Carmel-by-the-Sea City Council
May 5, 2026

CITY OF CARMEL-BY-THE-SEA

CITY COUNCIL AGENDA
Contact: 831.620.2000 www.ci.carmel.ca.us
Mayor Dale Byrne
Councilmembers Jeff Baron, Hans Buder, Bob
Delves, and Alissandra Dramov
All meetings are held in the City Council Chambers
East Side of Monte Verde Street
Between Ocean and 7th Avenues
Regular Meeting
Tuesday, May 5, 2026
4:30 PM

HYBRID MEETING ATTENDANCE OPTIONS
This meeting will be held in person and via teleconference ("hybrid"). The public is welcome to attend the meeting in person or remotely via Zoom, however, the meeting will proceed as normal even if there are technical difficulties accessing Zoom. The City will do its best to resolve any technical issues as quickly as possible. To view or listen to the meeting from home, you may also watch the live stream on the City's YouTube page at: https://www.youtube.com/@CityofCarmelbytheSea/streams. To participate in the meeting via Zoom, copy and paste the link below into your browser and enter the passcode. https://ci-carmel-ca-us.zoom.us/j/83138976374
Webinar ID: 831 3897 6374
Passcode: 862068
Dial in: (253) 215-8782

HOW TO OFFER PUBLIC COMMENT
The public may give public comment at this meeting in person, or use the Zoom teleconference module, provided that there is access to Zoom during the meeting. Zoom comments will be taken after the in-person comments. The public can also email comments to [email protected]. Comments must be received at least 2 hours before the meeting in order to be provided to the legislative body. Comments received after that time and up to the beginning of the meeting will be made part of the record.

CALL TO ORDER AND ROLL CALL

PLEDGE OF ALLEGIANCE

EXTRAORDINARY BUSINESS

Carmel High School Report Out
Non-Profit Spotlight - Set Free Monterey Bay
City Partner Presentations and Fiscal year 2026/2027 budget requests - Chamber of Commerce, Visit Carmel, See Monterey

PUBLIC APPEARANCES
Members of the public are entitled to speak on matters of municipal concern not on the agenda during Public Appearances. Each person's comments shall be limited to 3 minutes, or as otherwise established by the Chair. While stating your name is optional, it helps to identify speakers in the meeting minutes. Under the Brown Act, public comment for matters on the agenda must relate to that agenda item, and public comments for matters not on the agenda must relate to the subject matter jurisdiction of this legislative body. Remote or in-person participants who do not comply with the requirements of the Brown Act will be muted.

ANNOUNCEMENTS
City Administrator Announcements
City Attorney Announcements
Councilmember Announcements

PUBLIC HEARINGS
1) Adopt Resolution 2026-29 adopting the Fiscal Year 2026-2027 Fee Schedule for Citywide services

ORDERS OF BUSINESS
Orders of Business are agenda items that require City Council discussion, debate, direction to staff, and/or action.
2) Receive a presentation and consider approving the Technical Advisory Committee (TAC) Franchise Agreement Subgroup's recommendation on the 2030 Collection Franchise Planning Process
3) Receive the Fiscal Year 2026-2027 Recommended Budget 4) Review Proposed Revocable License Agreement for Parking Management by Good Roots Inc during Car Week 2026 and Adoption of Resolution 2026-028 Approving Execution of Agreement
RECESS

The City Council will take a 30-minute break around 6:30 p.m.

FUTURE AGENDA ITEMS

CLOSED SESSION
5) CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO
GOVERNMENT CODE SECTION 54957.6
Title of unrepresented employee: Acting City Administrator

ADJOURNMENT
This agenda was posted at City Hall, Monte Verde Street between Ocean Avenue and 7th Avenue, Harrison Memorial Library, located on the NE corner of Ocean Avenue and Lincoln Street, the Carmel-by-the-Sea Post Office, 5th Avenue between Dolores Street and San Carlos Street, and the City's webpage (http://www.ci.carmel.ca.us) in accordance with applicable legal requirements.

CORRESPONDENCE RECEIVED AFTER THE POSTING OF THE AGENDA Any correspondence or supplemental materials related to items on this agenda that are received after the agenda has been posted will be distributed to the City Council and made available for public review at City Hall (Monte Verde Street between Ocean and Seventh Avenues) during regular business hours. Written comments emailed to the City Clerk will not be read aloud, but will be posted online with the related agenda at: https://carmelbytheseaca.portal.civicclerk.com/.

SPECIAL NOTICES TO PUBLIC
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk's Office at 831-620-2000 at least 48 hours prior to the meeting to ensure that reasonable arrangements can be made to provide accessibility to the meeting (28CFR 35.102-35.104 ADA Title II).

CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
May 5, 2026

EXTRAORDINARY BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Brandon Swanson, Acting City Administrator APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: City Partner Presentations and Fiscal year 2026/2027 budget requests - Chamber of Commerce, Visit Carmel, See Monterey RECOMMENDATION:

Receive presentations and budget requests from See Monterey, Visit Carmel, and the Chamber of Commerce regarding their proposed partnership agreements with the City for Fiscal Year 2026/2027.

BACKGROUND / SUMMARY:

Each year, the City's marketing and visitor management partners provide a presentation to Council about the services they provide along with their budget requests for the upcoming fiscal year. Each partner will be presenting at the City Council meeting.

Letters from the following three partners are also attached to this report:

1. See Monterey

2. Visit Carmel

3. Carmel Chamber of Commerce
FISCAL IMPACT:

PRIOR CITY COUNCIL ACTION:

Last fiscal year, the City Council allocated:

• 3% of projected Transient Occupancy Tax revenue to See Monterey • $120,000 to Visit Carmel
• $60,000 to the Carmel Chamber of Commerce
ATTACHMENTS:

1. Attachment 1 - Carmel Chamber of Commerce Request Letter

2. Attachment 2 - Visit Carmel Request Letter

3. Attachment 3 - See Monterey Request Letter

April 21, 2026
Dear Mayor Byrne, Mayor Pro-Tem, Councilmembers, and City Administrator, On behalf of the Carmel Chamber of Commerce, I am pleased to submit our budget request for the 2026– 2027 fiscal year. I am grateful for the opportunity to share this request with you directly this year and to speak to the continued partnership between the Chamber and the City.

We respectfully request a budget allocation of $60,000 to support the Chamber’s work in service to our business community, our residents, and the many visitors who experience Carmel-by-the-Sea each year.

Over the past year, the Chamber has continued to strengthen its role as a connector; bringing together businesses, residents, and visitors in meaningful and impactful ways. Our work is rooted in collaboration and in a shared commitment to preserving what makes Carmel so special, while supporting a healthy and vibrant local business community.

Through our Visitor Center, community programming, and partnerships with the City and local organizations, we continue to:
• Welcome and guide visitors in a way that reflects the charm and values of our village. • Support local businesses through advocacy, promotion, and connection. • Create opportunities that thoughtfully balance tourism with the needs and experiences of our residents.

We are proud of the strong, collaborative relationship we have built with the City and our community partners. These partnerships have allowed us to be responsive, creative, and intentional in how we support Carmel; not just as a destination, but as a place we call home.

Looking ahead, we are focused on continuing to grow our impact; finding new ways to better connect our business community with residents, enhance the visitor experience, and support the long-term vitality of Carmel. We are committed to doing more, doing better, and doing it together.

We take seriously the responsibility of stewarding City funds, and we are grateful for your continued trust and partnership.

Thank you for your consideration and for your ongoing support of the Carmel Chamber of Commerce.

With appreciation,
Kati Enea
President & CEO
Carmel Chamber of Commerce

April 28, 2026
RE: FY26-27 BUDGET INVESTMENT IN VISIT CARMEL FOR DESTINATION MARKETING SERVICES Dear Mayor Byrne, Council Members Baron, Buder, Delves, Dramov, and Administrator Swanson, As you prepare for the FY 2026–27 Budget Workshop, I’d like to provide additional context on the City’s investment in Visit Carmel and how it directly supports Carmel’s economy, brand, and local stakeholders. This includes a renewed effort to identify and implement strategies that help mitigate visitor impacts.

A brief historical perspective provides helpful context. Prior to 2018, the City relied on an external agency for branding and visitor marketing. With the formation of Visit Carmel—your nonprofit destination marketing organization (DMO)—the City transitioned to a more integrated and costeffective model. Our current three-year agreement, executed in June 2024, allows the Council to review and affirm the City’s annual investment as part of the budget process.

Since 2018 (with the exception of a reduction during COVID), the City has invested $120,000 annually with Visit Carmel to support a range of marketing programs. We recognize the Council’s current fiscal priorities and are committed to working in partnership to advance broader civic goals. In that spirit, Visit Carmel is prepared to meet the City’s marketing needs at a reduced investment of $90,000 for the upcoming fiscal year.

This funding provides critical support for initiatives that benefit the entire business community— not only hotels and restaurants, but also retail, arts, and cultural organizations—while aligning with City objectives and preserving Carmel’s unique character. It also ensures the City’s voice remains central to strategic planning through continued representation on Visit Carmel’s Board, fostering strong alignment between municipal priorities and destination stewardship efforts.

What the City Investment Supports
Unlike funds from the Carmel Hospitality Improvement District (CHID) and Carmel Restaurant Improvement District (CRID), which prioritize promotion of the hotels and restaurants, the City’s contribution allows us to invest in broader City-focused marketing efforts, including:
• Destination Website CarmelCalifornia.com: Maintenance of the official destination website, including not only promoting the City’s important brand pillars, but also including visitor-serving business listings (for retail stores, art galleries, wine tasting rooms, performing arts centers), event calendars, and important visitor information such as beach rules, maps, and our history and heritage.
• Official City Guide & Maps: Design, production, and distribution of visitor guides and maps placed throughout the Village.

• Visitor Center Support: $30,000 in financial support to the Carmel Chamber to expand visitor services and collaborative marketing.
• Destination Stewardship Campaigns: Responsible tourism messaging through campaign development, signage, digital/print media and coordination with local community organizations.
• Retail & Arts Support: Ongoing marketing, PR and social media support for galleries, retail shops, and wine tasting rooms—including major support for signature events and experiences like Meet the Makers, the Carmel Art Walk, Carmel Art Fest, and the Carmel Wine Walk. These are vital to our locally owned art galleries and wine tasting rooms. • Performing Arts Promotion: Marketing partnerships with Sunset Center, Pac Rep, and the Outdoor Forest Theater.
• Public Relations & Social Media: Management of destination-wide PR and social media campaigns, including earned media outreach, and response to media inquiries. This is becoming increasingly important due to the impact social media now has on travel decisions along with the breakneck pace that A.I. is changing the information landscape. (A.I. relies on the credibility of official sources combined with high-level earned media sources.)
• Crisis Communications: Real-time coordination with City staff and local agencies to provide critical updates on weather, power outages, road closures, and other emergencies affecting visitors and businesses. This includes maintaining Travel Alerts to communicating directly with hotel stakeholders so that they can advise their incoming guests to posting on social media for locals and visitors.

These are tangible services with direct return on investment for the City, from increased transient occupancy (TOT) and sales tax revenue to the City’s income, providing an enhanced quality of life for residents. Importantly, the City’s investment is not spent on overhead, staff salaries, public relations, social media management or administrative costs.

A Stronger Carmel Through Partnership
Our Storybook Kind of Place campaign and all of our supporting work showcases Carmel’s artistic heritage and community spirit, and exemplifies how Visit Carmel’s work supports both economic and cultural vitality. We invite you to review our Annual Report and Marketing Plan for a comprehensive overview of programs and outcomes.

Please feel free to reach out with any questions. Thank you for your continued partnership and support of Visit Carmel.

Sincerely,
Amy Herzog
Executive Director
Visit Carmel
831.238.1849

888.221.1010
[email protected]
99 Pacific Street, Suite 375B
Monterey, CA 93940
SeeMonterey.com
Big Sur | Carmel-by-the-Sea | Carmel Valley | Marina | Monterey | Moss Landing Pacific Grove | Pebble Beach | Salinas | Salinas Valley | Sand City | Seaside | South County April 29, 2026
RE: FY2026-2027 Jurisdiction Investment Partnership
Brandon Swanson, City Administrator
City of Carmel-by-the-Sea
PO Box CC
Carmel, CA 93921
Dear Brandon,
Congratulations again on your new role. As you know, See Monterey and Carmel-by-the-Sea share a strong partnership focused on advancing a sustainable, high-value tourism economy. As one of Monterey County’s most iconic destinations, Carmel-by-the-Sea plays a defining role in the visitor experience through its blend of art and culture, culinary excellence, and coastal charm. Together, we drive intentional visitation that supports TOT and sales tax revenues, strengthens local businesses, and enhances overall economic vitality—ensuring tourism benefits residents while preserving what makes Carmel-by-theSea distinctive.

The coming fiscal year presents an opportunity to build on this partnership in focused, meaningful ways. Below is our investment proposal for destination marketing services.

Sales & Marketing – Elevate Carmel-by-the-Sea as a key part of the Monterey County experience, with dedicated efforts to build awareness and familiarity particularly among regional, national, and international fly-in audiences. These efforts aim to reinforce Carmel-by-the-Sea’s standing as a distinctive and desirable destination, inspire longer stays, and generate increased visitor spending—all of which contribute to incremental growth in the City’s TOT and sales tax revenues.

Free Membership – Provide complimentary membership to the 192 (and growing) tourism-related businesses in Carmel-by-the-Sea, along with access to See Monterey’s promotional programs. Many of these businesses lack dedicated sales and marketing resources and rely on See Monterey to help drive demand.

Responsible & Sustainable Travel – Continue and expand efforts to promote responsible and respectful visitation in and around Carmel-by-the-Sea, aligning with broader sustainable tourism principles.

Public Relations & Social Media – Ensure inclusion of Carmel-by-the-Sea in targeted press releases and facilitate coordinated media opportunities with journalists and social media influencers to elevate the Village’s visibility.

Financial, Data Analytics & Research – Collaborate on financial and industry data insights to support the Village’s strategic planning and long-term financial forecasting.

Board Representation – As part of this partnership, Carmel-by-the-Sea holds a dedicated seat on See Monterey’s Board of Directors (Amy Herzog, Executive Director, Visit Carmel), ensuring the Village’s interests and priorities are represented in countywide tourism planning and decision-making.

888.221.1010
[email protected]
99 Pacific Street, Suite 375B
Monterey, CA 93940
SeeMonterey.com
Big Sur | Carmel-by-the-Sea | Carmel Valley | Marina | Monterey | Moss Landing Pacific Grove | Pebble Beach | Salinas | Salinas Valley | Sand City | Seaside | South County Event & Air Service Development – Advance See Monterey’s event strategy by growing and attracting events that generate overnight demand and extend length of stay, encouraging visitors to stay longer and spend more. Separately, partner with Monterey Regional Airport (MRY) to strengthen air service and expand access to key markets.

Carmel’s partnership level follows the long-standing and equitable formula of 3% of total TOT collections, tentatively projected at $9,163,019 for the FY2026–27 fiscal year. This would equate to an investment of approximately $274,891. In alignment with the cities of Monterey, Pacific Grove and Salinas, we recommend structuring payments on an “actuals received” basis to ensure fiscal accuracy.

As discussed, investment in See Monterey complements — not duplicates — the efforts of Visit Carmel. Together, the two organizations extend Carmel-by-the-Sea’s reach across the full visitor spectrum. See Monterey brings added global reach, expanding messaging to attract higher-value national and international travelers; guests more likely to stay longer and engage with the destination’s shops, galleries, and culinary and wine experiences driving incremental economic impact that would not otherwise be captured.

Additionally, See Monterey is an industry leader in Responsible Travel and Destination Stewardship and we’re elevating that work even further in the coming year. Given the heightened importance of these efforts in Carmel-by-the-Sea, we propose allocating up to one-third of your investment for the coming fiscal year toward a dedicated campaign focused specifically on emphasizing responsible travel initiatives for the Village.

Carmel-by-the-Sea’s investment, as part of a public-private partnership, is leveraged alongside investments from nine other jurisdictions and the Monterey County Tourism Improvement District (MCTID) assessment funded by the hospitality community. Together, these investments support a dynamic, countywide destination marketing program— strategically developed, collaboratively led, and executed with industry best practices. We look forward to our continued partnership, and I’m available for any questions.

Sincerely,
Rob O’Keefe
President and CEO
CC: Janine Chicourrat, Chair, See Monterey Board of Directors Amy Herzog, Visit Carmel Executive Director and See Monterey Board of Directors

CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
May 5, 2026

PUBLIC HEARINGS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Jayme Fields, Finance Manager
APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: Adopt Resolution 2026-29 adopting the Fiscal Year 2026-2027 Fee Schedule for Citywide services
RECOMMENDATION:

Adopt Resolution 2026-29 adopting the Fiscal Year 2026-2027 Fee Schedule for Citywide services
BACKGROUND / SUMMARY:

The City of Carmel-by-the-Sea is a unique coastal community that takes pride in providing high-quality services to its residents and visitors. As a small city, our financial health is heavily dependent on volatile revenue sources, specifically Sales Tax and Transient Occupancy Tax (TOT). These sources are subject to economic fluctuations beyond the City’s control. To maintain essential services—such as public safety, forest and beach maintenance, and library services—the City must ensure that its feesupported services are accurately priced to recover the actual cost of providing them.

The City provides a variety of services that benefit specific customers, such as the issuance of business licenses, planning and building permits, and tree removal permits.

In accordance with State law, the City is legally allowed to charge a fee to the user of a specific service to recover the cost of providing the service. To help determine the cost of providing certain services, as well as to develop alternative and more equitable ways to finance some services, the City commissioned Pace Productivity to perform a comprehensive 2026 Fee Study, updating the previous study conducted by Revenue & Cost Specialists (RCS). Together these studies move the City from estimated inflationary adjustments to a data-driven model based on actual staff time and overhead

costs. The proposed Fiscal Year 2026-2027 fee schedule (“FY 26-27”) is based on these studies.

The attached schedule (Exhibit A) includes the adjustments to fees that were discussed at the April 6, 2026 meeting (see highlights below and in red in Exhibit A).

MASTER FEE SCHEDULE FOR THE
2026-2027 FISCAL YEAR
Current
Fee
Proposed
Fee
Reason for Change
TREE EVALUATION 205.00 250.00 changed per council
direction

TREE REMOVAL PERMIT - DEAD
TREE
205.00 250.00 changed per council
direction
TREE PRUNING PERMIT 205.00 250.00 changed per council
direction

SPECIAL EVENT OVERTIME
SERVICES - Other, per stall/day
100.00 150.00 changed per council
direction

SPECIAL EVENT OVERTIME
SERVICES - Peak, per stall/day
100.00 300.00 changed per council
direction
LOCAL CANDIDATE FILING 25.00 25.00 changed to reflect
regulatory guidelines
LOCAL INITIATIVE PROCESSING 200.00 200.00 changed to reflect regulatory guidelines

STREET EXCAVATION - SEWER LINE

LATERAL
- 250.00 scrivener's error

There are some additional fees that should be included on the master fee schedule but the City is still in the process of completing studies thereon. Those fees will be brought back for approval separately. In addition, the City is researching the possibility of implementing a fee waiver policy where applicants meet certain criteria related to an inability to pay.

Summary
The purpose of this agenda item is to provide an update regarding fees, and for Council to adopt the proposed master fee schedule for the upcoming fiscal year. The fees will become effective 60-days after adoption of the resolution, which is July 4, 2026.

By implementing the 2026 Fee Schedule, the City Council ensures that the individuals receiving specific services pay for the staff time they consume. This protects our volatile Sales Tax and TOT revenues, allowing them to be dedicated to the core municipal services that define the character of Carmel-by-the-Sea.

Staff recommends the adoption of the updated 2026 fee schedule. However, the City Council retains full discretion in establishing fee levels and may choose to adopt, modify, phase, or defer any proposed adjustments based on policy priorities, community

considerations, and broader financial conditions.

FISCAL IMPACT:

Consistent with financial policy C94-01, the proposed fee schedule has been updated to reflect the City’s current costs. The estimated impact of this update to the fee schedule is an increase of an estimated $311,000.00 in additional fee revenue for Fiscal Year 2026/2027.

The revenue from fees allows the City to recover its costs for providing a service to help offset the cost of services. This means that the overall General Fund revenues are not subsidizing user fees, so more of the General Fund is available to fund community-wide activities that have a public benefit, like libraries, public safety, and public works.

PRIOR CITY COUNCIL ACTION:

City Council reviewed and approved the FY 2025 – 2026 Fee schedule on May 6, 2025 ATTACHMENTS:

1. Attachment 1) Resolution 2026-029 Adopting FY 26-27 Fee Schedule

2. Attachment 2) Exhibit A - Master Fee Schedule FY26-27

CITY OF CARMEL-BY-THE-SEA

CITY COUNCIL
RESOLUTION NO. 2026-029

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA ADOPTING THE FISCAL YEAR 2026-2027 FEE SCHEDULE FOR CITYWIDE SERVICES WHEREAS, in accordance with City Financial Policies, Policy 94-01, the City shall review the relationship between fees/charges and the cost of providing services at least every three years; and
WHEREAS, the City of Carmel-by-the-Sea retained Pace Productivity in the Fall of 2025 to identify the City’s reasonable costs borne for providing services; the beneficiaries of those services, and the revenues generated by those paying fees for receiving services; and WHEREAS, the City wishes to comply with both the letter and the spirit of Article XIIIB of the California Constitution and limit the growth of taxes; and, WHEREAS, pursuant to Government Code Section 66016, the specific fees and charges to be levied for services must be adopted by the City Council by ordinance or resolution, after holding a public hearing; and,
WHEREAS, a notice of a public hearing has been published in the Carmel Pine Cone on March 20, 2026 and a public hearing to review the service charges was held on April 6, 2026; and a public hearing has been published in the Carmel Pine Code on April 24, 2026 and a public hearing to approve the service charges as held on May 5, 2026; and

NOW THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA DOES HEREBY:

Section 1. Fee Schedule Adoption. The following schedule of fees and charges are hereby directed to be computed by and applied by the various City departments, and to be collected by the City Finance Department for the herein listed special services when provided by the City or its designated contractors.

Section 2. Separate Fee for Each Process. All fees set forth by this resolution are for each identified process; additional fees shall be required for each additional process or service that is requested or required. Where fees are indicated on a “per unit” of measurement basis, the fee is for each identified unit or portion thereof within the indicated ranges of such units.

Section 3. Listing of Fees. The following fees shall be charged and collected for the following enumerated services, as shown in Exhibit A.

Section 4. Interpretations. This Resolution may be interpreted by the City department heads in consultation with the City Administrator and, should there be a conflict between two fees, the lower in dollar amount of the two shall be applied.

A. It is the intention of the City Council to review the fees and charges as determined and set out herein based on the City’s next Annual Budget and all the City’s costs reasonably

Resolution No. 2026-029

borne as established at that time and, as and if warranted, to revise such fees and charges based thereon.

Section 5. Constitutionality. If any portion of this Resolution is declared invalid or unconstitutional then it is the intention of the City Council to have passed the entire Resolution and all its component parts, and all other sections of this Resolution shall remain in full force and effect.

Section 6. Repealer. All resolutions and other actions of the City Council in conflict with the contents of this Resolution are hereby repealed.

Section 7. Effective Date. This Resolution shall go into full force and effect on July 5, 2026.

PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF CARMEL-BYTHE-SEA this 5th day of May, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED: ATTEST:

_________________________ _________________________
Dale Byrne Nova Romero
Mayor City Clerk

Fee
Code
Current
Fee
Proposed
Fee

COMMUNITY PLANNING & BUILDING
Design Study and Review
S-001 TRACK 1 DESIGN REVIEW/STUDY - MINOR $ 930 per application 725.00 930.00 S-002 TRACK 1 DESIGN REVIEW/STUDY - MAJOR $1,307 per application 1,040.00 1,307.00 S-002A TRACK 1 DESIGN REVIEW/STUDY-STREAMLINE $ 314 per application 373.00 314.00 S-003 TRACK 1 DESIGN REVIEW/STUDY - REFERRAL TO

PLANNING COMMISSION
$2,267 per application in addition to the base Track 1
fee 1,875.00 2,267.00
S-003A TRACK 1 DESIGN REVIEW/STUDY-REFERRAL TO

HISTORIC RESOURCES BOARD
$2,223 per application in addition to the base Track 1
fee 1,875.00 2,223.00
S-004
TRACK 2 DESIGN REVIEW - MINOR $5,010 per application plus deposit* if hours exceed 20 hours 4,108.00 5,010.00
S-005
TRACK 2 DESIGN REVIEW - MAJOR $7,571 per application plus deposit* if hours exceed 30 hours 6,235.00 7,571.00
S-005A TRACK 2 DESIGN REVIEW - MAJOR NEW
COMMERCIAL BUILDING $3,164 per application, plus a deposit* 2,974.00 3,164.00 S-121 ADDITIONAL PLAN CHECK - PLANNING each, after three plan checks - 465.00 S-006 PRELIMINARY SITE ASSESSMENT $1,914 per application 1,571.00 1,914.00 S-007 REASONABLE ACCOMODATION $ 256 per application, plus fee for associated Design Study/Design Review as applicable 205.00 256.00
S-008 VOLUMETRIC ANALYSIS
$ 180 per application, plus $1,500 deposit with
charges at the fully allocated hourly rates plus any
outside costs.
142.00 180.00
* Deposit determined by staff with charges at the fully allocated hourly rates for Project Planner.

Use Permit and Other Services
S-009 USE PERMIT $3,922 per application 3,215.00 3,922.00 S-011 USE PERMIT AMENDMENT $3,506 per application 2,905.00 3,506.00 S-012 TEMPORARY USE PERMIT $ 212 per application 173.00 212.00 S-013 RESTRICTED COMMERCIAL USE TRANSFER REQUEST $ 776 per application 594.00 776.00 S-014 WATER CREDIT TRANSFER REQUEST $3,949 per application 3,257.00 3,949.00 S-015 VARIANCE $2,232 per application 1,881.00 2,232.00 S-017 PRELIMINARY APPLICATION REVIEW - STAFF $1,735 per application with 50% of this fee credited towards future planning fees for this project. 1,434.00 1,735.00 S-018

PRELIMINARY APPLICATION REVIEW - PUBLIC

HEARING (PLANNING COMMISSION, CITY COUNCIL,
ETC.)
$4,750 per application with 50% of this fee credited
towards future planning fees for this project. 3,940.00 4,750.00 S-019 COASTAL DEVELOPMENT PERMIT - DEVELOPMENT $ 238 per application - Added to other Planning fees 184.00 238.00 S-019A COASTAL DEVELOPMENT PERMIT - EVENT $1,016 per application 777.00 1,016.00 S-060 LANDSCAPE PLAN CHECK/INSPECTION $1,016 per plan/inspection 725.00 875.00 PLANNING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.

TOBACCO RETAIL LICENSE Current fee as adopted by the Monterey County Board of Supervisors

EXTRAORDINARY DEVELOPMENT
Deposit amount TBD based on scope of project, with
charges at the fully allocated hourly rates plus any
outside costs
Amendments, Annexations and Agreements
S-020 SPECIFIC PLAN/SPECIFIC PLAN AMENDMENT $5,253 deposit with charges at the fully allocated hourly rates plus outside costs 5,253.00 5,253.00
S-022 GENERAL PLAN AMENDMENT $5,253 deposit with charges at the fully allocated hourly rates plus outside costs 5,253.00 5,253.00
S-023 SPHERE OF INFLUENCE AMENDMENT $5,253 deposit with charges at the fully allocated hourly rates plus outside costs 5,253.00 5,253.00
S-024 ZONING CODE AMENDMENT $5,253 deposit with charges at the fully allocated hourly rates plus outside costs 5,253.00 5,253.00
S-025 ANNEXATION $10,506 deposit with charges at the fully allocated hourly rates plus outside costs 10,506.00 10,506.00
MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR
Exhibit A
ATTACHMENT 2

Fee
Code
Current
Fee
Proposed
Fee MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR
S-026 DEVELOPMENT AGREEMENT $10,506 deposit with charges at the fully allocated hourly rates plus outside costs 10,506.00 10,506.00
Environmental Review Maps and Lot Lines
S-027 ENVIRONMENTAL REVIEW (IS/ND/EIR) Contract cost plus 10% S-028 FILING ENVIRONMENTAL NOTICE OF EXEMPTION $ 737 per application plus associated Monterey County fees 520.00 737.00
S-029 MITIGATION MONITORING $3,152 deposit with charges at the fully allocated hourly rates plus outside costs. 3,152.00 3,152.00 S-030 TENTATIVE/FINAL MAP $4,202 deposit with charges at the fully allocated hourly rates plus any outside costs. 4,202.00 4,202.00 S-031 AMENDED FINAL MAP $1,051 deposit with charges at the fully allocated hourly rates plus any outside costs. 1,051.00 1,051.00 S-032 CERTIFICATE OF COMPLIANCE $1,018 per application plus actual contract cost 1,018.00 788.00 S-033

LOT LINE ADJUSTMENT/SUBDIV - PLANNING
COMMISSION $1,340 per application plus actual contract cost 1,108.00 1,340.00 S-034 LOT MERGER $1,042 per application plus actual contract cost 1,042.00 898.00 Historic Evaluation
S-035 PRELIMINARY PHASE 1 - INITIAL ASSESSMENT OF

HISTORIC SIGNIFICANCE
$ 876 per application plus Historian fee (currently
$474) 474.00 876.00
S-035A PHASE 1 - HISTORIC EVALUATION $ 580 per application plus actual cost for Historian review with $1,500 deposit 426.00 580.00 S-036 PHASE 2 - HISTORIC EVALUATION (INCLUDES

HISTORIC RESOURCES BOARD HEARING)
$2,567 per application plus actual cost for Historian
review with $1,500 deposit 2,143.00 2,567.00
S-037 APPEAL TO HISTORIC RESOURCES BOARD $2,053 per application plus actual cost for Historian review with $1,500 deposit 1,576.00 2,053.00
S-038 MILLS ACT CONTRACT APPLICATION $4,293 per application plus actual cost to record contract with County of Monterey 3,603.00 4,293.00

MILLS ACT MAINTENANCE PLAN REVIEW
$1,051 deposit with charges at the fully allocated
hourly rates plus any outside costs for qualified
professional to review plan.
1,051.00 1,051.00
MILLS ACT 5-YEAR INSPECTION
$ 525 deposit with charges at the fully allocated
hourly rates plus any outside costs for qualified
professional
525.00 525.00
MILLS ACT 10-YEAR MAINTENANCE PLAN REVIEW
$1,051 deposit with charges at the fully allocated
hourly rates plus any outside costs for qualified
professional to review plan.
1,051.00 1,051.00
Determinations, Extensions and Appeals
S-039 PLANNING COMMISSION CODE DETERMINATION $2,196 per application 1,828.00 2,196.00 S-040 ZONING COMPLIANCE DETERMINATION Charge the fully allocated hourly rates for all personnel involved with a one hour minimum S-041 PERMIT TIME EXTENSION - STAFF $ 538 per application 420.00 538.00 S-042 PERMIT TIME EXTENSION - PLANNING COMMISSION $1,349 per application 1,135.00 1,349.00 S-042A PERMIT TIME EXTENSION - CITY COUNCIL $1,312 per application 1,098.00 1,312.00 S-043

PUBLIC HEARING CONTINUANCE - PLANNING
COMMISSION $ 992 per continuance 872.00 992.00
S-043A PUBLIC HEARING CONTINUANCE - COUNCIL $ 992 per continuance 878.00 992.00 S-044 APPEAL TO PLANNING COMMISSION
$2,501 per appeal - No charge for appeals of
Coastal Development Permits (CDPs) within the
Coastal Commission Appeal Jurisdiction (CMC

17.20.140)
2,044.00 2,501.00
S-044A APPEAL TO CITY COUNCIL
$2,712 per appeal - No charge for appeals of
Coastal Development Permits (CDPs) within the
Coastal Commission Appeal Jurisdiction (CMC

17.20.140)
2,190.00 2,712.00
Sign and Banners
S-045 SIGN APPLICATION $ 601 per application 473.00 601.00 S-046 SIGN REFERRAL TO PLANNING COMMISSION $1,907 per application 1,581.00 1,907.00 S-047 RELOCATE EXISTING SIGN $ 328 per application 252.00 328.00 TEMPORARY SIGN PERMIT No permit fee required 0.00 0.00
ATTACHMENT 2

Fee
Code
Current
Fee
Proposed
Fee MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR

BANNER APPLICATION
$0 per application, applicant bears the fully burdened
cost of installation through City approved third-party
vendors
Building Services
S-050

BUILDING RELOCATION
Deposit determined by staff with charges at the fully
allocated hourly rates for all personnel involved plus
any outside costs
S-051 LARGE FAMILY DAY CARE (RESIDENTIAL) $3,216 per application 2,437.00 3,216.00 GENERAL PLAN UPDATE 15. % of all Building & Safety permits 3.5% 15% S-054 BUILDING PLAN CHECK Based on Building and Safety Construction Valuation S-122 ADDITIONAL PLAN CHECK - BUILDING $ 409 each, after three plan checks - 409.00 S-054A BUILDING INSPECTION Based on Building and Safety Construction Valuation S-054B BUILDING RE-INSPECTION $ 179 per re-inspection 153.00 179.00 S-123 OWNER BUILDER PLAN CHECK & INSPECTION Based on Building and Safety Construction Valuation S-054C BUILDING PERMIT APPLICATION EXTENSION $ 123 per extension (maximum of 4) 99.00 123.00 S-054D BUILDING PERMIT EXTENSION $ 206 per extension (maximum of 2) 158.00 206.00 S-054E BUILDING PERMIT PRE-APPLICATION CONFERENCE $ 464 per application 357.00 464.00 S-124 ASBS CONSTRUCTION INSPECTION - RESIDENTIAL per winter season 374.00 - S-125 ASBS CONSTRUCTION INSPECTION - COMMERCIAL per weekly inspection 125.00 - S-055 BUILDING SINGLE TRADE PERMIT $ 201 per permit 173.00 201.00 S-055A ON-SITE DRIVEWAY PERMIT $ 512 per permit 415.00 512.00 S-056 SOLAR PLAN CHECK/INSPECTION PERMIT Plan Check AND Inspection - $ 450 plus $15 per kW over 15kW (Per Assembly Bill 1414) 450.00 450.00
S-057 RE-ROOF PERMIT $ 332 per permit 273.00 332.00
S-058 BUILDING BOARD APPEAL $1,394 per appeal 1,193.00 1,394.00 S-059 DUPLICATE INSPECTION CARD $ 78 per card 63.00 78.00 BUILDING TECHNICAL ASSISTANCE Charge the fully allocated hourly rate for all personnel involved after 15 minutes.

S-059B STOP WORK INVESTIGATION $ 784 per investigation plus double all Building Permit fees 651.00 784.00 S-059C TEMPORARY CERTIFICATE OF OCCUPANCY $ 281 per application 237.00 281.00 S-059D ALTERNATE MATERIALS/METHODS REVIEW $ 277 per application plus actual cost of City Staff for all time over one hour. 231.00 277.00 S-059E BUILDING PHASED WORK REQUEST $ 402 per application 331.00 402.00 0% BUILDING TECHNOLOGY SURCHARGE $ 9 per permit 9.00 9.00 Bench Program
S-061 NEW BENCH LOCATION
$3,676 per application plus the actual cost of the
bench and plaque (plus $750 for future maintenance)
plus $2,005 if a public hearing is required.
1,009.00 3,676.00
S-062 ADOPTION OF EXISTING BENCH
$1,560 per application plus the actual cost of the
bench and plaque (plus $750 for future maintenance)
plus $530 if a public hearing is required.
1,560.00 399.00
S-063 REPLACEMENT OF BENCH PLAQUE $1,209 per application plus the actual cost of the plaque plus $530 if a public hearing is required. 1,209.00 515.00 Encroachment Permits
S-069 TEMPORARY ENCROACHMENT PERMIT $ 453 per permit 362.00 453.00 S-070xaSTREET EXCAVATION $1,056 per permit, plus $8.75/lineal foot of work being performed 1,056.00 841.00
S-070xbSTREET EXCAVATION - SEWER LINE LATERAL $ 250 per permit, plus $8.75/lineal foot of work being performed - 250.00
S-126 GRADING - PLAN REVIEW Based on Public Works Construction Valuation ATTACHMENT 2

Fee
Code
Current
Fee
Proposed
Fee MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR
S-127 GRADING - INSPECTION Based on Public Works Construction Valuation S-128 PUBLIC IMPROVEMENTS - PLAN REVIEW Based on Public Works Construction Valuation S-129 PUBLIC IMPROVEMENTS - INSPECTION Based on Public Works Construction Valuation S-130 TRAFFIC ANALYSIS REVIEW $ 409 per application plus actual outside costs. 409.00 - S-131 ADDITIONAL PLAN CHECK - PUBLIC WORKS $ 409 per application plus actual outside costs. 409.00 - S-070 PERMANENT ENCROACHMENT PERMIT
$1,581 per permit plus $8.75/lineal foot
Plus cost of any damage to public right-of-way or
street as determined by the Public Works Director
Plus cost of and Design Study/Design Review as
needed
Plus cost of referral to City Council if needed.
1,581.00 499.00
S-070A TRAFFIC CONTROL PLAN REVIEW/INSPECTION $1,296 per review plus $405 per each additional review 1,296.00 710.00 SIDEWALK VENDING PERMIT $ 469 per new applications 469.00 469.00 $ 231 per renewal 231.00 231.00

USE OF ONLINE ELECTRONIC PAYMENT - CP&B
DEPARTMENT 3.5% OF CHARGED AMOUNT

USE OF CREDIT CARD/ DEBIT CARD - CP&B
DEPARTMENT 3.5% OF CHARGED AMOUNT

PUBLIC WORKS/FORESTRY
S-002B TREE EVALUATION $ 250 per application 205.00 250.00 S-002BxTREE REMOVAL PERMIT - DEAD TREE $ 250 per permit 205.00 250.00 S-072 TREE REMOVAL PERMIT $1,631 per permit 1,631.00 698.00 S-072A TREE PRUNING PERMIT $ 250 per permit 205.00 250.00

PRUNING OR REMOVAL OF CITY TREE USING

PRIVATE FUNDS UNDER CITY FORESTER

INSTRUCTIONS
No permit fee required 0.00 0.00
S-072C APPEAL TO FOREST & BEACH COMMISSION $3,331 per appeal plus actual outside costs 1,891.00 3,331.00 S-044A APPEAL TO CITY COUNCIL $2,712 per appeal plus actual outside costs 1,891.00 2,712.00 S-073
REMOVAL OF PRIVATE TREE FALL IN PUBLIC RIGHTOF-WAY
Charge the fully allocated hourly rate for all personnel involved plus any outside costs
S-074 DAMAGE TO CITY PROPERTY Charge the fully allocated hourly rate for all personnel involved plus any outside costs

USE OF ONLINE ELECTRONIC PAYMENT- PUBLIC
WORKS DEPT 3.5% OF CHARGED AMOUNT

USE OF CREDIT CARD/ DEBIT CARD- PUBLIC WORKS
DEPT 3.5% OF CHARGED AMOUNT

PUBLIC SAFETY
Police Services
S-075 LOUD PARTY PUBLIC DISTURB. - 1st Response First Response - No Charge 0.00 First Response - N S-075xaLOUD PARTY PUBLIC DISTURB. - 2nd Response Second Response the same day - $ 337 per response 229.00 337.00
S-075xbLOUD PARTY PUBLIC DISTURB. - 3rd+ Response Third Response within a calendar year - $ 674 per response 574.00 674.00
S-076 POLICE FALSE ALARM - 1st RESPONSE First Activation - $ 154 115.00 154.00 S-076xaPOLICE FALSE ALARM - 2nd RESPONSE Second Activation - $ 185 137.00 185.00 S-076xbPOLICE FALSE ALARM - 3rd+ RESPONSE Each Subsequent Activation in a calendar year - $ 278 207.00 278.00
S-077 ALARM PERMIT - New New - $ 40 per permit 40.00 40.00 S-077xaALARM PERMIT - Renewal Renewal - $ 30 per permit 29.00 30.00 S-078 VEHICLE IMPOUND RELEASE $ 202 per vehicle 161.00 202.00 S-079 MISDEMEANOR BOOKING Non-Carmel bookings - $ 230 per booking 172.00 230.00 S-080 MISCELLANEOUS POLICE PERMIT $ 259 per application plus DOJ fees 212.00 259.00 S-081 FINGERPRINTING ON REQUEST $ 40 plus outside agency fees 40.00 40.00 S-082 CLEARANCE FORM TRAVEL LETTER $ 57 per letter 57.00 57.00 S-083 VIN VERIFICATION $ 63 per vehicle 57.00 63.00
S-084 CITATION SIGN-OFF Non-Carmel citations - $ 38 per citation 29.00 38.00 S-087 SIGN ABATEMENT $ 45 per sign 29.00 45.00
ATTACHMENT 2

Fee
Code
Current
Fee
Proposed
Fee MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR
S-089 POLICE COURT WITNESS Fees are set by the court
S-090 POLICE REPORT COPY 1st 10 pages - No Charge, Each additional page - $1.00 0.25 1.00
S-091 POLICE PHOTOGRAPH COPY Photo - $ 6 per photo, digital - $ 6 per disk 6.00 6.00 USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
Animal Services
ANIMAL IMPOUND Within a calendar year:

S-085 ANIMAL IMPOUND - 1st IMPOUND First impound - $ 117 115.00 117.00 S-085xaANIMAL IMPOUND - 2nd IMPOUND Second impound - $ 137 137.00 137.00 S-085xbANIMAL IMPOUND - 3rd+ IMPOUND Third and subsequent impounds - $ 161 161.00 161.00 S-086 ANIMAL TRANSPORT - Local Local Transport - $ 29 per transport 29.00 29.00 S-086xaANIMAL TRANSPORT - To County To County Animal Shelter - $ 104 per transport 104.00 104.00 Parking
S-088 RESIDENT/EMPLOYEE PARKING PERMIT $ 40 per permit 35.00 40.00 $ 127 Misuse of Residential Permit 127.00 127.00
S-111xaCONTRACTOR PARKING PERMIT - Non Specific $ 19 non specific 18.00 19.00 S-111xbCONTRACTOR PARKING PERMIT - Specific $ 43 space specific 29.00 43.00 NORTON COURT PARKING GARAGE $2,520 annually per space, $630 quarterly per space 2,520.00 2,520.00
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT Fire Services
FIRE PLAN CHECK/ REVIEW/INSPECTIONS Current fee schedule as adopted by City of Monterey Council
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
AMBULANCE TRANSPORT SERVICES Current fee schedule as adopted by Monterey County ambulance transport

ADMINISTRATIVE SERVICES
S-107 NEW BUSINESS REG. PROCESS - Fixed Location Fixed Location - $ 584 per application + $4 State fee 356.00 584.00 S-107xaNEW BUSINESS REG. PROCESS - In & About In & About - $ 40 per application + $4 State fee 24.00 40.00 S-107xbNEW BUSINESS REG. PROCESS - Home License Home License - $ 219 per application 150.00 219.00 S-108 BUSINESS REGISTER RENEWAL PROCESS $ 22 per renewal 18.00 22.00 S-109 DUPLICATE BUSINESS LICENSE $ 9 per license 11.00 9.00 S-110 CHANGE BUSINESS NAME $ 30 per business 24.00 30.00 USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT Finance
S-113 NSF CHECK PROCESSING $ 56 per NSF check 46.00 56.00 City Clerk
S-114 DOCUMENT REPRODUCTION/SCANNING First 10 copies - No Charge 0.00 First 10 copies - N Additional copies - $0.25 per copy 0.25 0.25
FPPC copies - $0.15 per copy plus $5 for retrieval of
documents if more than five years old plus postage
cost if mailed

0.15 0.15
S-115 ELECTRONIC FILE COPY $ 6 per device 6.00 6.00
S-116 DOCUMENT CERTIFICATION $ 12 per document 11.00 12.00 S-118

RECORD COMPILATION
Record Compilation/Creation - charge the fully
allocated hourly rate for all personnel involved plus
any outside costs.

S-119 LOCAL CANDIDATE FILING $ 25 per candidate- Fee is set by the State 25.00 25.00 S-120 LOCAL INITIATIVE PROCESSING
$ 200 per initiative- This fee is limited by the State
Law - Elections Code Section 9202(b) - Fee is
refundable to the filer, if within one year of filing the notice of intent, the elections official certifies the
sufficiency of the petition.
200.00 200.00
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT

COMMUNITY ACTIVITES
ATTACHMENT 2

Fee
Code
Current
Fee
Proposed
Fee MASTER FEE SCHEDULE FOR THE 2026-2027 FISCAL YEAR
S-092 BEACH SPECIAL EVENT PERMIT Processing: Non-Profit/School - $ 135 per permit 211.00 135.00 Processing: Other - $ 135 per permit 726.00 135.00
Rental: Non-Profit/School - $ 293 per rental plus
$500 refundable damage deposit 293.00 293.00
Rental: Other - $ 586 per rental plus $500 refundable
damage deposit 586.00 586.00
Sounds Permit: Non-Profit/School - $ 12 per permit

12.00 12.00
Sounds Permit: Other - $ 29 per permit 29.00 29.00
S-094 SPECIAL EVENT PERMIT Processing: Non-Profit/School - $ 211 per permit 211.00 211.00 Processing: Other - $ 405 per permit 726.00 405.00
Rental: Non-Profit/School - $ 293 per rental plus
$500 refundable damage deposit 293.00 293.00
Rental: Other - $ 586 per rental plus $500 refundable
damage deposit 586.00 586.00
With Alcohol: Non-Profit/School - $ 53 per permit

53.00 53.00
With Alcohol: Other - $ 211 per permit 211.00 211.00
Sounds Permit: Non-Profit/School - $ 12 per permit

12.00 12.00
Sounds Permit: Other - $ 29 per permit 29.00 29.00
S-095

SPECIAL EVENT OVERTIME SERVICES
Overtime Staff time: Non-Profit/School - Charge 25%
of the fully allocated hourly rates for all personnel
involved
Overtime Staff time: Other - Charge 100% of the fully
allocated hourly rates for all personnel involved
Barricade Rental - $1,171 Resident Block Party - No
Charge 1,171.00 1,171.00
Parking Stall Rental: Non-Profit/School - $ 211 per
permit plus $100 per stall/day 211.00 211.00
"Parking Stall Rental: Other - "$861 per permit plus
$100 $150 per stall/day" 861.00 861.00
Parking Stall Rental: Peak Demand Rental - $200
$300 per stall/day
S-096 FILM PERMIT - Non-Profit Non-Profit/Student - $ 129 129.00 129.00 S-096xaFILM PERMIT - Still Other: Still Photo - $ 385 328.00 385.00 S-096xbFILM PERMIT - Motion Picture Other: Motion Picture - $ 655 691.00 655.00 S-097 COMMUNITY ACTIVITIES APPEAL $1,174 per appeal 1,174.00 867.00 S-099
FACILITY RENTAL $ 90 per hour plus $125 refundable cleaning deposit

29.00 90.00
USE OF ONLINE ELECTRONIC PAYMENT 3.5% OF CHARGED AMOUNT USE OF CREDIT CARD/ DEBIT CARD 2.5% OF CHARGED AMOUNT
Library
S-102 INTERLIBRARY LOAN PROCESSING $ 3 per item 3.00 3.00 S-104 LOST/DAMAGED MATERIALS PROCESSING Actual cost of lost or damaged materials SELF SERVE LIBRARY COPYING Black and White - $0.20 per copy 0.20 0.20 ATTACHMENT 2

CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
May 5, 2026

ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Mary Bilse, Environmental Programs Manager APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: Receive a presentation and consider approving the Technical Advisory Committee (TAC) Franchise Agreement Subgroup's recommendation on the 2030 Collection Franchise Planning Process
RECOMMENDATION:

1. Receive the presentation on the 2030 collection franchise planning process; and

2. Consider approving the Technical Advisory Committee (TAC) Franchise Agreement Subgroup’s recommendation to initiate a competitive Request for Proposal (RFP) process for solid waste, recycling, and organics collection services, allowing GreenWaste Recovery, LLC (GreenWaste) and other qualified service providers to compete for the new franchise; and

3. Consider approval of the Process Integrity Policy.

BACKGROUND / SUMMARY:

The City of Carmel-by-the-Sea is one of seven participating agencies that hold an exclusive franchise agreement with GreenWaste for solid waste, recycling, and organics collection services, expiring in 2030. The other participating agencies include the Cities of Del Rey Oaks, Marina, Pacific Grove, Sand City, and Seaside, as well as the Pebble Beach Community Services District. These agencies are members of ReGen Monterey (ReGen).

As the franchise agreement approaches expiration, the participating agencies have

begun evaluating options for future service delivery, including whether to pursue a competitive Request for Proposal (RFP) process or a sole-source negotiation with GreenWaste.

In early 2025, a Technical Advisory Committee (TAC) Franchise Agreement Subgroup was formed to prepare and plan. In October 2025, the City Council approved the Memorandum of Understanding between ReGen and Member agencies approving a contract with HF&H Consultants, LLC (HF&H) to support the Subgroup and Member Agencies in this effort. Since that time, the Subgroup has been and will continue working on a range of activities to support collection franchise planning, including public and stakeholder engagement, RFP process support, negotiations, and solicitation, design, and draft of a future franchise agreement. Since August 2025, HF&H has worked with ReGen’s Communications staff (Staff) and the TAC’s Subgroup to conduct phase one, public and stakeholder engagement.

DISCUSSION
Stakeholder Engagement Process
Community and stakeholder input provides important context for evaluating whether to pursue a competitive RFP or a sole-source negotiation for future solid waste service, recycling, and organics collection services. Over the past several months, the TAC Subgroup, supported by HF&H, conducted a comprehensive engagement process across four key sectors: residential, multi-family, commercial, and industry. This included partnering with Probolsky Research to conduct a statistically valid survey of residential customers designed to assess current service satisfaction, identify community priorities, and gauge interest in additional services that are not currently provided (Attachment 1). In addition to the survey, we hosted a number of virtual and in-person events that were intended to allow more nuanced conversations with specific customer types. This included hosting community meetings, direct outreach to multifamily property owners and building managers, discussions with leaders in the business community, and meetings with potential service providers (Attachment 2).

In parallel with community engagement, several industry stakeholders were engaged to better understand market conditions and to identify opportunities and potential challenges associated with providing services in the region. Industry feedback consistently identified the seven Member Agencies’ service area as an ideal market, citing operational efficiencies, established infrastructure, and long-term service viability (Attachment 5). Multiple respondents expressed interest in proposing services, indicating that the region is well-positioned to attract competitive proposals should an RFP be issued.

Detailed information regarding the engagement methodology, outreach activities, and sector- specific results is provided in Attachments 1 through 5. The discussion below summarizes key themes from the engagement process and highlights the primary factors considered by the TAC’s Subgroup when recommending a competitive RFP

process for future collection services.

Community Input
The TAC Subgroup reviewed results from the stakeholder engagement process and found, across engagement efforts, overall satisfaction with current service was generally high. However, affordability emerged as the highest-rated and most strongly expressed priority across sectors (99.1%), followed closely by service quality (98.9%), convenience (98.2%), and environmental impact (96.0%).

Survey results show that perceptions of cost are mixed, with only 47% of residents indicating their garbage and recycling bill is “just about right,” while nearly 33% feel rates are too high and a significant share remain unsure, reflecting caution around affordability. When asked to evaluate community values, affordability ranked higher than any other factor, exceeding priorities such as environmental impact, convenience, and quality of service. This underscores the importance of rate impacts in residents’ evaluation of future service decisions. Survey responses also indicate limited appetite for new or expanded programs that could increase costs, reinforcing a clear expectation that decision-makers will weigh this evaluation criterion heavily. Multi-family and commercial outreach echoed these findings, with property managers and business representatives identifying rates, cost control, and predictability as primary concerns alongside service reliability.

Collectively, feedback from residential, multi-family, and commercial stakeholders demonstrates strong alignment around the need to prioritize affordability and carefully evaluate any approach that could result in rate increases. This consistent emphasis on cost sensitivity establishes affordability as a central consideration in determining the appropriate procurement path for future collection services (Attachments 3 and 4).

Key Considerations
Good Governance
A competitive RFP process provides the City with a clear, transparent, and defensible path to securing a contractor that represents the best value for the community by allowing multiple qualified service providers to compete on price, service levels, reliability, environmental protection, and other relevant factors. This approach is widely regarded as the most transparent and publicly accountable method for awarding longterm franchise agreements, supporting public confidence in the decision-making process.

Affordability
During the engagement process, GreenWaste shared an indicative range of potential future cost increases associated with continuing service under a sole-source approach.

While it would be inappropriate to share the numerical values publicly, the amounts were greater than a typical inflationary amount and included some trade-offs for the City and customers. At the level of rate adjustment suggested in this preliminary discussion, the TAC Subgroup expressed that competitive proposals would be important to better

understand cost drivers, validate pricing, and ensure that future service decisions are informed by objective, market-based information.

Satisfaction with Current Service
The TAC Subgroup notes that there is a very high level of satisfaction with the current service provider throughout the service area. This is a credit to GreenWaste and especially their front-line drivers and customer service employees who interact with customers on a daily basis. The high level of satisfaction was significant to the TAC Subgroup, and the members of the Subgroup expressed their desire for GreenWaste to participate in the competitive process for the next contracts. It was also noted that there was a high level of satisfaction with Waste Management (WM) in the contract prior to GreenWaste taking over in 2015 and that many of the drivers transitioned to GreenWaste from WM in 2015. The RFP would contain a provision requiring that any current employees displaced by a change in contractors would be offered positions at the new company. As a result, many of the front-line employees that are responsible for the high quality of service would likely continue to serve the City as they do today.

Assignment Risk
GreenWaste was acquired by a private investment fund during the term of the current agreements and there was a greater level of turnover in executive and management staff than was expected at the time of the initial acquisition. In addition, at the time of the acquisition, the acquiring company disclosed that it typically divests itself of assets like this in seven to 10 years. That same investment firm has recently divested itself of other solid waste assets in the United States. While GreenWaste has maintained a high level of satisfaction, the new executive and management team have a different perspective and approach than was conveyed when GreenWaste proposed to get the current contracts. An RFP process would allow the Member Agencies to consider changes to the contracts that would provide greater protection for the ratepayers and City in the event of a future acquisition.

Infrastructure and Readiness
ReGen has made significant long-term investments over many years to create an operational environment that supports efficient, reliable service delivery for the City it represents. ReGen owns the collection Truck Yard and Maintenance Facility currently leased and used by the incumbent service provider, and has established on-site processing of recyclables and organics, as well as control over disposal through its landfill. Together, these assets create a turnkey operational setting that reduces barriers to entry and enables any qualified collection operator to efficiently serve the agencies in the future. In other markets, the private ownership of these assets creates significant incumbency advantages. In this case, the public ownership of the assets ensures costeffectiveness and competitiveness.

RFP Timeline and Next Steps
To meet the schedule of the expiring franchise agreements in 2030, the Member Agencies would begin the RFP process in late 2026. While a typical RFP process lasts 12 to 18 months and includes drafting and finalizing an RFP, soliciting proposals,

responding to prospective operators’ questions, interviewing proposers, evaluating proposals, negotiating contract terms, and seeking final approval by Member Agencies’ elected bodies, the multi-jurisdictional nature of this effort is expected to extend the overall timeline. The process will require ongoing coordination among Member Agencies, collaboration and updates with multiple elected bodies throughout key decision points, and subsequent jurisdiction-specific negotiations to tailor services and rate outcomes following a group decision. As a result, the RFP process is anticipated to extend through 2027, with the potential award of the new franchise in the first half of 2028, and the intent to maintain current services with the existing service provider through 2030, subject to the direction and outcome of the negotiations. This will allow approximately two years for the selected service provider to address any infrastructure needs, acquire vehicles, establish new programs or services, and conduct community outreach and engagement to ensure the public is aware of any changes.

Process Integrity Policy
To support a fair, transparent, and competitive procurement process, many public agencies adopt a Process Integrity Policy (Attachment 6) to guide interactions among participating agencies, proposers, advisors, and other stakeholders throughout the solicitation and evaluation phases. The policy is intended to ensure consistent treatment of all proposers, protect the integrity of the process, and maintain public confidence in the outcome. Key principles include clear communication protocols, defined roles and responsibilities, and safeguards to prevent conflicts of interest or the appearance of preferential treatment. The policy also protects the City, their elected officials, and their staff from potential challenges to the process or public claims of impropriety.

The Process Integrity Policy establishes expectations for professionalism, confidentiality, and adherence to established procedures during the procurement process. Adoption of this policy provides a clear framework to support objective evaluation, informed decision-making, and compliance with applicable legal and ethical standards. Adoption of this policy helps protect the City and other participating agencies from potential challenges and ensures public trust in the process.

FISCAL IMPACT:

There is no direct financial impact to initiate a competitive RFP for solid waste, recycling, and organics collection services. ReGen is currently incurring consultant costs estimated at $534,620, which will be reimbursed by participating agencies, including the City of Carmel-by-the-Sea, through an approved Memorandum of Understanding (MOU).

Procurement-related costs are typically reimbursed by the selected franchise service provider.

PRIOR CITY COUNCIL ACTION:

In October 2025, the City Council approved the Memorandum of Understanding between ReGen and the City approving a contract with HF&H Consultants, LLC (HF&H) to support the Subgroup and Member Agencies to prepare a plan for solid waste, recycling, and organics collection services.

ATTACHMENTS:

1. Attachment 1 Probolsky Research - ReGen Monterey Service Provider Survey - Results

2. Attachment 2 Residential Community Meetings

3. Attachment 3 Multi-Family Engagment

4. Attachment 4 Commercial Engagement

5. Attachment 5 Industry Engagement

6. Attachment 6 Process Integrity Policy

Monterey Peninsula
Franchise Collection Service Provider
Survey
Results Presentation
February 2026
Opinion Research on
Elections and Public Policy

PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150 Newport Beach CA 92660
Newport Beach
(949) 855-6400
San Francisco
(415) 870-8150
Washington DC
(202) 559-0270
Attachment 1

Monterey Peninsula – Franchise Collection Service Provider Survey
Survey Methodology*
1 Survey Details
Mode Phone (inbound and outbound)
Online (mail, email, and text to web)
Language English and Spanish
Length 10 minutes
Target
Respondents
Monterey Peninsula communities
Survey
Fielding
February 6 – 23, 2026
Margin of
Error
+/-4.7%
Survey
Participants
450
*Due to rounding, totals shown on charts may not add up to 100% Probolsky Research is a Latina- and woman-owned market and opinion research firm with corporate, election, government, and non-profit clients.

35.1%

24.9%

17.8%

5.6%

5.6%

5.6%

5.6%
Seaside
Marina
Pacific Grove
Del Rey Oaks
Carmel-by-the-Sea
PBCSD
Sand City
The distribution reflects the geographic
composition of respondents within the Monterey
Peninsula service area. To ensure adequate
representation, a minimum of 25 responses were
collected in each jurisdiction, with Del Rey Oaks,
Carmel-by-the-Sea, Pebble Beach Community
Services District, and Sand City intentionally
oversampled..

Attachment 1

93% are satisfied with the services provided by
GreenWaste Recovery
Question 3: In general, how satisfied are you with the services provided by GreenWaste Recovery including collecting and transporting garbage, recyclables, and organic material? 2 92.9%

6.4%

0.7%
Satisfied Unsatisfied Unsure
Attachment 1

Among those satisfied, 66% are very satisfied
Question 3: In general, how satisfied are you with the services provided by GreenWaste Recovery including collecting and transporting garbage, recyclables, and organic material? 3 92.9%

6.4%

0.7%
Total
Very satisfied

66.0%
Somewhat satisfied

34.0%
Among those who said satisfied
Very unsatisfied

27.6%
Somewhat unsatisfied

72.4%
Among those who said unsatisfied
Attachment 1

Results by gender, age group, and home type
4 91.5%

94.6%
100.0%

95.9%

90.4%

91.7%

91.7%

94.0%

93.1%

94.3%

92.9%

89.9%
100.0%
100.0%

7.5%

5.0%

4.1%

9.6%

6.7%

7.4%

5.3%

6.6%

5.7%

7.1%

7.6%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Satisfied
Unsure
Unsatisfied
Attachment 1

Results by household income and Jurisdiction
5 89.2%

91.8%

90.5%

96.2%

96.2%

92.1%

84.0%

96.0%

94.6%

95.0%

96.0%

96.0%

90.5%

10.8%

8.2%

9.5%

1.9%

3.8%

7.9%

16.0%

4.0%

4.5%

3.8%

4.0%

4.0%

8.9%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Satisfied
Unsure
Unsatisfied
Attachment 1

Results by survey language and survey mode
6 92.8%
100.0%

92.8%

95.1%

88.0%

94.2%

94.7%

92.3%
100.0%

6.5%

6.5%

4.5%

10.5%

5.8%

5.3%

7.7%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Satisfied
Unsure
Unsatisfied
Attachment 1

Among the 29 who are unsatisfied, high cost
compared to the level of service is the main reason
Question 4: Why aren’t you satisfied with the services provided by GreenWaste Recovery? Select all that apply. [IF ANSWERED UNSATISFIED TO Q3]
7 44.8%

24.1%

10.3%

3.4%

37.9% (11 responses)
High cost compared to the level of service
Containers are frequently missed
Containers are incorrectly placed after pickup
Not enough available programs
Other

92.9%

6.4%

0.7%
Question asked of
respondents unsatisfied
with GreenWaste
Recovery, representing
6% of the total sample or
29 individuals.

Attachment 1

8 Other
Do not like compost in yard waste
They don't collect everything. I have to bring batteries to Home Depot. They wouldn't take my small Christmas tree. I had to pay someone to haul it away. The green waste bin is always full and is very toxic from food waste. I was told compostables are not compostable and you can't put food waste in compostable bags. There is mold growing in the bin
Containers are often not fully emptied
Would like to separate food waste, but like so many residences in PG, we don't have yards or enough yard waste to mix with food. Seems unsanitary to place in container for a week
Not letting us use compostable bags for indoor compost collection! Green container would not allow any bags, compostable or otherwise.

There are not enough recycle bins at our apartment complex. Previous to living here we rented a duplex in Seaside. Although there was the occasional issue, whenever we contacted Greenwaste they were helpful and kind. Overall I like greenwaste, so not sure if the issue I have is with my landlord or greenwaste No containers for batteries and motor oil
Do not like putting organic waste from kitchen in yard waste, make bin stink and creates a fly problem ive had to call them to pick my garbage up when the other neighbors garbage have been picked up, they also make amess when picking up garbage from our street t's because of the pick up schedule, they only collect after 5:30 PM.

Question 4: Why aren’t you satisfied with the services provided by GreenWaste Recovery? Select all that apply. [IF ANSWERED UNSATISFIED TO Q3 (11 responses)]
Attachment 1

67% have not contacted GreenWaste Recovery
within the past 12 months
Question 5: Have you contacted GreenWaste Recovery customer service in the past 12 months? 9 30.0%

67.3%

2.7%
Yes No Unsure
Attachment 1

Results by gender, age group, and home type
Question 5: Have you contacted GreenWaste Recovery customer service in the past 12 months? 10 28.6%

32.4%

25.0%

13.7%

40.4%

31.7%

34.3%

31.3%

34.7%

32.9%

14.3%

15.2%

50.0%

18.2%

69.0%

65.3%

75.0%

82.2%

57.7%

65.0%

65.7%

66.0%

63.7%

58.6%

85.7%

83.5%

50.0%

81.8%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Yes
Unsure
No
Attachment 1

Results by household income and Jurisdiction
11 27.7%

34.1%

31.1%

22.6%

50.0%

28.9%

40.0%

32.0%

25.9%

28.8%

32.0%

20.0%

32.9%

69.2%

61.2%

68.9%

77.4%

46.2%

68.4%

56.0%

68.0%

70.5%

68.8%

68.0%

80.0%

63.9%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Yes
Unsure
No
Attachment 1

Results by survey language and survey mode
12 30.0%

33.3%

30.9%

32.9%

33.8%

13.5%

10.5%

7.7%

16.7%

67.3%

66.7%

66.4%

64.6%

64.7%

78.8%

89.5%

92.3%

83.3%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Yes
Unsure
No
Attachment 1

Extra pick-ups and cart replacements are the top
reasons residents contact GreenWaste
Question 6: What was the reason for your last call to GreenWaste Recovery customer service? [IF ANSWERED YES TO Q5]
13 37.8%

27.4%

15.6%

9.6%

2.2%

5.9%

1.5%
Schedule an extra pick-up or bulk pick-up
Replace cart or bin
Missed pick-up
Question about service
Pay my bill
Other
Unsure

30.0%

67.3%

2.7%
Question asked of
respondents who have
contacted GreenWaste
Recovery in the last 12
months, representing 30%
of the total sample or 135
individuals.

Attachment 1

93% report their issue was resolved during their
first contact with GreenWaste
Question 7: Was your concern resolved with the first call or contact to GreenWaste Recovery customer service? [IF ANSWERED YES TO Q5]
14 92.6%

5.9%

1.5%
Yes No Unsure

30.0%

67.3%

2.7%
Question asked of
respondents who have
contacted GreenWaste
Recovery in the last 12
months, representing 30%
of the total sample or 135
individuals.

Attachment 1

50.0%

25.0%

12.5%

12.5%
Large item collection
Holiday tree collection
Trash pick-up
Payment issues
Among unresolved cases (8), large item collection
is the most frequently mentioned issue
Question 8: What was not resolved in your first call or contact with GreenWaste Recovery? [IF ANSWERED NO TO Q7]
[OPEN-ENDED QUESTION]
15 95.7%

2.3%

2.0%
Question asked of
respondents who didn’t
have their issue resolved
in the first call,
representing 2% of the
total sample or 8
individuals.

Attachment 1

77% remember receiving information or
educational material from GreenWaste
Question 9: Have you received any information or educational material about garbage, recycling, or organics from GreenWaste Recovery? 16 77.3%

11.6% 11.1%
Yes No Unsure
Attachment 1

Results by gender, age group, and home type
Question 9: Have you received any information or educational material about garbage, recycling, or organics from GreenWaste Recovery? 17 81.2%

74.3%
100.0%

49.3%

73.1%

83.3%

88.0%

83.3%

84.2%

70.0%

78.6%

65.8%
100.0%

63.6%

10.3%

11.3%

13.7%

11.5%

13.3%

9.3%

10.0%

9.7%

15.7%

14.3%

11.4%

8.5%

14.4%

37.0%

15.4%

3.3%

2.8%

6.7%

6.2%

14.3%

7.1%

22.8%

36.4%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Yes
Unsure
No
Attachment 1

Results by household income and Jurisdiction
18 67.7%

77.6%

83.8%

90.6%

88.5%

78.9%

56.0%

68.0%

84.8%

81.3%

72.0%

76.0%

75.9%

12.3%

7.1%

10.5%

24.0%

24.0%

9.8%

7.5%

12.0%

4.0%

20.0%

15.3%

10.8%

3.8%

3.8%

10.5%

20.0%

8.0%

5.4%

11.3%

16.0%

20.0%

13.3%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Yes
Unsure
No
Attachment 1

Results by survey language and survey mode
19 77.3%

83.3%

77.5%

80.9%

85.0%

42.3%

73.7%

76.9%

66.7%

11.3%

11.6%

11.4%

9.8%

17.3%

11.5%

16.7%

10.9%

7.7%

5.3%

40.4%

26.3%

23.1%

33.3%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Yes
Unsure
No
Attachment 1

96% say the information was clear, educational,
and easy to understand
Question 10: Was the information about garbage, recycling, or organics from GreenWaste Recovery clear, educational, and easy to understand? [IF ANSWERED YES TO Q9]
20 95.7%

2.3% 2.0%
Yes No Unsure

77.3%

11.6%

11.1%
Question asked of
respondents who have
received information from
GreenWaste, representing
77% of the total sample or
348 individuals.

Attachment 1

79% have had their carts emptied on their
regularly scheduled collection day every time
during the past 12 months
Question 11: Excluding holidays where service is delayed by one day, during the past 12 months, was there a time when GreenWaste Recovery did not empty any of your containers on your regularly scheduled collection day?
21 10.0%

78.9%

11.1%
Yes No Unsure
Attachment 1

Results by gender, age group, and home type
Question 11: Excluding holidays where service is delayed by one day, during the past 12 months, was there a time when GreenWaste Recovery did not empty any of your containers on your regularly scheduled collection day?
22 9.9%

10.4%

6.8%

21.2%

5.0%

11.1%

8.7%

9.7%

11.4%

14.3%

8.9%

25.0%

9.1%

11.7%

9.5%

50.0%

21.9%

13.5%

13.3%

8.3%

5.3%

3.9%

8.6%

50.0%

32.9%

9.1%

78.4%

80.2%

50.0%

71.2%

65.4%

81.7%

80.6%

86.0%

86.5%

80.0%

35.7%

58.2%

75.0%

81.8%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Yes
Unsure
No
Attachment 1

Results by household income and Jurisdiction
23 9.2%

14.1%

9.5%

1.9%

15.4%

10.5%

28.0%

4.0%

8.9%

11.3%

12.0%

4.0%

8.9%

27.7%

7.1%

14.9%

11.3%

7.9%

12.0%

8.0%

13.4%

15.0%

4.0%

8.0%

9.5%

63.1%

78.8%

75.7%

86.8%

84.6%

81.6%

60.0%

88.0%

77.7%

73.8%

84.0%

88.0%

81.6%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Yes
Unsure
No
Attachment 1

Results by survey language and survey mode
24 10.1%

10.4%

10.2%

12.8%

5.8%

11.3%

11.4%

8.5%

12.8%

21.2%

5.3%

7.7%

78.6%
100.0%

78.2%

81.3%

74.4%

73.1%

94.7%

92.3%
100.0%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Yes
Unsure
No
Attachment 1

Among missed collections, the top reason reported
is service not arriving as scheduled
Question 12: What was the reason your containers were not emptied by GreenWaste Recovery on their scheduled collection day? Select all that apply. [IF ANSWERED YES TO Q11]
25 40.0%

11.1%

2.2%

26.7%

24.4%
Greenwaste recovery did not arrive for service as scheduled The containers were blocked by a vehicle or other obstruction My household did not put out our containers (e.g., forgot, on vacation)
Other
Unsure

10.0%

78.9%

11.1%
Question asked of
respondents who reported
that their container was
not emptied on their
scheduled day,
representing 10% of the
total sample or 45
individuals.

Attachment 1

Holiday tree and battery collection are the most
recognized programs
Question 13: GreenWaste Recovery offers a variety of programs to customers. Prior to taking this survey, which services were you aware of? Select all that apply. 26 59.1%

58.9%

48.2%

26.9%

20.0%

1.1%

22.4%
Holiday tree collection
Household battery collection
Large item/Electronic waste collection
Used cooking oil and motor-oil collection
Water based paint collection
Backyard service*
I was not aware of any of these programs
Attachment 1

27 Question 14: Has your household ever utilized__________? [PROGRAMS SELECTED IN Q13]

44.0%

73.2%

57.1%

31.4% 34.4%

40.0%

55.3%

24.5%

41.5%

66.1%

61.1% 60.0%

0.8% 2.3% 1.4% 2.5% 4.4%
Holiday tree collection Household battery
collection
Large item/electronic
waste collection
Used cooking oil and
motor-oil collection
Water based paint
collection
Backyard service
Yes No Unsure
Among 59% of the
total sample or 266
individuals.

Among 59% of the
total sample or 265
individuals.

Among 48% of the
total sample or 217
individuals.

Among 27% of the
total sample or 121
individuals.

Among 20% of the
total sample or 90
individuals.

Among 1% of the
total sample or 5
individuals.

Attachment 1

28 Question 15: What prevents your household from participating in __________? [PROGRAMS SELECTED IN Q13]
[IF ANSWERED NO TO Q14]
Among 32% of the
total sample or 142
individuals.

Among 14% of the
total sample or 63
individuals.

Among 20% of the
total sample or 90
individuals.

Among 17% of the
total sample or 78
individuals.

Among 12% of the
total sample or 55
individuals.

Among 1% of the
total sample or 3
individuals.

3.5%

0.7%

0.7%

62.7%

29.6%

3.5%
Not sure
where to set
items out
Schedule
conflicts
Inconsistent
service
Other
Not
interested
Unsure

19.0%

4.8%

4.8%

39.7%

19.0%

14.3%
Not sure
where to set
items out
Don't know
what items
are accepted
It’s
inconvenient
Other
Not
interested
Unsure

21.1%

16.7%

2.2%

1.1%

38.9%

24.4%

6.7%
Not sure where to
set items out
Don't know what
items are accepted
It’s inconvenient
Schedule conflicts
Other
Not interested
Unsure

16.7 %

15.4 %

2.6%

41.0 %

24.4 %

7.7%
Not sure
where to set
items out
Don't know
what items
are accepted
It’s
inconvenient
Other
Not
interested
Unsure

12.7%

10.9%

47.3%

29.1%

3.6%
Not sure
where to set
items out
Don't know
what items
are accepted
Other
Not
interested
Unsure

33.3%

66.7%
Other
Not
interested
Holliday tree
collection
Household battery
collection
Large item/electronic
waste collection
Used cooking oil and
motor-oil collection
Water based paint
collection Backyard service
Attachment 1

29 Question 16: Were you satisfied or dissatisfied with __________? [PROGRAMS SELECTED IN Q13]
[IF ANSWERED YES TO Q14]

97.4% 98.5% 97.6% 94.7% 96.8%

50.0%

2.6% 1.5% 0.8% 5.3%

50.0%

1.6% 3.2%
Holiday tree collection Household battery
collection
Large item/electronic
waste collection
Used cooking oil and
motor-oil collection
Water based paint
collection
Backyard service
Satisfied Dissatisfied Unsure
Among 26% of the
total sample or 117
individuals.

Among 43% of the
total sample or 194
individuals.

Among 28% of the
total sample or 124
individuals.

Among 8% of the
total sample or 38
individuals.

Among 7% of the
total sample or 31
individuals.

Among <1% of the
total sample or 2
individuals.

Attachment 1

30 Question 16: Why are you dissatisfied with __________? [PROGRAMS SELECTED IN Q13]
[IF ANSWERED DISSATISDIED TO Q15]
Large item/electronic waste collection
They didn't pick up the items.

Used cooking oil and motor-oil collection
Do not always receive a replacement oil filter bag for the one I put out. they used to leave a container: SWAP OUT. No, I have to call and container seems to always be oily on the outside Household battery collection
I FOUND THE BAGGED BATTERIES ON THE STREET AFTER THE TRUCK LEFT.

We can't put button-cell batteries with regular alkaline batteries on top of our recycling bin. I've been told that we have to take them to the recycling station.

Don't like having to use a plastic baggie
Holiday tree collection
Too short
The dates that were given to remove the tree was not accurate or they just didnt p/u my tree? They didn't pick up our tree this year or last year.

Backyard service
There were many occasions when the truck broke many tree and bush branches on their way up the driveway. They also broke the raised asphalt were we park our car at the top of the driveway. The company did eventually repair it but took almost a year to do so. The truck also did cause erosion of the asphalt driveway although we do realize that this was not the fault of the driver but rather the weight of the truck itself.

Attachment 1

47% think their garbage and recycling bill is just
about right
Question 18: Thinking about your quarterly garbage and recycling bill, would you say the amount you pay is:
31 28.9%

46.9%

0.7%

23.6%
Too high Just about right Too low Unsure
Attachment 1

Results by gender, age group, and home type
Question 18: Thinking about your quarterly garbage and recycling bill, would you say the amount you pay is:
32 31.9%

25.2%

50.0%

19.2%

40.4%

18.3%

29.6%

32.0%

31.3%

35.7%

14.3%

17.7%

18.2%

46.9%

48.2%

38.4%

44.2%

58.3%

46.3%

48.7%

57.1%

40.0%

28.6%

24.1%

75.0%

45.5%

20.2%

26.1%

50.0%

42.5%

15.4%

21.7%

24.1%

18.0%

10.8%

24.3%

57.1%

57.0%

25.0%

36.4%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Too high
Just about right
Too low
Unsure
Attachment 1

Results by household income and Jurisdiction
33 35.4%

23.5%

28.4%

20.8%

38.5%

18.4%

40.0%

28.0%

25.9%

28.8%

24.0%

16.0%

32.3%

27.7%

45.9%

52.7%

62.3%

46.2%

60.5%

24.0%

52.0%

53.6%

37.5%

60.0%

60.0%

45.6%

36.9%

29.4%

17.6%

15.1%

15.4%

21.1%

36.0%

20.0%

20.5%

32.5%

16.0%

20.0%

21.5%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Too high
Just about right
Too low
Unsure
Attachment 1

Results by survey language and survey mode
34 28.8%

33.3%

29.0%

27.2%

35.3%

21.2%

26.3%

15.4%

50.0%

47.1%

33.3%

46.9%

47.6%

47.4%

42.3%

47.4%

61.5%

16.7%

23.4%

33.3%

23.7%

24.8%

17.3%

34.6%

21.1%

15.4%

33.3%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Too high
Just about right
Too low
Unsure
Attachment 1

99% say affordability is important
35 99.1%

0.4% 0.4%
Important Not important Unsure
Attachment 1

Among those who say important, 79% say very
important
Question 19: How important are each of the following community values when thinking about your garbage and recycling services? Affordability 36 99.2%

0.4%

0.4%
Total
Very important

79.1%
Somewhat important

20.9%
Among those who said important
Not very important
100.0%
Among those who said not important
Attachment 1

Results by gender, age group, and home type
37 98.6%

99.5%
100.0%

98.6%

98.1%
100.0%

99.1%

99.3%

99.6%
100.0%
100.0%

96.2%
100.0%
100.0%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Important
Unsure
Not important
Attachment 1

Results by household income and Jurisdiction
38 96.9%

97.6%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%

99.1%
100.0%
100.0%

92.0%

99.4%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Important
Unsure
Not important
Attachment 1

Results by survey language and survey mode
39 99.1%
100.0%

99.3%
100.0%

98.5%

98.1%

94.7%

92.3%
100.0%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Important
Unsure
Not important
Attachment 1

98% say convenience for residents is important
40 98.2%

1.6% 0.2%
Important Not important Unsure
Attachment 1

Among those who say important, 81% say very
important
Question 20: How important are each of the following community values when thinking about your garbage and recycling services? Convenience for residents 41 98.2%

1.6%

0.2%
Total
Very important

80.5%
Somewhat important

19.5%
Among those who said important
Not very important
100.0%
Among those who said not important
Attachment 1

Results by gender, age group, and home type
42 98.6%

98.2%
100.0%

97.3%

96.2%
100.0%

99.1%

98.0%

98.8%

97.1%
100.0%

97.5%
100.0%
100.0%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Important
Unsure
Not important
Attachment 1

Results by household income and Jurisdiction
43 98.5%

96.5%

97.3%
100.0%
100.0%
100.0%

96.0%
100.0%

96.4%

98.8%
100.0%
100.0%

98.7%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Important
Unsure
Not important
Attachment 1

Results by survey language and survey mode
44 98.2%
100.0%

98.1%

98.8%

97.7%

96.2%
100.0%
100.0%
100.0%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Important
Unsure
Not important
Attachment 1

96% say environmental impact is important
45 96.0%

3.6% 0.4%
Important Not important Unsure
Attachment 1

Among those who say important, 82% say very
important
Question 21: How important are each of the following community values when thinking about your garbage and recycling services? Environmental impact 46 96.0%

3.6%

0.4%
Total
Very important

81.7%
Somewhat important

18.3%
Among those who said important
Not important at all

25.0%
Not very important

75.0%
Among those who said not important
Attachment 1

Results by gender, age group, and home type
47 93.9%

98.2%
100.0%

98.6%

92.3%

93.3%

96.3%

97.3%

94.2%

97.1%
100.0%

98.7%
100.0%
100.0%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Important
Unsure
Not important
Attachment 1

Results by household income and Jurisdiction
48 98.5%

97.6%

95.9%

98.1%

96.2%

97.4%

96.0%

92.0%

96.4%

93.8%

88.0%

92.0%

99.4%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Important
Unsure
Not important
Attachment 1

Results by survey language and survey mode
49 95.9%
100.0%

96.1%

94.7%

97.0%
100.0%

94.7%

92.3%
100.0%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Important
Unsure
Not important
Attachment 1

50 98.9%

0.9% 0.2%
Important Not important Unsure
Question 22: How important are each of the following community values when thinking about your garbage and recycling services? Quality of service Attachment 1

Among those who say important, 85% say very
important
51 98.9%

0.9%

0.2%
Total
Very important

84.7%
Somewhat important

15.3%
Among those who said important
Not important at all

25.0%
Not very important

75.0%
Among those who said not important
Attachment 1

Results by gender, age group, and home type
Question 22: How important are each of the following community values when thinking about your garbage and recycling services? Quality of service 52 98.6%

99.5%
100.0%
100.0%

96.2%

96.7%
100.0%

99.3%

98.8%
100.0%
100.0%

98.7%
100.0%
100.0%
Male
Female
An identity not listed
18-29
30-39
40-49
50-64
65+
Own a single-family home
Rent a single-family home
Own condo, or townhome
Rent apartment, condo, or townhome
Own mobile home
Other
Important
Unsure
Not important
Attachment 1

Results by household income and Jurisdiction
53 98.5%

98.8%
100.0%

98.1%

96.2%
100.0%
100.0%
100.0%

96.4%
100.0%
100.0%
100.0%

99.4%
$49,999 a year or less
$50,000 - $99,999 a year
$100,000 - $149,999 a year
$150,000 - $199,999 a year
$200,000 - $249,999 a year
$250,000 or more a year
Carmel-by-the-Sea
Del Rey Oaks
Marina
Pacific Grove
Pebble Beach Community Services District
Sand City
Seaside
Important
Unsure
Not important
Attachment 1

Results by survey language and survey mode
54 98.9%
100.0%

98.8%

99.6%

97.7%

98.1%
100.0%
100.0%
100.0%
English
Spanish
Online [NET]
Mail
Email
Text
Phone [NET]
Outbound call
Inbound call
Important
Unsure
Not important
Attachment 1

Residents show greatest interest in household
hazardous waste pickup among potential new services
Question 23: GreenWaste Recovery may offer additional services that would come at an increased cost. Please indicate which of the following services you would be interested in.

Select all that apply.
55 32.4%

18.9%

18.4%

15.6%

15.1%

7.1%

6.0%

3.6%

26.0%

10.4%
Household hazardous waste pickup such as pesticides,
cleaning chemicals, or fluorescent light bulbs
Ability to stop and start service due to a vacation
Assistance programs for low-income residents
Smaller cart size options for recycle or organics
Extra yard trimming disposal
Smaller cart size options for garbage
Backyard/Sideyard pickup service*
Collection of carts in alleyways
Not interested in any of these
Unsure
Attachment 1

Residents prefer receiving program information
by mail, followed by email
Question 35: How would you prefer to receive information about garbage and recycling programs? Select all that apply. 56 67.3%

40.0%

18.7%

15.6%

6.4%

6.2%

0.4%

3.1%
Mail to your home
Email
Greenwaste recovery website
Text message
Public events/Meetings
Social media
Other
Unsure
Attachment 1

Demographics
57 Attachment 1

58 19.1%

59.6%

3.1%

8.0%

5.8%

4.4%
Latino/Hispanic
White/Caucasian
Black/AfricanAmerican
Asian/Pacific
Islander
Other
Prefer not to
answer

47.3%

49.3%

0.9%

2.4%
Male
Female
An identify not listed
Prefer not to answer

16.2%

11.6%

13.3%

24.0%

33.3%

1.6%
18-29
30-39
40-49
50-64
65+
Prefer not to
answer
Gender Age Group Ethnicity Home type

57.6%

15.6%

17.6%

3.1%

0.2%

0.9%

2.4%

2.7%
Own a single-family
home
Rent a single-family
home
Rent apartment,
condo, or townhome
Own apartment,
condo, or townhome
Rent mobile home
Own mobile home
Other
Prefer not to answer
Container type Income City

81.6%

18.2%

0.2%
Individual container
Shared container
Unsure

14.4%

18.9%

16.4%

11.8%

5.8%

8.4%

24.2%
$49,999 a year or less
$50,000 - $99,999
$100,000 - $149,999
$150,000 - $199,999
$200,000 - $249,999
$250,000
Prefer not to answer

35.1%

24.9%

17.8%

5.6%

5.6%

5.6%

5.6%
Seaside
Marina
Pacific Grove
Del Rey Oaks
Carmel-by-the-Sea
PBCSD
Sand City
Attachment 1

Questions?
Dr. Adam Probolsky, President
O: 949-855-6400 | M: 949-697-6726
E: [email protected]
Sergio Martinez, Research Analyst
E: [email protected]
Opinion Research on
Elections and Public Policy

PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150 Newport Beach CA 92660
Newport Beach
(949) 855-6400
San Francisco
(415) 870-8150
Washington DC
(202) 559-0270
Attachment 1

Attachment B: Residential Community Meetings

METHODOLOGY
HF&H hosted three virtual community meetings to solicit feedback on current service satisfaction, identify community priorities, and gauge interest in additional services not currently provided for Member Agency residents. To support broad participation, HF&H developed bilingual (English/Spanish) outreach materials for distribution by ReGen and the Member Agencies. To accommodate varying schedules and convenience, HF&H hosted the virtual meetings at two different times across three separate days:
 Tuesday, February 24, 2026 from 5:30 p.m. to 6:30 p.m.  Wednesday, February 25, 2026 from 12:00 p.m. to 1:00 p.m.  Thursday, February 26, 2026 from 5:30 p.m. to 6:30 p.m.

To support Spanish-speaking residents, Spanish-language interpretation was provided during the February 26 meeting. Each meeting included a brief overview of the agenda, purpose, and background information before moving into an anonymous poll. This poll was followed by an open discussion period where participants could share what is working well—or not—with current solid waste, recycling, and organics collection service programs, identify which services matter most to residents moving forward, and indicate how they would prioritize value for these services.

RESULTS AND ANALYSIS
Seventeen residents participated across all three meetings and, of those, 13 submitted answers to the anonymous poll.

Residents indicated generally high satisfaction levels with their current collection services during the community meetings and in their poll responses, with 69% of participants satisfied with GreenWaste’s collection services and 69% satisfied with the helpfulness and professionalism of its customer service team. However, residents also expressed interest in targeted improvements. Although 67% reported receiving educational materials, 62.5% of those recipients found the information could have been clearer, and 25% of residents who provided additional input requested more education and outreach on available programs. Additionally, 17% expressed interest in greater service customization, such as the ability to choose cart sizes or types. During open discussion, several residents also expressed sensitivity to rate increases, noting concerns that recent rate increases were not always accompanied by perceived service improvements and emphasizing the importance of avoiding large, across-the-board increases that could disproportionately affect community members. These results indicate that, while GreenWaste is largely meeting community needs, opportunities remain to enhance education, service customization, and overall customer experience.

Attachment 2

Attachment C: Multi-Family Engagement

METHODOLOGY
To support multi-family dwelling (MFD) engagement, a comprehensive information list of all MFDs was requested from GreenWaste, including their addresses and contact information, within the Member Agency service area. Priority MFDs were identified by Member Agency staff to support targeted outreach, while ensuring appropriate representation across participating Member Agencies.

A standardized set of questions was developed for property managers to assess satisfaction with current collection services, identify priorities for a future collection agreement, evaluate outreach effectiveness, and gauge awareness of the bulky item collection program. Outreach was conducted with the objective of engaging at least one property manager within each participating Member Agency. Where available, property managers were surveyed by phone; when unavailable, follow-up outreach was conducted through voicemail, email, or in-person visits, as appropriate.

RESULTS AND ANALYSIS
Forty-six MFDs were engaged and, of those, seven provided responses to the developed questions.

Approximately 85% of the MFDs surveyed are satisfied with GreenWaste’s services. GreenWaste had performed outreach at approximately 66% of the surveyed MFDs, but none of them knew about the bulky program. The property managers were interested in a bulky program to collect large items when residents move out. Overall, many MFDs expressed that GreenWaste has reliable and consistent collection services with responsive customer service. However, property managers identified several service-related concerns, including challenges with container lid closure, service conditions classified as “difficult to service,” occasional missed pickups, and damaged containers. Issues that could be readily addressed were generally resolved by customer service in a timely manner. Looking ahead, MFD property managers identified quality of service, customer service responsiveness, and low rates as their highest priorities for a future collection agreement.

Attachment 3

Attachment D: Commercial Engagement

METHODOLOGY
To support commercial sector engagement, the TAC Subgroup sought to engage business and sustainability associations within the Member Agency service area to gather insight into current and future collection services. A comprehensive list of commercial businesses, including addresses and contact information was compiled. Priority commercial businesses were identified through coordination with GreenWaste and participating Member Agencies to support targeted outreach and ensure appropriate representation across jurisdictions. The outreach list was refined based on these prioritizations and agency representation.

A standardized set of questions was developed for business owners and managers to assess satisfaction with current collection services, identify key priorities for a future collection agreement, evaluate the cost and value of existing services, and assess the effectiveness of outreach efforts. Outreach was conducted with the objective of engaging at least one commercial business within each participating Member Agency. Where available, interviews were conducted by phone. When a business owner or manager was unavailable, follow-up outreach was conducted through voicemail messages or email correspondence, as appropriate.

RESULTS AND ANALYSIS
Thirty-four commercial businesses were engaged and, of those, 15 provided responses to the developed questions.

Approximately 60% of the commercial businesses surveyed are satisfied with GreenWaste’s services, but only 40% of them thought GreenWaste’s rates are reasonable. GreenWaste had performed outreach at approximately 58% of the commercial businesses surveyed. Overall, many businesses expressed that GreenWaste has reliable and consistent recycling and solid waste services with responsive customer service. However, many businesses also expressed frustration regarding GreenWaste’s immediate increases in price after they took over for WM in 2015, coupled with GreenWaste’s additional charges for non-curbside service, pushing and/or pulling containers, opening gates, and extra organics carts. In Pacific Grove, downtown businesses are unhappy with GreenWaste’s charges for bundles of cardboard and lack of assistance to help maximize space for extra containers. For a future collection agreement, most commercial businesses selected quality of service and low rates as their top priorities. They also expressed interest in additional services such as free cardboard pickup, container cleaning services, and everyday collection.

Attachment 4

Attachment E: Industry Engagement

METHODOLOGY
To better understand industry capacity, market interest, and potential considerations associated with future collection services, the TAC Subgroup, with support from HF&H, conducted targeted outreach to private solid waste collection service providers active in California and similar regional markets. A list of firms that had either previously expressed interest in providing collection services within the Member Agency service area or were identified by the Subgroup as relevant potential proposers based on market presence and experience.

Each identified service provider was invited to participate in a formal in-person presentation to the TAC Subgroup. Presentations were structured to allow approximately 20 minutes for each company to present its qualifications, business model, and perspective on operating within the Member Agency service area, followed by a 30-minute question-and-answer session with Subgroup members. This format was intended to support a consistent, transparent exchange of information and allow for direct dialogue regarding operational considerations, infrastructure readiness, and potential partnership models.

Five service providers participated in the industry engagement presentations:
 Mid Valley Disposal
 Recology
 Republic Services
 Waste Connections
 Waste Management
In addition, GreenWaste was invited to present to the Subgroup to provide perspective on its experience serving the region and its interest in future service arrangements.

RESULTS AND ANALYSIS
Across all presentations, industry participants expressed interest in future partnerships within the Member Agency service area. Multiple presenters characterized the region as an attractive and operationally viable market due to its service density, established customer base, and publicly owned infrastructure. All service providers noted that ReGen’s ownership of key facilities—including collection yards and processing and disposal infrastructure—creates a turnkey operational environment that reduces barriers to entry and enhances market competitiveness.

GreenWaste Recovery expressed enthusiasm for continuing to provide service to the community and indicated openness to negotiating a future agreement under a sole-source approach. During preliminary discussions, GreenWaste shared an estimated range of potential future rate impacts associated with continuing service under a non-competitive negotiation. GreenWaste also noted that Attachment 5

CITY OF CARMEL-BY-THE-SEA FRANCHISE PROCUREMENT

PROCESS INTEGRITY POLICY
City of Carmel-by-the-Sea is currently in the process of drafting a new franchise agreement for the collection and processing of solid waste, recyclables, and organics, and procuring vendor(s) to provide the franchised services. The intent of this City of Carmel-by-the-Sea Process Integrity Policy (“Policy”) is to provide a fair opportunity for all Respondents to compete to provide franchised services, create an impartial climate during the procurement proceeding, streamline the procurement process, and achieve favorable terms of service for the public.

The City of Carmel-by-the-Sea City Council, City of Carmel-by-the-Sea staff, and City of Carmel-by-the-Sea consultants involved in the franchise procurement intend to employ careful, uniform, and equitable application of this Policy and the franchise procurement process and procedures (including Request for Proposal [RFP] deadlines and requirements) developed by City of Carmel-by-the-Sea to advance the agency’s purposes and the public interest.

A sample schedule of this Policy is attached as a reference tool; the actual timeframe, sequence, and steps are subject to change.

All references herein to “Respondents” includes respondents and prospective respondents to a RFP or a request for sole source negotiations related to franchise agreement(s), and all employees, agents, consultants, lobbyists, and other entities or individuals acting on their behalf.

I. Campaign Contributions
Under state law Government Code section 84308, City of Carmel-by-the-Sea City Council Members cannot accept from Respondents, and Respondents cannot provide, campaign contributions greater than $250 in the aggregate while the franchise procurement proceeding is pending and for 12 months after the City Council makes the final decision in the franchise proceeding.

The City of Carmel-by-the-Sea franchise procurement proceeding is pending from the date this Policy is adopted until the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding). Note that City of Carmelby-the-Sea may award franchise agreements sequentially over the course of the proceeding; the proceeding is expected to be complete when the City Council awards the final franchise agreement. Because the franchise procurement proceeding may be pending for two or more years, more than one election cycle may be affected. If a candidate accepts the Attachment 6

$250 contribution limit from a Respondent in one election cycle, they may not be able to accept a contribution of any amount from the Respondent in the next election cycle.

State law provides certain opportunities for City Council Members to cure; if the City Council Member returns at least the portion of the campaign contribution that exceeds $250 within 30 days from the time the City Council Member knows, or should have known, about the contribution and the franchise procurement proceeding, the City Council Member would be permitted to participate in the franchise procurement proceeding.

The state law limit on campaign contributions applies to any person that is not a current City of Carmel-by-the-Sea City Council Member but is running for City Council and that is appointed to the City of Carmel-by-the-Sea City Council after their election. Candidates that are newly appointed to the City of Carmel-by-the-Sea City Council may need to promptly return campaign contributions greater than $250 that were received from a Respondent within the last 12 months in order to participate in a City of Carmel-by-the-Sea franchise decision.

In summary, to assist City Council Members and Respondents in complying with Government Code section 84308:

Respondents: (a) shall not make campaign contributions greater than $250 in the aggregate to any City of Carmel-by-the-Sea City Council Member from the date of the adoption of this Policy until 12 months after the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding); and (b) shall disclose on the record of the franchise procurement proceeding any contribution greater than $250 made to a City of Carmel-by-the-Sea City Council Member within the 12 months before a City Council decision in the franchise procurement proceeding.

City of Carmel-by-the-Sea City Council Members: (a) should not accept campaign contributions greater than $250 in the aggregate from any Respondent from the date of the adoption of this Policy until 12 months after the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding); and (b) if a City Council Member has received a campaign contribution greater than $250 from a Respondent within 12 months prior to a
Attachment 6

decision on a franchise agreement, the City Council Member must disclose receipt of the campaign contribution on the record, and will be disqualified from participating in the franchise proceeding, unless the City Council Member returns the portion of the campaign contribution that exceeds $250 within 30 days from the time the City Council Member knows, or should have known, about the contribution and the franchise procurement proceeding.

Candidates for City Council: if appointed to the City of Carmel-by-theSea City Council, should be prepared promptly to return campaign contributions greater than $250 from a Respondent received within 12 months prior to the candidate’s participation in a decision on a franchise agreement.

This Policy is intended to provide guidance to City Council Members and Respondents on how the state law is expected to apply to City of Carmel-by-the-Sea’s franchise procurement proceeding; to the extent of any inconsistency, state law governs over summaries or interpretations provided in this Policy.

II. Gifts.

Under state law Government Code sections 81000 et seq. (the “Political Reform Act”), and the City of Carmel-by-the-Sea Conflict of Interest Code, City of Carmel-by-the-Sea City Council Members, City of Carmel-by-the-Sea staff and certain consultants that make or participate in making decisions for City of Carmel-by-the-Sea must report on their Form 700 “Gifts” (as defined in the Act) from a single reportable source of $50 to $590 (in the aggregate), and may not accept Gifts from a single reportable source totaling more than $590 (in the aggregate) in a calendar year (2023-2024 dollar thresholds; subject to change under state law).

This Policy prohibits Gifts of any value from a Respondent to a City of Carmel-by-the-Sea City Council Member, staff, or consultant involved in the franchise procurement from the date this Policy is adopted and for 12 months after the City Council makes the final decision in the franchise proceeding (or the agency formally terminates the franchise procurement proceeding). Thus, this Policy is intended to be more restrictive than state law.

New appointees to the City of Carmel-by-the-Sea City Council should be prepared promptly to return upon appointment to the City of Carmel-bythe-Sea City Council any Gifts that were received from Attachment 6

a Respondent after the date of adoption of this Policy.

City of Carmel-by-the-Sea intends to apply the Fair Political Practices Commission regulations, interpretations, and other guidance on matters such as defining what constitutes a Gift, exceptions to the definition of Gift, determining the source of a Gift, and determining whether a payment is a behested payment.

In summary:

Respondents: shall not make Gifts of any value to City of Carmel-bythe-Sea City Council Members, or City of Carmel-by-the-Sea staff or consultants involved in the franchise procurement, from the date of the adoption of this Policy until 12 months after the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding).

City of Carmel-by-the-Sea City Council Members: should not accept Gifts of any value from any Respondent from the date of the adoption of this Policy until 12 months after the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding).

City of Carmel-by-the-Sea Staff and Consultants Involved in the Franchise Procurement: shall not accept Gifts of any value from any Respondent from the date of the adoption of this Policy until 12 months after the date the City Council awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding).

Nothing in this Policy is intended to relieve City of Carmel-by-the-Sea City Council Members, staff, or consultants from complying with the provisions of the Political Reform Act, the agency’s Conflict of Interest Code, or other applicable law.

III. Communications
Respondents, City of Carmel-by-the-Sea City Council Members, and City of Carmel-by-the-Sea staff and consultants involved in the franchise procurement are expected to adhere to the communications protocols described here.

This Policy applies to communications regarding the franchise procurement Attachment 6

proceeding and the future provision of franchise solid waste, recycling, or organics services in City of Carmel-by-the-Sea's jurisdiction. This Policy does not apply to casual social communications, communications regarding the current franchise agreements, or communications unrelated to the new franchise procurement process or the provision of future franchise services.

This Policy does not apply to oral communications made on the record at open and noticed public meetings, or written communications submitted to the full City Council and that are part of the public record of City of Carmel-by-theSea. The Policy does not apply to communications at meetings organized by City of Carmel-by-the-Sea staff with Respondents.

A. Prior to Release of Procurement Documents
From the date of adoption of this Policy until the date City of Carmel-by-theSea first releases procurement documents for some or all future franchise services (e.g., RFP or request for sole source negotiations), communication between Respondents and City Council Members about the franchise procurement process or provision of any future services in City of Carmel-bythe-Sea’s jurisdiction is permitted, subject to the disclosure requirements set forth herein.

Communications, oral or written, between Respondents and City Council Members about the franchise procurement process or provision of any future franchise services in City of Carmel-by-the-Sea's jurisdiction, shall either (1) be disclosed orally by the City Council Member to the City Council at the next City Council meeting, or (2) be disclosed in writing to the City Clerk prior to the next City Council meeting; the City Clerk shall maintain such written disclosures as part of the public record of the City of Carmel-by-the-Sea and promptly provide copies of the written disclosure to the other City Council Members. The disclosure shall apprise the City Council and the public of the content of the communication.

B. After Release of Procurement Documents
After the date City of Carmel-by-the-Sea first releases procurement documents for some or all future franchise services, communications about the franchise procurement process or provision of any future services in City of Carmel-by-the-Sea’s jurisdiction shall be made only through a person or persons designated by the Executive Director as the point of contact for the agency.

The procurement documents will provide instructions for Respondents to make requests for clarification, object to the structure or content of the RFP, Attachment 6

ask questions about the procurement, and make other inquiries, and the process City of Carmel-by-the-Sea will follow to respond to such communications.

Note that City of Carmel-by-the-Sea may release procurement documents for franchise services sequentially over the course of the proceeding; this section III.B applies when the first procurement documents in the proceeding are released. This communication protocol will expire when the Board awards the final franchise agreement in the proceeding (or the agency formally terminates the franchise procurement proceeding).

C. Civility
To preserve civility in the franchise procurement proceeding, City of Carmelby-the-Sea requests that Respondents focus their communications on the positive aspects of their company, proposal, and offered services, and refrain from engaging in disparaging communications about other Respondents. In extreme cases, (e.g., slander, libel) publicly engaging in such disparaging communications may result in the City of Carmel-by-the-Sea disqualifying a Respondent from award of a franchise.

IV. Further Restrictions for City of Carmel-by-the-Sea Consultants City of Carmel-by-the-Sea consultants involved in the franchise procurement shall not do any work for any Respondent in connection with this City of Carmel-by-the-Sea franchise procurement process from the date of the adoption of this Policy (or the date they are retained, whichever is later) until the consultant is no longer involved in the City of Carmel-bythe-Sea franchise procurement.

V. Application
Respondents: By participating in the procurement, Respondents agree to adhere to this Policy, and are responsible for ensuring compliance with this Policy on behalf of their employees, agents, consultants, lobbyists, or other entities or individuals acting on their behalf. A Respondent’s failure to adhere to any section of this Policy may result in the City of Carmel-by-the-Sea disqualifying the Respondent from award of a franchise.

City of Carmel-by-the-Sea City Council Members: A City of Carmel-by-the-Sea City Council Member’s failure to adhere to any section of this Policy may result in the City Council Member being disqualified from participating in any franchise decisions.

Staff and Consultants: Staff and consultants who do not adhere to the Policy Attachment 6

may be disqualified from working on the franchise procurement, and City of Carmel-by-the-Sea staff who do not adhere to the Policy may be subject to discipline.

All federal, state, and local laws (and any updates to those laws) continue to apply. To the extent that a member agency of the City of Carmel-by-the-Sea has adopted campaign contribution laws that are more restrictive than state law or this Policy, this Policy is not intended to supersede those more restrictive laws.

Attachments:
- Sample Schedule
Attachment 6

Sample Schedule and Application of Process Integrity Policy * Actual Timeframes, Sequence, and Steps Subject to Change * Process Collection RFP Collection FA 12 Months New FA
Integrity Policy
Adopted
Released Awarded After
Collection FA
Awarded
Begins
April/May
2026 2027 2028 2029 2030
Blackout on Campaign Contributions > $250 (aggregate)
Blackout on Gifts of Any Amount
Ex Parte Communications Permitted if Disclosed
Blackout on Ex Parte Communications
Attachment 6

CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
May 5, 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 the Fiscal Year 2026-2027 Recommended Budget RECOMMENDATION:

Receive the Fiscal Year 2026-2027 Recommended Budget.

BACKGROUND / SUMMARY:

Assumptions and Proposed Policy Changes
In early 2025, the Financial Stewardship Workgroup (FSW) was stood up by the Council to work with staff through the creation of the FY25/26 budget. As a product of those meetings, this draft budget continues to represent a notable change in how it was constructed, including revenue and expense assumptions, salary projections, and the application of new financial policies. The following is intended to give Council an overview of the budget numbers and the assumptions in order to highlight the challenges that will need consideration.

The Draft FY25/26 Operating and Capital Outlay Budget
In accordance with Carmel Municipal Code Section 3.06.020, prior to the beginning of each fiscal year, the City Administrator shall prepare and submit to the City Council a proposed operating and capital budget for the forthcoming fiscal year. The proposed budget, referred to as the Fiscal Year 2026-2027 (FY 26-27) Recommended Budget of $41.3 million is submitted for Council’s consideration.

• The proposed expenditures total $41.3 million and include the General Fund operating budget ($29.3 million), debt service ($519,000), pension unfunded liability ($3.0 million), and capital budget ($8.5 million).
• The proposed revenues total $39.1 million include property taxes ($9.7 million), sales tax ($11.2 million), transient occupancy tax ($9.7 million), and other revenue ($8.5 million).
• The FY 26-27 Recommended Budget requires the use of $2.3 million in prior years’ fund balance in order to balance, unless additional reductions are made. • This means that the operating budget is balanced, but total expenditures require tapping into the City’s unassigned fund balance.

The challenge that the City faces in this and future budgets is that current revenues are not sufficient to cover current operating levels and fully fund the capital projects plan.

FY26-27 Adopted Revenues $39,052,739
General Fund Expenditures 29,295,802
Debt Service Expenditures 518,900
Pension Unfunded Liability Mitigation Expenditures 2,972,561 Capital Outlay Expenditures 8,503,680
FY26-27 Adopted Expenditures $41,290,943
Use of Fund Balance for Capital Projects $2,238,204
Note, Capital Outlay Expenditures above are for new projects and do not include $2.1 million of projects that will not be finalized by year-end. These unfinished projects are being carried over from the 2025-2026 fiscal year and will be paid for out of reserved fund balance heldover from the previous years’ CIP budget.

According to current City policy, Operational Expenses and Capital Expenses are to be funded wholly from the City’s projected revenues at a split of 90% and 10%, respectively ("90/10 Policy"). Revenue is an important part of this policy equation.

The amount of services and projects that the City is capable of completing is directly tied to how much revenue is projected. It is important to remember that the projection methodologies for revenue are more aggressive now than they have been in the past. At the same time, the long-term plan for nearly $100MM in deferred

maintenance significantly exceeds the current revenue budgets, and the policy of 10% dedicated to CIP does not fully fund those maintenance needs.

Since aggressive revenue calculations don’t cover deferred maintenance needs, it was necessary for staff to also look seriously at cutting operating expenditures in order to work toward Council’s budget goals. Based on the budgeted revenues of $39.1 million, in order to meet the 90/10 Policy, the goal for this year’s Operating Expenses would be $35.1 million or less, and Capital Expenses would be $3.9 million or more. Given the fact that the City has no new revenue sources this year to increase the projected revenue of $39.1M, City Administration and Department Leadership looked for ways to cut costs and control spending. Thanks to this thoughtful scrutiny of department operations, the proposed budget reflects operating expenses equal to 84% of revenues (compared to the 90% maximum per the policy).

Said more directly, thanks to the hard work of City Administration and Department Leaders, this draft budget outperforms the budget policy of 90/10 and even the potential target that Council discussed in March of an 85/15 split. The actual calculated breakdown is as follows:

Budget Policy
Policy
Amount
Policy
Percentage
Budgeted
Amount
Budget
Percentage
Operational Expenditures to be no
more than 90% of Revenue 35,147,465 90% 32,787,263 84%
Capital Outlay Expenditures to be
at least 10% of Revenue 3,905,274 10% 8,503,680 22%
As we see above, Operating Expenditures are 84% of revenue, compared to 91.6% in the prior year’s budget. This decrease is due to a focused effort on behalf of the City to look for ways to reduce operating costs in order to leave more funding for Capital Outlays. While staff is confident that this proposed draft budget will allow effective operation of the City, it is still important to consider the potential ramifications of these cuts. Highlights of the cuts made within this year’s Operating Expenditure budget include:
• Slowing down upgrading and modernization projects, like digitizing files • Trimming back the tree program to only slightly more than a maintenance-level of effort
• Reducing landscaping expenditures
• Scaling back climate action initiatives
• Decreasing holiday event expenditures
• Asking Departments to review all contracts with direction to reduce those contract

amounts by 10%.

In addition to the above cuts and cost savings, the fundamental assumptions used in the budgeting process continue to be more aggressive than in prior years:
• Projected Salaries: no new cost of living adjustments to salaries. The only increases to salary costs are those built-in salary steps that employees would achieve in FY25/26 (and not the top step, as in prior years). Included in these salary costs are two new positions: Capital Program Manager (to manage the CIP plan) and IT Analyst (to better support IT operations). (Attachement 2).
• Vacant Positions: salary costs estimate that it will take an average of 3 to 4 months to fill vacant positions, thereby reducing the budget for the cost of those salaries during the hiring process. This assumption reflects the City’s experience of reassessing underlying operations before filling vacant positions. This year, the City operated with an average vacancy of 8.
• TOT Revenue: In previous years, TOT was budgeted based on the previous year’s budgeted amount (not actuals). This was a conservative approach, as regularly the TOT actual amounts came in above budget. This year, the TOT assumption was based on FY25/26 projected actual, with an expectation of growth instead of basing the budget on the prior year’s conservative budget. Thus, the City is much less likely to see more revenue than expected and will be more susceptible to volatility in the travel industry. This is important, as TOT is one of the three “legs” of the City’s revenue “stool”.

Fund Balance
The current unassigned fund balance is estimated to be approximately $18 million at the end of FY 25-26. The City Council has the authority to tap into the unassigned fund balance as it sees fit and the proposed budget does so.

One amount that does not show under Operating Expenditures or Capital Outlays is contributions to the 115 Pension Trust. Such contributions are simply reflected as a restriction of unassigned fund balance, leaving less available that could be used for operating expenditures and capital outlay. After five years of contributions to the 115 Unfunded Pension Liability Trust, the City is proposing that the $1 million that had in the past been contributed to the trust instead be Committed by the City Council to a Housing Trust.

Financial Stewardship Workgroup (FSW)
The FSW and City staff have been working together to analyze budget assumptions and forecast operating returns. It has been a very fruitful collaboration. We have learned that there is a high degree of uncertainty across taxing agencies for the coming year and tourism industry groups are forecasting continued uncertainty as well. Thus, for the primary revenues of the City of Carmel by the Sea, the budget assumes minimal growth in property, sales and transient occupancy taxes.

Likewise, operating costs have been closely scrutinized by Administration and the FSW. Throughout the City’s operations, several projects have been put on hold and current operating levels have been scrutinized. The City has worked to “trim the fat” and scrutinize every aspect of the City’s budget to not only more precisely budget expenses and revenues, but also to look at assumptions and what the fiscal future might hold for the City.

As a result of these efforts, the budgeted amounts for revenue and operating expenses have very little room for uncertainty, and any significant changes caused by unforeseen circumstances will need to be brought back to the City Council.

Although the City is able to prepare an operationally balanced budget, it once again requires the use of unassigned fund balance to fund capital outlays in excess of the revenues collection. This will not be a sustainable tactic into the future, given the City’s capital outlay needs.

In future years, contract obligations and pressure from vendors will put pressure on the 90/10 split and the significant backlog of deferred maintenance will continue to create shortfalls which will likely grow. Whether all the suggested cuts remain or are increased, the City Administration will be exploring additional measures over the coming years to help maintain this goal of a 90/10 split and fund capital outlay needs, including:
• Looking deeper into operational expenses for additional savings and cost reductions • Exploring opportunities to increase fees by more effective fee collection strategies
• Reducing the costs of ongoing contract services
• Researching other more permanent revenue opportunities • Continue to explore grant opportunities
At this time, CIP expenditures are able to be funded from previously set-aside fund balance. It is critical to note that in future years, fund balance will have been utilized and the CIP budget will be limited to the amount of revenue that is available after

expenditures for operations.

Next Steps
Staff will provide a brief overview of the budget as part of the May 5, 2026 Council meeting. Subsequent to presentation of the draft, a budget workshop is scheduled for May 12, 2026. Staff will present a detailed review of the budget during the workshop, present responses to any questions received in advance of the meeting and receive preliminary direction from Council on the budget. This direction will be incorporated into the FY 26-27 Recommended Budget, which will be considered for adoption by Council on June 2, 2026.

FISCAL IMPACT:

There is no fiscal impact associated with receiving the FY 26-27 Recommended Budget.

Forthcoming direction by Council may change the planned expenditures in Fiscal Year 26-

27. PRIOR CITY COUNCIL ACTION:

Council participated in a Priorities Workshop on January, 2026 and received a presentation regarding the Five-Year Forecast and CIP on March 24, 2026.

ATTACHMENTS:

1. Attachment 1) FY26-27 Recommended Budget Book

2. Capital Program Manager

3. IT Analyst

FISCAL YEAR 2026-2027

RECOMMENDED BUDGET

CITY OF CARMEL-BY-THE-SEA

CITY OF CARMEL-BY-THE-SEA
P.O. BOX CC, CARMEL-BY-THE-SEA, CA 93921
T: (831) 620-2000
www.ci.carmel.ca.us

Table of Contents
Introduction 3
City Boundaries Map 4
City Organizational Chart 5
City Council 6
Department Heads 6
Boards, Committees & Commissions 7
City Profile 8
Demographics & Key Statistics 9
Financial Summaries 10
Budget Message 11
Revenue 12
Expenditures 16
Authorized Positions 19
Operating Budget 21
City Council 22
City Attorney 24
Administration 25
Citywide (Non-Departmental) 31
Debt Service 32
Economic Development 33
Library 34
Community Activities 36
Community Planning & Building 38
Public Works 43
Public Safety 51
Capital Improvement Plan 55
Vehicle and Equipment Fund 57
Capital Projects Fund 58
Key Projects and Funding Needs (Years 2-5) 65
Other Funds 68
2

INTRODUCTION
3

City Boundaries Map
4

City Organizational Chart
5

City Council
Department Heads
ACTING CITY ADMINISTRATOR – Brandon Swanson
ACTING ASSISTANT CITY ADMINISTRATOR – Marisa Bermudez
CITY ATTORNEY – Brian Perik
POLICE CHIEF – Todd Trayer
DIRECTOR OF PUBLIC WORKS – Ken Wysocki
DIRECTOR OF PLANNING & BUILDING – Anna Ginette
LIBRARY DIRECTOR – Heather Cousin
6

Boards, Committees & Commissions
City Board and Commissions advise and assist the City Council with specific projects, policies and issues.

Terms of office are 4 years, with the exception of the Harrison Memorial Library Board of Trustees who serve 3-year terms. Terms run through May 30th. Vacancies occur on a rotating basis each year and the City recruits to fill these vacancies each year in March or whenever an unscheduled vacancy occurs.

City Council
Building Code
of Appeals
Community
Activities
Commission
Forest and
Beach
Commission
Historic
Resources
Board
Harrison
Memorial
Library Board
of Trustees
Planning
Commission
7

CITY OF CARMEL-BY-THE-SEA PROFILE
Located about 120 miles south of San Francisco on the Monterey Peninsula, Carmel-bythe-Sea is a world-renowned coastal village spanning just one square mile. Despite its small footprint, it is home to 3,049 residents and an impressive urban forest of over 10,000 public trees, including Monterey pines, live oaks, and Monterey cypress. Visitors and residents alike enjoy its signature white sand beach, natural parklands, and a walkable downtown famous for its unique architecture, dining, and shopping. The community is further enriched by cultural hubs like the Sunset Center and the outdoor Forest Theater, alongside beloved local events such as the Sandcastle Contest, the City Halloween Parade, and the annual Pumpkin Roll.

Established on October 31, 1916, Carmel-by-the-Sea operates as a General Law City with a Council-City Manager form of government. All legislative authority rests with a five-member City Council, which includes a Mayor serving a two-year term and four Councilmembers serving four-year terms. This Council acts as the ultimate policymaking body, responsible for adopting the annual budget, enacting local laws, and approving major contracts or acquisitions. To manage the city's daily affairs, the Council appoints a City Administrator to act as the chief administrative officer. This individual is tasked with enforcing ordinances, executing Council orders, maintaining city records, and overseeing the day-to-day operations of departments like Public Works, Public Safety, and Community Planning and Building.

The City provides a wide variety of services to ensure the village remains a safe and beautiful place for everyone. This includes everything from building safety and planning functions to law enforcement and crime prevention through the Police department.

While many services are handled internally, fire and ambulance are provided through a contract with the City of Monterey. The Public Works department maintains the village's vital infrastructure, including streets, sidewalks, and the iconic shoreline and urban forest. The City also manages two library branches and organizes a variety of community activities and special events.

The true soul of Carmel-by-the-Sea is found in its residents, who stand as the City’s most precious resource. Their unwavering pride and dedication are the driving forces that preserve the unique, historic character of our one-square-mile community. It is the commitment of our residents that keeps the village’s legendary charm and natural beauty alive for everyone to enjoy.
8

CITY OF CARMEL-BY-THE-SEA STATISTICS
AS OF JUNE 30, 2025
3 Unemployment
Rate:

4.30%
Median
Age:

68.9 Percent
with
Bachelor’s
Degree:
76%
Median
Household
Income:
$115,729
Population:
3,049
Annual
Precipitation:
15 inches
Average
Annual Low
Temperature:
48°F
Average
Annual High
Temperature:
65°F
Average
Room Rate:
$373
Average
Hotel
Occupancy:

68.9%
Hotel
Rooms
Available:
981
City Fleet
Vehicles:
46 Miles of
Paved
Streets:
27 Parking
Lots:
3 Tennis
Courts:
2 Parks:
10 Playgrounds:
1 Reference
Questions:
20,622
Library
Facilities:
2 Circulation
of library
materials:
156,306
Public Works
Calls for
Service:
7,140
Fire Calls for
Service:
924
Police Calls
for Service:
10,602
Restaurants:
58 9

FINANCIAL SUMMARIES
10

BUDGET MESSAGE
The City Administrator’s message will be included following the upcoming community meetings and discussions at which the budget is being developed.

The draft budget can be summarized as follows:

FY26-27 Adopted Revenues $39,052,739
General Fund Expenditures 29,295,802
Debt Service Expenditures 518,900
Pension Unfunded Liability Mitigation Expenditures 2,972,561 Capital Outlay Expenditures 8,503,680
FY26-27 Adopted Expenditures $41,290,943
Use of Fund Balance for Capital Projects $2,238,204
Funded Full Time Equivalent (FTE) positions 92.0
This budget is crafted based on the City’s budget policies, which include a policy that requires that no more than 90% of revenues be used to fund operations and that at least 10% of revenues be used to pay for the capital improvement plan (“CIP”).

Based on the budgeted revenues of $39.1 million, the goal for this year’s Operating Expenses to meet the 90%/10% policy would be $35.1 million or less, and Capital Expenses would be $3.9 million or more. That being said, the forecast 5-Year CIP plan total costs, which focus on deferred maintenance, are $9M - $12M per year. Given the fact that the City has no new revenues sources to increase the projected $39.1M revenue, City Administration and Department Leadership has been looking for ways to cut costs and control spending. Thanks to this thoughtful scrutiny of department operations, the proposed budget on the following pages results in operating expenses equal to 84% of revenues (compared to the 90% maximum per the policy).

Budget Policy
Policy
Amount
Policy
Percentage
Budgeted
Amount
Budget
Percentage
Operational Expenditures to be no
more than 90% of Revenue 35,147,465 90% 32,787,263 84%
Capital Outlay Expenditures to be at
least 10% of Revenue 3,905,274 10% 8,503,680 22%
This makes additional funding available for CIP but the current capital plan still exceeds the available revenues, resulting in the above-noted $2.3 million use of fund balance for Capital Projects.
11

REVENUE
The FY 26-27 Recommended Budget includes $39,052,739 in estimated total revenue.

As detailed in the following table, the City’s three major sources of revenue—Property Tax, Sales and Use Taxes (including Measure C), and Transient Occupancy Tax (TOT)— continue to provide the foundation for essential services Source Budget
Property Taxes $9,680,989
Sales Tax 4,166,843
Measure C 7,023,597
Other 4,839,968
Charges for Services 3,576,437
Transient Occupancy Tax 9,764,905
Total $39,052,739
Sales Tax
11%
Measure C
18%
Property Taxes
25%
Transient
Occupancy Tax
25%
Other
12%
Charges for
Services
9%
FY 26-27 Citywide Revenue Sources
12

Table 1: Estimated Performance and Recommended Budget for Major Revenue Sources Key
Revenues
FY 22-23
Actual
FY23-24
Actual
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
Property Taxes $8,136,928 $8,770,848 $9,147,434 $9,445,000 $9,680,989 Sales Tax $3,469,412 $3,692,470 $3,956,282 $4,092,183 $4,166,843 Measure C $5,868,695 $6,386,122 $6,913,837 $6,900,734 $7,023,597 TOT $8,455,742 $8,579,344 $9,559,155 $9,526,737 $9,764,905 Total $25,930,777 $27,428,783 $29,576,709 $29,964,653 $30,636,334 The City’s three major sources of revenue include Property Tax, Sales and Use Taxes, and Transient Occupancy Tax (As detailed in Table 1 above entitled “Estimated Performance and Recommended Budget for Major Revenue Sources”).

PROPERTY TAXES
Property taxes are budgeted at $9,680,989, representing approximately 25% of the total budgeted revenue. This reflects a 2.5% projected growth over the FY 25-26 estimated actual. The projected growth is minimal and expected to remain below the Consumer Price Index (CPI). As of February 2026, typical home values in the City remain among the highest in the State, with median prices estimated roughly at $1.17 million, resulting in an average annual tax bill of $12,281. The desirability of Carmel-by-the-Sea and its limited housing stock are major factors in its strong local market. Even so, the City has opted for a conservative projection due to a general softening in the broader housing market.

SALES AND USE TAXES
In Carmel-by-the-Sea, Sales and Use taxes and the local Measure C district tax are vital revenue streams, collectively budgeted to contribute $11,190,440, which represents nearly 29% of the City's total revenue.

Carmel’s revenue is heavily concentrated in three primary sectors, starting with General Consumer Goods, which remains the largest contributor at approximately 41% of the total sales tax revenue. This sector's performance is bolstered by receipts at jewelry stores and women's apparel. The Restaurants and Hotels sector follow closely at approximately 38% of the total revenue. Within this group, casual dining saw an increase, while hotels also experienced jump in tax receipts. Lastly, the State and County Pools classification accounts for 17% of total sales tax revenue.

Although fiscal year 2025-26 has shown a rebound in sales tax revenues, the outlook for fiscal year 2026-27 remains cautious due to a variety of economic pressures. A significant driver of this caution is shifting consumer sentiment, as shoppers are becoming increasingly cost-conscious and value-focused while navigating the combined 13

impacts of inflation and evolving tariff policies. Despite these challenges, there is a sense of optimism regarding potential Federal Reserve interest rate changes in 2026, which are expected to improve consumer financing conditions and potentially stimulate growth.

TRANSIENT OCCUPANCY TAX
Transient Occupancy Tax (“TOT”) is levied at 10% of the rent charged by a hostelry operator within the City. Adopted at $9,764,905, TOT accounts for 25% of revenues and assumes continued occupancy at the current fiscal year’s rate. The City of Carmel-bythe-Sea has seen generally positive growth in TOT driven by higher daily room rates and stable occupancy compared to the previous fiscal year. July-August remains the City’s highest revenue-generating period while January-February is still considered the City’s tourism off season. The primary driver for increased tax revenue appears to be rising room rates. The average daily rate for the fiscal year to date is $397.36, up 6.80% from the prior year's annual average. Occupancy has remained relatively stable. Even with a decrease in the total rooms available, TOT collections show higher demand for the existing inventory.

The City has historically outperform its initial budget assumptions for TOT. While the current fiscal year has been robust, the City’s official outlook for fiscal year 2026-27 remains optimist. Statewide forecasts for the Restaurant and Hotel sector project a

2.8% growth for fiscal year 2026-27. The full reopening of Highway 1 and a new direct flight service from Chicago to Monterey are expected to boost visitor volume.

International tourism is forecast to rise 2.7%, supported by San Francisco and Los Angeles hosting the 2026 FIFA World Cup.

Fiscal Year * TOT Sales ** Property
2018 $6,329,074 $5,476,123 $6,163,959
2019 $6,882,015 $5,719,521 $6,496,558
2020 $5,115,277 $4,766,313 $6,690,948
2021 $5,339,285 $7,028,041 $7,389,656
2022 $7,787,643 $9,596,727 $7,694,722
2023 $8,455,742 $9,338,107 $8,136,928
2024 $8,579,344 $10,078,592 $8,770,848
2025 $9,559,155 $10,870,120 $9,147,434
2026 Estimated $9,526,737 $10,992,917 $9,445,000
2027 Budget $9,764,905 $11,190,440 $9,680,989
*Ending June 30th
** Combination of Bradley Burns & Measure C 1.5%
14

CHARGES FOR SERVICES
The City of Carmel-by-the-Sea is a unique coastal community that takes pride in providing high-quality services to its residents and visitors. To maintain essential services—such as public safety, forest and beach maintenance, and library services—the City must ensure that its fee-supported services are accurately priced to recover the actual cost of providing them. These fee supported services make up the revenue category Charges for Services, which accounts for 9% of the City’s total budgeted revenue. The fiscal year 2026-27 budget of Charges for Services has been adjusted to reflect the change in fees presented in the fiscal year 2026-27 Master User Fee Schedule along with no change to number of services provided.

OTHER
Other Revenue budgeted at $4,839,968 sources make up the final 13% of the budgeted revenues. Other Revenue is made up of business license tax, franchise fees, grant, intergovernmental funding and interest and investment earnings. Interest and investment earnings are budgeted higher than in the prior fiscal year, as the City has been more strategic in its investments.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
City's Major Revenues Historical
TOT Sales ** Property
15

EXPENDITURES
The FY 26-27 Budget totals $41.3 million, consisting of the following expenditures:
· ▪ Operating Budget totals $32.3 million, or 78%, of the citywide budget · ▪ Debt service totals $518,900, or 1% of the citywide budget · ▪ Capital outlay, including Capital Improvement Projects ($7.9 million) and Vehicles and Equipment ($0.6 million), makes up 21% of the budget The Operating Budget encompasses the City’s departments and services. Debt Service is based upon required payments toward bonds issued by the City or by other governmental agencies on behalf of the City. As shown in the chart below, the FY 26-27 Budget includes the Operating Budget, Pension Unfunded Liability (“UAL”) payments, Capital Outlay and Debt Service. The Operating Budget is further categorized by types of expenditure including salaries and benefits, outside services, and other expenditures as explained below.

Type of Expenditure Budget
Salaries & Benefits $15,030,430
Outside Services 11,286,625
Other Expenditures 2,978,747
Pension 2,972,561
Capital Outlay 8,503,680
Debt Service 518,900
Total $41,290,943
16

The City’s largest expenditure is related to the cost of personnel. Salaries and benefits total $15 million and account for 36% of the citywide budget. The second largest type of expenditure is Outside Services. This category includes various types of expenditures, such as advertising and noticing, contract services and community promotions. Contract services are used as an alternative to City staff directly providing the service due to cost savings or the specialized nature of the work being performed and include funding for expenses such as fire and ambulance services provided by the City of Monterey ($3.7 million, $2.2 million respectively); support for the operations of the Sunset Center and other economic development activities ($1.2 million); legal services ($495,000); tree care and landscape maintenance ($640,000); fuel reduction ($150,000); and janitorial service ($294,000, including all parks). Capital Outlay is the third largest type of expenditure at $8.5 million, or 21% of the budget.

Other expenditures total $3 million and account for 8% of the citywide budget. This category includes various line-item accounts such as retiree healthcare and citywide operational expenses like property tax assessments and utilities. Also included here are the City’s general liability and property insurance premiums ($1.1 million) and expenses such as public works materials and supplies, telecommunications, fuel, training and conferences, vehicle maintenance, medical and safety supplies and printing and postage. In addition, Pension expenses total $3 million, or 7%, of the budget and only include the annual required unfunded pension liability premium.

The citywide budget is rounded out with Debt Service ($509,100) accounting for 1% of the citywide budget.

Together, the above budgeted operating expenditures represent 84% of budgeted revenues. This compares favorably to a budget policy that operating expenditures be no more than 90% of revenues.

Total expenditures also include budgeted Capital Outlay of $8.5 million. This budgeted capital outlay represents 22% of budgeted revenues, compared to a budget policy that capital outlay expenditures be a minimum of 10% of budgeted revenues. While this budgeted Capital Outlay of 22% is a positive variance the 10% minimum, it exceeds the amount of revenue available, causing the City to have to dip into fund balance reserves.

EXPENDITURES BY FUNCTION
Another way to view operating expenditures is by function, as depicted in the FY 26-27 illustration below. Capital Outlay makes up 21% of operating expenditures. The public safety functions of Ambulance, Fire and Police make up 28% of the budget. The Public Works Department is the next largest operating expenditure at 14% followed by Citywide at 13% of the budget, as it includes the City’s unfunded actuarial pension liability premium. In total, Administration, Council, Planning, Legal, Economic Development (including the Sunset Center), and Library and Community Activities represent the remaining 24% of the budget expenditures. 17

RESERVE OF FUND BALANCE
In past years the City made an additional annual transfer of fund balance to the Section 115 Pension Unfunded Liability trust ($1.0 million) for pension mitigation. The trust has been built-up to help reduce the long-term liability for pensions. This year the City will forgo transferring funds to the 115 Pension Trust and will instead Assign fund balance of $1 million to the City’s Housing Trust Reserve.

Total Expenditures Budget %
Administration $3,652,613 9%
Citywide 5,316,701 13%
Council 236,418 1%
Debt 518,900 1%
Legal 495,000 1%
Planning 2,429,695 6%
Ambulance 2,329,489 6%
Fire 3,797,984 9%
Police 5,401,414 13%
Marketing 1,222,947 3%
Library 1,411,947 3%
Community Activities 286,647 1%
Public Works 5,687,508 14%
Operating Budget $32,787,263 79%
Capital 8,503,680 21%
Total $41,290,943 100%
18

Authorized Positions
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Council
Councilmember 4.00 4.00 0.00
Mayor 1.00 1.00 0.00
City Council Total 5.00 5.00 0.00
Administration
City Administrator 1.00 1.00 0.00
Assistant City Administrator 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
Administrative Technician 0.00 1.00 1.00
Administrative Coordinator 1.00 0.00 -1.00
City Clerk 1.00 1.00 0.00
Finance Manager 1.00 1.00 0.00
Accountant 1.00 1.00 0.00
Finance Analyst 1.00 1.00 0.00
Finance Specialist 1.00 1.00 0.00
Human Resources Manager 1.00 1.00 0.00
Information Services / Network Manager 1.00 1.00 0.00
IT Analyst 0.00 1.00 1.00
IT Help Desk/Technician 1.00 0.00 -1.00
IT Interns 0.00 0.50 0.50
Administration Total 12.00 12.50 0.50
Community Activities
Community Services Assistant 0.50 0.00 -0.50
Administrative Analyst 0.00 1.00 1.00
Executive Assistant 0.50 0.00 -0.50
Community Activities Total 1.00 1.00 0.00
Library
Library Director 1.00 1.00 0.00
Supervising Librarian 2.00 2.00 0.00
Librarian 1.00 1.00 0.00
Library Associate 3.00 3.00 0.00
Library Assistant 1.00 1.00 0.00
Executive Assistant 0.50 0.00 -0.50
Administration Technician 0.00 1.00 1.00
Librarian II (Local History) 0.00 0.00 0.00
Hourly Librarian 1.00 0.50 -0.50
Hourly Library Assistant 2.00 2.00 0.00
Library Total 11.50 11.50 0.00
19

FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Community Planning & Building
Planning & Building Services Director 1.00 1.00 0.00
Principal Planner 2.00 2.00 0.00
Senior Planner 1.00 1.00 0.00
Associate Planner 2.00 2.00 0.00
Assistant Planner 0.50 0.50 0.00
Administrative Coordinator 1.00 1.00 0.00
Building Official 1.00 1.00 0.00
Building Inspector 1.00 1.00 0.00
Permit Technician 1.00 1.00 0.00
Code Compliance Coordinator 1.50 1.50 0.00
Community Planning & Building Total 12.00 12.00 0.00
Public Works
Director of Public Works 1.00 1.00 0.00
Administrative Coordinator 1.00 1.00 0.00
Public Works Superintendent 1.00 1.00 0.00
Street Supervisor 1.00 1.00 0.00
Streets Maintenance Worker III 2.00 1.00 -1.00
Streets Maintenance Worker I/II 5.00 6.00 1.00
Facilities Maintenance Supervisor 1.00 1.00 0.00
Facilities Maintenance Specialist 1.00 1.00 0.00
Environmental Compliance Manager 1.00 1.00 0.00
Environmental Administrative Analyst 1.00 1.00 0.00
Capital Program Manager 0.00 1.00 1.00
Project Manager 2.00 2.00 0.00
City Forester 1.00 1.00 0.00
Assistant City Forester 1.00 1.00 0.00
Tree Climber & Care Specialist 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
F&B Maintenance Worker I/II 3.00 3.00 0.00
Tree Permit Technician 1.00 1.00 0.00
Public Works Total 25.00 26.00 1.00
Police
Public Safety Director 1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
Sergeant 3.00 3.00 0.00
Police Officer 10.00 10.00 0.00
Police Services Supervisor 1.00 1.00 0.00
Police Services Officer 6.00 5.50 -0.50
Community Services Officer/Animal Control 2.00 2.50 0.50 Police Total 24.00 24.00 0.00
Citywide Total Funded Positions 90.50 92.00 1.50
20

OPERATING BUDGET
21

CITY COUNCIL
The City Council consists of the Mayor and four Councilmembers, elected at large by the citizens of Carmel-by-the-Sea on a non-partisan basis. The City Council is the policymaking legislative body of the City. The Council adopts the annual budget, enacts ordinances, and approves major contracts, acquisitions, and leases. With the advice and assistance of the City Administrator and City Attorney, the City Council reviews proposals to meet the community’s needs, initiates action for new policies and allocates resources.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 33 City Council meeting
· 136 Hours of City Council meetings
· 79 other City boards, committees and commission meetings · 67 Resolutions passed
· 5 Ordinances passed
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
· Street Addresses Implementation
· Entered MOU with the Carmel Public Library Foundation to facilitate renovations at the historic Harrison Memorial Library
· Submitted revised draft Housing Element to the State of California for review · Completed contract with Monterey Fire to operate Ambulance · Established pickleball regulations by ordinance
· Adopted updated Fire Hazard Maps
· Adopted a Paid Parental Leave policy
2026-2027 PRIORITIES
· Continued oversight of the implementation of the strategic plan and updating of City priorities to include some of the following: plan for natural areas, reduce fire risk; develop forest management plan and update tree ordinance; update zoning code & design guidelines; ADU ordinance; wireless ordinance; increase beautification effort; review barriers to affordable housing; develop a facilities master plan.
· Continue to respond to any forthcoming State legislation that undermines local control, especially as it relates to local land-use decisions.

BUDGET SUMMARY AND SERVICE IMPACTS
Community Promotions includes $20,000 for the Council discretionary grant program, $3,000 for United Way 211, $4,000 for the Monterey County Film Commission, $7,500 22

for the Central Coast Small Business Development Center and $78,000 for the cost of courier service for the mail delivery program for a total budget of $128,500.

City Council
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-110-00-41008 Salaries -Elected $10,101 $9,600 $9,600 101-110-00-41101 Retirement 175 179 179
101-110-00-41104 Health Insurance 29,484 24,755 40,109
101-110-00-41105 Social Security 496 0 372
101-110-00-41106 Medicare 147 139 139
101-110-00-41108 Worker's Comp 3,122 514 429
Salaries & Benefits Subtotal $43,525 $35,187 $50,828
101-110-00-42005 Community Promotions $127,060 $128,500 $112,500 101-110-00-42007 Regional Memberships 47,428 53,065 54,240 101-110-00-42101 Office Supplies 0 450 500
101-110-00-42302 Conferences & Meetings 14,105 31,550 18,350 Services & Supplies Subtotal $188,594 $213,565 $185,590 Total $232,118 $248,752 $236,418
Regional Memberships
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-110-00-42007 TAMC $1,295 $1,295 $1,360
101-110-00-42007 AMBAG 3,950 3,950 4,100
101-110-00-42007 Monterey Pen. Chamber of Commerce 900 900 950 101-110-00-42007 Monterey County Mayors Association 1,575 1,575 1,700 101-110-00-42007 Monterey County Business Council 500 500 525 101-110-00-42007 MBUAPCA 1,900 1,900 2,000
101-110-00-42007 League of CA Cities 3,380 3,380 3,600
101-110-00-42007 League of CA Cities- Monterey Bay 300 300 315 101-110-00-42007 LAFCo 16,796 16,796 18,000
101-110-00-42007 Community Human Services 19,175 19,175 20,875 101-110-00-42007 CoastWalks/Coastal Trail Association 300 300 315 101-110-00-42007 Carmel Chamber of Commerce 475 475 500 Total $50,546 $50,546 $54,240
23

CITY ATTORNEY
The City Council appoints the City Attorney. The City Attorney represents the City as legal counsel and provides legal advice and/or training to the City Council, City Administrator, boards, commissions, and departments; investigates and resolves claims against the City; defends the City in litigation and administrative actions; initiates and prosecutes litigation on behalf of the City; and drafts and reviews legal documents and agenda items.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 744 hours logged by the City Attorney
· 703 hours logged by City Attorney staff
· 172 hours logged by other legal service providers

BUDGET SUMMARY AND SERVICE IMPACTS
The FY 26-27 City Attorney budget totals $495,000 and consists of $395,000 for general legal services and $100,000 for other specialized legal assistance from the City attorney’s office, including labor negotiations and personnel. The budget also includes $3,500 for the City attorney’s annual performance evaluation.

City Attorney
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-112-00-42001 Contract Services $528,109 $442,000 $395,000 101-112-00-42004 Legal Costs 22,211 75,000 100,000
Total $550,320 $517,000 $495,000
24

ADMINISTRATION
The City Administrator is appointed by the City Council and is ultimately responsible for the enforcement of City laws and ordinances; ensuring that the orders of the City Council are executed; preparing the budget and monitoring City finances; and managing day-to-day operations of all City Departments. The Assistant City Administrator serves at the behest of the City Administrator to assist in managing the activities and operations of the City, act in the absence of the City Administrator, and serve as the Director of the centralized administrative city functions of City Clerk, Finance, Human Resources, and Information Technology.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 199 PRA’s requested
· 539 fixed location and 1,071 in & about
business licenses issued
· 403 high heel permits issued
· Awarded Certificate of Achievement for
Excellence in Financial Reporting for the
City’s Annual Comprehensive Financial
Report for the Fiscal Year ended June 30,
2024.
· 2,497 invoices processed
· 10 vacant positions filled, including Police
Chief and Library Director
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
· Implemented an electronic payment portal for the collection of administrative fees, including business licenses, TOT tax collections and CRID administration · New IT internship program established
· Street Addresses implementation program started
· Approved ballot measures for new revenues
2026-2027 PRIORITIES
· Digitize all historic City records, including Resolutions, Ordinances, and · Meeting Minutes, to improve accessibility and preserve institutional history. · Strategically implement Laserfiche software to create a centralized, web based platform for efficient records management and public access. · Evaluate and identify cost-effective off-site storage solutions to reduce physical storage needs and optimize space within City facilities. · Creation of web dashboard interface for more transparent fiscal reporting · Upgrade computer fleet to Windows 11 and prepare to pay for extended security update costs for any remaining Windows 10 computers. ($61/yr per PC) · Analyze departmental software priorities so that a strategic plan is developed which minimizes incompatible software.
· Implement Citywide Customer Service Program
25

BUDGET SUMMARY AND SERVICE IMPACTS
Office of the City Administrator
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-00-41001 Salaries $1,747,030 $1,960,191 $1,872,786 101-111-00-41003 Salaries -Part time 0 23,135 23,135
101-111-00-41005 Overtime 29 0 0
101-111-00-41101 Retirement 106,487 123,548 109,868
101-111-00-41103 Deferred Compensation 52,111 46,541 41,161 101-111-00-41104 Health Insurance 324,463 422,125 456,957 101-111-00-41105 Social Security 0 1,434 1,434
101-111-00-41106 Medicare 25,151 28,931 27,492
101-111-00-41107 LTD/STD/Life 1,357 4,226 5,386
101-111-00-41108 Worker's Comp 75,569 104,586 84,706
101-111-00-41109 Benefits-MOU Obligations 9,048 10,690 9,707 Salaries & Benefits Subtotal $2,341,245 $2,725,407 $2,632,632 101-111-00-42001 Contract Services $216,785 $566,500 $289,054 101-111-00-42002 Recruiting Services 29,765 57,500 50,500 101-111-00-42003 Auditing Services 77,325 96,500 75,000 101-111-00-42006 Records Management 7,528 25,000 26,000 101-111-00-42009 Advertising and Legal Notice 15,209 21,000 10,700 101-111-00-42015 Other Services 27,052 24,800 24,950
101-111-00-42101 Office Supplies 7,860 7,875 3,000
101-111-00-42102 Publications & Subscriptions 318,773 275,400 261,397 101-111-00-42105 Materials and Supplies 2,048 500 3,000 101-111-00-42106 Small Tools and Equipment 492 0 500
101-111-00-42115 Other Supplies 0 5,000 250
101-111-00-42202 Equipment Maintenance 7,486 8,750 10,000 101-111-00-42301 Training & Education 7,888 18,400 12,400 101-111-00-42302 Conferences & Meetings 13,636 17,625 18,200 101-111-00-42304 Dues & Memberships 9,426 3,580 6,780
101-111-00-42306 Employee Programs 2,784 6,000 6,000
101-111-00-42307 Employee Appreciation Costs 19,595 20,000 17,000 101-111-00-42403 Printing 8,722 5,900 9,000
101-111-00-42404 Shipping/Postage/Freight 16,708 500 500 101-111-00-42405 Telephone and Communications 161,058 125,000 125,000 101-111-00-42406 Bank & Merchant Fees 6,321 4,500 34,000 101-111-00-42407 Computer Non Capital 10,615 40,000 33,750 101-111-00-42410 Pre-employment Costs 2,418 4,000 3,000 Services & Supplies Subtotal $969,492 $1,334,330 $1,019,981 Total $3,310,737 $4,059,737 $3,652,613
26

STAFFING
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Administration
City Administrator 1.00 1.00 0.00
Assistant City Administrator 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
Administrative Technician 0.00 1.00 1.00
Administrative Coordinator 1.00 0.00 -1.00
City Clerk 1.00 1.00 0.00
Finance Manager 1.00 1.00 0.00
Accountant 1.00 1.00 0.00
Finance Analyst 1.00 1.00 0.00
Finance Specialist 1.00 1.00 0.00
Human Resources Manager 1.00 1.00 0.00
Information Services / Network Manager 1.00 1.00 0.00
IT Analyst 0.00 1.00 1.00
IT Help Desk/Technician 1.00 0.00 -1.00
IT Interns 0.00 0.50 0.50
Administration Total 12.00 12.50 0.50

ADMINISTRATION
The Administration divisional budget includes funding for the City’s Administrator’s performance evaluation within contract services, office supplies, conferences and meetings and employee appreciation costs.

Administration
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-10-42001 Contract Services $23,420 $152,585 $34,000 101-111-10-42015 Other Services 27,052 2,350 2,500
101-111-10-42101 Office Supplies 7,205 6,375 1,500
101-111-10-42102 Publications & Subscriptions 335 540 550 101-111-10-42302 Conferences & Meetings 11,202 5,325 9,200 101-111-10-42304 Dues & Memberships 3,691 1,350 4,550
101-111-10-42307 Employee Appreciation Costs 470 0 500
101-111-10-42403 Printing 0 100 200
101-111-10-42404 Shipping/Postage/Freight 16,708 500 500 Services & Supplies Subtotal $90,084 $169,125 $53,500
27

CITY CLERK
The City Clerk provides timely and accessible service to all inquiries and requests for public information and records, administration of elections, public records requests processing, records management, and the legislative process. The Clerk records the City’s legislative history through approved minutes and maintains City Ordinances and the Municipal Code; facilitates applications for appointments to boards and commissions; and coordinates Statements of Economic Interest as well as campaign and other financial disclosure-related filings.

City Clerk
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-11-42001 Contract Services $56,039 $48,300 $62,754 101-111-11-42006 Records Management 7,528 25,000 26,000 101-111-11-42009 Advertising and Legal Notice 13,422 15,000 10,000 101-111-11-42101 Office Supplies 321 1,000 1,000
101-111-11-42115 Other Supplies 0 0 5,000
101-111-11-42302 Conferences & Meetings 1,599 3,000 3,000 101-111-11-42304 Dues & Memberships 540 500 500
101-111-11-42403 Printing 3,686 2,500 5,000
Services & Supplies Subtotal $83,136 $95,300 $113,254

FINANCE
The Finance Department provides financial analysis and reporting through budget development and expenditure monitoring. It also handles routine operations—including accounts payable, payroll, tax collection, and licensing—while managing investments and debt and administrating the hostelry and restaurant improvement districts.

Finance
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-12-42001 Contract Services $77,781 $137,200 $44,800 101-111-12-42003 Auditing Services 77,325 96,500 75,000 101-111-12-42101 Office Supplies 31 0 0
101-111-12-42102 Publications & Subscriptions 1,357 29,350 30,500 101-111-12-42301 Training & Education 2,525 2,400 2,400 101-111-12-42304 Dues & Memberships 150 350 350
101-111-12-42403 Printing 4,673 2,900 3,800
101-111-12-42406 Bank & Merchant Fees 6,321 4,500 34,000 Services & Supplies Subtotal $170,162 $273,200 $190,850 28

HUMAN RESOURCES
Human Resources (HR) recruits, develops, and retains a diverse, well-qualified workforce that reflects the high standards of the community, and leads the City Departments in positive employee relations, talent management, succession planning, and employee engagement. Services include employee orientation, recruitment, performance assessment, compensation and job classification assessments, safety and wellness programs, and organization development. HR Staff is responsible for negotiating Memorandums of Understanding with the City’s three labor bargaining units, subject to Council direction and approval.

HR
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-13-42001 Contract Services $9,080 $68,415 $64,000 101-111-13-42002 Recruiting Services 29,765 57,500 50,500 101-111-13-42009 Advertising & Legal Notice 1,787 6,000 700 101-111-13-42101 Office Supplies 146 500 500
101-111-13-42102 Publications & Subscriptions 131 25,300 25,300 101-111-13-42301 Training & Education 1,373 6,000 2,500 101-111-13-42302 Conferences & Meetings 834 3,800 2,000 101-111-13-42304 Dues & Memberships 5,045 680 680
101-111-13-42306 Employee Programs 2,784 6,000 6,000
101-111-13-42307 Employee Appreciation Costs 19,125 20,000 16,500 101-111-13-42403 Printing 362 400 0
101-111-13-42410 Pre-employment Costs 2,418 4,000 3,000 Services & Supplies Subtotal $72,850 $198,595 $171,680

INFORMATION TECHNOLOGY
Information Technology (IT) provides innovative and secure technology solutions that support City departments in delivering quality services to the community. The purpose of IT is to provide a broad range of high-quality technology-related solutions to employees, departments, Councilmembers, and the community. In addition, IT supports and continuously improves essential technology infrastructure for enabling day-to-day operations of the City.
29

IT
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-111-14-42001 Contract Services $50,466 $160,000 $83,500 101-111-14-42015 Other Services 0 22,450 22,450
101-111-14-42101 Office Supplies 156 0 0
101-111-14-42102 Publications & Subscriptions 316,949 220,210 205,047 101-111-14-42105 Materials and Supplies 2,048 500 3,000 101-111-14-42106 Small Tools and Equipment 492 0 500
101-111-14-42202 Equipment Maintenance 7,486 8,750 10,000 101-111-14-42301 Training & Education 3,820 10,000 7,500 101-111-14-42302 Conferences & Meetings 0 5,500 4,000
101-111-14-42304 Dues & Memberships 0 700 700
101-111-14-42405 Telephone and Communications 161,058 125,000 125,000 101-111-14-42407 Computer Non capital 8,327 40,000 33,750 Services & Supplies Subtotal $550,801 $593,110 $495,447 30

CITYWIDE (NON-DEPARTMENTAL)
Citywide, or Non-Departmental costs, are expenses that are spread across the entire organization. These items include the unfunded pension liability, the City’s insurance premiums for general liability and property insurance, and the City’s share of costs toward retiree healthcare. Other operational expenses include utilities, property tax assessments and the administrative fee charged by Monterey County for property tax collection.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · $1 million contribution to the City’s §115 Pension Mitigation Trust

BUDGET SUMMARY AND SERVICE IMPACTS
· In addition to the employer contribution toward retirement for City employees, the City also is responsible for pension obligations for the unfunded actuarial liability (“UAL”). This amount increases by $264,403 or 9.7%, in FY 26-27 compared to the FY 25-26 Adopted Budget.
· The City’s liability insurance premiums are budgeted at $977,140, a decrease by $126,800, or 11%.
· Changes to the City’s out-of-pocket deductible per occurrence increased and the budget reflects the increase in the City’s exposure.

Non-Departmental
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-130-00-42501 Liability Insurance Premium $964,366 $1,103,940 $977,140 101-130-00-42503 PERS UAL Payment 2,298,486 2,708,158 2,972,561 101-130-00-42504 Insurance Claims Paid 3,481 100,000 450,000 101-130-00-42505 Utilities 493,804 464,000 477,000
101-130-00-42506 Property Tax Assessments 94,134 100,000 100,000 101-130-00-42508 Unemployment Costs 17,067 15,000 18,000 101-130-00-42509 Citywide Mailing Costs 0 24,845 25,000 101-130-00-42510 Retiree Health Share 84,578 87,000 85,000 101-130-00-42511 County Property Tax Admin Fees 57,868 75,000 75,000 101-130-00-42512 Forest Theater Utilities 0 10,000 10,000 Total $4,013,784 $4,687,943 $5,189,701
31

DEBT SERVICE (FUND 401)
Debt Service includes payments for the 2020 Refunding Lease Revenue Bonds. These payments total $518,900 as shown below.
2020 REFUNDING LEASE REVENUE BONDS
On September 10, 2010, City Council approved issuance and sale of certificates to finance improvements and the Sunset Center (the Sunset Theater Project), including the refinancing of the City’s lease payment obligation related to the preliminary financing of the Sunset Center (the 2010 Refunding Lease Revenue Bond). The Certificate of Participation (COP) of approximately $7.6 million included a maturity date of November 1, 2031. On September 3, 2020, the Public Improvement Authority and City Council determined that a refunding of the 2010 Bond was in the City’s best interest to take advantage of historically low interest rates and to achieve cash flow savings in light of the economic impact of the pandemic on the City’s revenues. The 2020 Refunding Lease Revenue Bond of approximately $3.9 million matures on November 1, 2032. The City made its first principal payment in FY 23-24 after two years of interest only payments.

FUNDING SOURCE
General Fund revenue is the source of funding for debt service obligations. The General Fund (Fund 101) will transfer $518,900 to Debt Service (Fund 401) in FY 26-27 with approximately 75% of that going to the principal.

Debt Service: Total
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
401-411-00-44001 Principal $375,000 $380,000 $405,000
401-411-00-44002 Interest 133,526 126,600 111,400
401-411-00-44003 Administrative Fees 2,105 2,500 2,500
Total $510,631 $509,100 $518,900
FY 24-25 Debt Service by Bond
Bond Principal Interest Fee Total
Sunset Center $405,000 $111,400 $2,500 $518,900
Total $405,000 $111,400 $2,500 $518,900
32

ECONOMIC DEVELOPMENT
Two of the City’s unique facilities include the performing arts venue known as the Sunset Community and Cultural Center and the Forest Theater, an outdoor amphitheater. These locations support musical performances, lectures and other cultural activities that enhance the quality of life for residents and promote the City and the Monterey Peninsula as an artistic and cultural destination.

In 2017, the City entered into a lease agreement with the Sunset Cultural Center, Inc. (SCC) for the management of these facilities and the terms of the lease require the City to make an annual grant to SCC to support operations. The annual grant for management of only Sunset Center is in this fiscal year’s budget.

In 2021, the City entered into a lease agreement with Pacific Repertory Theater (Pac Rep) for the management of the Forest Theater. This new lease does not require an operational grant payment. Rather, the City pays for a portion of utilities and repairs, which are budgeted in the Citywide (Non-Departmental) and Public Works budgets.

The City funds two organizations, Visit Carmel and See Monterey to manage visitors.

Visit Carmel, as the City’s destination marketing organization (DMO), maintains the City’s official travel website (www.carmelcalfornia.com) and develops targeted and seasonal marketing campaigns to encourage visitors to stay overnight, dine, and shop within the Village. See Monterey, as the DMO for all of Monterey County, works to manage and educate visitors coming to the broader County who may also choose to visit Carmel-by-the-Sea.

Another partner agency is the Carmel Chamber of Commerce, which operates the Visitor Center in town, publishes a comprehensive visitor guide, and assists businesses. The Chamber also supports small businesses and provides services to assist its members, including listing businesses on the Chamber website, providing educational programs, conducting outreach with businesses via weekly business walks with City elected officials and staff and marketing opportunities to “shop locally”.

BUDGET SUMMARY AND SERVICE IMPACTS
Economic Development
Account Number Details
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-122-00-42008 SCC- Sunset Center Operating Grant $750,000 $750,000 $750,000 101-122-00-42008 See Monterey 226,297 226,297 292,947
101-122-00-42008 Visit Carmel 120,000 120,000 120,000
101-122-00-42008 Carmel Chamber of Commerce 60,000 60,000 60,000 Total $1,156,297 $1,156,297 $1,222,947
33

LIBRARY
The Library is an efficient medium for the free and equitable distribution and exchange of books, information, and ideas; and a recognized social center providing the community with a place to learn, interact and gather. The Library aspires to be a welcoming place, in-person and virtually, where reading, learning and imagination thrive; a recognized leader and respected voice in our community; and a model library in our industry.

A five-member Board of Trustees appointed by the City Council governs the Library. The Harrison Memorial Library Board of Trustees, the Carmel Public Library Foundation, Harrison Memorial Library Friends of the Library, and the City work together in partnership to sustain the vital and historic tradition of providing free public library service of excellent quality for the residents and visitors of the City of Carmel and the Monterey Peninsula.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 21,773 reference and information questions were
answered
· 1,827 library cards were issued
· 98,658 library items were circulated
· 8,643 people attended library programs
· 133,376 visits were made to the library
· 8,884 logins were made to library wi-fi
· 122,000 digital items (e-books, audios,
magazines, films, music) were accessed
· 450 items added to the online historical collection
· 6 new oral history interviews were captured
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
Increased the number of adult, kids, and teen
programs. Attendance at all programs continues to grow and patrons are enjoying the variety of programs.
· Hired an Interim Library Director and completed the recruitment and hiring for a permanent Library Director.
· Actively working on the FY 2025-27 Library Strategic Plan objectives. In March 2026 the Library Board of Trustees established a Library Strategic Plan Ad Hoc Committee to work closely with staff. Staff provided an update. 2026-2027 PRIORITIES
· Continue work to accomplish FY 2025-2027 Library Strategic Plan objectives. · Relocate and open a temporary library for operation by fall 2026 while the Harrison Memorial Library restoration project is under construction. 34

· Participate in design development and construction processes for the Harrison Memorial Library restoration project.
· Establish a circulating collection for all ages at the Park Branch Library. · Open the Park Branch Library for Saturday operations.

BUDGET SUMMARY AND SERVICE IMPACTS
Library
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-120-00-41001 Salaries $813,182 $918,714 $859,112
101-120-00-41003 Salaries -Part time 126,365 263,505 228,720 101-120-00-41101 Retirement 54,785 57,229 38,599
101-120-00-41103 Deferred Compensation 10,275 11,436 6,300 101-120-00-41104 Health Insurance 138,521 159,635 156,174 101-120-00-41105 Social Security 6,707 16,344 27,819
101-120-00-41106 Medicare 13,485 17,155 15,774
101-120-00-41107 LTD/STD/Life 886 1,399 1,287
101-120-00-41108 Worker's Comp 45,503 61,582 48,602
101-120-00-41109 Benefits-MOU Obligations 14,242 14,986 14,560 Salaries & Benefits Subtotal $1,223,951 $1,521,984 $1,396,947 101-120-00-42001 Contract Services $5,666 $10,500 $15,000 Services & Supplies Subtotal $5,666 $10,500 $15,000
Total $1,229,617 $1,532,484 $1,411,947

STAFFING
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Library
Library Director 1.00 1.00 0.00
Supervising Librarian 2.00 2.00 0.00
Librarian 1.00 1.00 0.00
Library Associate 3.00 3.00 0.00
Library Assistant 1.00 1.00 0.00
Executive Assistant 0.50 0.00 -0.50
Administration Technician 0.00 1.00 1.00
Librarian II (Local History) 0.00 0.00 0.00
Hourly Librarian 1.00 0.50 -0.50
Hourly Library Assistant 2.00 2.00 0.00
Library Total 11.50 11.50 0.00
35

COMMUNITY ACTIVITIES
The Community Activities Department encourages and
supports the interaction of neighbors, friends, families and visitors through the shared experience of special
events, programs, and gatherings which bring the
community together safely on the City’s streets and in
its parks and create opportunities to interact, celebrate, enrich people’s lives, and promote inclusiveness. Its
mission is to inspire connections and strengthen
community bonds by creating safe, inclusive events that foster belonging through shared celebrations and
gatherings.

The Community Activities Department facilitates the
weekly Farmers’ Market, permitting special events,
beach events, and filming, in addition to organizing the City’s annual special events (Memorial Day, 4th of July, Sandcastle Contest, Pumpkin Roll, Halloween Parade, Veteran’s Day, Homecrafters’ Marketplace, and Holiday Menorah and Tree-lighting).

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 125 beach, film, parking stall, special event and Car Week permits · 11 planned and facilitated City Special Events.
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
· Reestablished the Community
Activities Commission
· Updated Mission Statement
2026-2027 PRIORITIES
· Plan special events to celebrate the
City’s 110th Birthday in October
2026
· Continue to engage the
Community Activities Commission
in planning and executing City events
· Continue to explore potential collaborations with community partners 36

BUDGET SUMMARY AND SERVICE IMPACTS
Community Activities Department expenses include costs for advertising, banners and signage, event and office supplies for City events, equipment replacements, Community Activities Commission initiatives, and the Farmers’ Market.

Community Activities
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-121-00-41001 Salaries $48,506 $62,351 $118,872
101-121-00-41003 Salaries -Part time 0 28,649 0
101-121-00-41101 Retirement 4,652 5,553 10,921
101-121-00-41103 Deferred Compensation 600 1,219 1,200
101-121-00-41104 Health Insurance 5,667 14,324 14,491
101-121-00-41105 Social Security 0 1,776 0
101-121-00-41106 Medicare 677 1,332 1,724
101-121-00-41107 LTD/STD/Life 51 209 418
101-121-00-41108 Worker's Comp 4,375 4,768 5,311
Salaries & Benefits Subtotal $64,528 $120,182 $152,937
101-121-00-42001 Contract Services $81,616 $111,040 $107,890 101-121-00-42005 Community Promotions 11,717 9,340 19,090 101-121-00-42009 Advertising and Legal Notice 3,410 6,950 5,000 101-121-00-42101 Office Supplies 169 200 200
101-121-00-42403 Printing 241 1,440 1,530
Services & Supplies Subtotal $97,153 $128,970 $133,710
Total $161,681 $249,152 $286,647

STAFFING
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Community Activities
Community Services Assistant 0.50 0.00 -0.50
Administrative Analyst 0.00 1.00 1.00
Executive Assistant 0.50 0.00 -0.50
Community Activities Total 1.00 1.00 0.00
37

COMMUNITY PLANNING AND BUILDING
The Community Planning and Building Department (CPB) includes the Administration, Planning, Building, and Code Compliance divisions and is responsible for preserving community character while fostering a vibrant community and a high quality of life for its residents, businesses and visitors.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 344 Planning Permits Applications
· 53 Business Licenses Applications
· 534 Building Permits Applications
· 203 Code Compliance Cases
· 10 Transient Rental Case
· 233 Encroachment Permit Applications
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
· Adopted the updated Fire Hazard Severity Zone Map via ordinance. · Adopted the Historic Context Statement update and received certification from the California Coastal Commission.
· Adopted consultant contract with Opticos Design and commenced work on the City’s Objective Design and Development Standards.
· Adopted the Water Allocation Resolution placing 14-acre feet of water received from the Monterey Peninsula Water Management District into six water allocation categories.
· Created a Permit Streamline Task Force to elicit suggestions for permit process improvements.
· Conducted internal staff training with the goal of providing cross-training opportunities resulting in holistic project review.
· Adopted consultant contract with Granicus for improved Short-Term Rental compliance.
· Received Planning Commission recommendation on a draft Roof Material Policy. · Continued work with the Affordable Housing Alternatives (“AHA”) resident group and finalized the 6th Cycle General Plan Housing Element amendment draft.
· Submitted the 6th Cycle General Plan Housing Element amendment to the California Department of Housing and Community Development for review and certification.
· Provided assistance to Public Works on the Carmel Coastal Hazards Local Coastal Program update.
· Received Planning Commission direction on the draft Accessory Dwelling Unit Ordinance Update.
· Adopted the Building Code Update Ordinance.
· Commenced quarterly check-in meetings with California Coastal Commission staff.
· Created a Long-Range Planning work plan.
38

· Updated Staff Report and Draft Resolution templates.
2026-2027 PRIORITIES
· Adoption of updated Design Guidelines and Zoning Code through the Design Traditions 1.5 Project.
· Adoption of ordinances for the 6th Cycle General Plan Housing Element implementation.
· Complete the scanning/digitizing of rolled building plans currently in storage at Vista Lobos.
· Adopt the General plan Safety Element updates before the end of fiscal year 2027.
· Adoption of the updated Accessory Dwelling Unit Ordinance. · Engage staff to participate in more training opportunities to continue the professionalization and growth of the Community Planning and Building Department.
· Adopt necessary ordinances and policies to ensure development and construction consistency with update state laws on wildfire.
· Replace existing permitting software to increase efficiency and improve user (applicants and staff) experience.
· Continue to meet with the Permit Streamline Task Force to identify policy gaps and improve confusing/complex regulations and processes. · Continue to collaborate with Public Works to improve the permit process for interrelated tasks.
· Update and improve Planning handouts and checklists.
· Update and improve Building handouts and checklists.
· Update and improve Code Compliance handouts.
· Continue internal training program and include cross training with Public Works, Monterey Fire Department and California Coastal Commission staff. 39

BUDGET SUMMARY AND SERVICE IMPACTS
Community Planning & Building
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-115-00-41001 Salaries $1,131,924 $1,604,924 $1,604,331 101-115-00-41005 Overtime 1,440 0 0
101-115-00-41101 Retirement 60,897 85,614 84,808
101-115-00-41103 Deferred Compensation 8,000 12,216 12,300 101-115-00-41104 Health Insurance 231,680 339,397 366,940 101-115-00-41106 Medicare 15,942 23,254 23,262
101-115-00-41107 LTD/STD/Life 1,135 2,067 3,390
101-115-00-41108 Worker's Comp 51,954 83,899 71,704
101-115-00-41109 Benefits-MOU Obligations 18,587 23,623 22,880 Salaries & Benefits Subtotal $1,521,560 $2,174,995 $2,189,615 101-115-00-42001 Contract Services $221,867 $179,135 $179,185 101-115-00-42009 Advertising and Legal Notice 500 0 12,000 101-115-00-42101 Office Supplies 2,633 7,100 2,000
101-115-00-42102 Publications & Subscriptions 1,673 18,138 15,850 101-115-00-42104 Safety Equipment and Supplies 2,638 1,700 2,600 101-115-00-42106 Small Tools and Equipment 0 0 500
101-115-00-42107 Gas and Oil 250 100 0
101-115-00-42115 Other Supplies 2,962 4,300 1,400
101-115-00-42301 Training & Education 9,225 11,305 8,195 101-115-00-42302 Conferences & Meetings 5,735 10,700 6,620 101-115-00-42304 Dues & Memberships 5,084 6,760 6,930
101-115-00-42403 Printing 1,334 1,150 4,800
Services & Supplies Subtotal $253,902 $240,388 $240,080 Total $1,775,462 $2,415,383 $2,429,695

STAFFING
40

ADMINISTRATION
The Administration Division provides administrative support, budgeting, scheduling and performance oversight of the Community Planning and Building operating divisions.

Community Planning & Building: Administration
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-115-23-42001 Contract Services $0 $0 $5,250
101-115-23-42102 Publications & Subscriptions 0 0 250
101-115-23-42304 Dues & Memberships 0 0 1,200
Services & Supplies Subtotal $0 $0 $6,700

PLANNING
The Planning Division processes current development applications, maintains the General Plan, and ensures that capital programs, zoning and other activities of the City are consistent with the goals and policies of the Plan.

Community Planning & Building: Planning
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-115-20-42001 Contract Services $191,663 $79,200 $98,800 101-115-20-42009 Advertising and Legal Notice 500 0 12,000 101-115-20-42101 Office Supplies 2,633 7,100 2,000
101-115-20-42102 Publications & Subscriptions 1,613 1,138 600 101-115-20-42104 Safety Equipment and Supplies 2,638 1,700 2,600 101-115-20-42115 Other Supplies 1,210 575 0
101-115-20-42301 Training & Education 5,435 6,825 4,365 101-115-20-42302 Conferences & Meetings 1,695 4,000 950 101-115-20-42304 Dues & Memberships 3,800 4,680 3,500
101-115-20-42403 Printing 1,334 1,150 4,800
Services & Supplies Subtotal $212,523 $106,368 $129,615

BUILDING SAFETY
The Building Safety Division is responsible for plans examination and inspections of City and private development projects to ensure compliance with building codes. 41

Community Planning & Building: Building
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-115-21-42001 Contract Services $16,055 $84,935 $65,635 101-115-21-42102 Publications & Subscriptions 60 17,000 15,000 101-115-21-42106 Small Tools and Equipment 0 0 500
101-115-21-42107 Gas and Oil 250 100 0
101-115-21-42115 Other Supplies 1,752 2,225 700
101-115-21-42301 Training & Education 1,700 4,480 1,830 101-115-21-42302 Conferences & Meetings 1,730 4,300 3,670 101-115-21-42304 Dues & Memberships 1,284 2,080 2,030
Services & Supplies Subtotal $22,831 $115,120 $89,365

CODE COMPLIANCE
The Code Compliance Division ensures compliance with the City Municipal Code. This function includes public education and outreach on existing laws and resolving code violations.

Community Planning & Building: Code Compliance
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-115-22-42001 Contract Services $14,148 $15,000 $9,500 101-115-22-42115 Other Supplies 0 1,500 700
101-115-22-42301 Training & Education 2,090 0 2,000
101-115-22-42302 Conferences & Meetings 2,310 2,400 2,000 101-115-22-42304 Dues & Memberships 0 0 200
Services & Supplies Subtotal $18,548 $18,900 $14,400
42

PUBLIC WORKS
The mission of the Public Works Department is to plan, design, construct, operate, and maintain public infrastructure, streets, sidewalks, storm drains, building facilities, the urban forest, parks, and beach that contribute to the health, safety, and well-being of the Village. Public Works consists of an administrative unit and five operating divisions:

Street Maintenance, Facilities Maintenance, Environmental Compliance, Project Management, and Forestry, Parks and Beach.

YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 133 Trees planted
· 157 Tree permits issued
· 54 tons of hot mix asphalt for in-house street
repairs
· 29 potholes filled
· 1,001 USA tickets
· 5,248 Linear Feet of asphalt overlay
· 1,430 sidewalk grinds
· 206 Encroachment Permits
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
Street and Sidewalk Maintenance
· City-Wide Sidewalk Repairs: Initiated a major sidewalk shaving project and fixed 1,426 identified locations for safety.
· Contracted with Precision Concrete Cutting for a digital sidewalk assessment and mapping database.
· Asphalt and Berm Enhancements: Performed continuous hot-mix street repairs, fixed uneven pavement, and installed multiple hot-mix asphalt berms throughout the city to improve street drainage.
· Storm and Erosion Management: Cleaned storm drains to prepare for winter rains and managed multiple emergency erosion issues, including building rock drainage channels and repairing the 4th Avenue pathway and Serra Trail in the Mission Trail Nature Preserve (MTNP).
· Installed 16 new stop signs, repaired damaged street signs. · Maintained public sandbag station.
· Procured Compact Track Loader and two EV pickup trucks.

Habitat Restoration & Environmental Oversight
· North Dunes Restoration Project: Continued the removal of invasive ice plant and began clearing over 2.5 acres of it. Navigated the multi-year renewal process for the 5-year Coastal Development Permit.
· Carmel Beach Sea Level Rise/Adaptation Project: Completed a Socio-Economic Report, conducted community surveys and workshops, and presented the 43

resulting Adaptation Pathway Report to both the Planning Commission and Forest & Beach Commission.

Stormwater & Waste Management
· Stormwater Compliance: Completed dryweather and wet-weather stormwater outfall sampling in coordination with Applied
Marine Science and the Monterey Sanctuary
Foundation.
· Conducted ongoing, periodic construction
site inspections, restaurant grease-trap
inspections, and successfully navigated an
intensive audit by the State Water Board.
· Waste Management: Executed a Franchise
Agreement MOU with ReGen and member
agencies. Coordinated the cleaning and
water-vacuuming of 30 downtown trash
cans and prepared records for CalRecycle
physical audits.
· Copper Gutter Policy: Installed BioChar
socks at the 4th Ave storm drain to test filtration and progressed the policy to the Planning Commission and City Council.

Facilities Improvements & Repairs
· Fire Station Upgrades: Completed construction to accommodate a new Fire Truck, while replacing the facility's epoxy flooring, relocating the turnout room, and indoor painting.
· Forest Theater: Completed repairs to the Forest Theater stage. · Sunset Center: Completed Phase II of exterior painting, replaced an elevator power unit.
· Completed Yoga Center reroofing project.
· First Murphy House: Repaired extensive dry rot.
· Installed A/C units at Vista Lobos, Public Works, and City Hall. · Installed new rollup door and upgraded security at the PW administrative office. · Installed new ADA handrails on the Ocean Ave side of Devendorf Park. · Completed Park Branch Library window repairs.

Urbanized Forest, Parks & Landscaping
· Completed the deferred maintenance “catchup plan” of removing dead trees and stumps, one year ahead of schedule.
· Carmel Forest Master Plan (CFMP): Completed the first draft, collected feedback from the steering committee and the public, created a dedicated webpage to track the project's progress, and advanced the plan into the CEQA environmental review process.
44

· Fire Defense & Tree Maintenance: Removed hundreds of dead, dying, or hazardous trees, pruned for street clearance, and planted new trees. Created vehicle turnarounds in the MTNP.
· Tree Fine Ad-Hoc Committee: Formed an ad-hoc committee to overhaul the Tree Fee and Fine Schedule, specifically targeting unauthorized tree removals and damage during construction.
· Parks & Landscaping: Re-landscaped the Rio Road Medians, actively watered newly planted trees across the city, and modernized irrigation systems by replacing broken valves and control boxes at Devendorf Park and Vista Lobos.

Project Management (CIP)
· Shoreline Infrastructure: Brought the 10th and 12th Avenue Beach Stairs to 100% design completion and submitted them for bidding.
· Facilitated geotechnical investigations and concept designs for the 4th Ave Outfall and Sand Ramp.
· Initiated emergency engineering designs and tarping for the 11th Ave shoreline bluff erosion.
· Conglomerate Paving Project: Managed a
massive paving project that included city-wide
street paving, sidewalk repairs, and AC berm
installations.
· Process Improvements & Utilities Coordination:

Published a CIP Gantt chart and process
documents online for transparency.
· Coordinated extensive utility infrastructure
replacements across the city with CalAm and
CAWD.
2026-2027 PRIORITIES
· Construction of shoreline infrastructure repairs,
including beach stairs at 10th Avenue and 12th
Avenue
· Complete designs and begin construction of the
8th Avenue Sand Ramp
· Construct the Fourth Avenue outfall
· Construct the Junipero bypass drainage project
· Implement Copper Policy
· Repair retaining walls at Sunset Center
· Fire service backflows upgrades for City Hall and both libraries · City Hall exterior shingles replacement and handrail painting · Flanders Mansion window frame/gutter painting
· Repair roof leaks into Public Works garage
· ADA upgrades for 2nd elevator unit at Sunset Center
· Paint Vista Lobos building
· Upgrade electrical panel and install EV chargers at Vista Lobos 45

· Complete fire fuel abatement along emergency exit routes and secondary exit routes
· Implement beautification projects, including the re-landscaping of the First Murphy park
· Install new split rail fencing at the north end of the North Dunes Habitat Restoration Area
· Continue North Dunes Restoration Improvements and Reporting, including removal of ice plant, acacia trees, and the protection of endangered plants · Complete the new Amendment to the Coastal Development Permit for the North Dunes Habitat Restoration Area
· Design MTNP stream projects 4 & 5

BUDGET SUMMARY AND SERVICE IMPACTS
46

STAFFING
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Public Works
Director of Public Works 1.00 1.00 0.00
Administrative Coordinator 1.00 1.00 0.00
Public Works Superintendent 1.00 1.00 0.00
Street Supervisor 1.00 1.00 0.00
Streets Maintenance Worker III 2.00 1.00 -1.00
Streets Maintenance Worker I/II 5.00 6.00 1.00
Facilities Maintenance Supervisor 1.00 1.00 0.00
Facilities Maintenance Specialist 1.00 1.00 0.00
Environmental Compliance Manager 1.00 1.00 0.00
Environmental Administrative Analyst 1.00 1.00 0.00
Capital Program Manager 0.00 1.00 1.00
Project Manager 2.00 2.00 0.00
City Forester 1.00 1.00 0.00
Assistant City Forester 1.00 1.00 0.00
Tree Climber & Care Specialist 1.00 1.00 0.00
Administrative Analyst 1.00 1.00 0.00
F&B Maintenance Worker I/II 3.00 3.00 0.00
Tree Permit Technician 1.00 1.00 0.00
Public Works Total 25.00 26.00 1.00

ADMINISTRATION
The Administration Division prepares Council agenda
reports, monthly status reports, and annual 5-year Capital Improvement Plan, make presentations, serves as Executive Team liaison to the Forest and Beach Commission and on the Transportation Agency for Monterey County Technical
Advisory Committee (TAMC TAC) and Traffic Safety
Committees, liaison to volunteer groups throughout the City, performs engineering services, and provides administrative support, budgeting, scheduling, and performance oversight of the operating divisions.
47

PW Administration
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-40-42001 Contract Services $22,278 $19,700 $16,500 101-119-40-42009 Advertising and Legal Notice 4,722 4,075 4,400 101-119-40-42101 Office Supplies 1,263 6,000 5,000
101-119-40-42102 Publications & Subscriptions 6,615 19,000 860 101-119-40-42104 Safety Equipment and Supplies 13,898 11,000 0 101-119-40-42203 Vehicle Maintenance* 54 0 0
101-119-40-42301 Training & Education 9,002 14,000 16,800 101-119-40-42304 Dues & Memberships 1,426 4,060 4,195
101-119-40-42403 Printing 192 0 0
Services & Supplies Subtotal $59,449 $77,835 $47,755

STREET MAINTENANCE
The Street Maintenance Division supervises Public Works field personnel, prioritizes and allocates equipment, tools, and material resources, repairs streets, potholes, sidewalks, curbs, fencing, storm drainage system, berms, traffic signs, striping,
and pavement markings, performs street sweeping, provides fleet maintenance services, reviews utility and encroachment permit applications, supports City events, and provides emergency response.

PW Street
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-41-42001 Contract Services $50,277 $42,745 $31,200 101-119-41-42102 Publications & Subscriptions 0 0 7,000 101-119-41-42104 Safety Equipment and Supplies 0 0 10,000 101-119-41-42105 Materials and Supplies 88,253 71,500 80,100 101-119-41-42106 Small Tools and Equipment 2,611 17,500 10,800 101-119-41-42107 Gas and Oil 32,023 38,000 41,000
101-119-41-42202 Equipment Maintenance 13,515 30,555 32,000 101-119-41-42203 Vehicle Maintenance 27,027 39,500 40,500 101-119-41-42409 Rentals 6,879 10,000 20,600
Services & Supplies Subtotal $220,585 $249,800 $273,200 48

FACILITIES MAINTENANCE
The Facilities Maintenance Division
maintains and repairs 20 City-owned
buildings and facilities totaling 137,000
square feet, including 8 historic
buildings nearly 100 years old, supports
facility renovation capital
improvements, oversees the janitorial
contract, obtains quotes and manages
building trade contractors, implements
ADA projects, and performs annual fire
safety apparatus, generators, and
backflow inspections.

PW Facilities
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-42-42001 Contract Services $598,094 $624,585 $578,880 101-119-42-42105 Materials and Supplies 68,301 99,500 72,450 Services & Supplies Subtotal $666,395 $724,085 $651,330

ENVIRONMENTAL COMPLIANCE
The Environmental Compliance Division enforces State storm water quality and waste reduction/recycling regulations, oversees the City’s waste hauler contract, implements Climate Action and Adaptation Plan projects, serves on the ReGen Monterey and Monterey Regional Stormwater Management Program TAC committees, manages sensitive projects in the North Dunes and Mission Trail Nature Preserve (MTNP), evaluates energy reduction initiatives, and coordinates with partners on resiliency, environmental, and sustainability-focused projects.

PW Environmental Compliance
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-43-42001 Contract Services $149,724 $188,200 $237,510 101-119-43-42408 Permits and Licenses 11,814 14,500 15,225 Services & Supplies Subtotal $161,538 $202,700 $252,735 49

PROJECT MANAGEMENT
The Project Management Division implements planning, design, engineering, public bidding, and construction of capital improvement projects, including transportation, drainage, and facility renovation projects, performs condition assessments, manages consultants and contractors, coordinates with utility providers and other City departments, prepares special conditions of approval for major encroachment permits, checks technical reports and plans, obtains permits, and prepares specifications, contract documents, and cost estimates.

PW Project Management
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-44-42102 Publications & Subscriptions 0 0 $4,500 101-119-44-42105 Materials and Supplies 0 0 600
101-119-44-42301 Training & Education 250 0 2,000
101-119-44-42302 Conferences & Meetings 0 0 2,500
101-119-44-42403 Printing 0 0 2,500
101-119-44-42999 Contra Operating Expenses 0 0 (12,100) Services & Supplies Subtotal $250 $0 $0

FORESTRY, PARKS AND BEACH
The Forestry, Parks and Beach Division performs tree management for 12,000+ City trees, including planting, pruning, and removal services, prepares reports and presentations for Forest & Beach Commission meetings, maintains eight City parks, Carmel Beach, open spaces, and landscaped islands, collaborates with volunteer organizations, processes tree removal/pruning permits, reviews private development applications, manages multiple on-call tree care and landscape maintenance service contractors, and provides emergency response during storms.

PW Forest & Beach
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-119-45-42001 Contract Services $1,144,433 $577,340 $865,000 101-119-45-42105 Materials and Supplies 73,871 98,475 68,225 Services & Supplies Subtotal $1,218,304 $675,815 $933,225 50

PUBLIC SAFETY
YTD 2025-2026 WORKLOAD INDICATORS / PERFORMANCE MEASURES · 631 Fire calls for service
· 339 Ambulance calls for service in City limits
· 614 Ambulance calls for service outside City limits
· 9,646 Police calls for service
· 431 Traffic violations issued
· 3,164 Parking tickets issued
2025-2026 INITIATIVES AND ACCOMPLISHMENTS
· Ambulance Merger with Monterey Fire
· Implemented a Police Social Media Presence
· Successful recruitments to fill Police Officer positions · Development and execution of a citywide evacuation drill 2026-2027 PRIORITIES
· Continue recruitments to fill additional Police Officer positions and be fully staffed.
· Continue work towards the completion of the Police Department Remodel Project.
· Update the City Emergency Operations Plan.
· Expand the Seniors Helping Seniors program to include an App for seniors needing special care during emergencies.

POLICE DEPARTMENT
The Police Department is responsible for law enforcement and crime prevention within the City. The mission of the Department is to protect and serve, with the primary responsibility of ensuring the rights of citizens and visitors to live in peace and safety. It also oversees the management and operation of the Emergency Operations Center; the Volunteers in Policing Program (VIPs) that assists with daily clerical activities, errands, public outreach and special events and the City Community Emergency Response Team (CERT) of volunteers ready to assist the community during an emergency situation.

BUDGET SUMMARY AND SERVICE IMPACTS
The FY 26-27 Budget reflects a total decrease of $216,000 from the FY 25-26 budget.

The decrease is primarily the result of the change in Salaries and Benefits. Contract services include expenses critical to operations including dispatch, jail booking and animal services provided by Monterey County; tasers, body and surveillance cameras and associated maintenance costs.
51

Police
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-116-00-41001 Salaries $613,587 $905,162 $690,344
101-116-00-41002 Salaries -Safety 1,892,743 2,409,354 2,575,908 101-116-00-41005 Overtime 0 37,500 0
101-116-00-41006 Overtime -Safety 500,025 113,529 200,000 101-116-00-41009 Holiday in Lieu 119,745 116,197 131,494 101-116-00-41101 Retirement 42,973 59,573 45,177
101-116-00-41102 Retirement -Safety 316,070 293,521 389,266 101-116-00-41103 Deferred Compensation 210,539 199,623 45,568 101-116-00-41104 Health Insurance 388,588 657,795 536,779 101-116-00-41105 Social Security 0 0 5,578
101-116-00-41106 Medicare 47,329 52,930 48,787
101-116-00-41107 LTD/STD/Life 2,282 3,209 4,607
101-116-00-41108 Worker's Comp 141,590 191,243 150,323
101-116-00-41111 Uniform Allowance 21,030 19,014 21,840 Salaries & Benefits Subtotal $4,296,501 $5,058,650 $4,845,671 101-116-00-42001 Contract Services $245,801 $250,000 $329,393 101-116-00-42005 Community Promotions 1,067 5,300 2,000 101-116-00-42101 Office Supplies 5,600 8,800 5,000
101-116-00-42102 Publications & Subscriptions 308 420 350 101-116-00-42104 Safety Equipment and Supplies 35,821 51,500 79,800 101-116-00-42107 Gas and Oil 27,306 35,000 25,000
101-116-00-42201 Building Maintenance 779 2,000 0
101-116-00-42202 Equipment Maintenance 35,900 85,700 28,000 101-116-00-42203 Vehicle Maintenance 48,273 40,000 40,000 101-116-00-42301 Training & Education 44,579 50,000 30,000 101-116-00-42304 Dues & Memberships 1,369 1,400 6,300
101-116-00-42403 Printing 238 6,300 1,700
101-116-00-42404 Shipping/Postage/Freight 13 600 200
101-116-00-42405 Telephone and Communications 2,042 10,000 0 101-116-00-42415 Other Expenditures 25,407 12,000 8,000 Services & Supplies Subtotal $474,503 $559,020 $555,743 Total $4,771,004 $5,617,670 $5,401,414
52

STAFFING
FY 25/26 FY 26/27
Department and Title Adopted Recommended Change
Police
Public Safety Director 1.00 1.00 0.00
Police Commander 1.00 1.00 0.00
Sergeant 3.00 3.00 0.00
Police Officer 10.00 10.00 0.00
Police Services Supervisor 1.00 1.00 0.00
Police Services Officer 6.00 5.50 -0.50
Community Services Officer/Animal Control 2.00 2.50 0.50 Police Total 24.00 24.00 0.00

FIRE DEPARTMENT
The Fire Department is primarily responsible for saving lives and protecting property through the prevention and control of fires. The Fire Department has operated under a contract with the City of Monterey since 2012. The Assistant City Administrator manages the contract with the City of Monterey and is responsible for oversight of needed equipment and supplies.

BUDGET SUMMARY AND SERVICE IMPACTS
The FY 26-27 budget reflects a total increase of $168,000 over FY 25-26 Estimated Actual. Contract Services include fire coverage, Chief management and Fire Prevention Service all provided by the City of Monterey ($3,618,584). It also includes County of Monterey dispatch services, alarm service, as well as laundry service.

Fire
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-117-00-42001 Contract Services $3,520,760 $3,558,924 $3,727,484 101-117-00-42005 Community Promotions 1,150 1,000 1,000 101-117-00-42103 Medical Supplies 0 3,000 3,000
101-117-00-42104 Safety Equipment and Supplies 5,749 0 0 101-117-00-42107 Gas and Oil 8,339 22,000 22,000
101-117-00-42202 Equipment Maintenance 1,257 4,500 4,500 101-117-00-42203 Vehicle Maintenance 103,192 40,000 40,000 Total $3,640,447 $3,629,424 $3,797,984
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AMBULANCE
The Ambulance Department provides advanced life support ambulance service to the residents of Carmel-by-the-Sea. Ambulance has operated under a contract with the City of Monterey since 2025. The Assistant City Administrator manages the contract with the City of Monterey and is responsible for oversight of needed equipment and supplies.

Ambulance staffing includes paramedic-firefighters and emergency medical technicianfirefighters to provide front line medical emergency response and all-hazard response as a key component of the City’s public safety services.

Ambulance
Account Number Account Description
FY24-25
Actual
FY25-26
Estimated
Actual
FY26-27
Recommended
Budget
101-118-00-41002 Salaries -Safety $734,676 $214,875 $0
101-118-00-41006 Overtime -Safety 268,848 78,017 0
101-118-00-41009 Holiday in Lieu 65,124 8,069 0
101-118-00-41102 Retirement -Safety 87,615 21,478 0
101-118-00-41103 Deferred Compensation 4,900 1,138 0
101-118-00-41104 Health Insurance 81,160 20,366 0
101-118-00-41106 Medicare 15,238 4,298 0
101-118-00-41107 LTD/STD/Life 547 130 0
101-118-00-41108 Worker's Comp 46,288 0 0
101-118-00-41111 Uniform Allowance 2,875 969 0
Salaries & Benefits Subtotal $1,307,271 $349,339 $0
101-118-00-42001 Contract Services $158,533 $2,456,110 $2,224,489 101-118-00-42103 Medical Supplies 50,302 48,150 45,000
101-118-00-42104 Safety Equipment and Supplies 480 17,500 5,000 101-118-00-42107 Gas and Oil 8,789 21,000 15,000
101-118-00-42201 Building Maintenance 2,177 5,000 5,000 101-118-00-42202 Equipment Maintenance 663 4,000 0
101-118-00-42203 Vehicle Maintenance 31,951 70,000 35,000 101-118-00-42301 Training & Education 5,620 15,000 0
Services & Supplies Subtotal $258,514 $2,636,760 $2,329,489 Total $1,565,785 $2,986,099 $2,329,489
54

CAPITAL IMPROVEMENT
PLAN
55

CAPITAL IMPROVEMENT PLAN
The FY 26-27 Budget includes $8.5 million for capital projects, including vehicles and equipment. This level of capital spending represents 21% of the total citywide budget of $41.3 million and requires the use of $2.3 million of the City’s unassigned fund balance.

Sales tax revenue generated by Measure C, the City’s local sales tax, plays a pivotal role in providing a funding source for the City’s capital needs. The presence of state and county gas and transit taxes also provide a consistent base, albeit partial, for much needed street projects. That said, the five-year capital plan points out that, as vital as these funding sources are, they cannot cover the full scope of identified improvements in the long-term requiring that we attend to the highest needs and deferring others until funding becomes available.

The “FY 26-27 CIP Funding by Category” donut chart illustrates the allocation of Capital Improvement Program funds across eight sectors, with Facilities receiving the largest share at 47%—nearly half of the total budget. Streets & Sidewalks and Forest, Parks & Beach follow as the next largest priorities, accounting for 15% and 11% of funding, respectively. The remaining quarter of the budget is distributed among Drainage (7%), Project Management (6%), and Contingency (6%), while Vehicle and Equipment (6%) and Planning (2%) receive the smallest portions of the projected funding. 56

VEHICLE AND EQUIPMENT FUND
Funding for vehicles and equipment prioritizes public safety response capabilities, including enhanced communications and the purchase of new vehicles. A focus on environmentally friendly vehicles is evident in this year’s spending plan.

Vehicle and Equipment Fund
Account Number Account Description
FY26-27
Recommended
Budget
503-513-00-43005 PW Patch Truck 125,000
503-513-00-43005 PD Radar Trailer 25,000
503-513-00-43005 PD Parking Vehicle 50,000
503-513-00-43005 PD Admin Vehicle EV 75,000
503-513-00-43005 PD Animal Control Vehicle 75,000
503-513-00-43006 Police Radios Year 6 of 6 30,000
503-513-00-43007 Tracnet Replacement (RIMS Sun System) 200,000 Vehicle and Equipment Total $580,000
Publics Works Fleet
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- sized truck, outfitted with a dump bed, lift gate, and tack oil sprayer. An EV option will be evaluated.

Police Department Fleet
Police will be replacing four 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. EV options for all vehicles will be evaluated.

Police Radios Lease, Year 6 of 6
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 Public Safety Automation Solutions
Replace and/or upgrade current automated system for records management, jail management and computer aided dispatch.
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CAPITAL PROJECTS FUND
The Capital Projects budget for expenditure includes 20 new projects for a total of $7.9 million of new funds requested in FY26-27. There are another 9 projects being carried over from FY25-26 with a reserve of fund balance of $2.1 million.

STREETS AND SIDEWALKS INFRASTRUCTURE
Maintaining roadway and pedestrian infrastructure integrity remains a core focus of the CIP program.
10-Year Street Improvement Program ($200,000)
This project funds engineering design for priority street rehabilitation and improvement 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 58

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, which 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.

The 10-Year Street Improvement Program brings all
streets above a PCI of 50 and an average PCI of 80 within ten years.
10-Year Street Preventative Maintenance Program ($850,000) This project includes rehabilitation work on selected streets identified through the StreetSaver pavement evaluation program. Improvements will consist primarily of microseal/microsurfacing or similar 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.

The 10-Year Street Preventative Maintenance Program brings all streets above a PCI of 50 and an average PCI of 80 within ten years through a phased preventative maintenance approach. To keep streets at an average PCI of 80, the City will need to continue regular preventative maintenance on an ongoing basis. This ongoing maintenance is essential to preserve pavement conditions over the long term.

Resurface Parking Lot – Sunset Center ($300,000)
This project completes asphalt rehabilitation improvements at the Sunset Center north and south parking lots, 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 lots while improving safety, circulation, and ADA compliance for visitors to the Sunset Center campus.
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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.

DRAINAGE INFRASTRUCTURE
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, up sizing 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.

Scenic Drainage Improvement & Pathway Restoration - Design ($300,000) This project addresses ongoing erosion, drainage deficiencies, and pathway deterioration along the Scenic Pathway corridor between Eighth and Eleventh Avenues—one of Carmel-by-the-Sea’s most heavily used and visually significant coastal routes. Seasonal stormwater runoff, combined with coastal bluff exposure and inadequate drainage infrastructure, has resulted in localized flooding, surface degradation, and slope instability, creating safety hazards for pedestrians and increasing long-term maintenance demands.
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The project will implement a comprehensive drainage strategy, including the installation of new subsurface drains, upgraded piping systems, and improved surface conveyance features along Scenic Drive to better capture and direct stormwater away from the pathway and adjacent slopes. These improvements are designed to reduce erosion, minimize sediment transport, and protect the structural integrity of the coastal bluff.

In conjunction with drainage upgrades, the pathway will be reconstructed to restore a safe, durable, and accessible walking surface consistent with the character of the Scenic corridor. Work will also include targeted slope stabilization measures—such as reinforcement, regrading, and potential bioengineering treatments—to reduce the risk of further degradation. Protective barriers and edge treatments will be installed where necessary to enhance user safety while maintaining coastal views.

PUBLIC FACILITIES
Projects addressing maintenance, safety improvements, and long-term facility planning.

Picadilly Restroom Design ($150,000)
Funding will be allocated for the design of an expansion to the Picadilly restroom, one of the City’s most heavily used facilities. During peak summer months, the line for this single-toilet restroom often extends to the sidewalk,
highlighting the need for increased capacity.

Vista Lobos Electrical Panel Upgrade and EV Infrastructure ($560,000)
This project implements previously authorized Council action to upgrade the electrical infrastructure at the Vista Lobos facility and is currently in progress, with bid solicitation underway. The City has executed an agreement for this work, and the project is advancing toward construction.

Improvements include replacement of aging electrical panels, modernization of electrical systems, and expansion of capacity to support current operations and future electric vehicle (EV) charging infrastructure for the City’s fleet. These upgrades are necessary to ensure safe, reliable, and code-compliant electrical service while supporting the City’s sustainability and fleet electrification goals.

Completion of the project by the end of the calendar year is required to meet contractual and funding obligations. Failure to meet this deadline may result in financial penalties or loss of eligible funding. The project is being actively managed to maintain schedule and mitigate delivery risks.
61

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 that receives dispatch signals from Monterey County and alerts personnel to emergency incidents.

The need for this upgrade was identified during the current fiscal year CIP discussions but was not included due to timing constraints and is now proposed for the upcoming fiscal year.

The existing system is outdated, no longer supported by the manufacturer, and is beginning to experience failures similar to those encountered at neighboring stations prior to replacement. Replacement parts are unavailable, increasing the risk of system failure and delayed emergency response. Additionally, Monterey County has enhanced its dispatch capabilities, and the current system is not fully compatible with these updates.

The project includes installation of a modern station alerting system with a central controller, voice alerting, LED speaker and strobe notifications, room alerting components, and mobile application integration to support real-time notifications.

These improvements will enhance reliability, improve response times, and ensure compatibility with current emergency communications systems. 62

Police / Public Works Facility – Architectural Design ($3,500,000) 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 ($400,000)
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.
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Shoreline Infrastructure Repairs ($400,000)
A recent Coastal Engineering Study included a comprehensive Shoreline Infrastructure Condition Assessment that identified priority repairs needed to protect critical coastal assets. This project initiates the engineering, design, and permitting of the highest priority shoreline infrastructure improvements.

The assessment identified six rock revetments along the shoreline, four of which are in high-priority condition requiring repair—one requiring full reconstruction and others requiring partial rehabilitation. These structures are essential for protecting public infrastructure, maintaining coastal access, and reducing the risk of erosion and stormrelated damage.

This project will advance design and regulatory coordination for these priority repairs, allowing the City to proactively address deteriorating conditions while streamlining the permitting process with agencies such as the California Coastal Commission.

Advancing a focused set of priority improvements is expected to improve permitting efficiency and position the City to respond more effectively to coastal hazards.

Additionally, this effort will refine construction cost estimates, identify project phasing, and establish a clear implementation strategy for future shoreline infrastructure investments. This work lays the foundation for a comprehensive, long-term approach to maintaining and protecting the City’s shoreline assets.

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.

PLANNING
Objective Development Design Standards (ODDS) ($150,000) ODDS is created to provide objective (ministerial) design and development regulations for affordable housing projects in compliance with State Laws.

PROJECT MANAGEMENT
Project Management ($673,680)
Staff time and resources allocated to manage FY26-27 CIP projects.

CIP PLANNING
CIP Contingency Fund ($600,000)
A $600,000 Contingency Fund will be budgeted to cover any shortfalls to award construction contracts or to close out projects.
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CAPITAL IMPROVEMENT PLAN – YEARS 2 - 5
City develops and maintains an on-going Capital Improvement Plan for the next five years, of which the preceding budget represents the first year. The remaining four years (years 2 – 5 of the plan) serve as an advance planning tool to identify anticipated future projects.

In addition, the City is measuring and planning for deferred maintenance needs that extend significantly beyond five years. The 5-year CIP is a “snapshot” in time of in which the City can anticipate needs for future infrastructure revitalization funding in more detail. As a dynamic planning document, the CIP for years 2 through 5 is subject to change as updated information becomes available. The multi-year plan also accommodates scheduling larger projects into multiple years to allow more projects to be underway concurrently, and to allocate construction funding only when those funds are needed.

It should be noted that the needs for infrastructure renewal and facility repairs far exceed the anticipated revenue over the subsequent four years as well as in the current year.

The following are key projects and preliminary budget estimates, by asset category, for years 2 to 5 of the CIP.
65

KEY PROJECTS AND FUNDING NEEDS FOR YEARS TWO THROUGH FIVE OF THE CAPITAL IMPROVEMENT PLAN (CIP) Category/Project Estimated Category/Project Estimated
Drainage Scenic Drainage Improvement & Pathway
Restoration Construction Phase 1* 1,500,000
Scenic Drainage Improvement & Pathway
Restoration Planting Monitoring Phase 2 * 300,000
Drainage Improvement Project - 1,500,000
Mission Bypass Pipe - Design * 415,000
7,330,000 3,000,000 715,000
Streets Street Improvement Project A - Construction 800,000 Street Improvement Project C - Design * 193,600 Street Improvement Project B - Design * 176,000 Street Improvement Project B - Construction * 880,000 Street Preventative Maintenance Project -
Design and Construction * 700,000
Street Preventative Maintenance Project -
Design and Construction * 500,000
Sidewalk Improvement Project -
Construction Phase 1 * 500,000
Sidewalk Improvement Project - Construction
Phase 2 * 600,000
Sunset Center Retaining Walls, Sidewalk,
Fence - Design * 450,000
Sunset Center Retaining Walls, Sidewalk,
Fence - Construction * 1,200,000
Children's Library Drainage and Parking Lot
Resurface - Design * 150,000
11,029,616 2,626,000 3,523,600
Facilities ADA Upgrades 20,000 ADA Upgrades 20,000
Facility Condition Assessment 200,000
Flanders Window and Gutter Repair * 100,000
City Hall Shingles and Windows * 500,000
Fire Station Window Upgrades * 20,000
Police Station / Public Works Architecture -
Design *
Picadilly Restroom Construction * 600,000
Back-up Generator Transfer Switch for City
Hall and Vista Lobos 200,000
2,400,000 940,000 720,000
Forest/Park/Beach Sand Ramp 8th Avenue Repair Project - Design and Permitting* 0
Sand Ramp 8th Avenue Repair Project -
Construction * 2,000,000
North Dunes Habitat Restoration Area -
Invasive Species Removal 200,000
North Dunes Habitat Restoration Area -
Planting 100,000
Shoreline Infrastructure Repairs * 200,000
Carmel Beach Climate Adaption & Coastal
Resiliency Program - Studies, Design, CEQA 650,000
Carmel Beach Climate Adaption & Coastal
Resiliency Program - Implementation 300,000
4th Ave Outfall - Design * 900,000 4th Ave Outfall - Permitting 0 Mission Trail Nature Preserve - Stream
Restoration/Trail Resiliency Design * 175,000
Mission Trail Nature Preserve - Stream
Restoration/Trail Resiliency Permitting * 400,000
14,775,000 2,125,000 2,800,000
Project Management CIP Contingency 600,000 CIP Contingency 600,000 Project Managers (3 FTE) 690,522 Project Managers (3 FTE) 707,785 5,267,403 1,290,522 1,307,785
Fleet PW Water Truck (1994 Ford SD) 125,000 PW EV Truck (2005 Ford LCF) 125,000 PD Patrol Vehicle EV (2019) 75,000 PD Dectective Vehicle EV (2017) 75,000 PD Parking Vehicle EV (2014) 45,000 PD Patrol Vehicle EV (2020) 75,000 PW Backup Portable Generator 90,000
1,010,000 245,000 365,000
Years 2-5 CIP $41,812,019 Total Year 2 $10,226,522 Total Year 3 $9,431,385 Carryover Budget from Prior Years (1,525,000) Carryover Budget from Prior Years (70,000) FY 2027/2028 Budget Need $8,701,522 FY 2028/2029 Budget Need $9,361,385 * Deferred Maintenance
Year 3
FY 2028/2029
Years 2 - 5
CIP
Year 2
FY 2027/2028
FY 27/28 FY 28/29
Drainage
Streets
Facilitie
s
Forest/Park/Beach
Project
Management Fleet
66

KEY PROJECTS AND FUNDING NEEDS FOR YEARS TWO THROUGH FIVE OF THE CAPITAL IMPROVEMENT PLAN (CIP) Category/Project Estimated Category/Project Estimated
Drainage
Drainage Improvement Project - Design * 865,000
Mission Bypass Pipe - Construction * 2,750,000
2,750,000 865,000 7,330,000
Street Improvement Project C - Construction 968,000 Street Improvement Project E - Design * 234,256 Streets Street Improvement Project D - Design * 212,960
p j
* 1,064,800
Street Preventative Maintenance Project -
Design and Construction * 400,000
Street Preventative Maintenance Project -
Design and Construction * 400,000
Sidewalk Improvement Project - Design * 300,000
Sidewalk Improvement Project - Construction
Phase 1 * 700,000
Children's Library Drainage and Parking Lot
Resurface - Construction * 600,000
2,480,960 2,399,056 11,029,616
ADA Upgrades 20,000 ADA Upgrades 20,000 Facilities
Facility Repairs * 300,000 Facility Repairs * 300,000
Public Works Roll-up Doors (2) * 100,000
420,000 320,000 2,400,000
Forest/Park/Beach
4th Ave Pathway Monte Verde to San
Antonio - Design 400,000
Carmel Beach Climate Adaption & Coastal
Resiliency Program - Implementation 200,000
Carmel Beach Climate Adaption & Coastal
Resiliency Program - Monitoring 150,000
4th Ave Outfall - Permitting and 2,500,000 4th Ave Outfall - Construction * 2,500,000 Mission Trail Nature Preserve - Stream
Restoration/Trail Resiliency * 100,000
Mission Trail Nature Preserve - Stream
Restoration/Trail Resiliency * 4,000,000
3,200,000 6,650,000 14,775,000
CIP Contingency 600,000 CIP Contingency 600,000 Project Management Project Managers (3 FTE) 725,480 Project Managers (3 FTE) 743,617 1,325,480 1,343,617 5,267,403
PW Maintenance Truck (2008 Ford F350) 125,000 PW Maintenance Truck (2012 F250) 125,000 Fleet PD Patrol Vehicle EV (2016) 75,000 PD Patrol Vehicle EV (2020) 75,000 200,000 200,000 1,010,000
Total Year 4 $10,376,440 Total Year 5 $11,777,673 Years 2-5 CIP $41,812,019 FY 2029/2030 Budget Need $10,376,440 FY 2030/2031 Budget Need $11,777,673 * Deferred Maintenance
Years 2 - 5
CIP
Year 4
FY 2029/2030
Year 5
FY 2030/2031
FY 29/30 FY 30/31
Drainage
Streets
Facilitie
s
Forest/Park/Beach
Project
Management Fleet
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OTHER FUNDS
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OTHER FUNDS OVERVIEW
The City uses what is known as a “fund” accounting structure, which house and track resources (i.e.: money) that are limited in their use by law or governing agency. The major governmental funds are the General Fund, Measure C and Capital Projects.

DISCRETIONARY FUNDS
The first set of funds listed below are “discretionary”, meaning there are no legal restrictions on their use and can be used at the discretion of Council for services and projects.

General Fund (Fund 101)
Most of the City’s revenues and the expenditure budgets for City services and daily governmental operations are housed within the General Fund (Fund 101) and this is where the majority of the City’s financial activity occurs. The major revenue sources associated with the General Fund include property tax, the City’s share of the statewide sales and use tax, charges for services, franchise fees, business tax, and intergovernmental revenue. These revenues are considered to be general in nature.

Throughout this budget document, the General Fund is also referred to as the “Operating Budget” and City financial policy recommends maintaining a reserve at no less than 50% of annual projected operating expenditures.

Hostelry Fund (Fund 102)
This fund is used to house the Transient Occupancy Tax (TOT) which is collected and is intended to fund the portion of the municipal budget covering community and cultural and recreation activities including, but not limited to Sunset Center and the Forest Theater, parks, public facilities and municipal structures, and parking lots; acquisition and improvement of parks, recreation land and other municipal purposes as determined from time to time by the City Council; provided, that all such uses shall be in accordance with the General Plan of the City and General Fund for usual and current expenses.

Measure C Sales Tax (Fund 206)
Carmel voters approved a temporary (10 year) 1% increase in the transactions and use tax in 2012 known as Measure D. On March 3, 2020, voters approved Measure C, which increases the tax to 1.5% for 20 years. Measure C may be used for debt service, capital projects and general City services. Fund 206 is used to house revenue from these tax sources.
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RESTRICTED FUNDS
The next set of funds are “restricted”, meaning there are requirements prescribed by the local, state or federal governmental agencies regarding how these funds may be used.

Gas Tax (Fund 201)
This fund is used to house revenues collected in accordance with California Streets and Highway Code.

Transportation Safety (Fund 202)
Measure X, a 30-year 3/8 of one-percent transactions and use tax, was passed by the voters in November 2016 to fund transportation safety and mobility projects in Monterey County. This fund houses dollars for expenditures for eligible transportation safety projects.

COPS Grant (Fund 203)
This fund houses dollars for expenditures for the Department of Justice Community Oriented Policing Services (COPS) grant for public safety. This fund transfers into the General Fund for the Police Department budget.

Parking in Lieu (Fund 204)
This fund is used to house dollars for activities associated with parking in-lieu fees as prescribed by Carmel Municipal Code Section 17.38.040.

Asset Seizure (Fund 205)
This fund houses dollars for expenditures related to asset seizures.

CAPITAL PROJECTS FUND
Capital Projects (Fund 301)
This fund houses resources utilized, committed, assigned or restricted for capital projects.

DEBT SERVICE FUND
Debt Service (Fund 401)
This fund houses dollars related to the repayment of the Certificate of Participation, Pension Obligation Bond and capital lease obligations
70

INTERNAL SERVICE FUNDS
Workers Compensation (Fund 501)
This fund houses monies meant for workers’ compensation insurance provided to departments on a cost reimbursement basis.

Other Post-Employment Benefits (OPEB) Liability Reserve (Fund 502) This fund houses dollars for other post-employment benefits.

Vehicle and Equipment Replacement Fund (Fund 503)
This fund is to set aside to house financial resources for future purchases of replacement equipment essential to the operations of the City. A reserve will be maintained with a target of 10% the total fleet replacement value.

AGENCY FUNDS
Refundable Deposits (Fund 601)
This fund houses monies received that are unearned at the time of acquisition and required to be returned by the City unless they are earned. 71

ATTACHMENT 2

CITY OF CARMEL BY-THE-SEA
Capital Program Manager
Salary: $153,845.36 - $187,000
DEFINITION:

Under general administrative direction, plans, organizes, directs, and manages the engineering functions and capital improvement programs of the Public Works Department. This position performs highly complex professional and managerial engineering work and provides strategic oversight of all phases of project delivery.

DISTINGUISHING CHARACTERISTICS:

The Capital Program Manager directly oversees project management staff, including Project Managers responsible for day-to-day delivery of capital projects, ensuring alignment with City priorities, regulatory requirements, budgets, and schedules. The incumbent serves as a key advisor to executive leadership and may act on behalf of the Public Works Director as needed.

SUPVERVISION RECEIVED:

Receives general direction from the Public Works Director.

EXAMPLE OF IMPORTANT AND ESSENTIAL DUTIES:

Leadership & Organizational Oversight
• Direct, supervise, and evaluate engineering and project management staff, including Project Managers, engineers, technicians, inspectors, and consultants. • Establish priorities, allocate resources, and ensure effective coordination across engineering and project management functions.
• Provide guidance and oversight to Project Managers responsible for design, contract administration, and construction of public works projects. • Participate in recruitment, training, performance evaluation, and professional development of staff.
• May serve as acting Public Works Director in their absence.

Capital Improvement Program (CIP) & Project Oversight
• Plan, develop, and oversee the City’s Capital Improvement Program (CIP), including streets, transportation systems, utilities, parks, facilities, and ADA improvements.

ATTACHMENT 2
City of Carmel-by-the-Sea
Capital Program Manager (continued)
• Ensure Project Managers effectively deliver projects from concept through completion, including planning, environmental review, design, bidding, construction, and closeout. • Monitor project schedules, budgets, funding compliance, and performance outcomes across multiple concurrent projects.
• Implement strategies to improve project delivery, efficiency, and service levels.

Engineering & Technical Oversight
• Provide high-level review and approval of engineering plans, specifications, estimates, and reports prepared by staff and consultants.
• Ensure compliance with applicable federal, state, and local regulations, including CEQA/NEPA and permitting requirements.
• Oversee development and implementation of engineering standards, policies, and procedures. • Provide technical guidance on complex or sensitive engineering and construction issues.

Budgeting, Contracts & Funding
• Develop and administer departmental and capital project budgets. • Oversee Project Managers in preparing and managing project budgets and schedules. • Identify, pursue, and manage grant and external funding opportunities. • Review and approve Requests for Proposals (RFPs), consultant agreements, and construction contracts.
• Ensure proper contract administration and regulatory compliance, including use of state and federal funds.

Stakeholder Engagement & Representation
• Serve as principal engineering advisor to the City Administrator, City Council, and department leadership.
• Represent the City in meetings with regulatory agencies, community groups, developers, and the public.
• Oversee preparation and presentation of staff reports, technical analyses, and project updates. • Support Project Managers in resolving complex stakeholder, contractor, or community issues.

Regulatory & Program Oversight
• Oversee compliance with engineering standards, permits, and regulatory requirements. • Administer and provide oversight of programs such as stormwater management, floodplain management, ADA compliance, and transportation funding programs. • Ensure Project Managers maintain compliance with grant requirements and funding agency regulations.

ATTACHMENT 2
City of Carmel-by-the-Sea
Capital Program Manager (continued)

MINIMUM QUALIFICATIONS
Education: Bachelor’s degree in Civil Engineering or a related field.

Experience: Six to seven (6–7) years of progressively responsible professional engineering experience, including project or program management of public works or infrastructure projects. Supervisory or lead experience overseeing staff or teams. Administrative experience in municipal government is preferred.

Licenses & Certifications: A valid State of California Driver’s License; a registered Professional Engineer (PE) in the State of California is highly desirable.

Knowledge of:
• Principles and practices of civil engineering, construction management, and public works infrastructure.
• Capital improvement planning and program administration. • Project management practices, including budgeting, scheduling, and contract administration. • Federal, state, and local laws, codes, and regulations, including CEQA/NEPA. • Grant funding processes and compliance requirements.

Skills in:
• Leading and overseeing multidisciplinary teams, including Project Managers. • Managing multiple complex projects and priorities simultaneously. • Reviewing and approving technical engineering work and contract documents. • Budget development, financial oversight, and resource allocation. • Communicating complex technical information clearly to diverse audiences. • Building collaborative relationships with stakeholders, regulatory agencies, and the public. • Analyzing complex problems and implementing effective, strategic solutions.

WORKING CONDITIONS:

Working environment is shared between an office and outdoors. Work outdoors under adverse conditions in heat, wind, cold, and rain. Work in and around potential hazardous substances including pesticides, herbicides, and motor fuel. Must drive a vehicle and travel for meetings, seminars, and classes. • Physical, mental, and emotional stamina to perform the duties and responsibilities of the position • Manual dexterity sufficient to write and operate a telephone, computer, and other business equipment

ATTACHMENT 2
City of Carmel-by-the-Sea
Capital Program Manager (continued)
• Ability to stand or walk for up to four hours per day, as required • Vision sufficient to read fine print and computer screens • Hearing sufficient to conduct conversations in person, over the phone, and in group settings with background noise
• Speaking ability with clear, understandable voice at a volume appropriate for one-on-one and group settings
• Physical ability to push, pull, squat, twist, turn, bend, stoop, and reach overhead • Mobility to move throughout the work environment and walk on uneven surfaces • Strength to lift up to 20 pounds from the floor
• Stamina to stand, walk, and/or sit for extended periods • Mental acuity to collect, interpret, and analyze data • Ability to reason, define problems, establish facts, and draw valid conclusions • Ability to make sound judgments and decisions
Supplemental Information
Employee must complete SB 1343 Sexual Harassment Prevention Training within six months of appointment and every two years thereafter.

The above statements are intended to describe the general nature and level of work being performed and are not intended to be an exhaustive list of all responsibilities, duties and skills which may be required.

ATTACHMENT 2

CITY OF CARMEL BY-THE-SEA
IT Analyst
Salary: $92,934.40 - $112,985.60
DEFINITION:

Under general direction, this position administers, implements, analyzes, maintains, and manages computer hardware, software, and database systems in an assigned department or program area; provides technical support to staff; manages and maintains the City’s data network infrastructure, including associated hardware; performs system integration and complex analysis of systems; performs duties as the City’s web specialist; manages and coordinates information system projects within the City; and performs other related work as required.

DISTINGUISHING CHARACTERISTICS:

This is the full journey-level class within the professional Information Technology department. This class is distinguished from the Information Technology Technician by the assignment of the full range of duties and responsibilities. Employees at this level receive only occasional instruction or assistance as new or unusual situations arise and they are fully aware of the operating procedures and policies within the work unit. This class receives general supervision from the IT Manager, or other City administration management staff.

SUPVERVISION RECEIVED:

Receives general direction from the Information Services/Network Manager.

EXAMPLE OF IMPORTANT AND ESSENTIAL DUTIES:

Duties may include, but are not limited to, the following:

1. Provide application, website, hardware, and network system support in area of assignment; respond to inquiries for service from staff; resolve operational and service problems.

2. Maintain system program staff files, documentation, and records; update control logs and inventories; prepare system documentation and departmental reports.

3. Perform data restores as needed and ensure the City complies with the established back-up retention policy.

4. Assist in designing, deploying, and maintaining the Citywide telecommunications systems, all hardware and software associated with the system, and configuring and administering the network hardware needed to make the telecommunications system operate properly.

5. Confer with users regarding operating problems, perform routine troubleshooting, and identify alternative courses of action; assist users in securing resources and services necessary to resolve problems.

City of Carmel-by-the-Sea
IT Analyst (continued)
ATTACHMENT 2

6. Research, evaluate, and recommend alternative hardware and software applications and workflow sequence.

7. Install and configure enterprise-level computer software systems; install, maintain, and troubleshoot a variety of computer network and auxiliary equipment, such as servers, router switches, and related peripheral equipment.

8. Provide technical instruction, general training, advice, and support to staff in the use of equipment, procedures, and software; develop and implement training programs; assist customers with analysis of business processes.

9. Perform system administration functions, including regular system backup; identify hardware problems; make minor repairs; correct deficiency in database capacity; configure software and provide documentation; log-ons; passwords; security levels; operating system updates; plan and review site architecture for new website products and features; customize applications; and develop sites based on business requirements and user needs.

10. Program computer applications using various software tools such as Script, report writers, query languages, and software development tools to enhance and/or modify existing applications.

11. Research, evaluate, and recommend enhancements to existing systems and new software products.

12. Review current operational procedures for the purpose of identifying economical and feasible methods of automating workflow.

13. May be assigned to participate on various internal and external committees and/or user groups. 14.

Perform other related duties as assigned.

MINIMUM QUALIFICATIONS
Equivalent to a bachelor’s degree from an accredited college or university with a degree in computer science or a related field, and two years of progressively responsible experience. Some assignments may require specialized systems experience such as HTML, CSS, Javascript and XML, PHP, and structured query language (SQL).

OR
Equivalent to an associate’s degree or have completed 60 semester or 90 quarter units at an accredited college or university in business information systems in computer science or related field, plus five years experience in management information systems. Some assignments may require specialized systems experience such as HTML, CSS, Javascript and XML, PHP, and structured query language (SQL).

OR
A technology certificate from an accredited college or trade school in information technology, computer applications, web technologies, computer information systems, application development database design, programming, technology project management, or related field and five years of experience in private-sector or public-sector positions in information technology, including systems analysis work and development, system integration, or project management.

Required Licenses or Certificates:

City of Carmel-by-the-Sea
IT Analyst (continued)
ATTACHMENT 2
Possession of or the ability to obtain a Class C California driver’s license and maintain a good driving record. Advanced Microsoft Certification; VMWare Certified Professional (VCP) Certification; CCNP and/or LINUX Certifications are highly desirable.

Knowledge of:
• Principles of computer system operations and peripheral components, including system analysis and development techniques;
• PC-based servers; operating system principles, microcomputer hardware, application software; and network administration, including current versions of Windows server and workstation software;
• basic system analysis and development principles, practices, methods and techniques; • functions and operations of various database management systems; • basic system architecture and integration constructs; • network and computer operating systems as required;
• network protocols, including: TCP/IP, DHCP, network operating systems and data communications project management principles and practices; • complex principles and practices of local and wide-area networks management, administration, analysis, design, programming, and maintenance; records management systems; • network and computer hardware, software, and standards; local and wide-area networks; • security systems and procedures;
• personal computer and network software packages;
• HTML, CSS, Javascript, and XML; accessibility guidelines; browser/platform issues; • PHP, mySQL, and structured query language (SQL);
• web standards, design principles, workflow processes, technology trends, online marketing concepts, and web Best Practices;
• server technology and ftp, http, https, mail, and other related protocols; • disaster recovery and prevention methods and procedures; • one or more modern programming languages;
• effective methods of written and verbal communication.

Ability to:
• Make sound decisions in accordance with laws, ordinances, rules, regulations, policies, and procedures;
• exercise sound judgment, initiative, and creativity in making decisions; • effectively organize and complete projects and assignments in a timely manner; • explain highly technical information to nontechnical individuals; • analyze and develop functional and technical requirements and specifications; • conduct feasibility studies;
• operate and maintain hardware and software systems;
• troubleshoot system software, hardware, and user problems; • integrate various software applications;
• gather and compile data; maintain accurate up-to-date records; • conduct research and analysis to solve technical and administrative problems and recommend alternatives;

City of Carmel-by-the-Sea
IT Analyst (continued)
ATTACHMENT 2
• gather information and prepare clear and concise reports; • perform physical duties of the job;
• provide good customer service and establish and maintain effective working relationships with those contacted in the course of work.

WORKING CONDITIONS:

May be required to work extended or irregular hours. For critical issues, may need to be available for contact after normal business hours. Must drive a vehicle and travel for City facilities, seminars, and classes.
• Physical, mental, and emotional stamina to perform the duties and responsibilities of the position • Manual dexterity sufficient to write and operate a telephone, computer, and other business equipment
• Physical ability to push, pull, squat, twist, turn, bend, stoop, and reach overhead • Strength to lift up to 20 pounds from the floor
Supplemental Information
The above statements are intended to describe the general nature and level of work being performed and are not intended to be an exhaustive list of all responsibilities, duties and skills which may be required.

CITY OF CARMEL-BY-THE-SEA
City Council
Staff Report
May 5, 2026

ORDERS OF BUSINESS
TO: Honorable Mayor and City Council Members
SUBMITTED BY: Brian Pierik, City Attorney
APPROVED BY: Brandon Swanson, Acting City Administrator SUBJECT: Review Proposed Revocable License Agreement for Parking Management by Good Roots Inc during Car Week 2026 and
Adoption of Resolution 2026-028 Approving Execution of
Agreement
RECOMMENDATION:

1. Discuss the Proposed Revocable License Agreement for Parking Management by Good Roots Inc during Car Week 2026.

2. Motion to adopt Resolution (Attachment 5) approving Proposed Revocable License Agreement for Parking Management by Good Roots Inc during Car Week 2026 BACKGROUND / SUMMARY:

DISCUSSION
On February 17, 2026, the Community Activities Commission considered a Staff Report from Leslie Fenton with an update on Car Week 2026 from Police Chief Trayer.

Attachment 1.

At the February 17, 2026 meeting, the CAC received a presentation from Good Roots, Inc. “Traffic Calming & Vehicle Control Operations”. Attachment 2.

On March 3, 2026, Police Chief Trayer presented a Staff Report to the City Council recommending the Council authorize staff to pilot a limited downtown managed parking

program on Thursday to Saturday evenings of Car Week 2026 and return after the event with data and analysis for future consideration. Attachment 3.

On March 3, 2026, the Council gave direction to City Staff and the City Attorney to draft a Proposed Revocable License Agreement with Good Roots (“Proposed Agreement”).

On April 14, 2026, the a draft Agreement was presented to the Community Activities Commission which voted to recommend that the City Council approve the Proposed Agreement which is Attachment 4.

The terms of the Proposed Agreement include Good Roots paying to the City $21,822.00 as a license fee. Good Roots would provide staff to arrange for parking on downtown streets designated as Ocean Avenue between Junipero Street and Lincoln Street, and on designated segments of Mission, San Carlos and Dolores from 6th Avenue to 7th Avenue between Junipero Street and Lincoln Street. There will be no parking by Good Roots of vehicles on 6th Avenue or 7th Avenue. There will be designated entry locations on 7th Avenue and exits on Ocean Avenue and 6th Avenue and adjacent side streets, as approved by the Police Chief, or designee.

The charge by Good Roots to the vehicle owners for the parking on Ocean Avenue will be $200 per parked car per day for the period of 5 p.m.. to 10 p.m. and for parking on the other designated downtown streets the amount of $100 per car per day. There will be no charge for parking by City residents except for parking on Ocean Avenue.

There have been a few edits to the Proposed Agreement which are shown in track changes in Attachment 4.

Chief Trayer will be presenting at the City Council meeting his "Plan B" that would go into effect if either this Parking Management Program needed to be cut short during Car Week, or if the Council chooses to put off piloting this program to a future year to allow for more study.

MAP

FISCAL IMPACT:

The City will receive from Good Roots a license fee of $21,822.00.

PRIOR CITY COUNCIL ACTION:

March 3, 2026 City Council Meeting direction to City Staff and City Attorney to draft a Proposed Revocable License Agreement with Good Roots.

ATTACHMENTS:

1. Feb. 17, 2026, Community Activities Commission Staff Report

2. Feb. 17, 2026, Good Roots Presentation to Community Activities Commission

3. March 3, 2026 Staff Report to Council by Chief Trayer

4. Proposed Revocable License Agreement with Good Roots (Redlined)

5. Resolution 2026-028

CITY OF CARMEL-BY-THE-SEA
Activities Commission
Staff Report
February 17, 2026

ORDERS OF BUSINESS
TO:

SUBMITTED
BY:

SUBJECT:

Community Activities Commissioners
Leslie Fenton, Executive Assistant
Receive an update on Car Week 2026 from Police Chief Trayer RECOMMENDATION:

Provide direction to staff regarding prioritization of recommended options.

BACKGROUND / SUMMARY:

At the October 14, 2025, Regular Meeting, Police Chief Trayer presented an afteraction report regarding events and operational impacts associated with Car Week.

Following that presentation, Chief Trayer conducted two public listening sessions attended by residents, business owners, and other interested community members to gather feedback and address concerns. In addition, he has met with local business owners, individual council members, and other stakeholders to further discuss community experiences, operational challenges, and potential improvements for future events.

Police Chief Trayer is returning to provide an update on the outcomes of these discussions and to seek input from the Community Activities Commission on three proposed options for this year's Car Week. Following the Commission's review, the Chief will present to the City Council a summary of feedback received from the public listening sessions and the Commission, along with any resulting recommendations for Council consideration.

FISCAL IMPACT:

None
ATTACHMENTS:

1. Car Week Presentation

ATTACHMENT 1

Car Week Direction
Discussion
Community Activities Committee
February 17, 2026
Chief Trayer

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

• Ever-changing history of Car Week
• After the 2025 Car Week, we immediately started
looking at the impact of the extraordinary vehicle and
pedestrian traffic on our community
• Crime data
• After Action Report
• Two Listening Sessions
• Business / Chamber of Commerce Meetings
• Emails/in-persons meetings
• Councilmember meetings/discussions

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

Why Carmel?
• Carmel is THE picturesque backdrop everyone
wants for photos/videos
• Ocean Avenue to beach is iconic location
• Social media amplifies spontaneous gatherings
• No official alternative outlet has been provided in
Carmel

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

• Daytime events +
• Businesses: Mixed.
• Safety: Near-misses, pedestrian conflicts, aggressive driving • Residents: Noise, traffic, large influx.
• City: Liability exposure, police overtime {$36k) no revenue to offset costs

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

• Many requests for car week to look and feel like the past. • Bring back elegant vehicles
• Community wants visitors to be respectful
• Less "influencer-driven spectacles"
• Static displays of cars over cruising
•
I'd like us to think about classic not as a year on a
license plate-but as a standard for how cars show up
in Carmel."
''Restore Carmel's identity as refined, not rowdy."

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

Noise, speed, and Nighttime Harm
• Find Real, visible steps to cut noise and reckless driving, especially 9-11 PM.
• Suggested more Speed humps on more streets
• Support additional Enforcement Tools: Driving, noise, speeds • Decrease Traffic route changes.
''Protect residents first, even if Car Week is smaller.

Allow residence easier access their homes."

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

''A Business-Supportive Model That Doesn't Sacrifice
livability''
Businesses
• Hotels, shops, and restaurant accessibility
• Continue and Expand the shuttle hours
• Traffic changes allegedly impact businesses
• "People buy coffee and cookies while our business is empty." Economic benefit without community burnout.

CITY OF CARMEL-BY-THE-SEA 7

ATTACHMENT 1

''A Business-Supportive Model That Doesn't Sacrifice
livability''
Community Members/Residents
• Residents should be comfortable to stay in town
• Sound mitigation through technology/enforcement
• Navigating the village is impacted throughout the week Economic benefit without community burnout.

CITY OF CARMEL-BY-THE-SEA 8

ATTACHMENT 1

Entertain the idea of a Controlled, Sanctioned Nighttime Program
• Consider replace cruising with a structured, managed
Evening event(Thu-Sat, roughly 6-10 PM} Hotels, shops,
and restaurant accessibility
i h � e O �
�.

Contain the problem instead of chasing it.

CITY OF CARMEL-BY-THE-SEA

ATTACHMENT 1

Fewer, Better, More Organized Events
• Not looking for more daytime events
• Better curated events
• Constant references to Concours on the Avenue
(events/parade like) & Tour d'Elegance
(no longer available)
• Less overlap and saturation
• Less days of daytime events- increase community
movement downtown
• More transparent expectations of behavior: I.E.

Appropriateness of fashion show was discussed.

Quality over quantity.

CITY OF CARMEL-BY-THE-SEA 10

ATTACHMENT 1

1. Continue with similar daytime events/night plan
• Increased enforcement
• We have more officers/vehicles
•
Implement technology to help enforcement
•
Increase messaging to car club community+ communications

2. Adapt cruise route
• Shorten the route to increase safety
• Use railings to protect pedestrians from the vehicular traffic • Increased enforcement/technology/messaging
• Car Club communication/expectations

3. Evening Event
• Controlled entry/rules/stationary vehicles
• Fees
• Civilian controls/security
• Pedestrian safety increased
CITY OF CARMEL-BY-THE-SEA 11

ATTACHMENT 1

Organizer Proposed Evening Event
{See presentation)
Contain the problem instead of chasing it.

CITY OF CARMEL-BY-THE-SEA 12

ATTACHMENT 1

Pros: • Pedestrian/vehicle interactions • Sound • Overall experience • Funding • Security • Parking benefit Cons: • Lack of Lighting • New night event in Carmel • Draw large crowd • Noise • Traffic increases • Spillover crowd behavior • Does this fit Carmel's character? CITY OF CARMEL-BY-THE-SEA 13

ATTACHMENT 1

• Provide guidance on Car Week daytime events.
• Continue with existing primary events?
• Consider adjustments to daytime timelines and locations. • Elect for increased enforcement and shortened
downtown routes
• Evaluate the proposed evening event and its
community impact.
• Does the CAC recommend exploring this concept further? • Any significant changes recommended?
•
If so, is implementation feasible for this year?
CITY OF CARMEL-BY-THE-SEA 14

ATTACHMENT 1

Discussion/Questions
CITY OF CARMEL-BY-THE-SEA 15

ATTACHMENT 1

roots events
T Ff IC LMING &

VEHICLE CONTROL

OPE TIONS
ATTACHMENT 2

What Good Roots is known for:
• End-to-end event operations (planning, permitting, logistics, vendors, day-of management) • Strong partnerships with local stakeholders and a focus on community alignment • High standards, polished presentation, and dependable execution year after year Carmel-by-the-Sea Farmers Market (5-year
revitalization & management):
• Reinvigorated the market experience through
consistent operations, vendor cu ration, and
community-focused programming
• Strengthened market visibility and momentum
with thoughtful management and on-theground execution
• Sustained reliable weekly performance while
keeping the market welcoming, high-quality,
and true to Carmel's character
Concours for a Cause - Carmel Car Week
(Tuesday) (4th year):
• Produces Carmel's Tuesday Car Week showcase
that's now entering its 4th year
• Helps Carmel recover and rebuild classic Car
Week traditions that were disrupted by
pandemic-era losses
• Purpose-driven event model that supports the
community through charitable impact while
delivering an elevated guest experience
ATTACHMENT 2

Proposal
Temporary traffic control
measures during Car Week
evening hours to:
• Support the Carmel Police Department
• Mitigate congestion,
• Enhance pedestrian safety,
• Deter exhibition driving
• Help maintain public order within the downtown core of Carmel-by-the-Sea.

ATTACHMENT 2

Operational
Objective
In coordination with the Carmel Police
Department, implement temporary evening
traffic controls to:
• Reduce congestion
• Enhance pedestrian safety
• Deter exhibition driving
• Maintain public order in the downtown
core
ATTACHMENT 2

Ops Plan
Operational Period
Thursday-Saturday I Car Week
Hours: 6:00 PM -10:00 PM (TBD with CPD)
Traffic Control Strategy
Controlled Perimeter Includes:
• Staged parking on Ocean Ave & side streets
• Limited ingress points
• Designated, controlled egress routes
• Active staffing at all access points
Goal: Predictable traffic flow and visible
enforcement presence.

Vehicle Staging & Exit Plan
Parking Zone:
• Ocean Ave & adjacent streets (6th-7th,
Jun i pero-Lincol n)
Mandatory Exit Routes:
• Ocean Ave vehicles ➔ Eastbound to Hwy 1
• Side street vehicles ➔ 6th Ave ➔ Junipero ➔
Eastbound Ocean
Ensures controlled departure and
discourages "victory laps."
Controlled Exit - Ocean & Junipero
• Actively staffed
• CPD-supported
• Observed vehicle release
• Immediate enforcement presence
Purpose: Deter unsafe acceleration and
disruptive behavior.

ATTACHMENT 2

@ VISITOR CENTER
Carmel Plaza (2nd Floor)
Ocean between Junipero & Mission
(831) 624-2522
0 POLICE DEPARTMENT
Junipero between 4th & 5th
(831) 624-6403
Call 911 for Emergencies
- FIRE DEPARTMENT & FIRST AID
+ 6th between Mission & San Carlos
(831) 620-2030
Call 911 for Emergencies
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ATTACHMENT 2

Ops Plan
Vehicle Processing Area
Controlled Perimeter Includes:
• Staged parking on Ocean Ave & side streets
• Limited ingress points
• Designated, controlled egress routes
• Active staffing at all access points
Goal: Predictable traffic flow and visible
enforcement presence.

Staffing & Deployment
Traffic Control Personnel (8 total per block)
• Ingress & egress points
• Access control
• Traffic direction
• Perimeter enforcement
• CPD coordination
Parking Operations Staff
• Parking guidance
• Internal circulation management
• Maintain emergency access routes
Visibility & Authority
Al I staff wi 11 wear:
• High-visibility safety vests
• Matching headwear
• Name badges
• Pole lights where needed
Uniform appearance reinforces authority and
compliance.

Controlled Exit - Ocean & Junipero
• Actively staffed
• CPD-supported
• Observed vehicle release
• Immediate enforcement presence
Purpose: Deter unsafe acceleration and
disruptive behavior.

ATTACHMENT 2

A COORDINATED, VISIBLE, AND

PROACTIVE APPROACH
roots events
Structured evening traffic
control during Car Week to:
• Reduce congestion
• Enhance pedestrian safety
• Deter exhibition driving
• Maintain order in the
downtown core
In partnership with the Carmel
Police Department, Good Roots
delivers:
• Control led perimeters
• Managed ingress & egress
• Active staffing & enforcement
presence
• Predictable, orderly vehicle
flow
QUESTIONS? WE WELCOME YOUR FEEDBACK AND DISCUSSION.

ATTACHMENT 2