to March 24th
. As a result of the two extensions, the city
received two additional proposals, one from M-Group and the other from Opticos.
City staff reviewed all three proposals and found two responsive to the RFP, M-Group and Opticos. Both firms are well qualified to prepare objective design and development standards and have demonstrated experience and proficiency in producing ODDS for various municipalities throughout California.
Opticos Design, Inc.
Opticos Design is a team of urban designers and architects. The firm was founded in 2000 and is well known for their work on missing middle housing. They authored the Association of Bay Area Governments (ABAG) Handbook on Objective Design Standards and have prepared standards for numerous jurisdictions including Santa Barbara, San Anselmo, Belvedere and many others.
Environmental Review
CEQA Guidelines Section 15378.b.5 states that a project does not include governmental fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. The action by the City Council would authorize the City Administrator to enter into a PSA with a consultant to prepare ODDS that may be utilized for future unknown developments.
It is not an activity that would result in either a direct or indirect physical change to the environment.
Therefore, it is not a project under CEQA as defined in Public Resources Code Section 21065 and CEQA Guidelines Section 15378.
FISCAL IMPACT:
Consultant fees for the project are $180,000, excluding optional tasks. The cost will be paid in part with grant funding provided by the Regional Early Action Planning (REAP) 2.0 program ($79,985).
PRIOR CITY COUNCIL ACTION:
The preparation of objective design and development standards is an implementation measure of the 6th cycle Housing Element adopted by the City Council on April 8, 2024.
ATTACHMENTS:
Attachment 1) Resolution 2025-042
Attachment 2) Professional Services Agreement
Attachment 3) Opticos Proposal
Attachment 4) RFP Dated December 18, 2024
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
RESOLUTION NO. 2025-042
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA FINDING
THAT AUTHORIZING THE CITY ADMINISTRATOR TO ENTER INTO A PROFESSIONAL
SERVICE AGREEMENT IS NOT A PROJECT UNDER CEQA AS DEFINED IN PUBLIC RESOURCES CODE SECTION 21065 AND CEQA GUIDELINES SECTION 15378 AND
AUTHORIZING THE CITY ADMINISTRATOR TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT WITH OPTICOS DESIGN INC., FOR A NOT-TO-EXCEED FEE OF $180,000, TO
PREPARE OBJECTIVE DESIGN AND DEVELOPMENT STANDARDS FOR MIXED-USE RESIDENTIAL, MULTI-FAMILY RESIDENTIAL, AND ACCESSORY DWELLING UNITS.
WHEREAS, on April 8, 2024, the City Council adopted the 6th cycle Housing Element, and on April 24, 2025, it was certified by the State of California Housing and Community Development (HCD) Department as being in substantial compliance with State law; and WHEREAS, Program 1.4.B, Objective Design and Development Standards, has been included in the 6th cycle Housing Element to reduce subjectivity and uncertainty in the design review process and accelerate the review and approval process; and WHEREAS, the City issued a Request for Proposals (RFP) on December 18, 2024, with a deadline of February 3, 2025; and
WHEREAS, due to a low response rate, the city extended the deadline twice, first to March 3rd and again to March 24th; and
WHEREAS, the city received a total of three proposals, two of which met the minimum qualifications outlined in the request for proposals; and WHEREAS, staff reviewed the two proposals, one from M-Group and the other from Opticos Design, Inc., and found both to have the qualifications and experience to prepare objective design and development standards for Carmel-by-the-Sea; and WHEREAS, staff selected Opticos Design, Inc., as the most qualified consultant based on their form-based approach to objective design and development standards and extensive use of graphics to depict design elements; and
WHEREAS, Opticos Design, Inc.’s experience includes authoring the Objective Design Standards Handbook for residential and mixed-use projects for the Association of Bay Area Governments (ABAG), for the City of Santa Barbara, and many other communities; and WHEREAS, the project will be funded in part by a REAP 2.0 grant in the amount of $79,985; and
Attachment 1
Resolution 2025-042
WHEREAS, CEQA Guidelines Section 15378.b.5 states that a project does not include governmental fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. As demonstrated above, preparation of the ODDS is intended to reduce subjectivity and uncertainty in the design review process. It is not an activity that would result in either a direct or indirect physical change to the environment and is not a project under CEQA as defined in Public Resources Code Section 21065 and CEQA Guidelines Section 15378.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA DOES HEREBY:
Authorize the City Administrator to execute a Professional Services Agreement with Opticos Design, Inc., for a not-to-exceed fee of $180,000 to create objective design and development standards for mixed-use residential, multi-family residential, and accessory dwelling units.
PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA on this 6th day of May 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED: ATTEST:
Dale Byrne Nova Romero, MMC
Mayor City Clerk
Attachment 1
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PROFESSIONAL SERVICES AGREEMENT
for the creation of
Objective Design and Development Standards (ODDS)
Agreement #
THIS AGREEMENT is executed this 6th day of May, 2025, by and between the City of Carmel-By-TheSea, a municipal corporation (hereinafter "City"), and Opticos Design, Inc. (hereinafter "Consultant"), collectively referred to herein as the “parties”.
WHEREAS, the City wishes to engage Consultant to perform the services required by this Agreement; and WHEREAS, Consultant is willing to render such professional services, as hereinafter defined, on the following terms and conditions; and
WHEREAS, Consultant represents that it is trained, experienced, and competent and holds all necessary licenses and certifications to perform the services required by this Agreement.
NOW, THEREFORE, in consideration of the terms and conditions herein contained, the parties hereby covenant and agree as follows:
1. SERVICES
A. Scope of Services. Consultant agrees to provide to the City, as the scope of services (“Scope of Services”) under this Agreement, the following: develop objective design and development standards (ODDS) for qualifying accessory dwelling units, multi-family residential, and mixed-use projects. The Scope of Services is attached hereto as Exhibit A. The Scope of Services under this Agreement should include, but is not limited to, a project description, project phases, task descriptions, identification of key personnel, identification of subconsultants, their key personnel, and general description of services that will be performed, as further set forth in this Agreement and attachments hereto. Consultant agrees to all of the following:
i. Consultant will furnish all of the labor, technical, administrative, professional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office space and facilities, and all tests, testing and analyses, calculations, and all other means whatsoever, except as otherwise expressly specified in this Agreement, necessary to perform the services required of Consultant under this Agreement. ii. Consultant’s designated representative(s) who are authorized to act on its behalf and to make all decisions in connection with the performance of services under this Agreement are listed in Exhibit A, Key Personnel, Compensation, and Fee Schedule, which is made a part of this Agreement.
iii. Consultant must make every reasonable effort to maintain the stability and continuity of Consultant’s key personnel and subcontractors, if any, listed in Exhibit A to perform the services required under this Agreement. Consultant must notify City and obtain City’s Attachment 2
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written approval with respect to any changes in key personnel prior to the performance of any services by replacement personnel.
iv. Consultant must obtain City’s prior written approval before utilizing any subcontractors to perform any services under this Agreement. This written approval must include the identity of the subcontractor and the terms of compensation.
v. Consultant represents that it has the qualifications, experience, and facilities necessary to properly perform the services required under this Agreement in a thorough, competent, and professional manner. Consultant will at all times faithfully, competently, and to the best of its ability, experience, and talent, perform all services described in this Agreement.
In meeting its obligations under this Agreement, Consultant must employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to those required of Consultant under this Agreement. vi. City may inspect and accept or reject any of Consultant’s work under this Agreement, either during performance or when completed. Acceptance of any of Consultant’s work by City will not constitute a waiver of any of the provisions of this Agreement. vii. The Consultant must maintain any work site in the City in a safe condition, free of hazards to persons and property resulting from its operations.
B. Change Orders.
i. Agreements and Change Orders require City Council approval to be valid. ii. The City may order changes to the Scope of Services, consisting of additions, deletions, or other revisions, and the compensation to be paid to the Consultant will be adjusted accordingly. All such changes must be authorized in writing, and executed by Consultant and City. The cost or credit to City resulting from changes in the services will be determined by the written agreement between the parties. However, any increase in compensation beyond the compensation limit amount approved by the City Council must be authorized in advance by the City Council and any service provided by Consultant in the absence of such approval are at Consultant’s sole risk.
iii. Consultant will not be compensated for any services rendered in connection with its performance of this Agreement that are in addition to or outside of those set forth in the Scope of Services or otherwise required by this Agreement, unless such additional services are authorized in advance and in writing by City.
iv. If Consultant believes that additional services are needed to complete the Scope of Services, Consultant will provide the City Administrator with written notification describing the proposed additional services, the reasons for such services, and a detailed proposal regarding cost.
Attachment 2
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C. Familiarity with Services and Site.
i. By executing this Agreement, Consultant represents that Consultant:
a. has thoroughly investigated and considered the Scope of Services to be performed; b. has carefully considered how the services should be performed; c. understands the facilities, difficulties, and restrictions attending performance of the services under this Agreement; and
d. possesses all licenses required under local, state or federal law to perform the services contemplated by this Agreement, and will maintain all required licenses during the performance of this Agreement.
ii. If services involve work upon any site, Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, before commencing its services.
Should Consultant discover any latent or unknown conditions that may materially affect the performance of services, Consultant will immediately inform City of such fact and will not proceed except at Consultant’s own risk until written instructions are received from City.
2. COMPENSATION
A. Total Fee. Subject to any limitations set forth in this Agreement, the City agrees to pay and Consultant agrees to accept as full and fair consideration for the performance of this Agreement, hourly fees as set forth in Consultant’s Key Personnel, Compensation, and Fee Schedule (Exhibit A), for a base scope of work (not including optional tasks) in an amount not-to-exceed $180,000.00. Should City elect to engage Consultant in optional tasks, the procedures set forth in subsection 1.B Change Orders shall be followed. The Fee Schedule includes, but is not limited to, fees for each phase and task, not-to-exceed total fee, hourly rates, reimbursable rates, and subconsultant mark-up rates. The use of subconsultants will not be considered a reimbursable expense, and such costs must be applied towards the approved budgeted amount. Payment of any compensation to Consultant is contingent upon performance of the terms and conditions of this Agreement to the satisfaction of the City. If the City determines that the Services set forth in the written invoice have not performed in accordance with the terms of this Agreement, the City is not responsible for payment until the Services have been satisfactorily performed.
B. Invoicing. Consultant must submit to the City monthly written invoices to the City’s Project Representative, identified in Section 5 below. Invoices must be prepared in a form satisfactory to the City, describing the services rendered and associated costs for the period covered by the invoice. The City will provide invoicing format upon request. Consultant may not bill the City for duplicate services performed by more than one person. Consultant’s invoices must include, but are not limited to, the following information:
i. Project Title, the City’s Purchase Order number, and City’s Project Code(s) for each project; ii. Invoice number and date;
iii. A brief description of services performed for each project phase and/or task; Attachment 2
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iv. The budgeted amount for each phase, task, and item, including the total amount, with the same for approved Change Orders, if any;
v. Amount invoiced to date divided by the agreed total compensation, expressed as a percentage, with the same for approved Change Orders, if any; vi. The amount earned and invoiced to date for each phase, task, and/or item, including the total amount, with the same for approved Change Orders, if any; vii. The amount previously invoiced for each phase, task, and/or item, including the total amount, with the same for approved Change Orders, if any; viii. The amount due for the period covered by this invoice for each phase, task, and/or item, including the total amount, with the same for approved Change Orders, if any; ix. For time and materials authorizations, the number of hours spent, by whom, and their hourly rate for each phase, task, and/or item, including the total amount; x. The costs incurred, including reimbursables, for each phase, task, and/or item for the agreed total compensation and approved Change Orders, if any, along with a brief description of those costs;
xi. The total amount due for the period covered by this invoice, including subconsultants and vendors of services or goods;
xii. Copies of subconsultant, vendor, and reimbursable invoices, including hourly breakdowns when requested by City; and
xiii. Copies of subconsultant and vendor lien releases.
Any such invoices must be in full accord with any and all applicable provisions of this Agreement.
Consultant must submit invoices to the City on or before the sixteenth (16th) day of each month for services performed in the preceding month.
The City will review each invoice submitted by Consultant to determine whether the work performed and expenses incurred are in compliance with this Agreement. In the event that no charges or expenses are disputed, the invoice will be approved and paid.
Except as to any charges for work performed or expenses incurred by Consultant that are disputed by City, the City will pay on each such invoice within thirty (30) days of receipt; provided, however, that Consultant submits an invoice which is not incorrect, incomplete, or not in accord with the provisions of this Agreement. If any charges or expenses are disputed by City, the invoice will be returned by City to Consultant for correction and resubmission, and the City will not be obligated to process any payment to Consultant until thirty (30) days after a correct and complying invoice has been submitted by Consultant. Payment to Consultant for services performed under this Attachment 2
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Agreement may not be deemed to waive any defects in the services performed by Consultant, even if such defects were known to City at the time of payment. City reserves the right to withhold future payment to Consultant if any aspect of the Consultant’s work is found to be non-conforming to the terms of this Agreement.
The City is not obligated to pay Consultant a greater percentage of the Maximum Authorized Expenditure than the actual percentage of services completed as of the invoice date.
Consultant agrees to remit and is responsible for all withholding taxes, income taxes, unemployment insurance deductions, and any other deductions required by applicable federal, state or local laws and regulations for Consultant, its employees, subconsultants and vendors of services or goods.
C. Adjustment of Maximum Authorized Expenditure. The City may increase or decrease the Maximum Authorized Expenditure by issuing a Change Order to the Agreement in accordance with Section 1.B “Change Orders” above. Should Consultant consider that any request or instruction from the City’s Project Representative constitutes a change in the scope of services, Consultant will advise the City’s Project Representative, in writing, within fourteen (14) calendar days of such request or instruction. Without said written advice within the time period specified, the City is not obligated to make any payment of additional compensation to Consultant.
D. Hourly Rates. Payment for all authorized services will be made by the City to Consultant in accordance with the hourly rates as set forth in the Consultant’s Key Personnel, Compensation & Fee Schedule (Exhibit A).
E. Subconsultants and Vendors. Invoices for subconsultants and vendors of services or goods will be paid by the City to Consultant in accordance with the rates as set forth in the Consultant’s Compensation & Fee Schedule (Exhibit A). All reimbursable expenses will be considered as included within the Maximum Authorized Expenditure. Consultant is solely responsible for payment to subconsultants and vendors of services or goods, and the City is not responsible or liable for any payments to subconsultants and vendors, either directly or indirectly.
F. Audit and Examination of Accounts:
i. Consultant must keep and will cause any assignee or subconsultant under this Agreement to keep accurate books of records and accounts, in accordance with sound accounting principles, which pertain to services to be performed under this Agreement. ii. Any audit conducted of books of records and accounts must be kept in accordance with generally accepted professional standards and guidelines for auditing. iii. Consultant must disclose and make available any and all information, reports, books of records, or accounts pertaining to this Agreement to the City and any city of the County of Monterey, or other federal, state, regional, or governmental agency which provides funding for these Services.
Attachment 2
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iv. Consultant must include the requirements of Section 2F, “Audit and Examination of Accounts,” in all contracts with assignees or subconsultants under this Agreement. v. All records provided for in this Section are to be maintained and made available throughout the performance of this Agreement and for a period of not less than four (4) years after full completion of the Services. All records which pertain to actual disputes, litigation, appeals, or claims must be maintained and made available for a period of not less than four (4) years after final resolution of such disputes, litigation, appeals, or claims.
3. AGREEMENT TERM
A. Term. The work under this Agreement will commence upon execution of this contract and must be completed by March 31, 2026, unless sooner terminated or the City grants an extension of time in writing pursuant to the terms of this Agreement, except for provisions in this Agreement that will survive the termination or completion of this Agreement. Consultant will perform Change Order services as set out in Section 1.B, “Amendment of Services (Change Orders),” in a timely manner or in accordance with the agreed upon Change Order Project Schedule.
B. Timely Work. Consultant will perform all Servicesin a timely fashion, asset forth more specifically in Section 3.A, “Term,” and Section 3.C, “Project Schedule,” of this Agreement. Failure to perform is deemed a material breach of this Agreement, and the City may terminate this Agreement with no further liability hereunder, or may authorize, in writing, an extension of time to the Agreement.
C. Project Schedule. Services must be completed by Consultant in accordance with the Project Schedule set forth in Exhibit A. The parties may, from time to time, by Change Order, alter the Project Schedule. Consultant will provide the Services pursuant to the Project Schedule or any applicable Project Schedule Change Order. If at any time Consultant discovers that the Project Schedule cannot be met, Consultant must promptly notify the City in writing and provide a revised Project Schedule for review and consideration by City.
D. Notice to Proceed. Upon execution of this Agreement by both parties and the receipt of all documentation required by this Agreement to be provided by Consultant to the City, including proof of insurance and tax identification numbers, the City will issue a written Notice to Proceed to the Consultant. The City may, in its sole discretion, issue subsequent notices from time to time regarding further portions or phases of the work. Upon receipt of such notices, Consultant will diligently proceed with the Services authorized and complete those Services within the agreed time specified in said notice. Consultant will not proceed with any of the Services unless they have received a Notice to Proceed from the City.
E. Notwithstanding the foregoing, Consultant is not responsible for delays caused by factors beyond Consultant's reasonable control, including but not limited to failure of the City to furnish timely information or approve or disapprove of Consultant's services promptly, or delays caused by faulty or delayed performance by City. When such delays occur, City agrees Consultant is not responsible for damages, nor shall Consultant be deemed to be in default of this Agreement. City and Consultant shall work together to establish a revised schedule if such delays occur. In Attachment 2
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addition, if the delays resulting from any such causes increase the cost or time required by the Consultant to perform its services in an orderly and efficient manner, the Consultant shall be entitled to a reasonable adjustment in schedule and compensation.
4. CONSULTANT’S EMPLOYEES AND SUBCONSULTANTS
A. Listed Employees and Subconsultants. Consultant will perform the Services using the individuals listed in the Key Employees and Subconsultants List attached hereto in Exhibit A.
B. Substitution of Employees or Subconsultants:
i. Consultant may not substitute any key employee or subconsultant listed in Exhibit A without the prior written approval of the City, and such approval will not be unreasonably withheld.
The City will not approve removal or substitution of employees or subconsultants for the reason that Consultant or its affiliates has called on such individuals to perform services for another client of the Consultant.
ii. If, at any time, the City reasonably objects to the performance, experience, qualifications or suitability of any of Consultant’s employees or subconsultants, then Consultant may, upon written request from the City, replace such employee or subconsultant. Consultant must, subject to scheduling and staffing considerations, make reasonable efforts to replace the individual with an individual of similar competency and experience. iii. Whether or not the City consents to or requests a substitution of any employee or subconsultant of Consultant, the City will not be liable to pay additional compensation to Consultant for any replacement or substitution.
C. Sub-agreements with Subconsultants. Consultant will incorporate the terms and conditions of this Agreement into all sub-agreements with subconsultants in respect of the Services necessary to preserve all rights of the City under this Agreement. Consultant is fully responsible to the City of all acts and omissions of subconsultants and of persons employed by any subconsultant.
D. Not an Agent of the City. Nothing in this Agreement will be interpreted to render the City the agent, employer, or partner of Consultant, or the employer of anyone working for or subcontracted by Consultant, and Consultant must not do anything that would result in anyone working for or subcontracted by Consultant being considered an employee of the City.
Consultant is not, and must not claim to be, an agent of the City.
E. Independent Contractor:
i. Consultant is an independent contractor. This Agreement does not create the relationship of employer and employee, a partnership, or a joint venture. The City may not control or direct the details, means, methods or processes by which Consultant performs the Services.
Consultant is responsible for performance of the Services and may not delegate or assign any Services to any other person except as provided for in this Agreement. Consultant is Attachment 2
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solely liable for the work quality and conditions of any partners, employees and subconsultants.
ii. No offer or obligation of permanent employment with the City or particular City department or agency is intended in any manner, and Consultant may not become entitled by virtue of this Agreement to receive from the City any form of employee benefits including but not limited to sick leave, vacation, retirement benefits, workers’ compensation coverage, insurance or disability benefits. Consultant will be solely liable for and obligated to pay directly all applicable taxes, including federal and state income taxes and social security, arising out of Consultant’s performance of Services under this Agreement. Consultant will defend, indemnify and hold the City harmless from any and all liability, which the City may incur because of Consultant’s failure to pay such taxes.
5. REPRESENTATIVES AND COMMUNICATIONS
A. City’s Project Representative. The City appoints the individual named below as the City’s Project Representative for the purposes of this Agreement (“City’s Project Representative”). The City may unilaterally change its project representative upon notice to Consultant.
Name: Marnie R. Waffle, AICP
Title: Principal Planner
Company: City of Carmel-by-the-Sea
Address: PO Box CC, Carmel-by-the-Sea, CA 93921
Telephone: (831) 620-2057
Email: [email protected]
B. Consultant’s Project Manager. Consultant appoints the person named below as its Project Manager for the purposes of this Agreement (“Consultant’s Project Manager”).
Name: Drew Finke
Title: Senior Associate
Address: 2100 Milvia Street, Suite 125, Berkeley, CA 94704 Telephone: (510) 809-9518
Email: [email protected]
C. Meet and Confer. Consultant agrees to meet and confer with the City’s Project Representative, its agents, or employees with regard to Services as may be required by the City to insure timely and adequate performance of this Agreement.
D. Communications and Notices. All communications between the City and Consultant regarding this Agreement, including performance of Services, will be between the City’s Project Representative and Consultant’s Project Manager. Any notice, report, or other document that either party may be required or may wish to give to the other must be in writing and will be validly given to and received by the addressee, if delivered personally, on the date of such personal delivery, if delivered by email, on the date of transmission, or if by mail, seven (7) calendar days after posting.
Attachment 2
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6. INDEMNIFICATION
Consultant hereby agrees to the following indemnification clause:
To the fullest extent permitted by law (including, without limitation, California Civil Code Sections 2782 and 2782.6), Consultant will defend (with legal counsel reasonably acceptable to the City), indemnify and hold harmless the City and its officers, designated agents, departments, officials, representatives and employees (collectively "Indemnitees") from and against loss, cost, damage, injury expense and liability (including incidental and consequential damages, Court costs, reasonable attorneys' fees as may be determined by the Court, litigation expenses and fees of expert consultants or expert witnesses incurred in connection therewith and costs of investigation) to the extent they arise out of, the negligence, recklessness, or willful misconduct of Consultant, any subconsultant or subcontractor, anyone directly or indirectly employed by them, or anyone that they control (collectively "Liabilities"). Such obligations to defend, hold harmless and indemnify any Indemnitee will not apply to the extent that such Liabilities are caused in part by the active negligence or willful misconduct of such Indemnitee.
Notwithstanding the provisions of the above paragraph, Consultant agrees to indemnify and hold harmless the City from and against all claims, demands, defense costs, liability, expense, or damages arising out of or in connection with damage to or loss of any property belonging to Consultant or Consultant's employees, subconsultants, representatives, patrons, guests or invitees.
In no event will the obligation of the Consultant exceed the limitations on the duty to defend and indemnify as set forth in Civil Code Sections 2782, 2782.6, and 2782.8.
7. INSURANCE
Consultant must submit and maintain in full force all insurance as described herein. Without altering or limiting Consultant's duty to indemnify, Consultant must maintain in effect throughout the term of this Agreement a policy or policies of insurance with the following minimum limits of liability:
A. Commercial General Liability Insurance including but not limited to premises, personal injuries, bodily injuries, property damage, products, and completed operations, with a combined single limit of not less than $1,000,000 per occurrence and $2,000,000 in the aggregate.
B. Professional Liability Insurance with limits of not less than $1,000,000 per occurrence or claim and $2,000,000 in the aggregate. Consultant will have a policy for professional liability coverage that provides coverage on an occurrence basis or obtain extended reporting (tail) coverage (with the same liability limits) for at least three years following the City's acceptance of the work.
C. Automobile Liability Insurance covering all automobiles, including owned, leased, non-owned, and hired automobiles, used in providing Services under this Agreement, with a combined single limit of not less than $1,000,000 per occurrence.
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D. Workers' Compensation Insurance. If Consultant employs others in the performance of this Agreement, Consultant must maintain Workers' Compensation insurance in accordance with California Labor Code section 3700 and with a minimum of $1,000,000 per occurrence.
E. Other Insurance Requirements:
i. All insurance required under this Agreement must be written by an insurance company either:
a. admitted to do business in California with a current A.M. Best rating of no less than A:VI; or
b. an insurance company with a current A.M. Best rating of no less than A:VII.
Exception may be made for the State Compensation Insurance Fund when not specifically rated.
ii. Each insurance policy required by this Agreement may not be canceled, except with prior written notice to the City.
iii. All liability and auto policies must:
a. Provide an endorsement naming the City of Carmel-by-the-Sea, its officers, officials, employees, and volunteers as additional insureds. General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO Form CG 20 10 11 85 or both CG 20 10 and CG 23 37 forms if later revisions used).
b. Provide that such Consultant’s insurance is primary as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City is excess to the Consultant’s insurance and will not contribute with it. c. Contain a “Separation of Insureds” provision substantially equivalent to that used in the ISO form CG 00 01 10 01 or their equivalent.
d. Provide for a waiver of any subrogation rights against the City via an ISO CG 24 01 10 93 or its equivalent.
iv. Prior to the start of work under this Agreement, Consultant will file certificates of insurance and endorsements evidencing the coverage required by this Agreement with the City.
Consultant will file a new or amended certificate of insurance promptly after any change is made in any insurance policy which would alter the information on the certificate then on file.
v. Neither the insurance requirements hereunder, nor acceptance or approval of Consultant’s insurance, nor whether any claims are covered under any insurance, may in any way modify or change Consultant’s obligations under the indemnification clause in this Agreement, which will continue in full force and effect. All coverage available to the Attachment 2
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Consultant as named insured will also be available and applicable to the additional insured.
Notwithstanding these insurance requirements, Consultant is financially liable for its indemnity obligations under this Agreement.
vi. All policies must be written on a first dollar coverage basis or contain a deductible provision. Any deductibles or self-insured retentions (“SIR”) must be declared to and approved by the City. At the option of the City, either: the insured will reduce or eliminate such deductibles or SIR as respects the City, its officers, officials, employees and volunteers; or Consultant will provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, claim administration, and defense expenses. In no event will any SIR or insurance policy contain language, whether added by endorsement or contained in the policy conditions, that prohibits satisfaction of any self-insured provision or requirement by anyone other than the named insured, or by any means including other insurance, or which is intended to defeat the intent or protection of an additional insured.
vii. City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances. viii. Consultant must require and verify that all subconsultants and subcontractors maintain insurance meeting all the requirements in this Agreement. ix. If Consultant, for any reason, fails to have in place at all times during the term of this Agreement all of the required insurance coverage, the City may, but is not obligated to, obtain such coverage at Consultant’s expense and deduct the cost from the sums due Consultant. Alternatively, City may terminate the Agreement. x. The existence of the required insurance coverage under this Agreement will not be deemed to satisfy or limit Consultant’s indemnity obligations under this Agreement.
Consultant acknowledges that the insurance coverage and policy limits set forth in this Agreement constitute the minimum coverage and policy limits required. Should any coverage carried by the Consultant or any subcontractor of any tier have limits of liability that exceed the limits or have broader coverage than required in this Agreement, those higher limits and that broader coverage are deemed to apply for the benefit of any person or organization included as an additional insured and those limits and broader coverage will become the required minimum limits and insurance coverage in all sections of this Agreement. Any insurance proceeds available to City in excess of the limits and coverages required by this Agreement, and which is applicable to a given loss, must be made available to City to compensate it for such losses.
xi. Consultant must give City prompt notice of claims made of lawsuits initiated that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability insurance policies. xii. The Consultant hereby waives any right of subrogation that any of its insurers may have or that they may accrue out of the payment of any claim related to the Consultant’s Attachment 2
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performance of this Agreement, regardless of whether any endorsements required by this section are obtained.
8. PERFORMANCE STANDARDS
A. Consultant warrants that Consultant and Consultant’s agents, employees, and subconsultants performing Services under this Agreement are specially trained, experienced, and competent and have the degree of specialized expertise contemplated within California Government Code Section 37103, and further, are appropriately licensed to perform the work and deliver the Services required under this Agreement.
B. Consultant, its agents, employees, and subconsultants must perform all Services in a safe and skillful manner consistent with the usual and customary standards of care, diligence and skill ordinarily exercised by professional consultants in similar fields in accordance with sound professional practices. All work product of Consultant must comply with all applicable laws, rules, regulations, ordinances and codes. Consultant also warrants that it is familiar with all laws that may affect its performance of this Agreement and will advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. All Services performed under this Agreement that are required by law to be performed or supervised by licensed personnel must be performed in accordance with such licensing requirements.
C. Consultant must furnish, at its own expense, all materials, equipment and personnel necessary to carry out the terms of this Agreement. Consultant may not use the City premises, property (including equipment, instruments, or supplies) or personnel for any purpose other than in the performance of its obligations under this Agreement.
D. Consultant agrees to perform all work under this Agreement to the satisfaction of City consistent with Section 1.A.v of this Agreement, and as specified herein. The City’s Project Representative or his or her designee will evaluate the work. If the quality of work is not satisfactory, City in its discretion may meet with Consultant to review the quality of work and resolve the matters of concern, and may require Consultant to repeat the work at no additional fee until it is satisfactory.
9. CITY INFORMATION AND RESOURCES
A. Available Information. The City will make available to Consultant all relevant information, plans, maps, reports, specifications, standards and pertinent data which is in the hands of the City and is required by Consultant to perform the Services. Consultant may rely upon the accuracy and completeness of such information and data furnished by the City, except where it is stated otherwise or unreasonable.
B. City Resources. The City acknowledges that Consultant’s ability to provide the Services in accordance with this Agreement may be dependent on the City providing available information and resources in a prompt and timely manner as reasonably required by Consultant. To the extent that the City fails to provide City resources, Consultant will not be liable for any resulting delay in the Services or failure to meet the Project Schedule.
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C. Obligations of Consultant. No reviews, approvals, or inspections carried out or supplied by the City will derogate from the duties and obligations of Consultant, and all responsibility related to performance of the Services will be and remain with Consultant.
10. OWNERSHIP AND USE OF MATERIALS
A. Ownership of the Materials. All final deliverables as listed in Exhibit A produced by Consultant under this Agreement (collectively, “the Materials”) are and will remain the property of the City even though Consultant or another party may have physical possession of them or a portion thereof. Consultant hereby waives, in favor of the City, any moral rights Consultant, its employees, subconsultants, vendors, successors or assignees may have in the Materials.
B. No Patent or Copyright Infringement. Consultant guarantees that in its creation of the Materials produced under this Agreement, no federal or state patent or copyright laws were violated.
Consultant agrees that all copyrights, which arise from creation of the work or Services pursuant to this Agreement, will be vested in the City and waives and relinquishes all claims to copyright or intellectual property rights in favor of the City. Consultant covenants that it will defend, indemnify, and hold City harmless from any claim or legal action brought against the City for alleged infringement of any patent or copyright related to City’s use of Materials produced by Consultant and its employees, agents, and subconsultants under this Agreement.
C. Delivery and Use of the Materials. All Materials will be transferred and delivered by Consultant to the City without further compensation following the expiration or sooner termination of this Agreement, provided that the City may, at any time prior to the expiration or earlier termination of this Agreement, give written notice to Consultant requesting delivery by Consultant to the City of all or any part of the Materials in which event Consultant must forthwith comply with such request. The Materials created electronically must be submitted in a format and medium acceptable to the City. The Materials may be used by the City in any manner for the intended purpose or as part of its operations associated with the Materials.
D. Survival of Ownership and Use Provisions. The provisions contained in Section 10, Ownership and Use of Materials survives the expiration or earlier termination of this Agreement, and that this Section is severable for such purpose.
E. Additional Copies. If the City requires additional copies of reports, or any other material that Consultant is required to furnish as part of the Services under this Agreement, Consultant must provide such additional copies, and the City will compensate Consultant for the actual costs related to the production of such copies by Consultant.
11. CONFIDENTIALITY
A. No Disclosure. Consultant must keep confidential and may not disclose, publish, or release any information, data, or confidential information of the City to any person other than representatives of the City duly designated for that purpose in writing by the City. Consultant may not use for Consultant’s own purposes, or for any purpose other than those of the City, any information, data, or confidential information Consultant may acquire as a result of the Attachment 2
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performance of the Services under this Agreement. Consultant must promptly transmit to the City any and all requests for disclosure of any such confidential information or records. The obligations under this Section will survive the expiration or earlier termination of this Agreement.
B. California Public Records Act. Consultant acknowledges that the City is subject to the California Public Records Act (Government Code Section 6250 et seq.), known as the “PRA,” and agrees to any disclosure of information by the City as required by law. Consultant further acknowledges that it may have access to personal information as defined under the PRA, and Consultant will not use any such personal information for any purposes other than for the performance of Services under this Agreement without the advance written approval of the City.
All Scopes of Services and related documents received will be public records, with the exception of those elements, identified by the Consultant as business trade secrets and are plainly marked “Trade Secret,” “Confidential,” or “Proprietary.” If disclosure is required under the PRA or otherwise by law, the City will not be liable or responsible for the disclosure of any such records and the Consultant will indemnify, defend, and hold the City harmless for any such disclosure.
12. CONFLICT OF INTEREST
Consultant covenants that neither Consultant nor any officer, principal, or employee of its firm has or will acquire any interest, directly or indirectly, that would conflict in any manner with the interests of City relating to this Agreement or that would in any way hinder Consultant’s performance of services under this Agreement. Consultant’s attention is directed to the conflict of interest rules applicable to governmental decision-making contained in the Political Reform Act (California Government Code Section 87100 and following) and its implementing regulations (California Code of Regulations, Title 2, Section 18700 et seq.), and California Government Code section 1090.
Consultant is required to file a Form 700 in compliance with the City’s Conflict of Interest Code unless a written determination by the City Administrator is made modifying or eliminating said requirement, or unless otherwise exempted by law.
In addition, Consultant, Consultant’s employees, and subconsultants agree as follows:
A. That they will conduct their duties related to this Agreement with impartiality, and must, if they exercise discretionary authority over others in the course of those duties, disqualify themselves from dealing with anyone with whom a relationship between them could bring the impartiality of Consultant or its employees into question;
B. May not influence, seek to influence, or otherwise take part in a decision of the City knowing that the decision may further their private interests;
C. May not accept any commission, discount, allowance, payment, gift, or other benefit connected, directly or indirectly, with the performance of Services related to this Agreement, that causes, or would appear to cause, a conflict of interest;
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D. May have no financial interest in the business of a third party that causes, or would appear to cause, a conflict of interest in connection with the performance of the Services related to this Agreement, and if such financial interest is acquired during the term of this Agreement, Consultant must promptly declare it to the City, and;
E. May not, during the term of this Agreement, perform a service for, or provide advice to, any person, firm, or corporation, which gives rise to a conflict of interest between the obligations of Consultant under this Agreement and the obligations of Consultant to such other person, firm, or corporation.
13. DISPUTE RESOLUTION
A. Dispute Resolution Procedures. The parties will make reasonable efforts to promptly resolve any dispute, claim, or controversy arising out of or related to this Agreement (“Dispute”) using the Dispute Resolution Procedures set forth in this Section.
B. Negotiations. First, the City’s Project Representative and Consultant’s Project Manager will make reasonable efforts to resolve any Dispute by amicable negotiations and will provide frank, candid, and timely disclosure of all relevant facts, information, and documents to facilitate negotiations.
Should these negotiations be unsuccessful in resolving the Dispute, the matter will be promptly referred to the City Administrator or designee, and the Consultant’s Principal, who will meet and confer, in good faith, to resolve the Dispute to mutual satisfaction of the parties.
C. Mediation. If all or any portion of a Dispute cannot be resolved by good faith negotiations as set forth above within thirty (30) days of the date that the matter was referred to the City Administrator pursuant to subsection B above, either party may, by notice to the other party, submit the Dispute for formal mediation to a mediator selected mutually by the parties from the Monterey Superior Court’s Court-Directed Mediator Panel list. The duration of any such mediation may not exceed 2 hours unless otherwise agreed to by the parties. The cost of the mediation (including fees of mediators) will be borne equally by the parties, and each party will bear its own costs of participating in mediation. The mediation will take place within or in close proximity to the City of Carmel-by-the-Sea.
In any mediation conducted pursuant to this section, the provisions of California Evidence Code section 1152 will be applicable to limit the admissibility of evidence disclosed by the parties in the course of the mediation. In the event the parties are unsuccessful in resolving the dispute through the mediation process, then the parties agree that the dispute will be submitted to Binding Arbitration to a single Arbitrator in accordance with the existing Rules of Practice and Procedure of the Judicial Arbitration and Mediation Services, Inc. (JAMS) within thirty (30) days of the close of mediation as declared by the mediator.
D. Arbitration. The submission to Mediation and Arbitration in accordance with the requirements of this section of any and all agreements, differences, or controversies that may arise hereunder is made a condition precedent to the institution of any action or appeal at law or in equity with respect to the controversy involved. The award by the arbitrator will have the same force and effect and may be filed and entered, as a judgment of the Superior Court of the State of California Attachment 2
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and is subject to appellate review upon the same terms and conditions as the law permits for judgments of Superior Courts. A “Prevailing Party” will be determined in the Arbitration, and the prevailing party will be entitled to reasonable attorney’s fees and costs incurred, and accrued interest on any unpaid balance that may be due. Costs will include the cost of any expert employed in the preparation or presentation of any evidence. All costs incurred and reasonable attorney fees will be considered costs recoverable in that proceeding, and be included in any award.
14. TERMINATION OF AGREEMENT
A. Termination for Cause or Default. The City reserves the right to immediately terminate this Agreement, in whole or in part, if Consultant or any subconsultant defaults or fails to deliver the Services in accordance with the terms and conditions of this Agreement. Such termination must be in writing, setting forth the effective date of termination, and will not result in any penalty or other charges to the City, and may be issued without any prior notice. Without limitation, Consultant is in default of its obligations contained in this Agreement if Consultant, or any subconsultant:
i. Fails to perform the required Services within the term and/or in the manner provided under this Agreement;
ii. Fails to supply sufficient, properly skilled workers or proper workmanship, products, material, tools, and equipment to perform the Services; iii. Fails to observe or comply with all laws, ordinances, including all requirements of governmental or quasi-governmental authorities, including federal, state, and local government enactments, bylaws, and other regulations now or, following the date of this Agreement, in force that pertain to;
iv. Fails to observe or comply with the City’s reasonable instructions; v. Breaches the Conflict of Interest provisions of this Agreement; or vi. Otherwise violates any provision of this Agreement.
B. Termination for Convenience. The City may, at its option and sole discretion, terminate this Agreement, in whole or in part, with or without cause, at any time during the Agreement Term for the convenience of the City, upon thirty (30) days written notice to the Consultant.
C. Steps after Termination:
i. Upon termination of this Agreement by the City for any reason, the City will pay Consultant for satisfactorily performed Services and disbursements incurred by Consultant to the date of termination pursuant to this Agreement, less any amounts necessary to compensate the City for damages or costs incurred by the City arising from Consultant’s default.
Termination will be without prejudice to any other rights or remedies the City may have.
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ii. Upon receipt of written notice of termination of this Agreement by the City for any reason, Consultant must:
a. Promptly cease all Services, including Services provided by any subconsultant, unless otherwise directed by the City; and
b. Deliver to the City all the Materials provided to Consultant or completed deliverables prepared by or for Consultant or the City in connection with this Agreement. Such Materials are to be delivered to the City in completed form; however, notwithstanding the provisions of Section 10, Ownership and Use of Materials, herein, the City may condition payment for services rendered to the date of termination upon Consultant’s delivery to the City of such Materials. iii. If this Agreement is terminated by the City for any reason, the City is hereby expressly permitted to assume the projects and Services, and to complete them by any means including, but not limited to, an agreement with another party.
15. LEGAL ACTION / VENUE
A. Should either party to this Agreement bring legal action against the other, the validity, interpretation and performance of this Agreement will be controlled by and construed under the laws of the State of California, excluding California’s choice of law rules.
B. Venue for any such action relating to this Agreement will be in Monterey County.
C. If any legal action or proceeding, including action for declaratory relief, is brought for the enforcement of this Agreement or because of an alleged dispute, breach, default or misrepresentation in connection with this Agreement, the prevailing party may recover reasonable attorneys’ fees as may be determined by the Arbitrator, experts’ fees, and other costs, in addition to any other relief to which the party may be entitled.
16. MISCELLANEOUS PROVISIONS
A. Non-discrimination. During the performance of this Agreement, Consultant, and its subconsultants, may not unlawfully discriminate against any person because of race, religious creed, color, sex, national origin, ancestry, physical disability, mental disability, medical condition, marital status, age, or sexual orientation, either in Consultant’s employment practices or in the furnishing of services to recipients. Consultant further acknowledges that harassment in the workplace is not permitted in any form, and will take all necessary actions to prevent such conduct.
B. Acceptance of Services Not a Release. Acceptance by the City of the Services to be performed under this Agreement does not operate as a release of Consultant from professional responsibility for the Services performed.
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C. Force Majeure. Either party is absolved from its obligation under this Agreement when and to the extent that performance is delayed or prevented, and in the City’s case, when and to the extent that its need for vehicles, materials, or Services to be supplied hereunder are reduced or eliminated by any course, except financial, for reasons beyond its control. Such reasons include, but are not limited to: earthquake, flood, epidemic, fire, explosion, war, civil disorder, act of God or of the public enemy, act of federal, state or local government, or delay in transportation to the extent that they are not caused by the party’s willful or negligent acts or omissions, and to the extent that they are beyond the party’s reasonable control.
D. Headings. The headings do not govern, limit, modify, or in any manner affect the scope, meaning, or intent of the provisions of this Agreement. The headings are for convenience only.
E. Entire Agreement. This Agreement, including the Exhibits attached hereto, constitutes the entire agreement between the parties hereto with respect to the terms, conditions, and Services and supersedes any and all prior proposals, understandings, communications, representations and agreements, whether oral or written, relating to the subject matter thereof pursuant to Section 1B, “Change Order of Services.” Any Change Order to this Agreement will be effective only if it is in writing, signed by both parties hereto, and will prevail over any other provision of this Agreement in the event of inconsistency between them.
F. Conflict between Agreement and Exhibits. In the event of a conflict between a provision in this Agreement and a provision in an Exhibit attached to this Agreement, the provisions in this Agreement will take precedence.
G. Counterparts. This Agreement may be executed in one or more counterparts, each of which will be deemed an original, and may be signed in counterparts, but all of which together will constitute one and the same Agreement.
H. Multiple Copies of Agreement. Multiple copies of this Agreement may be executed, but the parties agree that the Agreement on file in the office of the City’s City Clerk is the version of the Agreement that governs, should any difference exist among counterparts of this Agreement.
I. Authority. Any individual executing this Agreement on behalf of the City or Consultant represents and warrants hereby that he or she has the requisite authority to enter into this Agreement on behalf of such party and bind the party to the terms and conditions of this Agreement.
J. Severability. If any of the provisions contained in this Agreement are held illegal, invalid, or unenforceable, the enforceability of the remaining provisions will not be impaired thereby.
Limitations of liability and indemnities will survive termination of the Agreement for any cause.
If a part of the Agreement is valid, all valid parts that are severable from the invalid part remain in effect. If a part of this Agreement is invalid in one or more of its applications, the part remains in effect in all valid applications that are severable from the invalid applications.
K. Non-Exclusive Agreement. This Agreement is non-exclusive, and both the City and Consultant expressly reserve the right to enter into agreements with other Consultants for the same or similar services, or may have its own employees perform the same or similar services.
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L. Assignment of Interest. The duties under this Agreement are not assignable, delegable, or transferable without the prior written consent of the City. Any such purported assignment, delegation, or transfer constitutes a material breach of this Agreement upon which the City may terminate this Agreement and be entitled to damages.
M. City Business License. Prior to receiving a Notice to Proceed from the City, Consultant will obtain and maintain a valid City of Carmel-by-the-Sea Business License for the duration of the Agreement. Costs associated with the license are the responsibility of Consultant.
N. Laws. Consultant agrees that in the performance of this Agreement it will comply with all applicable federal, state, and local laws and regulations. This Agreement will be governed by and construed in accordance with the laws of the State of California and the City of Carmel-by-theSea.
IN WITNESS WHEREOF, the parties enter into this Agreement hereto on the day and year first above written in Carmel-by-the-Sea, California.
CITY OF CARMEL-BY-THE-SEA CONSULTANT
Chip Rerig, City Administrator Consultant Signature
Printed Name Date Printed Name Date
Title
Consultant Legal Company Name
APPROVED AS TO FORM:
By: _______________________________ Date: ______________________ Brian Pierik, Esq., City Attorney
ATTEST:
By: _________________________________ Date: ______________________ Nova Romero, MMC, City Clerk
Exhibit A: Scope of Services, Key Personnel, Compensation, Fee Schedule, Project Schedule Karen Parolek 05/01/25
President
Opticos Design, Inc.
Attachment 2
CITY OF CARMEL-BY-THE-SEA
OPTICOS DESIGN, INC.
Meet the Team
Opticos has assembled a team of highly skilled professionals who combine extensive technical qualifications and numerous years of experience working in the region. Below is our team's organization chart of key staff followed by their resumes. We will maintain the same personnel throughout the project; however, if any change is required due to unforeseeable circumstances, we will seek the City's approval in advance through personnel qualifications review and oral interviews with City staff.
Qualifications City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 25 Drew Finke
Senior Associate,
Urban Design
Tony Perez
Senior Associate,
Zoning Reform & Planning
Xenia Alygizoue
Associate I
Stefan Pallegrini
Founding Principal
Cecilia Kim
Associate II
Attachment 2
The Opticos team proposes to complete the project within eight months, as shown below, for the base scope of work.
This schedule assumes staff review period of two weeks per deliverable and does not include time for the scheduling and holding of public hearings. Opticos will work with City staff to refine the schedule at project startup and provide updates throughout the duration of the project.
Project Schedule
Month 1 Month 2 Month 3
1.1 Project Startup & Kickoff Meeting
1.2 Coordination calls with City (12)
1.3 Administration & Quality Control
Task 1 Project Startup & Management
2.1 Working Session #1: Key Projects/Outcomes
2.2 Local Industry Roundtable Meeting #1
2.3 Planning Commission Study Sessions (2)
2.4 Community Meetings (in-person) (3)
3.1 Field Visit and Microscale Documentation
3.2 Review of Background Documents and Key Projects
3.3 Working Session #2: Findings and Recommendations
5.1 Meeting Attendance & Support (2)
4.1 Outline for ODDS
4.2 Administrative Draft ODDS
4.3 Public Draft ODDS
4.4 Working Session #3: Public Draft ODDS
4.5 Final ODDS, as adopted
4.6 ODDS Checklist
Task 2 Targeted Community Engagement
Task 3 Research
Task 5 Public Meetings
Task 4 Objective Standards
• Summary of Findings Memo
• Outline for ODDS
• Administrative Draft ODDS
Key Deliverables
• Public Draft ODDS
• Final ODDS
• ODDS Checklist
K
W
W
C1
32 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Timeline Attachment 2
K
W
PC
H
R
Kickoff Meeting C1
Working Session
Roundtable Meeting
Key Meetings
Planning Commission Study
Session
Public Hearings
Project Introduction
ODDS Approach + Initial Strategies
Public Review Draft ODDS
Month 4 Month 5 Month 6 Month 7 Month 8-11
Community Meetings
C2
C3
W
PC
C3
PC
R
H H
C2
Timeline City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 33 Attachment 2
Fee Schedule
Fee Schedule City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 59 Attachment 2
This section provides a description of the expected budget for the work described for Objective Design Standards Consultant Services in the RFP.
A summary cost table is included on the next page, providing totals by task as described in our detailed work plan. A detailed cost table with details of personnel hours can be provided upon request. Our "not-to-exceed" fixed fee for our base scope of work is $90,000.
Additional Terms for Budget
1. Budget does not include rental or purchasing fees for space or equipment for workshops, charrettes and other meetings. (Consultant to bring computers and drafting supplies.) Consultant will not be responsible for any such planning or expenses.
2. Budget does not include food for participants other than the design team for workshops, charrette and working sessions.
3.Budget does not include postage associated with public outreach and marketing.
4.Budget does not include installation of any and all public outreach media including but not limited to banners and signage.
5. In the interest of environmental considerations, the consultant will provide a PDF file of each deliverable unless otherwise specified.
6.Client shall be paid on a fee basis for performance of services under this agreement in accordance with the table above.
Any additional tasks performed outside of those specified above, such as attending additional meetings or completing additional revisions beyond the hours or number of revisions specified above, will be compensated at the hourly rates listed in the table above (subject to increase by five percent (5%) on January 1 of each calendar year occurring during the term of this agreement.)
Rates Schedule
Preliminary Fee Schedule
Position at Opticos Design - 2025 Hourly Rate
Principal $350
Senior Associate $260
Associate II $235
Associate I $210
Senior Designer $195
Designer $185
60 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Fee Schedule Attachment 2
Proposed Budget
PROPOSED WORK PLAN FEES
Task 1 Project Startup & Management $20,510
1.1 Project Startup & Kickoff Meeting $2,350
1.2 Coordination calls with City (12) $9,240
1.3 Administration & Quality Control $8,920
Task 2 Targeted Community Engagement $22,045
2.1 Working Session #1: Key Projects & Outcomes $2,455
2.2 Local Industry Roundtable Meeting #1 $3,810
2.3 Joint PC/CC Study Sessions (2) $5,430
2.4 Community Meetings (3) $10,350
Task 3 Research $21,280
3.1 Field Visit and Microscale Documentation $13,330
3.2 Review of Background Documents and Key Projects $5,730
3.3 Working Session #2: Findings and Recommendations $2,220 Task 4 Objective Design Standards $109,095
4.1 Outline for ODDS $2,990
4.2 Administrative Draft ODDS $57,330
4.3 Public Draft ODDS $26,640
4.4 Working Session #3: Public Draft ODDS $2,455
4.5 Final ODDS, as adopted $9,680
4.6 ODDS Checklist $10,000
Task 5 Public Meetings $5,220
5.1 Meeting Attendance & Support (2; in-person) $5,220
Expenses $1,850
Total Base Scope of Work (not including Optional Tasks) $180,000 Optional Tasks
2.2A Local Industry Roundtable #2 $4,000
4.2A Additional Architectural Style (each) $15,000
4.2B Site Test & Visualization (each) $10,000
4.2C Project Review Testing (each) $5,000
4.2D Screencheck Draft ODDS $15,000
Fee Schedule City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 61 Attachment 2
Detailed Work Plan
Task 1. Project Startup & Management
Opticos’ project management is characterized by a highly collaborative approach founded on open communication
and accessible project information. Working closely with you, we will manage the process and efficiently pivot as needed to accommodate change.
1.1 Project Startup & Kickoff Meeting. Opticos will
prepare for and facilitate a virtual meeting with City staff to kick off the project and confirm project goals, finalize schedules and deliverables, establish protocols for
communication, share project information, and coordinate project tasks. This can be an opportunity to refine the scope, consider optional/additional tasks, and discuss
outreach goals. The Kickoff Meeting and Working Session #1 (Task 2.1) will be the initial meetings with staff.
1.2 Coordination calls with City. Opticos will establish a schedule for regular team check-in calls using video
conference (biweekly and as needed, up to 12) with City staff. Agendas will be available beforehand, and meeting notes will be shared through a cloud file-sharing system.
1.3 Administration & Quality Control. Opticos will
manage the project to stay on schedule, within scope
and budget, and maintain quality assurance. Meeting
notes, including action items and deliverable dates, will be provided within the week of the meeting. Progress reports will be provided monthly, including a regularly updated project schedule and invoices.
Task 1 Deliverables
• Kickoff meeting agenda and meeting notes (PDF)
• Coordination meeting agenda and meeting notes
(PDF)
• Monthly invoice, including progress report
Requests for City staff:
• Support in scheduling kickoff meeting and recurring
coordination meetings
This section describes our proposed tasks to successfully complete the work defined in the RFP. For each task, we have identified deliverables and requests for City staff.
Task 2. Targeted Community Engagement
Meaningful input from the community and decisionmakers throughout the project process is key to the success of the ODDS.
2.1 Working Session #1: Key Projects & Outcomes.
Opticos will facilitate a virtual 1.5-hour working session with City staff to hear about key projects and gain insight on what is seen as effective and what needs to be
addressed for improvement. This can be in the standards for entire buildings or certain elements of a building.
2.2 Local Industry Roundtable Meeting #1. In
collaboration with City staff, Opticos will prepare for and facilitate a virtual roundtable meeting with local design and development industry professionals. This meeting will seek input and feedback from local designers, developers, builders, and realtors to share approach and receive
feedback. We will engage the group in a discussion
focusing on ideas for addressing the ODDS. We will also provide our experience to the group on the effectiveness of certain standards (e.g., daylight plane, upper story stepback, maximum building length, architectural style, etc.).
(Optional Task) 2.3 Local Design & Development
Industry Roundtable Meeting #2. In coordination with
City staff, the Opticos team will prepare for and facilitate a second virtual roundtable meeting with local design
and development industry professionals. This meeting will seek input and feedback from local designers, developers, builders and realtors on the Draft ODDS.
2.3 Planning Commission Study Sessions (2). In
coordination with City staff, the Opticos team will
prepare for and facilitate two virtual study sessions with 64 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Appendix Attachment 2
• Where does the Community think it important to
regulate architectural style?
• Are there certain architectural elements, independent of style, that are preferred?
3.2 Review of Background Documents and Key
Projects.
1. Background Documents. Opticos will review the
General Plan's Land Use & Community Character
Element and current Design Guidelines to understand
the policy direction for what the objective design
standards are to allow or require. We will also review
the Local Coastal Plan and applicable chapters of the
Carmel Municipal Code to identify how the ODDS can
be incorporated without conflict.
2. Key Projects. Using the following questions, Opticos will review up to four representative sets of plans for accessory dwelling units, multi-family residential and
mixed-use residential projects to gain insight and clarity of standards compared to outcomes:
• How are the current standards being interpreted and
applied by project designers and developers?
• Are there gaps in what the standards intend versus what complies with them?
3.3 Working Session #2: Findings and
Recommendations. The Opticos team will facilitate a
working session with City staff to discuss the findings and recommendations from Tasks 3.1 and 3.2
Task 3 Deliverables
• Summary of Task 3 Findings (Memo; up to 10 pages)
• Working Session agenda and notes (PDF)
Requests for City staff:
• Provide Opticos team with four projects that include
key desired outcomes and outcomes to be avoided
• Timely response to data request
Task 4. Objective Standards
Using the results of targeted community engagement
and direction from City staff, the Opticos team will work closely with City staff to prepare the ODDS.
4.1 Outline for ODDS. Opticos will prepare an outline to show the proposed content and organization..
the Planning Commission, scheduled at key project
milestones.
2.4 Community Meeting. Two Opticos members will
facilitate up to 3 in-person community meeting to present and receive feedback on key issues over the coure of this project We are open to your ideas on how to structure this meeting; initially, we propose these meetings as "Open
House" format with a presentation and discussion portion at the beginning for attendees to ask questions, present ideas, and use in their review of the Open House materials posted on the walls of the venue. The first meeting, which is intended as an introduction to the project, is proposed to occur in parallel with the Field Visit included in Task 3.1 Task 2 Deliverables
• Engagement preparation and facilitation, including
materials and summary notes for community
meetings (PDF)
Requests for City staff:
• Support in planning logistics and attendance at
events by key City staff
Task 3. Research
The Opticos team will establish an understanding
of Carmel-by-the-Sea from a physical and design
perspective and a policy and regulatory perspective. This research will help in the targeted community engagement and in preparing the ODDS.
3.1 Field Visit and Microscale Documentation. Opticos
will coordinate with City staff to prepare for and facilitate an in-person tour of key areas and projects. We will also prepare microscale documentation by measuring and
photographing key and representative projects and design elements. This information will directly inform the new ODDS with Carmel's "DNA."
Opticos will identify the range of styles in Carmel-by-theSea and the prevalent style(s). We will prepare a diagram of sub-areas annotated with a range of styles, prevalent styles, and any character-defining architectural elements.
We will use this information in the targeted community
engagement to ask the following questions, among
others:
• Which styles are preferred by the Community?
Appendix City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 65 Attachment 2
4.2 Administrative Draft ODDS. Opticos will develop
form-based ODDS, including diagrams and tables, that
clearly communicate design intent and requirements
for building and architectural design, and compatibility between new development and surrounding
neighborhoods. The ODDS will include standards for up
to three architectural styles consistent with the prevalent styles found from Task 3.1.
We will ensure that the document complies with
applicable State laws and enables streamlined review by providing clear and measurable standards. The document
will be designed to convey detailed information in a
graphically rich, user-friendly format.
(Optional Task) 4.2A Additional Architectural Style.
Opticos will prepare standards for an architectural style in addition to the four provided in this proposed work plan.
The additional style is assumed to be one that Opticos
has previously regulated. If it is not one that we have previously regulated, we will need more information from the City to provide a fee estimate.
(Optional Task) 4.2B Site Test & Visualization. Using
standards from the Administrative Draft ODDS, we will
conduct tests on representative or opportunity sites for physical compatibility with the existing context. The test will be used to understand if the design outcomes indicate any gaps in the draft standards. This information will be used to refine the Public Draft ODDS.
Opticos will prepare up to two site visualizations for each site test. The visualizations will illustrate a typical level of information and detail as regulated by the Administrative Draft ODDS.
(Optional Task) 4.2C Project Review Testing. We will
test project applications (recently approved or under
review) using the Administrative Draft ODDS to gain insight into the project review process and to understand how
those projects do or do not meet the draft standards.
Findings from the project review testing will be used to refine the Public Draft ODDS.
(Optional Task) 4.2D Screencheck Draft ODDS. Opticos
will prepare and submit to City staff for internal review a Screencheck Draft of the ODDS that addresses the
comments received on the Administrative Draft ODDS
4.3 Public Draft ODDS. Based on input and direction
on Administrative Draft ODDS, Opticos will prepare and
submit the Public Draft ODDS to the City for review and discussion at Planning Commission and City Council
hearings and for distribution to the general public for review and comment.
4.4 Working Session #3: Public Draft ODDS. Opticos
will schedule a working session with City staff to discuss feedback on the Public Draft ODDS and confirm edits for the final ODDS.
4.5 Final ODDS, as adopted. Upon adoption of the
ODDS, Opticos will prepare final revisions to the ODDS to reflect the City Council’s final actions.
4.6 ODDS Checklist. Based on the Final ODDS, Opticos
will prepare an automated checklist of the adopted
ODDS. The checklist will be created to ensure that
both applicants and staff can easily understand the
requirements for projects eligible for ministerial approval under State law and the City Code.
Task 4 Deliverables
• Administrative Draft, Public Draft, and Final ODDS
(IND & PDF file formats)
Requests for City staff:
• Timely review of drafts and consolidated comments
Task 5. Public Meetings
5.1 Meeting Attendance & Support (2). One member of
the Opticos team will attend up to two public meetings
during the ODDS adoption process. We will support
City staff in preparing for the meetings and will make
presentations at the meetings at the City’s request.
Task 5 Deliverables
• Virtual attendance at public meetings (up to
two total), including support to City staff in the
preparation of materials and reports
Requests for City staff:
• Review and direction on draft staff reports for public hearings from the Opticos team
66 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Appendix Attachment 2
Objective Design and
Development
Standards Proposal
CITY OF CARMEL-BY-THE-SEA
Prepared for
City of Carmel-by-the-Sea
Document updated
April 24, 2025
Prepared by
Opticos Design, Inc.
Attachment 3
We are urban
designers and
architects who
believe in the
transformative
power of
beautiful,
sustainable,
walkable
communities
for all.
In 2007, Opticos became a founding
B Corporation, establishing triple
bottom line of social, economic, and
environmental responsibility.
Prepared By:
Opticos Design, Inc.
2100 Milvia Street, Suite 125
Berkeley, California 94704
510.558.6957
Prepared For:
City of Carmel-by-the-Sea
Community Planning & Development
Department
Monte Verde 4 SE Ocean Avenue
PO Box CC
Carmel-by-the-Sea, CA 93921
www.ci.carmel.ca.us
ATTN: Marnie Waffle, AICP, Principal Planner
831.620.2057
[email protected]
ii City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Attachment 3
Contents
Cover Letter 4
Certification Forms 6
Review of Scope 10
Experience + Expertise 14
Qualifications 24
Timeline 31
Samples 34
Disclosure of Litigation 43
References 44
Insurance Coverage 47
Fee Schedule 59
Appendix 63
City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal iii Attachment 3
March 24, 2025
City of Carmel-by-the-Sea
Marnie Waffle, AICP, Principal Planner
Community Planning and Building Department
[email protected]
Re: RFP for Objective Design and Development Standards for Qualifying Accessory Dwelling Units, Multi-Family Residential, and Mixed-Use Residential Projects Dear Marnie and Selection Committee,
We are excited to submit our proposal for professional services to prepare objective design and development standards (ODDS) for Carmel-by-the-Sea! We understand that Carmel wants ODDS that honor the architectural history and diversity of the village and generate buildings that respect the scale and character of the village through high-quality building design, architectural style, context-sensitive massing, and sensitive height transitions. We have extensive experience with these topics in preparing ODDS for over two dozen communities. The breadth of our experience provides a wide variety of approaches and solutions from which to start working with you on your ODDS to make each new building complement Carmel’s unique physical character and appeal.
Opticos is a nationally recognized urban design, planning, and architecture firm passionate about creating vibrant, healthy, and sustainable places. For over 25 years, we have prepared downtown plans, revitalization strategies, form-based codes (FBC), including ODDS for 23 California communities seeking compliance with new pro-housing State Laws, and provided strategic advice for communities nationwide. We maintain a consistent and highly respected track record with private and public clients who come to us for quality design responsive to local context and public processes that is inclusive and effective in navigating complex local issues. We work together with the public, the development community, and planning staff to arrive at solutions and standards to deliver high-quality design and more housing choices.
As leaders in advocating for and creating walkable places, we specialize in implementing walkable development through form-based standards and, more recently, ODDS. We are also national leaders in advocating, writing design standards, and designing for Missing Middle Housing, which can help Carmel address small multi-family housing that is in scale with existing houses.
As a California-certified Small Business, we bring a high level of principal involvement and care to every project. As a B Corporation, our work reflects our commitment to a triple bottom line of social, economic, and environmental sustainability.
Our proposal articulates our approach to working closely with you and the community to deliver your ODDS. Key highlights of our experience and methodology include:
Opticos was hired
specifically because
of their expertise
in community
engagement and
form-based code to
draft a Specific Plan
for the Vallco area.
Their comprehensive
and thoughtful
engagement
strategy and ability
to communicate
alternatives
through design and
visualization, were
invaluable to winning
support. It was an
unprecedented
process, and it was a
real pleasure to work
with the Opticos
team."
Aarti Shrivastava
Assistant City Manager/
Director of Community
Development,
City of Cupertino, CA
Cover Letter
4 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Attachment 3
■ Experience with ODDS
Our ODDS work leverages our FBC experience in creating clear and effective codes that enable streamlined permitting and review. Our ODDS work includes extensive documentation and standardization of multiple local architectural styles as well as other style-neutral best-practice strategies for design standards developed for individual communities as well as regionally applicable toolkits for Marin County and its towns; all this work readies our team for your ODDS.
■ Experience with Missing Middle Housing Implementation We understand this scale of housing extremely well, especially through Daniel Parolek’s research and book “Missing Middle Housing." We have helped communities implement Missing Middle Housing, the one- to two-story spectrum of housing choices between single-family housing and three to four-story multi-family or mixed-use development. We have done this in a wide range of ways:
• ABAG Handbook of Objective Design Standards
• ODDS for California jurisdictions, including Santa Barbara, Corte Madera, San Anselmo, Belvedere, Marin County, and Santa Rosa
• ODDS for the 82 towns and cities in the Puget Sound region of Washington state. ■ Team of Experts in Coding and Architecture
We are experts at writing design and development standards because we understand sites, buildings, and their individual design elements in detail. A key feature of our approach is our Microscale Documentation, which documents Carmel’s “DNA” for desired outcomes and turns that information into ODDS that generate new buildings to complement Carmel’s unique physical character and appeal.
Every project we take on is a priority for us, so staff can feel comfortable knowing we are committed to delivering the best process and products possible. Our team includes the key members with the technical expertise and experience essential to the success of this project: several who have experience working as public-sector planners or private-sector architects, giving them perspective on how these regulations are used and applied daily.
Per the requirements of the RFP, we state that we have reviewed and accept the City’s contract template, with the qualification that we reserve the right to negotiate the terms of that agreement depending on the final scope of services. We. We are excited and ready to work with you.
Best regards,
Tony Perez
Senior Associate, Code Reform Team Leader
805.377.1209 | [email protected]
Drew Finke
Senior Associate, Urban Design Team Leader
510.809.9518 | [email protected]
City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 5 Attachment 3
Certification Forms
6 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Certification Forms Attachment 3
ATTACHMENT 1 - CONFLICT OF INTEREST STATEMENT
OBJECTIVE DESIGN AND DEVELOPMENT STANDARDS CONSULTANT SERVICES *THIS FORM MUST BE PRINTED OUT, COMPLETED AND SUBMITTED WITH THE PROPOSAL* The undersigned declares:
I/We (Insert Name) have the following financial, business, or other relationship with the City of Carmel-by-the-Sea that may have an impact upon the outcome of the contract. If none, please specify that no other relationships may have an impact on this contract or Project.
I/We (Insert Name) have the following current clients who may have a financial interest in the outcome of this contract. If none, please specify that no other clients may have a financial interest with an impact on this contract or Project.
Pursuant to Government Code section 1090 and any other laws, rules and regulations that may apply, the Consultant covenants that neither it, its subcontractors nor employees presently have an interest, and shall not acquire any interest, direct or indirect, financial or otherwise that would conflict in any manner or degree with contract awarded from this RFP. Consultant certifies that to the best of its knowledge, no one who has or will have any financial interest in the contract awarded from this RFP is an officer or employee of the City. Through its submittal of a proposal, Consultant acknowledges that it is familiar with Section 87100 et seq. and Section 1090 et seq. of the Government Code of the State of California and will immediately notify the City if it becomes aware of any facts concerning the contract to be awarded that constitute a violation of said provisions.
Furthermore, if there is reason to believe that collusion exists among the Consultants, the City may refuse to consider proposals from participants in such collusion. No person, firm, or corporation under the same or different name, shall make, file, or be interested in more than one proposal for the same work unless alternate proposals are called for. A person, firm, or corporation who hassubmitted a subproposal to a Consultant, or who has quoted prices on materials to a Consultant, is not thereby Opticos Design, Inc.
Opticos Design, Inc.
No relationships may have an impact on this contract or Project.
No other clients may have a financial interest with an impact on this contract or Project.
Certification Forms City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 7 Attachment 3
disqualified from submitting a sub-proposal or quoting pricesto other Consultants. Reasonable ground for believing that any Consultant is interested in more than one proposal for the same work will cause the rejection of all proposalsforthework inwhich a Consultant isinterested. If there isreason to believe that collusion exists among the Consultants, the City may refuse to consider proposalsfrom participants in such collusion. Consultants shall submit as part of their proposals documents the completed NonCollusion Declaration provided herein.
I, on behalf of the Consultant, declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on [date], at [city], [state].
Consultant Name (Person, Firm, Corp.) Title of Authorized Representative Address Name of Authorized Representative
City, State, Zip
(Date) (Signed)
Berkeley CA
Opticos Design, Inc.
2100 Milvia St., Suite 125 Karen Parolek
Berkeley, CA 94704
3/21/25
President
8 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Certification Forms Attachment 3
ATTACHMENT 3 - STATEMENT REGARDING INSURANCE COVERAGE AND WORKER’S
COMPENSATION INSURANCE ACKNOWLEDGMENT CERTIFICATE
OBJECTIVE DESIGN AND DEVELOPMENT STANDARDS CONSULTANT SERVICES *THIS FORM MUST BE PRINTED OUT, COMPLETED AND SUBMITTED WITH THE PROPOSAL*
CONSULTANT HEREBY CERTIFIES that the Consultant has reviewed and understands the insurance coverage requirements specified in the RFP. Should the Consultant be awarded a contract for Services, Consultant further certifies that the Consultant can meet the specified requirements for insurance, including insurance coverage of any subcontractors, and agrees to name the City of Carmel-by-the-Sea as additional insured for the Services specified.
By certifying this form, the Consultant also understands the Worker’s Compensation insurance requirement per the California Labor Code, Sections 1860 and 1861:
I am aware of the provisions of Section 3700 of the Labor Code, which require every employer to be insured against liability for worker's compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.
Printed Name of Consultant (Person, Firm, or Corporation) Signature of Consultant's Authorized Representative
Name & Title of Authorized Representative
Date Signed
Opticos Design, Inc.
3/21/25
Karen Parolek, Its President
Certification Forms City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 9 Attachment 3
Review of Scope
Attachment 3
Review of Scope City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 11 Project Approach
The Opticos team understands the City's commitment to facilitating new housing and achieving high-quality design in new ADUs, multi-family and mixed-use buildings. We propose the following approach to meet the community’s objective of high-quality design that reinforces the identity and unique physical character of Carmel-by-the-Sea:
1. Draw on our deep experience preparing objective
design and development standards (ODDS).
We have been preparing zoning standards through
form-based codes for over 20 years across the US. We
have used our national experience to prepare ODDS in
23 California jurisdictions in the past six years for a range of buildings similar to those envisioned in Carmel-bythe-Sea: from lower-intensity house-scale buildings to moderate and higher-intensity block-scale buildings. We recently completed the ABAG Handbook of Objective
Design and Development Standards reflecting our
experience in designing buildings and regulating building and site design through form-based codes.
We have a deep understanding of the large and small
patterns in communities that contribute to their physical character and appeal. We find the following characteristics vitally important to visual appeal of buildings and their neighborhoods: the width of buildings as perceived from the street as well as their length as seen by neighbors across the property line; the scale of entries to a building, the way the building entry relates to the sidewalk (e.g., large front yard, porch, dooryard, terrace, shop front), where the parking is located, the height, massing
and organization of each façade, the size and vertical
orientation of openings, the eave type and its details. We will gather this important information, Carmel's "DNA," through microscale documentation of your desired
outcomes. Through this experience and documentation,
we will prepare ODDS that reflect Carmel-by-the-Sea's
unique physical character and appeal.
Attachment 3
12 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Review of Scope
2. Identify standards for different scales of buildings and their contexts.
A common practice in the writing of design standards
is to treat building design as simply bulk that improves as it’s “chipped away.” This approach often leads to
compliant but unsatisfying design outcomes and
frustrated applicants, as these practices don’t work well with floor plans to produce much-needed housing.
Instead of a general approach, we’ll review what design approaches are valued by the community. We’ll then
identify the building massing and façade articulation
standards effective on house-scale buildings distinct from those effective on larger block-scale buildings. This is also important to understand to develop the appropriate standards for smooth transitions between house- and
block-scale buildings.
3.Provide predictable and realistic height transition
standards.
We’ll review the existing standards to see what’s needed to improve compatibility between new and existing
buildings on abutting parcels. For instance, house-scale massing techniques better achieve an effective transition in building size than simply requiring upper-story
setbacks. Based on the allowed building envelope
in each neighborhood, we’ll coordinate the relevant
building design, massing, and adjacency standards for
effective and realistic transitions for infill development.
We recommend the optional Task 4.7 Site Tests &
Visualizations to show what new standards would produce on a specific parcel.
4.Make the new standards user-friendly, objective,
and easy to implement to streamline the process.
Several of our team members previously worked as City
planning staff, giving them a solid understanding of how standards need to be communicated to the designer,
developer, administrator, and community member. We’ll
use that experience to review representative project plans and review processes to understand what’s working and
what could be refined or improved. With that background and over two decades of writing form-based zoning and
design standards in compliance with State Law, we’ll
prepare clear standards, graphics, and diagrams to convey the community’s requirements.
5.Work closely with you and the community.
Our work is much more effective when it’s not seen as
“the consultant’s project” and instead is an engaged
community and City staff investing in the project from
start to adoption and implementation.
We will prepare for and facilitate the following outreach opportunities, which are further detailed in our proposed Work Plan Task 2. Targeted Community Engagement:
• Working Session with City Planning Staff to gain insight on outcomes seen as effective and if there is room for
improvement.
• Local Design & Development Industry Roundtable
Meetings (total two; virtual)
• Subcommittee Meetings (total two; virtual)
• Community Meeting (total one; in-person)
Attachment 3
Review of Scope City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 13 • Meetings with Review Boards (total two; one in-person and one virtual)
• Planning Commission and City Council Study Sessions
(total two; virtual)
Through clear, open, and intentional communication, we
maintain a highly collaborative process with City staff and the consultant team. To facilitate this, we include the following coordination methods, further detailed in Task 1.
Project Kickoff & Management:
• Regularly scheduled team check-in calls using screen
share and video conference.
• Project status updates that highlight task progress,
identify key milestones and deliverable dates, and
articulate action items, upcoming task responsibilities, and next steps.
• Shared cloud storage for team collaboration, including file sharing, project contacts, and real-time document
collaboration.
We know things change and that any project management
approach is only as good as its capacity to accommodate changing realities. By facilitating a collaborative approach founded on open communication and accessible project
information, it is our intent to create a team structure that makes it possible to identify changes early-on, and to
efficiently pivot as needed to accommodate that change.
6.Tailor a work plan that builds on the Proposed Scope
of Services outlined in the RFP.
We propose a work plan that focuses on the City’s
objective for ODDS to address high quality building
design, architectural style, and height transitions. To accomplish this, we propose the following key questions to guide our work throughout the project process:
• What specifically needs to be regulated and to what
degree?
• Are the standards responsive to the community’s
expectations and the needs of the local development
industry?
Our work plan is aimed at ultimately producing a standalone document of design standards to be adopted by resolution. We provide a detailed work plan as an
Appendix that incorporates the Proposed Scope of
Services outlined in the RFP and includes additions
tailored to successfully complete this project.
Attachment 3
Experience + Expertise
14 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Experience + Expertise Attachment 3
Opticos is a team of urban designers, architects, and
strategists that partners with clients who want to lead the way in providing vibrant, diverse, walkable urban places. Because we approach each project with innovation and creative problem solving in mind, we function just as much as a think tank as a consulting firm.
To us, architecture and planning must play a role in defining more sustainable, equitable, healthy, compact patterns of development that improve the quality of life for everyone.
This starts with revitalizing existing urban places, but also must include the transformation of suburban places into more urban ones and the creation of thoughtful, new walkable urban communities.
As a group of like-minded designers looking to make an impact in the world, we strive to integrate social, environmental, and economic responsibility into all that we do.
Professionally, we’re one of the first B Corporations and a founding California Benefit Corporation, a revolutionary new kind of business dedicated to a triple bottom line.
Outside of work, we shop locally, live small, and go car-free whenever possible. The only parking issue we experience in our office is a shortage of bike racks! Who We Are
iiExperience + Expertise Document Title Line One Document Title Line Two City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 15 Attachment 3
16 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Experience + Expertise Attachment 3
Experience + Expertise City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 17 Attachment 3
1 2
3 4
5 6
7 8
9 Marin County and 11 cities (5 customized by
Opticos
City of Campbell (Downtown and Citywide)
City of San Rafael (Downtown)
City of Davis (Downtown)
City of Folsom
City of Orinda (Downtown and Citywide)
City of Sebastopol (Downtown and
Citywide)
City of Santa Barbara (Downtown and
CItywide)
ABAG (Handbook on ODDS)
City of Richmond
City of Citrus Heights
City of Los Altos
City of Mountain View
City of Santa Rosa
City of Lafayette
1 4
7 2
5 8
3 6
9 Carmel-by-the-Sea
Our California Objective Design +
Development Standards Experience
10 11
12 13
14 15
10 11
12 13
14 15
18 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Experience + Expertise Attachment 3
Why Opticos for
Carmel-by-the-Sea?
ODDS + 20 Years of Form-Based Coding
Implementation Expertise
High-Touch + High-Tech Outreach
The Opticos team's unique skills, approach and experience align well with the City's desire to create ODDS that promote high-quality design and architectural standards to the existing ODDS. The following pages elaborate on the key areas of expertise that make our team a good fit for Carmel-by-the-Sea and present recent examples of relevant projects:
Experience + Expertise City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 19 Attachment 3
We'll customize your standards.
Menu of design and development standards for you
to choose from depending on your housing goals and
community expectations.
Working with you upfront to understand what your
community wants the standards to make.
Testing the standards throughout the process to make
sure and make what’s expected and prevent what’s not
wanted.
Easy to use, graphically-rich design and development
standards.
Association of Bay
Area Governments
(ABAG) ODDS
Handbook
1 2
3 4
Opticos Design brings its 20+ years of zoning
and form-based code experience across
the U.S. to prepare objective design and
development standards for over a dozen
California cities. We’ve been preparing zoning
and standards for a long time so when cities
asked us to prepare ODDS, it was a natural
for us. We prepare ODDS to implement the
community’s RHNA goals while delivering
buildings and designs that fit their context and
location, for a streamlined review process.
Our ODDS strategy is to refine or replace
existing zoning to improve housing yield,
built form, and increase usability rather
than simply adding another layer of
regulations.
Objective Design and Development
Standards (ODDS) + Coding
20 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Experience + Expertise Attachment 3
Producing more housing through contextsensitive, objective standards
25.02.080 Downtown Edge (DE)
General note: the illustrations above are intended to provide a brief overview of the zone and are descriptive in nature.
A. Intent
A walkable district of medium-to-large footprint, high intensity mixed-use buildings and housing choices, supporting retail, food, and services.
The following are allowed form elements in the zone.
House-Scale Buildings: Side Court,
Medium Courtyard
Block-Scale Buildings: Large Multiplex,
and Large Courtyard
Up to 4 Stories without Community
Benefit Project; Up to 6 stories with
Community Benefit Project
Primarily Attached Buildings Frontage Types: Forecourt and Gateway; Dooryard and Stoop on
Secondary Front; Maker Shopfront,
Shopfront, Terrace, Gallery, and
Arcade on Ground Floor Commercial
Frontages
Medium-to-Large Main Building
Footprint
None-to-Small Front Setbacks
None-to-Small Interior Setbacks
Public Review Draft – June 23, 2023 Santa Barbara Objective Design and Development Standards 35 Objective Design and
Development Standards
Santa Barbara, CA
June 2023
Zone Map
MONTECITO
DE LA VINA
CABRILLO
FIGUEROA
COTA
SANTA BARBARA
STATE
CASTILLO
LAS POSITAS
HWY 101
GUTIERREZ
DE LA GUERRA
HALEY
VICTORIA
SOLA
ANAPAMU
CANON PERDIDO
ORTEGA
CARRILLO
ANACAPA
MILPAS
CLIFF
YANONALI
CHAPALA
MISSION
FOOTHILL
COAST VILLAGE
Esri, DeLorme, NaturalVue
Legend
City Boundary
ODDS Zones
Downtown Core (DC)
Downtown Edge (DE)
Mixed-Use Corridor (MUC)
Neighborhood Large (N.L)
Neighborhood Medium (N.M)
Note:
Development projects located in Historic
Districts, Landmarks Districts, or
Potential Historic Districts are limited to
the architectural styles required for that
district, as described in either Chapter
30.57 (Landmark District and Historic
District Overlay Zone), or the City’s
Historic Resource Guidelines, as
applicable. If an architectural style is
required in a Historic District, Landmarks
District, or Potential Historic District, but
is not available in Chapter 6
(Architectural Design) of the ODDS, it is
not allowed to be approved under this
Title.
Title 25: Objective Design and
Development Standards
Public Review Draft
Prepared for:
Santa Barbara, California
June 23, 2023
Review Note:
References to certain
Chapters and Sections of the
Title 30 Zoning Ordinance
are pending adoption of
amendments to Title 30. All
applicable Municipal Code
references will be updated
prior to adoption of Title 25.
Downtown and Citywide ODDS for the City of Santa Barbara Experience + Expertise City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 21 Attachment 3
Our Community Engagement Toolbox: Developed and Refined Through 20 Years of Working with Neighborhoods Nationwide
Opticos integrates a robust, hands-on public engagement strategy into all of our planning and coding processes in order to ensure community ownership and effective implementation. Our first multi-day charrette was 20 years ago, when we participated in an extremely contentious charrette led by Bill Lennertz, former Executive Director of the National Charrette Institute, which went on to be the case study for The Charrette Handbook. To put it simply, we learned from the best on one of the most complicated but highly successful charrette processes in the country. Since then, we have refined and adapted our charrette process for a variety
of challenging situations to gain consensus and
effectively engage underserved communities.
We've worked all over the country, including over
30 communities in California. Over the years, we
have expanded beyond the charrette to develop our
Community Engagement Toolbox that includes a
variety of techniques for effective communication,
both verbal and graphic. We adapt our approach
for each project to meet its and the community's
individual needs.
We utilize
collaborative
design, a curated
engagement
toolbox and local
knowledge to
effectively guide
engagement in
your community
High-Touch + High-Tech Outreach for
Effective, Equitable Engagement
22 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Experience + Expertise Attachment 3
Physical Models
Involving Underrepresented Communities in
the Planning Process
We actively include local community outreach specialists with "boots on the ground" experience to ensure that
our community engagement process identifies those
historically left out of the planning process, and embeds them in decision-making. Key strategies include:
• Go to them. Often within these populations there
exists apathy or mistrust rooted in history. The first step is showing respect by extending and showing up on
their turf at community meetings, markets or festivals.
Connect with those who have trusting relationships with the community such as religious leaders, social support organizations and sports leaders. Let these people take the lead on how to connect with their community.
• Communicate. Don’t discount the use of social media
and online engagement. Covid-19 has increased the
percentage of people who can participate online.
• Build trust. Make the process worth their participation.
Underserved communities may not see it worth
the effort to get involved. Often there is a history of disappointments related to unfulfilled promises. The
most important first step is to just listen, allowing people to express the important issues. The project team must
then propose design solutions that respond to peoples
values and issues. People must believe that their input can have an impact on their community.
Tactical Urbanism
Open Houses
Small Group Design Exercises
Experience + Expertise City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 23 Attachment 3
Qualifications
24 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Qualifications Attachment 3
CITY OF CARMEL-BY-THE-SEA
OPTICOS DESIGN, INC.
Meet the Team
Opticos has assembled a team of highly skilled professionals who combine extensive technical qualifications and numerous years of experience working in the region. Below is our team's organization chart of key staff followed by their resumes. We will maintain the same personnel throughout the project; however, if any change is required due to unforeseeable circumstances, we will seek the City's approval in advance through personnel qualifications review and oral interviews with City staff.
Qualifications City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 25 Drew Finke
Senior Associate,
Urban Design
Tony Perez
Senior Associate,
Zoning Reform & Planning
Xenia Alygizoue
Associate I
Stefan Pallegrini
Founding Principal
Cecilia Kim
Associate II
Attachment 3
Education
Master of Urban Design
University of California, Berkeley
Bachelor of Architecture
Magna Cum Laude
University of Notre Dame
Licenses
California Licensed Architect
#C32904
Memberships
American Institute of Certified
Planners
Certificate #020186
American Planning Association (APA)
Small Town and Rural (STAR) Division
Relevant Project
Experience
Objective Design Standards
Handbook for Residential and MixedUse Projects, Association of Bay Area Governments
Marin Objective Design +
Development Standards Toolkit
Marin County, CA
Puget Sound Regional Missing
Middle Zoning Toolkit & Resources,
Puget Sound Region, WA
Livable Corridors Form-Based
Code + Architectural Standards
Richmond, CA
Downtown Specific Plan and FBC
Hayward, CA
Principal
Stefan Pellegrini’s educational degrees and professional experience in both architecture and urban design make him an expert project leader at all building scales, from single-family homes to regional plans. He has extensive experience traveling and teaching workshops abroad, a roster of groundbreaking and award-winning projects to his credit, and he is uniquely skilled at bringing diverse people and opinions together at the table to resolve conflicts and turn disagreements into productive projects. Adept at analyzing a place and drawing his ideas on paper, with a passion for traditional architecture, Stefan meticulously considers every aspect and angle of a project to create beautiful places and spaces that thrive.
His strong interest in revitalizing places, especially rural small towns and inner-city areas, comes from a childhood spent in the rust belt town of Muncie, Indiana, seeing first-hand the impact of declining industry. Before joining Opticos in 2002, Stefan brought this understanding to his work at the nationally renowned firm Urban Design Associates in Pittsburgh, Pennsylvania, where he was a senior designer and project manager for over 50 urban design and architecture projects, including groundbreaking plans that redesigned public housing into mixed-income communities through the HOPE VI program in five states (one of which won an AIA Honor Award for Urban Design), and new housing developments in North Carolina and Alabama. He also played an instrumental role in UDA’s resurrection of Architectural Pattern Books.
Stefan brings an international perspective to the firm. The recipient of a number of fellowships, including the prestigious Skidmore, Owings, and Merrill Foundation Urban Design Traveling Fellowship, he has spent months studying architecture and planning all over the world, including Scandinavia, North Africa, and Southern Europe. In addition, Stefan is fluent in Italian.
Stefan Pellegrini, RA, AICP,
LEED AP
Attachment 3
Education
B.S. Urban and Regional Planning,
Cal Poly Pomona
Teaching
Instructor: PLAN 590 “Place-based
Planning, Design, and Zoning”, Spring
2025
Instructor: UP 252 “Form-Based
Planning + Coding” UCLA, Winter
2015 and 2016
Instructor: URP 498 “Form-Based
Planning + Zoning” Cal Poly Pomona,
Spring 2013, 2017, 2018
Instructor: FBC 101 + 201, FormBased Codes Institute
Relevant Projects
Multi-Family Development and
Design Standards, Campbell, CA
Objective Design and Development
Standards, San Anselmo, CA
Objective Design and Development
Standards, Santa Barbara, CA
Objective Design Standards
Handbook for Residential and MixedUse Projects, Association of Bay Area Governments
Folsom Corridor Objective Design
and Development Standards,
Folsom, CA
Marin Objective Design +
Development Standards Toolkit,
Marin County, CA
Senior Associate, Team Leader
Tony leads Opticos’ Zoning Reform and Planning Team to focus on a variety of zoning work: Zoning audits, Missing Middle Housing Scans, Form-Based Code and Objective Design and Development Standards preparation, and citywide Zoning Ordinance Updates. With 36 years of experience, including 12 as a public sector planner, Tony Perez has spent the last 24 years helping communities improve their zoning codes with a focus on writing Form-Based Codes. An expert in translating policy direction into clear and implementable development standards, Tony works to enable the community’s vision by identifying and addressing barriers and writing responsive standards.
A leader in advancing the implementation of Missing Middle Housing as well as the practice of Form-Based Codes, Tony is an energetic educator and enjoys working with public sector planners across the United States.
Tony is from the California Delta town of Isleton and lives with his family in Southern California.
Tony Perez
Attachment 3
Education
Master of Urban + Regional Planning
UCLA
Bachelor of Architecture
University of Texas at Austin
Bachelor of Arts in Urban Studies
University of Texas at Austin
Relevant Project Experience
Livable Corridors Form-Based
Code + Architectural Standards
Richmond, CA
Downtown Specific Plan and FBC
Hayward, CA
Urban Design Guidelines
Memphis, TN
Bitterroot Ranch Design Guidelines
Hamilyton, MT
CodeNEXT Citywide Code Update
Austin, TX
South County Community Plan
and FBC
Kauai County, HI
West County Community Plan
and FBC
Kauai County, HI
Senior Associate
Drawing on his training in architecture and planning, Drew’s work sustains and strength-ens local culture and traditions through thoughtful, community-driven designs and policies that reinforce a community’s unique sense of place. Drew’s work is animated by an interest in how walkable, equitable, sustainable and beautiful neighborhoods, main streets and downtowns can thrive in a wide range of contexts, be they big cities or small towns.
Since joining Opticos in 2013, Drew has applied this sensibility to impactful projects in a variety of places, from an award-winning place-based comprehensive plan and follow-up implementation charrettes in Memphis, Tennessee, to contextually-sensitive form-based codes for rural Kauaʻi County in Hawaiʻi, and neighborhood plans for an affordable Missing Middle Housing neighborhood in Mammoth Lakes, California. Uniting these projects is an emphasis on authentic community engagement and feasible implementation strategies that empower communities and provide confidence in the face of change.
Drew enjoys getting to know a place through its food, and can be found at farmers markets and local dives whenever visiting a new place.
Drew Finke
Attachment 3
Education
PhD in Planning, Policy and Design,
University of California, Irvine
MPL in Planning, University of
Southern California, Los Angeles
ME in City Planning, Hongik
University, Seoul
BE in Civil and Urban Engineering,
Hongik University, Seoul
Memberships
American Planning Association
Urban Land Institute
Congress of the New Urbanism
Relevant Project Experience
Objective Design Standards
Handbook for Residential and MixedUse Projects
Association of Bay Area
Governments
Multi-Family Development and
Design Standards
Campbell, CA
Folsom Corridor Objective Design
and Development Standards,
Folsom, CA
Citywide Zoning Code
Columbus, OH
Planning Manager (Associate II)
With a unique educational and professional background that blends the disciplines of design, planning, and engineering, Cecilia brings a distinctive perspective and solution-oriented approach to leadership and project management. She excels at translating visions into visual graphics that help engage the community and spark the creative design process of projects. Her personal mission is to have a positive impact on the communities she works with to create long lasting places of value and strong community connections.
Throughout her two decades of experience, Cecilia has adeptly handled multiple roles as project manager, urban designer, and policy planner. She is skilled at coordinating projects across diverse professional disciplines, mediums, and departments. From land use and community engagement to development regulations and sustainability policies, Cecilia’s wide range of knowledge and experience has helped clients find creative solutions through collaborative and innovative efforts. She has a particular passion for development codes and specializes in form-based codes and objective design and development standards.
Cecilia’s passion for urban design and planning began as a child fascinated with building a Lego city in her closet. She continues to cultivate this passion in young planners through mentorship and teaching, having taught at the University of California, Irvine and California State University, Northridge. Outside of the studio, she enjoys playing tennis and is a national champion as part of the winning team in the 2016 Mylan WTT Rec League.
Publications
Garde, A. & Kim, C. (2017). Form-Based Codes for Zoning Reform: Insights from Cities in Southern California. Journal of the American Planning Association, 83 (4), 346-364
Garde, A., Kim, C. & Tsai, O. (2015). Form-Based or Euclidean Zoning Codes? Learning from Miami 21. Journal of the American Planning Association, 81 (1), 46-66 John Randolph Haynes and Dora Haynes Foundation. (2014). Evaluation of the effectiveness of form-based codes in promoting sustainability: Insights from Southern California. Los Angeles, CA: Garde, A. (Grant Report).
Cecilia J. Kim, PhD
Attachment 3
Education
Master in Public Anthropology
Boston University
Master of Urban Design
University of California, Berkeley
Master and Bachelor in
Architectural Engineering
National Technical University
of Athens
Memberships
American Anthropological
Association (AAA)
American Planning Association (APA),
APA California
Association of Cultural Heritage
European Association of Social
Anthropologists
Relevant Project Experience
Sacramento Missing Middle Study,
Sacramento, CA
San Rafael Downtown Precise Plan
San Rafael, CA
Puget Sound Regional Missing
Middle Zoning Toolkit & Resources,
Puget Sound Region, WA
Midtown Development Plan + FBC
Santa Fe, NM
Urban Design Guidelines
Memphis, TN
Associate I
Xenia is an architect, urban designer, and sociocultural anthropologist. Her cross-discipline approach is rooted in her keen awareness of the cultural, social, and physical elements that shape urban environments. Since joining Opticos Design in 2017, she has drawn on her diverse educational background and extensive experience to contribute to a wide range of urban design and planning projects across communities in the United States.
Xenia dedicates her work to advancing urban places through the lenses of lived experiences, urban storytelling, place analysis, and community engagement.
She specializes in integrating cultural and physical insights into comprehensive plans, master plans, form-based codes, and innovative design concepts, ensuring that each project is contextually sensitive and future-ready. Her role extends beyond design; she works with residents and city staff to define their visions via urban planning principles.
In addition to her work at Opticos, Xenia serves on the board of Mary Elizabeth Inn, a nonprofit organization in San Francisco dedicated to providing safe and supportive housing for women in need. When she is not in the design studio, Xenia can be found in Berkeley and San Francisco neighborhoods, hiking somewhere on the California coast, baking, or writing. Her most recent pieces include anthropological research on the emerging participatory planning in the Eastern Mediterranean, and migration patterns in the small isolated islands of the Aegean Archipelago.
Xenia Alygizou, AAA, AICP
Attachment 3
Timeline
Timeline City of Carmel-by-the-Sea | Objective Design Standards 31 Attachment 3
The Opticos team proposes to complete the project within eight months, as shown below, for the base scope of work.
This schedule assumes staff review period of two weeks per deliverable and does not include time for the scheduling and holding of public hearings. Opticos will work with City staff to refine the schedule at project startup and provide updates throughout the duration of the project.
Project Schedule
Month 1 Month 2 Month 3
1.1 Project Startup & Kickoff Meeting
1.2 Coordination calls with City (12)
1.3 Administration & Quality Control
Task 1 Project Startup & Management
2.1 Working Session #1: Key Projects/Outcomes
2.2 Local Industry Roundtable Meeting #1
2.3 Planning Commission Study Sessions (2)
2.4 Community Meetings (in-person) (3)
3.1 Field Visit and Microscale Documentation
3.2 Review of Background Documents and Key Projects
3.3 Working Session #2: Findings and Recommendations
5.1 Meeting Attendance & Support (2)
4.1 Outline for ODDS
4.2 Administrative Draft ODDS
4.3 Public Draft ODDS
4.4 Working Session #3: Public Draft ODDS
4.5 Final ODDS, as adopted
4.6 ODDS Checklist
Task 2 Targeted Community Engagement
Task 3 Research
Task 5 Public Meetings
Task 4 Objective Standards
• Summary of Findings Memo
• Outline for ODDS
• Administrative Draft ODDS
Key Deliverables
• Public Draft ODDS
• Final ODDS
• ODDS Checklist
K
W
W
C1
32 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Timeline Attachment 3
K
W
PC
H
R
Kickoff Meeting C1
Working Session
Roundtable Meeting
Key Meetings
Planning Commission Study
Session
Public Hearings
Project Introduction
ODDS Approach + Initial Strategies
Public Review Draft ODDS
Month 4 Month 5 Month 6 Month 7 Month 8-11
Community Meetings
C2
C3
W
PC
C3
PC
R
H H
C2
Timeline City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 33 Attachment 3
Samples
34 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Samples Attachment 3
Project Samples
This section provides project samples for the Opticos team. The list below provides links to the project for your review.
Opticos Design, Inc.
• Objective Design Standards Handbook, Association of Bay Area Governments • Objective Design and Development Standards, Santa Barbara, CA (Adopted) • Objective Design and Development Standards, San Anselmo, CA (Adopted) Samples City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 35 Attachment 3
Objective Design Standards
Handbook
San Francisco Bay Region, California | 2024
Expert Advice and Best Practices in Preparing Objective Design Standards
In 2023, the 9-County Association of Bay Area Governments hired Opticos to prepare a resource for its 101 jurisdictions to streamline housing production. The California legislature has passed several laws to increase and streamline housing production. A key need from those laws is to approve certain projects administratively, without discretionary review, using only objective standards.
Working with a 17-member steering committee, Opticos prepared a Handbook of Objective Design Standards (ODS) that addresses four key design topics: Pedestrian Experience, Building Design, Site Design, and Open Space. The Handbook advises why and when to include certain standards along with economic implications provided by Cascadia Partners. The standards are coordinated to six sizes/intensities of neighborhoods, corridors, and centers (i.e., placetypes), enabling readers to easily find the type of area they want, the advice, and example standards to inform or use directly.
Highlights
1. Placetypes analysis established foundation for the key design topics and objective standards included in the Handbook.
2. The Handbook includes objective standards for essential and supplemental topics.
3. The Handbook is intended to be used as a reference by jurisdictions to customize and refine their local ODS.
Project Area + Context
San Francisco Bay Region
Degree of Change
Evolution with Targeted
Transformation
Products
Placetypes Atlas; ODS
Handbook; Catalogue of readyto-use standards
Status
Completed and being used by
local jurisdictions
Team
Opticos Lead; Cascadia
Partners (Economic)
Reference
Ada Chan, Regional Planner
Association of Bay Area
Governments Metropolitan
Transportation Commission
375 Beale Street, Ste 800
San Francisco, CA 94105
415.820.7958
[email protected]
36 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Samples Attachment 3
The Handbook provides ways to craft standards so that individual buildings are designed in response to their intended physical scale and context.
The Handbook coordinates standards with the applicable Placetypes found throughout San Francisco Bay Region Economic analysis conducted by Cascadia Partners
provides insight on considerations to balance project
costs with long-term placemaking benefits.
The Handbook is absolutely
responsive to our region's
needs. Opticos produced a
truly innovative resource
that we knew we needed but
didn't know what it would be."
Ada Chan
Bay Area Metro
COST
CONSIDERATIONS
• Unit Yield
• Housing Cost
• Project Feasibility
PLACEMAKING
BENEFITS
• Urban Design
• Visual Interest
• Context
Sensitivity
Samples City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 37 Attachment 3
Objective Design Standards
Santa Barbara, California | 2024
Elements of Spanish Revival Style
Note: The image above is intended to provide a reference for architectural elements and is illustrative, not regulatory. It is not an exhaustive list of applicable standards.
Example Building Elevation: Spanish Revival
Storefront(See Subsection 15
for standards)
Window (See Subsection 9 for
standards)
Entry Door (See Subsection 12
for standards)
Roof (See Subsection 5 for
standards)
Rake (See Subsection 6 for
standards)
Wall (See Subsection 3 for
standards)
Eave (See Subsection 7 for
standards)
C.1. Wall: Spanish Revival
Base
No base is required for this style.
Where no base is provided, stucco wall finish shall extend below the weep screed, flush with the wall surface above, and continue for a minimum of 2" below finish grade.
Expansion Joints
Structural expansion joints shall be concealed by placement, color selection, or use of facade plane change.
C.1. Wall: Spanish Revival (Continued)
Wall Projections
Depth 1'0" min.;
Lintel Type Wood lintel with brackets or
corbels, Cast-stone lintel
Provide lintel for full width of projection.
186
Specific to Architectural Design
Santa Barbara Objective Design and Development Standards August 2022
25.08.060: Mediterranean Style Group
New zoning and architectural standards intended to
streamline housing production
Opticos was hired to prepare Citywide Objective Design Standards (ODS), which included both the creation of zoning districts and the replacement of the comprehensive but sometimes subjective existing architectural guidelines. To ensure the new standards were place-based, the first step was to analysis the different neighborhoods and their characteristics and categorize them in a Neighborhood Atlas. The city's goals for this project were:
• Facilitate and streamline production of multi-unit housing • Provide clear guidance and design expectations to applicants, staff, and decision makers.
• Ensure all new multi-unit housing development is designed to be sensitive and compatible with existing architecture, historic resources, and neighborhoods. • Use an open and inclusive public process to draft design standards for the City’s diverse multi-unit neighborhoods.
Project Area + Context
Citywide
Downtown, Neighborhood
Main Streets, low to moderate
intensity Neighborhoods and
Corridors
Degree of Change
Envisioned Transformative
Change
Budget
$304,745
Status
Pending Adoption in Summer
2024
Team
Opticos
Reference
Rosie Dyste, Project Planner
805.564.5470 x4599
[email protected]
Highlights
1. ODS being prepared for a community with a strong design review culture.
2. Preparing ODS that help rather than limit the very creative architectural community.
3. Creating context-sensitive ODS founded on detailed place analysis
4. Preparing Objective Architectural Style Standards that leave room for creativity.
The ODS completely replaces existing zoning districts and replaces existing architectural guidelines Title 25: Objective Design and Development Standards
Draft
Prepared for:
Santa Barbara, California
August 2022
38 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Samples Attachment 3
State St
State St
E CARRILLO ST
E MISSION ST
DE LA VINA ST
N HOPE
S SALINAS ST
N MILPAS ST
LAS POSITAS RD
S MILPAS ST
W CARRILLO ST
E HALEY ST
GARDEN ST
CACIQUE ST
E C
GARDEN ST GARDEN ST
NSALINAS ST
CACIQUE ST
SAN ANDRES ST
W CABRILLO BL
CLIFF DR
E ALAMAR AV
W ALAMARAV
W MISSION ST
S HOPE AV
FOOTHILLL N
Waterfront
West Beach
Lower
State
Westside
West Mesa
West
Downtown
San Roque
Upper
State
Milpas
Lower West
Lower
Riviera
Lower East
Laguna
Hitchcock
Eastside
East Mesa
Downtown
Bel Air
Alta Mesa
Upper
East
Samarkand
Riviera
Oak Park
East
San
Roque
East Beach
Cielito
Campanil
Hidden
Valley
Path: H:\Group Folders\GIS\Housing\ODS\Project Area Map 1 - Basemap 11x17 Dec 2021.mxd 0 0.125 0.25 0.5
Mile
1:28,000
NAD 1983 State Plane
California V FIPS 0405 (Feet)
Final Draft — January 19, 2022
State St
State St
E CARRILLO ST
E MISSION ST
DE LA VINA ST
N HOPE AV
S SALINAS ST
N MILPAS ST
LAS POSITAS RD
E ALAMAR AV
S MILPAS ST
W CARRILLO ST
E HALEY ST
GARDEN ST
CACIQUE ST
E CABRILLO BL
GARDEN ST GARDEN ST
NSALINAS ST
CACIQUE ST
SAN ANDRES ST
W CABRILLO BL
HWY 101
CLIFF DR
E ALAMAR AV
W ALAMARAV
FOOTHILL RD
W MISSION ST
S HOPE AV
FOOTHILLL N
Waterfront
West Beach
Lower
State
Westside
West Mesa
West
Downtown
San Roque
Upper
State
Milpas
Lower West
Lower
Riviera
Lower East
Laguna
Hitchcock
Eastside
East Mesa
Downtown
Bel Air
Alta Mesa
Upper
East
Samarkand
Riviera
Oak Park
Hope
Foothill
Eucalyptus
Hill
East
San
Roque
East Beach
Coast
Village
Cielito
Campanil
Hidden
Valley
Boundary
City Limits
Neighborhood
Project Area
Main Street
Path: H:\Group Folders\GIS\Housing\ODS\Project Area Map 1 - Basemap 11x17 Dec 2021.mxd City of Santa Barbara, Planning Division, AJN, TRB, December, 2021 0 0.125 0.25 0.5
Mile
1:28,000
NAD 1983 State Plane
California V FIPS 0405 (Feet)
Large
Medium
Small
Corridor
Large
Medium
Small
Neighborhood
Large
Medium
Small
Coastal Zone
Final Draft — January 19, 2022 Objective Design Standards Existing Conditions 43 Chapter 3 — Existing Physical Character
Neighborhood Atlas
Careful analysis of the characteristics of different neighborhoods was compiled into a Neighborhood Atlas that informed which new zoning and architectural standards would apply to each neighborhood.
Test Fits
After the initial draft of the zoning were completed, the team tested potential build out on several typical lot sizes within each zoning district.
The ODDS provide building footprint and massing composition standards that are coordinated with the allowed architectural styles.
Neighborhood Atlas: Overview
Santa Barbara ODS — Work Group Meeting Two 28
Coast Village
Downtown
East Beach
East Mesa
Eastside
Hitchcock
Laguna
Lower East
Lower Riviera
Lower State
Lower West
Milpas
Oak Park
Upper East
Upper State
West Beach
West Downtown
West Mesa
Westside
Zoning Envelope Testing: 2121 Oak Park Lane
209'-10" x 155' (R-M)
Topic
• Text
• Text
• Text
Santa Barbara ODS — Work Group Meeting Two 19
* *
*solar access does not apply to this site
without open yard* with open yard*
Wow, Opticos tackled this
challenging problem very
thoroughly and effectively, and
created a document that achieved
something I was not sure was
possible."
City of Santa Barbara
Samples City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 39 Attachment 3
Objective Design and
Development Standards
San Anselmo, California | 2024
New Zoning and Architectural Standards Provide
Alternative Ministerial Path to Planning Approvals
The Town of San Anselmo hired Opticos Design Inc., to customize the Marin County ODDS Toolkit, a form-based code that Opticos developed for Marin County cities and towns. The intent of the ODS is to provide applicants and developers with a clear understanding of the Town's expectations for multi-family and commercial mixed-use developments. The ODS provide clear and effective standards to streamline review processes and enable more housing production.
Highlights
1. ODS standards address proposed Housing Element densities.
2. Opticos prepared visual simulations for five housing sites to demonstrate standards.
3. ODS standards for public frontage allow transition to existing frontage conditions.
4. Engagement with Planning Commission Subcommittee composed of two local architects.
Project Area + Context
Citywide - Properties zoned for
multi-family and commercial
mixed-use development
Degree of Change
Envisioned Transformative
Change
Products
Objective Design Standards
including site visualizations,
new zoning and architectural
standards
Status
Adopted
Reference
Heidi Scoble, Planning Director
Town of San Anselmo
415-258-4636
hscoble@townofsananselmo.
org
40 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Samples Attachment 3
Above: Town staff directed Opticos to test specific site development scenarios. The test results were used to refine the ODS standards.
Left: Existing buildings informed the Architectural standards.
Above and Right:
ODS standards focused on regulating
architecture and site design.
6. Encroachments
Encroachments into Minimum Setbacks
Encroachment Type Front Side St. Side10 Rear10
Architectural Features 2' max. 2' max. 1' max. 5' max.
Private Frontages P11 P11 X X
Patio Covers X X 1' max. 5' max.
Stairs/Ramps P11 P11 1' max. 5' max.
Decks (Max. 3' Above
Grade)
X X 5' max. 2' max.
Ramps providing ADA or FHA visitability are allowed within setbacks but shall not encroach within public ROWs.
Fences, hedges, and other screen devices are allowed within setbacks as identified in Section 10-20.05.020 (Screening). 10 No encroachment allowed for Accessory Structures
11 See Subsection 2 of the selected private frontage type Encroachments into Public Right of Ways (ROW)
Upper story encroachments on front and side street require 8' min. of vertical clearance.
5. Building Placement
Setback (Distance from ROW/ Development Site Line)9
Front (Facade Zone)
Interior Development Site 10' min.; 15' max.
Corner Development Site 10' min.; 15' max.
Side Street (Facade Zone)
Primary Building 10' min.; 15' max.
Accessory Structure(s)
15' min.
Side
Primary Building
5' min.
Accessory Structure(s)
5' min.
Rear
Primary Building
15' min.
Accessory Structure(s)
5' min.
Building Facade
Facade Zone
Front St. Side St.
Façade Zone Defined by Primary
Building/Frontage (See Subsection
10-20.12.030.2)
70% min. 60% min.
Facade Design
All building facades shall be designed in compliance with Article 8 (Specific to Architectural Design).
9 Development sites with slopes ≥ 6% shall comply with
Section 10-20.05.050 (Slope Standards).
Key P = Allowed X = Not Allowed N/A = Not Applicable
Side Street
Front Street (Narrowest Side)
Front Street (Narrowest Side)
Side Street
max. min.
min.
max.
min. min.
ROW/ Dev't Site Line
Building Setback Line
Buildable Area
Acc. Structures Only
Facade Zone
Key
ROW/ Dev't Site Line
Setback Line
Encroachment Area
Key
21 Zones
Adoption Hearing Draft – June 09, 2023
Town of San Anselmo Objective Design and Development Standards 10-20.03.050: Neighborhood.Medium (N.M)
4. Building Form
Height
Primary Building5
Stories 3 max.
To Highest Eave/Parapet 26' max.
Overall 35' max.
Ground Floor Finish Level
Residential 6" min.6
Non-Residential 6" max.
Ground Floor Ceiling
Residential 9' min.
Non-Residential 12' min.
Accessory Structure(s)7 1 max.
Footprint
Max. Development Site
Coverage
See standards in Article 6
(Specific to Building Types)
Depth, Ground-Floor Space 20' min.8
5 See Article 6 (Specific to Building Types) for refinements to massing and height standards.
6 Common entries may be set at grade in compliance with local and federal accessibility standards.
7 Each accessory structure 120 sf max. and 8' max. height if located in required setback areas.
8 For habitable/occupiable space only
3. Building Types and Development Site Size
Allowed Building
Types
Development Site1 Standards
Width Depth
House-Scale
Ancillary Building2 N/A N/A 10-20.06.040
Duplex Side-by-Side 55' min. 110' min. 10-20.06.060
Neighborhood
Townhouse
18' min.3 100' min. 10-20.06.100
Neighborhood
Courtyard
70' min.4 150' min. 10-20.06.110
Multiplex 75' min. 110' min. 10-20.06.130
Block-Scale
Main Street Building 25' min. 100' min. 10-20.06.140
Each development site shall have only one primary building type. 1 Development sites of at least 3 acres or over 700' long or deep are required to include civic space and new street(s) per Article 10 (Specific to Large Sites).
2 The Ancillary Building is not a primary building type. 3 Represents one townhouse
4 For an L-shaped building; 100' min. for a U-shaped building ROW Line
Side Street
Front Street (Narrowest Side)
Interior
Development Site
Corner
Development Site Interior Development
Site
ROW Line
Key
ROW/ Dev't Site Line
Key
20 Zones
Adoption Hearing Draft – June 09, 2023
Town of San Anselmo Objective Design and Development Standards 10-20.03.050: Neighborhood.Medium (N.M)
10-20.03.050 Neighborhood.Medium (N.M)
General note: the illustrations above are intended to provide a brief overview of the zone and are descriptive in nature.
2. Sub-Zone(s)
None
1. Intent
A walkable neighborhood environment with medium-to-large footprint, moderateintensity housing choices, including mixed-use buildings with neighborhoodserving retail and services.
The following are generally appropriate form elements in the zone.
Mix of House-Scale and Block-Scale
Buildings
Duplex Side-by-Side, Neighborhood
Townhouse, Neighborhood Courtyard,
Multiplex, and Main Street Building Primarily Detached Buildings Medium-to-Large Building Footprint
Small Front Setbacks
Porch Projecting, Porch Engaged,
Dooryard, Shopfront and Terrace
Frontage Types
Small Side Setbacks
Up to 3 Stories
19 Adoption Hearing Draft – June 09, 2023
Town of San Anselmo Objective Design and Development Standards 100 Center/613 Sir Francis Drake Blvd | Site Test
NN
Sir Francis Drake Blvd.
Center Blvd.
Front Setbacks Proposed Required
Sir Francis Drake 5' 10' min., 15' max.
Center Blvd 10'-15' 10' min., 15' max.
Bridge Ave 10' 10' min., 15' max.
Bridge Ave.
A)
View 2
View 1
View 1
View 2
San Anselmo Final Site Visualizations — June 09, 2023 Opticos Design, Inc. © 2023 6 Testing Scenario: N.S Objective Design and
Development Standards Zone
Building Type Fourplex
Massing Type Sloped Roof Box (Hipped Option)
Occurrences
Height 2 stories (30')
Building, W x D 25' x 48' Main Body (2 Stories)
12' x 16' Wing (1 Story)
Building, Gross Area 2,600 sf
Building, Com'l Area 0 sf
Building, Coverage 22%
Front Building Setback 15'
Units, Total 4 du
Units, Average Size1 679 sf
Parking
Parking, Total Count 4 sp
Parking, Type Surface
Resultant Yields
Parking Ratio 1 sp per unit
Density 26.9 du/acre
FAR 0.42
W= Width; D= Depth
1Assumes circulation of 0% for Fourplex (no hallways).
N
58 Magnolia Ave | Site Test
Site Plan Key
Parking
Existing Grade
D)
View
Site Plan
Magnolia Avenue
San Anselmo Final Site Visualizations — June 09, 2023 Opticos Design, Inc. © 2023 13 Samples City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 41 Attachment 3
This page was intentionally left blank.
42 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Samples Attachment 3
Disclosure of Litigation
Opticos has neither been disciplined or censured by any regulatory body, nor, within the last five years, been involved in litigation or other legal proceedings relating to the provision of services.
Disclosure of Litigation City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 43 Attachment 3
References
44 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal References Attachment 3
ATTACHMENT 2 - REFERENCES
OBJECTIVE DESIGN AND DEVELOPMENT STANDARDS CONSULTANT SERVICES *THIS FORM MUST BE PRINTED OUT, COMPLETED AND SUBMITTED WITH THE PROPOSAL* List three (3) references for work of a similar nature to the Services performed within the last five (5) years. Use additional sheets as necessary.
Reference No. 1.
Name of Agency Agency Address
Contact Name Contact Title
Contact Telephone Contact Email Address
Contract Amount
Reference No. 2.
Name of Agency Agency Address
Contact Name Contact Title
Contact Telephone Contact Email Address
Contract Period Contract Amount
(next page)
County of Marin, CA 3501 Civic Center Dr Ste 329, San Rafael, CA 94903 Jillian Nameth Zeiger Principal Manager
415-473-7549 [email protected]
6/22/21 - extended to 12/31/25 $442,462.49
Town of San Anselmo
Heidi Scoble
415-258-4636 [email protected]
Planning and Building Director
525 San Anselmo Avenue,
Second Floor
San Anselmo, CA 94960
2019-2023, adopted $153,000
Contract Period
Description of services performed including costs.
Prepared Objective Design and Development Standards Toolkit for 11 jurisdictions in Marin County. Also provided supporting services, ranging from architectural style documentation, site testing, and meeting facilitation.
References City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 45 Attachment 3
Description of services performed including costs.
Reference No. 3
Name of Agency Agency Address
Contact Name Contact Title
Contact Telephone Contact Email Address
Contract Period Contract Amount
Description of services performed including costs.
I hereby certify that the Consultant performed the work listed above.
Consultant Signature
Printed Name
Date
Facilitated 5 Technical Advisory Committee workshops with member jurisdictions.
Prepared Handbook of ODDS showing the reason for certain standards, when to consider applying certain standards, downloadable graphics, diagrams, and standards and provisional numerical values, plus editable files for jurisdictions to customize for their needs.
Metropolitan Transportation Committee (MTC)
Association of Bay Area Governments (ABAG)
Bay Area Metro Center
375 Beale St, Ste 800, San Francisco, CA 94105
Ada Chan Regional Manager, Regional Planner
415-820-7958 [email protected]
9/20/22 - 4/30/24 $400,000
The Town of San Anselmo hired Opticos Design Inc., to customize the Marin County ODDS Toolkit, a form-based code that Opticos developed for Marin County cities and towns.
3/21/25
Karen Parolek, Its President
46 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal References Attachment 3
Insurance Coverage
Insurance Coverage City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 47 Attachment 3
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
INSURER(S) AFFORDING COVERAGE
INSURER F :
INSURER E :
INSURER D :
INSURER C :
INSURER B :
INSURER A :
NAIC #
NAME:
CONTACT
(A/C, No):
FAX
E-MAIL
ADDRESS:
PRODUCER
(A/C, No, Ext):
PHONE
INSURED
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $
$
$
$ PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)
COMBINED SINGLE LIMIT
AUTOS ONLY
AUTOS ONLY AUTOS
NON-OWNED
OWNED SCHEDULED
ANY AUTO
AUTOMOBILE LIABILITY
Y / N
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under
ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER
OTH- STATUTEPER
(MM/DD/YYYY) LIMITS POLICY EXP (MM/DD/YYYY)
POLICY EFF LTR TYPE OF INSURANCE POLICY NUMBER INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)
EXCESS LIAB
UMBRELLA LIAB EACH OCCURRENCE $
AGGREGATE $
$
OCCUR
CLAIMS-MADE
DED RETENTION $
PRODUCTS - COMP/OP AGG $
GENERAL AGGREGATE $
PERSONAL & ADV INJURY $
MED EXP (Any one person) $
EACH OCCURRENCE $
DAMAGE TO RENTED
PREMISES (Ea occurrence) $
COMMERCIAL GENERAL LIABILITY
CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:
POLICY PROJECT LOC
CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
CANCELLATION
AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.
CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED
AUTOS ONLY
7/18/2024
AssuredPartners Design Professionals Insurance Services, LLC 3697 Mt. Diablo Blvd Suite 230
Lafayette CA 94549
Karen Maldonado
626-696-1899
[email protected]
License#: 6003745 XL Specialty Insurance Company 37885
OPTIDES-02 Travelers Property Casualty Company of America 25674 Opticos Design, Inc.
2100 Milvia Street, Suite 125
Berkeley CA 94704
The Travelers Indemnity Company of Connecticut 25682
2127007875
C X 2,000,000
X 1,000,000
X Contractual Liab 10,000
Included 2,000,000
4,000,000
X
Y Y 6801H486252 8/16/2024 8/16/2025
4,000,000
C 1,000,000
X X
X NoOwned Auto
Y Y BA0S474363 8/16/2024 8/16/2025
B X X 1,000,000 Y Y CUP9F054182 8/16/2024 8/16/2025
1,000,000
X 0
B Y UB7J712856 8/16/2024 8/16/2025 X
1,000,000
1,000,000
1,000,000
A Professional Liability DPR5027561 4/10/2024 4/10/2025 Per Claim Aggregate Limit $2,000,000
$2,000,000
Insured owns no company vehicles; therefore, hired/non-owned auto is the maximum coverage that applies. The Umbrella Policy is follow form to its underlying Policies: General Liability/Auto Liability/Employers Liability.
Proof of coverage(s) for use on proposals. An Actual certificate will be issued at the request of the above Named Insured. 30 Day Notice of Cancellation
*Evidence of Insurance*
48 City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal Insurance Coverage Attachment 3
$
$
$
$
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
TOTAL AGGREGATE LIMIT OTHER THAN PROJECTS
AND DESIGNATED PROJECT AND LOCATION
AGGREGATE LIMITS
POLICY NUMBER:
COMMERCIAL GENERAL LIABILITY
ISSUE DATE:
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
SCHEDULE – LIMITS OF INSURANCE AND DESIGNATED PROJECTS AND LOCATIONS
LIMITS OF INSURANCE
Total Aggregate Limit
(Other Than Projects and Products-Completed Operations) Designated Location Aggregate Limit
(Other Than Products-Completed Operations)
Designated Project Aggregate Limit
(Other Than Products-Completed Operations)
General Aggregate Limit
(Other Than Products-Completed Operations)
Designated Projects:
Designated Locations:
PROVISIONS
CG D4 69 02 19 Page 1 of 3
Includes copyrighted material of Insurance Services Office, Inc. with its permission. © 2017 The Travelers Indemnity Company. All rights reserved.
Each "project" for which you have agreed, in a written contract which is in effect during this policy period, to provide a separate General Aggregate Limit, provided that the contract is signed by you before the "bodily injury" or "property damage" occurs.
All locations listed in Item 3. of the Common Policy Declarations or in any Master Pac Account Exposure Endorsement included in this policy.
1. The General Aggregate Limit (Other Than
Products-Completed Operations) shown in the
Declarations is replaced by the Limits of
Insurance shown in the Schedule – Limits Of
Insurance And Designated Projects And
Locations.
2. The following replaces Paragraph 1. of SECTION
III – LIMITS OF INSURANCE:
1. The Limits of Insurance shown in the
Declarations or the Schedule – Limits Of
Insurance And Designated Projects And
Locations, whichever apply, and the rules
below fix the most we will pay regardless of
the number of:
a. Insureds;
b. Claims made or "suits" brought;
4,000,000
4,000,000
4,000,000
4,000,000
680-1H486252 07/02/2024
Insurance Coverage City of Carmel-by-the-Sea | Objective Design and Development Standards Proposal 49 Attachment 3
COMMERCIAL GENERAL LIABILITY