CHS Update
Presented by: Drew Galy,
ASB President
Week of 04/06
● ASB Elections (Commissioners)
● Senior Panoramic Photo
● Interview Skills Workshop
Week of 4/13
● Spring Break
● Desert Trip to Joshua Tree
● California Association of Student Leaders
Conference
Week of 04/20
● CAASP Testing
● CHS Open House/ Empty Bowls
● Heritage Music Festival (Full Sweep)
Week of 4/27
● CAASP Testing
● Top 100 Awards Ceremony
● Graduation Gear Distribution
● Senior Show Production
● Student Government Day
● Partners in Community Service Presentations
Coming up
● AP Testing
● Senior Grad Trip to Universal
● CHS Dance Show 5/14 -15
● Senior Grad Walks
● Teacher Appreciation Week
● Library Appreciation Month
● Prom!
● CHS Spring Music Show
● Jazz Concert
Thank you!!
Fighting Hu m an Traffic kin g &
Cre atin g Ne w Fu tu re s
Human Trafficking:
Californ ia
SET FREE MONTEREY BAY
• Tourism: Monterey County
• Location: 101 & 5
⚬ Trafficking loop
• Socioe conomic dive rs ity
• Eve nt Statis tics
Our Approach
1.Prevention
2.Awareness
3.Restoration
Our Impact
13 0 + 10 ,0 0 0 +
2,50 0 +
2020 - Today
Community members
trained to recognize and
respond to human
trafficking
Survivors served
through trauma -
informed, whole -
person care
Youth reached through
prevention education
SET FREE MONTEREY BAY
Connect With Us
SET FREE
MONTEREY
BAY
@setfreemontereybay
[email protected]
facebook.com/SFMontereyBay
www.setfreemontereybay.org
NEWSLETTER
CARMEL CHAMBER OF COMMERCE
CITY PARTNERSHIP & COMMUNITY IMPACT
FY 2026–2027 Funding Request
Presented by: Kati Enea, Carmel Chamber President & CEO our impact at a glance
18,000+ Visitors Served
Local Businesses Supported
60 Events/Programs Hosted
1,000+ Volunteer Hours
Supporting Our Community
Ever y Day
vis it or s
bus ines s es
• Welcoming & guiding
• Enhancing experience
• Advocacy & promotion
• Connection & growth
community
• Events & engagement
• Resident & Business connectio
• Cross-promote local businesses and tourism
partners
• Support visitor services and referrals through th
Visitor Center
City of Carmel-by-the-Sea
• Collaborate on events, city priorities,
and policy discussions
• Provide business perspective and
community insight
visit carmel
• Promote Shop Local initiatives
and resident engagement
• Connect residents with Chamber
businesses and programs
carmel residents assc.
• Collaborate on community events and
activations
• Represent business community perspectiv
CAC discussions
city activities commission
Working Together for Carmel
carmel chamber of commerce
The Chamber serves as a connector, bringing together City, residents, and tourism partners to support a vibrant and sustainable Carmel.
Investing in Carmel’s
Exper ience & Communit y
Visitor Center Operations
Community Outreach
Staffing & Volunteers
Business Support
HOW FUNDS ARE USED:
WHY IT MATTERS:
Supports our local economy
Enhances the visitor experience
Helps preserve the character of Carme
Connects businesses and residents
Every dollar supports a stronger, more connected
Carmel.
Continue building connections
a cr os s our communit y
looking ahea d
St r engt hen a nd expa nd our pa r t ner s hips
Develop innovat ive idea s t hat
s uppor t our bus ines s communit y
Stay a l igned wit h t he needs of Ca r mel
bus ines s es , r es ident s , a nd vis it or s
PROUD TO SERVE and support the
CARMEL-BY-THE-SEA COMMUNITY
Presented by: Kati Enea, Carmel Chamber President & CEO We respectfully request your continued partnership
Destination Marketing Partnership
Tourism revenue is critical to the City’s economy.
We are doing our part to raise the TOT revenues beyond
expectation year-over-year.
Marketing programs, especially success with restaurants, contribute to sales tax base.
Historical Occupancy | Climbing YOY
Historical Occupancy | Room to Grow
Growth from
69% to 72%
occupancy
would result in
$500,000+
more in TOT
revenue for
the City
While the hotel and restaurant marketing
programs (focused on overnight stays and
elevating our culinary scene) are self-assessed
and self-funded…
By being an investment partner in Visit Carmel, the
City plays a significant role in overall destination
marketing plans and decisions.
Let’s focus on other elements of our partnership
Some have expressed concern that the City
“doesn’t need to invest in more marketing.”
So let’s make clear what the City’s funds are
supporting.
City funds support visitor management
Chamber Visitor Center
● Visit Carmel invests $30,000
to support and partner
(since 2024)
● Engages with and
enhances the Visitor
Experience
● Drives Visitors to Local
Businesses
● Personal contact =
opportunity to direct and
influence visitors positively
City funds provide key Official Visitors Guide
information to visitors
City funds elevate historical & cultural assets
City funds support local artist-owned galleries…
as well as our local winemakers and wine tasting rooms
4,000 redemptions
in two years
City funds support a signature event
promoting art, wine & walkability
● “Most common remark from locals is this is the one time a year they take time to come into the galleries.”
● “I met so many art curious people and connected to
collectors and closed sales.”
● “Huge thanks to Visit Carmel for the organization,
publicity, and support to all the art galleries!”
● “People were engaged, and the overall vibe was just
right...The art lovers expressed how much they like the event, some returning year after and others a first time.” ● “...Attracted a more sophisticated crowd, the
atmosphere felt elevated, the crowd seemed more
engaged and genuinely interested in the art and wine.”
…and it means a lot to our art galleries and winemakers Primary Sources for AI
Visit Carmel is controlling the narrative
Taste of Carmel Poodle Day City Birthday Holidays in the Park City funds promote community events & performances
Performing Arts
City funds support providing key information
during our busiest time
City funds promote responsible travel
Cherish our natural beauty, be mindful of our
community, and please visit responsibly.
City funds support vital “crisis”
communications Power Outage
Estimated
revenue loss to
the City of
$341,000 just
from hotels and
restaurants
(these are
mostly visitor
dollars) — does
not account for
retail losses.
We are a team and value the City’s partnership
to support the tourism economy, manage the visitor
experience, and protect Carmel’s character.
THANK YOU
CITY FUNDED PROJECTS
Cover actual hard costs (printing, paid advertising, fulfillment) for projects classified as “City Marketing” expenses. Funds do not go toward paying for overall destination marketing or restaurant marketing programs. Neither do they fund professional management or graphic design time, public relations, social media, or any administrative costs – all of which are paid via retainer by Visit Carmel and have substantial value.
Hard Cost Expenditures for “City-oriented” Marketing Projects FY25-26:
Website Hosting and Tech Support $ 15,000
Chamber Visitor Center Support $ 30,000
Carmel City Guide & Map Brochure Printing $ 9,800
Destination Stewardship Digital ads $ 6,100
Meet the Makers event (Supports Art Galleries & Wine Tasting Rooms) $ 37,100 Wine Walk Marketing and Brochure Printing $ 18,250
Art Walk Brochure Printing (not including design and distribution) $ 2,440 Car Week Brochure Printing (not including design and distribution) $ 1,660 Community Events/Performing Arts Marketing Support $ 3,050 $123,400
Side note: City also collects $25,000 in commission for HID and RID collection Why Social Media Strategy Matters
75%
of travelers say
social influences
their destination
choice
50%
of millennials look to
social vs. a search
engine to research a
hotel or destination
50% As of July
Nearly, of Gen Z
shoppers have
completely
abandoned
traditional search
for TikTok and
Instagram
Google now
indexes from
Instagram based
on keywords
SEE MONTEREY
DESTINATION MARKETING UPDATE
Carmel-by-the-Sea
May 5, 2026
Carmel-by-the-Sea Tourism Investment
See Monterey July – March Report (FY 2025-26)
$178K
Investment
ROI
Leveraging the Carmel-by-the-Sea's YTD investment of $178K with the combined jurisdiction and hotel investments yielded a tremendous ROI for our entire community. See Monterey's marketing communications efforts contributed to reaching over 20 million travel-ready households and more than 1 million ad-influenced intended trips to Monterey County. • $95M Visitor Spending in Carmel
• $340,597 Meetings/Group Business
Economic Impact Generated for Carmel
• 298 Room Nights
• 14k Website Referrals to Carmel businesses
• $8.3M PR Ad Equivalency
• 1.61B Earned Media Impressions
• 111.7k Social Media Engagements (likes,
clicks, shares)
High-Value Travelers
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
International Travelers
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
Distance = Higher Spending
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
• Major global push celebrating full reopening of HWY 1 • Leveraging FIFA spotlight to position HWY 1 as the best route between SF and LA matches
• Re-establishing HWY 1 as a must-do on international itineraries • Coordinating with Caltrans and the Governor’s Office on a highimpact reopening moment (May 2026) • Doubling down on Responsible Travel messaging – renewed collaboration with Big Sur Byways Organization
• Early momentum: strong demand returning, with coastal hotels and restaurants filling fast
HIGHWAY 1 – NOW OPEN!
HWY1 – California’s FIFA Road Trip
Air Service Development
4K Additional Seats per week!
New Service - United: Chicago (ORD) launching May (166 seats) Capacity Growth (Upgauges to 737-800 | +90 seats per flight) LAX – Begins Apr 30; 6:10pm arrival | Overnight | 7:03am departure Planned through September
DEN – Begins May 21; 8:55pm arrival | Overnight | 5:00am departure Planned indefinitely (performance-based)
DFW (American) – Returns May 21; 11:55am arrival | 12:40pm departure Planned through summer; previously upgauged to 737-800
JSX – Service Resumes June 11
Wine Country PROMOTIONS
OFF THE CANVAS: ARTS & CULTURE
"Monterey County is a living canvas – our
murals, galleries and stages reflect the people
and stories that call this place home."
– Jacquie Atchison, Executive Director, Arts Council for Monterey County Local Business Membership & Support
Thanks to the City's investment, 190+ businesses in Carmel-by-the-Sea receive FREE membership and marketing support from See Monterey 190+ local businesses supported by See Monterey, include:
➢ 50+ Restaurants
➢ 20+ Galleries
➢ 16 Tasting Rooms
➢ Retail
➢ Jewelers
➢ Cultural establishments, theatres
➢ Farmers market
10 NEW local members
• Lighthouse Wellness Studio
• Nora's Restaurant
• Owl & Kittycat
• Robin Winfield Gallery
• Sea Shack Candy
• VIN by the Sea
• Bea's Studio
• Windy Oaks
• Antieau Gallery
• Nancy Dodd's Gallery
3 Luxury Resorts in Carmel-by-the-Sea
Monterey County has the most diverse portfolio of luxury properties and experiences anywhere on the West Coast
~~~
10 luxury properties account for 27% of total County TOT revenue Harnessing the Value of Events
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
Destination Stewardship &
Responsible Travel
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
• Responsible Travel 2.0
• Elevated Destination Stewardship
• Dedicated Investment
• Direct Messaging to Visitors
• Local Partnerships – KRML, Big Sur
Byways, ParkIt!, BSMAAC, MST, County
Parks
Carmel-by-the-Sea Extension
Located off HWY 101 in Chualar,
promoting Salinas Valley wineries
• Dedicate one-third of Carmel’s investment to a Carmel-specific extension of the Responsible Tourism program
• Prioritize traffic mitigation and visitor flow management • Co-developed with Visit Carmel, City staff, and the CRA • Always-on, year-round campaign deployment
Travel Outlook
Good
Strong alignment with demand: travelers seeking inspiration, outdoor experiences, and diverse, authentic destinations
Bad
Group/business travel growth flattening, with longer booking windows and increased competition
Ugly
Heightened uncertainty: declining international visitation, stronger global competition, reduced Brand USA funding, and dollar volatility impacting inbound demand
DMO annual budgets
Competitive analysis
Thank You for
your continued partnership.
Review of Fiscal Year
2026-2027 Fee Schedule
City Council Meeting
May 5, 2026
CITY OF CARMEL-BY-THE-SEA
Present the 2025 fee study results and seek Council approval of the updated fee schedule
Purpose
Why Fees Are Necessary
• General tax revenues fund broad community services
(public safety, streets, parks, libraries)
• Fees recover cost of services to individuals
(development, permits, inspections)
• Council policy perform cost-of-service study every three years • “Pay for what you use” principle
Users bear the cost of services they benefit from
• Promotes fairness
Avoids subsidizing specific users with general tax dollars Background
Background
● Fees = true cost to provide services to individuals
● Proposed fees less than adjoining jurisdictions
● Schedule effective 60 days after adoption, on July 4, 2027, per State of California Government Code Section 66017 (a). ● In the future
• continue to evaluate completeness of fee list
• potential waiver of fees for those unable to pay
Summary
Updates from April 6, 2026
MASTER FEE SCHEDULE FOR THE 2026-2027
FISCAL YEAR
Current
Fee
Proposed
Fee Reason for Change
TREE EVALUATION 205.00
475.00
250.00 changed per council direction
TREE REMOVAL PERMIT - DEAD TREE 205.00
475.00
250.00 changed per council direction
TREE PRUNING PERMIT 205.00
971.00
250.00 changed per council direction
SPECIAL EVENT OVERTIME SERVICES -
Other, per stall/day 100.00
100.00
150.00 changed per council direction
SPECIAL EVENT OVERTIME SERVICES -
Peak, per stall/day 100.00
150.00
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
Provide Direct on the following:
● Recommend adoption of FY 26-27 fees as amended
Conclusion
Questions?
● Review of activities
● Calculation of cost of activities
● Updated fees reflect actual time spent x cost of salaries, benefits, overhead
● Findings
● Time to perform unchanged
● Cost to perform increased
Fee Study and Results
● Updated fees have increased over the prior year
● Prior fees missed one year of updates
● CPI different than actual increases
● New fees added to match services being provided
● New fees added for important potential services to be provided Updates to Fee Schedule
Notable changes include:
● Tree permits reset to reflect actual Forester and staff time spent
● Streamlining and Special event permits reset to reflect actual staff time
● Historic fee includes staff time as well as outside costs ● New grading, public improvement and traffic impact fees Updates to Fee Schedule (contin.)
Shaping Future
Garbage and
Recycling Services
City of Carmel-by-the-Sea Council
Meeting
Tuesday, May 5, 2026
Agenda
• Engagement Results:
• Residential
• Multi-Family
• Commercial
• Industry
• Key Considerations
• Infrastructure and Readiness
• Timeline and Next Steps
• Final Recommendation
Engagement
Results
Residential
Survey Results
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? 5 92.9%
6.4%
0.7%
Satisfied Unsatisfied Unsure
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? 6 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
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%
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.
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:
8 28.9%
46.9%
0.7%
23.6%
Too high Just about right Too low Unsure
99% say affordability is important
9 99.1%
0.4% 0.4%
Important Not important Unsure
Question 19: How important are each of the following community values when thinking about your garbage and recycling services? Affordability 10 99% say quality of service is important
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 98% say convenience for residents is important
11 98.2%
1.6% 0.2%
Important Not important Unsure
Question 20: How important are each of the following community values when thinking about your garbage and recycling services? Convenience for residents 96% say environmental impact is important
12 96.0%
3.6% 0.4%
Important Not important Unsure
Question 21: How important are each of the following community values when thinking about your garbage and recycling services? Environmental impact Residential
Community
Meeting Results
Residential Community Meetings
• Three (3) virtual meetings
• Tuesday, 5:30pm – 6:30pm
• Wednesday, 12:00pm – 1:00pm
• Thursday, 5:30pm – 6:30pm
• Seventeen (17) community
participants
• Last meeting offered in English
and Spanish
February 24 - 26, 2026
• Satisfied overall with GreenWaste Recovery
• Commonly desired improvements:
1. More education and outreach opportunities
(e.g., bulky item collection, other special
collection services, what can/can’t be recycled,
compliance requirements).
2. Wider breadth of customizable service options
(e.g., ability to choose bin size, textile
disposal/collection, HHW).
3. More features on the phone app (e.g.,
submitting a missed-pickup complaint, viewing a
comprehensive list of recyclable materials,
requesting on-demand services).
4. Better customer service response time and
quality of support.
Residential Feedback
Multi-Family (MFD)
Engagement Results
Multi-Family Engagement
• Initial desktop review
• Forty-six (46) total outreach
attempts
• Seven (7) teleconferences
completed
• Properties ranged from 8 to
106 units
February 9 – March 4, 2026
• Satisfied overall with GreenWaste Recovery
• Commonly desired improvements:
• Sensitivity to rates and cost impacts
• Consistent, high-quality service
• Improved customer service
• More consistent education and outreach
across sites
• Support for addressing illegal dumping
MFD Feedback
Commercial
Engagement Results
Commercial Engagement
• Initial desktop review
• Thirty-four (34) total outreach
attempts
• Fifteen (15) teleconferences
completed
February 13 – March 2, 2026
• Mixed reviews on overall satisfaction with
GreenWaste Recovery
• Commonly desired improvements:
• Rates and cost impacts
• Reliable, consistent, high-quality service
• Collection for difficult-to-access or hard-toservice locations • Cardboard collection program
• Education and outreach efforts
Commercial Feedback
Industry Engagement
Results
• Five (5) service provider presentations
• Mid Valley Disposal
• Recology
• Republic Services
• Waste Connections
• Waste Management
• All expressed interest in future partnerships
• All noted that ReGen facilities provide a
turnkey operation
Industry Engagement
Haulers
• Enthusiasm to continue providing service
to the community
• Openness to sole-source negotiations
• Projected potential future cost increase
greater than typical inflationary amount
• Indicated risk of acquisition or sale
GreenWaste Recovery
Key
Considerations
• Ensures a transparent and defensible
procurement process
• Delivers best value through competitive
pricing and performance
• Builds public accountability and confidence
in long-term contract decisions
Good Governance
• Sole-source discussions suggested potential
cost increases above typical inflation
• Preliminary pricing involved trade-offs for
Member Agencies and customers
• Competitive proposals would validate
pricing and improve insight into cost drivers
Affordability
• High customer satisfaction across the
service area
• Strong performance attributed to frontline
drivers and customer service staff
• TAC Subgroup strongly supports
GreenWaste’s participation in an RFP
• Labor protection provisions would help
maintain service continuity
Satisfaction with Service
• Prior ownership change resulted in greater
management turnover than expected
• Private equity ownership introduces longterm uncertainty • RFP allows strengthened contract
protections for future ownership changes
Assignment Risk
Infrastructure
and Readiness
• Public ownership of key collection,
processing and disposal assets
• Turnkey infrastructure lowers barriers for
qualified operators
• Asset control supports cost-effective,
competitive service delivery
ReGen Infrastructure
Timeline and
Next Steps
• Late 2026: RFP development and release
to qualified service providers
• 2027: Proposal review, interviews,
evaluations, and multi-agency coordination
• Early 2028: Contract negotiations and
approval by Member Agency elected bodies
• 2028-2030: Transition period for vehicles,
infrastructure, and community outreach
• Throughout: Process Integrity Policy
applied to ensure fairness and transparency
Timeline and Next Steps
Final
Recommendation
Recommended Action
• That the City Council:
oReceive the presentation on the 2030 collection franchise planning process; and
oConsider 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
oConsider approval of the Process Integrity Policy included as Attachment F.
Thank you!
Fiscal Year 2026-2027
Recommended Budget
Overview Presentation
CITY OF CARMEL-BY-THE-SEA
May 5, 2026
Introduction – City Administrator
•Continued new approach to budgeting
•Realistic about future challenges
•Serious about operating expenses
•Take policy goals seriously
•Sustained progress into future
The Budget Puzzle
Operating
Expenses
Capital
Expenses
Revenue
Budget
Capital Expenses
•$100MM deferred maintenance
•CIP = Council and community priority
•Projects planned based on need
•Right-size project management capacity
•Recognize design drives construction
Operating Expenses
•Administration commitment to fiscal discipline
•Multiple meetings with departments
•FSW transparency
•Meaningful spending cuts to fund CIP
•Maximize impact with reduced resources
Revenue
•Recognized need for sustainability
•Informed forecasting
•Hard look at assumptions
•Every dollar counts – all ideas welcome
Budget Results
•Policy goals exceeded
•Increased transparency
•Deep grasp of operational needs
•Higher impact CIP projects
•Momentum into future
Budget
City of Carmel-by-the-Sea
Introduction of
Fiscal Year 2026-2027
Recommended Budget
Budget Timeline
May 5, 2026
FY 26-27 Budget Overview Presentation
May 5–8, 2026
Submit budget questions
May 12, 2026
FY 26-27 Budget Workshop on May 12, 2026
@ 4:00pm
•Details provided on revenue, expenditures, staffing
•Responses to budget questions received as of May 8
June 2, 2026
FY 26-27 Budget Adoption scheduled for
June 2, 2026
•Inclusive of revisions per direction received on May 5 and May 12
•Responses to budget questions received through May 29
Budget Process
• Department Manager requests based on the current experience and future plans
• Discussions with FSW analyzing revenue and operating
expenditures
• Revenues forecast based on consultation with industry experts. • Operations scrutinized by Administration in light of $100MM deferred maintenance needs, resulting in:
• Cuts to operating plans
• Realistic capital project timelines
FY 26-27 Budget at-a-Glance
Budget Highlights
• 90/10 Policy exceeded
• No new revenue sources
• Operational Expenditures cut or delayed to reach 84% of revenue • Capital Outlay planned at 22% of revenue
• $2.2M of Fund Balance utilized to fund Capital Projects in excess of revenues collected
• Current staffing levels reflect filled vacancies, no new COLA increases (Represented and At-Will)
• Funding for City’s Housing Trust (not a cost)
Highlights - 90/10 Policy
• 90/10 Policy exceeded
• No new revenue sources
• Operational Expenditures cut or delayed to reach 84% of revenue • Capital Outlay planned at 22% of revenue
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 Budget Policy
Policy
Amount
Policy
Percentage
Budgeted
Amount
Budget
Percentage
Operational Expenditures to be
no more than 90% of Revenue 35,147,465 90% 32,811,934 84% Capital Outlay Expenditures to
be at least 10% of Revenue 3,905,274 10% 8,503,680 22%
Budget Highlights
• 90/10 Policy exceeded
• No new revenue sources
• Operational Expenditures cut or delayed to reach 84% of revenue • Capital Outlay planned at 22% of revenue
• $2.2M of Fund Balance utilized to fund Capital Projects in excess of revenues collected
• Costs Cuts and Current staffing levels reflect filled vacancies plus two new positions, no new COLA increases (Represented and At-Will) • Funding for City’s Housing Trust (not a cost)
Highlights - Operating Expenditure Cuts
• 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%
• No new Cost of Living Adjustment (“COLA”) to salaries for Represented and At-Will employees
Budget Highlights
• 90/10 Policy exceeded
• No new revenue sources
• Operational Expenditures cut or delayed to reach 84% of revenue • Capital Outlay planned at 22% of revenue
• $2.2M of Fund Balance utilized to fund Capital Projects in excess of revenues collected
• Current staffing levels reflect filled vacancies plus two new positions, no new COLA increases (Represented and At-Will)
• $1M Funding for City’s Housing Trust (not a cost)
• In lieu of Section 115 Trust
Revenues at-a-Glance
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
Major Revenues: Performance
Property tax - steady growth at 2.5%
Sales & Measure C taxes - predicting 1.8% increase
TOT - optimistic visitor volume
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 FY 26-27 Budget | $41.3 MILLION
$18.1M $14.1M $8.5M $519K
EMPLOYEES
Salaries & Benefits, Pension
Unfunded Liability,
Worker’s Comp
COMMUNITY
Operating expenditures for
services and supplies
CIP
public safety, hardscape and
green infrastructure,
technology for operations,
environmentally friendly
vehicles, facilities’ deferred
maintenance
DEBT
2020 Refunding Lease
Revenue Bonds
Expenditures at-a-Glance
Type of Expenditure
FY26-27
Recommend
ed Budget
% of
Budget
Salaries & Benefits $14,797,893 36%
Outside Services 11,519,162 28%
Other Expenditures 2,978,747 8%
Pension 2,972,561 7%
Capital Outlay 8,503,680 21%
Debt Service 518,900 1%
Total $41,290,943 100%
Salaries & Benefits, 36%
Outside Services, 28%
Other Expenditures, 8%
Pension, 7%
Capital Outlay, 21%
Debt Service, 1%
FY 26-27 Expenditure by Type
Expenditures by Function
Salaries & Benefits Budget | $15 M
Police, 33%
Public Works, 24%
Administration, 18%
Community
Planning &
Building, 15%
Library & Community Activities, 10%
City Council, 0%
FY 26-27 Salaries & Benefits Expenditure by Department
Staffing at-a-Glance
Adding new FTEs to City roster to increase capacity:
• IT Interns
• Capital Program Manager
Administration
Administrative Technician 0.00 1.00 1.00
Administrative Coordinator 1.00 0.00 (1.00)
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
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)
Library
Executive Assistant 0.50 0.00 (0.50)
Administration Technician 0.00 1.00 1.00
Hourly Librarian 1.00 0.50 (0.50)
Public Works
Streets Maintenance Worker III 2.00 1.00 (1.00)
Streets Maintenance Worker I/II 5.00 6.00 1.00
Capital Program Manager 0.00 1.00 1.00
Police
Police Services Officer 6.00 5.50 (0.50)
Community Services Officer/Animal Control 2.00 2.50 0.50 Total Change in FTE 1.50
92.1 72.5
94.2 96.2 96.2 97.3 90.5 92.0
-10.0
10.0 30.0
50.0 70.0
90.0 110.0
130.0
FTE
Funded FTE by Fiscal Year
19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27
Operating Budget| $14.4 M
Fire, 26%
Ambulance, 16%
Citywide, 15%
Public Works, 15%
Economic
Development, 9%
Administration, 7%
Police, 4%
Legal, 3%
Community Planning & Building, 2%
Council, 1%
Community Activities, 1%
Library, 0%
FY 26-27 Services & Supplies by Department
Capital Projects at-a-Glance
Category/Project Budget
Streets Street Improvement Project - Design $200,000 D
& Sidewalks Street Preventative Maintenance Program 850,000 D Resurfacing Parking Lots - Sunset Center 150,000 D
Sidewalk Improvement Project 275,000 D
Drainage Drainage Improvement Project - Design 275,000 D Scenic Drainage Improvement & Pathway Restoration 200,000 D Facilities Picadilly Restroom - Design 80,000 D
ADA Upgrades 20,000
Sunset Center Piano Room Floor 25,000
Sunset Center Guardrail Replacement 50,000
Fire Station Alert System Upgrade 200,000
Police Station / Public Works Architecture 3,500,000 D
Flanders Foundation Repair 150,000 D
Transfer Switches for City Hall & Vista Lobos 100,000 D Fire Service Backflow Preventer Upgrade 50,000 D
FP&B Sand Ramp 8th Avenue Repair Project 125,000 D
Eroded Bluff Emergency Repair 200,000
North Dunes Habitat Restoration Area - Invasive Species Removal 200,000 Project Mngt Project Management 673,680
Contingency CIP Contingency 600,000
Vehicle PW Patch Truck 125,000
& Equipment PD Radar Trailer 25,000
PD Parking Vehicle 50,000
PD Admin Vehicle EV 75,000
PD Animal Control Vehicle 75,000
Police Radios Year 6 of 6 30,000
Tracnet Replacement (RIMS Sun System) 200,000
Total $8,503,680
D = Deferred Maintenance
Streets & Sidewalks
17%
Drainage
6%
Facilities
49%
Forest, Parks & Beach
6%
Planning
0%
Contingency
7%
Project
Management
8%
IT
0%
Vehicle &
Equipment
7%
FY 26-27 CIP Funding by Category
Fund Balance
• Reduced by Revenue Shortfall
• Reduced by Assignment of $1 million to
Housing Trust Fund
Budget Timeline
May 5, 2026
FY 26-27 Budget Overview Presentation
May 5–8, 2026
Submit budget questions
May 12, 2026
FY 26-27 Budget Workshop on May 12, 2026
@ 4:00pm
•Details provided on revenue, expenditures, staffing
•Responses to budget questions received as of May 8
June 2, 2026
FY 26-27 Budget Adoption scheduled for
June 2, 2026
•Inclusive of revisions per direction received on May 5 and May 12
•Responses to budget questions received through May 29
Recommendation
Receive FY 26-27 Budget Overview Presentation
Submit budget questions to all the following on or before May 8th:
[email protected]
Car Week 2026 – Proposed Revocable License
Agreement for Parking Management by Good Roots Inc.
City Council Regular Meeting
May 5, 2026
February 17, 2026: CAC received an update on Car Week 2026 from Police Chief Trayer and a presentation from Good Roots “Traffic Calming & Vehicle Control Operations”
March 3, 2026: Chief Trayer presented a Staff Report to the City Council recommending the Council authorize a pilot limited downtown managed parking program and the Council directed that a Proposed Revocable License Agreement with Good Roots
(“Proposed Agreement”) be drafted and presented to the CAC for review and recommendation to Council.
C to the ITY OF CARMEL-BY-THE-SEA
Background
Background - continued
April 14, 2026: The Community Activities Commission discussed the draft Revocable License Agreement and voted to recommend that the City Council adopt the Agreement.
One change recommended by the CAC was to change the order of the Plans listed in Section 12 of the Agreement to coincide with the order the Plans are identified in Exhibit A to the Agreement (Scope of Services)
• Good Roots pays the City $21,822.00 as a license fee. • Good Roots provides staff for parking Ocean between Junipero and Lincoln, and on designated segments of Mission, San Carlos and Dolores from 6th to 7th between Junipero and Lincoln. • No parking by Good Roots of vehicles on 6th or 7th.
• Entry locations on 7th and exits on Ocean and 6th and adjacent side streets, as approved by the Police Chief, or designee.
License Fee/Parking
• The charge by Good Roots to the vehicle owners for the parking on Ocean will be $200 per parked car per day for the period of 5 p.m. to 10 p.m.
• For 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.
Parking Charges By
Good Roots
Street Map
Section 2.1 Services
2.1 Services. LICENSEE agrees to perform all services (collectively, “Services”) reasonably necessary for the completion of the tasks and services set forth in Exhibit “A” which is incorporated by reference, entitled “Scope of Services”. Car Week Downtown Parking Management Plan.
4.2 Charges for Parking
4.2 Charges for Parking. In connection with LICENSEE’s
performance of the Services, LICENSEE will charge persons parking vehicles on Ocean Avenue the amount of $200 per parked car per day for the period of 5 p.m.. to 10 p.m. and for parking on other downtown streets the amount of $100 per car per day for the period of 5 p.m. to 10 p.m. (collectively, “Charges”) on the dates of August ___, 2026 through and including August ____, 2026
Section 12.1 Plans
12.1.1 Vehicle Staging and Exit Plan (Per Section 2 of Exhibit A)
12.1.2 Downtown Traffic Management Plan (Per Section 4 of Exhibit A)
12.1.3 Staff Plan Per Section 4 of Exhibit A)
12.1.4 Operations Plan (Per Section 4 of Exhibit A)
12.1.5 Communications Plan (Per Section 5 of Exhibit A) Additional Edits to Consider
2.11 Budget. LICENSEE shall submit a draft Budget to the City by Mary 15, 2026 to include proposed revenue and expenses for the Services to be provided under this Agreement.
2.12 Financial Report. LICENSEE shall submit to the City within 14 calendar days after the final day of Car Week 2026 a financial report which shall include the revenue and expenses for the Services provided under this Agreement and a comparison of Actual revenue and expenses to budgeted revenue and expenses. CITY reserves the right to audit LICENSEE's financial records related to this Agreement upon 10 days written notice.
Additional Edits to Consider
2.13 Report on Vehicle Counts and Traffic
Patterns. LICENSEE agrees to provide the City with a report 14 calendar days after final days of Car Week 2026 a report with vehicle counts and traffic pattern information.
12.2 Submission of Plans. LICENSEE shall submit all of the Plans to the City on or before May 15, 2026 for review and approval by the City Council at its Meeting on June 2, 2026. If the City Council does not approve all of the Plans on June 2, 2026, then the City Council reserves the right to terminate the Agreement at that meeting. (Underlined text added)
1. Discuss the Proposed Revocable License Agreement for Parking Management by Good Roots
2. If Council wishes to approve the Proposed Revocable License Agreement for Parking Management by Good Roots, then a
motion to adopt Resolution 2026-028 approving the Agreement.
Recommendations
?
QUESTIONS
Managed Parking Pilot Program Option:
Improving Safety, Access & Flow During Peak Evenings
City Council Meeting
May 5th, 2026
Chief Trayer
CITY OF CARMEL-BY-THE-SEA
CITY OF CARMEL-BY-THE-SEA 1
1. Seeking Council direction to proceed with
the Pilot Program
2. Good Roots contract review by City
Attorney
CITY OF CARMEL-BY-THE-SEA 2
Direction
• Gridlock caused by circling traffic
• Increased noise and safety issues caused
by cruising
• Lack of parking leads to visitor
frustration
• Spillover impacts in the residential
neighborhoods
• Public safety concerns of
pedestrian/vehicle traffic downtown
CITY OF CARMEL-BY-THE-SEA 3
Background: Car Week in Carmel-by-the-Sea
Organized Parking + Controlled
Access
• Directed parking (like stadium events)
• Reduced cruising
• Improved turnover of spaces
• Less congestion overall
CITY OF CARMEL-BY-THE-SEA 4
Managed Parking Pilot Program
CITY OF CARMEL-BY-THE-SEA
What This Is (and Isn’t)
• IT IS:
○ A managed parking system
○ A safety and congestion solution
○ A way to support downtown
businesses
• NOT intended to be a car event
• NOT designed to attract more crowds
• 5:00 PM – 10:00 PM managed
parking
• Streets closed to through traffic
until 12:00 AM
• Emergency access maintained at all
times
CITY OF CARMEL-BY-THE-SEA 6
Hours & Access
CITY OF CARMEL-BY-THE-SEA
The Plan
• Enter via Seventh Avenue
• Directed to available parking
• Self-park in designated space with escorts
• Escorts assist with efficient exit to Highway 1
CITY OF CARMEL-BY-THE-SEA
What To Expect?
• 1–2 minute check-in (rolling)
• Clear signage and staff direction
• Multiple entry points to keep traffic moving
• Use of existing downtown spaces
on side streets
• Diagonal and parallel parking on
Ocean Ave to maximize spaces
• Overflow parking at Larson Field
(350–400 spaces)
• Shuttle access available
CITY OF CARMEL-BY-THE-SEA 9
Parking Supply Strategy
• ADA-compliant parking provided
• Drop-offs for mobility-limited guests
allowed
• Delivery vehicles accommodated
• Emergency access always prioritized
• Signage must be clearly visible and
well thought out in advance
CITY OF CARMEL-BY-THE-SEA 10
Accessibility
• Increase access to restaurants and
shops
• Create a more walkable environment
• Improve parking turnover
• Reduce gridlock
CITY OF CARMEL-BY-THE-SEA 11
Business Impact
• There will still be
thousands of people
coming to town
• The pedestrian crowd
will continue to be
significant
CITY OF CARMEL-BY-THE-SEA 12
The Ambiance
• There will be significant traffic for the Managed Parking, Larson Field Parking, and through the neighborhoods
• There will still be noise and circling cars—but goal is to create a more controlled environment.
Off the
median,
please!
• More officers & staff support
• Clearer parking options
• (pay to park or free parking at Larsen Field)
• Parking remains available in residential areas
• Increased enforcement of noise/violations
• Increased parking compliance officers
• More speed bumps
• Lighting in critical areas of pedestrian routes
• Additional volunteers have been requested for
evening hours
CITY OF CARMEL-BY-THE-SEA 13
The Difference
• No cruising loops
• No grouping of exhibition vehicles
• No revving, idling, or disruptions
• Standard parking rules enforced
• Pedestrians required to remain on
sidewalks
CITY OF CARMEL-BY-THE-SEA 14
Expected Behavior Change
• Decrease the overall safety concerns
associated to Car Week evenings.
• Increase enforcement of noise, driving
concerns.
• Provide increased parking for visitors.
• Increase access for downtown
businesses.
CITY OF CARMEL-BY-THE-SEA 15
Goals
• PD continues to have the option to
change/cancel the Paid Parking
initiative if there is a significant
public safety issue
• Vehicles will be cleared out of the
area using detours to ensure
vehicle/pedestrian safety
CITY OF CARMEL-BY-THE-SEA 16
Alternative/Contingency Plans
2026 Car Week will encompass a series of additions to
keep our village safe. They include:
1. Social Media Announcements (NEW)
• Enhanced Sound Enforcement using PipeDown Decibel readers • Zero tolerance for observed revving of vehicles, speeding, and reckless driving
2. Additional Enforcement and Volunteers (NEW)
• 1 Commander
• 2 Additional Officers
• 2 Parking Enforcement/Animal Control resources
• CERT Volunteers. (Estimated to be 7-8 per night)
• Supporting crowd management and visibility patrols
3. Speed Humps: San Carlos and 11th (NEW) and prior humps on Ocean Ave/East of Junipero CITY OF CARMEL-BY-THE-SEA 17 Current Car Week Plan
4. Tow Truck Staging- Junipero and Ocean (NEW)
• Rapid towing for enforcement, disabled, or obstructing vehicles
5. Route Changes (NEW) to enhance pedestrian safety
6. Quick Reaction Team (1 Sergeant and 2 Officers) (NEW) • Rapidly address congestion, unsafe driving behavior, and emergent issues
7. Additional Officer Option (NEW)
• Checking with surrounding agencies
• 3 Additional per day $6,475.00 per day. (Totals: Th-Sat $19,425)
8. Data Collection (NEW)
• Decibel Reading, if able
• Pedestrian/Vehicle Numbers CITY OF CARMEL-BY-THE-SEA 18 Current Car Week Plan (Continued)
1. Seeking Council Direction to proceed with
the Pilot Program
2. Good Roots contract review by City
Attorney
CITY OF CARMEL-BY-THE-SEA 19
End of Presentation