capacity. In this sense, “capacity” means both staff time and budgeted funds. With that in mind, Council is asked to consider other core City tasks while deliberating on whether to keep items on the active priority list or place them on the “Future Project” list. Examples of core city tasks that already take capacity include things like:
processing development permits, preparing recuring reports for state and other regulatory agencies, ongoing infrastructure and facility maintenance, routine forest management, daily finance and accounts payable work, IT troubleshooting and network management, implementing adopted City Plans, providing staff support to various City Boards and Commissions, and execution of the City’s approved Capital Improvement Program (CIP).
In an effort to help begin the conversation, Council has been provided with a sample rebalanced list prepared by the City Administrator. This sample shows some projects moved to the “Future Projects” list and levels of priority for those not assigned by Council at the recent workshop (Attachment 3). This sample list is in no way meant to change or limit Council’s ability to decide what projects stay on the active priority list and the Council’s level of priority. This list of priorities belongs to Council, and the City Administrator will work to fulfill all the goals of the list that Council assigns.
Next Steps
Following direction from Council, the priorities list will be finalized accordingly. From there, the list will become one of the regular reports attached to each regular City Council agenda for the rest of the year. This will allow the list to be pulled at any meeting by Council, staff, or the public to discuss an item on the list. In addition, staff will plan to return to Council with formal updates in May, September, and December of this year.
FISCAL IMPACT:
Time associated with preparation of the priorities list is included in the FY25/26 Fiscal Year operating budget. Projects on the list will all have their own associated costs, which will be included in agenda reports for any future Council actions on those items.
PRIOR CITY COUNCIL ACTION:
ATTACHMENTS:
1. 2-3-2026 MARKUPS Council Priority Tracker 01.22.26
2. CLEAN Council Priortiy Tracker 01.22.26
3. SAMPLE Council Priortiy Tracker 01.22.26
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
Item is complete, and will be removed from the list
Item was added by Council at Strategic Priorities Meeting Item name has been changed based on Council feedback (changes struck and underlined) Item is not complete, and was removed by Council from the list S-1 Exercise Financial Sustainability, Accountability and Transparency P-1.1 Budget Clarity
G-1.1.1 Increase usability and clarity of financial reports given to Council Admin/Finance 3 July 2026 G-1.1.2 Create an online public facing CIP tracking dashboard Admin/IT 2 Mar 2026 P-1.2 Financial Health
G-1.2.1 Receive Council approval on revised investment portfolio approach Admin/Finance future TBD G-1.2.3 Implement a new HR, Finance and Payroll management system (ERP) Admin/Finance 1 Jan 2027 G-1.2.4 Develop menu of potential funding sources to close City's funding shortfalls 1 May 2026 G-1.2.5 Provide Council a presentation on placing a TOT increase on the Nov 2026 ballot and receive direction Admin/Clerk 1 Feb 2026 G-1.2.6 Provide Council with a presentation on options for paid parking as a management tool Admin/PD 2 June 2026 S-2 Steward the Natural Environment
P-2.1 Beach Infrastructure Repairs and Maintenance
G-2.1.1 Rebuild 8th Ave. sand ramp PW 1 Mar 2027
G-2.1.2 Complete 4th Ave. outfall repair/replacement PW 2 Sep 2027 G-2.1.3 Rebuild 10th Ave. stairs PW 1 June 2026
G-2.1.4 Rebuild 12th Ave. stairs PW 1 June 2026
G-2.1.5 Complete maintenance/repair of bluff revetments PW 1 - ongoing Ongoing G-2.1.6 Implementation of coastline related items from Climate Action and Adaptation Plan PW ongoing Ongoing P-2.2 Wildfire Mitigation and Prevention
G-2.2.1 Adopt updated Carmel Forest Management Plan (City Council), and Certify LCP amendment for updated Carmel Fores PW 2 Jan 2027 G-2.2.3 Adopt additional citywide wildfire and prevention measures (e,g,: allowed materials, building code, etc.), and Create a CPB/PW 2 Ongoing G-2.2.4 Complete all tasks on the arpproved list of prioritized fuel mitigation projects CPB/PW 1 Ongoing G-2.2.6 Execute a citywide evacuation drill PD 1 May 2026 S-3 Maintain Public Safety and Infrastructure
P-3.1 Public Safety
G-3.1.1 Ambulance mutual aid contract Admin 1 3/1/2026
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 1 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-3.1.1 Implement a Street Address Program Admin 1 May 2026 G-3.1.2 Create a plan to improve the resiliency of the City's power grid and present to City Council Admin/PW 2 TBD G-3.1.3 Complete the City's Rule 20-A project at Del Mar Parking Lot PW 3 TBD P-3.2 City Buildings and Property (Non-Police/PW)
G-3.2.1 Conduct condition assessment of all City buildings and develop maintenance plan PW 2 Dec 2027 G-3.2.2 Provide presentation to Council on the process required to sell the Scout House and receive direction Admin/PW future April 2026 G-3.2.3 Have Council receive a presentation from the Friends of MTNP for a Rio Park project Admin/PW 2 TBD P-3.3 City Building (Police/PW)
G-3.3.2 Select architect PW/PD 1 March 2026
G-3.3.3 Construction Plans and financing approved by City Council PW/Admin 1 July 2027 P-3.4 Digital Infrastructure
G-3.4.1 Complete an IT audit, including cyber-security Admin/IT 1 May 2026 G-3.4.2 Develop and adopt an IT Strategic Plan Admin/IT 1 July 2026 P-3.5 Streets and Sidewalks
G-3.5.1 Complete repairs to get current on all sidewalk and ADA improvements PW 2 Ongoing G-3.5.3 Significantly increase parking enforcement capabilities PD 1 June 2026 S-4 Preserve the Village Character - Start here on 3-24-2026 P-4.1 Design Review
G-4.1.1 Adopt updated Design guidelines and Zoning Code - Design Traditions 1.5 Project (City Council) CPB Dec 2026 G-4.1.2 Certify LCP amendment for updated Design Guidelines and Zoning Code (Coastal Commission) CPB Mar 2027 G-4.1.3 Reinstate the Design Review Board (DRB) CPB TBD G-4.1.4 Complete Objective Design and Development Standards for affordable units (ODDS) CPB April 2027 P-4.2 Housing Policy and Community Sustainability Attract New Full Time Residents G-4.2.1 Adopt ADU ordinance (City Council) CPB Dec 2026 G-4.2.2 Certify LCP amendment for ADU Ordinance (Coastal Commission) CPB Mar 2027 G-4.2.3 Adopt Housing Element amendment to move units from City lots (City Council) CPB April 2026 G-4.2.4 Certification of Housing Element amendment to move units from City lots (CA State HCD) CPB June 2026 G-4.2.5 Research policy options in response to accelerating population loss / loss of families with children Admin/CPB 2 TBD G-4.2.6 Implement the City's 6th Cycle Housing Element Admin/CPB 1 Ongoing S-5 Provide Effective, Reliable, Responsive and Friendly Government Services P-5.1 Process Improvements
G-5.1.1 Implement new permitting software, with focus on integrating Artificial Intelligence CPB/IT Dec 2026 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 2 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-5.1.2 Implement technologies to support routine staff tasks and free up time for enhanced customer service CPB/IT Ongoing G-5.1.3 Implement a citywide customer service program CPB/IT 1 Dec 2026 P-5.2 Public Access to Records
G-5.2.1 Scan and digitize all physical city records to make available online (resolutions, ordinances, etc.) Admin/IT Ongoing P-5.3 "Smart Village" Plan DELETED
G-5.3.1 Expand free public Wi-Fi network to cover all parks and key public areas Admin/IT DELETED S-6 Implement the City's Adopted Plans
P-6.1 Climate Action (C) and Adaptation (D) Plan
Program # Program Name
G-C-1.1.1 Energy Efficiency Outreach PW TBD
G-C-1.1.2 Energy Efficiency and Electrification Incentives PW TBD G-C-1.1.3 Energy Efficiency Audits PW TBD
G-C-1.2.1 Feasibility Study for Existing Building Electrification and Back-up Power. PW TBD G-C-1.2.2 Residential Home Energy Renovations. PW TBD
G-C-1.2.3 Residential Home Energy Renovation Incentives. PW TBD G-C-1.2.4 Commercial Energy Renovations. PW TBD
G-C-1.2.5 Residential Commercial Energy Renovation Incentives. PW TBD G-C-1.3.1 Energy Efficiency in New Residential Construction PW TBD G-C-1.3.2 Energy Efficiency in New Commercial Construction PW TBD G-C-2.1.1 Reduce Reliance on Automobiles. PW TBD
G-C-2.1.2 Develop Bicycle Master Plan to Create Safe Bike Routes around the City PW TBD G-C-2.1.3 Ride-Sharing and Bike to Work Programs within City Operations and Businesses PW TBD G-C-2.2.1 Prioritize Electric Vehicles (EVs) PW TBD
G-C-2.3.1 Develop Origin/Destination Transportation Model. PW TBD G-C-3.1.1 Incentivize Clean Energy Installations PW TBD G-C-3.1.2 Increase uptake of 3CE Renewable Generation portfolio PW TBD G-C-4.1.1 Continued Implementation and Promotion of City and Model Water Efficient Ordinance Standards PW TBD G-C-4.1.2 Exceed Water Efficiency Standards PW TBD
G-C-5.1.1 Increase the City’s solid waste diversion to reduce landfill methane emissions PW TBD G-C-6.1.1 Urban Forest Maintenance and Improvement PW TBD G-C-6.2.1 Allow Cool Roof Options PW TBD
G-D-1.1.1 Maintain and Update Evacuation Plan Every 8 Years. PW TBD G-D-1.1.2 Update Emergency Preparedness. PW TBD
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 3 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-D-1.1.3 Collaborate with Monterey Fire. PW TBD
G-D-1.1.4 Publicize Local Evacuation Routes. PW TBD
G-D-1.1.5 Evaluate Evacuation Route Capacity. PW TBD
G-D-1.2.1 Establish a Resilience Hub. PW TBD
G-D-1.2.2 Limit the Impacts of Climate Change on the Most Vulnerable Populations. PW TBD G-D-1.2.3 Engage the Community. PW TBD
G-D-1.2.4 Social Support Network. PW TBD
G-D-1.2.5 Back-up Power for Vulnerable Populations. PW TBD G-D-1.3.1 Partner with Monterey County Health Department. PW TBD G-D-1.3.2 Initiate a Heat Pump Retrofit Program. PW TBD G-D-1.3.3 Invest in Improving Resilience in Critical Facilities. PW TBD G-D-1.3.4 Conduct a Feasibility Study for Existing Building Electrification and Back-up Power. PW TBD G-D-1.3.5 Improve Resilience in Existing Building Stock. PW TBD G-D-1.3.6 Promote Funding Opportunities. PW TBD
G-D-1.4.1 Develop Partnerships to Provide Support to Displaced Workers. PW TBD G-D-1.4.2 Establish Partnerships to Develop a Resilient Economy. PW TBD G-D-1.4.3 Business Resilience Outreach Program. Collaborate PW TBD G-D-1.4.4 Hire a Grant Writer/Climate Coordinator. PW TBD G-D-2.1.1 Increase Funding for Climate Adaptation. PW TBD G-D-2.1.2 Increase Urban Forest Resilience. PW TBD
G-D-2.1.3 Increase Resilience of the Mission Trail Nature Preserve and Pescadero Canyon. PW TBD G-D-2.1.4 Increase Resilience of the North Dunes. PW TBD G-D-2.1.5 Increase Resilience to Stronger Storms. PW TBD G-D-2.1.6 Beach Sand Monitoring Program. PW TBD
G-D-2.1.7 Carmel Cove Sand Supply. PW TBD
G-D-3.1.1 Underground Utilities in Fire Hazard Zones (Develop Plan). PW TBD G-D-3.1.2 Increase Green Infrastructure. PW TBD
G-D-3.1.3 Public Building Electrification. PW TBD
G-D-3.1.4 Reduce Stormwater Runoff. PW TBD
G-D-3.1.5 Storm Drain Repair Funding and Improvements. PW TBD G-D-3.1.6 Retrofit Existing Critical Buildings and Related Infrastructure. PW TBD G-D-3.1.7 Water Conservation. PW TBD
G-D-3.1.8 Bluff Structural Monitoring Program. PW TBD
G-D-3.1.9 Sea Level Rise Coastal Vulnerability Study. PW TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 4 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-D-3.1.10 Wastewater Treatment. PW TBD
G-D-3.2.1 Development Standards. PW TBD
G-D-3.2.2 Update City Planning Guidelines. PW TBD
G-D-3.2.3 Incorporate Climate Change Adaptation into Local Plans. PW TBD G-D-3.2.4 Update Shoreline Management Plan. PW TBD
G-D-3.2.5 Multi-Jurisdictional Hazard Mitigation Plan. PW TBD P-6.2 Housing Element - Cycle 6
Program # Program Name
1.1.A Adequate Sites CPB Dec-31
1.1.B Development on Small Sites CPB Jun-28
1.1.C Live/Work Housing CPB Jun-26
1.1.D Mixed-Income Incentive Program CPB Jun-28
1.1.E Affordable Housing on Religious Facility Properties CPB Multiple
1.1.F Hotel-to-Residential Conversion CPB Jun-27
1.1.G Hotel Employee Housing Program CPB Jun-27
1.1.H Accessory Dwelling Units CPB Multiple
1.2.A Water Distribution Prioritization for Affordable Housing CPB DONE
1.2.B Address Infrastructure Constraints CPB Dec-31
1.3.A Condominium Conversions CPB Dec-31
1.3.B Employee Housing (Farmworker) CPB Jun-26
1.3.C Manufactured Homes on a Foundation System CPB Jun-26
1.3.D Senate Bill 35 and Senate Bill 423 Processing Procedure CPB Dec-26
1.3.E Emergency Shelters CPB Jun-26
1.3.F Forest and Beach Commission Required Findings CPB Jun-26
1.4.A Modify or Eliminate Onerous Use Permits CPB Jun-28
1.4.B Objective Design and Development Standards CPB Jun-27
1.4.C By-Right Approval CPB Dec-31
2.1.A Incentives for Mixed-Use Development CPB Jun-28
2.1.B Permanent Housing CPB Dec-31
2.1.C Monitor Affordable Housing Stock CPB Jun-26
2.1.D Establish Affordable Housing Trust Fund CPB Dec-26
2.2.A Historic Preservation Educational Programs CPB Dec-31
2.3.A Preserve and Increase Upper Floor Residential Uses CPB Dec-31 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 5 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
2.4.A Housing Rehabilitation and Maintenance Information CPB Dec-31
3.1.A Mixed-Use Affordable Housing CPB Jun-28
3.1.B Housing for Extremely Low-Income Households CPB Dec-31
3.1.C Density Bonus CPB Dec-31
3.1.D Reduced Entitlement and Development Fees CPB Jul-26
3.1.E Reduced Parking Requirements CPB Jun-26
3.1.F Expedited Processing Procedures CPB Dec-26
3.1.G Establish Minimum Densities CPB Jun-28
3.2.A Reasonable Accommodation Procedures CPB DONE
3.2.B Housing Mobility CPB Multiple
3.2.C Family Friendly Housing CPB Jun-28
3.2.D Local Universal Design Standards CPB Jun-28
3.3.A Zoning for Transitional and Supportive Housing CPB Jun-26
3.3.B Low-Barrier Navigation Centers CPB Jun-26
3.3.C Unlicensed Residential Care Facilities CPB Jun-26
3.3.D Single Room Occupancy (SRO) Units CPB Jun-26
4.1.A Water Conservation CPB Dec-31
4.1.B Energy Conservation and Green Building CPB Dec-31
5.1.A Fair Housing Services CPB Dec-31
5.1.B Housing Choice Voucher Program CPB Dec-31
5.1.C Shared Housing Information CPB Dec-31
5.1.D Farmworker Housing CPB Dec-31
5.2.A Support Community Organizations CPB Dec-31
P-6.3 Carmel Forest Management Plan
Program # Program Name
G-6.3.1 IN PROCESS PW TBD
P-6.4 Community Wildfire Prevention Program (CWPP)
Program # Program Name
G-1.1 Conduct biannual educational seminars to educate residents on wildfire preparedness and mitigation PW/CPB TBD G-1.2 Create educational materials depicting proper defensible space guidelines PW/CPB TBD G-1.3 Maintain the project StoryMap as a hub for information sharing amongst community members and interested parties PW/CPB TBD G-1.4 Provide resources to for groups to pursue National Fire Protection Association Firewise USA Program PW/CPB TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 6 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-1.5 Conduct outreach specific to vulnerable communities PW/CPB TBD G-1.6 Collaborate with Monterey County Fire Safe Council to disseminate educational information PW/CPB TBD G-1.7 Leverage local groups, such as Carmel CERT, to disseminate information on wildfire risk PW/CPB TBD G-1.8 Host practice evacuation events throughout the Plan Area on an annual basis PW/CPB TBD G-1.9 Conduct public outreach/education where vegetation management projects are proposed prior to work PW/CPB TBD G-2.1 Support collaborative vegetation management projects across ownership boundaries PW/CPB TBD G-2.2 Collaborate with Pebble Beach Community Services District and CAL FIRE on wildfire mitigation strategies PW/CPB TBD G-2.3 Consult with local tribes during wildfire mitigation planning PW/CPB TBD G-2.4 Collaborate with the Monterey County Fire Safe Council to prioritize community wildfire mitigation projects PW/CPB TBD G-2.5 Work with rec. facilities, campgrounds, and other guest-oriented businesses to develop evacuation preplans PW/CPB TBD G-2.6 Coordinate with interested parties (U.S. Forest Service, CAL FIRE, etc.) on information and resource sharing PW/CPB TBD G-2.7 Update the General Plan Safety Element to address wildfire risk PW/CPB TBD G-2.8 Partner with universities and research institutions to support or conduct wildfire-related projects or research PW/CPB TBD G-2.9 Develop an evacuation plan with the Community Hospital of the Monterey Peninsula PW/CPB TBD G-3.1 Identify critical infrastructure and facilities in need of structural hardening PW/CPB TBD G-3.2 Conduct roadside fuels reduction along major roadways and roads identified as evacuation routes PW/CPB TBD G-3.3 Identify and remove hazardous trees along major evacuation corridors PW/CPB TBD G-3.4 Revaluate City Tree Ordinances to expedite maintenance or the removal of trees that pose wildfire hazards PW/CPB TBD G-3.5 Develop a coordinated evacuation plan for the Plan Area PW/CPB TBD G-3.6 Evaluate opportunities for engaging residents and landowners in structural retrofit programs PW/CPB TBD G-3.7 Encourage structural retrofits through assessments, community education, and grant funding opportunities PW/CPB TBD G-3.8 Install evacuation signage/lighting along designated evacuation routes PW/CPB TBD G-3.9 Facilitate emergency vehicle access and evaluate need for road maintenance on private and public roads PW/CPB TBD G-3.10 Coordinate with jurisdictions controlling outside roads (CalTrans, etc.) on maintenance agreements PW/CPB TBD G-3.11 Establish staging areas and shelter-in-place sites PW/CPB TBD G-4.1 Implement vegetation treatment activities identified in Appendix C PW/CPB TBD G-4.2 Ensure appropriate environmental review is conducted prior to implementing fuels reduction projects PW/CPB TBD G-4.3 Consult with a qualified biologist and/or Professional Forester when designing fuels treatment prescriptions PW/CPB TBD G-4.4 Promote Monterey pine regeneration through fuels reduction projects PW/CPB TBD G-4.5 Develop a French broom removal program and reduce hazardous ladder fuels PW/CPB TBD G-4.6 Remove dead and down woody debris annually following winter storms and prior to June 1 of each year PW/CPB TBD G-4.7 Conduct annual monitoring of vegetation management project areas and maintain as needed PW/CPB TBD G-4.8 Consider the use of cultural burning PW/CPB TBD
G-4.9 Develop post-fire rehabilitation guidelines in cooperation with appropriate federal, state, and local agencies PW/CPB TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 7 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-5.1 Hold annual meetings with mutual aid partners to discuss emergency response goals and review targets PW/CPB TBD G-5.2 Prepare annual reports of incidents and responding mutual aid partners PW/CPB TBD G-5.3 Identify additional resources needed to adequately respond to wildfires and achieve response target goals PW/CPB TBD G-6.1 Evaluate staffing capacity annually and identify needs to ensure capacity for wildfire projects PW/CPB TBD G-6.2 Identify and pursue grant funding opportunities for wildfire projects PW/CPB TBD G-6.3 Pursue efforts to get on California’s Fire Risk Reduction Communities List to be prioritized for Grant Funding PW/CPB TBD G-6.4 Pursue the development of a Home Hardening Grant Program PW/CPB TBD G-6.5 Collaborate with the Monterey County Fire Safe Council to obtain grants for wildfire mitigation projects PW/CPB TBD G-6.6 Increase the number of properties inspected in the Plan Area annually PW/CPB TBD G-6.7 Empower community groups, etc. to pursue grant funding for community-scale retrofits PW/CPB TBD G-6.8 Evaluate subsidies or incentives for property owners to complete and maintain vegetation management PW/CPB TBD P-6.5 IT Strategic Plan
Program # Program Name
G-x.x.x IN PROCESS Admin/IT TBD
P-6.6 Library Master Plan
Program # Program Name
G-1.1.1 Establish regular weekly hours for tech help Admin/Library TBD G-1.1.2 Collaborate with Carmel, Carmel Valley, Big Sur and Pebble Beach schools on programs on a regular basis Admin/Library TBD G-1.1.3 Continue to learn from and build on established programs and explore new program ideas as they arise Admin/Library TBD G-1.2.1 Conduct Community Conversations and produce an updated Public Knowledge Report Admin/Library TBD G-1.2.2 Provide a variety of ways for community members to provide feedback Admin/Library TBD G-1.3.1 Better serve patrons with dementia and Alzheimer's and their caregivers Admin/Library TBD G-1.3.2 Start a conversation with the community workforce to understand their needs and wants Admin/Library TBD G-1.3.3 Explore option for books delivery to homebound patrons, including a partnership with Carmel Foundation Admin/Library TBD G-1.3.4 Develop an accommodation policy Admin/Library TBD G-1.4.1 Re-brand the library so that it is clear who we are, where we are, and what we do Admin/Library TBD G-1.4.2 Develop a plan and strategy for marketing and communication of library services Admin/Library TBD G-1.4.3 Conduct outreach to community leaders to ensure understanding of the value of the Library Admin/Library TBD G-1.4.4 Work with local realtors to distribute a welcome packet for new community members Admin/Library TBD G-1.4.5 Encourage community advocacy for the library Admin/Library TBD G-2.1.1 Look for opportunities to renovate both library buildings Admin/Library TBD G-2.1.2 Ensure continuity of operations during any renovation projects Admin/Library TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 8 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
G-2.2.1 Introduce patrons and visitors to the library in the Harrison Library garden with improved signage Admin/Library TBD G-2.2.2 Conduct nature-centric programs utilizing the HML garden and other greenspaces in the City Admin/Library TBD G-2.3.1 Restore Saturday hours Admin/Library TBD
G-2.4.1 Continue to invest in Wonderbook, large print, audio collections, and explore a braille collection Admin/Library TBD G-3.1.1 Review, reaffirm, and amend library policies and procedures to ensure transparency and efficiency Admin/Library TBD G-3.1.2 Work with Pacific Grove and Monterey libraries to implement book/DVD sharing Admin/Library TBD G-3.1.3 Work with community organizations to identify projects that could provide opportunities for special funding Admin/Library TBD G-3.1.4 Better promote purchase suggestions to further engage the community in collection development Admin/Library TBD G-3.2.1 Develop staff training plan (1 all-staff training per month) including emergency preparedness Admin/Library TBD G-3.2.2 Map the library’s volunteer needs and map the needs of volunteers Admin/Library TBD G-4.1.1 Investigate ways to reduce waste in library operations (paper, single-use plastics, etc.) Admin/Library TBD G-4.1.2 Look for opportunities to switch to local/sustainable/Certified/etc. companies and vendors when possible Admin/Library TBD G-4.1.3 Work with Public Works to identify opportunities to reduce energy consumption in library buildings Admin/Library TBD G-4.2.1 Develop Continuity of Operations Plan for the Library Admin/Library TBD G-4.2.2 Create a special collections evacuation plan in case of an emergency Admin/Library TBD G-4.2.3 Prioritize staff training on disaster recovery topics, such as salvaging water-damaged materials Admin/Library TBD G-4.3.1 Regularly host sustainability and resilience related programs that are relevant to Carmel Admin/Library TBD G-4.3.2 Provide opportunities for organizations such as CERT, CalFire, Carmel Prepares to share info Admin/Library TBD G-4.4.1 Continue to act as a charging/warming center during storms and power outages Admin/Library TBD G-x.x.x Explore additional ways we can support our community during emergencies and extreme weather events Admin/Library TBD P-6.7 Mission Trails Nature Preserve Master Plan
Program # Program Name
G-x.x.x IN PROCESS PW TBD
Future Projects - These are projects that are important, but are not actively being worked on by City Staff until directed by Council.
F-1 (MOVED UP TO PRIORITY G-1.2.5) Transient Occupancy Tax (TOT) Increase Admin TBD F-2 Explore Opportunities for Flanders Mansion Admin TBD F-3 Explore Opportunities for Permanent Outdoor Dining/Downtown Master Plan CPB DELETED F-4 Outdoor Wine Tasting Ordinance CPB DELETED
F-5 (MOVED UP TO PRIORITY G-3.3.2) Explore Opportunities for Scout House Admin TBD F-6 (MOVED UP TO PRIORITY G-3.3.2) Carmel Area Wastewater District (CAWD) Bridge to Everywhere Project CPB TBD F-7 Undergrounding Power Lines separate from Rule 20A PW TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 9 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department Priority Level Target Goal Completion
F-8 Build city-owned conduit system for data (currently Comcast owned) Admin/IT TBD F-9 Implement a parking and traffic management program Admin/CPB TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 10 of 10 ATTACHMENT 1
City Council Strategic Priorities Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
Key to the Strategic Priorities List:
S: These are Council STRATEGIC areas, which are high-level and long term visions for the City P: These are Council PRIORITY areas, which focus on more specific objectives within one of the long term strategic visions G: These are Council GOALS, which are the measurable outcomes or tasks that will be completed within each priority area S-1 Exercise Financial Sustainability, Accountability and Transparency P-1.1 Budget Clarity
G-1.1.1 Increase usability and clarity of financial reports given to Council Admin/Finance 3 Y July 2026 G-1.1.2 Create an online public facing CIP tracking dashboard Admin/IT 1 Y Mar 2026 P-1.2 Financial Health
G-1.2.1 Receive Council approval on revised investment portfolio approach Admin/Finance Y TBD G-1.2.2 Complete internal review (checklist) of City readiness to take on bonds or other financing Admin/Finance Y TBD G-1.2.3 Implement a new HR, Finance and Payroll management system (ERP) Admin/Finance Y Jan 2027 G-1.2.4 Develop menu of potential revenue sources to close City's funding shortfalls 1 Y May 2026 G-1.2.5 Provide Council a presentation on placing a TOT increase on the Nov 2026 ballot and receive direction Admin/Clerk 1 Y Feb 2026 G-1.2.6 Provide Council with a presentation on options for paid parking Admin/PD 2 Y June 2026 S-2 Steward the Natural Environment
P-2.1 Beach Infrastructure Repairs and Maintenance
G-2.1.1 Rebuild 8th Ave. sand ramp PW N Mar 2027
G-2.1.2 Complete 4th Ave. outfall repair/replacement PW N Sep 2027 G-2.1.3 Rebuild 10th Ave. stairs PW N June 2026
G-2.1.4 Rebuild 12th Ave. stairs PW N June 2026
G-2.1.5 Complete maintenance/repair of bluff revetments PW N Ongoing G-2.1.6 Implementation of coastline related items from Climate Action and Adaptation Plan PW 2 N Ongoing P-2.2 Wildfire Mitigation and Prevention
G-2.2.1 Adopt updated Carmel Forest Management Plan (City Council) PW Y Sept 2026 G-2.2.2 Certify LCP amendment for updated Carmel Forest Management Plan (Coastal Commission) PW N Jan 2027 G-2.2.3 Adopt additional citywide wildfire and prevention measures (e.g.,: allowed materials, building code, etc.) CPB/PW N Ongoing G-2.2.4 Complete all tasks on the list of prioritized fuel mitigation projects CPB/PW 1 N Ongoing G-2.2.5 Create and distribute home hardening rules to the community CPB/PW 2 Y Aug 2026 G-2.2.6 Execute a citywide evacuation drill PD 1 N May 2026 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 1 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
S-3 Maintain Public Safety and Infrastructure
P-3.1 Public Safety
G-3.1.1 Implement a Street Address Program Admin N May 2026 G-3.1.2 Create a plan to improve the resiliency of the City's power grid and present to City Council Admin/PW N TBD G-3.1.3 Complete the City's Rule 20-A project at Del Mar Parking Lot PW N TBD P-3.2 City Buildings and Property (Non-Police/PW)
G-3.2.1 Conduct condition assessment of all City buildings, determine values and develop maintenance plan PW Y Sept 2026 G-3.2.2 Provide presentation to Council on the process required to sell the Scout House and receive direction Admin/PW 2 Y April 2026 G-3.2.3 Provide Council with a draft agreement between the City and the Friends of MTNP for a Rio Park project Admin/PW 3 N TBD P-3.3 City Building (Police/PW)
G-3.3.1 City Council decision on rebuild vs. renovate PW/PD Y DONE G-3.3.2 Select architect PW/PD Y March 2026
G-3.3.3 Construction Plans and financing approved by City Council PW/Admin N July 2027 G-3.3.4 Construction begins PW Y TBD
G-3.3.5 Employees fully move back into building PW/PD Y TBD P-3.4 Digital Infrastructure
G-3.4.1 Complete an IT audit, including cyber-security Admin/IT Y May 2026 G-3.4.2 Develop and adopt an IT Strategic Plan Admin/IT Y July 2026 P-3.5 Streets and Sidewalks
G-3.5.1 Complete repairs to get current on all sidewalk and ADA improvements PW Y Ongoing G-3.5.2 Complete modeling work of street condition to optimize use of CIP funds for maintenance and replacement PW Y April 2026 G-3.5.3 Significantly increase parking enforcement capabilities PD Y June 2026 S-4 Preserve the Village Character
P-4.1 Design Review
G-4.1.1 Adopt updated Design guidelines and Zoning Code - Design Traditions 1.5 Project (City Council) CPB Y Dec 2026 G-4.1.2 Certify LCP amendment for updated Design Guidelines and Zoning Code (Coastal Commission) CPB N Mar 2027 G-4.1.3 Reinstate the Design Review Board (DRB) CPB Y TBD G-4.1.4 Complete Objective Design and Development Standards for affordable units (ODDS) CPB Y April 2027 P-4.2 Housing Policy and Community Sustainability
G-4.2.1 Adopt ADU ordinance (City Council) CPB Y Dec 2026 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 2 of 11 ATTACHMENT 2
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G-4.2.2 Certify LCP amendment for ADU Ordinance (Coastal Commission) CPB N Mar 2027 G-4.2.3 Adopt Housing Element amendment to move units from City lots (City Council) CPB N April 2026 G-4.2.4 Certification of Housing Element amendment to move units from City lots (CA State HCD) CPB N June 2026 G-4.2.5 Research policy options in response to accelerating population loss / loss of families with children Admin/CPB 2 Y TBD G-4.2.6 Implement the City's 6th Cycle Housing Element Admin/CPB 1 Y Ongoing S-5 Provide Effective, Reliable, Responsive and Friendly Government Services P-5.1 Process Improvements
G-5.1.1 Implement new permitting software, with focus on integrating Artificial Intelligence CPB/IT Y Dec 2026 G-5.1.2 Implement technologies to support routine staff tasks and free up time for enhanced customer service CPB/IT Y Ongoing G-5.1.3 Implement a citywide customer service program CPB/IT 1 Y Dec 2026 P-5.2 Public Access to Records
G-5.2.1 Scan and digitize all physical city records to make available online (resolutions, ordinances, etc.) Admin/IT Y Ongoing S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 3 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
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S-6 Implement the City's Adopted Plans
P-6.1 Climate Action (C) and Adaptation (D) Plan
Program # Program Name
G-C-1.1.1 Energy Efficiency Outreach PW Y TBD
G-C-1.1.2 Energy Efficiency and Electrification Incentives PW N TBD G-C-1.1.3 Energy Efficiency Audits PW N TBD
G-C-1.2.1 Feasibility Study for Existing Building Electrification and Back-up Power. PW Y TBD G-C-1.2.2 Residential Home Energy Renovations. PW Y TBD G-C-1.2.3 Residential Home Energy Renovation Incentives. PW N TBD G-C-1.2.4 Commercial Energy Renovations. PW Y TBD
G-C-1.2.5 Residential Commercial Energy Renovation Incentives. PW N TBD G-C-1.3.1 Energy Efficiency in New Residential Construction PW Y TBD G-C-1.3.2 Energy Efficiency in New Commercial Construction PW Y TBD G-C-2.1.1 Reduce Reliance on Automobiles. PW N TBD
G-C-2.1.2 Develop Bicycle Master Plan to Create Safe Bike Routes around the City PW Y TBD G-C-2.1.3 Ride-Sharing and Bike to Work Programs within City Operations and Businesses PW N TBD G-C-2.2.1 Prioritize Electric Vehicles (EVs) PW Y TBD
G-C-2.3.1 Develop Origin/Destination Transportation Model. PW N TBD G-C-3.1.1 Incentivize Clean Energy Installations PW Y TBD G-C-3.1.2 Increase uptake of 3CE Renewable Generation portfolio PW N TBD G-C-4.1.1 Continued Implementation and Promotion of City and Model Water Efficient Ordinance Standards PW Y TBD G-C-4.1.2 Exceed Water Efficiency Standards PW Y TBD
G-C-5.1.1 Increase the City’s solid waste diversion to reduce landfill methane emissions PW N TBD G-C-6.1.1 Urban Forest Maintenance and Improvement PW Y TBD G-C-6.2.1 Allow Cool Roof Options PW Y TBD
G-D-1.1.1 Maintain and Update Evacuation Plan Every 8 Years. PW N TBD G-D-1.1.2 Update Emergency Preparedness. PW Y TBD
G-D-1.1.3 Collaborate with Monterey Fire. PW N TBD
G-D-1.1.4 Publicize Local Evacuation Routes. PW N TBD
G-D-1.1.5 Evaluate Evacuation Route Capacity. PW Y TBD
G-D-1.2.1 Establish a Resilience Hub. PW N TBD
G-D-1.2.2 Limit the Impacts of Climate Change on the Most Vulnerable Populations. PW N TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 4 of 11 ATTACHMENT 2
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G-D-1.2.3 Engage the Community. PW Y TBD
G-D-1.2.4 Social Support Network. PW N TBD
G-D-1.2.5 Back-up Power for Vulnerable Populations. PW Y TBD G-D-1.3.1 Partner with Monterey County Health Department. PW N TBD G-D-1.3.2 Initiate a Heat Pump Retrofit Program. PW Y TBD G-D-1.3.3 Invest in Improving Resilience in Critical Facilities. PW Y TBD G-D-1.3.4 Conduct a Feasibility Study for Existing Building Electrification and Back-up Power. PW Y TBD G-D-1.3.5 Improve Resilience in Existing Building Stock. PW Y TBD G-D-1.3.6 Promote Funding Opportunities. PW N TBD
G-D-1.4.1 Develop Partnerships to Provide Support to Displaced Workers. PW N TBD G-D-1.4.2 Establish Partnerships to Develop a Resilient Economy. PW N TBD G-D-1.4.3 Business Resilience Outreach Program. Collaborate PW N TBD G-D-1.4.4 Hire a Grant Writer/Climate Coordinator. PW Y TBD G-D-2.1.1 Increase Funding for Climate Adaptation. PW Y TBD G-D-2.1.2 Increase Urban Forest Resilience. PW Y TBD
G-D-2.1.3 Increase Resilience of the Mission Trail Nature Preserve and Pescadero Canyon. PW N TBD G-D-2.1.4 Increase Resilience of the North Dunes. PW N TBD G-D-2.1.5 Increase Resilience to Stronger Storms. PW N TBD G-D-2.1.6 Beach Sand Monitoring Program. PW Y TBD
G-D-2.1.7 Carmel Cove Sand Supply. PW N TBD
G-D-3.1.1 Underground Utilities in Fire Hazard Zones (Develop Plan). PW N TBD G-D-3.1.2 Increase Green Infrastructure. PW N TBD
G-D-3.1.3 Public Building Electrification. PW Y TBD
G-D-3.1.4 Reduce Stormwater Runoff. PW N TBD
G-D-3.1.5 Storm Drain Repair Funding and Improvements. PW Y TBD G-D-3.1.6 Retrofit Existing Critical Buildings and Related Infrastructure. PW Y TBD G-D-3.1.7 Water Conservation. PW N TBD
G-D-3.1.8 Bluff Structural Monitoring Program. PW Y TBD G-D-3.1.9 Sea Level Rise Coastal Vulnerability Study. PW Y TBD G-D-3.1.10 Wastewater Treatment. PW N TBD
G-D-3.2.1 Development Standards. PW Y TBD
G-D-3.2.2 Update City Planning Guidelines. PW Y TBD
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 5 of 11 ATTACHMENT 2
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G-D-3.2.3 Incorporate Climate Change Adaptation into Local Plans. PW Y TBD G-D-3.2.4 Update Shoreline Management Plan. PW N TBD
G-D-3.2.5 Multi-Jurisdictional Hazard Mitigation Plan. PW N TBD P-6.2 Housing Element - Cycle 6
Program # Program Name
1.1.A Adequate Sites CPB Y Dec-31
1.1.B Development on Small Sites CPB Y Jun-28
1.1.C Live/Work Housing CPB Y Jun-26
1.1.D Mixed-Income Incentive Program CPB Y Jun-28
1.1.E Affordable Housing on Religious Facility Properties CPB Y Multiple
1.1.F Hotel-to-Residential Conversion CPB Y Jun-27
1.1.G Hotel Employee Housing Program CPB Y Jun-27
1.1.H Accessory Dwelling Units CPB Y Multiple
1.2.A Water Distribution Prioritization for Affordable Housing CPB N DONE
1.2.B Address Infrastructure Constraints CPB Y Dec-31
1.3.A Condominium Conversions CPB Y Dec-31
1.3.B Employee Housing (Farmworker) CPB Y Jun-26
1.3.C Manufactured Homes on a Foundation System CPB Y Jun-26
1.3.D Senate Bill 35 and Senate Bill 423 Processing Procedure CPB N Dec-26
1.3.E Emergency Shelters CPB Y Jun-26
1.3.F Forest and Beach Commission Required Findings CPB Y Jun-26
1.4.A Modify or Eliminate Onerous Use Permits CPB Y Jun-28
1.4.B Objective Design and Development Standards CPB Y Jun-27
1.4.C By-Right Approval CPB Y Dec-31
2.1.A Incentives for Mixed-Use Development CPB Y Jun-28
2.1.B Permanent Housing CPB Y Dec-31
2.1.C Monitor Affordable Housing Stock CPB Y Jun-26
2.1.D Establish Affordable Housing Trust Fund CPB Y Dec-26
2.2.A Historic Preservation Educational Programs CPB Y Dec-31
2.3.A Preserve and Increase Upper Floor Residential Uses CPB Y Dec-31
2.4.A Housing Rehabilitation and Maintenance Information CPB Y Dec-31 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 6 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
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3.1.A Mixed-Use Affordable Housing CPB Y Jun-28
3.1.B Housing for Extremely Low-Income Households CPB Y Dec-31
3.1.C Density Bonus CPB Y Dec-31
3.1.D Reduced Entitlement and Development Fees CPB Y Jul-26
3.1.E Reduced Parking Requirements CPB Y Jun-26
3.1.F Expedited Processing Procedures CPB Y Dec-26
3.1.G Establish Minimum Densities CPB Y Jun-28
3.2.A Reasonable Accommodation Procedures CPB Y DONE
3.2.B Housing Mobility CPB Y Multiple
3.2.C Family Friendly Housing CPB Y Jun-28
3.2.D Local Universal Design Standards CPB Y Jun-28
3.3.A Zoning for Transitional and Supportive Housing CPB Y Jun-26
3.3.B Low-Barrier Navigation Centers CPB Y Jun-26
3.3.C Unlicensed Residential Care Facilities CPB Y Jun-26
3.3.D Single Room Occupancy (SRO) Units CPB Y Jun-26
4.1.A Water Conservation CPB N Dec-31
4.1.B Energy Conservation and Green Building CPB N Dec-31
5.1.A Fair Housing Services CPB Y Dec-31
5.1.B Housing Choice Voucher Program CPB N Dec-31
5.1.C Shared Housing Information CPB Y Dec-31
5.1.D Farmworker Housing CPB Y Dec-31
5.2.A Support Community Organizations CPB Y Dec-31
P-6.3 Carmel Forest Management Plan
Program # Program Name
G-6.3.1 IN PROCESS PW Y TBD
P-6.4 Community Wildfire Prevention Program (CWPP)
Program # Program Name
G-1.1 Conduct biannual educational seminars to educate residents on wildfire preparedness and mitigation PW/CPB Y TBD G-1.2 Create educational materials depicting proper defensible space guidelines PW/CPB Y TBD G-1.3 Maintain the project StoryMap as a hub for information sharing amongst community members and interested partie PW/CPB Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 7 of 11 ATTACHMENT 2
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G-1.4 Provide resources to for groups to pursue National Fire Protection Association Firewise USA Program PW/CPB Y TBD G-1.5 Conduct outreach specific to vulnerable communities PW/CPB Y TBD G-1.6 Collaborate with Monterey County Fire Safe Council to disseminate educational information PW/CPB N TBD G-1.7 Leverage local groups, such as Carmel CERT, to disseminate information on wildfire risk PW/CPB N TBD G-1.8 Host practice evacuation events throughout the Plan Area on an annual basis PW/CPB Y TBD G-1.9 Conduct public outreach/education where vegetation management projects are proposed prior to work PW/CPB Y TBD G-2.1 Support collaborative vegetation management projects across ownership boundaries PW/CPB Y TBD G-2.2 Collaborate with Pebble Beach Community Services District and CAL FIRE on wildfire mitigation strategies PW/CPB N TBD G-2.3 Consult with local tribes during wildfire mitigation planning PW/CPB N TBD G-2.4 Collaborate with the Monterey County Fire Safe Council to prioritize community wildfire mitigation projects PW/CPB N TBD G-2.5 Work with rec. facilities, campgrounds, and other guest-oriented businesses to develop evacuation preplans PW/CPB Y TBD G-2.6 Coordinate with interested parties (U.S. Forest Service, CAL FIRE, etc.) on information and resource sharing PW/CPB N TBD G-2.7 Update the General Plan Safety Element to address wildfire risk PW/CPB Y TBD G-2.8 Partner with universities and research institutions to support or conduct wildfire-related projects or research PW/CPB N TBD G-2.9 Develop an evacuation plan with the Community Hospital of the Monterey Peninsula PW/CPB N TBD G-3.1 Identify critical infrastructure and facilities in need of structural hardening PW/CPB Y TBD G-3.2 Conduct roadside fuels reduction along major roadways and roads identified as evacuation routes PW/CPB Y TBD G-3.3 Identify and remove hazardous trees along major evacuation corridors PW/CPB Y TBD G-3.4 Revaluate City Tree Ordinances to expedite maintenance or the removal of trees that pose wildfire hazards PW/CPB Y TBD G-3.5 Develop a coordinated evacuation plan for the Plan Area PW/CPB Y TBD G-3.6 Evaluate opportunities for engaging residents and landowners in structural retrofit programs PW/CPB Y TBD G-3.7 Encourage structural retrofits through assessments, community education, and grant funding opportunities PW/CPB Y TBD G-3.8 Install evacuation signage/lighting along designated evacuation routes PW/CPB Y TBD G-3.9 Facilitate emergency vehicle access and evaluate need for road maintenance on private and public roads PW/CPB Y TBD G-3.10 Coordinate with jurisdictions controlling outside roads (CalTrans, etc.) on maintenance agreements PW/CPB N TBD G-3.11 Establish staging areas and shelter-in-place sites PW/CPB Y TBD G-4.1 Implement vegetation treatment activities identified in Appendix C PW/CPB Y TBD G-4.2 Ensure appropriate environmental review is conducted prior to implementing fuels reduction projects PW/CPB Y TBD G-4.3 Consult with a qualified biologist and/or Professional Forester when designing fuels treatment prescriptions PW/CPB Y TBD G-4.4 Promote Monterey pine regeneration through fuels reduction projects PW/CPB Y TBD G-4.5 Develop a French broom removal program and reduce hazardous ladder fuels PW/CPB Y TBD G-4.6 Remove dead and down woody debris annually following winter storms and prior to June 1 of each year PW/CPB Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 8 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
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G-4.7 Conduct annual monitoring of vegetation management project areas and maintain as needed PW/CPB Y TBD G-4.8 Consider the use of cultural burning PW/CPB Y TBD G-4.9 Develop post-fire rehabilitation guidelines in cooperation with appropriate federal, state, and local agencies PW/CPB Y TBD G-5.1 Hold annual meetings with mutual aid partners to discuss emergency response goals and review targets PW/CPB N TBD G-5.2 Prepare annual reports of incidents and responding mutual aid partners PW/CPB Y TBD G-5.3 Identify additional resources needed to adequately respond to wildfires and achieve response target goals PW/CPB Y TBD G-6.1 Evaluate staffing capacity annually and identify needs to ensure capacity for wildfire projects PW/CPB Y TBD G-6.2 Identify and pursue grant funding opportunities for wildfire projects PW/CPB Y TBD G-6.3 Pursue efforts to get on California’s Fire Risk Reduction Communities List to be prioritized for Grant Funding PW/CPB Y TBD G-6.4 Pursue the development of a Home Hardening Grant Program PW/CPB Y TBD G-6.5 Collaborate with the Monterey County Fire Safe Council to obtain grants for wildfire mitigation projects PW/CPB N TBD G-6.6 Increase the number of properties inspected in the Plan Area annually PW/CPB Y TBD G-6.7 Empower community groups, etc. to pursue grant funding for community-scale retrofits PW/CPB Y TBD G-6.8 Evaluate subsidies or incentives for property owners to complete and maintain vegetation management PW/CPB Y TBD P-6.5 IT Strategic Plan
Program # Program Name
G-x.x.x IN PROCESS Admin/IT N TBD
P-6.6 Library Master Plan
Program # Program Name
G-1.1.1 Establish regular weekly hours for tech help Admin/Library Y TBD G-1.1.2 Collaborate with Carmel, Carmel Valley, Big Sur and Pebble Beach schools on programs on a regular basis Admin/Library N TBD G-1.1.3 Continue to learn from and build on established programs and explore new program ideas as they arise Admin/Library Y TBD G-1.2.1 Conduct Community Conversations and produce an updated Public Knowledge Report Admin/Library Y TBD G-1.2.2 Provide a variety of ways for community members to provide feedback Admin/Library Y TBD G-1.3.1 Better serve patrons with dementia and Alzheimer's and their caregivers Admin/Library Y TBD G-1.3.2 Start a conversation with the community workforce to understand their needs and wants Admin/Library Y TBD G-1.3.3 Explore option for books delivery to homebound patrons, including a partnership with Carmel Foundation Admin/Library Y TBD G-1.3.4 Develop an accommodation policy Admin/Library Y TBD G-1.4.1 Re-brand the library so that it is clear who we are, where we are, and what we do Admin/Library Y TBD G-1.4.2 Develop a plan and strategy for marketing and communication of library services Admin/Library Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 9 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
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G-1.4.3 Conduct outreach to community leaders to ensure understanding of the value of the Library Admin/Library Y TBD G-1.4.4 Work with local realtors to distribute a welcome packet for new community members Admin/Library Y TBD G-1.4.5 Encourage community advocacy for the library Admin/Library N TBD G-2.1.1 Look for opportunities to renovate both library buildings Admin/Library Y TBD G-2.1.2 Ensure continuity of operations during any renovation projects Admin/Library Y TBD G-2.2.1 Introduce patrons and visitors to the library in the Harrison Library garden with improved signage Admin/Library Y TBD G-2.2.2 Conduct nature-centric programs utilizing the HML garden and other greenspaces in the City Admin/Library Y TBD G-2.3.1 Restore Saturday hours Admin/Library Y TBD
G-2.4.1 Continue to invest in Wonderbook, large print, audio collections, and explore a braille collection Admin/Library Y TBD G-3.1.1 Review, reaffirm, and amend library policies and procedures to ensure transparency and efficiency Admin/Library Y TBD G-3.1.2 Work with Pacific Grove and Monterey libraries to implement book/DVD sharing Admin/Library N TBD G-3.1.3 Work with community organizations to identify projects that could provide opportunities for special funding Admin/Library N TBD G-3.1.4 Better promote purchase suggestions to further engage the community in collection development Admin/Library Y TBD G-3.2.1 Develop staff training plan (1 all-staff training per month) including emergency preparedness Admin/Library Y TBD G-3.2.2 Map the library’s volunteer needs and map the needs of volunteers Admin/Library Y TBD G-4.1.1 Investigate ways to reduce waste in library operations (paper, single-use plastics, etc.) Admin/Library Y TBD G-4.1.2 Look for opportunities to switch to local/sustainable/Certified/etc. companies and vendors when possible Admin/Library Y TBD G-4.1.3 Work with Public Works to identify opportunities to reduce energy consumption in library buildings Admin/Library Y TBD G-4.2.1 Develop Continuity of Operations Plan for the Library Admin/Library Y TBD G-4.2.2 Create a special collections evacuation plan in case of an emergency Admin/Library Y TBD G-4.2.3 Prioritize staff training on disaster recovery topics, such as salvaging water-damaged materials Admin/Library Y TBD G-4.3.1 Regularly host sustainability and resilience related programs that are relevant to Carmel Admin/Library Y TBD G-4.3.2 Provide opportunities for organizations such as CERT, CalFire, Carmel Prepares to share info Admin/Library Y TBD G-4.4.1 Continue to act as a charging/warming center during storms and power outages Admin/Library Y TBD G-x.x.x Explore additional ways we can support our community during emergencies and extreme weather events Admin/Library Y TBD P-6.7 Mission Trails Nature Preserve Master Plan
Program # Program Name
G-x.x.x IN PROCESS PW N TBD
Future Projects - These are projects that are important, but are not actively being worked on by City Staff until directed by Council.
F-1 Explore Opportunities for Flanders Mansion Admin Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 10 of 11 ATTACHMENT 2
City Council Strategic Priorities Responsible
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F-2 Undergrounding Power Lines separate from Rule 20A PW Y TBD F-3 Build city-owned conduit system for data (currently Comcast owned) Admin/IT Y TBD F-4 Implement a parking and traffic management program Admin/CPB Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 11 of 11 ATTACHMENT 2
City Council Strategic Priorities - SAMPLE Responsible
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Key to the Strategic Priorities List:
S: These are Council STRATEGIC areas, which are high-level and long term visions for the City P: These are Council PRIORITY areas, which focus on more specific objectives within one of the long term strategic visions G: These are Council GOALS, which are the measurable outcomes or tasks that will be completed within each priority area S-1 Exercise Financial Sustainability, Accountability and Transparency P-1.1 Budget Clarity
G-1.1.2 Create an online public facing CIP tracking dashboard Admin/IT 1 Y Mar 2026 P-1.2 Financial Health
G-1.2.3 Implement a new HR, Finance and Payroll management system (ERP) Admin/Finance 2 Y Jan 2027 G-1.2.4 Develop menu of potential revenue sources to close City's funding shortfalls 1 Y May 2026 G-1.2.5 Provide Council a presentation on placing a TOT increase on the Nov 2026 ballot and receive direction Admin/Clerk 1 Y Feb 2026 G-1.2.6 Provide Council with a presentation on options for paid parking Admin/PD 2 Y June 2026 S-2 Steward the Natural Environment
P-2.1 Beach Infrastructure Repairs and Maintenance
G-2.1.1 Rebuild 8th Ave. sand ramp PW 1 N Mar 2027
G-2.1.2 Complete 4th Ave. outfall repair/replacement PW 1 N Sep 2027 G-2.1.3 Rebuild 10th Ave. stairs PW 1 N June 2026
G-2.1.4 Rebuild 12th Ave. stairs PW 1 N June 2026
G-2.1.5 Complete maintenance/repair of bluff revetments PW 1 N Ongoing G-2.1.6 Implementation of coastline related items from Climate Action and Adaptation Plan PW 2 N Ongoing P-2.2 Wildfire Mitigation and Prevention
G-2.2.1 Adopt updated Carmel Forest Management Plan (City Council) PW 1 Y Sept 2026 G-2.2.2 Certify LCP amendment for updated Carmel Forest Management Plan (Coastal Commission) PW 1 N Jan 2027 G-2.2.3 Adopt additional citywide wildfire and prevention measures (e.g.,: allowed materials, building code, etc.) CPB/PW 2 N Ongoing G-2.2.4 Complete all tasks on the list of prioritized fuel mitigation projects CPB/PW 1 N Ongoing G-2.2.5 Create and distribute home hardening rules to the community CPB/PW 2 Y Aug 2026 G-2.2.6 Execute a citywide evacuation drill PD 1 N May 2026 S-3 Maintain Public Safety and Infrastructure
P-3.1 Public Safety
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 1 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-3.1.1 Implement a Street Address Program Admin 1 N May 2026 G-3.1.2 Create a plan to improve the resiliency of the City's power grid and present to City Council Admin/PW 2 N TBD P-3.2 City Buildings and Property (Non-Police/PW)
G-3.2.1 Conduct condition assessment of all City buildings, determine values and develop maintenance plan PW 2 Y Sept 2026 G-3.2.2 Provide presentation to Council on the process required to sell the Scout House and receive direction Admin/PW 2 Y April 2026 G-3.2.3 Provide Council with a draft agreement between the City and the Friends of MTNP for a Rio Park project Admin/PW 3 N TBD P-3.3 City Building (Police/PW)
G-3.3.2 Select architect PW/PD 1 Y March 2026
G-3.3.3 Construction Plans and financing approved by City Council PW/Admin 1 N July 2027 G-3.3.4 Construction begins PW 1 Y TBD
G-3.3.5 Employees fully move back into building PW/PD 1 Y TBD P-3.4 Digital Infrastructure
G-3.4.1 Complete an IT audit, including cyber-security Admin/IT 1 Y May 2026 G-3.4.2 Develop and adopt an IT Strategic Plan Admin/IT 2 Y July 2026 P-3.5 Streets and Sidewalks
G-3.5.1 Complete repairs to get current on all sidewalk and ADA improvements PW 2 Y Ongoing G-3.5.3 Significantly increase parking enforcement capabilities PD 1 Y June 2026 S-4 Preserve the Village Character
P-4.1 Design Review
G-4.1.1 Adopt updated Design guidelines and Zoning Code - Design Traditions 1.5 Project (City Council) CPB 1 Y Dec 2026 G-4.1.2 Certify LCP amendment for updated Design Guidelines and Zoning Code (Coastal Commission) CPB 1 N Mar 2027 G-4.1.4 Complete Objective Design and Development Standards for affordable units (ODDS) CPB 1 Y April 2027 P-4.2 Housing Policy and Community Sustainability
G-4.2.1 Adopt ADU ordinance (City Council) CPB 1 Y Dec 2026 G-4.2.2 Certify LCP amendment for ADU Ordinance (Coastal Commission) CPB 1 N Mar 2027 G-4.2.3 Adopt Housing Element amendment to move units from City lots (City Council) CPB 1 N April 2026 G-4.2.4 Certification of Housing Element amendment to move units from City lots (CA State HCD) CPB 1 N June 2026 G-4.2.5 Research policy options in response to accelerating population loss / loss of families with children Admin/CPB 2 Y TBD G-4.2.6 Implement the City's 6th Cycle Housing Element Admin/CPB 1 Y Ongoing S-5 Provide Effective, Reliable, Responsive and Friendly Government Services P-5.1 Process Improvements
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 2 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
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Completion
G-5.1.1 Implement new permitting software, with focus on integrating Artificial Intelligence CPB/IT 2 Y Dec 2026 G-5.1.2 Implement technologies to support routine staff tasks and free up time for enhanced customer service CPB/IT 1 Y Ongoing G-5.1.3 Implement a citywide customer service program CPB/IT 1 Y Dec 2026 P-5.2 Public Access to Records
S-6 Implement the City's Adopted Plans
P-6.1 Climate Action (C) and Adaptation (D) Plan
Program # Program Name
G-C-1.1.1 Energy Efficiency Outreach PW Y TBD
G-C-1.1.2 Energy Efficiency and Electrification Incentives PW N TBD G-C-1.1.3 Energy Efficiency Audits PW N TBD
G-C-1.2.1 Feasibility Study for Existing Building Electrification and Back-up Power. PW Y TBD G-C-1.2.2 Residential Home Energy Renovations. PW Y TBD G-C-1.2.3 Residential Home Energy Renovation Incentives. PW N TBD G-C-1.2.4 Commercial Energy Renovations. PW Y TBD
G-C-1.2.5 Residential Commercial Energy Renovation Incentives. PW N TBD G-C-1.3.1 Energy Efficiency in New Residential Construction PW Y TBD G-C-1.3.2 Energy Efficiency in New Commercial Construction PW Y TBD G-C-2.1.1 Reduce Reliance on Automobiles. PW N TBD
G-C-2.1.2 Develop Bicycle Master Plan to Create Safe Bike Routes around the City PW Y TBD G-C-2.1.3 Ride-Sharing and Bike to Work Programs within City Operations and Businesses PW N TBD G-C-2.2.1 Prioritize Electric Vehicles (EVs) PW Y TBD
G-C-2.3.1 Develop Origin/Destination Transportation Model. PW N TBD G-C-3.1.1 Incentivize Clean Energy Installations PW Y TBD G-C-3.1.2 Increase uptake of 3CE Renewable Generation portfolio PW N TBD G-C-4.1.1 Continued Implementation and Promotion of City and Model Water Efficient Ordinance Standards PW Y TBD G-C-4.1.2 Exceed Water Efficiency Standards PW Y TBD
G-C-5.1.1 Increase the City’s solid waste diversion to reduce landfill methane emissions PW N TBD G-C-6.1.1 Urban Forest Maintenance and Improvement PW Y TBD G-C-6.2.1 Allow Cool Roof Options PW Y TBD
G-D-1.1.1 Maintain and Update Evacuation Plan Every 8 Years. PW N TBD G-D-1.1.2 Update Emergency Preparedness. PW Y TBD
G-D-1.1.3 Collaborate with Monterey Fire. PW N TBD
S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 3 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-D-1.1.4 Publicize Local Evacuation Routes. PW N TBD
G-D-1.1.5 Evaluate Evacuation Route Capacity. PW Y TBD
G-D-1.2.1 Establish a Resilience Hub. PW N TBD
G-D-1.2.2 Limit the Impacts of Climate Change on the Most Vulnerable Populations. PW N TBD G-D-1.2.3 Engage the Community. PW Y TBD
G-D-1.2.4 Social Support Network. PW N TBD
G-D-1.2.5 Back-up Power for Vulnerable Populations. PW Y TBD G-D-1.3.1 Partner with Monterey County Health Department. PW N TBD G-D-1.3.2 Initiate a Heat Pump Retrofit Program. PW Y TBD G-D-1.3.3 Invest in Improving Resilience in Critical Facilities. PW Y TBD G-D-1.3.4 Conduct a Feasibility Study for Existing Building Electrification and Back-up Power. PW Y TBD G-D-1.3.5 Improve Resilience in Existing Building Stock. PW Y TBD G-D-1.3.6 Promote Funding Opportunities. PW N TBD
G-D-1.4.1 Develop Partnerships to Provide Support to Displaced Workers. PW N TBD G-D-1.4.2 Establish Partnerships to Develop a Resilient Economy. PW N TBD G-D-1.4.3 Business Resilience Outreach Program. Collaborate PW N TBD G-D-1.4.4 Hire a Grant Writer/Climate Coordinator. PW Y TBD G-D-2.1.1 Increase Funding for Climate Adaptation. PW Y TBD G-D-2.1.2 Increase Urban Forest Resilience. PW Y TBD
G-D-2.1.3 Increase Resilience of the Mission Trail Nature Preserve and Pescadero Canyon. PW N TBD G-D-2.1.4 Increase Resilience of the North Dunes. PW N TBD G-D-2.1.5 Increase Resilience to Stronger Storms. PW N TBD G-D-2.1.6 Beach Sand Monitoring Program. PW Y TBD
G-D-2.1.7 Carmel Cove Sand Supply. PW N TBD
G-D-3.1.1 Underground Utilities in Fire Hazard Zones (Develop Plan). PW N TBD G-D-3.1.2 Increase Green Infrastructure. PW N TBD
G-D-3.1.3 Public Building Electrification. PW Y TBD
G-D-3.1.4 Reduce Stormwater Runoff. PW N TBD
G-D-3.1.5 Storm Drain Repair Funding and Improvements. PW Y TBD G-D-3.1.6 Retrofit Existing Critical Buildings and Related Infrastructure. PW Y TBD G-D-3.1.7 Water Conservation. PW N TBD
G-D-3.1.8 Bluff Structural Monitoring Program. PW Y TBD G-D-3.1.9 Sea Level Rise Coastal Vulnerability Study. PW Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 4 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-D-3.1.10 Wastewater Treatment. PW N TBD
G-D-3.2.1 Development Standards. PW Y TBD
G-D-3.2.2 Update City Planning Guidelines. PW Y TBD
G-D-3.2.3 Incorporate Climate Change Adaptation into Local Plans. PW Y TBD G-D-3.2.4 Update Shoreline Management Plan. PW N TBD
G-D-3.2.5 Multi-Jurisdictional Hazard Mitigation Plan. PW N TBD P-6.2 Housing Element - Cycle 6
Program # Program Name
1.1.A Adequate Sites CPB Y Dec-31
1.1.B Development on Small Sites CPB Y Jun-28
1.1.C Live/Work Housing CPB Y Jun-26
1.1.D Mixed-Income Incentive Program CPB Y Jun-28
1.1.E Affordable Housing on Religious Facility Properties CPB Y Multiple
1.1.F Hotel-to-Residential Conversion CPB Y Jun-27
1.1.G Hotel Employee Housing Program CPB Y Jun-27
1.1.H Accessory Dwelling Units CPB Y Multiple
1.2.A Water Distribution Prioritization for Affordable Housing CPB N DONE
1.2.B Address Infrastructure Constraints CPB Y Dec-31
1.3.A Condominium Conversions CPB Y Dec-31
1.3.B Employee Housing (Farmworker) CPB Y Jun-26
1.3.C Manufactured Homes on a Foundation System CPB Y Jun-26
1.3.D Senate Bill 35 and Senate Bill 423 Processing Procedure CPB N Dec-26
1.3.E Emergency Shelters CPB Y Jun-26
1.3.F Forest and Beach Commission Required Findings CPB Y Jun-26
1.4.A Modify or Eliminate Onerous Use Permits CPB Y Jun-28
1.4.B Objective Design and Development Standards CPB Y Jun-27
1.4.C By-Right Approval CPB Y Dec-31
2.1.A Incentives for Mixed-Use Development CPB Y Jun-28
2.1.B Permanent Housing CPB Y Dec-31
2.1.C Monitor Affordable Housing Stock CPB Y Jun-26
2.1.D Establish Affordable Housing Trust Fund CPB Y Dec-26
2.2.A Historic Preservation Educational Programs CPB Y Dec-31 S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 5 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
2.3.A Preserve and Increase Upper Floor Residential Uses CPB Y Dec-31
2.4.A Housing Rehabilitation and Maintenance Information CPB Y Dec-31
3.1.A Mixed-Use Affordable Housing CPB Y Jun-28
3.1.B Housing for Extremely Low-Income Households CPB Y Dec-31
3.1.C Density Bonus CPB Y Dec-31
3.1.D Reduced Entitlement and Development Fees CPB Y Jul-26
3.1.E Reduced Parking Requirements CPB Y Jun-26
3.1.F Expedited Processing Procedures CPB Y Dec-26
3.1.G Establish Minimum Densities CPB Y Jun-28
3.2.A Reasonable Accommodation Procedures CPB Y DONE
3.2.B Housing Mobility CPB Y Multiple
3.2.C Family Friendly Housing CPB Y Jun-28
3.2.D Local Universal Design Standards CPB Y Jun-28
3.3.A Zoning for Transitional and Supportive Housing CPB Y Jun-26
3.3.B Low-Barrier Navigation Centers CPB Y Jun-26
3.3.C Unlicensed Residential Care Facilities CPB Y Jun-26
3.3.D Single Room Occupancy (SRO) Units CPB Y Jun-26
4.1.A Water Conservation CPB N Dec-31
4.1.B Energy Conservation and Green Building CPB N Dec-31
5.1.A Fair Housing Services CPB Y Dec-31
5.1.B Housing Choice Voucher Program CPB N Dec-31
5.1.C Shared Housing Information CPB Y Dec-31
5.1.D Farmworker Housing CPB Y Dec-31
5.2.A Support Community Organizations CPB Y Dec-31
P-6.3 Carmel Forest Management Plan
Program # Program Name
G-6.3.1 IN PROCESS PW Y TBD
P-6.4 Community Wildfire Prevention Program (CWPP)
Program # Program Name
G-1.1 Conduct biannual educational seminars to educate residents on wildfire preparedness and mitigation PW/CPB Y TBD G-1.2 Create educational materials depicting proper defensible space guidelines PW/CPB Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 6 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-1.3 Maintain the project StoryMap as a hub for information sharing amongst community members and interested parties PW/CPB Y TBD G-1.4 Provide resources to for groups to pursue National Fire Protection Association Firewise USA Program PW/CPB Y TBD G-1.5 Conduct outreach specific to vulnerable communities PW/CPB Y TBD G-1.6 Collaborate with Monterey County Fire Safe Council to disseminate educational information PW/CPB N TBD G-1.7 Leverage local groups, such as Carmel CERT, to disseminate information on wildfire risk PW/CPB N TBD G-1.8 Host practice evacuation events throughout the Plan Area on an annual basis PW/CPB Y TBD G-1.9 Conduct public outreach/education where vegetation management projects are proposed prior to work PW/CPB Y TBD G-2.1 Support collaborative vegetation management projects across ownership boundaries PW/CPB Y TBD G-2.2 Collaborate with Pebble Beach Community Services District and CAL FIRE on wildfire mitigation strategies PW/CPB N TBD G-2.3 Consult with local tribes during wildfire mitigation planning PW/CPB N TBD G-2.4 Collaborate with the Monterey County Fire Safe Council to prioritize community wildfire mitigation projects PW/CPB N TBD G-2.5 Work with rec. facilities, campgrounds, and other guest-oriented businesses to develop evacuation preplans PW/CPB Y TBD G-2.6 Coordinate with interested parties (U.S. Forest Service, CAL FIRE, etc.) on information and resource sharing PW/CPB N TBD G-2.7 Update the General Plan Safety Element to address wildfire risk PW/CPB Y TBD G-2.8 Partner with universities and research institutions to support or conduct wildfire-related projects or research PW/CPB N TBD G-2.9 Develop an evacuation plan with the Community Hospital of the Monterey Peninsula PW/CPB N TBD G-3.1 Identify critical infrastructure and facilities in need of structural hardening PW/CPB Y TBD G-3.2 Conduct roadside fuels reduction along major roadways and roads identified as evacuation routes PW/CPB Y TBD G-3.3 Identify and remove hazardous trees along major evacuation corridors PW/CPB Y TBD G-3.4 Revaluate City Tree Ordinances to expedite maintenance or the removal of trees that pose wildfire hazards PW/CPB Y TBD G-3.5 Develop a coordinated evacuation plan for the Plan Area PW/CPB Y TBD G-3.6 Evaluate opportunities for engaging residents and landowners in structural retrofit programs PW/CPB Y TBD G-3.7 Encourage structural retrofits through assessments, community education, and grant funding opportunities PW/CPB Y TBD G-3.8 Install evacuation signage/lighting along designated evacuation routes PW/CPB Y TBD G-3.9 Facilitate emergency vehicle access and evaluate need for road maintenance on private and public roads PW/CPB Y TBD G-3.10 Coordinate with jurisdictions controlling outside roads (CalTrans, etc.) on maintenance agreements PW/CPB N TBD G-3.11 Establish staging areas and shelter-in-place sites PW/CPB Y TBD G-4.1 Implement vegetation treatment activities identified in Appendix C PW/CPB Y TBD G-4.2 Ensure appropriate environmental review is conducted prior to implementing fuels reduction projects PW/CPB Y TBD G-4.3 Consult with a qualified biologist and/or Professional Forester when designing fuels treatment prescriptions PW/CPB Y TBD G-4.4 Promote Monterey pine regeneration through fuels reduction projects PW/CPB Y TBD G-4.5 Develop a French broom removal program and reduce hazardous ladder fuels PW/CPB Y TBD G-4.6 Remove dead and down woody debris annually following winter storms and prior to June 1 of each year PW/CPB Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 7 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-4.7 Conduct annual monitoring of vegetation management project areas and maintain as needed PW/CPB Y TBD G-4.8 Consider the use of cultural burning PW/CPB Y TBD G-4.9 Develop post-fire rehabilitation guidelines in cooperation with appropriate federal, state, and local agencies PW/CPB Y TBD G-5.1 Hold annual meetings with mutual aid partners to discuss emergency response goals and review targets PW/CPB N TBD G-5.2 Prepare annual reports of incidents and responding mutual aid partners PW/CPB Y TBD G-5.3 Identify additional resources needed to adequately respond to wildfires and achieve response target goals PW/CPB Y TBD G-6.1 Evaluate staffing capacity annually and identify needs to ensure capacity for wildfire projects PW/CPB Y TBD G-6.2 Identify and pursue grant funding opportunities for wildfire projects PW/CPB Y TBD G-6.3 Pursue efforts to get on California’s Fire Risk Reduction Communities List to be prioritized for Grant Funding PW/CPB Y TBD G-6.4 Pursue the development of a Home Hardening Grant Program PW/CPB Y TBD G-6.5 Collaborate with the Monterey County Fire Safe Council to obtain grants for wildfire mitigation projects PW/CPB N TBD G-6.6 Increase the number of properties inspected in the Plan Area annually PW/CPB Y TBD G-6.7 Empower community groups, etc. to pursue grant funding for community-scale retrofits PW/CPB Y TBD G-6.8 Evaluate subsidies or incentives for property owners to complete and maintain vegetation management PW/CPB Y TBD P-6.5 IT Strategic Plan
Program # Program Name
G-x.x.x IN PROCESS Admin/IT N TBD
P-6.6 Library Master Plan
Program # Program Name
G-1.1.1 Establish regular weekly hours for tech help Admin/Library Y TBD G-1.1.2 Collaborate with Carmel, Carmel Valley, Big Sur and Pebble Beach schools on programs on a regular basis Admin/Library N TBD G-1.1.3 Continue to learn from and build on established programs and explore new program ideas as they arise Admin/Library Y TBD G-1.2.1 Conduct Community Conversations and produce an updated Public Knowledge Report Admin/Library Y TBD G-1.2.2 Provide a variety of ways for community members to provide feedback Admin/Library Y TBD G-1.3.1 Better serve patrons with dementia and Alzheimer's and their caregivers Admin/Library Y TBD G-1.3.2 Start a conversation with the community workforce to understand their needs and wants Admin/Library Y TBD G-1.3.3 Explore option for books delivery to homebound patrons, including a partnership with Carmel Foundation Admin/Library Y TBD G-1.3.4 Develop an accommodation policy Admin/Library Y TBD G-1.4.1 Re-brand the library so that it is clear who we are, where we are, and what we do Admin/Library Y TBD G-1.4.2 Develop a plan and strategy for marketing and communication of library services Admin/Library Y TBD G-1.4.3 Conduct outreach to community leaders to ensure understanding of the value of the Library Admin/Library Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 8 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
G-1.4.4 Work with local realtors to distribute a welcome packet for new community members Admin/Library Y TBD G-1.4.5 Encourage community advocacy for the library Admin/Library N TBD G-2.1.1 Look for opportunities to renovate both library buildings Admin/Library Y TBD G-2.1.2 Ensure continuity of operations during any renovation projects Admin/Library Y TBD G-2.2.1 Introduce patrons and visitors to the library in the Harrison Library garden with improved signage Admin/Library Y TBD G-2.2.2 Conduct nature-centric programs utilizing the HML garden and other greenspaces in the City Admin/Library Y TBD G-2.3.1 Restore Saturday hours Admin/Library Y TBD
G-2.4.1 Continue to invest in Wonderbook, large print, audio collections, and explore a braille collection Admin/Library Y TBD G-3.1.1 Review, reaffirm, and amend library policies and procedures to ensure transparency and efficiency Admin/Library Y TBD G-3.1.2 Work with Pacific Grove and Monterey libraries to implement book/DVD sharing Admin/Library N TBD G-3.1.3 Work with community organizations to identify projects that could provide opportunities for special funding Admin/Library N TBD G-3.1.4 Better promote purchase suggestions to further engage the community in collection development Admin/Library Y TBD G-3.2.1 Develop staff training plan (1 all-staff training per month) including emergency preparedness Admin/Library Y TBD G-3.2.2 Map the library’s volunteer needs and map the needs of volunteers Admin/Library Y TBD G-4.1.1 Investigate ways to reduce waste in library operations (paper, single-use plastics, etc.) Admin/Library Y TBD G-4.1.2 Look for opportunities to switch to local/sustainable/Certified/etc. companies and vendors when possible Admin/Library Y TBD G-4.1.3 Work with Public Works to identify opportunities to reduce energy consumption in library buildings Admin/Library Y TBD G-4.2.1 Develop Continuity of Operations Plan for the Library Admin/Library Y TBD G-4.2.2 Create a special collections evacuation plan in case of an emergency Admin/Library Y TBD G-4.2.3 Prioritize staff training on disaster recovery topics, such as salvaging water-damaged materials Admin/Library Y TBD G-4.3.1 Regularly host sustainability and resilience related programs that are relevant to Carmel Admin/Library Y TBD G-4.3.2 Provide opportunities for organizations such as CERT, CalFire, Carmel Prepares to share info Admin/Library Y TBD G-4.4.1 Continue to act as a charging/warming center during storms and power outages Admin/Library Y TBD G-x.x.x Explore additional ways we can support our community during emergencies and extreme weather events Admin/Library Y TBD P-6.7 Mission Trails Nature Preserve Master Plan
Program # Program Name
G-x.x.x IN PROCESS PW N TBD
Future Projects - These are projects that are important, but are not actively being worked on by City Staff until directed by Council.
F-1 Explore Opportunities for Flanders Mansion Admin Y TBD F-2 Undergrounding Power Lines separate from Rule 20A PW Y TBD F-3 Build city-owned conduit system for data (currently Comcast owned) Admin/IT Y TBD S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 9 of 10 ATTACHMENT 3
City Council Strategic Priorities - SAMPLE Responsible
Department
Priority
Level
Fully City
Controlled
Target Goal
Completion
F-4 Implement a parking and traffic management program Admin/CPB Y TBD G-1.2.1 Receive Council approval on revised investment portfolio approach Admin/Finance Y TBD G-1.2.2 Complete internal review (checklist) of City readiness to take on bonds or other financing Admin/Finance Y TBD G-1.1.1 Increase usability and clarity of financial reports given to Council Admin/Finance Y July 2026 G-3.1.3 Complete the City's Rule 20-A project at Del Mar Parking Lot PW N TBD G-3.5.2 Complete modeling work of street condition to optimize use of CIP funds for maintenance and replacement PW Y April 2026 G-4.1.3 Reinstate the Design Review Board (DRB) CPB Y TBD G-5.2.1 Scan and digitize all physical city records to make available online (resolutions, ordinances, etc.) Admin/IT Y Ongoing S = Strategy; P = Priority; G = Goal Council Strategic Priorities 01.22.2026 Page 10 of 10 ATTACHMENT 3
CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
March 24, 2026
ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Jayme Fields, Finance Manager
APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: Receive a presentation on the Five-Year Financial Forecast and provide direction to staff
RECOMMENDATION:
Receive a presentation on the Five-Year Financial Forecast and provide direction to staff.
BACKGROUND / SUMMARY:
The purpose of this agenda item is to present a high-level financial forecast that highlights the fiscal environment facing the City in the next five years. A financial forecast is a long-range financial planning tool to provide awareness of future challenges and opportunities and is intended to assist decision-makers in weighing the longer-term financial consequences of short-term decisions. The forecast is intended to assess whether the City is likely to have a surplus or deficit in the fiscal year based upon projected revenues and anticipated expenditures. The consideration of the financial horizon is particularly relevant as staff embark on the development of the Fiscal Year 2026-2027 (“FY 26-27”) operating and capital budget.
As shown within Attachment 1, “Five-Year Financial Forecast FY 2027-2031”, expenditures are projected to outpace revenues, resulting in a budgetary deficit for fiscal years 2026-27 through fiscal years 2030-2031. The forecast is based upon the following assumptions and any change in these factors would impact the projected deficit:
1. Maintaining staffing levels at the full-time equivalent positions contained within the Fiscal Year 2025-26 Adopted Budget plus minor adjustments, including additional Project Management staff.
2. No change in debt payments resulting from refinancing and/or incurring new debt.
3. One year of additional funding of the Section 115 Trust to address pension liabilities.
4. Capital outlay expenses are based upon 5-year Capital Improvement Plan.
Revenue Assumptions
In looking at Fiscal Year 2026-2027 (“FY26-27”) and beyond, the model assumes continued modest growth in property taxes and sales tax over the next few years. Based on current industry expectations, transient occupancy tax is forecast for modest growth.
The assumptions are based upon economic literature, forecasts developed for the tourism industry and in consultation with the City’s sales tax consultant. The assumptions reflected within the attached forecast include:
• Property Tax: FY 26-27 property tax revenue assumes a 2.5% growth over the FY 25-26 Estimated Actual and 2.5% annual growth thereafter. • Sales Tax: Based upon local business trends and the December 2025 Consensus Forecast received from industry consultants, Bradley Burns and Measure C assumes small economic growth in FY 26-27 of 1.8%. After, Bradley Burns is projected to grow 2.7% each year through FY 30-31 and Measure C is projected to grow 2.8% in the same period.
• Transient Occupancy Taxes: Reflects 1.3% increase over the FY 25- 26 Estimated Actual, and 1.3% annual growth thereafter based on industry expectations, economic indicators and anticipated room inventory. • Charges for Services: Charges for services are based upon consumer demand for a variety of services, including planning and building, ambulance transport and special events, and are thus more challenging to predict. The forecast builds upon the FY 25-26 Estimated Actual and assumes an annual increase of 2.8% for inflation.
• Other Revenues: This category includes revenues such as business license taxes, franchise fees, and intergovernmental revenue. The forecast builds upon the FY 25-26 Estimated Actual and assumes an annual increase of 2.8% for inflation each year.
Operating Expenditure Assumptions
Fiscal Year 2025-2026 is likely to end with a surplus, before capital expenditures, due to stronger than anticipated revenue offsetting increased operating expenditures.
Operating expenditures include the General Fund operating budget, pension liability catch-up and debt service. The forecast for fiscal year 26-27 through fiscal year 30-31 is based upon the following assumptions:
• Salary and Benefits: Forecast FY 26-27 reflects net 1.9% growth over the FY 25- 26 Estimated Actual, as salaries for Ambulance staff have been eliminated from FY 26-27 and beyond. In subsequent years, increases in salaries are forecast at a 2.6% annual growth rate over each prior year's salary expenses to reflect anticipated step increases. In addition, the FY 26-27 year reflects a previously contracted one-time increase for Police. No CPI or cost of living (“COLA”) increases are factored into the forecast. Increases in other benefits, such as healthcare, are forecast to increase by 2.8% to 8.2% based on industry guidelines. FY 26- 27 and each year thereafter assume the same staffing level as those planned in the FY 25-26 budget. Thus, any changes in staffing levels and/or negotiated salary and benefit changes will impact projected expenses. • CalPERS Unfunded Pension Liability: The forecast is based upon the City’s projected premiums using a pension forecasting model which assumes a 6.8% CalPERS investment return.
• Services and supplies: FY 26-27 and thereafter assume a 2.8% annual inflationary increase over the FY 25-26 Estimated Actual. • Debt: The debt payment is based on debt repayment schedules, reflecting payments in FY 26-27 through FY 30-31 for the Sunset Center. Maturation of the Sunset Center bond is anticipated in FY 31-32. The forecast assumes no additional debt either through the issuance of new bonds, the refinancing of existing bonds or the use of lease financing for capital projects and/or vehicle purchases.
• Pension Mitigation (Section 115 Trust): In Fiscal Year 21-22, Council authorized the City Administrator to set aside $1 million annually for pension mitigation in each of the next five years. The City has included an additional potential liability set-aside in FY 26-27. This set aside is not an expense, rather it is a reserve of assets. The forecast assumes no additional pension mitigation thereafter.
It is the City’s policy that no more than 90% of budgeted revenues be utilized for operating expenses, including debt service and pension liability premiums. As can be seen from the forecast percentages of 88.5% for FY 26-27 increasing to 90.3% for FY 30-31, the forecast does not maintain that budgetary goal.
Capital Improvement Plan Assumptions
The forecast for capital expenditures is based upon the City’s Five-Year Capital Improvement Plan (“CIP”). The Capital Improvement Plan considers the City’s infrastructure needs and seeks to prioritize the urgency of needs against the City’s limited funding resources.
It is the City’s policy that at least 10% of budgeted revenues be utilized for capital expenditures. For FY 26-27, that would be a CIP budget of $3.7million. As can be seen from the forecast, the City is exceeding that budgetary goal in all forecast years due to the backlog of deferred maintenance plus current, urgent needs. The City roughly estimates total deferred maintenance needs (in today’s dollars) to be:
Deferred Maintenance Need Estimated Current Cost
New Police/PW Building 38,000,000
Streets 24,000,000
Storm Drain System 14,700,000
Shoreline Structures 8,000,000
Sidewalks 6,600,000
Parks and Facilities 10,685,000
Undergrounding unknown
Net Additional Need 101,985,000
In FY 23-24, the completed CIP was $3.0 million and in FY 24-25 it was $3.8 million.
The forecast for CIP completion in FY 25-26 is $6.3 million. In addition to conversations about new revenue sources which could support a meaningful impact on the backlog of deferred maintenance, City Council may also wish to revisit financial policy related to expenses. This could include looking at things like adjusting their policy goal upward from a split of 10% capital / 90% operating spending. To achieve even a modest goal of 15% capital / 85% operating spending, operating expenditures will need to be reduced. In order to do this, an analysis of operations and services would be required.
Council would need to provide staff with policy-level direction regarding which City services it wished to maintain at current levels, and which services it would want to scale back on.
Fund Balance Assumptions
The forecast for available fund balance is based on a beginning fund balance of CIP reserves and unassigned fund balances. Projected net revenue (total of revenues to
be collected less operating costs) are added to this and completed capital improvement projects are deducted from this. As we gear-up our plans and processes to increase the completion of our Capital Improvement Plan, we see that capital expenditures outpace net revenue and consume existing available fund balances, resulting in all available resources having been utilized by FY 26-27. After that, the CIP plan would require the City to dip into reserves and other fund balances that are not currently available for spending.
Budgeting Options
The financial forecast is intended as a planning tool to assist in both short and longterm decision-making. It is developed by staff based upon historical data, year-to-date actuals, and economic and industry literature and attempts to capture various external factors that impact the City’s revenues and expenses. It should be considered a guide that is fluid and able to be updated as new factors emerge, especially considering the changing economic environment. Current projections show an annual deficit whereby planned expenditures outpace anticipated revenues, primarily due to growing operating and capital expenditures.
The purpose of the special meeting is to receive preliminary direction from Council regarding the forecast and capital expenditures. In particular, as part of a subsequent agenda item at this same meeting, Council will receive a presentation on the proposed capital projects for the upcoming fiscal year based on Public Work's prioritization. The Council will be asked to review the prioritization of identified projects as well as any additional projects to be included within the Capital Improvement Plan.
Currently, the forecast allocates approximately $9,987,000 for capital outlay in FY 26-
27. The $9,987,000 represents 25.9% of projected revenue, which is in excess of the financial policy minimum of 10%. Council has the discretion to change the amount allocated for capital projects. However, should the capital budget be maintained at current forecast levels, or increased, that spending should be considered in light of other factors that will impact the forecast, namely service levels and pension liability.
For service levels, the first factor to be considered in the forecast is the City’s largest expenditure, salaries and benefits. The forecast assumes the same authorized staffing level as FY 25-26, a 1.9% growth in net costs over FY 25-26 Estimated Actual in the first year, and 2.6% for annual step increases thereafter. The City typically renegotiates MOU salary contracts every two years, therefore any potential negotiated salary schedules will also impact projected salary expenditures.
For service levels, the second factor to consider is the operating budget assumption of a 2.8% “CPI” inflationary increase over the FY 25-26 Estimated Actual for services and supplies in FY 26-27 and forward. It is likely that many of the contractual services
necessary to provide critical services to the community, as well as necessary costs associated with daily operations (“cost of doing business”), will experience increases greater than 2.8%. Depending on the magnitude of the increase in some of these services, it may not be possible to absorb the impact through further reductions in other areas of the budget without impacting service levels and/or the efficiency of departmental operations.
The third factor to consider is funding to address the pension liability. The City’s Unfunded Accrued Liability Payment (“UAL”) is estimated at $28.0 million as of June 30, 2025. The City’s annual UAL payment is expected to increase from $2.7 million in FY 25-26 to $3.1 million in FY 30-31. However, it is possible that the payments may increase further if CalPERS either does not achieve its goal of a 7% return on its investments or reduces the discount rate. The forecast includes a $1 million reserve of fund balance in FY26-27, in addition to the annual premium expenses, to be used for pension mitigation options. Council has the discretion to allocate additional funding for pension mitigation strategies.
FISCAL IMPACT:
There is no direct fiscal impact associated with receiving this report. Direction received by Council will help guide the development of the Fiscal Year 2026-2027 budget and beyond
PRIOR CITY COUNCIL ACTION:
Not applicable
ATTACHMENTS:
1. Five-Year Financial Forecast FY 2027-2031
FY 21-22 FY 22-23
Actual Actual
Revenues
Property 7,681,714 8,152,163
Sales tax - Bradley Burns 3,611,423 3,469,442
Sales tax - Local Meas. C 5,970,464 5,868,695
Transient Occupancy Tax (TOT ) 7,787,643 8,455,742
Charges for Services 2,485,797 2,500,112
Other Revenues * 3,308,607 4,445,838
Revenue Total 30,845,650 32,891,990
Expenditures
Salaries/Benefits 10,259,176 11,784,776
CalPERS Unfunded Liability Payn 1,772,536 2,013,193
Services/Suoolies 8,952,087 10,249,694
Debt Service Total 859,211 874,942
General Fund Operating Total 21,843,011 24,922,605
Revenue Net of Operating Cost� 9,002,639 7,969,386
Capital Expenditures 149,873 1,199,076
Expenses Total 21,992,884 26,121,681
Surplus/(Deficit) I 8,852,766 I 6,770,310 1
Additional Pension Mitiaation 1,000,000 1,000,000
Available Resources - Unassigned and CIP Fund Balances
Surplus = adds to fund balance; (Deficit) = use of fund balance • Other Revenues include one-time revenue sources.
Operating expense under (over) 90% policy limit
CIP (under) over 10% policy limit
Five Year Financial Forecast
FY 23-24 FY 24-25 FY 25-26 FY 25-26 FY 26-27
Actual Actual Budget Estimated Projection
Actual
8,770,848 9,147,434 9,198,405 9,445,000 9,680,988
3,692,470 3,956,282 3,828,119 4,092,183 4,166,843
6,386,122 6,913,837 6,595,056 6,900,734 7,023,597
8,579,344 9,559,155 9,109,116 9,526,737 9,650,584
2,871,504 2,903,856 3,059,214 2,725,019 3,436,094
4,556,572 5,302,347 3,125,171 4,600,827 4,662,030
34,856,860 37,782,913 34,915,081 37,290,499 38,620,137
12,628,934 13,749,575 15,196,084 15,598,822 15,891,119
1,942,765 2,298,486 2,708,158 2,708,158 2,972,564
11,137,823 11,722,679 13,582,458 14,226,458 14,804,220
520,042 510,631 509,100 509,100 523,355
26,229,564 28,281,371 31,995,800 33,042,538 34,191,259
8,627,296 9,501,542 2,919,281 4,247,961 4,428,878
3,041,379 3,862,210 7,834,000 6,319,916 9,986,504
29,270,943 32,143,581 39,829,800 39,362,454 44,177,763
5,585,917 1 5,639,332 I (4,914,719)1 (2,011,955)1 (5,557,626)1 1,000,000 1,000,000 1,000,000
21,758,242
1,000,000
18,686,287
518,911
88.6%
2,590,866
16.9%
1,000,000
12,128,662
566,865
88.5%
6,124,490
25.9%
FY27-28
Projection
9,923,013
4,279,348
7,220,258
9,776,042
3,532,305
4,792,567
39,523,532
16,426,728
3,001,737
15,218,738
517,960
35,165,164
4,358,369
9,562,817
44,727,981
(5,204,448)1
6,924,213
406,016
89.0%
5,610,464
24.2%
FY 28-29
Projection
10,171,088
4,394,890
7,422,425
9,903,130
3,631,209
4,926,759
40,449,502
16,980,389
3,176,353
15,644,863
517,960
36,319,565
4,129,937
9,208,512
45,528,077
(5,078,575)1
1,845,638
84,987
89.8%
5,163,562
22.8%
FY 29-30 FY 30-31
Projection Projection
10,425,366 10,686,000
4,513,552 4,635,418
7,630,253 7,843,900
10,031,871 10,162,286
3,732,883 3,837,404
5,064,708 5,206,520
41,398,633 42,371,527
17,552,712 18,144,324
3,124,497 3,064,255
16,082,919 16,533,241
517,960 517,960
37,278,088 38,259,780
4,120,546 4,111,748
10,794,600 10,376,090
48,072,688 48,635,870
(6,674,054) I (6,264,342)
(4,828,416) (11,092,759)
(19,318)
90.0%
6,654,737
26.1%
(125,405)
90.3%
6,138,937
24.5%
ATTACHMENT 1
CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
March 24, 2026
ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Ken Wysocki, Director of Public Works, Shari Carlet, Project Manager
APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: Receive a presentation on the proposed FY 26-27 CIP Program and Five-Year plan and provide direction to staff
RECOMMENDATION:
Staff recommends that the City Council:
1. Review the Proposed Fiscal Year 2026–2027 Capital Improvement Program (CIP) Budget.
2. Review the proposed Five-Year Capital Improvement Plan for Fiscal Years 2026 through 2031.
3. Provide direction to staff regarding project priorities, sequencing, and any potential additions or revisions prior to preparation of the final CIP budget for adoption as part of the City’s FY 2026–2027 budget.
BACKGROUND / SUMMARY:
PURPOSE OF THIS PRESENTATION
The purpose of this presentation is to provide the City Council with the first overview of the proposed FY 2026–2027 Capital Improvement Program and the Five-Year CIP Plan. Specifically, this presentation is intended to:
• Introduce the proposed FY 2026–2027 capital projects
• Provide an overview of major infrastructure priorities across City • Discuss long-term capital investment needs identified through infrastructure assessments through the 5-CIP Plan for Fiscal years 2026-2031
• Obtain Council direction regarding project priorities and potential adjustments prior to finalizing the CIP budget
Following Council discussion and direction, staff will refine the CIP program as necessary and return with a final proposed CIP budget as part of the City’s annual budget adoption process.
BACKGROUND
The City prepares a Capital Improvement Program (CIP) each year to guide planning and investment in major infrastructure, facilities, equipment, and long-term capital needs. The CIP is an important planning and financial management tool that allows the City to:
• Maintain and rehabilitate aging infrastructure
• Improve public safety and accessibility
• Address regulatory and environmental requirements
• Implement long-range infrastructure improvements
• Coordinate major capital investments with available funding sources The CIP consists of two primary components:
• Five-Year Capital Improvement Plan - The Five-Year CIP identifies capital projects anticipated over a five-year planning horizon. The plan provides a framework for long-term infrastructure planning and helps staff coordinate future design work, grant opportunities, and project sequencing. Projects listed in the out-years of the plan are planning items only and do not authorize spending. • Annual Capital Improvement Budget - The Annual CIP Budget identifies the projects recommended to move forward in the upcoming fiscal year and provides the expenditure authority for those projects. The proposed FY 2026–2027 CIP Budget represents the first year of the Five-Year CIP Plan.
This staff report presents the proposed CIP program to the City Council for initial review and policy direction prior to finalizing the FY 2026–2027 budget.
PROPOSED FY 2026–2027 CIP PROGRAM OVERVIEW
The Proposed FY 2026–2027 CIP includes projects organized into several major infrastructure categories:
• Drainage Infrastructure
• Streets and Sidewalks
• Public Facilities
• Forest, Parks, and Beach Infrastructure
• Fleet and Equipment
These projects reflect a combination of:
• Asset maintenance and lifecycle replacement
• Infrastructure resilience and safety improvements
• Environmental restoration and coastal protection
• Facility modernization and operational improvements
• Planning and design for future capital investment
• Staff capacity and needs
Many of the projects included in the CIP build upon previously completed studies and infrastructure assessments, including the Storm Drain Master plan, Pavement Management Analyses, Facility Condition Assessments, and environmental restoration studies.
PROPOSED FY 2026–2027 PROJECT CATEGORIES
Drainage Infrastructure
The CIP includes several drainage improvements intended to address localized flooding, improve stormwater conveyance, and increase long-term system resilience.
Drainage Improvement Project- Design ($450,000)
This project addresses recurring localized neighborhood street ponding by improving surface drainage and upgrading the stormwater intake and conveyance system. The work will include targeted roadway and gutter grading to restore positive flow, installation of new catch basins to increase intake capacity, upsizing select storm drain pipelines to improve conveyance and adding new manholes to enhance system access and long-term maintenance. These improvements will reduce and eliminate floodwater entering residential properties and prevent standing water from accumulating on neighborhood streets, resulting in safer conditions, reduced pavement deterioration, and improved stormwater performance during peak rainfall events. The project also serves as an important preparatory phase for the future major storm drainage bypass pipeline improvement along Junipero, ensuring that upstream and local drainage conditions are properly integrated with the larger system upgrade.
Streets and Sidewalk Infrastructure
Maintaining roadway and pedestrian infrastructure integrity remains a core focus of the CIP program.
Street Improvement Project – Design ($500,000)
This project funds engineering design for priority street rehabilitation and maintenance projects identified through the City’s pavement management program, StreetSaver.
StreetSaver evaluates roadway conditions and assigns a Pavement Condition Index (PCI) score to help prioritize the most cost-effective maintenance and rehabilitation strategies across the City’s street network. The design phase will include field verification, surveying, and preparation of construction documents and cost estimates for the highest-priority roadway segments. Implementing these improvements helps preserve pavement conditions, extend the useful life of the roadway system, This project funds engineering design for priority street rehabilitation and maintenance projects identified through the City’s pavement management program, StreetSaver. evaluates roadway conditions and assigns a Pavement Condition Index (PCI) score to help prioritize the most cost-effective maintenance and rehabilitation strategies across the City’s street network. The design phase will include field verification, surveying, and preparation of construction documents and cost estimates for the highest-priority roadway segments. Implementing these improvements helps preserve pavement conditions, extend the useful life of the roadway system, and improve the City’s overall PCI score while minimizing more costly reconstruction in the future.
Street Rehabilitation Project – Micro-seal ($575,000)
This project includes rehabilitation work on selected streets identified through the StreetSaver pavement evaluation program. Improvements will consist primarily of microseal/microsurfacing treatments designed to extend the service life of existing roadways and prevent further deterioration. By addressing pavement needs proactively, this project reduces long-term costs associated with major repairs or full street reconstruction. These preventive maintenance efforts help preserve roadway integrity, improve safety, and maintain the overall quality of the pavement throughout the project area.
Resurface Parking Lot – Sunset Center ($300,000)
This project completes asphalt rehabilitation improvements at the Sunset Center parking lot, one of the City’s most heavily used public parking facilities. Work includes pavement resurfacing, localized asphalt repair, restriping, and accessibility improvements where needed. These upgrades extend the service life of the parking lot while improving safety, circulation, and ADA compliance for visitors to the Sunset Center campus.
Sidewalk Improvement Project – Design ($275,000)
This project supports the design of priority sidewalk repair and replacement projects throughout the City to improve pedestrian safety and accessibility. Areas requiring improvement have been identified through the City’s recent sidewalk condition assessment conducted by Precision Concrete, which documented trip hazards, vertical offsets, and deteriorated sidewalk segments across the community. The assessment data is managed through the City’s DataWorks infrastructure management software, allowing staff to prioritize repairs based on safety risk, condition severity, and pedestrian usage. The design phase will include surveying, preparation of construction drawings, and cost estimates for the highest-priority locations, supporting future construction projects that enhance walkability, reduce liability risks, and improve overall sidewalk conditions.
Sunset Center Retaining Wall, Sidewalk and Fence Improvements – Design ($450,000)
This project continues engineering design for improvements to the retaining wall located along 7th Avenue at the Sunset Center campus. In addition, an assessment of the retaining wall between the parking lots at the Yoga Center and the second parking lot located along San Carlos Street. The existing retaining walls show signs of deterioration and present potential safety concerns if not addressed. Design work will evaluate repair or replacement options to restore structural integrity and ensure longterm stability of the retaining walls. The project will also address repairs to the adjacent sidewalk and replacement of the deteriorated fence located along the top of the wall, which have been impacted by settlement and aging infrastructure. These improvements will enhance public safety along the 7th Avenue frontage, the integrity of the retaining walls and the repair of deteriorated fence between the parking lots while preserving the functionality and character of the Sunset Center campus.
Public Facilities
The CIP includes several projects addressing maintenance, safety improvements, and long-term facility planning.
Vista Lobos Electrical Panel Upgrade and EV Infrastructure ($560,000) This project continues with the upgrade of the electrical infrastructure at the Vista Lobos facility to support modern electrical loads and future electric vehicle charging infrastructure. Improvements include replacement of aging electrical panels and expansion of electrical capacity needed to support City fleet electrification efforts. The project supports the City’s sustainability goals while ensuring reliable power distribution within the facility.
City Hall Shingles and Window Repairs ($500,000)
This project provides for exterior rehabilitation of City Hall, including replacement of deteriorated wood shingles around the building and repair of aging window components. Many of the existing shingles have reached the end of their service life due to prolonged exposure to coastal weather conditions. The project will replace the shingles while maintaining the historic architectural character and appearance of the building. In addition, window repairs will address deteriorated frames, seals, and trim to improve weather protection and extend the life of the structure. These improvements will help preserve the building envelope, protect the facility from moisture intrusion, and maintain the historic character of one of the City’s primary civic buildings.
ADA Upgrade Program ($20,000)
The City continues its ongoing program of accessibility improvements to public facilities and infrastructure. Funding supports targeted upgrades identified through ADA transition planning and accessibility reviews. Improvements may include pathway modifications, accessibility improvements to public buildings, and upgrades that ensure compliance with current accessibility standards.
Sunset Center Piano Room Floor and Guardrail Replacement ($75,000) This project includes two improvements at the Sunset Center facility to address aging infrastructure and safety concerns. The Piano Room floor requires replacement due to deterioration from years of use, which has impacted its structural integrity and appearance. Upgrading the floor will restore the functionality and safety of the space used for rehearsals, events, and performances.
The project also includes replacement of the exterior guardrail along the ramp in the Sunset Center North Parking Lot, which has deteriorated due to age and exposure to coastal weather conditions. Replacing the guardrail will improve safety for pedestrians using the ramp and adjacent parking areas while maintaining compatibility with the character of the Sunset Center campus.
Fire Station Alert System Upgrade ($200,000)
This project replaces the Fire Station’s alerting and notification system used to notify emergency personnel of incoming calls and dispatch information. Modernization of the system will improve reliability, response time, and compatibility with current emergency communications infrastructure, ensuring firefighters receive timely notifications during emergency incidents.
Police / Public Works Facility – Architectural Design ($5,000,000) This project initiates architectural and engineering design services associated with the future Police and Public Works facility project. Work will include feasibility studies, conceptual layouts, site evaluation, and preliminary architectural design alternatives for renovation or replacement of the existing facility. This phase will establish project scope, cost estimates, and potential development strategies for one of the City’s most significant future infrastructure investments.
Flanders Mansion Foundation Repair ($150,000)
Structural assessment and stabilization work will address foundation issues identified at Flanders Mansion. The project includes engineering evaluation, development of repair strategies, and implementation of stabilization measures to protect the historic structure. These improvements ensure the continued structural integrity and preservation of one of the City’s most historically significant properties.
Transfer Switch Installation – City Hall and Vista Lobos ($100,000) Automatic transfer switches will be installed at City Hall and the Vista Lobos facility to support backup power operations. These systems allow facilities to seamlessly transition to emergency power during outages, improving operational continuity for essential municipal services.
Forest, Parks, and Beach Infrastructure
Several projects focus on coastal resilience, environmental restoration, and park infrastructure.
Sand Ramp – Eighth Avenue Repair and Design ($275,000)
This project advances the design and reconstruction of the sand access ramp near
Eighth Avenue, which has experienced repeated storm damage due to coastal erosion and sea level rise. Improvements will restore reliable access to the beach while incorporating design features that improve durability under changing coastal conditions.
Eroded Bluff Emergency Repair ($200,000)
Emergency stabilization work will address coastal bluff erosion that poses risks to public safety and nearby infrastructure. The project will include geotechnical investigation and design, along with the necessary emergency repairs or construction activities to address damaged areas. Additional restoration efforts will be undertaken to reduce future instability.
Scenic Pathway Emergency Improvements ($300,000)
This project reconstructs and stabilizes a section of the Scenic Pathway between Eighth and Eleventh Avenues where erosion and pathway deterioration have created safety concerns. Improvements may include pathway reconstruction, slope stabilization, drainage improvements, and installation of protective barriers. The project enhances safety along one of Carmel’s most iconic coastal recreational routes.
Mission Trail Nature Preserve Stream Restoration – Design ($175,000) Engineering and environmental design will advance restoration and resiliency improvements within the Mission Trail Nature Preserve stream system. The project builds upon previous stream stability studies and focuses on restoring natural channel alignment, reducing erosion impacts, and improving trail resiliency. Design work will also support future environmental permitting and construction phases.
North Dunes Habitat Restoration ($200,000)
This ecological restoration project targets invasive species removal and habitat restoration within the North Dunes area. The effort supports recovery of native dune ecosystems while improving habitat conditions for coastal wildlife. Work may include invasive plant removal, restoration planning, and revegetation with native species.
Fleet and Equipment
Fleet replacement and equipment investments support ongoing municipal operations.
Vehicle and Equipment – Fleet ($455,000), (3CE Grant $30,000) Police Radios Lease, Year 6 (last): Twenty-two (22) radios were purchased in 2021 with a payment schedule of $30,000 per year payments for six years, with funding from the Vehicle and Equipment Fund.
Police & Fire Department Fleet: Police and Fire will be replacing five vehicles this fiscal year, all based on age. (1) Parking Enforcement Vehicle, (2) A 2009 Animal Control Vehicle, (3) 2013 Police Administration Vehicle, (4) 2009 Radar Trailer, (5) 2012 Fire Inspector Vehicle. EV options for all vehicles will be evaluated.
Public Works: The Public Works Street Division’s asphalt patch truck is 27 years old
with 62,000 miles. While the truck has low mileage, it is in poor condition and has an outdated leaking asphalt tack oil sprayer. This truck will be replaced with a medium-size truck, outfitted with a dump bed, lift gate, and tack oil sprayer. An EV option will be evaluated.
FISCAL IMPACT:
The fiscal impact of the CIP program will be finalized during preparation of the FY 2026–2027 City Budget.
The CIP program is funded through multiple sources including:
• Capital Improvement Fund
• Vehicle and Equipment Fund
• Grants and external funding
• Future potential funding sources
Council directions provided during this meeting will help refine project priorities prior to preparation of the final CIP budget.
PRIOR CITY COUNCIL ACTION:
ATTACHMENTS:
1. CIP 5 YEAR PLAN
2. CIP FY 26-27
3. STATUS OF CIP FY 25-26
4. CIP FY 26-27 BUDGET CATEGORY DISTRIBUTION
ATTACHMENT 1
ATTACHMENT 2
Complete this FY? Category Description Budget
Budget
Request
Carryover to New
FY
Completed Facilities ADA Upgrade Year 8 20,000 No
Completed Facilities Fire Station Upgrades 175,000 No
Completed Facilities SS Elevator Power Unit 120,000 No
Yes Streets Conglomerate Paving Project: Carryover 2,810,000 199,360 No Yes Facilities Design Repairs CH, FS, VL 150,000 Yes
Yes Facilities Forest Theatre Stage 60,000 No
Yes Facilities Park Library Window Repairs 50,000 No
Yes Streets Sidewalks 500,000 Maybe
Yes Facilities SS Painting Phase 2 250,000 No
Yes Facilities Yoga Center reroof 50,000 No
Yes FPB Rio/Junipero Median 25,000 No
Yes FPB Forest Plan Implementation Year 2 739,000 No - Maintenance Yes FPB Devendorf Park Improvements 35,000 No
Yes FPB Ribbon Trash/Recycling Cans, Liners, Parts 60,000 No Partial - Not CL Streets Resurface Parking Lots (CL, SC - Upper) 300,000 Yes - Partial Partial - Not all
segments
Streets Road Segment Project (10 segments) 300,000 Yes - Partial Partial - New Work FPB Eroded Bluff Emergency Repairs 180,000 Yes Maybe Facilities Fire Backflows to Code (3 Bldgs) 200,000 50,000 Yes Maybe FPB Shoreline Stairs Repair (10th Ave & 12th Ave) 300,000 190,000 Maybe No Facilities Vista Lobos Panel Upgrade & EV 560,000 Yes No FPB 4th Ave Outfall 900,000 Yes
No FPB San Ramp at 8th 275,000 Yes
No FPB Scenic Pathway Enhancements 100,000 100,000 Yes
No Facilities City Hall Exterior Shingles 70,000 Yes
No Streets Scenic/Santa Lucia ADA Parking 20,000 Yes
No Streets SS Retaining Walls 450,000 Yes
No Drainage Junipero Bypass Pipe - Design 175,000 Yes
No Drainage MTNP Stream Projects 4/5 - Design 175,000 Yes No Facilities Picadilly Restroom Design 70,000 80,000 Yes Continuous FPB Shoreline Infrastructure Repair 400,000 Yes Total Number of
Completed CIP FY'26 15
Total Number of CarryOver Projects FY'26 to
FY'27 15
Total Amount of CarryOvers from FY'26 to
FY'27 $2,155,000
FY25/26 CIP STATUS ATTACHMENT 3
Cate
Dralna
Forestry, Parka
&Beach
TOTAL
FY 26/27 CP
Draft Bu t
$450,000
$1,150,000
.. 1
$12,141,504
FY 'Z6·'27 CIP BUDGET CATEGORY DSTRIOUTION
Contingen:y,
)�4!:l,UI.KJ, !>'lo
Fleet& Equ pm�nt
s,2s.ooc,41i,
F<>je!try, Pa·ks &
Beach. 5�150,000,
.,.
Oranate, $450,000,
4!\
s,,.o15 ·-..
$2,100,DOC, 1 �
F-3:ilill�, $5,ISS,OOJ,
, ...
• Orairugf! • St�eu& Sid�ks • hcilit e • Fo·estry, Pli1 ts& Bench • R!!f!l l. Equiplnt!nt • Cort �g_e11cv • Staf Resou-ces ATTACHMENT 4