Agenda packet — Del Rey Oaks City Council, June 23, 2026 (part 1 of 2)

MEETING AGENDA

OF THE CITY OF DEL REY OAKS CITY COUNCIL
TUESDAY, JUNE 23, 2026 AT 6:00 PM
Del Rey Oaks City Hall is inviting you to an IN-PERSON MEETING AT CITY HALL

PLEASE NOTE THIS WILL BE LIVE STREAMED FOR VIEWING ONLY

YOU WILL NOT BE ABLE TO MAKE PUBLIC COMMENTS ON ZOOM
Join Meeting
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1. ROLL CALL - Council

2. PLEDGE OF ALLEGIANCE

3. PUBLIC COMMENTS: General Public Comment must deal with matters subject to the jurisdiction of the City and the Council that are not on the Agenda. Anyone wishing to address the City Council on matters not appearing on the Agenda may do so now. The public may comment on any other matter listed on the Agenda at the time the matter is being considered. There will be a time limit of not more than three minutes for each speaker. No action will be taken on matters brought up under this item and all comments will be referred to staff.

4. CONSENT AGENDA:

A. MINUTES: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. May 19, 2026, Regular City Council Meeting Minutes

2. June 8, 2026, Special City Council Meeting Minutes
B. MONTHLY REPORTS: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. Fire Department Response Report, May 2026

2. Police Activity Response Report, May 2026

3. Monthly Financial Report, May 2026
1 C. MISCELLANEOUS: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. Consider Approval of the FY 2026-27 Budget Documents

2. Consider Approval of Resolution 2026-17, to Call and provide for a General Municipal Election to be held in the City of Del Rey Oaks on Tuesday, November 3, 2026

3. Adopt Resolution 2026-18, Amending Conflict of Interest Code

4. Adopt Resolution 2026-16 Approving a 3.03 percent rate increase to charges by the City's franchised hauler, Greenwaste Recovery, for the collection of solid waste, recycling and organics, effective July 1, 2026

5. Adopt Resolution 2026-21 Amending Exhibit A&B of the Memorandum of Understanding between ReGen Monterey and Member Agencies for FY 2026-27

5. OLD BUSINESS:

A. None

6. NEW BUSINESS:

A. Consider Annual AB 2561 Staffing Vacancies Report and Adopt Resolution 2026-20, to comply with Government Code Section 3502.3
B. Selection of Development Partner for Former Fort Ord Properties and Authorization to Negotiate an Exclusive Negotiating Agreement with Shea Homes

7. STAFF REPORTS:

A. Council Reports are in the packet

8. CORRESPONDENCE:

A. Correspondence is in the packet

9. Closed Session: As permitted by Government Code Section 54956 et. seq. the Council may adjourn to a Closed Session to consider specific matters dealing with certain litigation, personnel, or labor/real property negotiations.

A. Public Comment on Closed Session Items: Anyone wishing to address the City Council on an item to be discussed in closed session may do so now. There will be a time limit of not more than three minutes for each speaker. No action will be taken on matters brought up under this public comment period.

B. Closed Session Items:
2 1. Conference with Legal Counsel – Existing Litigation (Government Code § 54956.9(a)) California Native Plant Society vs. Fort Ord Reuse Authority, et al Superior Court of the State of California, County of Monterey, Case No. 20CV001529 Attachments:

Settlement Agreement and General Release dated May 15, 2023 Enforcement of Settlement Letter dated June 11, 2026
Regarding APN 031-191-013

10. NEXT MEETING DATE:

Tuesday, August 25, 2026 at 6:00pm- No Regular Scheduled Meeting for July 2026

11. ADJOURNMENT
Information distributed to the Council at the meeting becomes part of the public record. A copy of written material, pictures, etc. must be provided to the secretary for- this purpose.

All enclosures and materials regarding these agenda items are available for public review at the Del Rey Oaks City Hall, 650 Canyon Del Rey Road, Del Rey Oaks. 3 City of Del Rey Oaks
City Hall
650 Canyon Del Rey Blvd
Del Rey Oaks, CA 93940
Action Minutes
Tuesday, May 19, 2026
6:00 PM
City Council – Regular Meeting
Del Rey Oaks City Council
Scott Donaldson – Mayor
Mike Burger – Vice Mayor
John Uy – Councilmember
Kim Shirley – Councilmember
Jeremy Hallock – Councilmember
4 Item 1.
6:00 PM – Called to Order:

The meeting was called to order by Mayor Donaldson
Roll Call: Present: Mayor Donaldson, Vice Mayor Burger, Councilmember Shirley, Councilmember Hallock and Councilmember Uy

Absent: None
Also Present: City Manager Guertin, City Attorney Lorca, City Clerk Minami, Deputy City Clerk Batra
Pledge of Allegiance:

Led by Mayor Donaldson
Public Comment:

Gary Kreeger: Wants to piggyback on neighboring cities and have a vacancy tax in DRO and fight Marina Coast Water for more water, like Seaside is trying to do.

Megan, from PG&E: Introduces herself and says she will make herself available to anyone who has questions.

Ann Auburn: Asks why the street sweeper just cleans the middle of the streets and not the sides.

PROCLAMATIONS:

Mayor Donaldson reads the following proclamations:

Celebrating National Public Works Week May 17-24, 2026
Celebrating Professional Municipal Clerks Week May 3-9, 2026 Celebrating the 10th Anniversary of Palenke Arts
Councilmember Uy reads the following proclamation:

Celebrating National Pride Month June 2026

CONSENT AGENDA:

A. MINUTES: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. April 28, 2026 City Council Meeting Minutes
B. MONTHLY REPORTS: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. Fire Department Response Report, April 2026

2. Police Activity Report, April 2026

3. Financial Reports, April 2026
5 Item 1.

C. MISCELLANEOUS: (CEQA: as to all, not a project per Guidelines Article 20, Section 15378)

1. Consider the adoption of the modified Military Equipment Use Policy and the First Reading of Ordinance #324, consistent with the requirements of AB 481

2. Adopt Resolution 2026-08 Approving the FY 2026-27 SB1 Funded Project List

3. Consider Adoption of Resolution 2026-09 approving the Transportation Agency for Monterey County (TAMC) Master State & Federal Funding Agreement and authorize the City Manager to execute the agreement

4. Consider Approval of the Pavement Management Program Update 2025 Reimbursement Agreement with the Transportation Agency of Monterey County (TAMC) and to authorize the City Manager to execute the Agreement of behalf of the City Council

5. Change order from Coastal Paving
PUBLIC COMMENT:

None
A motion was made by Councilmember Hallock, seconded by Councilmember Uy, to approve the Consent Agenda as presented.

Motion passed unanimously 5-0
OLD BUSINESS: None
NEW BUSINESS:

Consider Overview of Recommended FY 2026-27 Budget
City Manager Guertin: Still fine-tuning, and there will be a special meeting in early June to review one more time. Introduces Elizabeth “Beth” Mariano of RGS to present the budget documents.

Beth Mariano: Shares screen and the following presentation:
6 Item 1.

7 Item 1.

8 Item 1.

This item is to be received by Council and no vote is required.

The following questions and comments were discussed:

City Manager Guertin: Revenue streams are narrow. Hotel is the best option for revenue, but that is in the future. Staff is very mindful of the budget. Insurance liability and insurance are the biggest cost drivers, and it is out of our control. Rosita Road is the number one priority this year.

Options will be brought to the Finance Committee and City Council for revenue generation ideas. The former garden center property is one idea, discussions in the future.

Hopefully, to avoid service reductions in the city. Maybe to review the STR ordinance.

Explains the delay in the new budgeting software and how long it takes bigger jurisdictions to get Clear-Gov up and running.

Vice Mayor Burger: Not a warm and fuzzy budget, but great leadership. Really wants to review the Short-Term Rental ordinance.

Councilmember Uy: Conservative budget and revenue projection. Staff are thoughtful of how things impact the budget. Team effort. No strategic planning in this budget, let’s have a session without spending any money on a consultant. What is a sustainable source of income on the former ft ord property?
City Manager Guertin: Hotel is the best option and more sales tax sources. It will be 5-10 years before the city sees an increase in property taxes from homes built on that property. Economic reserve will be used to bridge the gap. We can facilitate a strategic planning session through a team effort.

Councilmember Hallock: Thanks all the staff and Budget Committee.

Councilmember Shirley: Thanks, everyone involved. Appreciates a conservative plan.

Would like to see something in the former Garden Center parcel. Concerned that the strategic planning session was removed from the budget, it’s an opportunity for residents to see what is accomplished. Glad it’s still going to happen. Points out that the area for election costs is missing in the budget. Wants the reserve separated out, to make it easier to understand.

Mayor Donaldson: Reviews comments. Takes revenue to keep good staff. There are only a certain amount of cuts we can make without having an impact of services and the quality of life to residents. Hard to fill former Garden Center parcel because of FORTAG construction, a temporary use is important for a revenue source. Should look at the Short-term rental ordinance too, for future discussion. A proposal for an ENA with a new developer will be coming to council in the future for development down the road.

PUBLIC COMMENTS:

Gary Kreeger: Lots of smart folks in Del Rey Oaks to have a strategic planning session without spending a lot of money. Have it on a Saturday, more community involvement.

Wants annual updates on items such as the South Boundary Road development and the former development lawsuit.

The Council received the item, and no decision was made.

9 Item 1.

STAFF REPORTS: In the packet with the correspondence
NEXT MEETING DATE: Tuesday, June 23, 2026 at 6:00 pm
ADJOURNMENT: 7:25PM
Attest:___________________________________________ Date:--------------------------------------- 10 Item 1.

City of Del Rey Oaks
City Hall
650 Canyon Del Rey Blvd
Del Rey Oaks, CA 93940
Action Minutes
Monday, June 8, 2026
6:00 PM
City Council – Special Meeting
Del Rey Oaks City Council
Scott Donaldson – Mayor
Mike Burger – Vice Mayor
John Uy – Councilmember
Kim Shirley – Councilmember
Jeremy Hallock – Councilmember
11 Item 2.
6:00 PM – Called to Order:

The meeting was called to order by Mayor Donaldson
Roll Call: Present: Mayor Donaldson, Vice Mayor Burger, Councilmember Shirley and Councilmember Uy

Absent: Councilmember Hallock
Also Present: City Manager Guertin, City Attorney Lorca, City Clerk Minami, Administrative Service Technician Matthews
Pledge of Allegiance:

Led by Mayor Donaldson
Public Comment:

None

CONSENT AGENDA:

A. Approve Amendment of Del Rey Park ADA Sidewalk Improvements Project Funding Source
B. Approve an Amended Resolution Adopting a List of Projects for FY 2026-27 Funded by SB1
Councilmember Uy: Pulled item 4.A. to ask what went wrong with the ADA Sidewalk Improvement funding.

City Manager Guertin: Staff did nothing wrong; it was about the timing of the project and communication with the County regarding the document.

PUBLIC COMMENT:

None
A motion was made by Councilmember Shirley, seconded by Councilmember Burger, to approve the Consent Agenda as presented.

Motion passed unanimously 4-0
Councilmember Hallock absent
NEW BUSINESS:

A. Review Proposed Budget for Fiscal Year 2026-2027
City Manager Guertin introduces Elizabeth Mariano of RGS Consulting to review the budget document and slide show.
12 Item 2.
13 Item 2.
14 Item 2.
15 Item 2.

The following comments and questions were raised during the Budget presentation:

City Manager Guertin: Revenues are tight. We trimmed off several items from the budget, including training, travel, and contracts. The major hit in expenses is insurance that includes workers' compensation, liability, and all medical premiums. No colas this year. We reduced without compromising services to residents. Recommend accepting this budget document and coming back for a mid-year review to make any modifications needed.

Councilmember Burger: Appreciates all of the hard work and hopefully it will work it’s self out at mid-year.

Councilmember Uy: Is this budget stable?
City Manager Guertin: The economy is the biggest factor, and revenue fails during inflationary times. We are in the same boat as the surrounding cities, but better than most.

It’s not looking bad, but it’s not great either.

Councilmember Shirley: Grateful for the reserves. Work memorial property is our best option for revenue.

City Manager Guertin: The city needs to get immediate temporary use and revenue at that property and then do careful planning on a permanent project and use.

Councilmember Shirley: We need more parking at City Hall for events, meetings and for Frog Pond use. How about the public works yard? Would like to direct staff to talk to the parks department about their parking situation.
16 Item 2.

Councilmember Shirley: Is Section 115 trust on track? Wants to keep it on the radar.

City Manager Guertin: Explains how it works and how it was approved in 2019 before Covid hit the economy, and we have invested some since then. 40% is the goal. Maybe next year we can invest more, depending on the economy.

Councilmember Shirley: Vehicle reserve should be all vehicles, not just PD.

City Manager Guertin: Explains the higher use of PD vehicles, etc.

Mayor Donaldson: Important for staff to address parking issues and inform the council as needed. Wants to see what they come up with regarding parking.

Councilmember Uy: Good idea to have more parking for events.

Councilmember Burger: Would like to hear pros and cons from staff about parking. Also worried about the cost of upkeep of the new trail that the city will maintain.

PUBLIC COMMENTS:

Gary Kreeger: Vacancy tax, lean on Stone Creek landlords. It would be nice to have something at the Garden Center property.

Alice Green: Folks were concerned about the cost of upkeep of the trail, and it was ignored.

Mayor Donaldson: This is the most transparent budget in the area. It has been reviewed and changed many times and heard at 6 different meetings by June 30th, both during the day and in the evenings. Thanks, staff, for identifying cuts without impact to services.

The Council received the item, and no decision was made.

NEXT REGULAR MEETING DATE: Tuesday, June 23, 2026 at 6:00 pm ADJOURNMENT: 6:45 PM
Attest:___________________________________________ Date:--------------------------------------- 17 Item 2.
18 Item 1.
19 Item 1.
1 City Council Report
May 2026
Case # Date Offense Code 1 Offense Code Description
DROMPADOJResidentialCommercial
26-115 05/01/2026 Information Only X X
26-116 05/01/2026 ACN Non-Injury Traffic Collision X X
26-117 05/01/2026 ACN Non-Injury Traffic Collision X X
26-118 05/01/2026 Lost Property
26-119 05/02/2026 484(A) PC Petty Theft (Shoplifting) X X 26-120 05/05/2026 Lost Property X X
26-121 05/07/2026 5150 W&I X X
26-122 05/09/2026 Information Only X X
26-123 05/10/2026 5150 W&I X X
26-124 05/10/2026 Information Only X X
26-125 05/13/2026 AOD Outside Assist X X
26-126 05/13/2026 20002(A)(1) VC Hit and Run X X
26-127 05/13/2026 Towed Vehicle X X
26-128 05/14/2026 Civil X X
26-129 05/16/2026 11377(A) HS Possess methamphetamine X X 26-130 05/18/2026 647(F) PC Public Intoxication X X
26-131 05/18/2026 Lost Property X X
26-132 05/18/2026 Susp Circ X X
26-133 05/20/2026 Surrendered Property X X
26-134 05/20/2026 Information Only X X
26-135 05/21/2026 Lost Property X X
26-136 05/22/2026 ACN Non-Injury Traffic Collision X X
26-137 05/23/2026 Information Only X X
26-138 05/25/2026 12500(A) VC Unlicensed Driver X X
26-139 05/26/2026 Susp Circ X X
26-140 05/26/2026 Information Only X X
26-141 05/27/2026 484(A) PC Petty Theft from Vehicle X X 26-142 05/29/2026 5150 W&I X X
26-143 05/29/2026 21810 PC X X
26-144 05/31/2026 245(A)(1) PC Assault w/ Deadly Weapon X 26-145 05/31/2026 Information Only X X
31 Cases
Chris Bourquin - Chief
20 Item 2.
2 Calls for Service Case Reports
Month YTD Month YTD
330 1,451 31 145
Alarms Citations
Residential Commercial MPAD Moving Parking Warning
Mo. YTD Mo. YTD Mo. YTD Mo. YTD Mo. YTD Mo. YTD
0 2 1 9 5 27 20 81 33 112 12 44
21 Item 2.

Offense Reported
in 2026
Reported
in 2025
Percent
Change
Offenses
Cleared
Percent
Cleared
Percent Of
Category
Rate Per
100,000*
Murder 0 0 NA 0 0.00% 0.00% NA
Negligent Manslaughter 0 0 NA 0 0.00% 0.00% NA
Justifiable Homicide 0 0 NA 0 0.00% 0.00% NA
Non-consensual Sex Offenses:

Rape 0 0 NA 0 0.00% 0.00% NA
Sodomy 0 0 NA 0 0.00% 0.00% NA
Sexual Assault with Object 0 0 NA 0 0.00% 0.00% NA
Fondling 0 0 NA 0 0.00% 0.00% NA
Aggravated Assault 1 0 NA 0 0.00% 100.00% NA
Simple Assault 0 0 NA 0 0.00% 0.00% NA
Intimidation 0 1 -100.00% 0 0.00% 0.00% NA
Kidnapping/Abduction 0 0 NA 0 0.00% 0.00% NA
Consensual Sex Offenses:

Incest 0 0 NA 0 0.00% 0.00% NA
Statutory Rape 0 0 NA 0 0.00% 0.00% NA
Human Trafficking, Commercial
Sex Acts
0 0 NA 0 0.00% 0.00% NA
Human Trafficking, Involuntary
Servitude
0 0 NA 0 0.00% 0.00% NA
Crimes Against Persons Total 1 1 0% 0 0.00% 20% NA
Robbery 0 0 NA 0 0.00% 0.00% NA
Burglary/Breaking & Entering 0 0 NA 0 0.00% 0.00% NA
Larceny/Theft Offenses 2 1 100.00% 1 50.00% 100.00% NA
Motor Vehicle Theft 0 0 NA 0 0.00% 0.00% NA
Arson 0 0 NA 0 0.00% 0.00% NA
Destruction Of Property 0 2 -100.00% 0 0.00% 0.00% NA
Counterfeiting/Forgery 0 1 -100.00% 0 0.00% 0.00% NA
Fraud Offense 0 1 -100.00% 0 0.00% 0.00% NA
Embezzlement 0 0 NA 0 0.00% 0.00% NA
Extortion/Blackmail 0 0 NA 0 0.00% 0.00% NA
Bribery 0 0 NA 0 0.00% 0.00% NA
Stolen Property Offenses 0 0 NA 0 0.00% 0.00% NA
Crimes Against Property Total 2 5 -60% 1 50% 40% NA
Drug/Narcotic Violations 1 0 NA 0 0.00% 50.00% NA
Drug Equipment Violations 0 0 NA 0 0.00% 0.00% NA
Gambling Offenses 0 0 NA 0 0.00% 0.00% NA
Pornography/Obscene Material 0 0 NA 0 0.00% 0.00% NA
Prostitution 0 0 NA 0 0.00% 0.00% NA
Weapons Law Violation 1 0 NA 1 100.00% 50.00% NA
Animal Cruelty 0 0 NA 0 0.00% 0.00% NA
Crimes Against Society Total 2 0 NA 1 50% 40% NA
Agency: All
Total Group "A" Offenses 5 6 -16.67% 2 40% 100% NA
Statewide Crime Profile * Adjusted population base: 1 2026 Crime in California

Note: The Rate per 100,000 will be 'NA' when the Adjusted Population Base is Zero.

Group A Offense Report
Beginning Date: 05/01/2026 Ending Date: 05/31/2026
Printed On: 06/01/2026

Page 1 of 1 ends

22 Item 2.

Rape 0 0 NA 0 0.00% 0.00% NA
Sodomy 0 0 NA 0 0.00% 0.00% NA
Sexual Assault with Object 0 0 NA 0 0.00% 0.00% NA
Fondling 0 0 NA 0 0.00% 0.00% NA
Aggravated Assault 2 1 100.00% 1 50.00% 40.00% NA
Simple Assault 3 2 50.00% 1 33.33% 60.00% NA
Intimidation 0 2 -100.00% 0 0.00% 0.00% NA
Kidnapping/Abduction 0 0 NA 0 0.00% 0.00% NA
Consensual Sex Offenses:

Incest 0 0 NA 0 0.00% 0.00% NA
Statutory Rape 0 0 NA 0 0.00% 0.00% NA
Human Trafficking, Commercial
Sex Acts
0 0 NA 0 0.00% 0.00% NA
Human Trafficking, Involuntary
Servitude
0 0 NA 0 0.00% 0.00% NA
Crimes Against Persons Total 5 5 0% 2 40% 21.74% NA
Robbery 1 1 0.00% 1 100.00% 9.09% NA
Burglary/Breaking & Entering 1 0 NA 0 0.00% 9.09% NA
Larceny/Theft Offenses 7 6 16.67% 2 28.57% 63.64% NA
Motor Vehicle Theft 0 1 -100.00% 0 0.00% 0.00% NA
Arson 0 0 NA 0 0.00% 0.00% NA
Destruction Of Property 0 3 -100.00% 0 0.00% 0.00% NA
Counterfeiting/Forgery 1 1 0.00% 1 100.00% 9.09% NA
Fraud Offense 0 4 -100.00% 0 0.00% 0.00% NA
Embezzlement 1 0 NA 0 0.00% 9.09% NA
Extortion/Blackmail 0 0 NA 0 0.00% 0.00% NA
Bribery 0 0 NA 0 0.00% 0.00% NA
Stolen Property Offenses 0 0 NA 0 0.00% 0.00% NA
Crimes Against Property Total 11 16 -31.25% 4 36.36% 47.83% NA Drug/Narcotic Violations 3 1 200.00% 2 66.67% 42.86% NA Drug Equipment Violations 2 0 NA 2 100.00% 28.57% NA
Gambling Offenses 0 0 NA 0 0.00% 0.00% NA
Pornography/Obscene Material 0 0 NA 0 0.00% 0.00% NA
Prostitution 0 0 NA 0 0.00% 0.00% NA
Weapons Law Violation 2 0 NA 1 50.00% 28.57% NA
Animal Cruelty 0 0 NA 0 0.00% 0.00% NA
Crimes Against Society Total 7 1 600% 5 71.43% 30.43% NA Agency: All
Total Group "A" Offenses 23 22 4.55% 11 47.83% 100% NA
Statewide Crime Profile * Adjusted population base: 1 2026 Crime in California

Note: The Rate per 100,000 will be 'NA' when the Adjusted Population Base is Zero.

Group A Offense Report
Beginning Date: 01/01/2026 Ending Date: 05/31/2026
Printed On: 06/01/2026

Page 1 of 1 ends

23 Item 2.

Staff Report
DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Receive May 2026 Financial Reports
CEQA: This action does not constitute a “project” as defined by the California Environmental Quality Act (CEQA) guidelines section 15378 as it is an administrative activity of the City that will not result in direct or indirect physical changes in the environment.

Consideration
Receive May 2026 Financial Reports.

Background
The Members of the Budget and Finance Committee routinely receive financial reports for the previous month.

Summary & Discussion
Attached are the May 2026 financial reports.
• May 2026 Cash and Investments – The report shows where the City’s funds are invested.

The City continues to have a healthy cash balance of $13,399,664, much of which is restricted for specific purposes.
• May 2026 Check Register –This is a listing of all the payments issued during the month. The total checks issued are $198,130.
• May 2026 General Fund Summary – This is a one-page summary of the General Fund summarized as follows:
24 Item 3.

At 92% of the year (11 months) the revenues are at 95%. Expenditure is 84% of the budget.

For the month of May 2026, the General Fund shows a surplus net revenue over expenditure of $40,307 and year-to-date surplus of $240,969.
• May 2026 Statement of Revenues and Expenditures – shows fiscal year-to-date actuals in comparison with FY 2026 Budget.
• Encumbrance Summary Report represents the purchase orders with a total outstanding balance of $779,989 as of May 30, 2026.

Fiscal Impacts
None. This is informational only.

Recommendation
Staff recommend receiving the reports.

ATTACHMENTS:
• Cash and Investments 2026-05
• Check/Voucher Register 2026-05
• General Fund Summary 2026-05
• Statement of Revenues & Expenditures 2026-05
• Encumbrance Summary 2026-05
Respectfully Submitted,
______________________________
John Guertin, City Manager
25 Item 3.

Accounts
Unrestricted
General Checking $ 1,405,523
Cash with TDS-Parking 500
Local Agency Investment Fund
Reserve for Economic Uncertainties 1,652,182 3.810%
Unappropriated Funds 1,595,573 3.810%
Total Unrestricted $ 4,653,778
Restricted
PARS-115 Trust Fund $ 410,842
Dev - Monterey Peninsula Partner 9,063
Fidelity Title Escrow Acct - GJM/SBR Intersection 1,056,168 Fidelity Title Escrow Acct - SBR Construction 7,269,813 Total Restricted $ 8,745,886
Total Cash and Investments $ 13,399,664
City of Del Rey Oaks
Summary of Cash & Investments
As of May 31, 2026
1 26
Item 3.

Check Number Payee Transaction Description Check Amount 23626 Access Monterey Penninsula, Inc. Video Services Del Rey Oaks City Council Meeting 03/24/2026
$ 300.00 5/13/2026
Access Monterey Penninsula, Inc. Video Services Del Rey Oaks City Council Meeting 04/28/2026
300.00 5/13/2026
Access Monterey Penninsula, Inc. Video Services Del Rey Oaks City Council Meeting 11/18/2026
300.00 5/13/2026
Access Monterey Penninsula, Inc. Video Services Del Rey Oaks Planning Commission Meeting 02/18/2026
300.00 5/13/2026
Access Monterey Penninsula, Inc. Video Services Del Rey Planning Commission Meeting 04/08/2026
300.00 5/13/2026
23627 AMERICAN LOCK & KEY 929 Keys - Clerks Office 13.11 5/13/2026 23628 AT&T Airport Internet Service Period 04/25/2026 to 05/24/2026

84.89 5/13/2026
23629 AT&T MOBIILITY Aircard PW Service Period 04/03/26 to 05/02/26 40.74 5/13/2026 AT&T MOBIILITY CM Service Period 04/03/26 to 05/02/26 50.53 5/13/2026 AT&T MOBIILITY PD Telephone Service Period 04/03/26 to 05/02/26 261.77 5/13/2026 AT&T MOBIILITY PW Service Period 04/03/26 to 05/02/26 45.48 5/13/2026 23630 Big Brand Tire & Service 2018 Ford F-350 Super Duty XLT Tire Plate 1410725 CA
614.78 5/13/2026
23631 CORELOGIC SOLUTIONS, LLC. Software 2026-04 163.91 5/13/2026 23632 CORONADO DEISEL MOBILE SERVICES, INC. Ford Explorer #91 Alt Fan Belt Repair 311.30 5/13/2026 23633 ECONOMIC&PLANNING SYSTEMS, INC. Del Rey Oaks Fort Ord Disposition Project 252123 2026-03
3,825.00 5/13/2026
23634 FENTON & KELLER City Attorney General Services - 2026-03 1,539.86 5/13/2026 23635 G.P.S. SOLUTIONS FY25/26 Plan Checking/Building Inspection Services -2026-04
3,494.26 5/13/2026
23636 John Guertin Guertin - Wellness 2026-05 500.00 5/13/2026 23637 KRISTOFER MOORE LTE Network Extender - Reimbrusement 273.11 5/13/2026 23638 Monterey County Peace Officers MCPOA Range 280.00 5/13/2026 23639 MONTEREY BAY TECHNOLOGIES, INC. Invoice for PO2526-41 2,100.00 5/13/2026 MONTEREY BAY TECHNOLOGIES, INC. Setup Configuration new laptop for laptop and PC - Stacy
877.50 5/13/2026
23640 Monterey County, Environmental Health Direct Cost Per MOA Service Period 10/01/2025 - 12/31/2025

28.47 5/13/2026
23641 MONTEREY PENINSULA ENGINEERING, INC. Rosita & Paloma Removal of Existing Curb 35,000.00 5/13/2026 23642 PG&E Service Period 03/24/2026 to 04/21/2026 2,495.10 5/13/2026 23643 PRECISION ALARMS AND AUTOMATION, INC. Alarm Inspections & Monitoring 2026-05 170.00 5/13/2026 PRECISION ALARMS AND AUTOMATION, INC. Service Call - Phnotoelectric Smoke Detecor, Lite Speed & Clip Ivory
533.90 5/13/2026
23644 PURE WATER Supplies 2026-05 47.50 5/13/2026
23645 REGIONAL GOVERNMENT SERIVCES FY25/26 Accounting Services 2026-03 9,163.20 5/13/2026 23646 RingCentral, Inc. Service Period 04/29/2026 to 05/28/2026 454.96 5/13/2026 23647 Stacy Matthews Meeting Supplies 4-29-2026 34.11 5/13/2026 23648 TERMINIX, INC. Pest Control 2026-04 124.00 5/13/2026 23649 US Bank Equipment Finance Konika Minolta Copier Lease 2026-03 135.80 5/13/2026 US Bank Equipment Finance Konika Minolta Copier Lease 2026-04 397.84 5/13/2026 23650 AFLAC Premium 2026-05 1,216.16 5/27/2026
23651 AMERICAN SUPPLY COMPANY Supplies 94.39 5/27/2026
23652 AT&T Internet City Hall & PD Service Period 05-13-26 to 06-12-26
203.30 5/27/2026
23653 AT&T CAL NET 2 Outside PD Phone Service Periods 04-19-26 to 05- 18-26

32.61 5/27/2026
23654 CALIFORNIA-AMERICAN WATER Service Period 04/21/2026 - 05/20/2026 1,349.34 5/27/2026 23655 CITY OF SEASIDE Street Sweeping Services April - June 2026 3,017.04 5/27/2026 CITY OF SEASIDE Street Sweeping Services Jan-Mar 2026 3,017.04 5/27/2026 CITY OF SEASIDE Street Sweeping Services July - Sept 2025 3,017.04 5/27/2026 CITY OF SEASIDE Street Sweeping Services Oct-Dec 2025 3,017.04 5/27/2026 City of Del Rey Oaks
Check/Voucher Register
From 05/01/2026 Through 05/31/2026
2 27
Item 3.

Check Number Payee Transaction Description Check Amount City of Del Rey Oaks
Check/Voucher Register
From 05/01/2026 Through 05/31/2026
23656 CoPower Dental Premiums 2026-06 2,560.79 5/27/2026 23657 CORONADO DEISEL MOBILE SERVICES, INC. Invoice for PO2526-62 852.84 5/27/2026 23658 ECONOMIC&PLANNING SYSTEMS, INC. Del Rey Oaks Fort Ord Disposition 2026-04 11,288.75 5/27/2026 23659 I.D. CHECKING GUIDE 2026 Manuals 56.81 5/27/2026
23660 I.M.P.A.C.GOVERNM'T SER 5564-9924 2026-05 7,815.58 5/27/2026 23661 JAMES DE CHALK Emergency Bathroom Cleaning 150.00 5/27/2026 JAMES DE CHALK Janitorial Services - City Hall and Park Restrooms - 2026-05
1,400.00 5/27/2026
23662 Justin Tang Wellness Reimbursement - 2026-05 500.00 5/27/2026 23663 MBS BUSINESS SYSTEMS, INC. Konika Minolta Copier - Billing Period 05/23/26 to 08/22/26
250.04 5/27/2026
23664 Napa Auto Parts Auto Parts 220.49 5/27/2026
23665 NEILL ENGINEERS CORP Retainer 01/01/0226 to 03/31/2026 300.00 5/27/2026 23666 ODP Business Solutions, LLC Supplies 182.53 5/27/2026 23667 PG&E Service Period 04/14/2026 - 05/12/2026 79.95 5/27/2026 23668 PRECISION ALARMS AND AUTOMATION, INC. Service Call - Phnotoelectric Smoke Detecor, Lite Speed & Clip Ivory (Remainder of Balance

54.00 5/27/2026
23669 REGIONAL GOVERNMENT SERIVCES FY25/26 Accounting Services 2026-04 10,021.84 5/27/2026 23670 ROGER GUZMAN Training Reimbursmeent - MCCLEO Training May 3- 6, 2026
460.50 5/27/2026
23671 SMITH & ENRIGHT LANDSCAPING, INC. FY25-26 Weekly Landscape Maintenance - 2026-05 1,578.50 5/27/2026 SMITH & ENRIGHT LANDSCAPING, INC. Weed Abatement 2026-04 2,496.00 5/27/2026 23672 STATE OF CALIFORNIA - DOJ Acct#145168 -Fingerpring Apps & Peace OfficersBilled 2026-04119.00 5/27/2026 23673 Stericycle, Inc. Shred Service 2026-04 204.63 5/27/2026 23674 VSP Vision Premium 2026-06 262.81 5/27/2026
ACH 2026-05-08 7-Eleven Mastercard PD & PW Fuel Charges 2026-05 3,283.46 5/8/2026 PERS CalPERS 1900 457 (05/08) Contribution
05/15/2026
3,200.00 5/8/2026
PERS PERS 3100 Contribution Retirement 04/18-05/01/24
-Plan 26934
2,469.61 5/8/2026
PERS PERS 3100 Contribution Retirement 4/18-5/01/26 -
Plan 1364
671.93 5/8/2026
PERS PERS 3100 Contribution Retirement 4/18-5/01/26 -
Plan 25623
5,195.96 5/8/2026
PERS PERS 3100 Contribution Retirment 4/18-5/01/26 -
Plan 1365
3,497.05 5/8/2026
ACH 2026-05-09 P.E.R.S.-HEALTH CalPERS 1800 Health 05/2026 43,620.75 5/8/2026 ACH 2026-05-15 ADP ADP fees 648.50 5/15/2026
ACH 2026-05-22 PERS CalPERS 1900 457 (05/22) Contribution 05/31/2026
3,200.00 5/22/2026
PERS PERS 3100 Contribution Retirement 05/02 –
05/15/2026 - Plan 1365
3,576.88 5/22/2026
PERS PERS 3100 Contribution Retirement 05/02-05/15/26
-Plan 26934
2,469.61 5/22/2026
PERS PERS 3100 Contribution Retirement 5/2-5/15/26 -
Plan 1364
671.93 5/22/2026
PERS PERS 3100 Contribution Retirement 5/2-5/15/26 -
Plan 25623
5,244.02 5/22/2026
Report Total $ 198,129.84
3 28
Item 3.

FY 2026
Budget
May
2026
Actual
FY 2026
YTD Actual
Percent
Collected
/Spent
Revenues
Property Taxes 000 870,000.00 0.00 886,889.52 102%
Sales Tax 000 1,189,000.00 141,953.39 1,145,501.80 96%
Other Taxes 000 571,900.00 33,503.93 553,877.86 97%
Licenses and Permits 000 352,050.00 16,246.20 359,842.87 102% Fines and Forfeitures 000 25,100.00 2,560.90 26,178.87 104% Other Revenue 000 201,100.00 13,941.73 158,303.40 79%
Grants 000 246,100.00 9,676.93 229,020.75 93%
Airport Police Services 000 1,489,000.00 124,083.00 1,352,672.50 91% Current Services 210 148,800.00 6,015.18 126,455.94 85% Total Revenues 5,093,050.00 347,981.26 4,838,743.51 95% Expenditures
Council 110 30,400.00 1,206.32 17,580.29 58%
City Clerk 111 654,800.00 44,236.87 605,931.69 93%
City Manager 120 345,115.00 22,791.68 318,232.13 92%
Finance 130 290,000.00 11,749.03 238,663.09 82%
Legal 150 89,300.00 7,331.05 36,848.01 41%
Planning & Building Regulation 160 255,400.00 18,908.01 141,482.03 55% Government Buildings 180 20,200.00 1,444.58 11,842.58 59% Non-Departmental 190 56,800.00 0.00 25,688.16 45%
Police 210 3,074,800.00 178,023.22 2,703,410.24 88%
Fire/Animal Control 220 243,300.00 0.00 182,784.75 75%
Public Works/Streets 311 258,050.00 13,324.12 243,412.52 94% Parks/Recreation 411 111,850.00 8,658.89 48,254.46 43%
Total Expenditures 5,430,015.00 307,673.77 4,574,129.95 84% Excess(Deficit) of Revenue Over
Expenditures
(336,965.00) 40,307.49 264,613.56
City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 05/01/2026 Through 05/31/2026
4 29
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
P/T-Secured 41110 599,800.00 0.00 618,628.76 103.13%
P/T-Unsecured 41120 31,200.00 0.00 30,865.67 98.92%
P/T-Prior Secured 41130 6,200.00 0.00 5,611.37 90.50%
Prior Unsecured 41140 100.00 0.00 0.00 0.00%
P/T-Unitary Tax 41150 13,500.00 0.00 14,005.01 103.74%
P/T-Supplemental Roll (SB813) 41160 12,400.00 0.00 11,915.28 96.09% Property Tax - VLF 41170 204,500.00 0.00 207,837.00 101.63% Prop Tax-Interest/Penalty 41180 2,300.00 0.00 (1,973.57) (85.80)% Sales Tax 42210 409,000.00 54,307.89 391,694.62 95.76%
Sales Tax - 145 (Measure S-1%) 42220 520,000.00 58,640.05 503,265.82 96.78% Sales Tax -409 (Measure R 1/2%) 42221 260,000.00 29,005.45 250,541.36 96.36% Cannabis Tax 42222 100,000.00 14,002.71 80,145.29 80.14% Transient Occupancy Tax 42230 250,000.00 14,484.90 266,877.29 106.75% STR Annual Licenses Fee 42231 12,000.00 1,320.00 12,258.24 102.15% Property Transfer Tax 42250 8,700.00 13.75 5,864.66 67.40% Sewer Impact 42290 22,000.00 0.00 22,181.41 100.82%
Business Licenses 42310 230,000.00 3,571.77 239,397.00 104.08% HOUP (Home Occupational User Permit) 42311 4,000.00 800.00 3,520.00 88.00% Gas Franchises 42761 8,200.00 0.00 8,657.44 105.57%
Electric Franchises 42762 22,000.00 0.00 23,977.07 108.98% Garbage Franchises 42763 110,000.00 0.00 110,495.27 100.45% Cable Tv Franchises 42764 26,000.00 5,002.57 20,432.59 78.58% Water Franchises 42765 25,000.00 0.00 15,246.84 60.98%
SB1186 Disability Access Fund 43311 1,000.00 80.00 733.00 73.30% SB1473 Environmental Assessment Fee 43312 100.00 11.00 127.95 127.95% Variance Fee 43318 0.00 0.00 3,213.05 0.00%
Architectural Review (ARC) 43319 0.00 0.00 1,200.00 0.00% Building Permits 43320 64,000.00 5,279.68 62,452.06 97.58% Strong-Motion Instrumental Program (SMIP)
Fees
43322 300.00 58.67 373.42 124.47%
Cannabis Business Permit 43325 5,000.00 0.00 5,000.00 100.00% Plan Check Fees 43330 20,500.00 2,649.75 16,290.72 79.46% Encroachment/Street Opening Permits Fees 43340 8,400.00 300.00 6,000.00 71.42% Plumbing Permits 43350 3,900.00 170.00 1,477.92 37.89%
Electrical Permits 43360 3,250.00 255.00 3,017.88 92.85% Tree Removal Permits 43361 0.00 100.00 1,906.00 0.00%
Other Licenses/Permits 43390 1,000.00 0.00 0.00 0.00%
Fines & Forfeitures 45000 2,600.00 361.90 2,585.87 99.45% Vehicle Code Fines 45510 5,500.00 650.00 4,359.00 79.25% Parking and Admin Fines 45512 17,000.00 1,549.00 19,234.00 113.14% Interest Earned 46100 175,000.00 0.00 103,149.62 58.94% Interest Earned-PARS 46101 20,000.00 6,164.21 33,063.12 165.31% Rental Income - Garden Center 46815 18,000.00 0.00 15,000.00 83.33% Rental Income - Airport RV 46816 39,600.00 3,927.26 43,370.86 109.52% Rental Income - PW Bldg (CHC Enterprise) 46817 24,000.00 0.00 6,000.00 25.00% HOPTR 47130 1,200.00 0.00 1,081.71 90.14%
Vehicle License Collection 47140 2,500.00 0.00 2,414.14 96.56% COPS 47240 194,000.00 8,333.33 193,203.28 99.58%
SB1383 Organics Recycling 47243 6,000.00 0.00 5,000.00 83.33% Prop 172 47750 20,000.00 1,340.69 17,013.79 85.06%
Wellness Program 47760 15,000.00 0.00 10,772.04 71.81%
Police Grants & Other Reimbursements 47780 2,500.00 2.91 2,506.14 100.24% 5 30
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
POST Reimbursements 47781 7,000.00 0.00 525.50 7.50%
Grant Other Agencies 47783 1,600.00 0.00 0.00 0.00%
Police Service Fees 48210 1,000.00 75.00 1,335.00 133.50% Police Services-Special Events 48211 40,000.00 0.00 34,920.00 87.30% Use Permits 48805 7,000.00 0.00 7,510.00 107.28%
Conditional Use Permits 48806 0.00 1,500.00 1,500.00 0.00% Maps/Publications 48810 100.00 0.00 0.00 0.00%
Property Inspections 48825 5,000.00 0.00 2,035.00 40.70% Miscellaneous Revenue 48840 10,000.00 1,187.60 6,185.31 61.85% Credit Card Processing Fee 48841 0.00 165.32 3,544.77 0.00% LAFCO Refund & Interest for FORA 48842 400.00 0.00 0.00 0.00% Rental - Park 48910 3,700.00 660.00 6,555.00 177.16%
Day Use Permits (Park only) 48911 0.00 300.00 1,500.00 0.00% Old Town Hall Rental Fee 48912 0.00 0.00 1,110.00 0.00% Miscellaneous Refunds 48930 1,000.00 7,627.85 17,360.44 1,736.04% Total Non Department Specific 3,604,050.00 223,898.26 3,486,071.01 96.73% Police 210
Airport Police Services 48220 1,489,000.00 124,083.00 1,352,672.50 90.84% Total Police 1,489,000.00 124,083.00 1,352,672.50 90.84% Total Revenue 5,093,050.00 347,981.26 4,838,743.51 95.01% Expenditures
Council 110
Council Member Stipend 61115 7,500.00 525.00 5,775.00 77.00% Medicare-ER 61130 200.00 43.31 262.21 131.10%
Social Security-ER 61131 500.00 0.00 195.30 39.06%
Unemployment Ins-Fed & State 61132 100.00 0.00 32.57 32.57% Dental Expense 61135 8,900.00 638.01 7,656.12 86.02%
Materials/Supply 62410 200.00 0.00 540.75 270.37%
Membership Dues-Professional Org 64550 2,500.00 0.00 1,670.18 66.80% Strategic Planning 64570 5,000.00 0.00 0.00 0.00%
Misc Expenses 64580 2,500.00 0.00 264.54 10.58%
Travel Expenses 64610 3,000.00 0.00 1,183.62 39.45%
Total Council 30,400.00 1,206.32 17,580.29 57.83%
City Clerk 111
Payroll 61105 252,300.00 20,606.40 241,226.74 95.61%
Overtime 61110 5,000.00 346.68 3,515.85 70.31%
PERS UAL - After 06/30/18 61123 11,100.00 0.00 890.00 8.01% PERS UAL-Before 06/30/2018 61124 41,000.00 0.00 51,139.00 124.72% PERS Retirement 61125 26,700.00 1,646.36 19,631.00 73.52% Medicare-ER 61130 3,800.00 302.64 3,661.34 96.35%
Unemployment Ins-Fed & State 61132 1,200.00 0.00 363.99 30.33% Dental Expense 61135 5,700.00 447.25 5,367.00 94.15%
Health Insurance 61140 122,800.00 11,058.05 112,357.29 91.49% Vision Ins 61145 800.00 59.60 715.20 89.40%
Workers Comp and EAP 61150 4,000.00 0.00 4,455.41 111.38% Wellness Program 61155 1,500.00 0.00 919.72 61.31%
Educational Incentive Pay 61157 6,000.00 461.54 5,490.48 91.50% Longevity Pay 61158 3,700.00 328.70 3,887.00 105.05%
Materials/Supply 62410 6,000.00 3,299.70 7,105.71 118.42% Office Supplies 62430 7,000.00 834.01 7,965.93 113.79%
Repair/Maintenance 63505 1,000.00 0.00 801.66 80.16%
Other Outside Services 63508 10,000.00 3,488.24 12,841.46 128.41% Shredding Services 63509 1,000.00 102.31 1,043.65 104.36% 6 31
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Short Term Rental Services 63511 17,500.00 0.00 17,500.00 100.00% Telephone 63530 3,000.00 446.58 2,403.42 80.11%
Internet 63531 1,500.00 101.65 1,187.47 79.16%
Website Design & Maintenance 63535 1,000.00 0.00 742.50 74.25% Postage / Shipping 63540 2,000.00 0.00 1,796.30 89.81%
Training 63605 11,000.00 50.00 1,792.74 16.29%
Insurance-Liability 63620 62,400.00 0.00 63,683.40 102.05% Contract Services - IT 63635 10,600.00 0.00 9,600.00 90.56% Software/Server Subscription 64310 15,500.00 327.82 10,304.87 66.48% Agenda Management System 64315 7,000.00 0.00 7,742.41 110.60% Municipal Code Service 64320 5,000.00 0.00 906.04 18.12% Membership Dues-Professional Org 64550 1,000.00 0.00 337.78 33.77% Membership Dues-Government Agency 64552 700.00 0.00 740.50 105.78% Printing / Publications 64575 2,000.00 0.00 162.91 8.14% Misc Expenses 64580 500.00 34.11 1,754.02 350.80%
Election Cost 64588 500.00 0.00 0.00 0.00%
Travel Expenses 64610 3,000.00 295.23 1,898.90 63.29%
Total City Clerk 654,800.00 44,236.87 605,931.69 92.54% City Manager 120
Payroll 61105 207,750.00 16,016.00 175,576.28 84.51%
PERS UAL - After 06/30/18 61123 500.00 0.00 445.00 89.00% PERS Retirement 61125 16,550.00 1,195.28 13,066.11 78.94% Medicare-ER 61130 3,050.00 232.24 2,791.29 91.51%
Unemployment Ins-Fed & State 61132 100.00 0.00 0.00 0.00% Dental Expense 61135 2,400.00 193.29 2,319.48 96.64%
Health Insurance 61140 48,400.00 4,342.36 44,877.96 92.72% Health Insurance -Retiree 61141 1,900.00 162.00 1,758.00 92.52% Vision Ins 61145 400.00 15.71 188.52 47.13%
Workers Comp and EAP 61150 3,000.00 0.00 2,970.94 99.03% Wellness Program 61155 500.00 0.00 0.00 0.00%
Educational Incentive Pay 61157 465.00 0.00 461.55 99.25% Admin Leave 61175 0.00 0.00 14,048.32 0.00%
Auto Allowance 61180 5,400.00 415.40 4,939.80 91.47%
Office Supplies 62430 300.00 44.00 74.94 24.98%
Insurance-Liability 63620 51,000.00 0.00 51,297.72 100.58% Membership Dues-Professional Org 64550 1,700.00 0.00 1,660.00 97.64% Membership Dues-Government Agency 64552 700.00 0.00 900.00 128.57% Travel Expenses 64610 1,000.00 175.40 856.22 85.62%
Total City Manager 345,115.00 22,791.68 318,232.13 92.21% Finance 130
ADP Payroll Fees 62310 8,500.00 648.50 10,821.09 127.30% Bank Service Charges 62320 6,000.00 279.94 4,737.15 78.95% Credit Card Fees 62321 5,000.00 0.00 4,649.25 92.98%
Accounting Software 62431 5,000.00 798.75 5,923.34 118.46% Budget Software 62433 14,000.00 0.00 14,000.00 100.00%
Audit-General 63625 42,000.00 0.00 36,175.00 86.13%
Audit -Sales Tax 63626 5,000.00 0.00 0.00 0.00%
Actuarial Services 63627 4,500.00 0.00 1,550.00 34.44%
Accounting Services-RGS 63645 200,000.00 10,021.84 160,807.26 80.40% Total Finance 290,000.00 11,749.03 238,663.09 82.30%
Legal 150
Legal Services 63650 86,000.00 7,331.05 34,676.27 40.32% Legal Advert 64560 3,300.00 0.00 2,171.74 65.81%
Total Legal 89,300.00 7,331.05 36,848.01 41.26%
7 32
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Planning & Building Regulation 160
Economic Development Services 63639 95,000.00 15,113.75 27,600.42 29.05% Planning Services 63640 40,000.00 0.00 39,116.50 97.79% Contract Services - Housing Element 63642 50,000.00 0.00 20,351.50 40.70% Building Inspections Services 63648 62,400.00 3,494.26 53,513.61 85.75% Engineering Services 63649 5,000.00 300.00 900.00 18.00% Code Enforcement Services 63656 2,000.00 0.00 0.00 0.00% Travel Expenses 64610 1,000.00 0.00 0.00 0.00%
Total Planning & Building Regulation 255,400.00 18,908.01 141,482.03 55.40% Government Buildings 180
Materials/Supply 62410 2,000.00 32.27 32.27 1.61%
Repair/Maintenance 63505 5,000.00 0.00 1,704.35 34.08%
Other Outside Services 63508 1,000.00 0.00 0.00 0.00%
Utilities - PG&E 63520 8,000.00 712.31 4,855.96 60.69%
Janitorial Services 63660 4,200.00 700.00 5,250.00 125.00% Total Government Buildings 20,200.00 1,444.58 11,842.58 58.63% Non-Departmental 190
Materials/Supply 62410 500.00 0.00 177.78 35.55%
Insurance-Liability 63620 25,000.00 0.00 (4,091.10) (16.36)% Insurance-Property 63621 9,000.00 0.00 7,812.76 86.80%
Membership Dues-Professional Org 64550 500.00 0.00 500.00 100.00% Membership Dues-Non Profit Agency Contrib 64551 15,000.00 0.00 13,675.00 91.16% Membership Dues-Government Agency 64552 5,500.00 0.00 5,161.71 93.84% Misc Expenses 64580 1,000.00 0.00 2,077.33 207.73%
S.M.I.P. 64930 200.00 0.00 280.41 140.20%
SB 1473 64940 100.00 0.00 94.27 94.27%
Total Non-Departmental 56,800.00 0.00 25,688.16 45.23%
Police 210
Payroll 61105 1,167,800.00 70,285.28 860,976.50 73.72%
Overtime 61110 200,000.00 27,325.28 279,402.51 139.70%
Reserves Payroll 61120 120,000.00 15,160.52 138,561.41 115.46% PERS UAL - After 06/30/18 61123 30,400.00 0.00 25,476.01 83.80% PERS UAL-Before 06/30/2018 61124 111,000.00 0.00 115,906.99 104.42% PERS Retirement 61125 163,000.00 10,248.82 119,247.36 73.15% PERS 457 Expense 61126 32,400.00 2,400.00 26,850.00 82.87% Medicare-ER 61130 17,400.00 1,862.95 20,843.63 119.79%
Social Security-ER 61131 1,000.00 0.00 234.61 23.46%
Unemployment Ins-Fed & State 61132 13,000.00 0.00 1,189.50 9.15% Dental Expense 61135 16,200.00 1,155.26 12,703.38 78.41% Health Insurance 61140 342,300.00 24,718.06 251,260.29 73.40% Vision Ins 61145 2,500.00 171.79 1,892.40 75.69%
Workers Comp and EAP 61150 141,500.00 0.00 139,617.18 98.66% Wellness Program 61155 5,000.00 1,500.00 5,272.04 105.44% Educational Incentive Pay 61157 16,800.00 1,384.64 14,830.10 88.27% Longevity Pay 61158 9,300.00 885.27 10,370.88 111.51%
Uniform Allowance 61160 10,000.00 0.00 8,250.00 82.50%
Admin Leave 61175 0.00 8,863.68 55,353.12 0.00%
Materials/Supply 62410 15,000.00 2,000.63 10,945.98 72.97% Ammunition 62420 5,000.00 0.00 2,166.44 43.32%
Body Armor Vests 62422 3,300.00 0.00 3,281.38 99.43%
Office Supplies 62430 5,000.00 606.98 4,938.48 98.76%
Auto Operations - Supplies / Equip 62710 1,000.00 0.00 0.00 0.00% Auto Operations - Fuel 62720 30,000.00 2,783.22 22,405.38 74.68% Repair/Maintenance 63505 2,200.00 0.00 2,092.65 95.12%
8 33
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Other Outside Services 63508 5,000.00 935.59 6,541.71 130.83% Shredding Services 63509 1,000.00 102.32 1,043.71 104.37% Utilities - PG&E 63520 8,000.00 784.71 4,980.33 62.25%
Telephone 63530 8,000.00 829.96 6,048.03 75.60%
Internet 63531 6,000.00 389.46 3,662.84 61.04%
Annual Maintenance-Records Mgmt Software 63537 5,000.00 0.00 4,912.00 98.24% Record Management-Historical 63538 3,600.00 0.00 3,512.38 97.56% Postage / Shipping 63540 500.00 0.00 451.52 90.30%
Training 63605 5,000.00 39.85 8,629.57 172.59%
Insurance-Liability 63620 290,200.00 0.00 286,763.68 98.81% Insurance-Property 63621 9,000.00 0.00 7,812.75 86.80%
Insurance-Vehicles 63622 2,550.00 0.00 2,383.00 93.45%
Insurance-ADWRP 63624 0.00 0.00 829.00 0.00%
Audit-General 63625 5,000.00 0.00 4,725.00 94.50%
Actuarial Services 63627 2,500.00 0.00 1,550.00 62.00%
Professional Services 63628 16,000.00 0.00 8,000.00 50.00% Contract Services - IT 63635 13,500.00 0.00 9,600.00 71.11% Contract Services-Others 63637 4,200.00 308.47 3,604.13 85.81% Legal Services 63650 3,800.00 0.00 1,730.30 45.53%
Janitorial Services 63660 4,200.00 700.00 5,250.00 125.00% 911-NGEN Phase II Upgrade 63664 7,000.00 0.00 0.00 0.00% 911-Radio Dispatch 63665 61,800.00 0.00 61,760.00 99.93% 911-Inform MDT Terminal Service 63666 1,000.00 0.00 934.00 93.40% 911-Notification System 63667 400.00 0.00 0.00 0.00%
911-NGEN O&M 63668 14,400.00 0.00 14,312.00 99.38%
911-NGEN Debt (Capital Fee) 63669 8,100.00 0.00 8,045.00 99.32% Auto Repair/Maintenance 63730 23,000.00 311.30 16,558.46 71.99% Parking & Admin Citations Services 63812 9,000.00 680.48 9,191.57 102.12% Animal Regulation Fire 63820 500.00 0.00 0.00 0.00%
Fund Jail & Prisoner 63830 1,500.00 0.00 983.00 65.53%
ACJIS System 63840 9,000.00 0.00 8,211.94 91.24%
Software/Server Subscription 64310 22,700.00 0.00 22,169.24 97.66% Personnel Recruit & Pre-Employment 64545 3,000.00 119.00 1,618.00 53.93% Membership Dues-Professional Org 64550 8,300.00 130.00 6,171.48 74.35% Membership Dues-Non Profit Agency Contrib 64551 500.00 0.00 500.00 100.00% Membership Dues-Government Agency 64552 5,700.00 0.00 6,333.50 111.11% Books and Periodicals 64565 900.00 56.81 487.77 54.19%
Printing / Publications 64575 2,000.00 0.00 381.35 19.06% Misc Expenses 64580 2,200.00 0.00 2,465.77 112.08%
Travel Expenses 64610 13,000.00 1,282.89 10,593.33 81.48% Principal-Motorola Lease-Cameras 65104 21,350.00 0.00 21,319.32 99.85% Principal-Dell 65105 5,300.00 0.00 5,276.34 99.55%
Total Police 3,074,800.00 178,023.22 2,703,410.24 87.92% Fire/Animal Control 220
Fire Seaside 63810 243,300.00 0.00 182,784.75 75.12%
Total Fire/Animal Control 243,300.00 0.00 182,784.75 75.13% Public Works/Streets 311
Payroll 61105 87,800.00 6,748.80 81,804.80 93.17%
PERS UAL - After 06/30/18 61123 500.00 0.00 445.00 89.00% PERS Retirement 61125 7,100.00 457.60 5,423.87 76.39%
Medicare-ER 61130 1,300.00 97.86 1,228.47 94.49%
Unemployment Ins-Fed & State 61132 100.00 0.00 91.01 91.01% Dental Expense 61135 1,600.00 126.98 1,523.76 95.23%
Health Insurance 61140 37,200.00 3,340.28 35,275.78 94.82% 9 34
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
100 - General Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Vision Ins 61145 300.00 15.71 188.52 62.84%
Workers Comp and EAP 61150 1,500.00 0.00 1,485.47 99.03% Wellness Program 61155 500.00 0.00 320.45 64.09%
Educational Incentive Pay 61157 1,200.00 92.30 1,097.60 91.46% Materials/Supply 62410 10,000.00 220.49 6,721.48 67.21% Office Supplies 62430 1,500.00 0.00 373.53 24.90%
Auto Operations - Supplies / Equip 62710 2,500.00 614.78 829.08 33.16% Auto Operations - Fuel 62720 5,000.00 500.24 2,977.52 59.55% Repair/Maintenance 63505 17,900.00 0.00 37,550.05 209.77% Other Outside Services 63508 1,000.00 0.00 100.00 10.00% Gabilan Crew 63515 3,000.00 0.00 0.00 0.00%
Utilities - PG&E 63520 5,000.00 62.83 3,346.87 66.93%
Utilities - Water 63525 6,250.00 960.03 5,209.22 83.34% Telephone 63530 200.00 45.48 362.13 181.06%
Internet 63531 600.00 40.74 404.90 67.48%
Training 63605 2,000.00 0.00 758.69 37.93%
Insurance-Liability 63620 21,200.00 0.00 21,227.80 100.13% Insurance-Vehicles 63622 5,000.00 0.00 2,397.00 47.94%
SB1383 Organics Waste Regs Services 63654 14,000.00 0.00 11,500.00 82.14% Hazardous Waste Disposal 63655 500.00 0.00 0.00 0.00%
Auto Repair/Maintenance 63730 5,000.00 0.00 3,117.52 62.35% Printing / Publications 64575 1,300.00 0.00 0.00 0.00%
Storm Water Project - Phase 4 64920 15,000.00 0.00 17,652.00 117.68% Equipment 66302 2,000.00 0.00 0.00 0.00%
Total Public Works/Streets 258,050.00 13,324.12 243,412.52 94.33% Parks/Recreation 411
Materials/Supply 62410 10,000.00 172.74 5,944.60 59.44% Office Supplies 62430 1,000.00 80.12 186.35 18.63%
Repair/Maintenance 63505 20,000.00 7,923.00 33,605.68 168.02% Utilities - Water 63525 5,750.00 483.03 8,517.83 148.13% Contract Services - Consultant 63612 75,000.00 0.00 0.00 0.00% Travel Expenses 64610 100.00 0.00 0.00 0.00%
Total Parks/Recreation 111,850.00 8,658.89 48,254.46 43.14% Total Expenditures 5,430,015.00 307,673.77 4,574,129.95 84.24% Net Revenues (336,965.00) 40,307.49 264,613.56 (78.52)% Other Financing Sources and Uses
Non Department Specific 000
Transfers Out to CIP 81003 (430,446.00) 0.00 (9,759.64) 2.26% Transfers Out to Grants 81004 (13,885.00) 0.00 (1,370.00) 9.86% Total Non Department Specific (444,331.00) 0.00 (11,129.64) 2.50% Total Other Financing Sources and Uses (444,331.00) 0.00 (11,129.64) 2.50% Net Revenues After Other Financing Sources and
Uses
(781,296.00) 40,307.49 253,483.92
10 35
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
210 - Gas Tax Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
Gas Tax 2103 47010 15,000.00 1,058.00 13,415.25 89.43%
Gas Tax 2105 47020 10,100.00 754.85 8,764.17 86.77%
Gas Tax 2106 47030 9,200.00 752.36 8,263.58 89.82%
Gas Tax 2107 47040 13,700.00 1,015.99 11,604.00 84.70%
Gas Tax 2107.5 47050 1,000.00 0.00 1,000.00 100.00%
Total Non Department Specific 49,000.00 3,581.20 43,047.00 87.85% Total Revenue 49,000.00 3,581.20 43,047.00 87.85%
Expenditures
Public Works/Streets 311
Street Sweeping 63510 12,070.00 12,068.16 12,068.16 99.98% Street Lighting 63910 21,900.00 3,198.01 18,193.33 83.07% Principal-PG&E 65751 2,550.00 421.66 2,319.13 90.94%
Total Public Works/Streets 36,520.00 15,687.83 32,580.62 89.21% Total Expenditures 36,520.00 15,687.83 32,580.62 89.21% Net Revenues 12,480.00 (12,106.63) 10,466.38 83.86%
Net Revenues After Other Financing Sources and
Uses
12,480.00 (12,106.63) 10,466.38 83.86%
11 36
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
211 - SB1 Fund-RMRA
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
SB 1 Funds 47777 41,300.00 4,003.14 40,112.59 97.12%
Total Non Department Specific 41,300.00 4,003.14 40,112.59 97.12% Total Revenue 41,300.00 4,003.14 40,112.59 97.12%
Expenditures
Saucito Rd & Work Ave Improvement Project 537
Curb and Gutter Repair 66327 24,046.50 0.00 0.00 0.00%
Total Saucito Rd & Work Ave Improvement
Project
24,046.50 0.00 0.00 0.00%
Rosita Emergency Repairs 539
Curb and Gutter Repair 66327 65,000.00 35,000.00 35,000.00 53.84% Total Rosita Emergency Repairs 65,000.00 35,000.00 35,000.00 53.85% Total Expenditures 89,046.50 35,000.00 35,000.00 39.31% Net Revenues (47,746.50) (30,996.86) 5,112.59 (10.70)%
Other Financing Sources and Uses
Non Department Specific 000
Transfers Out to CIP 81003 (13,550.00) 0.00 (13,550.00) 100.00% Total Non Department Specific (13,550.00) 0.00 (13,550.00) 100.00% Total Other Financing Sources and Uses (13,550.00) 0.00 (13,550.00) 100.00% Net Revenues After Other Financing Sources and
Uses
(61,296.50) (30,996.86) (8,437.41) 13.76%
12 37
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
212 - Measure X Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
Measure X 47775 95,900.00 0.00 79,938.23 83.35%
Total Non Department Specific 95,900.00 0.00 79,938.23 83.36% Total Revenue 95,900.00 0.00 79,938.23 83.36%
Expenditures
Debt Service - Measure X 610
Principal - Measure X Loan 65103 83,900.00 0.00 67,301.98 80.21% Interest - Measure X 65203 12,000.00 0.00 12,636.25 105.30% Total Debt Service - Measure X 95,900.00 0.00 79,938.23 83.36% Total Expenditures 95,900.00 0.00 79,938.23 83.36%
Net Revenues 0.00 0.00 0.00 0.00%
Net Revenues After Other Financing Sources and
Uses

0.00 0.00 0.00 0.00%
13 38
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
214 - RSTP
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
RSTP Funds 47776 67,602.00 0.00 0.00 0.00%
Total Non Department Specific 67,602.00 0.00 0.00 0.00% Total Revenue 67,602.00 0.00 0.00 0.00%
Net Revenues 67,602.00 0.00 0.00 0.00%
Other Financing Sources and Uses
Non Department Specific 000
Transfers Out to CIP 81003 (67,602.00) 0.00 (67,600.00) 99.99% Total Non Department Specific (67,602.00) 0.00 (67,600.00) 100.00% Total Other Financing Sources and Uses (67,602.00) 0.00 (67,600.00) 100.00% Net Revenues After Other Financing Sources and
Uses

0.00 0.00 (67,600.00) 0.00%
14 39
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
221 - FORA Habitat Management Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
Planning & Building Regulation 160
Contract Services - Habitat Management Plan 63646 14,448.00 0.00 529.75 3.66% Total Planning & Building Regulation 14,448.00 0.00 529.75 3.67% Total Expenditures 14,448.00 0.00 529.75 3.67%
Net Revenues (14,448.00) 0.00 (529.75) 3.66%
Net Revenues After Other Financing Sources and
Uses
(14,448.00) 0.00 (529.75) 3.66%
15 40
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
222 - FORA Land Development
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
Planning & Building Regulation 160
Misc Expenses 64580 8,094.58 0.00 8,094.58 100.00%
Total Planning & Building Regulation 8,094.58 0.00 8,094.58 100.00% Total Expenditures 8,094.58 0.00 8,094.58 100.00%
Net Revenues (8,094.58) 0.00 (8,094.58) 100.00%
Net Revenues After Other Financing Sources and
Uses
(8,094.58) 0.00 (8,094.58) 100.00%
16 41
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
231 - BSCC-Officer Wellness & Mental Health Grant
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
Police 210
Law Enforcement Wellness App 64314 2,000.00 0.00 10,835.00 541.75% Total Police 2,000.00 0.00 10,835.00 541.75%
Total Expenditures 2,000.00 0.00 10,835.00 541.75%
Net Revenues (2,000.00) 0.00 (10,835.00) 541.75%
Net Revenues After Other Financing Sources and
Uses
(2,000.00) 0.00 (10,835.00) 541.75%
17 42
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
235 - Asset Forfeitures
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Police 210
Police Grants & Other Reimbursements 47780 0.00 0.00 1,846.26 0.00% Total Police 0.00 0.00 1,846.26 0.00%
Total Revenue 0.00 0.00 1,846.26 0.00%
Net Revenues 0.00 0.00 1,846.26 0.00%
Net Revenues After Other Financing Sources and
Uses

0.00 0.00 1,846.26 0.00%
18 43
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
236 - Drug Enforcement Administration (DEA)
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Police 210
DEA Reimbursements 47782 46,128.26 9,352.55 30,304.30 65.69% Total Police 46,128.26 9,352.55 30,304.30 65.70%
Total Revenue 46,128.26 9,352.55 30,304.30 65.70%
Expenditures
Police 210
Overtime-DEA 61111 46,128.26 819.18 41,206.25 89.32%
Total Police 46,128.26 819.18 41,206.25 89.33%
Total Expenditures 46,128.26 819.18 41,206.25 89.33%
Net Revenues 0.00 8,533.37 (10,901.95) 0.00%
Net Revenues After Other Financing Sources and
Uses

0.00 8,533.37 (10,901.95) 0.00%
19 44
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
242 - REAP Grant
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Other Financing Sources and Uses
Non Department Specific 000
Transfers In from GF 82003 13,885.00 0.00 1,370.00 9.86% Total Non Department Specific 13,885.00 0.00 1,370.00 9.87% Total Other Financing Sources and Uses 13,885.00 0.00 1,370.00 9.87% Net Revenues After Other Financing Sources and
Uses
13,885.00 0.00 1,370.00 9.86%
20 45
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
260 - CDBG Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Parks/Recreation 411
CDBG Grant 47765 90,000.00 0.00 0.00 0.00%
Total Parks/Recreation 90,000.00 0.00 0.00 0.00%
Total Revenue 90,000.00 0.00 0.00 0.00%
Expenditures
Parks/Recreation 411
Park Improvements 66420 90,000.00 0.00 0.00 0.00%
Total Parks/Recreation 90,000.00 0.00 0.00 0.00%
Total Expenditures 90,000.00 0.00 0.00 0.00%
Net Revenues 0.00 0.00 0.00 0.00%
Net Revenues After Other Financing Sources and
Uses

0.00 0.00 0.00 0.00%
21 46
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
301 - Capital Projects
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
Vehicle Replacement 533
Vehicle Replacement 66735 90,000.00 0.00 0.00 0.00%
Total Vehicle Replacement 90,000.00 0.00 0.00 0.00%
Saucito Rd & Work Ave Improvement Project 537
Repairs and Improvements 66322 81,150.00 0.00 81,150.00 100.00% Total Saucito Rd & Work Ave Improvement
Project
81,150.00 0.00 81,150.00 100.00%
City Hall Facility Repairs & Upgrades 541
Repairs and Improvements 66322 20,000.00 0.00 7,373.64 36.86% Total City Hall Facility Repairs & Upgrades 20,000.00 0.00 7,373.64 36.87% Council Chamber Technology Project 542
Technology Upgrades 66323 5,000.00 0.00 0.00 0.00%
Total Council Chamber Technology Project 5,000.00 0.00 0.00 0.00% PD Radio Replacement 543
PD Radio Replacement 66736 20,000.00 0.00 0.00 0.00%
Total PD Radio Replacement 20,000.00 0.00 0.00 0.00%
Technology Replacement 544
Technology Replacement 66324 3,000.00 0.00 0.00 0.00%
Total Technology Replacement 3,000.00 0.00 0.00 0.00%
City Hall Sewer Upgrades 545
City Hall Sewer Upgrades 66426 40,000.00 0.00 0.00 0.00% Total City Hall Sewer Upgrades 40,000.00 0.00 0.00 0.00% City Hall Chamber Renovations 546
City Hall Chamber Renovations 66427 50,000.00 0.00 0.00 0.00% Total City Hall Chamber Renovations 50,000.00 0.00 0.00 0.00% City Hall Fence Replacement 547
City Hall Fence Replacement 66428 20,000.00 0.00 0.00 0.00% Total City Hall Fence Replacement 20,000.00 0.00 0.00 0.00% City Hall Parking Lot Improvements 548
City Hall Parking Lot Impvts 66429 167,446.00 0.00 6,396.00 3.81% Total City Hall Parking Lot Improvements 167,446.00 0.00 6,396.00 3.82% Adair Stairs Repairs 549
Adair Stairs Repairs 66430 15,000.00 0.00 0.00 0.00%
Total Adair Stairs Repairs 15,000.00 0.00 0.00 0.00%
Del Rey Oaks Garden Center 550
Repair/Maintenance 63505 0.00 0.00 2,386.00 0.00%
Repairs and Improvements 66322 0.00 6,667.75 6,667.75 0.00% Total Del Rey Oaks Garden Center 0.00 6,667.75 9,053.75 0.00% Del Rey ADA Sidewalk Improvements 551
Sidewalk Improvements 66325 83,300.00 4,164.08 83,281.57 99.97% Total Del Rey ADA Sidewalk Improvements 83,300.00 4,164.08 83,281.57 99.98% Total Expenditures 594,896.00 10,831.83 187,254.96 31.48% Net Revenues (594,896.00) (10,831.83) (187,254.96) 31.47% Other Financing Sources and Uses
Vehicle Replacement 533
Transfers In from GF 82003 90,000.00 0.00 0.00 0.00%
Total Vehicle Replacement 90,000.00 0.00 0.00 0.00%
Saucito Rd & Work Ave Improvement Project 537
Transfers In from RSTP 82006 67,600.00 0.00 67,600.00 100.00% Transfers In from SB1-RMRA 82007 13,550.00 0.00 13,550.00 100.00% Total Saucito Rd & Work Ave Improvement
Project
81,150.00 0.00 81,150.00 100.00%
22 47
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
301 - Capital Projects
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
City Hall Facility Repairs & Upgrades 541
Transfers In from GF 82003 20,000.00 0.00 7,373.64 36.86% Total City Hall Facility Repairs & Upgrades 20,000.00 0.00 7,373.64 36.87% Council Chamber Technology Project 542
Transfers In from GF 82003 5,000.00 0.00 0.00 0.00%
Total Council Chamber Technology Project 5,000.00 0.00 0.00 0.00% PD Radio Replacement 543
Transfers In from GF 82003 20,000.00 0.00 0.00 0.00%
Total PD Radio Replacement 20,000.00 0.00 0.00 0.00%
Technology Replacement 544
Transfers In from GF 82003 3,000.00 0.00 0.00 0.00%
Total Technology Replacement 3,000.00 0.00 0.00 0.00%
City Hall Sewer Upgrades 545
Transfers In from GF 82003 40,000.00 0.00 0.00 0.00%
Total City Hall Sewer Upgrades 40,000.00 0.00 0.00 0.00% City Hall Chamber Renovations 546
Transfers In from GF 82003 50,000.00 0.00 0.00 0.00%
Total City Hall Chamber Renovations 50,000.00 0.00 0.00 0.00% City Hall Fence Replacement 547
Transfers In from GF 82003 20,000.00 0.00 0.00 0.00%
Total City Hall Fence Replacement 20,000.00 0.00 0.00 0.00% City Hall Parking Lot Improvements 548
Transfers In from GF 82003 167,446.00 0.00 0.00 0.00%
Total City Hall Parking Lot Improvements 167,446.00 0.00 0.00 0.00% Adair Stairs Repairs 549
Transfers In from GF 82003 15,000.00 0.00 0.00 0.00%
Total Adair Stairs Repairs 15,000.00 0.00 0.00 0.00%
Del Rey Oaks Garden Center 550
Transfers In from GF 82003 0.00 0.00 2,386.00 0.00%
Total Del Rey Oaks Garden Center 0.00 0.00 2,386.00 0.00% Total Other Financing Sources and Uses 511,596.00 0.00 90,909.64 17.77% Net Revenues After Other Financing Sources and
Uses
(83,300.00) (10,831.83) (96,345.32) 115.66%
23 48
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
321 - SBR Engineering Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
SBR Contract-Engineering & Others 518
Contract Services - Engineering 63611 411,649.00 0.00 15,396.70 3.74% Total SBR Contract-Engineering & Others 411,649.00 0.00 15,396.70 3.74% Total Expenditures 411,649.00 0.00 15,396.70 3.74%
Net Revenues (411,649.00) 0.00 (15,396.70) 3.74%
Net Revenues After Other Financing Sources and
Uses
(411,649.00) 0.00 (15,396.70) 3.74%
24 49
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
331 - FHA Grant Fund
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Revenue
Non Department Specific 000
FHWA Grant 47523 543,400.00 0.00 501,655.54 92.31%
Total Non Department Specific 543,400.00 0.00 501,655.54 92.32% Total Revenue 543,400.00 0.00 501,655.54 92.32%
Expenditures
Rosita Emergency Repairs 539
Contract Services - Engineering 63611 4,019.22 0.00 1,421.00 35.35% Road Construction 66411 48,806.78 0.00 0.00 0.00%
Total Rosita Emergency Repairs 52,826.00 0.00 1,421.00 2.69% Total Expenditures 52,826.00 0.00 1,421.00 2.69%
Net Revenues 490,574.00 0.00 500,234.54 101.96%
Net Revenues After Other Financing Sources and
Uses
490,574.00 0.00 500,234.54 101.96%
25 50
Item 3.

City of Del Rey Oaks
Statement of Revenues and Expenditures
332 - FEMA & OES
From 5/1/2026 Through 5/31/2026
Budget
FY 2026
Actual
May 2026
Actual
FY 2026 YTD
Collected/Spent
Percent
Expenditures
City Hall Facility Repairs & Upgrades 541
Repairs and Improvements 66322 4,851.00 0.00 0.00 0.00% Total City Hall Facility Repairs & Upgrades 4,851.00 0.00 0.00 0.00% Total Expenditures 4,851.00 0.00 0.00 0.00%
Net Revenues (4,851.00) 0.00 0.00 0.00%
Net Revenues After Other Financing Sources and
Uses
(4,851.00) 0.00 0.00 0.00%
26 51
Item 3.

Vendor Name PO Number Encumbrance Description Enc Date Encumbrance Amount Current Balance Fund
Code
DeptProject
Code
GL
Code
Access Monterey Penninsula, Inc. PO2526-36 Video operators to produce, braodcst, record and live stream DRO meetings
7/1/2025 7,200.00 5,100.00 100 111 63508
CHAVAN AND ASSOCIATES, LLP PO2526-37 City Audit Services FY 2026 7/1/2025 40,000.00 8,215.00 100 130 63625 5,000.00 275.00
45,000.00 8,490.00
Dell Financial Services LLC PO2526-38 Power Edge R660xs Server 8/26/2025 5,276.35 0.01 100 210 64318 G.P.S. SOLUTIONS PO2526-39 FY25/26 Plan Checking & Building Inspection Services
7/1/2025 54,849.28 8,886.39 100 160 63648
MONTEREY BAY TECHNOLOGIES, INC. PO2526-41 FY25/26 IT Services Retainer 7/1/2025 9,000.00 1,950.00 100 111 63635 MONTEREY BAY TECHNOLOGIES, INC. PO2526-41 FY25/26 IT Services Retainer 7/1/2025 9,000.00 1,950.00 100 210 63635 Total PO2526-41 FY25/26 IT Services Retainer 7/1/2025 18,000.00 3,900.00 SMITH & ENRIGHT LANDSCAPING, INC. PO2526-42 FY25-26 Weekly Landscape Maintenance 8/26/2025 16,680.00 2,781.50 100 411 63505 FENTON & KELLER PO2526-44 FY25/26 Legal Services 7/1/2025 80,000.00 49,666.48 100 150 63650 FENTON & KELLER PO2526-44 FY25/26 Legal Services 7/1/2025 3,000.00 1,269.70 100 210 63650 Total PO2526-44 FY25/26 Legal Services 7/1/2025 83,000.00 50,936.18 REGIONAL GOVERNMENT SERIVCES PO2526-45 FY25/26 Accounting Services 9/11/2025 150,000.00 64,192.74 100 130 63645 CITY OF SEASIDE PO2526-46 FY 25/26 Fire Protection 7/1/2025 243,713.00 60,928.25 100 220 63810 County of Monterey PO2526-47 FY25/26 9-1-1 Dispatch & Related Services
7/1/2025 46,360.00 40.00 100 210 63665
County of Monterey PO2526-47 FY25/26 9-1-1 Dispatch & Related Services
7/1/2025 10,822.00 88.00 100 210 63668
County of Monterey PO2526-47 FY25/26 9-1-1 Dispatch & Related Services
7/1/2025 315.00 0.00 100 210 63669
Total PO2526-47 FY25/26 9-1-1 Dispatch & Related
Services
7/1/2025 57,497.00 128.00

MONTEREY PENINSULA ENGINEERING,
INC.

PO2526-48 Slurry & restripig of the road and
intersection
7/1/2025 35,000.00 0.00 211 539 66327
DENISE DUFFY & ASSOCIATES PO2526-52 Task 772 Former Fort Ord Planning 7/1/2025 17,000.00 9,499.50 100 160 63640 DENISE DUFFY & ASSOCIATES PO2526-53 Task 776 Planning & Consulting 7/1/2025 30,000.00 1,534.00 100 160 63640 DENISE DUFFY & ASSOCIATES PO2526-54 Task 779-D Adoption & Finalization HCD 7/1/2025 7,000.00 4.50 100 160 63642 DENISE DUFFY & ASSOCIATES PO2526-55 Task 779-E Housing Element Implementation
7/1/2025 43,000.00 29,644.00 100 160 63642
DENISE DUFFY & ASSOCIATES PO2526-56 Task 782 Habitat Managment Plan 7/1/2025 30,000.00 29,470.25 221 160 63646 DENISE DUFFY & ASSOCIATES PO2526-57 Task 4 - Project 2024-40 South Boundary Road Realignment
7/1/2025 90,500.00 85,036.30 321 518 63611
Whitson Engineers PO2526-59 SBR Engineering - Contract Services 7/1/2025 320,000.00 310,067.00 321 518 63611 JAMES DE CHALK PO2526-60 Janitorial Services 12/16/2025 4,900.00 5,250.00 100 180 63660 12/16/2025 4,900.00 5,250.00 100 210 63660
9,800.00 10,500.00
City of Seaside PO2526-61 Street Sweeeping 9/3/2025 12,068.16 0.00 210 311 63510 Coronado PO2526-62 Mobile Car Repairs 12/16/2025 13,342.97 9,714.89 100 210 63730 Coronado PO2526-62 Mobile Car Repairs 12/16/2025 1,133.17 0.00 100 311 63730 14,476.14 9,714.89
Neil Engineering PO2526-63 Engineering Services 10/1/2025 25,000.00 18,604.00 301 548 66429 Monterey Regional PO2526-64 FY 2026 SB1383 Implementation 7/1/2025 14,000.00 7,000.00 100 311 63654 Monterey Regional PO2526-65 Ft Ord Developemt Consulting Services 2/24/2026 75,000.00 47,571.23 100 160 63639 Coastal Paving PO2526-67 DRO Park ADA Sidewalk Improvements 3/24/2026 99,281.57 16,000.00 301 551 66325 Report Balance $ 1,503,341.50 $ 779,988.74
City of Del Rey Oaks
Encumbrance Summary
Balance as of 05/31/2026
27 52
Item 3.

Proposed
Operating Budget
FY 2026 – 2027
53 Item 1.

The City of Del Rey Oaks was incorporated on September 3, 1953. The city government includes City Council, Planning Commission, Police Department, City Clerk’s Office and Public Works Department 54 Item 1.

TABLE OF CONTENTS
Budget Message…................................................................................................................ 1 Budget Resolution 2026-11….............................................................................................. 9 Appropriation Limit FY 2027…............................................................................................. 10 Budget in Brief….................................................................................................................. 16 Summaries & Schedules
General Fund Summary…........................................................................................... 19 Fund Balances….......................................................................................................... 20 Fund Transfers…......................................................................................................... 21 Capital Projects -5 Year Plan...................................................................................... 22 Long Term Debt.......................................................................................................... 23 Proposed Budget -Revenues and Expenditures-All funds…....................................... 24 Salary Schedule…................................................................................................................. 37 Position Control List….......................................................................................................... 38 Chart of Accounts…............................................................................................................. 39 55 Item 1.

Staff Report
TO: Honorable Mayor and City Council Members
FROM: John Guertin, City Manager
DATE: June 23, 2026
SUBJECT: Fiscal Year 2026-2027 Proposed Budget
____________________________________________________________________________ Staff are pleased to present the FY 2026-2027 Proposed Budget for council and recommended adoption. Due to flat revenue projections for the General Fund, the operating budget is essentially a continuation of the 2026 budget, with some minimal changes. The annual budget serves as the City’s primary financial planning document and establishes the framework for monitoring municipal services, funding capital projects, and advancing the City Council’s strategic priorities for the upcoming fiscal year.

The proposed FY 2026-2027 Budget was developed through a collaborative process involving all City departments and the Council’s Finance Committee. It reflects the City Council’s priorities and staff’s continued commitment to maintaining the City’s long-term fiscal health and preserving essential City services while advancing the City Council goals. Departments reviewed operational needs, anticipated projected expenditures, staffing requirements, and ongoing contractual obligations in developing the budget. Staff also evaluated historical revenue performance, projected inflation, and labor and benefit costs in preparing the proposed budget.

On March 18, April 13, and May 8, 2026, staff met with the Finance Committee to review budget development efforts and the proposed budget. On June 8, the City Council reviewed the proposed budget and gave staff directions for modifications. The proposed budget reflects a cautious and conservative approach to revenue forecasting while continuing to prioritize municipal services, infrastructure maintenance, and public safety.

Economic Outlook for FY 2026-2027
The latest projections for the City’s economic outlook are flat. HdL, the City’s consultant for Sales Tax information, expects a moderate increase of approximately 1.9% in the City’s sales tax due to continued inflation and high interest rates having a negative effect on consumer spending.

Since Sales Tax makes up 23% of the City’s revenue, sales tax growth or no growth, has a dramatic impact on the City’s budget. As a result, staff are recommending a very conservative approach in developing the FY 2026 budget. Services are being kept at the level that revenue can support.

Addressing fluctuations in sales tax revenue growth by managing or reducing expenditures annually is not a sustainable practice if the City is to maintain current service levels. This highlights the fact that the City needs to diversify its revenue base. The City’s best opportunity for this is through thoughtful economic development of the former Fort Ord and Work Memorial Park properties. The development of a more diverse revenue base is an important aspect of the City’s financial planning for the future.
1 56
Item 1.

General Fund Summary FY 2026-2027
As the table above shows, we are anticipating a 4.5% increase in revenue and a 1.4% increase in expenditure. The General Fund operating revenues and expenses will have a slight use of fund balance to balance the FY 2026-2027 budget.

All departments adjusted their budgets in an attempt to meet available revenue for the year, considering that some expenses, such as insurance and utilities, are beyond the control of the City. This is an austere General Fund budget.

General Fund Revenues & Expenditures
Below is a brief description of the General Fund estimated revenue changes followed by a summary of the General Fund Budget by Departments.

Revenue Highlights
General Fund revenues are estimated to increase by $227,500, a 4.5% increase over the prior year.

Sales Tax is conservatively budgeted with an increase of 1.5% due to the current economy.

Airport Police Services revenue is projected to have an increase of $176,780. A portion of this is attributed to the need to purchase a new vehicle.
2 57
Item 1.

Other Revenue is projected to have a decrease due to end of leases-Garden Center and Public Works Building.

Fines and Forfeitures are projected to have an increase due to the collection received from parking citations.

All other revenues are flat or will have a slight decrease. For the revenue details refer to the FY 2026-2027 Proposed Budget Detail.

The chart below shows the percentage allocation of the City’s revenues. 3 58
Item 1.

Expenditures
The General Fund Operating Budget shows a 1.4% increase in expenditure.

Below is a General Fund summary by department followed by a brief discussion regarding the operating expenditures highlights.

Operating Expenditures Highlights
There is an increase for all the departments in Liability Insurance of $148, 200, Health, Vision & Dental $71,300 and UAL $27,000.

Employee salary step increases.

Reductions in training, travel, and some contract services.

For the line-item detail to the Appropriations refer to the attached FY 2026-2027 Proposed Budget Detail.
4 59
Item 1.

The chart below shows the General Fund expenditure by department.

All Funds Budget Summary and Discussion
This table below shows the City’s budget by fund.
5 60
Item 1.

Special Revenue and Capital Project Funds Budgets (Non-General Fund) The non-general fund revenues are used in accordance with the grant or legal requirements.

Appropriations details are included in the FY 2026-2027 Proposed Budget Detail. Below are a brief description of each fund and its use.

The following Special Revenue Funds are used to account for funds as required by law or agreement. These monies can be used only for specific purposes as noted below.

The Gas Tax Fund is used to account for gas tax revenues received. For FY 2026-2027, the fund shows an operating surplus of $7,480, with an estimated year-end balance of $147,698. These funds can be used only for street maintenance and repair purposes. The City uses these monies for street sweeping and street lighting. This year’s budget also includes a Repairs & Maintenance allocation of $5,000 for additional street maintenance projects. The surplus funds are available to be used as a match for grants or built up for a major street project.

The SB1 Fund is used to account for gas tax revenues generated under Senate Bill 1, otherwise known as the Road Rehabilitation Maintenance Act which can be spent only on street related purposes. For FY 2026-2027 all funds allocated for repairs to Rosita Road.

The Measure X Fund was used in FY 2018-2019 to pay for the major street resurfacing project which the city borrowed against its future share of Measure X revenues. In FY 2018-2019, the City received an advance of $861,300 of future Measure X revenues to pay for the City’s largest street improvement project budgeted at $1.2 million. Over the next 10 years, TAMC will withhold the City’s Measure X allocation to repay the advance, therefore the City will not receive any additional Measure X funds until the $861,300 advance is paid in full. Measure X is administered by TAMC.

The funds are reflected in the City’s budget even though the City does not receive the money to track the amounts that are being paid to the Measure X Loan.

The FORA Habitat Fund is used to account for the monies received from FORA for the habitat management program the City agreed to manage. The funds can be spent only for this purpose.

The BSCC Officer Wellness & Health Fund and Asset Forfeitures Fund can be used only for police-related expenditures as allowed by law and under the grant guidelines.

The Drug Enforcement Administration (DEA) Grant is used to account for the DEA grant reimbursements for overtime pay for police officers trained to work on the DEA Task Force. The grant runs through September 30, 2026.

The REAP Grant can be used only for developing and implementing the Housing Element and this grant has ended.

The following Capital Project Funds are used to account for funds as required by law or agreement for major capital improvements. These monies can be used only for specific purposes as noted below.

The Capital Projects Fund is used to account for the City’s major capital projects that are funded by the General Fund. The budget process will deliberate on how much of the General Fund fund balance should be used to fund the City’s upcoming major construction projects.

The SBR/GJM Intersection Construction Fund is used to account for the monies received from FORA for the construction of the Intersection at South Boundary Road (SBR) and General Jim Moore Road which is presently on hold.
6 61
Item 1.

The SBR Construction Fund is used to account for the monies received from FORA for the construction of South Boundary Road.

Capital Improvements
Below is a summary of the proposed capital improvement projects included in the Proposed Budget.

As the Funding Source summary shows below, of the $3.4 million in projects over the next 5 years all projects are funded except for $1,170,000 which are scheduled for future years. 7 62
Item 1.

City’s Existing Debt
On June 30, 2025, the City had the existing debt shown below. The FY 2026-2027 budget includes payments on the financed purchases in the Police Department budget.

Payments of $100,705 on the Measure X loan are budgeted in the Measure X fund.

Of the total debt of $2,146,519 the General Fund is responsible for only $57,213 for the financed purchases which are included in the police department operating budget and the PG&E debt is budgeted by Gas Tax.

RECOMMENDATION
Adopt the proposed budget for FY 2026-2027.

CONCLUSION
On June 8, 2026, Special Council meeting, the Council and community reviewed and provided feedback and recommendations that were used and included in the development of the recommended budget.

Respectfully submitted,
John Guertin
City Manager
Attachments:

FY 2026-2027 Proposed Budget (Resolution 2026-11)
FY 2026-2027 Appropriations Limit (Resolution 2026-12)
FY 2026-2027 Salary Schedule (Resolution 2026-11) FY
2026-2027 Position Control (Resolution 2026-11) FY
2026-2027 Chart of Accounts
8 63
Item 1.

RESOLUTION NO. 2026-11

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS APPROVING THE BUDGET FOR FISCAL YEAR 2026-2027
-oOoWHEREAS, the City of Del Rey Oaks staff is required to present a balanced budget prior to the start of each fiscal year which begins July 1 of the current year; and WHEREAS, the City Staff works diligently to present a transparent, fiscally responsible, and balanced budget; and
WHEREAS the Budget presented for Fiscal Year 2026-2027 is transparent, fiscally responsible, and balanced.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Del Rey Oaks, California that the attached FY 2026-2027 Budget is hereby approved along with the attached Salary Schedule and Position Control list.

PASSED AND ADOPTED at a regular meeting of the Del Rey Oaks City Council duly held on June 23, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Scott Donaldson,
Mayor
ATTEST:
__________________________
Karen Minami
City Clerk
64 Item 1.

TO: Honorable Mayor and Council Members
FROM: John Guertin, City Manager
DATE: June 23, 2026
SUBJECT: Establishing an Appropriations Limit for FY 2026-2027 ________________________________________________________________________ CEQA:

This action does not constitute a "project" as defined by the California Environmental Quality Act (CEQA) guidelines section 15378.

Discussion:

Article XIIIB of the California Constitution provides that the total annual appropriations subject to limitations of each governmental entity, shall not exceed the appropriations limit of such entity of government for the prior year, adjusted for changes in population and inflation mandated by Proposition 4 (1979) and Proposition 111 (1990), except as otherwise provided in said Article XIIIB and implementing state statutes. Pursuant to Article XIIIB of the California Constitution, and Section 7900 et seq. of the California Government Code, the City is required to calculate and set its appropriations limit for each fiscal year.

Pursuant to Section 7910 of the California Government Code, the City has made available to the public the documentation used in the determination of the appropriations limit. The appropriations limit for Fiscal Year 2025-2026 was calculated at $5,669,731 and a new appropriations limit for Fiscal Year 2026-2027 has been calculated as $5,923,606 using the inflation factor and annual percent change in population as required by state law.

Fiscal Impact:

There is no direct fiscal impact that would result from adopting the proposed annual Appropriations Limit.

Recommendation:

Staff recommends the adoption of the proposed appropriations limit for Fiscal Year 2026-2027 in the amount of $5,923,606.

Respectfully submitted,
John Guertin
City Manager
Attachments:

Resolution for FY 2026-2027 Appropriation Limit
Schedule 1-3
Staff Report
10 65
Item 1.

RESOLUTION NO. 2026-12

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS ESTABLISHING AN APPROPRIATIONS LIMIT FOR THE FISCAL YEAR 2026-2027

PURSUANT TO ARTICLE XIIIB OF THE CALIFORNIA CONSTITUTION WHEREAS, Article XIIIB of the California Constitution provides that the total annualappropriations subject to limitation of each governmental entity, including this City, shall not exceed the appropriation limit of such entity of government for the prior year adjusted for changes in the cost of living or personal income and population, except as otherwise provided for in said Article XIIIB and implementing State statutes; and WHEREAS, pursuant to said Article XIIIB of said California Constitution, and 7900 et seq. of the California Government Code, the City is required to set its appropriations limit for each fiscal year; and
WHEREAS, the City Council of the City of Del Rey Oaks has interpreted the technical provisions of said Proposition 4 computations and has caused a technical review to be made of the documentation for the City's said appropriation limitation, and has caused the numbers upon which the City's appropriation limit was and is based to be calculated on the basis of increase/decrease in city or county population; and WHEREAS, based on such calculations the City Clerk has determined the said appropriation limit and pursuant to Section 7910 of said California Government Code has made available to the public the documentation used in the determination of said appropriation limit;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Del Rey Oaks, California that said appropriation limit for fiscal year 2026-2027 shall be and is hereby set in the amount of $5,923,606 for said fiscal year. The Appropriations from Proceeds of Taxes Subject to the Limit is $2,874,129.

Therefore, the City's Appropriations Subject to the Limit are under the Appropriations Limit.
66 Item 1.

PASSED AND ADOPTED at a regular meeting of the Del Rey Oaks City Council duly held on June 23, 2026 by the following vote:

AYES:

NAYS:

ABSENT:

ABSTAIN:

Scott Donaldson,
Mayor
ATTEST:

Karen Minami
City Clerk
67 Item 1.

SCHEDULE 1
FY 2025-2026 Appropriation Limit $5,669,731
Add: 2026-27 Multiplier x 1.0448
FY 2026-27 Appropriation Limit 5,923,606
Note: The multiplier is calculated based on information provided by the State Department of Finance as follows:

California per Capita personal Income 4.95 percent
Change in City's population: -0.45 percent
Convert the above percentages to factors and multiply

1.0495
x 0.9955
FY 2026-27 Multiplier 1.0448

CITY OF DEL REY OAKS

APPROPRIATIONS LIMIT CALCULATION
FY 2026-2027
13 68
Item 1.

SCHEDULE 3
Proceeds of Taxes 3,049,477
Exclusions: 0
Appropriations Subject to Limitation 3,049,477
Appropriations Limit 5,923,606
Appropriations Over/(Under) Limit (2,874,129)
FY 2026-2027

CITY OF DEL REY OAKS

APPROPRIATIONS SUBJECT TO LIMITATION
14 69
Item 1.

CITY OF DEL REY OAKS SCHEDULE 2

SCHEDULE TO CATEGORIZE REVENUE

PROCEEDS NON-PROCEEDS

FROM FROM

TAXES TAXES

GENERAL FUND
TAXES
PROPERTY TAXES 887,435
SALES TAX 1,206,835
OTHER TAXES 658,000
FRANCHISE FEES 204,700
LICENSES AND PERMITS 116,900
FINES AND PENALTIES 28,100
INTERGOVERNMENTAL 238,600
USE OF PROPERTY 46,700
CHARGES FOR SERVICES 1,744,780
OTHER REVENUE 0
MX - TRANSPORTATION SAFETY & INVESTMENT 100,705
SB1 ROAD MAINTENANCE & REHAB 44,305
SPECIAL GAS TAX FUND 49,000 0
ARPA Fund 0
Asset Forfeitures 0
RSTP 15,600
REAP Grant 0
Cal-Fire Grant 0
CDBG Grant 0
FHWA Grant 0
DEA 40,000

ALL FUNDS
INVESTMENT EARNINGS 103,197 85,303
3,049,477 2,520,683

INVESTMENT EARNINGS DISTRIBUTION
PROCEEDS FROM TAXES 2,946,280 54.75%
NON-PROCEEDS FROM TAXES 2,435,380 45.25%
5,381,660 100.00%
General Fund 188,500
Measure X Transportation Fund 0
SB1 Road Maintenance Fund 0
Special Gas Tax Fund 0
Total Investment Earnings 188,500
FY 2026-2027
15 70
Item 1.

The FY 2026-2027 Budget in Brief
FY 2026-2027 General Fund Estimated Revenues
As shown in the table below, 70.7% of the General Fund revenue comes from three sources – Airport Police Services, Sales Tax and Property Taxes. 16 71
Item 1.

FY 2026-2027 General Fund Operating Budget
The FY 2026-2027 General Fund proposed operating budget totals $5,507,180. Police department expenditures represent the largest expense at 59.6% of the operating budget. The proposed FY 2026-2027 General Fund operating budget, by department/service activity is as follows:
17 72
Item 1.

Fifteen full-time positions are proposed for FY 2026-2027. Eleven Police positions are authorized but only 10 positions are filled for FY 2026-2027 Budget.
18 73
Item 1.

SUMMARIES & SCHEDULES
General Fund Summary
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase/
(Decrease)
Percent
Change
Revenues:

Airport Police Services 1,342,230 1,489,000 1,665,780 176,780 11.9% Sales Tax 1,216,015 1,189,000 1,206,835 17,835 1.5%
Property Taxes 862,401 870,000 887,435 17,435 2.0%
Other Taxes 547,445 571,900 610,600 38,700 6.8%
Licenses and Permits 301,940 352,050 370,400 18,350 5.2% Grants 234,853 246,100 238,600 (7,500) -3.0%
Other Revenue 326,628 282,700 237,700 (45,000) -15.9%
Current Services 101,600 67,200 75,100 7,900 11.8%
Fines and Forfeitures 33,251 25,100 28,100 3,000 12.0%
Total Revenues 4,966,363 5,093,050 5,320,550 227,500 4.5% FY 2024-2025
Actual
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed Budget Increase/
(Decrease)
Percent
Change
Expenditures:

Police 2,570,155 3,074,800 3,280,580 205,780 6.7%
City Clerk 583,576 654,800 723,200 68,400 10.4%
City Manager 328,044 345,115 377,550 32,435 9.4%
Public Works/Streets 232,521 258,050 262,300 4,250 1.6% Fire/Animal Control 236,615 243,300 251,700 8,400 3.5%
Finance 377,517 290,000 238,500 (51,500) -17.8%
Planning & Building 134,784 255,400 154,400 (101,000) -39.5% Legal 51,881 89,300 83,300 (6,000) -6.7%
Non-Departmental 101,934 56,800 57,800 1,000 1.8%
Parks/Recreation 40,354 111,850 37,200 (74,650) -66.7%
Council 21,010 30,400 19,950 (10,450) -34.4%
Government Buildings 11,893 20,200 20,700 500 2.5%
Total-General Fund 4,690,284 5,430,015 5,507,180 77,165 1.4% 19 74
Item 1.

SUMMARIES & SCHEDULES
Fund Balance
Audited Estimated Estimated Interfund Surplus
Fund Balance Fund Balance Revenue Transfers Appropriations (Deficit) Est. Fund Bal.

Fund 6/30/2025 6/30/2026 FY 2026-2027 FY 2026-2027 FY 2026-2027 FY 2026-2027 6/30/2027 100 General Fund
Available
Unassigned-Economic Uncertainties 1,652,182 1,652,182 1,652,182 Unapproriated 2,039,478 1,258,182 993,552
Available Fund Balance 3,691,660 2,910,364 5,320,550 (78,000) (5,507,180) (264,630) 2,645,734 Special Revenue Funds
210 Gas Tax Fund 127,738 140,218 49,000 (41,520) 7,480 147,698 211 SB1 Fund 113,633 52,337 44,305 - 44,305 96,642
212 Measure X 388 388 100,705 (100,705) - 388
214 RSTP - - 15,600 15,600 15,600
221 FORA Habitat Management Fund 724,901 710,453 - (14,448) (14,448) 696,005 222 FOR A Land Development 8,095 - - - - -
231 BSCC Officer Wellness & Health 10,835 - - - - -
235 Asset Forfeitures - 1,846 - - - 1,846
236 DEA Grant 4,105 4,105 40,000 (40,000) - 4,105
242 REAP Grant (13,885) - - - - -
Capital Project Funds - -
301 Capital Projects Fund (GF Only) (3,801) (3,801) - 78,000 (78,000) - (3,801) 321 SBR Engineering Fund 411,649 - - - - - -
322 SBR/GJM Intersection Fund 1,056,168 1,056,168 - - - - 1,056,168 323 SBR Construction Fund 7,269,813 7,269,813 - - - - 7,269,813 332 FEMA & OES 4,851 - - - - - -
331 FHWA Grant Fund (490,574) - - - - - -
Total All Funds 12,915,576 12,141,891 5,570,160 - (5,781,853) (211,693) 11,930,198 City of Del Rey Oaks
FY 2026-2027 Budget Summary by Fund
20 75
Item 1.

SUMMARIES & SCHEDULES
Fund Transfers
Account Number Transfers In Transfers Out
To fund Capital Projects
301 533 66735 Vehicle Replacement 45,000
301 540 66303 Server Replacement 20,000
301 543 66736 PD Radio Replacement 10,000
301 544 66324 Technology Repalcement 3,000
100 000 81003 Transfers Out from General Fund 78,000
Total-All Funds 78,000 78,000
21 76
Item 1.

SUMMARIES & SCHEDULES
Project Description Estimated Cost FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Funded Unfunded Source CIP 537 Saucito/Work Ave Impv Project $ 81,150 $ 81,150 $ 81,150 $ - SB 1-Funded in FY 2025, CO for FY2026 Angelus/Rosita Drainage Repairs 150,000 150,000 150,000 - SB 1-Funded in FY 2025, CO for FY2026 Rosita Emergency Repair (Const. Eng.) 74,100 74,100 74,100 - Measure X FB/ CO to FY 2026 Rosita Emergency Repair (Prelim. Eng.) 49,400 49,400 49,400 - FHWA Grant Fund 331/ CO to FY 2026 Rosita Emergency Repair (Construction.) 494,000 494,000 494,000 - FHWA Grant Fund 331/ CO to FY 2026 Wildfire Fuels Reduction 297,300 297,300 297,300 - Cal Fire Grant CIP 5xx City Hall Roof Repairs - - - - - GF ARPA FB
CIP 548 City Hall Parking Lot Improvements 167,446 167,446 167,446 - GF ARPA FB CIP 533 Vehicle Replacement-PD 135,000 45,000 45,000 45,000 135,000 - GF Fund Balance CIP 540 Server Repalcement 20,000 20,000 20,000 - GF Fund Balance CIP 541 City Hall Facility Repairs & Upgrades 20,000 20,000 20,000 - GF Fund Balance CIP 542-Council Chamber Technology Upgrades 10,000 5,000 5,000 - 10,000 - GF Fund Balance CIP 543 PD Radio Replacement 30,000 10,000 10,000 10,000 30,000 - GF Fund Balance CIP 544 Technology Repalcement 6,000 3,000 3,000 6,000 - GF Fund Balance CIP 545 City Hall Sewer Upgrades 40,000 40,000 40,000 - GF Fund Balance CIP 546 City Hall Chamber Renovation 50,000 50,000 50,000 - GF Fund Balance CIP 547 City Hall Fence Replacement 20,000 20,000 20,000 - GF Fund Balance CIP 549 Adair Stairs Repairs 15,000 15,000 15,000 - GF Fund Balance CIP 550 Del Rey Oaks Garden Center - - - GF Fund Balance Del Rey Park Accessibility Improvements 90,000 90,000 90,000 - 2025 CDBG; CO to FY 2026 Via Verde Curb & Gutter Repair - - - Gas Tax
Tot Playground Replacement 170,000 170,000 - 170,000 TBD Street Resurfacing Program 1,000,000 1,000,000 - 1,000,000 Measure X New Loan South Boundary Realignment Design $ 500,000 $ 300,000 $ 200,000 $ 500,000 $ - SBR Engineering Fund 321 Total $ 3,419,396 $ 1,595,950 $ 575,446 $ 78,000 $ 170,000 $ 1,000,000 $ 2,249,396 $ 1,170,000 Funding Source FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Funded Unfunded General Fund 100 $ 346,000 $ 60,000 $ 208,000 $ 78,000 $ 346,000 $ - General Fund-ARPA Transfer 167,446 167,446 167,446
Gas Tax Fund 210 - - -
SB1 Fund 211 231,150 231,150 231,150
Measure X New Loan 1,000,000 - 1,000,000 1,000,000
Measure X 212 74,100 74,100 74,100
CalFire 251 297,300 297,300 297,300
CDBG Fund 260 90,000 90,000 90,000
FHA Grant 331 543,400 543,400 543,400
SBR Engineering Fund 321 500,000 300,000 200,000 - 500,000 TBD 170,000 - 170,000 - - 170,000
Total $ 3,419,396 $ 1,595,950 $ 575,446 $ 78,000 $ 170,000 $ 1,000,000 $ 2,249,396 $ 1,170,000 - - -
Capital Improvement Projects Plan
22 77
Item 1.

Note 5- LONG TERM LIABILITIES
FY 2025 Audit
Balance
06/30/2025 Term Notes
Finance purchase agreements: (Capital Leases)
PG&E OBF Energy Efficiency Upgrades $ 17,709 9.56 years Included in operating budget Police Department-Body Cams $ 39,504 5 years Included in operating budget Subtotal finance purchase agreements $ 57,213
Loans Payable
Federal Group International, LLC $ 1,200,000 Undetermined To be paid from Fort Ord Dev revenues Federal Group International, LLC Compound Interest $ 502,223 Undetermined To be paid from Fort Ord Dev revenues TAMC Measure X Loan $ 387,083 10 years Being paid from City's Measure X revenue Subtotal Loans Payable $ 2,089,306
Total Debt $ 2,146,519
23 78
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
100 - General Fund
Revenue
Fund Dept Account Non Department Specific
100 000 41110 P/T-Secured 599,567 599,800 611,800 12,000 2.0% 100 000 41120 P/T-Unsecured 31,296 31,200 31,850 650 2.1% 100 000 41130 P/T-Prior Secured 6,048 6,200 6,325 125 2.0% 100 000 41140 Prior Unsecured 267 100 100 - 0.0%
100 000 41150 P/T-Unitary Tax 12,265 13,500 13,770 270 2.0% 100 000 41160 P/T-Supplemental Roll (SB813) 9,790 12,400 12,650 250 2.0% 100 000 41170 Property Tax - VLF 200,489 204,500 208,590 4,090 2.0% 100 000 41180 Prop Tax-Interest/Penalty 2,679 2,300 2,350 50 2.2% 100 000 42210 Sales Tax 418,247 409,000 415,135 6,135 1.5% 100 000 42220 Sales Tax - 145 (Measure S-1%) 530,815 520,000 527,800 7,800 1.5% 100 000 42221 Sales Tax -409 (Measure R 1/2%) 266,953 260,000 263,900 3,900 1.5% 100 000 42222 Cannabis Tax 100,992 100,000 100,000 - 0.0% 100 000 42230 Transient Occupancy Tax 243,157 250,000 275,000 25,000 10.0% 100 000 42231 STR Annual Licenses Fee - 12,000 13,600 1,600 13.3% 100 000 42250 Property Transfer Tax 4,675 8,700 8,700 - 0.0% 100 000 42290 Sewer Impact 21,713 22,000 22,200 200 0.9% 100 000 42310 Business Licenses 227,181 230,000 235,000 5,000 2.2% 100 000 42311 HOUP (Home Occ User Permit) - 4,000 3,500 (500) -12.5% 100 000 42761 Gas Franchises 7,330 8,200 8,700 500 6.1% 100 000 42762 Electric Franchises 24,142 22,000 25,000 3,000 13.6% 100 000 42763 Garbage Franchises 105,237 110,000 120,000 10,000 9.1% 100 000 42764 Cable Tv Franchises 22,603 26,000 26,000 - 0.0% 100 000 42765 Water Franchises 17,595 25,000 25,000 - 0.0% 100 000 43311 SB1186 Disability Access Fund 1,332 1,000 1,000 - 0.0% 100 000 43312 SB1473 Environmental Assess Fee 84 100 150 50 50.0% 100 000 43318 Variance Fee - - 4,000 4,000 0.0%
100 000 43319 Architectural Review (ARC) - - 1,500 1,500 100.0% 100 000 43320 Building Permits 41,254 64,000 71,000 7,000 10.9% 100 000 43322 Strong-Motion Instrumental Prog (SMIP) Fees 67 300 350 50 16.7% 100 000 43325 Cannabis Business Permit 5,000 5,000 6,200 1,200 24.0% 100 000 43330 Plan Check Fees 15,179 20,500 17,000 (3,500) -17.1% 100 000 43340 Encroachment/Street Opening Permits Fees 8,950 8,400 7,100 (1,300) -15.5% 100 000 43350 Plumbing Permits 2,750 3,900 1,800 (2,100) -53.8% 100 000 43360 Electrical Permits 1,625 3,250 3,500 250 7.7% 100 000 43361 Tree Removal Permits - - 2,300 2,300 100.0% 100 000 43390 Other Licenses/Permits - 1,000 1,000 - 0.0% 100 000 45000 Fines & Forfeitures 3,026 2,600 2,600 - 0.0% 100 000 45510 Vehicle Code Fines 6,535 5,500 5,500 - 0.0% 100 000 45512 Parking and Admin Fines 23,690 17,000 20,000 3,000 17.6% 100 000 46100 Interest Earned 172,894 175,000 160,000 (15,000) -8.6% 100 000 46101 Interest Earned-PARS 28,191 20,000 28,500 8,500 42.5% 100 000 46815 Rental Income - Garden Center 24,700 18,000 - (18,000) -100.0% 100 000 46816 Rental Income - Airport RV 42,910 39,600 43,000 3,400 8.6% 100 000 46817 Rental Income - PW Bldg (CHC Enterp) 41,547 24,000 - (24,000) -100.0% 100 000 47130 HOPTR 2,042 1,200 1,200 - 0.0%
100 000 47140 Vehicle License Collection - 2,500 2,500 - 0.0% 100 000 47240 COPS 194,663 194,000 194,000 - 0.0%
100 000 47243 SB1383 Organics Recycling 6,250 6,000 6,000 - 0.0% 100 000 47750 Prop 172 18,318 20,000 20,000 - 0.0%
100 000 47760 MBSIA -Wellness & Safety Program 7,500 15,000 7,500 (7,500) -50.0% 100 000 47780 Police Grants & Other Reimbursements 3,399 2,500 2,500 - 0.0% 100 000 47781 POST Reimbursements 4,723 7,000 7,000 - 0.0% 100 000 47783 Grant Other Agencies - 1,600 1,600 - 0.0% 100 000 47912 DDA Negotiation Payment 10,000 - - - 100.0% 100 000 48210 Police Service Fees 1,575 1,000 1,600 600 60.0% 100 000 48211 Police Services-Special Events 36,688 40,000 43,500 3,500 8.8% 100 000 48212 Public Events - - - - 0.0%
100 000 48805 Use Permits 31,890 7,000 9,400 2,400 34.3% 24 79
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
100 000 48810 Maps/Publications - 100 100 - 0.0%
100 000 48825 Property Inspections 1,500 5,000 2,600 (2,400) -48.0% 100 000 48840 Miscellaneous Revenue 24,845 10,000 6,500 (3,500) -35.0% 100 000 48841 Credit Card Processing Fee - - 4,000 4,000 100.0% 100 000 48842 LAFCO Refund & Interest for FORA 413 400 400 - 0.0% 100 000 48910 Rental - Park 4,690 3,700 7,000 3,300 89.2% 100 000 48911 Day Use Permits (Park only) - - 1,500 1,500 100.0% 100 000 48912 Old Town Hall Rental Fee - - 1,400 1,400 100.0% 100 000 48930 Miscellaneous Refunds 2,862 1,000 1,000 - 0.0% 100 210 48220 Airport Police Services 1,342,230 1,489,000 1,665,780 176,780 11.9% Total Revenue 4,966,363 5,093,050 5,320,550 227,500 4.5% Expenditures
Council
100 110 61115 Council Member Stipend 6,600 7,500 7,500 - 0.0% 100 110 61130 Medicare-ER 96 200 200 - 0.0%
100 110 61131 Social Security-ER 409 500 500 - 0.0%
100 110 61132 Unemployment Ins-Fed & State 40 100 100 - 0.0% 100 110 61135 Dental Expense 6,894 8,900 8,100 (800) -9.0% 100 110 62410 Materials/Supply - 200 550 350 175.0%
100 110 64550 Membership Dues-Professional Org 2,132 2,500 2,500 - 0.0% 100 110 64570 Strategic Planning - 5,000 - (5,000) -100.0% 100 110 64580 Misc Expenses 2,731 2,500 500 (2,000) -80.0% 100 110 64610 Travel Expenses 2,109 3,000 - (3,000) -100.0% Total Council 21,010 30,400 19,950 (10,450) -34.4%
City Clerk
100 111 61105 Payroll 237,364 252,300 265,500 13,200 5.2% 100 111 61110 Overtime 2,827 5,000 5,000 - 0.0%
100 111 61123 PERS UAL - After 06/30/18 - 11,100 17,679 6,579 59.3% 100 111 61124 PERS UAL-Before 06/30/2018 44,451 41,000 42,121 1,121 2.7% 100 111 61125 PERS Retirement 19,841 26,700 28,100 1,400 5.2% 100 111 61130 Medicare-ER 3,445 3,800 4,000 200 5.3%
100 111 61132 Unemployment Ins-Fed & State 575 1,200 1,200 - 0.0% 100 111 61135 Dental Expense 5,534 5,700 5,700 - 0.0%
100 111 61140 Health Insurance 111,610 122,800 138,900 16,100 13.1% 100 111 61145 Vision Ins 751 800 800 - 0.0%
100 111 61150 Workers Comp and EAP 13,498 4,000 4,000 - 0.0% 100 111 61155 Wellness Program 1,607 1,500 1,500 - 0.0% 100 111 61157 Educational Incentive Pay 5,817 6,000 6,000 - 0.0% 100 111 61158 Longevity Pay 3,442 3,700 3,700 - 0.0%
100 111 62410 Materials/Supply 1,547 6,000 4,500 (1,500) -25.0% 100 111 62430 Office Supplies 5,867 7,000 7,000 - 0.0%
100 111 63505 Repair/Maintenance 107 1,000 1,000 - 0.0% 100 111 63508 Other Outside Services 10,745 10,000 10,000 - 0.0% 100 111 63509 Shredding Services 1,138 1,000 1,000 - 0.0% 100 111 63511 Short Term Rental Services - 17,500 15,000 (2,500) -14.3% 100 111 63530 Telephone 3,326 3,000 3,000 - 0.0%
100 111 63531 Internet 4,823 1,500 1,500 - 0.0%
100 111 63535 Website Design & Maintenance 743 1,000 1,000 - 0.0% 100 111 63540 Postage / Shipping 1,913 2,000 2,000 - 0.0% 100 111 63605 Training 7,065 11,000 6,000 (5,000) -45.5% 100 111 63620 Insurance-Liability 38,792 62,400 87,800 25,400 40.7% 100 111 63635 Contract Services - IT 11,700 10,600 11,200 600 5.7% 100 111 64310 Software/Server Subscription 12,289 15,500 15,500 - 0.0% 100 111 64315 Agenda Management System 12,528 7,000 12,700 5,700 81.4% 100 111 64320 Municipal Code Service 3,484 5,000 5,000 - 0.0% 100 111 64550 Membership Dues-Professional Org 1,130 1,000 1,000 - 0.0% 100 111 64552 Membership Dues-Government Agency 647 700 800 100 14.3% 25 80
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
100 111 64575 Printing / Publications 1,582 2,000 1,000 (1,000) -50.0% 100 111 64580 Misc Expenses 1,175 500 500 - 0.0%
100 111 64588 Election Cost 6,387 500 10,000 9,500 1900.0% 100 111 64610 Travel Expenses 5,828 3,000 1,500 (1,500) -50.0% Total City Clerk 583,577 654,800 723,200 68,400 10.4%
City Manager
100 120 61105 Payroll 199,678 207,750 214,035 6,285 3.0% 100 120 61175 Payroll-Leave 4,090 - - - 0.0%
100 120 61123 PERS UAL - After 06/30/18 - 500 500 - 0.0% 100 120 61124 PERS UAL-Before 06/30/2018 396 - - - 0.0% 100 120 61125 PERS Retirement 16,365 16,550 17,000 450 2.7% 100 120 61130 Medicare-ER 2,955 3,050 3,100 50 1.6%
100 120 61132 Unemployment Ins-Fed & State 42 100 100 - 0.0% 100 120 61135 Dental Expense 2,319 2,400 2,400 - 0.0%
100 120 61140 Health Insurance 43,530 48,400 54,700 6,300 13.0% 100 120 61141 Health Insurance -Retiree 945 1,900 1,900 - 0.0% 100 120 61145 Vision Ins 290 400 400 - 0.0%
100 120 61150 Workers Comp and EAP 11,811 3,000 3,000 - 0.0% 100 120 61155 Wellness Program 536 500 500 - 0.0%
100 120 61157 Educational Incentive Pay 1,662 465 465 - 0.0% 100 120 61180 Auto Allowance 5,445 5,400 5,400 - 0.0%
100 120 62430 Office Supplies 10 300 50 (250) -83.3%
100 120 63620 Insurance-Liability 35,299 51,000 68,400 17,400 34.1% 100 120 64550 Membership Dues-Professional Org 1,660 1,700 2,800 1,100 64.7% 100 120 64552 Membership Dues-Gov Agency 947 700 800 100 14.3% 100 120 64611 Traninng 1,000 1,000 100.0%
100 120 64610 Travel Expenses 67 1,000 1,000 - 0.0%
Total City Manager 328,044 345,115 377,550 32,435 9.4%
Finance
100 130 62310 ADP Payroll Fees 9,280 8,500 9,000 500 5.9% 100 130 62320 Bank Service Charges 8,639 6,000 6,000 - 0.0% 100 130 62321 Credit Card Fees 1,769 5,000 5,000 - 0.0% 100 130 62431 Accounting Software 5,734 5,000 6,000 1,000 20.0% 100 130 62433 Budget Software - 14,000 11,000 (3,000) -21.4% 100 130 63625 Audit-General 40,075 42,000 42,000 - 0.0% 100 130 63626 Audit -Sales Tax - 5,000 5,000 - 0.0%
100 130 63627 Actuarial Services 2,500 4,500 4,500 - 0.0% 100 130 63645 Accounting Services-RGS 289,540 200,000 150,000 (50,000) -25.0% 100 130 63651 Contract Services-Fee Study 19,980 - 0.0% Total Finance 377,517 290,000 238,500 (51,500) -17.8%
Legal
100 150 63650 Legal Services 50,623 86,000 80,000 (6,000) -7.0% 100 150 64560 Legal Advert 1,258 3,300 3,300 - 0.0%
Total Legal 51,881 89,300 83,300 (6,000) -6.7%
Planning & Building Regulation
100 160 63639 Economic Development Services - 95,000 50,000 (45,000) -47.4% 100 160 63640 Planning Services 87,263 40,000 40,000 - 0.0% 100 160 63642 Contract Services - Housing Element - 50,000 - (50,000) -100.0% 100 160 63648 Building Inspections Services 46,318 62,400 62,400 - 0.0% 100 160 63649 Engineering Services 1,200 5,000 - (5,000) -100.0% 100 160 63656 Code Enforcement Services - 2,000 2,000 - 0.0% 100 160 64610 Travel Expenses - 1,000 - (1,000) -100.0% Total Planning & Building Regulation 134,781 255,400 154,400 (101,000) -39.5% Government Buildings
100 180 62410 Materials/Supply - 2,000 2,000 - 0.0%
100 180 63505 Repair/Maintenance 2,620 5,000 5,000 - 0.0% 100 180 63508 Other Outside Services 116 1,000 1,000 - 0.0% 100 180 63520 Utilities - PG&E 6,158 8,000 8,000 - 0.0% 100 180 63660 Janitorial Services 3,000 4,200 4,700 500 11.9% Total Government Buildings 11,894 20,200 20,700 500 2.5% 26 81
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Non-Departmental
100 190 62410 Materials/Supply 31 500 500 - 0.0%
100 190 63620 Insurance-Liability 24,359 25,000 25,000 - 0.0% 100 190 63621 Insurance-Property 8,362 9,000 10,000 1,000 11.1% 100 190 63623 Insurance-PLL (Pollution Legal Liab) 52,643 - - - 0.0% 100 190 64550 Membership Dues-Professional Org 500 500 500 - 0.0% 100 190 64551 Membership Dues-Non Profit Agency Contrib 11,100 15,000 15,000 - 0.0% 100 190 64552 Membership Dues-Government Agency 4,460 5,500 5,500 - 0.0% 100 190 64580 Misc Expenses 169 1,000 1,000 - 0.0%
100 190 64930 S.M.I.P. 235 200 200 - 0.0%
100 190 64940 SB 1473 76 100 100 - 0.0%
Total Non-Departmental 101,934 56,800 57,800 1,000 1.8% Police
100 210 61105 Payroll 945,987 1,167,800 1,188,900 21,100 1.8% 100 210 61110 Overtime 184,444 200,000 200,000 - 0.0%
100 210 61120 Reserves Payroll 88,299 120,000 120,000 - 0.0% 100 210 61123 PERS UAL - After 06/30/18 13,165 30,400 41,684 11,284 37.1% 100 210 61124 PERS UAL-Before 06/30/2018 110,338 111,000 119,016 8,016 7.2% 100 210 61125 PERS Retirement 122,028 163,000 167,100 4,100 2.5% 100 210 61126 PERS 457 Expense 27,450 32,400 32,400 - 0.0% 100 210 61130 Medicare-ER 18,619 17,400 17,700 300 1.7% 100 210 61131 Social Security-ER 865 1,000 1,000 - 0.0% 100 210 61132 Unemployment Ins-Fed & State 7,926 13,000 13,000 - 0.0% 100 210 61135 Dental Expense 13,090 16,200 16,200 - 0.0% 100 210 61140 Health Insurance 256,209 342,300 387,300 45,000 13.1% 100 210 61145 Vision Ins 2,047 2,500 2,400 (100) -4.0%
100 210 61150 Workers Comp and EAP 138,358 141,500 141,900 400 0.3% 100 210 61155 Wellness Program 3,213 5,000 5,000 - 0.0% 100 210 61157 Educational Incentive Pay 15,627 16,800 18,000 1,200 7.1% 100 210 61158 Longevity Pay 9,941 9,300 11,400 2,100 22.6% 100 210 61160 Uniform Allowance 8,500 10,000 10,000 - 0.0% 100 210 61175 Admin Leave 25,523 - - - 0.0%
100 210 62410 Materials/Supply 6,679 15,000 10,000 (5,000) -33.3% 100 210 62420 Ammunition 4,278 5,000 5,000 - 0.0%
100 210 62422 Body Armor Vests - 3,300 5,000 1,700 51.5% 100 210 62430 Office Supplies 3,296 5,000 5,000 - 0.0%
100 210 62710 Auto Operations - Supplies / Equip 571 1,000 1,000 - 0.0% 100 210 62720 Auto Operations - Fuel 33,115 30,000 30,000 - 0.0% 100 210 63505 Repair/Maintenance 1,990 2,200 2,200 - 0.0% 100 210 63508 Other Outside Services 7,963 5,000 8,000 3,000 60.0% 100 210 63509 Shredding Services 1,138 1,000 1,000 - 0.0% 100 210 63520 Utilities - PG&E 7,759 8,000 8,000 - 0.0% 100 210 63530 Telephone 7,063 8,000 8,000 - 0.0%
100 210 63531 Internet 9,022 6,000 6,000 - 0.0%
100 210 63537 Annual Maintenance-Records Mgmt Software 6,568 5,000 5,000 - 0.0% 100 210 63538 Record Management-Historical - 3,600 3,600 - 0.0% 100 210 63540 Postage / Shipping 158 500 750 250 50.0%
100 210 63605 Training 8,660 5,000 6,000 1,000 20.0%
100 210 63620 Insurance-Liability 203,069 290,200 388,400 98,200 33.8% 100 210 63621 Insurance-Property 8,362 9,000 10,000 1,000 11.1% 100 210 63622 Insurance-Vehicles 2,524 2,550 2,550 - 0.0% 100 210 63624 Insurance-ADWRP - - 1,000 1,000 100.0%
100 210 63625 Audit-General - 5,000 5,000 - 0.0%
100 210 63627 Actuarial Services 2,500 2,500 2,500 - 0.0% 100 210 63628 Professional Services 12,000 16,000 16,000 - 0.0% 100 210 63635 Contract Services - IT 11,700 13,500 14,100 600 4.4% 100 210 63637 Contract Services-Others 4,339 4,200 9,200 5,000 119.0% 100 210 63650 Legal Services 12,177 3,800 3,800 - 0.0%
100 210 63660 Janitorial Services 3,000 4,200 4,200 - 0.0% 100 210 63664 911-NGEN Phase II Upgrade - 7,000 7,000 - 0.0% 100 210 63665 911-Radio Dispatch 58,156 61,800 61,100 (700) -1.1% 27 82
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
100 210 63666 911-Inform MDT Terminal Service 728 1,000 1,000 - 0.0% 100 210 63667 911-Notification System - 400 400 - 0.0%
100 210 63668 911-NGEN O&M 12,956 14,400 14,300 (100) -0.7% 100 210 63669 911-NGEN Debt (Capital Fee) 7,633 8,100 8,100 - 0.0% 100 210 63730 Auto Repair/Maintenance 18,682 23,000 23,000 - 0.0% 100 210 63812 Parking & Admin Citations Services 9,911 9,000 9,000 - 0.0% 100 210 63820 Animal Regulation Fire - 500 500 - 0.0%
100 210 63830 Fund Jail & Prisoner - 1,500 1,500 - 0.0% 100 210 63840 ACJIS System 14,247 9,000 12,000 3,000 33.3% 100 210 64310 Software/Server Subscription 17,860 22,700 22,700 - 0.0% 100 210 64545 Personnel Recruit & Pre-Employment 51 3,000 3,000 - 0.0% 100 210 64550 Membership Dues-Professional Org 7,203 8,300 10,500 2,200 26.5% 100 210 64551 Membership Dues-Non Profit Agency Contrib 500 500 500 - 0.0% 100 210 64552 Membership Dues-Government Agency 5,000 5,700 6,300 600 10.5% 100 210 64565 Books and Periodicals 266 900 900 - 0.0%
100 210 64575 Printing / Publications 1,384 2,000 2,000 - 0.0% 100 210 64580 Misc Expenses 2,652 2,200 2,200 - 0.0%
100 210 64610 Travel Expenses 13,862 13,000 13,000 - 0.0% 100 210 65104 Principal-Motorola Lease-Cameras 19,752 21,350 21,350 - 0.0% 100 210 65105 Principal-Dell - 5,300 5,300 - 0.0%
100 210 65205 Interest-Dell 630 630 100.0%
100 210 65106 Principal-Sunridge Records Mgmt 8,612 - - 0.0% 100 210 65107 Interest-Sunridge Records Mgmt 101 - - 0.0% 100 210 66735 Vehicle Replacement 21,040 - - 0.0%
Total Police 2,570,155 3,074,800 3,280,580 205,780 6.7% Fire/Animal Control
100 220 63810 Fire Seaside 236,616 243,300 251,700 8,400 3.5% Total Fire/Animal Control 236,616 243,300 251,700 8,400 3.5% Public Works/Streets
100 311 61105 Payroll 84,282 87,800 87,800 - 0.0%
100 311 61123 PERS UAL - After 06/30/18 - 500 500 - 0.0% 100 311 61124 PERS UAL-Before 06/30/2018 396 - - - 0.0% 100 311 61125 PERS Retirement 5,913 7,100 7,100 - 0.0%
100 311 61130 Medicare-ER 1,222 1,300 1,300 - 0.0%
100 311 61132 Unemployment Ins-Fed & State 42 100 100 - 0.0% 100 311 61135 Dental Expense 1,524 1,600 1,600 - 0.0%
100 311 61140 Health Insurance 33,484 37,200 42,100 4,900 13.2% 100 311 61145 Vision Ins 198 300 200 (100) -33.3%
100 311 61150 Workers Comp and EAP 5,062 1,500 1,300 (200) -13.3% 100 311 61155 Wellness Program 536 500 500 - 0.0%
100 311 61157 Educational Incentive Pay 1,118 1,200 1,200 - 0.0% 100 311 62410 Materials/Supply 9,076 10,000 10,000 - 0.0% 100 311 62430 Office Supplies 1,394 1,500 800 (700) -46.7% 100 311 62710 Auto Operations - Supplies / Equip 555 2,500 1,500 (1,000) -40.0% 100 311 62720 Auto Operations - Fuel 3,824 5,000 4,000 (1,000) -20.0% 100 311 63505 Repair/Maintenance 27,913 17,900 17,900 - 0.0% 100 311 63508 Other Outside Services 186 1,000 500 (500) -50.0% 100 311 63515 Gabilan Crew - 3,000 1,500 (1,500) -50.0% 100 311 63520 Utilities - PG&E 2,868 5,000 5,000 - 0.0% 100 311 63525 Utilities - Water 5,723 6,250 6,250 - 0.0% 100 311 63530 Telephone 177 200 300 100 50.0%
100 311 63531 Internet 362 600 600 - 0.0%
100 311 63605 Training 568 2,000 1,000 (1,000) -50.0%
100 311 63620 Insurance-Liability 14,602 21,200 28,400 7,200 34.0% 100 311 63622 Insurance-Vehicles 2,524 5,000 5,000 - 0.0% 100 311 63649 Engineering Services 6,134 3,600 3,600 0.0% 100 311 63654 SB1383 Organics Waste Regs Services 4,500 14,000 14,000 - 0.0% 100 311 63655 Hazardous Waste Disposal - 500 250 (250) -50.0% 100 311 63730 Auto Repair/Maintenance 2,481 5,000 2,500 (2,500) -50.0% 100 311 64575 Printing / Publications 989 1,300 - (1,300) -100.0% 100 311 64920 Storm Water Project - Phase 4 14,870 15,000 15,000 - 0.0% 100 311 66302 Equipment - 2,000 500 (1,500) -75.0%
28 83
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Total Public Works/Streets 232,521 258,050 262,300 4,250 1.6% Parks/Recreation
100 411 62410 Materials/Supply 8,045 10,000 10,000 - 0.0% 100 411 62430 Office Supplies 73 1,000 100 (900) -90.0% 100 411 63505 Repair/Maintenance 25,164 20,000 20,000 - 0.0% 100 411 63525 Utilities - Water 7,073 5,750 7,000 1,250 21.7% 100 411 63612 Contract Services - Consultant - 75,000 - (75,000) -100.0% 100 411 64610 Travel Expenses - 100 100 - 0.0%
Total Parks/Recreation 40,355 111,850 37,200 (74,650) -66.7% Total Expenditures 4,690,284 5,430,015 5,507,180 77,165 1.4% Net Revenues Over Expenditures 276,079 (336,965) (186,630) Other Financing Sources and Uses
Non Department Specific
100 000 81003 Transfers Out to CIP - (430,446) (78,000) 100 000 81004 Transfers Out to REAP Fund 242 (13,885) - 100 000 82005 Transfers In from ARPA - - -
- -
Total Other Financing Sources and Uses - (444,331) (78,000) Net Revenues After Other Financing Sources and
Uses
276,079 (781,296) (264,630)
GENERAL FUND SUMMARY:

FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue 4,966,363 5,093,050 5,320,550 227,500 4.5%
Transfers In from ARPA - - -
Expenditures
110 Council 21,010 30,400 19,950 (10,450) -34.4%
111 City Clerk 583,577 654,800 723,200 68,400 10.4%
120 City Manager 328,044 345,115 377,550 32,435 9.4%
130 Finance 377,517 290,000 238,500 (51,500) -17.8%
150 Legal 51,881 89,300 83,300 (6,000) -6.7%
160 Planning and Building Regulations 134,781 255,400 154,400 (101,000) -39.5% 180 Government Buildings 11,894 20,200 20,700 500 2.5%
190 Non-Departmental 101,934 56,800 57,800 1,000 1.8%
210 Police 2,570,155 3,074,800 3,280,580 205,780 6.7%
220 Fire/Animal Control 236,616 243,300 251,700 8,400 3.5% 311 Public Works/Street 232,521 258,050 262,300 4,250 1.6% 411 Parks/Recreation 40,355 111,850 37,200 (74,650) -66.7% Total 4,690,284 5,430,015 5,507,180 77,165 1.4%
Net Revenues over Expenditures 276,079 (336,965) (186,630) Transfers Out-CIP - (430,446) (78,000)
Transfer Out to REAP (13,885) -
- (444,331) (78,000)
Excess(Deficit) of Revenue Over Expenditures 276,079 (781,296) (264,630) Beginning Fund Balance, 7/1/2025 3,691,660 2,910,364
Estimated Ending Fund Balance, 06/30/2026 2,910,364 2,645,734 29 84
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
210 - Gas Tax Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
210 000 47010 Gas Tax 2103 15,100 15,000 15,000 - 0.0%
210 000 47020 Gas Tax 2105 9,820 10,100 10,100 - 0.0%
210 000 47030 Gas Tax 2106 9,092 9,200 9,200 - 0.0%
210 000 47040 Gas Tax 2107 12,988 13,700 13,700 - 0.0%
210 000 47050 Gas Tax 2107.5 1,000 1,000 1,000 - 0.0%
Total Revenue 48,000 49,000 49,000 - 0.0%
Expenditures
Public Works/Streets
210 311 63505 Repairs & Maintenance - - 5,000 5,000 100.0% 210 311 63510 Street Sweeping 9,614 12,070 12,070 - 0.0% 210 311 63910 Street Lighting 17,329 21,900 21,900 - 0.0% 210 311 65751 Principal-PG&E 2,530 2,550 2,550 - 0.0%
Total Expenditures 29,472 36,520 41,520 5,000 13.7%
Net Revenues 18,528 12,480 7,480
Beginning Fund Balance, 7/1/2025 127,738 140,218
Estimated Ending Fund Balance, 06/30/2026 140,218 147,698 211 - SB1 Fund-RMRA
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
211 000 47777 SB 1 Funds 39,306 41,300 44,305 3,005 7.3% Total Revenue 39,306 41,300 44,305 3,005 7.3%
Expenditures
211 537 66327 Saucito Rd & Work Ave Impr Project 2,404 24,047 - (24,047) -100.0% 211 539 66327 Rosita Emergency Repairs 85,000 65,000 - (65,000) -100.0% Total Expenditures 87,404 89,047 - (89,047) -100.0%
Net Revenues (48,098) (47,747) 44,305
Other Financing Sources and Uses
Non Department Specific
211 000 81003 Transfers Out to CIP - (13,550) - 13,550 -100.0% Total Other Financing Sources and Uses - (13,550) - 13,550 -100.0% Net Revenues After Other Financing Sources and Uses (48,098) (61,297) 44,305 Beginning Fund Balance, 7/1/2025 113,633 52,337
Estimated Ending Fund Balance, 06/30/2026 52,337 96,642 30 85
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
212 - Measure X Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
212 000 47775 Measure X 100,953 95,900 100,705 4,805 5.0% Total Revenue 100,953 95,900 100,705 4,805 5.0%
Expenditures
Debt Service - Measure X
212 610 65103 Principal - Measure X Loan 79,393 83,900 87,705 3,805 4.5% 212 610 65203 Interest - Measure X 20,470 12,000 13,000 1,000 8.3% Total Expenditures 99,863 95,900 100,705 4,805 5.0%
Net Revenues 1,090 - -
Other Financing Sources and Uses
Rosita Emergency Repairs
212 539 81004 Transfers Out to Grants-Rosarita Emer Repairs - - - - 0.0% Total Other Financing Sources and Uses - - - - 0.0%
Net Revenues After Other Financing Sources and Uses 1,090 - - Beginning Fund Balance, 7/1/2025 388 388
Estimated Ending Fund Balance, 06/30/2026 388 388
214 - RSTP
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
214 000 47776 RSTP Funds - 67,602 15,600 (52,002) -76.9% Total Revenue - 67,602 15,600 (52,002) -76.9%
Net Revenues - 67,602 15,600
Other Financing Sources and Uses
Non Department Specific
214 000 81003 Transfers Out to CIP - (67,602) -
Total Other Financing Sources and Uses - (67,602) - 0.0% Net Revenues After Other Financing Sources and Uses - - 15,600 Beginning Fund Balance, 7/1/2025 - 15,600
Estimated Ending Fund Balance, 06/30/2026 - -
221 - FORA Habitat Management Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Expenditures
Planning & Building Regulation
221 160 63646 Contract Services - Habitat Mgmt Plan - 14,448 14,448 - 0.0% Total Expenditures - 14,448 14,448 - 0.0%
Net Revenues After Other Financing Sources and Uses - 14,448 14,448 31 86
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Beginning Fund Balance, 7/1/2025 724,901 710,453
Estimated Ending Fund Balance, 06/30/2026 710,453 696,005 222 - FORA Land Development
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
222 000 47911 DDA Developer Deposit 75,000 - - - 0.0%
Total Revenue 75,000 - - - 0.0%
Expenditures
Planning & Building Regulation
222 160 63639 Economic Development Services 44,874 - - - 0.0% 222 160 63650 Legal Services 22,031 - - - 0.0%
222 160 64580 Misc Expenses - 8,095 - (8,095) -100.0%
Total Expenditures 66,905 8,095 - (8,095) -100.0%
Net Revenues After Other Financing Sources and Uses 8,095 (8,120) - Beginning Fund Balance, 7/1/2025 8,095 -
Estimated Ending Fund Balance, 06/30/2026 - -
231 - BSCC-Officer Wellness & Mental Health Grant
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Expenditures
Police
231 210 64314 Law Enforcement Wellness App 1,999 2,000 - (2,000) -100.0% Total Expenditures 1,999 2,000 - (2,000) -100.0%
Net Revenues After Other Financing Sources and Uses (1,999) (2,000) - Beginning Fund Balance, 7/1/2025 10,835 0
Estimated Ending Fund Balance, 06/30/2026 0 0
235 - Asset Forfeitures
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
235 210 47780 Police Grants & Other Reimbursements - - - - 0.00 Total Revenue - - - - 0.0%
Net Revenues After Other Financing Sources and Uses - - - Beginning Fund Balance, 7/1/2025 - 1,846
Estimated Ending Fund Balance, 06/30/2026 1,846 1,846
32 87
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
236 - Drug Enforcement Administration (DEA)
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Police
236 210 47782 DEA Reimbursements 32,896 46,128 40,000 (6,128) -13.3% Total Revenue 32,896 46,128 40,000 (6,128) -13.3%
Expenditures
236 210 61111 Overtime-DEA 35,533 46,128 40,000 (6,128) -13.3% Total Expenditures 35,533 46,128 40,000 (6,128) -13.3%
Net Revenues After Other Financing Sources and Uses (2,636) - - Beginning Fund Balance, 7/1/2025 4,105 4,105
Estimated Ending Fund Balance, 06/30/2026 4,105 4,105
242 - REAP Grant
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
242 160 47241 AMBAG REAP Grant 48,571 - - - 0.00
Total Revenue 48,571 - - - 0.0%
Expenditures
242 160 63640 Planning Services 62,456 - - - 0.00
Total Expenditures 62,456 - - - 0.0%
100 000 82003 Transfers In from GF 13,885 - - 0.00
Net Revenues After Other Financing Sources and Uses (13,885) 13,885 - - Beginning Fund Balance, 7/1/2025 (13,885) -
Estimated Ending Fund Balance, 06/30/2026 (12,515) -
251 - Cal Fire Grant
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
251 411 47768 Cal Fire Grant 297,300 - - - 0.00
Total Revenue 297,300 - - - 0.0%
Expenditures
251 411 63913 Tree Service 297,300 - - - 0.00
Total Expenditures 297,300 - - - 0.0%
Net Revenues After Other Financing Sources and Uses - - - Beginning Fund Balance, 7/1/2025 - -
Estimated Ending Fund Balance, 06/30/2026 - -
33 88
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
260 - CDBG Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
260 411 47765 CDBG Grant - 90,000 - - 0.00
Total Revenue - 90,000 - - 0.0%
Expenditures
260 411 66420 Park Improvements - 90,000 - - 0.00
Total Expenditures - 90,000 - - 0.0%
Net Revenues After Other Financing Sources and Uses - - - Beginning Fund Balance, 7/1/2025 - -
Estimated Ending Fund Balance, 06/30/2026 - -
301 - Capital Projects
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Expenditures Includes CO
301 533 66735 Vehicle Replacement - 90,000 45,000 45,000 301 537 66322 Saucito Rd & Work Ave Imp Project - 81,150 - - 301 540 66303 Server Replacement 20,000 20,000
301 541 66322 City Hall Facility Repairs & Upgrades 20,298 20,000 - - 301 542 66323 Council Chamber Technology Project 7,651 5,000 - - 301 543 66736 PD Radio Replacement - 20,000 10,000 10,000 301 544 66324 Technology Replacement - 3,000 3,000 3,000 301 545 66426 City Hall Sewer Upgrades - 40,000 - -
301 546 66427 City Hall Chamber Renovations - 50,000 - - 301 547 66428 City Hall Fence Replacement - 20,000 - -
301 548 66429 City Hall Parking Lot Improvements - 167,446 - - 301 549 66430 Adair Stairs Repairs - 15,000 - -
301 550 63505 Del Rey Oaks Garden Center - - - -
Total Expenditures 27,949 511,596 78,000 78,000
Other Financing Sources and Uses
301 533 82003 Transfers In from GF - 90,000 45,000 45,000 301 537 82006 Transfers In from RSTP - 67,600 - -
301 537 82007 Transfers In from SB1-RMRA - 13,550 - -
301 540 82003 Transfers In from GF - - 20,000 20,000
301 541 82003 Transfers In from GF 23,199 20,000 - -
301 542 82003 Transfers In from GF - 5,000 - -
301 543 82003 Transfers In from GF - 20,000 10,000 10,000 301 544 82003 Transfers In from GF - 3,000 3,000 3,000
301 545 82003 Transfers In from GF - 40,000 - -
301 546 82003 Transfers In from GF - 50,000 - -
301 547 82003 Transfers In from GF - 20,000 - -
301 548 82003 Transfers In from GF - 167,446 - -
301 549 82003 Transfers In from GF - 15,000 - -
301 550 82003 Transfers In from GF - - - -
Total Other Financing Sources and Uses 23,199 511,596 78,000 78,000 Net Revenues After Other Financing Sources and Uses (4,751) - - 34 89
Item 1.

City of Del Rey Oaks
FY 2026-2027 Proposed Budget
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Beginning Fund Balance, 7/1/2025 3,801 3,801
Estimated Ending Fund Balance, 06/30/2026 3,801
321 - SBR Engineering Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Expenditures
321 518 63611 SBR Contract-Engineering & Others 76,925 411,649 - (411,649) -100.0% Total Expenditures 76,925 411,649 - (411,649) -100.0%
Net Revenues After Other Financing Sources and Uses (76,925) 411,649 - Beginning Fund Balance, 7/1/2025 411,649 0
Estimated Ending Fund Balance, 06/30/2026 0 0
331 - FHA Grant Fund
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
331 000 47523 FHWA Grant - 543,400 - (501,656) -100%
Total Revenue - 543,400 - (501,656) -100%
Expenditures
Rosita Emergency Repairs
331 539 63611 Contract Services - Engineering 86,352 4,019 - (4,019) -100% 331 539 66411 Road Construction 445,193 48,807 - (48,807) -100% Total Expenditures 531,545 52,826 - (52,826) -100%
Net Revenues (531,545) 490,574 -
Other Financing Sources and Uses
331 539 82004 Transfers In from Measure X - - - - 0.00
Total Other Financing Sources and Uses - - - - 0.0%
Net Revenues After Other Financing Sources and Uses (531,545) 490,574 - Beginning Fund Balance, 7/1/2025 (490,574) (0)
Estimated Ending Fund Balance, 06/30/2026 (0) (0)
332 - FEMA & OES
FY 2024-2025
Actuals
FY 2025-2026
Current
Budget
FY 2026-2027
Proposed
Budget
Increase
(Decrease)
Percent
Change
Revenue
Non Department Specific
332 000 47519 OES 14,554 - - - 0.00
332 000 47520 FEMA 58,217 - - - 0.00
Total Revenue 72,771 - - - 0.0%
Expenditures
332 541 66322 City Hall Facility Repairs & Upgrades 67,920 4,851 - (4,851) -100% Total Expenditures 67,920 4,851 - (4,851) -100%
Net Revenues 4,851 (4,851) -
35 90
Item 1.

Title Step 1 Step 2 Step 3 Step 4 Step 5 Contract
City Manager Per Contract
Monthly 17,870.67
Bi-weekly 8,248.00
Hourly Rate 103.10
Annual 214,448.00
Assistant City Manager & Chief of Police Per Contract
Monthly 15,400.00
Bi-weekly 7,107.69
Hourly Rate 88.85
Annual - - - - - 184,800.00
City Clerk
Monthly 7,323.33 7,689.08 8,073.83 8,477.75 8,902.42
Bi-weekly 3,380.00 3,548.80 3,726.40 3,912.80 4,108.80
Hourly Rate 42.25 44.36 46.58 48.91 51.36
Annual 87,880.00 92,269.00 96,886.00 101,733.00 106,829.00 Deputy City Clerk/Permit Clerk
Monthly 5,550.17 5,827.50 6,118.67 6,425.50 6,746.17
Bi-weekly 2,561.60 2,689.60 2,824.00 2,965.60 3,113.60
Hourly Rate 32.02 33.62 35.30 37.07 38.92
Annual 66,602.00 69,930.00 73,424.00 77,106.00 80,954.00 Administrative Services Technician
Monthly 5,550.17 5,827.50 6,118.67 6,425.50 6,746.17
Bi-weekly 2,561.60 2,689.60 2,824.00 2,965.60 3,113.60
Hourly Rate 32.02 33.62 35.30 37.07 38.92
Annual 66,602.00 69,930.00 73,424.00 77,106.00 80,954.00 Police Commander
Monthly 8,952.58 9,400.33 9,869.83 10,363.08 10,881.75
Bi-weekly 4,131.96 4,338.60 4,555.32 4,782.96 5,022.36
Hourly Rate 49.19 51.65 54.23 56.94 59.79
Annual 107,431.00 112,804.00 118,438.00 124,357.00 130,581.00 Police Sergeant
Monthly 7,900.58 8,295.58 8,710.50 9,145.50 9,602.33
Bi-weekly 3,646.44 3,828.72 4,020.24 4,221.00 4,431.84
Hourly Rate 43.41 45.58 47.86 50.25 52.76
Annual 94,807.00 99,547.00 104,526.00 109,746.00 115,228.00 Police Officer
Monthly 6,814.08 7,154.42 7,513.00 7,887.92 8,282.83
Bi-weekly 3,144.96 3,302.04 3,467.52 3,640.56 3,822.84
Hourly Rate 37.44 39.31 41.28 43.34 45.51
Annual 81,769.00 85,853.00 90,156.00 94,655.00 99,394.00 Police Officer - Reserve
Hourly Rate 45.51
Public Works Supervisor
Monthly 5,938.42 6,234.83 6,546.83 6,874.42 7,311.17
Bi-weekly 2,740.80 2,877.60 3,021.60 3,172.80 3,374.40
Hourly Rate 34.26 35.97 37.77 39.66 42.18
Annual 71,261.00 74,818.00 78,562.00 82,493.00 87,734.00 Temporary/Part Time EE
Hourly Rate At the discretion of the City Manager 50.00

CITY OF DEL REY OAKS
SALARY SCHEDULE FOR FISCAL YEAR 2026-2027
Effective 8/15/2026
37 92
Item 1.

Actual Budget Proposed
Position 2024-2025 2025-2026 2026-2027
City Manager 1 1 1
Deputy City Clerk & Assistant to the City Manager 0 0 0 City Clerk 1 1 1
Administrative Services Technician 1 1 1
Deputy City Clerk/Permit Clerk 1 1 1
Assistant City Manager and Chief of Police 0 0 1
Chief of Police 1 1 0
Commander 1 1 1
Sergeant 3 3 2
Police Officer * 5 5 6
Public Works Supervisor 1 1 1
Total Positions 15 15 15
*Police Officer positions are authorized at 6 but only 5 positions are filled for FY 2026-2027 Budget City of Del Rey Oaks
Position Control List for FY 2026-2027
38 93
Item 1.

Chart of Accounts
Account Code Account Title
FUNDS:
100 General Fund
210 Gas Tax Fund
211 SB1 Fund-RMRA
212 Measure X Fund
213 Corona Virus Relief Fund
214 RSTP
221 FORA Habitat Management Fund
222 FORA Land Development
223 ARPA Fund
231 BSCC-Officer Wellness & Mental Health Grant
235 Asset Forfeitures
236 Drug Enforcement Administration (DEA)
242 REAP Grant
251 Cal Fire Grant
260 CDBG Fund
301 Capital Projects
310 TAMC Street Projects
311 Prop 68 Grant Fund
321 SBR Engineering Fund
322 SBR/GJM Intersection Construction Fund
323 SBR Construction Fund
331 FHA Grant Fund
332 FEMA & OES
910 Government Wide
920 General Long-Term Debt
DEPARTMENT/PROJECTS:
000 Non Department Specific
110 Council
111 City Clerk
120 City Manager
130 Finance
140 Administration
150 Legal
160 Planning & Building Regulation
180 Government Buildings
190 Non-Departmental
210 Police
211 Cops
220 Fire/Animal Control
311 Public Works/Streets
411 Parks/Recreation
39 94
Item 1.

Chart of Accounts
Account Code Account Title
500 Capital Projects
511 Street Slurry
512 Traffic Calming
513 Hwy 218 Corridor Planning
514 Street Reconstruction
515 Three Cedars, LLC
516 SBR Sewer Design
517 Solar City Hall
518 SBR Contract-Engineering & Others
519 JCFA HCP Funds
520 Portola/Work Walkway
521 Street Curb Replacement
522 Park Improvements
523 Street Improvements
524 Via Verde/Los Encinos Street Repair
525 Angelus/Rosita Storm Drain Repair (Engineering)
526 Angelus/Rosita Storm Drain Repair (Construction)
527 City Hall Parking Lot Imp
528 Park Parking Lot
529 Park Play Structure
530 Basketball Court Reconstruction
531 Park Parking Lot/Accessibility Project
532 Housing Element 6th Cycle
533 Vehicle Replacement
534 Safeway Parking Improvements (Sinkhole)
535 Safeway Repairs
536 Curb Repair
537 Saucito/Work Gutter & Curb
538 Via Verde Curb & Gutter Repair
539 Rosita Emergency Repairs
541 City Hall Facility Repairs & Upgrades
542 Council Chamber Technology Project
543 PD Radio Replacement
544 Technology Replacement
545 City Hall Sewer Upgrades
546 City Hall Chamber Renovations
547 City Hall Fence Replacement
548 City Hall Parking Lot Improvements
549 Adair Stairs Repairs
550 Del Rey Oaks Garden Center
610 Debt Service - Measure X
700 Transfer In/Out
999 Government-Wide
40 95
Item 1.

Chart of Accounts
Account Code Account Title
REVENUE ACCOUNTS:
41000 Taxes
41110 P/T-Secured
41120 P/T-Unsecured
41130 P/T-Prior Secured
41140 Prior Unsecured
41150 P/T-Unitary Tax
41160 P/T-Supplemental Roll (SB813)
41170 Property Tax - VLF
41180 Prop Tax-Interest/Penalty
41190 P/T - Administrative Fee
42000 Other Taxes
42210 Sales Tax
42220 Sales Tax - 145 (Measure S-1%)
42221 Sales Tax -409 (Measure R 1/2%)
42222 Cannabis Tax
42223 Cannabis Tax-Delinquent
42230 Transient Occupancy Tax
42231 STR Annual License Fee
42235 Less Sales Tax Admin Fee
42250 Property Transfer Tax
42290 Sewer Impact
42310 Business Licenses
42311 HOUP (Home Occupational User Permit)
42700 Franchise Fees
42761 Gas Franchises
42762 Electric Franchises
42763 Garbage Franchises
42764 Cable Tv Franchises
42765 Water Franchises
43000 Licenses & Permits
43311 SB1186 Disability Access Fund
43312 SB1473 Environmental Assessment Fee
43318 Variance Fee
43319 Architectural Review (ARC)
43320 Building Permits
43322 Strong-Motion Instrumental Program (SMIP) Fees
43325 Cannabis Business Permit
43330 Plan Check Fees
43340 Street Opening Permits Fees
43350 Plumbing Permits
43360 Electrical Permits
41 96
Item 1.

Chart of Accounts
Account Code Account Title
43361 Tree Removal Permits
43390 Other Licenses/Permits
45000 Fines & Forfeitures
45510 Vehicle Code Fines
45512 Parking and Admin Fines
46100 Interest Earned
46101 Interest Earned-PARS
46200 Interest Income-GASB 87
46815 Rental Income - Garden Center
46816 Rental Income - Airport RV
46817 Rental Income - PW Bldg (CHC Enterprise)
47000 Other Agency Revenue
47010 Gas Tax 2103
47020 Gas Tax 2105
47030 Gas Tax 2106
47040 Gas Tax 2107
47050 Gas Tax 2107.5
47110 Motor Vehicle License Fee(Mvlf)
47130 HOPTR
47140 Vehicle License Collection
47240 COPS
47241 AMBAG REAP Grant
47242 HCD LEAP Grant
47243 SB1383 Organics Recycling
47340 CARES Act
47519 OES
47520 FEMA
47521 ARPA Grant
47523 FHWA Grant
47750 Prop 172
47751 Prop 68 Grant
47760 Wellness Program
47761 Officer Wellness & Mental Health Grant
47765 CDBG Grant
47767 FORA Caretaker Grant
47768 Cal Fire Grant
47770 Traffic Congestion Relief-Ab438
47771 FORA Contribution for SBR/GJM Intersection
47772 FORA Contribution for SBR Construction
47774 Measure X Loan/Advance
47775 Measure X
47776 RSTP Funds
47777 SB 1 Funds
42 97
Item 1.

Chart of Accounts
Account Code Account Title
47778 SBR Engineering
47779 JCFA HCP Funds
47780 Police Grants & Other Reimbursements
47781 POST Reimbursements
47782 DEA Reimbursements
47783 Grant Other Agencies
47910 FORA Caretaker Grant
47911 DDA Developer Deposit
47912 DDA Negotiation Payment
48000 Current Services
48210 Police Service Fees
48211 Police Services-Special Events
48212 Public Events
48220 Airport Police Services
48250 Pd Donations
48805 Use Permits
48806 Conditional Use Permits
48810 Maps/Publications
48825 Property Inspections
48840 Miscellaneous Revenue
48841 Credit Card Processing Fee
48842 LAFCO Refund & Interest for FORA
48844 Donations
48910 Rental - Park
48911 Day use Permits (Park Only)
48912 Old Town Hall Rental Fee
48920 Rental Income - PW Bldg
48925 Lease Revenue-GASB 87
48930 Miscellaneous Refunds
48950 Bank Reconciliation Adjustments
48960 Restitution
48970 MBASIA Contribution
49110 Transfers In - Corona Virus Relief Fund
49200 Sale Of Assets
49205 Special Item-Conversion of Land Held for Resale
49206 Special Item-Gain on Land due to FORA Dissolution 49210 Sale Of FORA Land
49220 Proceeds from Capital Lease
49999 Loan Revenue (Contra Account)
82000 Transfers In
82003 Transfers In from GF
82004 Transfers In from Measure X
82005 Transfers In from ARPA
43 98
Item 1.

Chart of Accounts
Account Code Account Title
EXPENDITURE ACCOUNTS:
61000 Salaries & Benefits
61105 Payroll
61107 Temp Payroll
61110 Overtime
61111 Overtime-DEA
61112 Overtime-Cannabis Tax Fund Grant
61115 Council Member Stipend
61120 Reserves Payroll
61123 PERS UAL - After 06/30/18
61124 PERS UAL-Before 06/30/2018
61125 PERS Retirement
61126 PERS 457 Expense
61127 Dental Exp - City Council
61130 Medicare-ER
61131 Social Security-ER
61132 Unemployment Ins-Fed & State
61135 Dental Expense
61140 Health Insurance
61141 Health Insurance -Retiree
61145 Vision Ins
61150 Workers Comp and EAP
61155 Wellness Program
61157 Educational Incentive Pay
61158 Longevity Pay
61160 Uniform Allowance
61165 Deferred Compensation
61170 Opeb
61171 PARS
61175 Admin Leave
61180 Auto Allowance
61196 Reimbursements - Exp
61197 OPEB Expense (GASB 75)
61199 Compensated Absences
62000 Supplies
62310 ADP Payroll Fees
62320 Bank Service Charges
62321 Credit Card Fees
62325 Bank Reconciliation Adjustments
62327 Grant Writing Services
62410 Materials/Supply
62420 Ammunition
44 99
Item 1.

Chart of Accounts
Account Code Account Title
62422 Body Armor Vests
62430 Office Supplies
62431 Accounting Software
62432 MuniCode Updates
62433 Budget Software
62440 Special Supply Police
62450 Radio System Lease - Principal
62451 Radio System Lease - Interest
62460 PD Safety Equip Lease - Principal
62461 PD Safety Equip Lease - Interest
62710 Auto Operations - Supplies / Equip
62720 Auto Operations - Fuel
63000 Outside Services
63300 Bank Service Charges
63505 Repair/Maintenance
63508 Other Outside Services
63509 Shredding Services
63510 Street Sweeping
63511 Short Term Rental Services
63515 Gabilan Crew
63520 Utilities - PG&E
63525 Utilities - Water
63530 Telephone
63531 Internet
63535 Website Design & Maintenance
63537 Annual Maintenance-Records Mgmt Software
63538 Record Management-Historical
63539 Annual Maintenance-MDT
63540 Postage / Shipping
63605 Training
63610 Other Permits PW Engineering
63611 Contract Services - Engineering
63612 Contract Services - Consultant (Park Planning)
63615 Equipment Maint
63620 Insurance-Liability
63621 Insurance-Property
63622 Insurance-Vehicles
63623 Insurance-PLL (Pollution Legal Liability)
63624 Insurance-ADWRP
63625 Audit-General
63626 Audit -Sales Tax
63627 Actuarial Services
63628 Professional Services
45 100
Item 1.

Chart of Accounts
Account Code Account Title
63630 Contract Accounting DNU
63635 Contract Services - IT
63636 Contract Services - MIP
63637 Contract Services-Others
63638 Housing Element Cost - 6th Cycle
63639 Economic Development Services
63640 Planning Services
63641 Contractual Services - Cop
63642 Contract Services - Housing Element
63643 Contractual Services - Icop
63644 Contractural Services - PW
63645 Accounting Services-RGS
63646 Contract Services - Habitat Management Plan
63647 Contract Services - Cannabis
63648 Building Inspections Services
63649 Engineering Services
63650 Legal Services
63651 Contract Services -Fee Study
63652 HR Services-RGS
63653 Contract Services - PM
63654 Organic Waste Regs Services
63655 Hazardous Waste Disposal
63656 Code Enforcement Services
63657 Temporary Assistance
63660 Janitorial Services
63664 911-NGEN Phase II Upgrade
63665 911-Radio Dispatch
63666 911-Inform MDT Terminal Service
63667 911-Notification System
63668 911-NGEN O&M
63669 911-NGEN Debt (Capital Fee)
63670 Comm Hum Serv Non-Dept
63694 Mpp - Planning Services
63695 Mpp - Legal Services
63730 Auto Repair/Maintenance
63800 Police And Fire
63810 Fire Seaside
63812 Parking & Admin Citations Services
63820 Animal Regulation Fire
63830 Fund Jail & Prisoner
63840 ACJIS System
63910 Street Lighting
63913 Tree Service
46 101
Item 1.

Chart of Accounts
Account Code Account Title
63955 Capital Improvements
63956 2019 Resurface Project
64310 Software/Server Subscription
64314 Law Enforcement Wellness App
64315 Agenda Management System
64316 Document Management System
64317 Council Chamber Technology
64318 Computer Server
64320 Municipal Code Service
64330 Records Retention Services
64545 Personnel Recruit & Pre-Employment
64550 Membership Dues-Professional Org
64551 Membership Dues-Non Profit Agency Contrib
64552 Membership Dues-Government Agency
64555 Ad Promotion City Council
64560 Legal Advert
64565 Books and Periodicals
64570 Strategic Planning
64575 Printing / Publications
64580 Misc Expenses
64581 Personnel Manual
64588 Election Cost
64610 Travel Expenses
64920 Storm Water Project - Phase 4
64930 S.M.I.P.
64940 SB 1473
65000 Debt Service
65101 Principal - Fora Loan
65102 Principal - Mbasia Loan
65103 Principal - Measure X Loan
65104 Principal-Motorola Lease-Cameras
65106 Principal-Sunridge Records Mgmt
65107 Interest-Sunridge Records Mgmt
65201 Interest - Fora Loan
65202 Interest - Mbasia Loan
65203 Interest - Measure X
65204 Interest-Motorola Lease-Cameras
65310 Land Payments To Fora
65740 Principal-Auto Lease
65741 Interest-Auto Lease
65750 Mbasia Principal Payments
65751 Principal-PG&E
65971 Interest Expense
47 102
Item 1.

Chart of Accounts
Account Code Account Title
65972 LAIF Interest Exp
66000 Capital Outlays and Projects
66210 Storage Shed
66300 Furniture & Equipment
66302 Equipment
66303 Server Equipment
66305 Mobile Data Terminals
66306 Portable Radios
66308 Capital Outlay Ecogreen (PG&E)
66310 Habitat Management Planning
66322 Repairs and Improvements
66323 Technology Upgrades
66324 Technology Replacement
66327 Curb and Gutter Repair
66410 Street Improvements
66411 Road Construction
66420 Park Improvements
66425 Parking Lot Improvements & Repairs
66426 City Hall Sewer Upgrades
66427 City Hall Chamber Renovations
66428 City Hall Fence Replacement
66429 City Hall Parking Lot Improvements
66430 Adair Stairs Repairs
66735 Vehicle Replacement
66736 PD Radio Replacement
66905 Contingency
66910 Capital Outlay (Contra Account)
80000 Transfers Out
80100 Capital Outlay Fund
80101 Gain/Loss on Disposal of Capital Assets
80102 Reserve Fund Account
80211 Gain/Loss for debt Forgiveness
81003 Transfers Out to CIP
81004 Transfers Out to Grants
81005 Transfers Out to GF
82006 Transfers In from RSTP
82007 Transfers In from SB1-RMRA
48 103
Item 1.

STAFF REPORT
DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Approve City Investment Policy FY 2026-2027
CEQA: This action does not constitute a “project” as defined by the California Environmental Quality Act (CEQA) guidelines section 15378 as it is an organizational activity of the City that will not result in direct or indirect physical changes in the environment.

RECOMMENDATION
Staff recommend that the City Council approve the City Investment Policy by resolution.

BACKGROUND
California Government Code Section 53646(a) (2) states that the treasurer or chief fiscal officer of a local agency may render annually to the legislative body of the local agency an investment policy, which the legislative body shall consider at a public meeting. State law further requires the Treasurer or Chief Financial Officer to submit detailed information on all securities, investments, and monies of an agency on a quarterly basis.

SUMMARY AND DISCUSSION
The recommended action is routine in nature and will become part of our annual budget adoption process. The Investment Policy allows investment in all investment vehicles permitted by State law. However, in actual practice the funds managed by the City have historically been invested in the Local Agency Investment Fund (LAIF). Staff will look for higher yielding investments than LAIF that meet the criteria of Safety, Liquidity, and Yield in that order. Staff does not anticipate making any investment until the end of the Fiscal Year.

FISCAL IMPACT
The City’s LAIF balance as of $3,247,756 as of May 2026 is currently returning 3.81%. By becoming a more active, but still conservative, participant in the investment market, the City should net modestly higher yields resulting in more revenue for the City.

RECOMMENDED ACTION
Staff recommend that the City Council adopt a City Investment Policy by resolution.

ATTACHMENT(S)

1. Resolution 2026-13

2. Investment Policy
104
Item 1.

RESOLUTION NO. 2026-13

A RESOLUTION OF THE CITY OF DEL REY OAKS

ESTABLISHING THE INVESTMENT POLICY
WHEREAS the City of Del Rey Oaks may invest surplus monies not required for the immediate necessities of the local agency in accordance with the provisions of California Government Code Sections 5921 and 53630 et seq.; and
WHEREAS it is necessary to establish the policy and guidelines for the City of Del Rey Oaks City Council to invest public funds in a manner which will provide a high level of safety and security of principal; and
WHEREAS the City Manager of the City of Del Rey Oaks shall annually prepare and submit a statement of investment policy and such policy, and any changes thereto, shall be considered by the legislative body at a public meeting; and
WHEREAS the City of Del Rey Oaks Investment Policy has been developed and presented to this City Council on June 23, 2026.

NOW, THEREFORE, BE IT RESOLVED by the City of Del Rey Oaks City Council that it does hereby adopt the attached Investment Policy, marked “Exhibit A,” and authorizes and directs the City Manager to use said Policy in the investment of City funds.

PASSED AND ADOPTED by the City of Del Rey Oaks City Council at the regular meeting duly held on the 23rd day of June 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Scott Donaldson
ATTEST: Mayor
Karen Minami
City Clerk
105
Item 1.

Exhibit A

CITY OF DEL REY OAKS

INVESTMENT POLICY

PURPOSE
The purpose of this document is to identify various policies and procedures that enhance opportunities for a prudent and systematic investment process and to organize and formalize investment-related activities. Investments shall be made with judgment and care, under circumstances then prevailing, which people of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. The ultimate goal is to enhance the economic status of the City while protecting its invested cash.

The investment policies and practices of the City of Del Rey Oaks are based on state law and prudent money management. All funds will be invested in accordance with the City of Del Rey Oaks and the authority governing investments for local governments as set forth in the California Government Code, Sections 53601 through 53686. The provisions of relevant bond documents restrict the investments of bond proceeds.

OBJECTIVE
The City has a fiduciary responsibility to maximize the productive use of all the assets entrusted to its care and to invest wisely and prudently manage those public funds. As such, the City shall strive to maintain the level of investment of all idle funds as near 100% as possible through daily and projected cash flow determinations, investing in those investment vehicles deemed prudent and allowable under current legislation of the State of California and the ordinances and resolutions of the City of Del Rey Oaks.

SCOPE
It is intended that this policy cover all funds and investment activities of the City of Del Rey Oaks.

This investment policy applies to all City transactions involving the financial assets and related activity of all funds. Any additional funds that may be created from time to time shall also be administered with the provisions of this policy and comply with current State Government Code.

The City will consolidate cash and reserve balances from all funds to maximize investment earnings and to increase efficiency with regard to investment pricing, safekeeping, and administration.

Investment income will be allocated to the various funds based on their respective participation and in accordance with generally accepted accounting principles.

AUTHORIZATION
The City of Del Rey Oaks City Council has delegated investment authority to the City Manager. This delegation is further authorized by Section 53600, et seq. of the Government Code of the State of California, which specifies the various permissible investment vehicles, collateralization levels, portfolio limits, and reporting requirements.
106
Item 1.

GUIDELINES
Government Code Section 53600.5 states: “When investing, reinvesting, purchasing, acquiring, exchanging, selling, and managing public funds, the primary objective of the trustee shall be to safeguard the principal of funds under its control. The secondary objective shall be to meet the liquidity needs of the depositor. The third objective shall be to achieve a return on the funds under its control.”
Simply stated, safety of principal is the foremost objective, followed by liquidity and return on investment (known as yield). Each investment transaction shall seek to first ensure that capital losses are avoided, whether they are from market erosion or security defaults.

1. Government Code Section 53601 authorizes the following investment vehicles:

Maximum Minimum
Percentages of Maximum Quality
Permitted Investments/Deposits Portfolio Maturity Requirements U.S. Treasury Obligations Unlimited 5 Years* None
U.S. Agencies Obligations (g) Unlimited 5 Years* None
Certificates of Deposit Unlimited 5 Years* None
Negotiable Certificates 30% 5 Years* None
Bankers Acceptances 40%b180 Days None
Commercial Paper 25%c270 Days A-1/P-1/F-1
L.A.I.F. 40 Milliona N/A None
CalTRUST Investment Pool (h) Unlimited N/A None
Repurchase Agreements Unlimited 1 Year None
Reverse Repurchase Agreements 20% 92 Days None
Mutual Funds and Money Market
Mutual Funds 20% n/a Multipled,
e
Medium Term Notesf 30% 5 Years* “A” rating
*Maximum term unless expressly authorized by Governing Body and within the prescribed time frame for said approval
(a) Limit set by LAIF Governing Board, not the Government Code. (b) No more than 30 percent of the agency’s money may be in Bankers’ Acceptances of any one commercial bank.
(c) Ten percent of the outstanding commercial paper of any single corporate issuer. (d) A mutual fund must receive the highest ranking by not less than two nationally recognized rating agencies or the fund must retain an investment advisor who is registered with the SEC (or exempt from registration), has assets under management in excess of $500 million, and has at least five years’ experience investing in instruments authorized by Government Code sections 53601 and 53635.
(e) A money market mutual fund must receive the highest ranking by not less than two nationally recognized statistical rating organizations or retain an investment advisor registered with the SEC or exempt from registration and who has not less than five years’ experience 107
Item 1.
investing in money market instruments with assets under management in excess of $500 million.
(f) “Medium-term notes” are defined n Government Code Section 53601 as “all corporate and depository institution debt securities with a maximum remaining maturity of five years or less, issued by corporations organized and operating with the U.S. or by depository institutions licensed by the U.S. or any state and operating within the U.S.” (g) Includes U.S. Government Sponsored Enterprise Obligations (h) Investment Trust of California dba CalTRUST

2. Criteria for selecting investments, and the order of priority, are:

A) Safety. The safety and risk associated with an investment refers to the potential loss of principal, interest, or a combination of these amounts. Investments of the City of Del Rey Oaks shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, diversification is required in order that potential losses on individual securities do not exceed the income generated from the remainder of the portfolio. The City only invests in those instruments that are considered very safe.

B) Liquidity. This refers to the ability to "cash in" at any moment with a minimal chance of losing some portion of principal or interest. Liquidity is an important investment quality especially when the unexpected need for funds occurs. The City of Del Rey Oaks investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements, which might be reasonably anticipated. It is the City’s full intent, at the time of purchase, to hold all investments until maturity to ensure the return of all invested principal dollars.

C) Yield. Yield is the potential dollar earnings an investment can provide and sometimes is described as the rate of return. The City of Del Rey Oaks investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the City’s investment risk constraints and the cash flow characteristics of the portfolio.

3. An amount of money deemed sufficient to meet one payroll and two weeks claims shall be maintained in highly liquid investment vehicles such as the State Local Agency Investment Fund, or other similar investment instruments.

4. The City will attempt to obtain the highest yield obtainable when selecting investments, provided that criteria for safety and liquidity are met. Ordinarily, through a positive yield curve (i.e., longer term investment rates are higher than those of shorter maturities), the City attempts to ladder its maturities to meet anticipated cash maturities that carry a higher rate than is available in the extremely short market of 30 days or less.

5. Most investments are highly liquid, with the exception of certificates of deposit held by banks and savings and loans. Investments in Certificate of Deposit shall be fully insured or collateralized.

When insurance is pledged, it shall be through the FDIC. Collateralization shall be in the amount of 110% of principal when government securities are pledged or 150% of principal when backed 108
Item 1.
by first deeds of trust. Maturities are selected to anticipate cash needs, thereby obviating the need for forced liquidation.

6. When investing in Bankers Acceptances, Treasury Bills and Notes, Government Agency Securities and Commercial Paper, securities for these investments shall be conducted on a delivery-versus-payment basis. Securities are held by a third-party custodian designated by the City Manager and evidenced by safekeeping receipts when such delivery directly to the City would be impractical.

7. With the exception of Treasury Notes and other government Agency Issues, the maturity of any given investment shall not exceed 1 year.

8. Bond Proceeds shall include any notes, bonds or other instruments issued on behalf of the City of Del Rey Oaks for which the members of the Board of Directors serve as the governing body.

Should the City of Del Rey Oaks elect to issue bonds for any purpose, the Indenture of Trust shall be the governing document specifying allowable investments for the proceeds of the issue as prescribed by law.

9. Investment income shall be shared by all funds on a proportionate ratio of each funds balance to total pooled cash with investment income distributed accordingly on a quarterly basis.

10. Investments in any other vehicle like Repurchase and Reverse Repurchase Agreements shall not be authorized unless the investment is made through the pooled money portfolio of the Local Agency Investment Fund.

11. The City Manager shall annually render to the City Council for consideration at a public meeting, a statement of investment policy. The City Manager will also render an investment report to the City Council within 30 days following the end of each calendar quarter. The quarterly report shall include types of investment, issuer, date of maturity, par and dollar amount invested on all securities, investments and monies held by the City of Del Rey Oaks. The report shall state compliance with the investment policy or manner in which the portfolio in not in compliance. It should also include a statement denoting the ability to meet the City’s expenditure requirement for the next six months or provide an explanation as to why sufficient money shall, or may, not be available.

12. Any State of California legislative action that further restricts allowable maturities, investment type or percentage allocations, will be incorporated into the City of Del Rey Oaks Policy and supersede any and all previous language.

13. Officers and employees involved in the investment process shall refrain from personal business activities that could conflict with proper execution of the investment program, or that could impair their ability to make impartial decisions.

The basic premises underlying the City’s investment philosophy are, and will continue to be, to safeguard principal, to meet the liquidity needs of the organization and to return an acceptable yield.

June 23, 2026
109
Item 1.

DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Adoption of Comprehensive Fee Schedule for FY 2026-2027.

CEQA: The California Environmental Quality Act (CEQA) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment and is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA Guidelines §§15060(c)(3) and 15378. Adoption of the Comprehensive Fee Schedule meets these criteria and is not subject to CEQA. No additional environmental review is required.

Recommendation
Adopt a Resolution Approving the Comprehensive Fee Schedule for Fiscal Year 2026-2027 to Continue Certain Department Fees, Rates, and Charges, and Amending Certain Fees, Rates, and Charges for Fiscal Year 2026-2027.

Background
On February 25, 2025, the City Council adopted Resolution No. 2025-01 updating and establishing user and regulatory fees following completion of a comprehensive cost-of-service study. Resolution No. 2025-01 further authorized the City Manager to annually update applicable fees based on the annual percentage change in the All-Urban Consumer Price Index (CPI) for the San FranciscoOakland-Hayward metropolitan area.

The purpose of this annual adjustment process is to ensure that fees remain aligned with the City's cost of providing services, keep pace with inflation, avoid large periodic fee increases, and reduce the subsidy of fee-supported services by the General Fund.

Discussion
Resolution No. 2025-01 authorizes annual fee adjustments based upon the annual percentage change in the San Francisco-Oakland-Hayward All Urban Consumer Price Index (CPI). The CPI increase applicable to Fiscal Year 2026-2027 is 3.8 percent.

Accordingly, staff have reviewed the City's Comprehensive Fee Schedule and recommend increasing applicable user and regulatory fees by 3.8 percent effective July 1, 2026. The adjustment applies to those fees subject to annual CPI indexing and is intended to maintain the City's cost recovery levels as personnel, contractual, materials, and administrative costs continue to increase.

Staff Report
110
Item 1.

The proposed CPI adjustment is consistent with the policy direction established by the City Council in Resolution No. 2025-01 and does not alter the methodology or structure of the City's fee program. Rather, it represents the routine annual inflationary adjustment contemplated by the Resolution.

The proposed Comprehensive Fee Schedule for Fiscal Year 2026-2027 continues existing fees, rates, and charges while amending applicable fees by 3.8 percent. Fees established by statute, contract, separate City Council action, or other legal authorities that are not subject to CPI adjustment remain unchanged unless otherwise identified in the attached fee schedule.

Fiscal Impacts
The proposed fee adjustments are expected to maintain the City's cost recovery for user and regulatory services and reduce the degree to which General Fund revenues subsidize services that primarily benefit individual applicants or users.

The precise fiscal impact will depend on service demand during Fiscal Year 2026-2027; however, the recommended adjustments will help ensure that revenues generated from fees keep pace with inflationary increases in the City's cost of providing services.

ATTACHMENTS:

1. Resolution Approving the Comprehensive Fee Schedule for Fiscal Year 2026-2027

2. Comprehensive Fee Schedule for Fiscal Year 2026-2027 Respectfully Submitted,
_______________________________
John Guertin
City Manager
111
Item 1.

RESOLUTION NO. 2026-19

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS APPROVING THE COMPREHENSIVE FEE SCHEDULE FOR FISCAL YEAR 2026- 2027 TO CONTINUE CERTAIN DEPARTMENT FEES, RATES, AND CHARGES,

AND AMENDING CERTAIN FEES, RATES, AND CHARGES FOR FISCAL YEAR 2026-2027
WHEREAS, the City Council has previously established fees, rates, and charges for various municipal services, permits, programs, and activities; and WHEREAS, on February 25, 2025, the City Council adopted Resolution No. 2025- 01 updating and establishing user and regulatory fees following completion of a comprehensive cost-of-service study; and
WHEREAS, Resolution No. 2025-01 authorizes the City Manager to annually update applicable fees based on the annual percentage change in the All-Urban Consumer Price Index (CPI) for the San Francisco-Oakland-Hayward area; and WHEREAS, Resolution No. 2025-01 further provides that if the CPI does not increase in a given year, no adjustment shall be made to the fee schedule; and WHEREAS, the annual percentage change in the applicable CPI for Fiscal Year 2026-2027 is 3.8 percent; and
WHEREAS, staff has reviewed the City's Comprehensive Fee Schedule and recommends adjusting applicable fees by 3.8 percent consistent with Resolution No. 2025-01; and
WHEREAS, the City Council finds that the fees, rates, and charges contained in the Comprehensive Fee Schedule do not exceed the reasonable cost of providing the services for which the fees are charged and are consistent with applicable provisions of California law; and
WHEREAS, the City Council desires to continue certain existing fees, rates, and charges and amend certain fees, rates, and charges as reflected in the Fiscal Year 2026- 2027 Comprehensive Fee Schedule attached hereto as Exhibit "A".

NOW, THEREFORE, be it resolved by the City Council of the City of Del Rey Oaks as follows:
112
Item 1.

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City Council hereby approves and adopts the Comprehensive Fee Schedule for Fiscal Year 2026/27 attached hereto as Exhibit "A".

SECTION 3. Applicable fees, rates, and charges identified in Exhibit "A" are increased by 3.8 percent consistent with the annual CPI adjustment authorized by Resolution No. 2025-01.

SECTION 4. Any fees, rates, or charges not amended by Exhibit "A" shall remain in full force and effect.

SECTION 5. The fees, rates, and charges adopted by this Resolution shall become effective July 1, 2026.

PASSED AND ADOPTED as a resolution of the City Council of the City of Del Rey Oaks at a meeting held on this 23rd day of June 2026.

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

_______________________________________
Scott Donaldson, Mayor
ATTEST:
__________________________________
Karen Minami, City Clerk
113
Item 1.

3.8 CPI Increase
GL Code

NEW FEES EFFECTIVE
07/01/2025

PROPOSED FEES INCREASE
07/01/2026

NEW FEES EFFECTIVE
07/01/2026
(ROUNDED DOWN TO $)
Architectural Review Committee Review:

Commercial
a) Major (New commercial) 43319 $3,200 $ 3,321.60 $ 3,321 b) Minor (Commercial additions, remodels, exterior tenant improvements, etc.) 43319 $800 $ 830.40 $ 830 Residential
a) Major (New one or two-story buildings, or second-story additions) 43319 $1,600 $ 1,660.80 $ 1,660 b) Minor (One-story additions, exterior alterations to one-story buildings or one-story of a twostory)43319 $400 $ 415.20 $ 415
Architectural Review Committee Sign Review:

Major (Large monument signs, multiple freestanding signs, pole signs, internally illuminated signs)
43319
$1,200 $ 1,245.60 $ 1,245
Minor (All signs not included above) 43319 $200 $ 207.60 $ 207 Architectural Review/Solar Panels 43319 $200 $ 207.60 $ 207 Appeal Fees
Future Fee $1,600 $ 1,660.80 $ 1,660
Future Fee $400 $ 415.20 $ 415
Environmental Review
Environmental Impact Report Future Fee Contract Cost plus 15% Contract Cost plus 15% Contract Cost plus 15% Environmental Initial Study Leading to a Negative Declaration Future Fee $6,400 $ 6,643.20 $ 6,643 (Excludes Fish and Game Fee and technical studies)
Environmental Exemption Future Fee $400 $ 415.20 $ 415
Use Permits
Master (Projects requiring environmental review and/or multiple permits) 48805 $6,000 $ 6,228.00 $ 6,228 Major (Commercial, industrial, multi-family, cannabis) 48805 $4,800 $ 4,982.40 $ 4,982 Minor (Single-family residential uses) 48805 $1,200 $ 1,245.60 $ 1,245 Cannabis
43325 $5,000 $ 5,190.00 $ 5,190
Cannabis Tax 42222 5% of Gross Receipts 5% of Gross Receipts 5% of Gross Receipts Short Term Rental
New One-time approval fee Whole Home or Home Share 42231 $820 $ 851.16 $ 851 Annual a) Whole Home 42231 $500 $ 519.00 $ 519
b) Home Share 42231 $250 $ 259.50 $ 259
Permits
Home Occupation (Business) Permit due every year 42311 $150 $ 155.70 $ 155 Home Occupational Use Permit Application Fee 42311 $10 $ 10.38 $ 10 Permit Extension Future Fee $800 $ 830.40 $ 830
Reopen Permit Future Fee $1,200 $ 1,245.60 $ 1,245
Special Permits (Temporary use) Future Fee $300 $ 311.40 $ 311 Special Sign Permit (Temporary window/banner sign) 48805 $200 $ 207.60 $ 207 Tree Removal/Significant Alteration Permit 43361 $100 $ 103.80 $ 103 Investigative fee for work without permit(s) 43320 equal to permit fee - In addition to standard permit fees
equal to permit fee - In addition to standard
permit fees
equal to permit fee - In addition to
standard permit fees
Missed Inspections or work not complete Future Fee $170 $ 176.46 $ 176 43360 Base on Valuation Base on Valuation Base on Valuation 43350 Base on Valuation Base on Valuation Base on Valuation Planning
City of Del Rey Oaks
Fee Schedule
Annual Cannabis Business Permit
Appeals of Planning Commission Decisions to City Council Plumbing/Mechanical Permit
Electrical
Appeals of Staff Decisions/Home Occupation Permits
1 114
Item 1.

3.8 CPI Increase
City of Del Rey Oaks
Fee Schedule
Grading Permit Fee 43340 $200 $ 207.60 $ 207
$100 $ 103.80 $ 103
Residential Property Inspections Reports - Single Family Dwelling 48825 $255 $ 264.69 $ 264 Duplicate Job Card N/A no charge no charge no charge
Variance Permit
Master (Multiple variances for commercial, multi-family or industrial projects) 43318 $4,800 $ 4,982.40 $ 4,982 Major (One variance {coverage, height, parking adjustments} for commercial, multi-family or industrial sites)
43318
$3,200 $ 3,321.60 $ 3,321
Minor (One variance - residential fences, setbacks, parking, etc. 43318 $1,200 $ 1,245.60 $ 1,245 Zoning Permits
R-1 District Future Fee $200 $ 207.60 $ 207
D District (Condo.) Future Fee $200 $ 207.60 $ 207
Hotel/motel/multi-family $ -
1-7 units Future Fee $1,600 $ 1,660.80 $ 1,660
8-36 units Future Fee $200 $ 207.60 $ 207
>36 units Future Fee Negotiated fee for cost of service Negotiated fee for cost of service Negotiated fee for cost of service Commercial & Industrial
<15,000 sf Future Fee $800 + $200 K/SF $830 + $207.60 K/SF $830 + $207 K/SF >15,000 Future Fee Negotiated fee for cost of service Negotiated fee for cost of service Negotiated fee for cost of service Additional meetings Future Fee $400 415.20 $ 415
Zoning Ordinance Text Future Fee Available online at no cost Available online at no cost Available online at no cost R-1 Guidelines Future Fee Available online at no cost Available online at no cost Available online at no cost Commercial Guidelines Future Fee Available online at no cost Available online at no cost Available online at no cost Sign Ordinance Future Fee Available online at no cost Available online at no cost Available online at no cost Subdivision Ordinance Future Fee Available online at no cost Available online at no cost Available online at no cost General Plan Text Future Fee Available online at no cost Available online at no cost Available online at no cost Reclassification or Rezoning
Major text (alterations of existing sections Future Fee $4,800 $ 4,982.40 $ 4,982 Minor text (addition of new section)
a) 1st Section Future Fee $3,200 $ 3,321.60 $ 3,321
b) Each additional Section Future Fee $400 $ 415.20 $ 415 Standard Subdivision Map
Tentative Tract Map
a) Base Fee Future Fee $4,800 $ 4,982.40 $ 4,982
b) Per Lot Future Fee $100 $ 103.80 $ 103
Future Fee $4,000 $ 4,152.00 $ 4,152
Future Fee $800 $ 830.40 $ 830
Future Fee $3,200 $ 3,321.60 $ 3,321
Future Fee $800 $ 830.40 $ 830
Additional meetings for minor text amendments Future Fee $200 $ 207.60 $ 207 Development Agreement
Development Agreement (Deposit) Future Fee $20,000 $ 20,760.00 $ 20,760 Applicant shall, in addition to those fees listed in this fee schedule, pay the actual cost of legal advertising.

Minor
Exceptions
Tentative Parcel Map
Consultant fee, plus 30% of consultant fees to cover normal staff costs, plus 15% of consultant fee as a contingency fund to cover unanticipated costs, plus duplication. These fees shall be considered advances and should the actual cost be less than the fee advanced, the excess shall be returned to the applicant; should the actual cost be more than the fee advanced, the difference shall be paid by the applicant.

Exceptions (per lot with exceptions)
2 115
Item 1.

3.8 CPI Increase
City of Del Rey Oaks
Fee Schedule
General Plan Amendment
General Plan Amendment Future Fee Contract Cost plus 15% Contract Cost plus 15% Contract Cost plus 15% Minor Text (alterations of existing sections) Future Fee Major Text (addition of new sections) Future Fee
Other Planning Fees
Credit Card Transaction Processing Fee 48841 3% 3% 3%
Missed Inspections or work not complete (per hour) 43330 $200 $ 207.60 $207 Investigative fee for work without permit(s) 43330 equal to permit fee - In addition to standard permit fees
equal to permit fee - In addition to standard
permit fees
equal to permit fee - In addition to
standard permit fees
Fee Related Services Not Otherwise Listed Above 43330
a) In-House Planning 43330 $200 $ 207.60 $ 207
b) Contract Service / Specialized Review 43330 Actual Cost + 15% Actual Cost + 15% Actual Cost + 15% It is the City policy and requirement that processing of development or planning projects be fully cost recoverable.

Application fees are intended to reimburse the City for minimal costs incurred for the normal or routine amount of time necessary to process applicant's requests. If additional or other unusual time in required on a particular project, then the developer/applicant will be charged for these additional costs to the City, plus a 30% administrative overhead fee. 3 116
Item 1.

3.8 CPI Increase
City of Del Rey Oaks
Fee Schedule
Grading Permit Fee 43340 $200 $ 207.60 $ 207
Encroachment Permit
a) Residential 43340 $300 $ 311.40 $ 311
b) Commercial $400 plus 3% of cost of public improvements requires plan check
$400 plus 3% of cost of public improvements
requires plan check
$400 plus 3% of cost of public
improvements requires plan check
Street Opening Permit
a) Residential 43340 $300 $ 311.40 $ 311
b) Commercial 43340 $400 plus 3% of cost of public improvements requires plan check
$400 plus 3% of cost of public improvements
requires plan check
$400 plus 3% of cost of public
improvements requires plan check
Driveway, Curb, Gutter, Sidewalk Permit 43340 $300 $ 311.40 $ 311 Construction Activity Road Impact Fee Future Fee 1% of the sum of the building permit's project 1% of the sum of the building permit's project 1% of the sum of the building permit's Storm Water Review & Inspection Fee Future Fee
a) Application Fee Future Fee $300 $ 311.40 $ 311
b) Plan Review and Inspection (per hour) Future Fee $200 per hour $ 207.60 $ 207 Final Map
Final Tract Map
a) Base Fee (plus pet lot fee) Future Fee $4,000.00 $ 4,152.00 $ 4,152 b) Per Lot Future Fee $100.00 $ 103.80 $ 103
Future Fee $4,000.00 $ 4,152.00 $ 4,152
Lot Line Adjustment Future Fee 3200 $ 3,321.60 $ 3,321
Future Fee Actual Cost + 15% Actual Cost + 15% Actual Cost + 15% Other Engineering Fees
Credit Card Transaction Processing Fee 48841 3% 3% 3%
Investigative Fee for work without permit(s) 43330 equal to permit fee - In addition to standard permit fees
equal to permit fee - In addition to standard
permit fees
equal to permit fee - In addition to
standard permit fees
Fee Related Services Not Otherwise Listed Above 43340 Actual Cost + 15% Actual Cost + 15% Actual Cost + 15% Accident Report 48210
Police Report (e.g., accident, crime) 48210 $30 each $ 31.14 $ 31 Fingerprinting - Hard Card 48210 $50 per request $ 51.90 $ 51 Fingerprinting - Livescan 48210 $50 per request [a] $ 51.90 $ 51 Vehicle Repossession 45510 $15 [b] $16 (b) $ 16
Vehicle Storage Release 45510 $250 each $ 259.50 $ 259
Citation Sign-Off 45510 $25 each $ 25.95 $ 25
VIN Verification 48210 $25 each $ 25.95 $ 25
DUI Accident Response 48210 Actual Cost; Not to Exceed $12,000 Actual Cost; Not to Exceed $12,000 Actual Cost; Not to Exceed $12,000 Loud Party Response/Noise Disturbance Response
a) 1st Response in 24-hour Period 48210 No Charge No Charge No Charge b) 2nd Response in 24-hour Period 48210 $100 each $ 103.80 $ 103 c) Each Additional Response in 24-hour Period 48210 $150 each $ 155.70 $ 155 False Police Alarm Fees 48210
1st alarm within 60 days 48210 No Charge [c] No Charge [c] No Charge [c] 2nd alarm within 60 days 48210 $100 each [c] $ 103.80 $ 103 Subsequent Alarms 48210 $150 each [c] $ 155.70 $ 155
False Alarm / Fire Response / Fire Alarm - Sprinkler System (Fire presence required) 48210 n/a n/a n/a Final Parcel Map
Engineering
Police/Fire Fees
Processing
4 117
Item 1.

3.8 CPI Increase
City of Del Rey Oaks
Fee Schedule
Hazardous Materials / Fire Response fee/Traffic Accident - (Fire presence required) 48210 n/a n/a n/a Special Events 48210 $130 per hour $ 134.94 $ 134
Police Shoulder Patch Request 48210 n/c n/c n/c
[a] In addition to amounts shown, additional amounts due to Department of Justice and/or other agencies will be collected. [b] Fee set by State of California. 48210 State of CA State of CA State of CA [c] Based on number of false alarms per calendar year. 48210 State of CA State of CA State of CA Dog park annual registration fee 48840 Free Membership - Replacement Key $10 Free Membership - Replacement Key $10 Free Membership - Replacement Key $10
County of Monterey Animal Services 48840 See County of Monterey fee schedule Actual Cost to City to be paid by owner See County of Monterey fee schedule Park Barbeque Reservation Fees:

Residents: Groups of 1 to 50 48910 $60 $ 62.28 $ 62
Groups of 51 to 100 48910 $120 $ 124.56 $ 124
Groups of 101 to 150 48910 $180 $ 186.84 $ 186
Non-Residents: Groups of 1 to 50 48910 $120 $ 124.56 $ 124 Groups of 51 to 100 48910 $180 $ 186.84 $ 186
Groups of 101 to 150 48910 $240 $ 249.12 $ 249
Bounce House Permit 48911 $60 $ 62.28 $ 62
Temporary Day Use Permit 48911 $60 $ 62.28 $ 62
Old Town Hall Reservation Fees:

Resident : First 3 hours (per hour) 48912 $60 $ 62.28 $ 62 Each additional hour 48912 $30 $ 31.14 $ 31
Cleaning Fee 48912 $25 $ 25.95 $ 25
Use Permit 48911 $60 $ 62.28 $ 62
Refundable Cleaning/Damage Deposit N/A (hold check) $250 $ 259.50 $ 259 Non-Resident: First 3 hours (per hour) 48912 $80 $ 83.04 $ 83 Each additional hour 48912 $30 $ 31.14 $ 31
Cleaning Fee 48912 $25 $ 25.95 $ 25
Use Permit 48911 $60 $ 62.28 $ 62
Refundable Cleaning/Damage Deposit N/A (hold check) $250 $ 259.50 $ 259 Non-Profit: First 3 hours (per hour) 48912 $50 $ 51.90 $ 51 Each additional hour 48912 $20 $ 20.76 $ 20
Cleaning Fee 48912 $25 $ 25.95 $ 25
Use Permit 48911 $60 $ 62.28 $ 62
Refundable Cleaning/Damage Deposit N/A (hold check) $250 $ 259.50 $ 259 Business License
Business License Application Fee
a) Business License Application Fee - New 42310 $56 $ 57.61 $ 57 b) Business License Application Fee - Renewal 42310 $28 $ 28.80 $ 28 Stop Payment / NSF Fee
[a] Fee limited by State of California. 48840 $35 [a] $35 [a] $35 [a] Duplication Fees
48810 $0.20 per page $0.21 per page $0.21 per page
Duplication of Audio Tape 48810 $50 Each $51 Each $51 Each Duplication of DVD (Council Meeting, Etc.) 48810 $50 Each $51 Each $51 Each Duplication of DVD / Police Photos 48810 $50 Each $51 Each $51 Each Enlargement of Photographs 48810 Actual cost Actual cost Actual cost Maps 48810 $5 $ 5.19 $5
Copies
Clerk/Administration Fees
Animal Regulation Fees
Reserved Facility Use Fees
5 118
Item 1.

3.8 CPI Increase
City of Del Rey Oaks
Fee Schedule
Mailing Fees
Council Packet Yearly Subscription 48810 $180 $ 186.84 $ 186 All Other Mailing 48810 Actual Cost of Postage and Materials Actual Cost of Postage and Materials Actual Cost of Postage and Materials Other
Credit Card Transaction Processing Fee 48841 3% 3% 3%
Request Requiring Special Programming or Formatting 48840 Actual Cost Actual Cost Actual Cost 6 119
Item 1.

City of Del Rey Oaks

BUILDING FEES-MISCELLANEOUS

PROPOSED FEES INCREASE
07/01/2026

NEW FEES EFFECTIVE
07/01/2026
(ROUNDED DOWN TO $)
Fee Note Y'rly CPI
1 HVAC Change-Out - Residential $170 Y $ 176.46 $ 176
2 Water Heater Change-Out - Residential $128 Y $ 132.35 $ 132 3 Residential Re-Roof (without calculation) $255 Y $ 264.69 $ 264 4 Siding - Residential $255 Y $ 264.69 $ 264
5 Service Panel Upgrade - Residential $255 Y $ 264.69 $ 264 6 Battery Backup Storage - Residential $170 Y $ 176.46 $ 176 7 Electric Vehicle Charger - Residential $170 Y $ 176.46 $ 176 8 Generator - Residential $170 Y $ 176.46 $ 176
9 Residential Solar Photovoltaic System - Solar Permit
a) 15kW or less $298 [a] Y $ 308.81 $ 308
b) Above 15kW $450 base fee, plus $15 per kW for each
kW above 15kW
[a] N
10 Commercial Solar Photovoltaic System - Solar Permit
a) 50kW or less $1,000 [a] N $ 1,038.00 $ 1,038
b) 50kW – 250kW $1,000 base fee, plus $7 per kW for
each kW above 50kW up to 250kW
[a] Y $1,038 base fee, plus $7 per kW for each
kW above 50kW up to 250kW
$1,038 base fee, plus $7 per kW for each
kW above 50kW up to 250kW
c) Above 250kW $2,400 base fee, plus $5 per kW for
each kW above 250 kW
[a] Y $2,491 base fee, plus $5 per kW for each
kW above 250 kW
$2,491 base fee, plus $5 per kW for each
kW above 250 kW
11 Ground-Mount Solar $340 Y $ 352.92 $ 352
12 Swimming Pool/Spa Equipment Change-out Only $170 Y $ 176.46 $ 176 13 Swimming Pool Replaster $255 Y $ 264.69 $ 264
14 Residential Voluntary Seismic Retrofit $255 Y $ 264.69 $ 264 15 Retaining Wall / CMU Wall
a) Wall Under 4' in height $340 Y $ 352.92 $ 352
b) Wall Over 4' in height
i) Up to 100 LF $680 Y $ 705.84 $ 705
A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies.

Fee Description

NEW FEES EFFECTIVE
07/01/2025
7 120
Item 1.

City of Del Rey Oaks

BUILDING FEES-MISCELLANEOUS

PROPOSED FEES INCREASE
07/01/2026

NEW FEES EFFECTIVE
07/01/2026
(ROUNDED DOWN TO $)
Fee Note Y'rly CPI
A. Fees for Commonly Requested and Minor Miscellaneous Building Permit Types. Fees shown in this section (Section A.) include all applicable inspection, and plan review fees. Additional permit processing fees apply. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies.

Fee Description

NEW FEES EFFECTIVE
07/01/2025
ii) Each Additional 100 LF $43 Y $ 44.12 $ 44
16 Window / Sliding Glass Door - Retrofit / Repair
a) Up to 5 $170 Y $ 176.46 $ 176
b) Over 5 See Permit Fee Table N
17 Fences Requiring a Building Permit $170 Y $ 176.46 $ 176 [a] Total fees shall not exceed amounts outlined in California Government Code 66015(a)(1). 8 121
Item 1.

City of Del Rey Oaks

BUILDING FEES-PERMIT
Valuation Permit Fee Y'rly CPI
$1 to $2,000 $170.00 Y $176.00
$2,001 to $25,000 $170.00 for the first $2,000 plus $36.96 for each add'l $1,000 or fraction thereof, to and including $25,000
Y $176.00 for the first $2,000 plus $38.00 for each add'l $1,000 or fraction thereof, to and
including $25,000
$25,001 to $50,000 $1,020.00 for the first $25,000 plus $27.20 for each add'l $1,000 or fraction thereof, to and including $50,000
Y $1,058.00 for the first $25,000 plus $28.00 for each add'l $1,000 or fraction thereof, to and
including $50,000
$50,001 to $100,000 $1,700.00 for the first $50,000 plus $20.40 for each add'l $1,000 or fraction thereof, to and including $100,000
Y $1,764.00 for the first $50,000 plus $21.00 for each add'l $1,000 or fraction thereof, to and
including $100,000
$100,001 to $500,000 $2,720.00 for the first $100,000 plus $13.60 for each add'l $1,000 or fraction thereof, to and including $500,000
Y $2,823.00 for the first $100,000 plus $14.00 for each add'l $1,000 or fraction thereof, to and
including $500,000
$500,001 to $1,000,000 $8,160.00 for the first $500,000 plus $10.88 for each add'l $1,000 or fraction thereof, to and including $1,000,000
Y $8,470.00 for the first $500,000 plus $11.00 for each add'l $1,000 or fraction thereof, to and
including $1,000,000
$1,000,001 and up $13,600.00 for the first $1,000,000 plus $7.07 for each additional $1,000 or fraction thereof over $1,000,000
Y $14,116.00 for the first $1,000,000 plus $7.00 for each additional $1,000 or fraction thereof over
$1,000,000
N
N
N
NEW FEES EFFECTIVE 07/01/2026
(ROUNDED DOWN TO $)
Electrical inspection fees = Base permit fee x .10
Mechanical inspection fees = Base permit fee x .10
Determination of Valuation for Fee-Setting Purposes
● Building Valuation shall be based on the higher of 1) the applicant’s estimated valuation or 2) the most current Building Valuation as printed and published by the International Code Council and adjusted using the most current City Cost Index printed and published by R. S. Means Building Construction Cost Data. CRC, R108.3 Building permit valuations. Building permit valuation shall include total value of the work for which a permit is being issued, such as electrical, gas, mechanical, plumbing equipment, and other permanent systems, including materials and labor. The final building permit valuation shall be set at an amount that allows the City to recover its costs of applicant plan check, permit and inspection activities.

Note: For construction projects with permit fees calculated using Section B, additional fees apply for permit issuance. Additional fees may apply for services provided by other City Departments (e.g. Planning Review), Technology Enhancement Fees, and Fees Collected on Behalf of Other Agencies (e.g. State of California). Additional fees apply for plan review, when applicable.

B. Permit Fee for New Buildings, Additions, Tenant Improvements, Residential Remodels, and Mechanical, Electrical, and/or Plumbing Permits Not Identified Elsewhere in This Fee Schedule
For permits for new construction, additions, tenant improvements or residential remodels requiring plumbing, electric, or mechanical review, the following percentages shall be added to the base permit fee Plumbing inspection fees = Base permit fee x .10
9 122
Item 1.

City of Del Rey Oaks

BUILDING FEES-PLAN CHECK
C. Building Plan Review Fees

PROPOSED FEES INCREASE
07/01/2026

NEW FEES EFFECTIVE
07/01/2026
(ROUNDED DOWN TO $)
Fee Note Y'rly CPI
1 Building Plan Check Fees - Building
a) Plan Review Fee, if applicable 75% [a] N 75% 75%
b) Expedited Plan Check - At Application Submittal (when applicable) 1.5x standard plan check fee N 1.5x standard plan check fee 1.5x standard plan check fee c) Revision Application Fee (per hour) (1-hour minimum) $170 Y $ 176.46 $ 176 d) Tract Home / Master Plan Construction (Production Units) 20% of standard plan check fee [b] N 20% of standard plan check fee 20% of standard plan check fee e) Alternate Materials and Materials Review (per hour) $170 Y $ 176.46 $ 176 f) Excess Plan Review Fee (4th and subsequent) (per hour) $170 Y $ 176.46 $ 176 g) Revisions (per hour) $170 Y $ 176.46 $ 176
2 Building Plan Check Fees - Planning
(Fees Only Applied to Projects Requiring Review)
a) Zoning Clearance Verification $100 Y $ 103.80 $ 103
b) Planning Plan Check #VALUE!
i) Alterations/Additions - Residential $250 Y $ 259.50 $ 259 ii) New Construction - Single Family Residential $450 Y $ 467.10 $ 467 iii) New Construction - 2-4 Residential Units $850 Y $ 882.30 $ 882 iv) New Construction - 5+ Residential Units $2,200 Y $ 2,283.60 $ 2,283 v) New Construction - Non-Residential $850 Y $ 882.30 $ 882 vi) Alterations/Additions - Non-Residential $450 Y $ 467.10 $ 467 3 Building Plan Check Fees - Public Works Engineering
(Fees Only Applied to Projects Requiring Review)
a) Swimming Pool $200 Y $ 207.60 $ 207
b) Block Wall $100 Y $ 103.80 $ 103
c) Fence $100 Y $ 103.80 $ 103
d) Sign $100 Y $ 103.80 $ 103
e) Alterations/Additions - Residential $150 Y $ 155.70 $ 155 f) New Construction - Single Family Residential $400 Y $ 415.20 $ 415 g) New Construction - 2-4 Residential Units $600 Y $ 622.80 $ 622 h) New Construction - 5+ Residential Units $1,200 Y $ 1,245.60 $ 1,245 i) New Construction - Non-Residential $800 Y $ 830.40 $ 830 j) Alterations/Additions - Non-Residential $200 Y $ 207.60 $ 207 k) Trash Capture, SWPPP, and NPDES Review Fees See Eng. Fee Schedule N See Eng. Fee Schedule See Eng. Fee Schedule l) Permits / Plan checks not listed above See footnote [c] N See footnote See footnote

NEW FEES EFFECTIVE
07/01/2025
Activity Description
Plan check fees are in addition to building permit fees. 10 123
Item 1.

City of Del Rey Oaks

BUILDING FEES-PLAN CHECK
C. Building Plan Review Fees

PROPOSED FEES INCREASE
07/01/2026

NEW FEES EFFECTIVE
07/01/2026
(ROUNDED DOWN TO $)
Fee Note Y'rly CPI

NEW FEES EFFECTIVE
07/01/2025
Activity Description
[c] Engineer/technician to determine hours and applicable fee at time of application.

[a] Includes up to three plan checks. The City will bill hourly for additional plan review required. [b] For identical buildings built by the same builder on the same lot or in the same tract and for which building permits are issued at the same time.
11 124
Item 1.

City of Del Rey Oaks

BUILDING FEES-OTHER
D. Other Fees

PROPOSED FEES INCREASE
07/01/2026

NEW FEES

EFFECTIVE
07/01/2026
(ROUNDED DOWN
TO $)
Fee Note Y'rly CPI
1 Permit Processing Fee $71 Y $ 73.53 $ 73
2 Credit Card Transaction Processing Fee 3% N 3% 3%
3 General Plan Maintenance Fee (% of permit fee) 5% N 5% 5% 4 Technology Fee (% of plan review and permit fee) 5% N 5% 5% 5 Strong Motion Instrumentation (SMI) Fee Calculation
a) Residential $0.50 or valuation x .00013 N $0.50 or valuation x .00013 $0.50 or valuation x .00013
b) Commercial $0.50 or valuation x .00028 N $0.50 or valuation x .00028 $0.50 or valuation x .00028
6 Building Standards (SB 1473) Fee Calculation (Valuation) a) $1 - $25,000 $1 N $ 1.04 $ 1
b) $25,001 - $50,000 $2 N $ 2.08 $ 2
c) $50,001 - $75,000 $3 N $ 3.11 $ 3
d) $75,001 - $100,000 $4 N $ 4.15 $ 4
e) Each Add'l $25,000 or fraction thereof Add $1 N Add $1 Add $1 7 Business License Inspection Fee $85 Y $ 88.23 $ 88
8 Temporary Certificate of Occupancy (per 30 Days) $255 Y $ 264.69 $ 264 9 Permit Extension $71 Y $ 73.53 $ 73
10 Permit Reactivation Fee
a) Reactivation Fee if All Inspections Have Been Performed and Approved Up to But Not Including Final Inspection
$71 Y $ 73.53 $ 73
b) Reactivation Fee - All Other Scenarios
i) Permit Expired Up to One Year 50% of Original Base
Building Permit Fee
N 50% of Original Base Building Permit Fee 50% of Original Base Building Permit Fee
ii) Permit Expired More than One Year 100% of Original Base Building Permit Fee
N 100% of Original Base Building Permit Fee 100% of Original Base Building Permit Fee
11 Permit Reissuance Fee $71 Y $ 73.53 $ 73
Activity Description

NEW FEES EFFECTIVE
07/01/2025
12 125
Item 1.

City of Del Rey Oaks

BUILDING FEES-OTHER
D. Other Fees

PROPOSED FEES INCREASE
07/01/2026

NEW FEES

EFFECTIVE
07/01/2026
(ROUNDED DOWN
TO $)
Activity Description Fee Note Y'rly CPI

NEW FEES EFFECTIVE
07/01/2025
12 Damaged Building Survey (Fire, Flood, Vehicle Damage, Etc.) $255 Y $ 264.69 $ 264 13 Residential Property Inspections Reports - Single Family Dwelling $255 Y $ 264.69 $ 264 Other Fees
14 After Hours Inspection (per hour) (4-hour minimum) $204 Y $ 211.75 $ 211 15 Re-inspection Fee (2nd Time or More) (each) $170 [a] Y $ 176.46 $ 176 16 Missed Inspection Fee $170 Y $ 176.46 $ 176
17 Duplicate Copy of Permit $28 Y $ 29.41 $ 29
18 Duplicate Copy of Certificate of Occupancy $28 Y $ 29.41 $ 29 19 Construction and Demolition Waste Management Review Fee $85 Y $ 88.23 $ 88 20 Fees for Services Not Listed in this Fee Schedule (per 1/2 hour) $85 Y $ 88.23 $ 88 Violation Fees
21 Investigation Fee For Work Done Without Permit(s) equal to permit fee - In addition to standard
permit fees
N equal to permit fee - In addition to standard
permit fees
equal to permit fee - In
addition to standard
permit fees
Refunds
22 Refunds
a) Fees Erroneously Paid or Collected by the City 100% refund N 100% refund 100% refund b) Refund of Plan Review Fees - Prior to Plan Review Commencing up to 80% refund N up to 80% refund up to 80% refund c) Refund of Permit Fees - Prior to Inspection Commencing up to 80% refund N up to 80% refund up to 80% refund d) 180 Days After Payment of Fees no refund N no refund no refund [a] Reinspection fee applies after the first re-inspection. 13 126
Item 1.

Page | 1
RESOLUTION NO. 2026-17

RESOLUTION ORDERING AN ELECTION, REQUESTING THE COUNTY

ELECTIONS DEPARTMENT TO CONDUCT THE ELECTION, AND REQUESTING CONSOLIDATION OF THE NOVEMBER 3, 2026 GENERAL MUNICIPAL ELECTION

FOR THE CITY OF DEL REY OAKS
WHEREAS, pursuant to Elections Code Section 10002, the governing body of any city or district may by resolution request the Board of Supervisors of the county to permit the county elections official to render specified services to the city or district relating to the conduct of an election. The city or district shall reimburse the county in full for the services performed upon presentation of a bill to the City or district; and
WHEREAS, pursuant to Elections Code Section 10400, whenever two or more elections, including bond elections, of any legislative or congressional district, public district, city, county or other political subdivision are called to be held on the same day, in the same territory, or in territory that is in part the same, they may be consolidated upon the order of the governing body or bodies or officer or officers calling the elections; and WHEREAS, pursuant to Elections Code Section 10403, whenever an election called by a district, city or other political subdivision for the submission of any question, proposition, or office to be filled is to be consolidated with a statewide election, and the question, proposition, or office to be filled is to appear upon the same ballot as that provided for that statewide election, the district, city or other political subdivision shall, at least 88 days prior to the date of the election, file with the board of supervisors, and a copy with the elections official, a resolution of its governing board requesting the consolidation, and setting forth the exact form of any question, proposition, or office to be voted upon at the election, as it is to appear on the ballot. Upon such request, the Board of Supervisors may order consolidation. The resolution requesting the consolidation shall be adopted and filed at the same time as the adoption of the ordinance, resolution, or order calling the election; and
WHEREAS, pursuant to Elections Code Section 13307, whenever an election called by a district, city, or other political subdivision has offices to be filled, it is required to fix and determine the number of words that a candidate may submit on the candidate's statement to be either 200 words and to determine if the candidate shall be responsible for the cost of the statement; and
WHEREAS, Elections Code Section 15651 requires the city to determine the means and manner in which a tie vote is to be resolved in the event that two or more persons receive an equal number of votes and the highest number of votes ("tie votes") for an office to be voted upon; and
WHEREAS, various district, county, state and other political subdivision elections may be or have been called to be held on November 3, 2026; and 127
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NOW THEREFORE, BE IT RESOLVED AND ORDERED that the governing body of the City of Del Rey Oak hereby orders an election be called and consolidated with any and all elections also called to be held on November 3, 2026 insofar as said elections are to be held in the same territory or in territory that is in part the same as the territory of the Board of Supervisors of the County of Monterey to order such consolidation under Elections Code Section 10401 and 10403.

BE IT FURTHER RESOLVED AND ORDERED that pursuant to Elections Code Section 10002 said governing body hereby requests the Board of Supervisors to permit the Monterey County Elections Department to provide any and all services necessary for conducting the election and agrees to pay for said services.

BE IT FURTHER RESOLVED AND ORDERED that the Monterey County Elections Department conduct the election for the purpose of electing three (3) Members to its Governing Body on the November 3, 2026 ballot.

RECITALS
SECTION I. The General Municipal Election for the year 2026 is hereby called and shall be held in Del Rey Oaks, under and by virtue of the provisions of Article 3 of California Elections Code, on the 3rd day of November 2026, said date being the first Tuesday following the first Monday in November 2026.

SECTION II. The following officers of Del Rey Oaks shall be elected at said General Municipal Election, to wit:
• Mayor, one (1), for a term of two years.
• Councilmember, two (2), for a term of four years.

SECTION III. Nomination papers shall be filed with the Del Rey Oaks City Clerk’s Office not later than 5:00 p.m. on Friday, August 7, 2026.

SECTION IV. Pursuant to the provisions of Section 13307 of the Elections Code of the State of California, the City Council has determined that candidates for office may file a written statement of qualifications with their nomination papers, said statement not to exceed 200 words in length, with those candidates filing said statements to pay the cost of such statement as determined by the Registrar of Voters.

SECTION V. The official ballot to be used at said election shall conform to the provisions of said City and the laws of the State of California with relation thereto.

SECTION VI. The City authorizes the Registrar of Voters to consolidate this election with any other election on November 3, 2026 for the convenience of the registered voters and to effectuate any cost savings by such consolidation.
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SECTION VII. The County of Monterey Elections Department is hereby directed to publish such notices as are provided by law for the holding of the municipal election, which said notices shall be published in an adjudicated newspaper and circulated in the City of Del Rey Oaks and hereby designated for that purpose.

SECTION VIII. Said General Municipal Election shall be held and conducted, and the votes thereof canvassed, and the return thereof made, and the results thereof ascertained and determined as herein provided, and in all particulars not described by this Resolution, said General Municipal Election shall be held as provided by law for the holding of municipal elections in said City; and the Registrar of Voters of the County of Monterey is authorized to canvass the return and certify the results to said Council of Del Rey Oaks.

SECTION VIIII. Pursuant to Section 6. That in the event of a tie vote (if any two or more persons receive an equal and the highest number of votes for an office) as certified by the County of Monterey Registrar of Voters, the City Council, in accordance with Election Code Section 15651(a), shall set a date and time and place and summon the candidates who have received the tie votes to appear and will determine the tie by lot.

SECTION VIII. The City Clerk shall enter the results into the record following receipt of the declared results in accordance with Elections Code Section 10264. The City Clerk shall sign and deliver to each person elected a certificate of election and administer the oath of office to each person elected. This Resolution shall be forthwith entered upon the minutes of this Council and kept and maintained by the City Clerk of Del Rey Oaks.

SECTION X. The City Clerk is hereby authorized and directed to certify the due adoption of this Resolution and to transmit a certified copy to the Elections Department and the Board of Supervisors of Monterey County.

PASSED AND APPROVED by City of Del Rey Oaks, this 23
rd day of June 2026
by the following vote:

AYES: Councilmembers Uy, Shirley, Burger, Hallock and Mayor Donaldson NOES: None
ABSTAIN: None
ABSENT: None
Signed:
________________________
Scott Donaldson, Mayor

Attest:
___________________
Karen Minami, City Clerk
129
Item 2.

DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Conflict of Interest Code
CEQA: This action does not constitute a “project” as defined by the California Environmental Quality Act (CEQA) guidelines section 15378 as it is an organizational activity of the City that will not result in direct or indirect physical changes in the environment.

Recommendation
That Council adopt the attached resolution amending the Conflict of Interest Code.

Background
The City is required to review the Conflict of Interest Code every 2 years for necessary revisions.

The attached resolution incorporates revisions to certain job titles that have occurred over the past two years.

Summary & Discussion
The Political Reform Act requires the City to review its Conflict of Interest Code every two years.

The Code includes a list of designated positions and disclosure responsibilities for each position subject to the Conflict of Interest Code for Designated Employees. Disclosure statements from designated positions are due each April and within 30 days of a person either assuming or leaving a designated position.

The attached Resolution amends the City’s Conflict of Interest Code to update the list of designated positions to reflect administrative changes, including title changes and positions added or deleted from the Table of Organization.

Fiscal Impacts
None
Recommended Action
Adopt the attached resolution amending the Conflict of Interest Code.

Respectfully Submitted,
_______________________________
John Guertin
City Manager
ATTACHMENTS:

1. Resolution No. 2026-18
130
Item 3.
{AJL-00806679;1}
RESOLUTION NO. 2026-18

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS REVIEWING THE CITY’S CONFLICT OF INTEREST CODE AND

FINDING THAT NO AMENDMENTS ARE REQUIRED
-o0oWHEREAS, the Political Reform Act, Government Code Section 81000 et seq., requires state and local government agencies to adopt and promulgate conflict of interest codes; WHEREAS, the California Fair Political Practices Commission has adopted a regulation, 2 Cal Code of Regulations Section 18730, which contains the terms of a standard conflict of interest code, which can be incorporated by reference, and which may be amended by the Fair Political Practices Commission, after public notice and hearings, to conform to amendments in the Political Reform Act;
WHEREAS, the City Council has previously adopted that conflict of interest code by reference, pursuant to Government Code Section 81000 et seq., along with the attached Appendices A and B in which members and employees are designated and disclosure categories are set forth, as the “Conflict of Interest Code of the City of Del Rey Oaks” (“Conflict of Interest Code”);
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Del Rey Oaks, as follows:

1. Adoption by Incorporation. The Political Reform Act of 1974, Government Code §81000 et seq., requires state and local government agencies to adopt and promulgate Conflict of Interest Codes. The Fair Political Practices Commission had adopted 2 California Code of Regulations §18730, which contains the terms of a standard model Conflict of interest Code, which may be incorporated by reference, and which may be amended by the Fair Political Practices Commission to conform to amendments in the Political Reform Act after public notice and hearings. The City of Del Rey Oaks incorporates by reference 2 Cal. Code of Regs. §18730, and any amendments thereto duly adopted by the Fair Political Practices Commission. 131
Item 3.
{AJL-00806679;1}

2. Designated Positions and Disclosure Categories. The Conflict of Interest Code, along with the attached Appendix A and Appendix B in which members and employees are designated and disclosure categories are set forth, does constitute the Conflict of Interest Code of the City of Del Rey Oaks. Designated employees shall file their statements with the City which will make the statements available for public inspection and reproduction. (Government Code §81008).

Statements for all designated employees will be retained by the City.

3. The Council hereby directs the City Clerk, in succeeding even-numbered years, to review the Conflict of Interest Code to determine if any revisions are required. If revisions are required, the necessary amendment shall be presented to the Council not later than October 1 st of such
year. If no revisions are required, the City Clerk shall submit a report to the Council stating that amendments to the Code are not required.

PASSED AND ADOPTED by the City Council of the City of Del Rey Oaks at a regular meeting duly held on June 23, 2026, by the following vote:

AYES:COUNCIL MEMBERS:

NOES:COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:
_________________________
Scott Donaldson, Mayor
ATTEST:
____________________________
Karen Minami, City Clerk
132
Item 3.
{AJL-00806679;1}

APPENDIX A
Designated Position Designated Category
City Manager 1
City Council Member/Mayor 1
Planning Commissioner 1
City Clerk 1
Deputy City Clerk/Permit Clerk 1
Administrative Services Technician 1
Chief of Police 1
Police Officer – All ranks 1
Maintenance/Public Works Supervisor 1
Consultant* 1
* CONSULTANTS: Consultants shall be included in the list of designated employees and shall disclose pursuant to the broadest disclosure category in the code subject to the following limitation:

The City Manager may determine in writing that a particular consultant, although a “designated position,” is hired to perform a range of duties that are limited in scope and thus is not required to fully comply with the disclosure requirements as described in Appendix B. Such written determination shall include a description of the consultant’s duties and, based upon that description, a statement of the extent of the disclosure requirements. The City Manager’s determination is a public record and shall be retained for public inspection in the same manner and location as set forth in this Resolution.

NOTE: City Council Members, the City Manager, City Attorney, Planning Commission Members and all City Officials (including employees and consultants) who manage public investments shall not be considered designated positions herein so long as those individuals are required to file Disclosure Statements pursuant to Government Code Section 87200 et seq. or successors thereto.
133
Item 3.
{AJL-00806679;1}

APPENDIX B

DISCLOSURE CATEGORIES
Disclosure Category 1. All investments and business positions in business entities, sources of income including gifts, loans and travel payments, and interests in real property. (Form 700 and all schedules (A through E)).
134
Item 3.

DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Adopt Resolution approving a 3.03 percent rate increase to charges by the City's franchised hauler, GreenWaste Recovery, for the collection of solid waste, recycling and organics, effective July 1, 2026.

CEQA: This action does not constitute a “project” as defined by the California Environmental Quality Act (CEQA) guidelines section 15378 as it is an organizational activity of the City that will not result in direct or indirect physical changes in the environment.

Recommendation
Adopt a Resolution approving a 3.03 percent rate increase to charges by the City's franchised hauler, GreenWaste Recovery, for the collection of solid waste, recycling and organics, effective July 1, 2026.

Background
On January 28, 2014, Council approved a Franchise Agreement (Agreement) with GreenWaste Recovery (GWR) for the collection of solid waste, recycling and organics, subsequent to a competitive Request for Proposals selection process. The Agreement became effective on July 1, 2015, and expires on June 30, 2030.

The Agreement includes a prescribed methodology for annual customer rate adjustments effective July 1 of each year. The rate adjustment formula incorporates inflationary indices for labor and operating costs, disposal and processing costs at ReGen Monterey, actual tonnage collected, franchise fees, and other applicable regulatory costs.

HF&H Consultants, LLC (HF&H), retained by ReGen Monterey on behalf of its member agencies, reviewed GWR’s request for an adjustment to customer rates effective July 1, 2026. HF&H’s review determined that a 3.03 percent rate increase is appropriate under the terms of the Agreement.

Staff Report
135
Item 4.

Summary & Discussion
The Franchise Agreement requires annual rate adjustments to be calculated using specified cost indices and actual operating data. HF&H reviewed GWR’s RP12 rate application for completeness, mathematical accuracy, and consistency with the methodology established in the Agreement.

HF&H’s review found that the proposed adjustment reflects:
• A 3.50 percent increase in labor-related costs;
• A 2.30 percent increase in vehicle-related costs;
• A 2.30 percent increase in other operating costs;
• Increased disposal and processing costs based on ReGen Monterey tip fees and actual tonnage;
• Franchise fees and ReGen administrative costs required under the Agreement.

City staff has reviewed HF&H’s analysis and concurs that the proposed rate adjustment is consistent with the Franchise Agreement and accurately reflects the required annual indexbased adjustment. Therefore, staff recommends that the City Council approve the proposed resolution and rate adjustment effective July 1, 2026 Fiscal Impacts
The new collection rates reflect an increase of 3.03 percent and are included as Exhibit A to the Resolution.

The rate adjustment incorporates inflationary increases in labor, vehicle, and operating costs, changes in disposal and processing costs, and applicable franchise and administrative fees.

Based on HF&H’s review, the City’s franchise fee revenue for FY 2026-27 is estimated to be approximately $119,927.

ATTACHMENTS:
• HF&H Consultants Memo
• Resolution
Respectfully Submitted,
_______________________________
John Guertin
City Manager
136
Item 4.

RESOLUTION NO. 2026-16
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS APPROVING A 3.03 PERCENT RATE INCREASE TO CHARGES BY THE CITY’S FRANCHISED HAULER,

GREENWASTE RECOVERY, FOR THE COLLECTION OF SOLID WASTE, RECYCLING AND ORGANICS, EFFECTIVE JULY 1, 2026
WHEREAS, the City of Del Rey Oaks entered into a Franchise Agreement with GreenWaste Recovery, Inc. (GWR) on January 28, 2014 for solid waste, recycling, andorganics collection services for the period of July 1, 2015 through June 30, 2030; and, WHEREAS, Section 8.2 of the Franchise Agreement requires annual inflationary adjustments to customer rates on July 1 of each year, as described in Exhibit E1 to the Agreement, based on agreed-upon cost indices, changes in tipping fees at the ReGen Monterey (formerly Monterey Regional Waste Management District) landfill, City fees, and actual tonnage of materials collected by GWR; and,
WHEREAS, HF&H Consultants, LLC (HF&H) was retained by ReGen on behalf of all its member agencies to review GWR's request for an adjustment to customer rates, as submitted to the City on May 22, 2026; and,
WHEREAS, HF&H's calculation of the rate adjustments have been reviewed by City staff, and staff finds the calculations to be consistent with the methodology and requirements of the Franchise Agreement; and,
WHEREAS, the rate review resulted in a 3.03 percent rate increase.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Del Rey Oaks does hereby:

1. Approve a 3.03 percent rate increase to charges by the City’s franchised hauler, GreenWaste Recovery, for the collection of solid waste, recycling and organics, effective July 1, 2026, as shown in the attached Exhibit A.

PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF DEL REY OAKS, this 23 rd
day of June, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED: ATTEST:

Scott Donaldson, Mayor Karen Minami, City Clerk
137
Item 4.

HF&H Consultants
590 Ygnacio Valley Rd. Suite 105
Walnut Creek, CA 94596
Phone: (925) 977-6950
Web: hfh-consultants.com
May 22, 2026
John Guertin
City Manager
City of Del Rey Oaks
Sent via email
Subject: Review of GreenWaste Recovery’s 2026-27 Rate Request – Final Report Dear John Guertin,
HF&H Consultants, LLC (HF&H) was retained by ReGen Monterey (ReGen), formerly the Monterey Regional Waste Management District, to assist with a review of GreenWaste Recovery’s (GWR) request for an adjustment to customer rates, effective July 1, 2026, submitted to the City of Del Rey Oaks (City) on April 1, 2026. This report presents our findings and recommendations.

Executive Summary
HF&H’s review of GWR’s Rate Period 12 (RP12) rate request to the City resulted in the following outcomes:

HF&H has determined a 3.03% increase as appropriate based on the following components:
• 3.50% inflationary increase in labor-related costs
• 2.30% inflationary increase in vehicle-related costs (excluding fuel) • Fuel rate held flat, as set by ReGen
• 2.30% inflationary increase in other costs
• Depreciation held flat, per the Agreement
• 3.17% overall net processing costs increase due to increases in per-ton fees, slightly offset by decreases in recyclable and organic tonnages
• 7.50% increase in disposal costs due to an increase in per-ton disposal rate and solid waste tonnages
Refer to Figure 1 below for the impact to sample residential rates. 138
Item 4.

John Guertin
May 22, 2026

Page 2 of 6 ends

Figure 1: Example Rate Impact of Adjustment
Background
In 2012, the City—participating with other members of ReGen—issued a competitive request for proposals for collection services and entered into the new Agreement with GWR effective July 1, 2015. The Agreement provides for the following, related to the adjustment of rates:
• Rates are to be adjusted annually throughout the term of the Agreement using various inflationary indices, actual tonnage, and changes in the tipping fees at ReGen, unless either the City or GWR requests a Cost-Based Rate Adjustment (CBRA). • The City and GWR may mutually agree upon alternative approaches to structuring rates without amending the Agreement (Section 8.2.D).
• During the CBRA review in RP5, a number of issues surrounding the process for setting rates and the resulting rate relationships amongst sectors and materials were identified.

As such, the City and GWR have negotiated an amendment to the prescribed methodology for the CBRA and index adjustments to not alter rate relationships between service sectors and material types.
• Through negotiations of the amendment, and as a result of the desire to maintain current rate relationships between sectors and service levels, the City and GWR have prescribed a uniform rate adjustment to be applied to all sectors.

Rate Calculation Review

HF&H SCOPE OF WORK
HF&H performed this review of the rate request in accordance with Exhibit E1 for the indexbased rate adjustment. The procedures included:

1. Review of the rate request for completeness and compliance with the procedures contained in Exhibit E1 of the Agreement.

2. Review for mathematical accuracy and logical consistency to determine that the rate request is mathematically correct, the rows and columns of numbers add down and across as intended, and the stated assumptions were, in fact, used. Determine that the rate request is internally consistent and any summary schedules agree to the supporting schedules and worksheets.

3. Verify the inclusion of the franchise fee calculation in the adjustment.

Current Rates
(RP11) RP12
Adjustment 3.03%
Residential 32-gallon rate $35.39 $36.46
Residential 64-gallon rate $39.04 $40.22
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John Guertin
May 22, 2026

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4. Verify contract compliance regarding:

A. The indices used in the adjustment.

B. The tip fees reported for the disposal and processing rate components.

C. The use of quarterly reported tonnage data and allocations among agencies. A detailed audit of tonnage and allocations of tonnage reported by GWR was not a part of this scope of work. HF&H discussed GWR’s allocation methodology, which appears reasonable and consistent with standard industry practices.

D. Any changes in governmental fees affecting the fee component of the rates, and the accurate application of the resulting percentage changes to the various rate components in the rate schedule approved by the City through the Agreement.

REVIEW OF RATE REQUEST
RP12 Application
HF&H reviewed the rate application for RP12. The results of the RP12 calculation, performed in accordance with the methodology set forth in Exhibit E1 of the amendment, are presented in Figure 2 on the following page.
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Item 4.

John Guertin
May 22, 2026

Page 4 of 6 ends

Figure 2: City of Del Rey Oaks Application of Index-Based Adjustments to RP12 RP 12
Annual Cost of Operations
Labor-Related Costs $66,333 1.035 $68,654
Vehicle-Related Costs 13,916 1.023 14,237
Fuel Costs 9,684 1 9,684
Other Costs 86,527 1.023 88,517
Direct Depreciation 32,755 N.A. 32,755
Total Allocated Costs - Labor, Vehicle, Fuel & Other 86,695 1.023 88,689 Total Allocated Costs - Depreciation & Start-Up 8,391 N.A. 8,391 Total Annual Cost of Operations $304,301 $310,927
Profit $36,462 OR=89.30 $37,256
Pass-Through Costs
Disposal Costs $57,162 Tons*Tip Fee $61,447
Curbside Supplemental (1,367) 1.00 (1,367)
Recycling Processing Costs 11,348 Tons*Tip Fee 10,980
Residue Processing Costs - Tons*Tip Fee -
Yard Trimmings Processing Costs 21,174 Tons*Tip Fee 23,033 Food Waste Processing Costs 4,949 Tons*Tip Fee 4,647
C&D Processing Costs - Tons*Tip Fee -
Interest Expense 9,862 N.A. 9,862
Direct Lease Costs - N.A. -
Total Allocated Costs - Lease 7,536 N.A. 7,536
Total Pass-Through Costs $110,664 $116,137
Total Costs before Agency Fees $451,427 $464,320
Agency Fees/Payments
Franchise Fee $116,402 20.00% $119,927
ReGen MOU Costs 14,000 Actual 15,390
Other Adjustments (as needed from time to time)
Adjustment from Tip Fee Estimates $181 N.A. -
Total Calculated Costs $582,010 $599,637
Rate Increase 3.03%
RP 11 Adjustment Factor
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Item 4.

John Guertin
May 22, 2026

Page 5 of 6 ends

Review of GWR Costs
There are four major components to GWR’s rate application: (1) the calculation and application of the inflationary indices as prescribed in the Agreement; (2) the disposal and processing component; (3) the Agency Fees; and (4) other one-time adjustments.

There are three indices used in the index adjustment: Consumer Price Index (CPI), fuel index, and labor index. The annual percentage change in each index is used to calculate the coming year’s cost for the line items to which they apply.

HF&H has reviewed, and GWR has confirmed, the accuracy of each of these indices. It is noted that the fuel index remains unchanged, as reported by ReGen management staff.

Review of Disposal and Processing Components
Collected tonnage for Calendar Year 2025 was used for the RP12 review, in accordance with the amendment. The disposal and processing components also consider the tipping fees charged by ReGen to project anticipated disposal and processing costs at ReGen. Figure 3 below outlines the changes in the City’s disposal and processing costs for each material type— based on ReGen’s tip fees—effective July 1, 2026, which have been incorporated into our RP12 review.

Figure 3: Impact of ReGen Tip Fee Changes
Note: Values may not be exact due to rounding.

Review of Fee Component
HF&H ensured that the fee component of each rate matches the contractual percentage of 20% for franchise fees, remitted to the City by GWR.

Additionally, rate application review costs and other identified ReGen costs totaling $15,390 were added as a one-time adjustment. These costs cover the rate review, franchise management, staff time, and public education and outreach.

NEW RATES
Attached hereto is a table of all rates recommended for RP12 based on the adjustments described in this report (Attachment A). HF&H recommends adopting these rates by resolution to be effective July 1, 2026.

Material 2025 Tons Projected Per Ton
Tip Fee RP 12 Costs
A B A x B
Solid Waste 723 $85.00 $61,447
Recycling 255 43.00 10,980
Yard Trimmings 427 54.00 23,033
Food Waste 64 73.00 4,647
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John Guertin
May 22, 2026

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* * * * *
We would like to express our appreciation to GWR staff for their assistance and cooperation in this process. Should you have any questions, please contact me at (925) 977-6964 or [email protected].

Sincerely,

HF&H CONSULTANTS, LLC
Rob Hilton Dave Hilton
President Senior Project Manager
143
Item 4.

Attachment A
Del Rey Oaks Rates Effective July 1, 2026
Service Level
Curbside 32 Gallon
Curbside 64 Gallon
Curbside 96 Gallon
Notes:

See Exhibit B1 for specific service availability
Service Level 1x/week 2x/week 3x/week 4x/week 5x/week 6x/week 64-Gallon Cart $59.56 $131.03 $196.55 $262.05 $327.57 $393.07 96-Gallon Cart $71.92 $143.84 $237.32 $316.42 $395.54 $474.63 1-Cubic Yard Bin $226.32 $497.91 $746.88 $995.81 $1,244.77 $1,493.70 2-Cubic Yard Bin $380.71 $698.66 $1,023.41 $1,675.19 $2,093.99 $2,512.80 3-Cubic Yard Bin $574.42 $1,017.47 $1,461.54 $2,527.35 $3,159.20 $3,791.04 4-Cubic Yard Bin $653.23 $1,333.59 $2,362.41 $2,874.20 $3,592.74 $4,311.31 6-Cubic Yard Bin $1,011.49 $2,225.30 $3,337.95 $4,450.59 $5,563.25 $6,675.88 8-Cubic Yard Bin $1,327.63 $2,655.26 $3,982.89 $5,310.52 $6,638.18 $7,965.80 2-Cubic Yard Compactor $423.19 $783.61 $1,150.80 n/a n/a n/a 3-Cubic Yard Compactor $638.11 $1,144.85 $1,652.65 n/a n/a n/a 4-Cubic Yard Compactor $738.16 $1,503.46 $2,617.21 n/a n/a n/a Service Level 1x/week 2x/week 3x/week 4x/week 5x/week 6x/week 64-Gallon Cart $8.92 $19.75 $29.48 $39.31 $49.13 $58.96 96-Gallon Cart $10.79 $21.57 $35.61 $47.45 $59.32 $71.19 1-Cubic Yard Bin $33.95 $74.68 $112.03 $149.37 $186.72 $224.05 2-Cubic Yard Bin $57.12 $104.80 $153.50 $251.28 $314.09 $376.93 3-Cubic Yard Bin $86.16 $152.62 $219.23 $379.10 $473.88 $568.66 4-Cubic Yard Bin $97.98 $200.04 $354.36 $431.12 $538.91 $646.69 6-Cubic Yard Bin $151.72 $333.79 $500.69 $667.59 $834.49 $1,001.39 8-Cubic Yard Bin $199.14 $398.30 $597.43 $796.59 $995.72 $1,194.86 2-Cubic Yard Compactor $39.36 $69.30 $100.26 n/a n/a n/a 3-Cubic Yard Compactor $59.54 $99.37 $139.36 n/a n/a n/a 4-Cubic Yard Compactor $62.48 $129.04 $247.88 n/a n/a n/a Service Level 1x/week 2x/week 3x/week 4x/week 5x/week 6x/week 64-Gallon Cart $44.66 $98.27 $147.40 $196.55 $245.67 $294.81 96-Gallon Cart $53.94 $107.86 $177.98 $237.34 $296.66 $355.98 1-Cubic Yard Bin $169.74 $373.42 $560.16 $746.88 $933.56 $1,120.28 2-Cubic Yard Bin $285.54 $524.01 $767.57 $1,256.39 $1,570.49 $1,884.58 Residential Solid Waste Collection Rates
Solid Waste Recycling Organics
$36.46 Included Included
$40.22 Included Included
$44.01 Included Included
Commercial/Multi-Family Solid Waste Collection Rates
Frequency
Commercial/Multi-Family Recycling Collection Rates
Frequency
Commercial/Multi-Family Food Waste Collection Rates
Frequency

Page 1 of 2 ends

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Item 4.

Attachment A
Del Rey Oaks Rates Effective July 1, 2026
Service Level 1x/week 2x/week 3x/week 4x/week 5x/week 6x/week 64-Gallon Cart $44.66 $98.27 $147.40 $196.55 $245.67 $294.81 96-Gallon Cart $53.94 $107.86 $177.98 $237.34 $296.66 $355.98 1-Cubic Yard Bin $169.74 $373.42 $560.16 $746.88 $933.56 $1,120.28 2-Cubic Yard Bin $285.54 $524.01 $767.57 $1,256.39 $1,570.49 $1,884.58 3-Cubic Yard Bin $409.17 $724.74 $1,041.10 $1,800.29 $2,250.36 $2,700.45 4-Cubic Yard Bin $465.31 $949.94 $1,682.81 $2,047.35 $2,559.19 $3,071.05 6-Cubic Yard Bin $720.51 $1,585.13 $2,377.70 $3,170.25 $3,962.82 $4,755.39 8-Cubic Yard Bin $945.71 $1,891.40 $2,837.12 $3,782.82 $4,728.53 $5,674.22 Service Level MSW REC YT C&D
10 YD $820.47 $820.47 $820.47 $820.47
20 YD $900.56 $900.56 $900.56 $900.56
30 YD $1,177.37 $1,177.37 $1,177.37 $1,177.37
40 YD $1,454.18 $1,454.18 $1,454.18 $1,454.18
Per Ton $106.25 $53.75 $67.50 $106.25
Service Sector Charge Per Event
Cart Rental RES
Cart Replacement RES
Re-Delivery or Re-Start RES
Cart Cleaning RES
Non-Scheduled Collection RES
Difficult to Service Cart COM
Difficult to Service Bin COM
Locking Bin COM
Cart Replacement COM
Cart Cleaning COM
Bin Swap - Cleaning or Repainting COM
Bulky - Recyclable COM/RES
Bulky - Non Recyclable COM/RES
Bulky - Event COM/RES
Covered Box RO
Driver Time per Hour RO
Dry Run or Relocation RO
Extra Days RO
*Note: All rates charged monthly unless stated otherwise. $4.20
Commercial/Multi-Family Yard Trimmings Collection Rates Frequency
Roll-Off Collection Rates (Per Pull)
Material
Additional Service Rates
$83.94
$34.97
$34.97
$26.57
$1.40
$4.20
$34.97
$69.94
$83.94
$34.97
$104.91
$27.97
$34.97
$41.96
$104.91
$153.87
$104.91

Page 2 of 2 ends

145
Item 4.

DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Adopt Resolution 2026-21 Amending Exhibit A & B of the Memorandum of Understanding between ReGen Monterey and
Member Agencies for Fiscal Year 2026/27.

Recommendation
Adopt Resolution 2026-21 amending the Memorandum of Understanding (MOU) regarding cooperative assistance to comply with Senate Bill 1383, food waste reduction and organics recycling regulations, incorporating changes in the annual cost of program activities; and authorizing the City Manager to execute the MOU.

Discussion
This request is submitted for City Council consideration and action. The ReGen Memo is attached and gives a detailed description of SB 1383 legislation and regulations, the MOU scope of services, and the amendments to Exhibits A & B of the MOU.

Fiscal Impacts
The City's share of regional costs for implementation of SB 1383 in FY 2026/27 is $15,390.

This amount is reflected as an agency fee in the solid waste, recycling, and organics collection rate adjustment.

ATTACHMENTS:
• ReGen Memo and Exhibits A & B
• Resolution 2026-21
Respectfully Submitted,
_______________________________
John Guertin
City Manager
Staff Report
146
Item 5.

RESOLUTION NO. 2026-21

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL REY OAKS APPROVING

AMENDMENTS TO THE MEMORANDUM OF UNDERSTANDING BETWEEN REGEN MONTEREY

AND MEMBER AGENCIES REGARDING COOPERATIVE ASSISTANCE TO COMPLY WITH SB 1383, AND AUTHORIZING THE CITY MANAGER TO EXECUTE THE MOU WHEREAS, in September 2016, the Governor signed into law Senate Bill 1383 (SB 1383) establishing methane emissions reduction targets, and in November 2020, CalRecycle issued regulations to implement SB 1383; and
WHEREAS, ReGen's Technical Advisory Committee developed a Memorandum of Understanding to conduct tasks to comply with CalRecycle SB 1383 regulations on a regional basis; and
WHEREAS, regional implementation costs included in the Memorandum of Understanding must be updated annually; and
WHEREAS, the City's share of regional implementation costs is reflected as an agency fee in the solid waste, recycling, and organics collection rate adjustment.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Del Rey Oaks does hereby:

1. Amend the Memorandum of Understanding (MOU) regarding cooperative assistance to comply with Senate Bill 1383, Food Waste Reduction and Organics Recycling Regulations, incorporating changes in the annual cost of program activities; and

2. Authorize the City Manager to execute the amended MOU (Exhibit A).

PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF DEL REY OAKS, this 23 rd
day of June, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED: ATTEST:
_________________________ _________________________
Scott Donaldson, Mayor Karen Minami, City Clerk
147
Item 5.
1 MEMORANDUM OF UNDERSTANDING

BETWEEN THE MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT AND ITS

MEMBER AGENCIES REGARDING ASSISTANCE WITH COMPLIANCE WITH CALIFORNIA SENATE BILL 1383
This Memorandum of Understanding (“MOU”) is made and entered into as of the date of the signatures set forth below by and between the MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT (“District”, “MRWMD”), a California Garbage and Refuse Disposal District, and its member agencies including the cities of CARMEL-BY-THE-SEA, DEL REY OAKS, MARINA, MONTEREY, PACIFIC GROVE, SAND CITY, and SEASIDE; THE PEBBLE BEACH COMMUNITY SERVICES DISTRICT; and THE COUNTY OF MONTEREY (“Member Agencies”). Collectively these entities shall be known herein as “Parties” or individually as a “Party.”
Recitals
A. The State of California has passed legislation, known as Senate Bill 1383, California’s Short-Lived Climate Pollutants regulation. The regulation will have significant impact on each Member Agency, with the goal of reducing organic material being landfilled by 75% by 2025, compared to a 2014 basis. The legislation mandates that Member Agencies undertake certain activities around the handling of organic waste materials collected within their jurisdictions. The regulation also requires 20% recovery of edible food by 2025 to direct it to a beneficial use and thus prevent it from entering the waste stream. Regulations take effect, and local program implementation will begin, on January 1, 2022.

B. The Member Agencies have determined that it is in their best interest to coordinate their activities related to this legislation. This coordination is being facilitated by the District’s Technical Advisory Committee (TAC) comprised of staff from each Member Agency, the three Haulers in the District service area (Haulers), Salinas Valley Recycles (SVR) and MRWMD.

C. The Member Agencies have further determined that the District has the expertise and resources necessary to implement some of these activities on the Member Agencies’ behalf and have now requested that the District incur costs to provide these activities.

D. The Member Agencies have agreed to reimburse the District for proportionate shares of certain designated annual costs incurred by the District for these activities.

E. The form and content of this MOU have been presented to the TAC, and the TAC has recommended it for approval by the Parties
NOW THEREFORE, in consideration of the mutual benefits to be derived by the District and the Member Agencies, and of the promises contained in this MOU, the Parties agree as 148
Item 5.
2 follows:

Section 1. Recitals: The recitals set forth above are incorporated into this MOU.

Section 2. Purpose: The purpose of this MOU is to provide a structure for the Member Agencies to reimburse the District for SB 1383 related activities it performs on behalf of the Member Agencies.

Section 3. Voluntary: This MOU is voluntarily entered into by the Parties for the purpose of facilitating the implementation of SB 1383.

Section 4. Term: This MOU shall become effective on the last day of its execution by a Party and shall remain in effect until terminated by the Parties.

Section 5. Scope of Work, Costs & Cost Sharing: The scope of work, and associated costs, are set out in Exhibit A, entitled Detailed Activities and Costs, attached hereto and incorporated herein. Allocation of such costs to the Member Agencies is set out in Exhibit B, entitled Member Agencies’ Annual Proportionate Shares and Costs, attached hereto and incorporated herein. Exhibit C outlines estimated individual Member Agencies’ allocations related to the Department of Resources Recycling and Recovery (CalRecycle) SB 1383 Local Assistance Grant Program (OWR1: 2021-22), attached hereto and incorporated herein. Exhibit D defines the estimated annual procurement requirements of organic material and estimated cost per ton of compost for each Member Agency, attached hereto and incorporated herein.

No later than March 1 of each year, and at such other times as directed by the Parties, the TAC shall meet to consider and, if deemed necessary, modify Exhibits A, B, C, and/or D subject to direction from the governing bodies of each Member Agency to its TAC representative.

Section 6. The District Agrees:
(a) District staff will manage activities as identified in Exhibit A, C, and D which activities include contracting with third party vendors when reasonably necessary and paying those vendors for contracted costs.
(b) Two times per year, on dates to be determined by the TAC, District will invoice Member Agencies for each Member Agency’s proportionate share of costs as shown in Exhibit B with each invoice to be fifty percent (50%) of the Member Agency’s share of costs. (c) Upon award of CalRecycle SB 1383 Local Assistance Grant Program funds, the District will invoice Member Agencies for their full allocation of grant funds as shown in Exhibit C. Four times during the grant term, aligned with dates identified by CalRecycle grant Terms & Conditions, the District shall report to Member Agencies a summary of actual grant expenditures and progress toward grant tasks to date.
149
Item 5.
3 (d) District will maintain an accounting of activities and expenses and provide reconciliation of payments annually. Material differences between estimated costs and actual incurred costs will result in either: 1) an adjustment made to the final annual payment for each Member Agency, or 2) such cost difference shall be incorporated into the subsequent year cost allocation.
(e) In year one only, in recognition of expected continuation of improved recycling revenues for the District from recyclable material sales, the District will off-set $140,000 of the costs identified in Exhibit A. This off-set is reflected in the cost allocations set out in Exhibit B for FY 2021-22.

Section 7. The Member Agencies Agree:
(a) To reimburse the District for all expenses incurred by the District under this MOU in accordance with each Member Agency’s proportionate share as shown on Exhibit B, C, and D. (b) To make a full-faith effort to cooperate with one another and with the District to achieve the purposes of this MOU by providing information, reviewing information in a timely manner, and informing their respective administration and governing bodies.

Section 8. Termination. Any Party may terminate its participation in this MOU upon giving written notice to the District no later than April 1 of any calendar year during the term of this MOU. Within ten days following a Party’s termination date, such party shall pay District all charges then due and payable and shall pay when determined any additional charges that shall later come due under the MOU, subject to the limits set out in Exhibits A, B, C, and D.

Section 9. General Provisions.
(a) This MOU is binding and for the benefit of the respective successors, heirs, and assigns of each Party and the District; provided however, no Party may assign its respective rights or obligations under this MOU without the prior written consent of the District. (b) This MOU is governed by, interpreted under, and construed and enforced in accordance with the laws of the State of California.
(c) If any provision of this MOU is determined by any court to be invalid, illegal, or unenforceable to any extent, then the remainder of this MOU will not be affected, and this MOU will be construed as if the invalid, illegal, or unenforceable provision had never been contained in this MOU.
(d) Waiver by the District or any Party to this MOU of any term, condition, or covenant of this MOU will not constitute a waiver of any other term, condition, or covenant. 150
Item 5.
4 Waiver by the District or any Party of any breach of the provisions of this MOU will not constitute a waiver of any other provision, nor a waiver of any subsequent breach or violation of any provision of this MOU.
(e) This MOU may be executed in any number of counterparts, each of which is an original but all of which taken together will constitute one and the same instrument, provided, however, that such counterparts have been delivered to all parties to this MOU. (f) All parties acknowledge they have been represented, or have had the opportunity to be represented, by counsel in the preparation and negotiation of this MOU. Accordingly, this MOU will be construed according to its fair language. Any ambiguities will be resolved in a collaborative manner by the District and the Parties and must be rectified by amending this MOU.
(g) This MOU supersedes and replaces all prior MOUs between the District and the Parties hereto relating to the subject matter of this MOU.

IN WITNESS WHEREOF, the District and the Parties have caused this MOU to be executed by their duly authorized representatives as of the date of their respective signatures.

MONTEREY REGIONAL WASTE MANAGEMENT DISTRICT
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
151
Item 5.
5 CITY OF CARMEL-BY-THE-SEA
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
152
Item 5.
6 CITY OF DEL REY OAKS
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
153
Item 5.
7 CITY OF MARINA
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
154
Item 5.
8 CITY OF MONTEREY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
155
Item 5.
9 CITY OF PACIFIC GROVE
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
156
Item 5.
10 SAND CITY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
157
Item 5.
11 CITY OF SEASIDE
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
158
Item 5.
12 PEBBLE BEACH COMMUNITY SERVICES DISTRICT
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
159
Item 5.
13 COUNTY OF MONTEREY
By: ________________________ DATE: _______________
APPROVED AS TO FORM:
_______________________
160
Item 5.

Task # SB 1383 Fee Category Detail FY 26/27 Budget Notes 1 HF&H General Support & TAC meetings Task #5 (general support) & task #6 (monthly TAC meetings) of HF&H FY 2026 proposal $ 14,000
2 Edible Food Recovery Capacity
Building
$50,000 for ReGen portion of grant allocations $10,500
for grant administration
$ 60,500
Grants offered jointly by ReGen &
SVR. County is omitted from this
line item.
3 Edible Food Recovery Program
Administration
Capacity Assessment Updates - Living Document
FRO Annual Capacity Survey Updates
Other support (TBD):

Edible Food Outreach - Follow-up target groups
Organics Collections Outreach - Follow-up target groups School Food Waste Reductions - Targeted groups
Conference presentations
$ 15,635
ReGen member agency portion
only. Split 50/50 with SVR.
4 Outreach & Technical Assistance to
FROs and EFGs
Outreach and technical assistance for food recovery
organizations (FROs) and Edible Food Generators (EFGs), Careit App support $ 19,170
Previously funded by CalRecycle
LAGP grants.
5 Edible Food Generator Inspections for
Tier 1 & 2
Inspections only
$ 4,602
Omits County of Monterey as they
perform their own inspections
6 Commercial and Multi-Family Organics
Outreach
Provide outreach, education, and technical assistance
support to targeted multi-family and commercial
businesses $ 9,450
Previously funded by CalRecycle
LAGP grants.
7 Public Education Design/creation of public education materials ($5k). Does not include production or distribution of materials created.

Continuation of Sort with Heart campaign ($25k media
placement inclusive of booking fees).
$ 30,000
Sort with Heart campaign
previously funded by CalRecycle
LAGP grant.
8 Contamination Monitoring (Lid Flipping)
$ 18,400
Omits County of Monterey due to
WM Smart Truck.
9 Recyclist Fees Cloud-based recordkeeping and reporting system shared by haulers, jurisdictions and processor.
$ 14,002
Omits County & City of Monterey,
who subscribe separately.
10 ReGen Monterey Staff Time Coordination and Hosting of Monthly TAC Meetings Hosting and/or participating in TAC Subcommittees
SB 1383 Program Coordination and Implementation
CalRecycle Reporting Support - Electronic Annual Report & Implementation Records
$ 75,000
$ 260,759
Member Agency Annual Procurement Target (tons of compost) Cost @ $5/ton using
direct-service
provider agreement Notes
Carmel-by-the-Sea 187 $ 935.00
Del Rey Oaks 78 $ 390.00
Marina 1,017 $ 5,085.00
Monterey 1,317 $ 6,585.00
Pacific Grove 721 $ 3,605.00
Sand City 18 $ 90.00
Seaside 1,491 $ 7,455.00
Pebble Beach CSD 210 $ 1,050.00
Unincorporated County (West)* 3071 $ 15,355.00
ReGen Monterey Total 8,110 $ 40,550.00
HF&H Franchise Management Fees
Task # FY 26/27 Budget Notes
$16,000
$3,000
$3,000
$50,000
$24,000
Franchise Management Total $96,000
Exhibit A Total $ 381,954
Exhibit A
Detailed Activities and Costs
FY 2026-2027
SB 1383 Procurement of Organic Material
(Cost per member agency feeds directly into Exhibit B)
Franchise Management services
are for GreenWaste member
agencies only (omitting the City and
County of Monterey).
*The County of Monterey has
separate procurement MOU w/
ReGen through 2027. Their amount
is not included in this total.

SB 1383 Total

1. Review Contractor's Quarterly Reports

2. Review Contractor's Annual Report

3. Review Franchise Fee Payments

4. Review Contractor's Annual Rate Adjustments

8. Monitor Contract Compliance
161
Item 5.
# %
Per Agency
Cost/Year
With $8,500
Minimum # %
Per Agency
Cost/Year
With $1,500
Minimum
Carmel 2.9% 5,981 3,220 $ 8,500 $ Carmel 2.9% 675 3,220 $ 1,500 $ DRO 1.5% 2,957 1,592 $ 8,500 $ DRO 1.5% 334 1,592 $ 1,500 $ Marina 20.4% 41,529 22,359 $ 37,943 $ Marina 20.4% 4,688 22,359 $ 3,800 $ PG 13.8% 28,028 15,090 $ 25,608 $ PG 13.8% 3,164 15,090 $ 2,565 $ PBCSD 4.1% 8,416 4,531 $ 8,500 $ PBCSD 4.1% 950 4,531 $ 1,500 $ Sand City 0.3% 604 325 $ 8,500 $ Sand City 0.3% 68 325 $ 1,500 $ Seaside 29.5% 60,116 32,366 $ 54,925 $ Seaside 29.5% 6,786 32,366 $ 5,501 $ Monterey City 27.5% 56,126 30,218 $ 51,280 $ Monterey City 27.5% 6,336 30,218 $ 5,136 $ County 20,000 53,915 $ 20,000 $ County - 53,915 $ - $
TOTAL 163,616 223,755 $ 223,755 $ TOTAL 163,616 23,002 $ 23,002 $ *SB 1383 tasks 1-4, 6, 7 & 10 *SB 1383 tasks 5 & 8
# %
Per Agency
Cost/Year
With $5,000
Minimum
Carmel Carmel 4.1% 4,456 3,220 $ 5,000 $
DRO DRO 2.0% 2,203 1,592 $ 5,000 $
Marina Marina 28.1% 30,944 22,359 $ 28,571 $
PG PG 19.0% 20,884 15,090 $ 19,283 $
PBCSD PBCSD 5.7% 6,271 4,531 $ 5,790 $
Sand City Sand City 0.4% 450 325 $ 5,000 $
Seaside Seaside 40.7% 44,794 32,366 $ 41,358 $
Monterey City TOTAL 79,483 110,002 $ 110,002 $
TOTAL *SB 1383 task 9
With
Minimums
Carmel $ 15,935
DRO $ 15,390
Marina $ 75,399
PG $ 51,060
PBCSD $ 16,840
Sand City $ 15,090
Seaside $ 109,239
Monterey City $ 63,001
County $ 20,000
TOTAL $ 381,954
* Member agencies' proportionate costs subject to adjustment annually in accordance with any change in scope and total costs.

Table 1 Table 2
Table 3 Table 4
Population
Population
$ 25,195.00
1,017
721
210
SB 1383 Procurement of Organic Material HF&H Franchise Management Fees and Recyclist Fees* Population
Population
5,039
Cost @ $5/ton using directservice provider agreement
$ 935
$ 390
$ 5,085
$ 1,050
$ 90
$ 7,455
$ 6,585
$ 3,605
# %
3,220
1,592
22,359
15,090
4,531
325
32,366
30,218
53,915
163,616
Per Agency Cost/Year
$ 12,047
$ 5,884
$ 82,246
$ 55,681
$ 381,954

2.0%

1.0%

13.7%

9.2%

2.8%

0.2%

19.8%

18.5%

33.0%
100.0%
$ 16,687
$ 1,212
$ 119,151
$ 69,047
$ 20,000
Exhibit B
Member Agencies' Annual Proportionate Shares of Costs*
FY 2026-2027
Table 5 - Total Costs by Agency
Member Agencies will be invoiced an annual amount not to exceed column below titled "With Minimums" HF&H General Support; EFR Capacity, Admin & Technical Assistance; COM & MFD Outreach; Pub Ed; & ReGen Staff Time* Edible Food Generator Inspections and Contamination Monitoring* 1,317
18 1,491
Population
Annual Procurement
Target (tons of compost)
187
78 162
Item 5.

MEMO
Meeting Date: May 22, 2026
To: Board of Directors
From: Director of Communications, Zoë Shoats
Approved by: General Manager, Felipe Melchor
Subject: Approve FY27 Amendments to Exhibits A & B of the MOU between ReGen Monterey and its Member Jurisdictions Regarding Compliance with California’s Senate Bill 1383

RECOMMENDATION
Approve FY27 Amendments to Exhibits A & B of the MOU between ReGen Monterey and its Member Jurisdictions regarding compliance with California’s Senate Bill 1383.

BACKGROUND
The State of California has passed legislation, known as Senate Bill 1383, California’s Short-Lived Climate Pollutants legislation. The regulation has significant impact on each Member Agency with the goal of reducing organic material being landfilled by 75% by 2025, compared to a 2014 basis. The legislation mandates that Member Agencies undertake certain activities around the handling of organic waste materials collected within their jurisdictions. The regulation also requires 20% recovery of edible food by 2025 to direct it to a beneficial use and thus, prevent it from entering the waste stream. Regulations took effect and local program implementation began on January 1, 2022.

In 2021, the Member Agencies determined that it was in their best interest to coordinate their activities related to this legislation. This coordination is being facilitated by ReGen Monterey’s Technical Advisory Committee (TAC) comprised of staff from each Member Agency, the three haulers in our service area (Haulers) and ReGen Monterey.

The Member Agencies determined that ReGen Monterey has the expertise and resources necessary to implement shared activities on the Member Agencies’ behalf and requested that ReGen incur costs to provide these activities. The Member Agencies have agreed to reimburse ReGen for proportionate shares of certain designated annual costs incurred by ReGen for these activities under a Memorandum of Understanding (MOU) between the Monterey Regional Waste Management District (DBA ReGen Monterey) and its Member Agencies Regarding Assistance with Compliance with California Senate Bill 1383.

The purpose of the MOU is to provide a structure for the Member Agencies to reimburse ReGen Monterey for SB 1383 related activities it performs on behalf of the Member Agencies. The MOU was voluntarily entered into by the Parties for the purpose of facilitating the implementation of SB 1383. 163
Item 5.

The MOU was adopted by the ReGen Monterey Board on June 18, 2021, the Member Agencies soon thereafter, and became effective July 1, 2021.
• Exhibit A - Detailed Activities and Costs: Contains the scope of work, and associated costs related to general SB 1383 activities. (Enacted June 2021, updated annually.) • Exhibit B - Member Agencies’ Annual Proportionate Shares and Costs: Allocation of such costs to the Member Agencies. (Enacted June 2021, updated annually.)

DISCUSSION
Each year ReGen Monterey staff identifies expected expenses associated with jurisdictional compliance of SB 1383 and compiles those expenses in Exhibit A of the MOU. Expenses include items such as program administration; public education; monitoring; reporting; and edible food recovery capacity building, program administration, and outreach.

These expenses are then broken down to proportional percentages per population in Exhibit B.

The draft budget is first presented to the TAC for review, feedback, and consensus. It then is presented to the ReGen Monterey Board of Directors and Member Agencies’ Councils and Boards for approval.

The amendment to Exhibits A and B of the MOU would apply to FY 27 and in lieu of exhibits covering previous fiscal years.

New for FY 2027 are some activities that were previously funded by CalRecycle Local Assistance Grant Program (LAGP) that now must be funded directly by the Member Agencies. This includes mandated programs for procurement of organic material (compost); commercial and multi-family organics outreach; and increased funding for increased public education to continue with media spending for the Sort with Heart campaign. Overall, the expired grant funds and other cost increases have necessitated a year-over year cumulative increase of 7% to achieve compliance. This shared funding strategy remains an immense value for our Member Agencies to achieve compliance with SB 1383.

FISCAL IMPACT
None. These are the costs that ReGen Monterey incurs and is then reimbursed by our Member Agencies, with invoicing occurring twice annually.

CONCLUSION
ReGen Monterey will continue to support its Member Agencies with SB 1383 compliance in a way that provides cost savings for the communities we serve.
/ /
164
Item 5.

C I T Y O F D E L R E Y O A K S
DATE: June 23
rd, 2026
TO: Honorable Mayor and Members of City Council
FROM: Chris Bourquin, Chief of Police
SUBJECT: Annual AB 2561 Staffing Vacancies Report
CEQA: This action does not constitute a “project” as defined by the California Environmental Quality Act (CEQA) guidelines section 15378 as it is an administrative activity of the City that will not result in direct or indirect physical changes in the environment.

RECOMMENDATION
Staff recommends that the City Council:

1. Conduct the Public Hearing for compliance with New Legal Obligations related to AB 2561.

2. After the public hearing adopt Resolution No. 2026-20, to comply with Government Code Section 3502.3

SUMMARY
In September 2024, Assembly Bill (AB) 2561 (Gov. Code § 3502.3) was signed by the governor of California. AB 2561 requires a public agency to present the status of vacancies and recruitment and retention efforts at a public hearing at least once per fiscal year, allowing recognized employee organizations to present at the hearing. This report outlines the City of Del Rey Oaks legal obligation under the new law, effective January 01, 2025.

The proposed resolution adopts the administrative policy titled “Reporting on staff vacancies, and the city’s recruitment and retention efforts.” This policy establishes the framework and requirements for holding public hearings and reporting on the City’s workforce vacancies, and recruitment and retention efforts in compliance with AB 2561. (Gov. Code § 3502.3).

BACKGROUND
The passage of AB 2561 recognizes the following challenges in local government employment:

Staff Report
165
Item A.
• Job vacancies in local government are widespread and significantly impact public sector service delivery.
• High vacancy rates contribute to increased workloads for existing employees, leading to burnout and higher turnover.
• There is a statewide interest in ensuring that public agencies are adequately staffed to support public service functions.

DISCUSSION
In compliance with AB 2561, the City of Del Rey Oaks is required to undertake the following actions:

1. Public Hearing: At least once each fiscal year, at a public hearing before the City Council, the City shall present information regarding the status of vacancies and recruitment and retention efforts (Gov. Code § 3502.3(a)(1)) and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process (Gov. Code § 3502.3(a)(3)).

If the City Council adopts an annual budget during the fiscal year, the presentation must occur before the adoption of the final budget. (Gov. Code § 3502.3(a)(2)).

2. Employee Organization Participation: Allow the recognized employee organization for each bargaining unit at the City to make presentations during the public hearing concerning vacancies and recruitment and retention efforts. * There are no represented bargaining units at the City. (Gov. Code § 3502.3(b)).

3. Additional Reporting for High Vacancy Rates: If vacancies in a single bargaining unit meet or exceed 20% of authorized full-time positions, the City must provide additional reporting at the request of the employee organization, including:
• Total number of vacancies
• Number of applicants
• Average time to fill positions
• Opportunities to improve compensation and working conditions (Gov. Code § 3502.3(c)).

Policy Implications:

The administrative policy for the public hearing on City vacancies and recruitment and retention efforts (“Policy”) establish protocol for the City’s public hearings on vacancies in order to ensure a fair, orderly and efficient hearing process. 166
Item A.

The Policy sets forth specific requirements concerning matters such as the provision of notice to recognized employee organizations regarding the public hearing and their right to make a presentation at the hearing, the length and order of the City’s and the employee organizations’ presentations, and the standards of discourse during the public hearing.

Position Data:

In FY25/26, the City of Del Rey Oaks was budgeted for 14 full-time employees. • The City currently has 2 vacant Police Officer positions. One position is unfunded.
• No full-time employees were hired in FY 2025-26.

As of the start of FY 2026-27, the City of Del Rey Oaks will have three (3) vacant Police Officer positions, representing an overall 21% vacancy rate for the City. One of the Police Officer positions has been unfunded since the department merger with the Airport District due to the Covid pandemic and continued budget constraints.

In October 2025, the Police Department hired a new reserve police officer. It is anticipated that this reserve will transition to one of the vacant full-time position in FY 2026-27 once training is completed. An additional reserve police officer was hired in January 2026. This person will remain at reserve status. The City has year around, open recruitment for part-time “reserve” officers.

In April 2026, efforts began to recruit for a full-time position. We currently have one person in backgrounds. The background process is moving efficiently, and we expect to be able to make a hiring decision by July 2026.

Recruitment Efforts:

As part of the FY25/26 budget, the City of Del Rey Oaks recruitment efforts included:
• Reserve officers to be paid at top-step patrol starting July 2025. • 5% raise for police department employees.

The City continues to reach out to recruits who they feel would be successful working in a small-town environment. Current salaries for this department no doubt hurt recruitment efforts. We continue to emphasize quantity of life as well an longevity of career which are both constants in our department and small town departments as a whole.

Retention Efforts:

The City also implemented strategies to improve retention, including:
• Providing continuing education and training opportunities. 167
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• Enhancing employee wellness programs, including mental health resources. • Offering tuition reimbursement programs to support employee career development.
• Increasing opportunities for internal promotions and career path planning. • Recognizing employee contributions through employee appreciation events and award programs.
• Espousing benefits of small-town policing to include quality of life issues, career longevity, peninsula-wide special events, and accelerated learning in investigative techniques.
• Ability to work in airport police operations
The adoption of this policy aligns the City of Del Rey Oaks with the new legal requirements under AB 2561. By enhancing recruitment and retention efforts and ensuring transparent reporting, the City is committed to maintaining a strong and effective workforce.

FISCAL IMPACT
There is no direct fiscal impact associated with conducting the public hearing required under Government Code section 3205.3. However, addressing recruitment and retention issues may involve future budget considerations, which will be presented to the City Council as necessary.

Report Approval Details
Document Title: STAFFREPORT_HR_ VACANCYREPORT
Attachments:- Attachment A - AB 2561
Attachment B - Resolution 2026-20
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PURPOSE:

Effective January 1, 2025, Government Code Section 3502.3 requires City of Del Rey Oaks to present information on the status of staff vacancies of each bargaining unit and the City’s recruitment and retention efforts at a public hearing before the City Council of the City of Del Rey Oaks at least once per fiscal year.

DEFINITIONS:

Public Hearing – A formal meeting that is open to the public, where City of Del Rey Oaks representatives present information and accept public comments on specific topics, as required by law.

Vacancies – Unfilled full-time positions within the City of Del Rey Oaks’s workforce that require recruitment.

Recruitment – The process of attracting, screening, and selecting qualified candidates for employment with the City of Del Rey Oaks.

Retention – The process of maintaining a stable and satisfied workforce within the City of Del Rey Oaks.

PROCEDURE:

I. POLICY STATEMENT
A. In accordance with Gov. Code § 3502.3, the City of Del Rey Oaks is committed to holding a public hearing on vacancies, recruitment and retention efforts, and any issues with the City of Del Rey Oaks’s policies, procedures, and recruitment activities that may lead to obstacles in the hiring process.

B. The City of Del Rey Oaks will hold a public hearing at least once each fiscal year prior to the adoption of the annual budget and provide reports on vacancies, recruitment, and retention efforts for the prior calendar year.

II. POLICY PROVISIONS
A. Public Hearing Requirements

1. The City of Del Rey Oaks shall conduct public hearings at least on an annual basis (once each fiscal year) to present information on vacancies, recruitment and retention efforts, and issues with the policies, procedures, and recruitment activities that may lead to obstacles in the hiring process.

2. Public hearings shall be announced in advance and provide an opportunity for members of the public to make comments.

3. The City will notify in writing each recognized employee organization that represents City employees of the date, time and place of the hearing at least ten (10) calendar days in advance of the hearing.
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a. In the notice, the City will inquire whether the employee organization intends to make a presentation to the City Council at the public hearing. The City will request that, for planning purposes, the employee organization provides written notice to the Human Resources Department at least five (5) working days in advance of the public hearing indicating whether the employee organization intends to make a presentation at the public hearing.
b. The notice will also inform the employee organization for each bargaining unit they will be allotted ten (10) minutes for their presentation at the public hearing. c. Notice of the hearing to the public will be provided in accordance with the Ralph M.

Brown Act. (Gov. Code §§ 54950-54963.)

4. Separate public hearings may be scheduled to address individual bargaining units or bargaining unit groupings.

5. The City Clerk shall ensure that each public hearing is adequately documented, with minutes and recordings made publicly available.

6. The City of Del Rey Oaks presentation will be limited to 10 minutes for each bargaining unit.

The City may choose to present on all bargaining units at once, or to present data for each bargaining unit separately followed by each applicable employee organization presentation.

7. Following the agency presentation, each recognized employee organization will have the opportunity to make a presentation. The recognized employee organizations shall have the right to present information, concerns, and recommendations at the public hearing regarding staff vacancies and the City’s recruitment and retention efforts. The presentation will be limited to 10 minutes. If the employee organization is engaged in bargaining, the employee organization shall not present bargaining proposals during the presentation to the City Council on matters that have been or have not been presented in bargaining.

8. City Council may ask questions of the City and the employee organization presenters.

9. Final City of Del Rey Oaks comments will be limited to three minutes per bargaining unit.

10. Final employee organization comments will be limited to three minutes per bargaining unit.

11. Public comment regarding the hearing will be limited to two minutes per person.

B. Reporting Requirements.

1. The City of Del Rey Oaks shall present information on the following at the public hearing:
a. The status of vacancies at the City of Del Rey Oaks. b. Information on the City of Del Rey Oaks's recruitment and retention efforts. c. Identification of any obstacles in the City of Del Rey Oaks's policies, procedures, and recruitment activities that may create challenges in the hiring process.

C. Special Reporting Requirements for High Vacancy Rates

1. If the number of job vacancies within a single bargaining unit meets or exceeds 20% of the total number of authorized full-time positions, the City of Del Rey Oaks shall, upon request of the recognized employee organization, include the following information during the public hearing:
a. The total number of job vacancies within the bargaining unit. b. The total number of applicants for vacant positions within the bargaining unit. 170
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c. The average number of days to complete the hiring process from when a position is posted.
d. Opportunities to improve compensation and other working conditions.

III MONITORING AND REVIEW
A. The Human Resources Director or designee may review the effectiveness of this policy and make revisions as necessary to ensure ongoing compliance with Gov. Code § 3502.3 (AB 2561) and alignment with best practices in public transparency.

IV COMPLIANCE AND ENFORCEMENT
A. The City of Del Rey Oaks will maintain records of all public hearings, reports, and related documents in compliance with public records requirements. 171
Item A.
1 RESOLUTION NO. 2026-20

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DEL

REY OAKS, CALIFORNIA, TO ADOPT A POLICY TO BE IN
COMPLIANCE WITH GOVERNMENT CODE SECTION 3502.3

AND HOLD AN ANNUAL PUBLIC HEARING REGARDING

STAFF VACANCIES
WHEREAS, Government Code 3502.3 (California Assembly Bill 2561) requires public agencies to hold at least one (1) public hearing per fiscal year to discuss vacancies in City positions and the recruitment and retention efforts of the City to maintain filled positions to carry out services to the Del Rey Oaks community; and
WHEREAS, Government Code 3502.3 contains specific requirements to be shared at the public hearing which includes the vacancies of each bargaining unit, the City’s recruitment and retention efforts, and any issues with the City’s policies, procedures, and recruitment activities which may contribute to obstacles in the hiring process; and WHEREAS, the City seeks to be in full compliance with the law while creating parameters to help administratively guide the public hearing in order to ensure a fair, orderly and efficient hearing process.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DEL REY OAKS, CALIFORNIA, DOES HEREBY RESOLVED, the City seeks to be in full compliance with the law while creating parameters to help administratively guide the public hearing in order to ensure a fair, orderly and efficient hearing process.

INTRODUCED, APPROVED, AND ADOPTED by the City Council of the City of Del Rey Oaks, California, at its regular meeting held on the 23
rd day of, June, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Scott Donaldson, Mayor
ATTEST:
____________________________________
Karen Minami, City Clerk
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DATE: June 23, 2026
TO: Honorable Mayor and City Council
FROM: John Guertin, City Manager
SUBJECT: Selection of Development Partner for Former Fort Ord Properties and Authorization to Negotiate an Exclusive Negotiating Agreement with Shea Homes
CEQA: The recommended action is administrative in nature and does not constitute approval of a development project. Negotiation of an Exclusive Negotiating Agreement is not a commitment to a specific course of action and therefore is not considered a project under the California Environmental Quality Act (CEQA).

Any future development proposal would be subject to separate environmental review in accordance with CEQA.

Recommendation
Staff recommends that the City Council:

1. Accept the results of the City's developer selection process for the former Fort Ord properties; and

2. Authorize staff to begin negotiations with Shea Homes for an Exclusive Negotiating Agreement (ENA) governing the potential development of the City's former Fort Ord properties; and

3. Direct staff to return to the City Council with a proposed ENA for future consideration and approval.

Executive Summary
The City of Del Rey Oaks owns approximately 235 acres of former Fort Ord property identified by APNs 031-191-026, 031-191-028, and 259-011-025. These properties represent the City's largest remaining development opportunity and provide a unique opportunity to expand housing, create employment-generating commercial uses, enhance community amenities, and improve the City's long-term fiscal sustainability.

On February 26, 2026, the City Council directed staff to pursue a targeted developer solicitation process rather than a traditional Request for Proposals. Three highly qualified development teams with demonstrated experience in master-planned communities and former Fort Ord redevelopment projects were invited to participate.

Staff Report
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Following review of written submissions, interviews, follow-up discussions, and reference evaluations, the City's development team unanimously concluded that Shea Homes offers the strongest overall combination of financial capacity, development expertise, understanding of Fort Ord redevelopment challenges, and commitment to a collaborative public-private partnership.

Staff therefore recommends initiating negotiations with Shea Homes regarding an Exclusive Negotiating Agreement that would establish a structured process for evaluating the feasibility of a future development project and negotiating potential business terms.

Background
The City of Del Rey Oaks owns approximately 235 acres of former Fort Ord land that remains available for future development. The property represents the City's most significant opportunity to shape its future growth and economic development.

Successful development of the site has the potential to:
• Expand housing opportunities across a range of product types and affordability levels;
• Create commercial and employment-generating uses;
• Increase the City's tax base and long-term fiscal resilience; • Provide public amenities, open space, and community-serving facilities; and • Advance the economic development objectives established during the Fort Ord base reuse process.

The City has consistently recognized that future development of these properties must balance fiscal sustainability, market realities, environmental stewardship, and community character. The City's objective is to establish a development partnership capable of delivering a high-quality mixed-use community while ensuring that future public service obligations remain financially sustainable.

In evaluating future development opportunities, it is important to consider not only land use planning but also the financial tools and implementation strategies necessary to support development. Successfully attracting compatible revenue-generating uses can reduce future pressure on residents to fund municipal services through mechanisms such as parcel taxes, Community Facilities Districts, or other special assessments. A thoughtful mix of residential, commercial, and community-serving uses can create longterm value for both the City and future residents.

At its meeting of February 26, 2026, the City Council considered options for selecting a development partner and directed staff to pursue a targeted solicitation process involving developers with demonstrated experience in former Fort Ord projects and large-scale master-planned communities.

Rather than issuing a traditional Request for Proposals, the City invited three development teams to participate in a structured evaluation process. On March 25, 2026, letters were issued requesting information regarding:
• Relevant project experience;
• Development approach and vision;
• Financial capacity and capital access;
• Infrastructure delivery strategies;
• Housing and commercial development concepts; and
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• Proposed public-private partnership structures.

Written responses were received and reviewed by the City's development team. During May 2026, City representatives conducted follow-up interviews and discussions with each development team to better understand project concepts, financing approaches, development strategies, and implementation capabilities.

Additional information, references, and clarifications were subsequently requested and reviewed as part of the evaluation process.

Evaluation Criteria
Because all the development teams invited possessed strong qualifications and demonstrated success in comparable projects, the City's evaluation focused on several key areas of strategic importance.

1. Funding Sources and Financial Capacity
Evaluation factors included:
• Access to short- and long-term capital;
• Development underwriting capabilities;
• Land acquisition and disposition strategies;
• Understanding and use of public financing tools;
• Risk assessment methodologies;
• Approaches to infrastructure financing; and
• Understanding of development costs and market constraints.

2. Planning and Community Development Approach
Evaluation factors included:
• Understanding of local housing needs and market conditions; • Proposed residential product types and development program; • Commercial and employment-generating opportunities;
• Integration with surrounding development patterns; and • Overall vision for creating a cohesive community.

3. Public-Private Partnership Approach
Evaluation factors included:
• Willingness to negotiate a fair and flexible development structure; • Understanding of public agency objectives;
• Recognition of municipal service and infrastructure obligations; • Experience with Development Agreements and Disposition and Development Agreements; and
• Ability to adapt to changing market conditions over a multi-year development horizon.

Discussion
Summary of Developer Reviews
All three participating development teams are highly qualified organizations with successful 175
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track records in complex land development projects, including redevelopment within former Fort Ord.

IL Housing Solutions
IL Housing Solutions submitted a thorough and well-prepared response demonstrating a strong understanding of development opportunities and constraints associated with the site.

The firm's close affiliation with Lennar and its control of the adjacent Kranyak parcel provide meaningful strategic advantages, particularly regarding access and project integration.

Particular strengths included:
• Well-developed residential planning concepts;
• Strong understanding of market positioning;
• Strategic control of adjacent property; and
• Comprehensive consideration of financing and implementation issues.

Shea Homes
Shea Homes submitted a comprehensive response that demonstrated a strong understanding of both the physical and financial realities associated with development of the property. The company distinguished itself through its detailed analysis of infrastructure requirements, site preparation considerations, development phasing, and financing strategies.

Particular strengths included:
• Significant financial capacity and access to capital; • Ability to make timely investment decisions without complex corporate approvals; • Detailed understanding of infrastructure and site development challenges; • Experience delivering large-scale master-planned communities; and • Strong commitment to collaborative public-private partnership principles.

Urban Mix
Urban Mix proposed an innovative concept anchored by a destination-oriented surf park and visitor attraction. The proposal introduced a potentially significant economic development component that could generate substantial fiscal benefits if successfully implemented.

However, the submission provided less detail regarding traditional mixed-use residential development and implementation strategies than the other proposals.

Particular strengths included:
• Creative economic development vision;
• Potential for significant visitor-serving revenue generation; • Strong design orientation; and
• An effective “pattern book” approach to community design.

Follow-Up Interviews and Additional Evaluation
Following review of the written submissions, City representatives conducted follow-up meetings with each development team to clarify questions and evaluate each team's readiness to undertake a project of this complexity.
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The City's development team noted the following observations:

IL Housing Solutions
• Ownership control of adjacent land provides a strategic development advantage. • Residential concepts were particularly thoughtful and responsive to market conditions. • Demonstrated strong understanding of regional housing trends.

Shea Homes
• Presented the most detailed and technically informed discussion regarding infrastructure, site preparation, and project delivery. • Demonstrated substantial financial capacity and ability to deploy capital efficiently. • Exhibited a practical understanding of public-private partnership structures. • Demonstrated strong familiarity with the challenges and opportunities associated with former Fort Ord development.

Urban Mix
• The surf park concept presents a potentially valuable economic development opportunity.
• The concept could potentially be integrated into future development scenarios or considered independently.
• Other aspects of the proposal were less developed than competing submissions.

Staff Conclusion
After reviewing written submissions, conducting interviews, evaluating references, and assessing overall project readiness, the City's development team unanimously concluded that Shea Homes offers the strongest overall development partnership opportunity.

While each development team possesses meaningful strengths, Shea Homes demonstrated the most balanced combination of:
• Financial strength and capital access;
• Development experience;
• Understanding of Fort Ord redevelopment conditions;
• Infrastructure and implementation expertise; and
• Commitment to a collaborative and flexible public-private partnership.

For these reasons, staff recommends proceeding with negotiations regarding an Exclusive Negotiating Agreement.

Purpose of an ENA
An Exclusive Negotiating Agreement is a commonly used tool that allows a public agency and a selected development partner to work collaboratively during a defined period to evaluate project feasibility and negotiate potential business terms.

An ENA does not:
• Approve a development project;
• Transfer ownership of property;
• Establish a purchase price;
• Grant development entitlements; or
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• Authorize construction.

Instead, it establishes a structured process for due diligence, planning, financial analysis, environmental review, and negotiation.

At the conclusion of the ENA period, the City Council retains full discretion to approve, modify, or reject any future development proposal or implementing agreements.

Potential Components of an ENA
Topics addressed during ENA negotiations may include:

Negotiation Period and Exclusivity
Establishment of a defined negotiation period during which Shea Homes would have exclusive negotiating rights for the subject property.

Project Vision and Development Program
Preparation and refinement of conceptual land use plans, housing programs, commercial development concepts, open space systems, infrastructure planning, and community amenities.

Due Diligence
Completion of market studies, environmental investigations, infrastructure assessments, financial analyses, and other technical evaluations necessary to determine project feasibility.

Development and Financing Strategy
Evaluation of development phasing, land disposition structures, infrastructure financing mechanisms, public financing tools, and implementation strategies.

Environmental Review and Entitlements
Identification of environmental review requirements, planning approvals, and entitlement processes necessary for project implementation.

Cost Reimbursement
Establishment of procedures requiring reimbursement of City costs related to negotiations, consultant services, legal review, environmental analysis, and other project-related activities.

Future Agreements
Negotiation of business terms that could ultimately form the basis of a future Disposition and Development Agreement, Purchase and Sale Agreement, Development Agreement, or related implementing documents.

Termination Rights
Procedures allowing either party to terminate negotiations if satisfactory progress cannot be achieved.

No Commitment to Development Approval
Confirmation that neither party is obligated to enter into a future agreement and that all future development approvals remain subject to City Council discretion and applicable legal requirements.

Fiscal Impacts
Authorization to negotiate an ENA will not commit the City to any future development project or transfer of property. Staff anticipates that future negotiations will include provisions 178
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requiring reimbursement of City costs associated with consultant support, legal review, environmental analysis, and related due diligence activities.

Any future financial commitments, property disposition terms, infrastructure obligations, or development agreements would be presented to the City Council for separate consideration and approval.

Next Steps
If directed by the City Council, staff will initiate negotiations with Shea Homes regarding an Exclusive Negotiating Agreement and return to the City Council with a proposed ENA for review and consideration at a future public meeting.

Execution of an ENA will provide a structured framework for evaluating development opportunities on the former Fort Ord properties while preserving the City's discretion regarding future land use, environmental review, financial arrangements, and development approvals.

ATTACHMENTS:
• March Developer Interest Letter
• Developer Written Responses
Respectfully Submitted,
_______________________________
John Guertin
City Manager
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1 March 25, 2026
Via Email and Regular Mail
Dear _______________:

The City of Del Rey Oaks (“City”) has identified Urban Mix Development as a shortlisted candidate to serve as Master Developer for a significant portion of City-owned land within the former Fort Ord (APNs 031-191-026, 031-191-027, and 259-011-025). Rather than issuing a traditional Request for Proposals (RFP), the City is pursuing an expedited selection process to engage a qualified development partner.

Process Overview
Your firm is one of four invited to participate based on demonstrated expertise in complex development projects, including experience on former Fort Ord lands or in similar contexts.

This project has several defining characteristics:
• It is intended to be a housing-focused, master-planned community with an emphasis on longterm fiscal and environmental sustainability. • The development could effectively double the City’s population and presents an opportunity to establish new community focal points, commercial uses, and an expanded tax base. • The project includes unique risks which, if properly addressed, can support a financially feasible outcome for all parties, as indicated by independent analysis by the City’s consultant, EPS. • Prior development efforts have not advanced to approval. • Success will require a well-structured public-private partnership with aligned interests.

This process is designed to evaluate overall partnership fit and approach.

Selection Process
The process for selection is as follows:
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2 1. Submit responses to the questions below by April 10, 2026 (maximum 10 pages).

2. The City team will evaluate each response on a scale of 1–3 (with 3 being the highest). Follow-up questions may be issued.

3. The two highest-ranked firms will be invited to interview in early May 2026. A site tour will be available upon request on or before the interview date.

4. Based on interviews, the City team may make a recommendation to the City Council (target: late May).

5. The City Council may accept or reject the recommendation and provide direction on next steps.

Developer Questions
The following questions will provide the basis for our recommendation to the City Council:

1. What makes your team uniquely qualified for this project?

2. Who are the key members of your development team (including partners and affiliates), and what are their roles? Please include brief bios and firm information (additional details may be provided in an appendix).

3. What funding sources would you access to underwrite due diligence and other predevelopment expenses? What is your approval process for accessing these or additional funds as needed?

4. How will you approach site preparation, infrastructure installation, and vertical development (from both strategic and financial perspectives)?
a. What are your anticipated sources of debt and equity? b. What would you envision as your land acquisition strategy (phased take-down vs. upfront purchase)?
c. Are ground leases sought for any components?
d. How will you determine whether to use various public financing instruments (e.g., EIFD, CFD, etc.), and what do you see as potential or likely scenarios in this regard?

5. What residential products are most viable for this site (positioning, types, amounts)?

6. What types, scale, and location of non-residential development do you envision?

7. How should the project integrate with surrounding developments, both within and outside of Del Rey Oaks?
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3 8. How would you go about determining an acceptable return target for this Project? What metrics do you use to measure returns (e.g., IRR, equity multiple, other)?

10. Under what conditions will the Project be financially feasible, cover the costs of infrastructure and services, and generate a positive residual land value? Additional Information
Responses will be evaluated based on clarity, completeness, and overall approach to working with the City to achieve a timely project that provides priority public and private objectives. Brevity is encouraged. Please submit your response as a PDF (maximum 10 pages). The City may request additional information as needed.

The City team intends to present a recommendation to the City Council in late May. If approved, the City will proceed with establishing an ERN to negotiate formal development agreements.

The City team is available to answer questions and to provide project or parcel related materials upon request.

Thank you for your consideration,
John Guertin
City Manager
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected]

1. WHAT MAKES YOUR TEAM UNIQUELY QUALIFIED?
Three things set UrbanMix apart for this project. First, we have direct Fort Ord experience. Keith McCoy directed the entitlements for East Garrison, a 244-acre, 1,400-home master-planned community on the former Fort Ord in Monterey County — the same base reuse context, the same jurisdictional complexity, the same need to build public trust before a shovel goes in the ground. That project is now under construction and Keith remains involved overseeing recent master plan modifications.

Second, we have delivered public-private partnerships on city-owned land through competitive RFP processes. Examples:

Foster Square in Foster City — 400 units, 30,000 SF of retail, on 15 acres of formerly city-owned land — is built and operating.

The Roseland Village Neighborhood Center in Santa Rosa is a public-private partnership with a County of Sonoma Community Development Commission, currently in entitlements. Currently, we are engaged in the early feasibility stages of a large scale mixed use/mixed income waterfront redevelopment project that requires a public-private partnership and community-based planning approach with the Port of Oakland, City of Oakland and the CA State Lands Trust. Both Keith and Scott Ward, Partner in Urban Mix, have also created several market rate housing and senior assisted living projects on the former Hamilton Air Base in Novato, CA.

We understand what cities need from a development partner, and we structure our projects and agreements accordingly.

Third, we are the only firm actively developing a surf park on City-owned land in California. Neptune Beach Surf Club in Alameda is an $80 million project on a long-term ground lease with the City. We have the relationships, the operating partner (Pro Swell), and the hard-won feasibility knowledge to bring a surf venue to Del Rey Oaks in a way that is financially grounded and operationally sound.

2. KEY TEAM MEMBERS, ROLES, AND BIOS
Keith McCoy
Founding Partner,
Development Lead
Keith has more than 30 years of experience developing master planned communities and thousands of homes. He has held senior leadership roles with international development and housing companies and is the former principal of Urban Community Partners, which he founded in 2001 to pursue Smart Growth, mixed-income, mixed-use development. As co-developer and partner, he directed the full entitlement process for East Garrison on the former Fort Ord — a $500 million, 244-acre, 1,400-home master-planned community requiring navigation of FORA, the Army, multiple jurisdictions, and deep community stakeholder engagement. The project is now under construction.

Dear Mr. Guertin:

UrbanMix Development is pleased to submit this response to the City of Del Rey Oaks. We are a San Francisco-based real estate development firm with a proven record on former military bases, public-private partnerships, and mixed-income communities across California. We have read your invitation carefully, and we have a specific and differentiated vision for this land: a housing-focused, master-planned community anchored by a world-class surf park destination. We believe this combination — attainable housing, community amenities, fiscal and environmental sustainability, and a signature recreational draw — is exactly what Del Rey Oaks needs to make this project succeed where prior efforts have not.

The surf park concept is not a novelty. UrbanMix is currently developing the Neptune Beach Surf Club in Alameda, California — an $80 million surf park on City-owned land within Enterprise Park. We know how to make this work. Our partner for this component is Pro Swell, a surf park advisory and operations firm with global experience in surf venue design, development, and management.

We are ready to move quickly, work transparently, and build something Del Rey Oaks can be proud of for generations.

April 3, 2026
Mr. John Guertin, City Manager
City of Del Rey Oaks
650 Canyon Del Rey Blvd
Del Rey Oaks, California 93940
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] Keith also led the competitive RFP process for Foster Square in Foster City, a 15-acre, 400-unit senior-oriented mixed-use community on formerly city-owned land, delivered in partnership with MidPen Housing, Lennar, and Atria Senior Housing. He is currently leading entitlements for Neptune Beach Surf Club in Alameda and Roseland Village in Santa Rosa.

Keith holds a degree in Social Ecology and Urban Planning from UC Irvine. He serves as Chair of the Board of Directors of the Alameda Point Collaborative, a board member of the Council of Infill Builders, and has spoken at the Congress for New Urbanism, the Urban Land Institute, Seaside Institute and the American Planning Association.

Scott Ward
Founding Partner, Architecture,
Finance & Construction
Scott is an architect and real estate development professional with more than 30 years of experience in mixed-use projects, public-private partnerships, and adaptive reuse. Prior to co-founding UrbanMix, he led development at the Presidio of San Francisco and Hamilton Air Force Base in Novato, managing approximately $50 million in new construction and negotiating $200 million in development agreements. He also completed over two million square feet of new and adaptive reuse construction while practicing architecture, including the San Francisco Ferry Building and Pier One San Francisco.

Scott holds an MBA in Real Estate Finance and an MS in Natural Resource Policy from the University of Michigan, and a BA in Architecture from the University of Texas. His green building background directly informs UrbanMix’s commitment to longterm environmental sustainability.

Barry Long
Founding Partner,
Urban Design & Planning
Barry is President and CEO of Urban Design Associates (UDA), an international urban design, planning, and architecture practice. He leads forward planning for UrbanMix and is responsible for shaping opportunities that serve both the community and the company. His approach is rooted in community engagement, design in context, and serving the working class — principles essential to a project that could double Del Rey Oaks’ population. Barry led the extensive and successful East Garrison community planning process and preparation of the East Garrison Specific Plan and Pattern Book.

Barry is a member of the Urban Land Institute and the Congress for the New Urbanism. He holds Bachelor and Master of Architecture degrees from Montana State University.

William Duncanson
Pro Swell, Surf Park Advisory &
Operations Partner
Kui Nakamura
Pro Swell, Surf Park Advisory &
Operations Partner
Pro Swell is formed by the leadership of ProFun — a global amusement attraction consultancy with 44 years of experience and more than 500 clients in 50 countries — and Swell International, a development company specializing in surf lifestyle and experience-driven mixed-use projects. Pro Swell provides full-service surf park expertise: feasibility, business planning, operational design, staffing, and management. They are UrbanMix’s partner on Neptune Beach Surf Club in Alameda. Pro Swell is led by William Duncanson, a world leader in surf park design, programming and strategy, with nearly 25 years of experience in mixed-use urban infill, complex master planning, and hospitality development. Kui Nakamura brings expertise in corporate and project finance, capital raising, and investment strategy, having executed or advised on over $9 billion in principal investments. William and Kui are backed by the operational acumen and track record of ProFun’s senior leadership, including Brad Merriman, President of ProFun with nearly three decades of visitor attraction advisory experience, and Mike Oswald, ProFun’s Chief Operating Officer and former General Manager of both Yas Waterworld and Ferrari World in Abu Dhabi, two of the world’s most celebrated theme and water park destinations.

William Duncanson is also a Principal at BAR architects & Interiors and will be responsible for architectural design. 184
Item B.
149 New Montgomery St, 4th Floor San Francisco, CA | [email protected]

3. FUNDING FOR PREDEVELOPMENT EXPENSES
We fund predevelopment from two sources. First, UrbanMix carries early-stage costs — due diligence, feasibility, initial planning — directly from firm capital. Second, for more capital-intensive phases, we draw on committed equity relationships with institutional and private investors who have partnered with us on prior projects. Decisions to access additional funds require partner-level approval. We anticipate no difficulty funding a thorough predevelopment program.

4. SITE PREPARATION, INFRASTRUCTURE, AND VERTICAL DEVELOPMENT We approach large-scale development in phases, with infrastructure investment timed to each vertical phase rather than front-loaded. This protects project economics and keeps City and developer interests aligned throughout.
a. Debt and Equity Sources
We expect to capitalize this project through institutional equity, private co-investment, and project-level construction debt.

Equity partner selection will be optimized once we have established the final product mix. We have existing relationships with equity sources experienced in base reuse and mixed-income projects. b. Land Acquisition Strategy
We strongly prefer a phased take-down structure. This aligns acquisition costs with project milestones, reduces risk for both parties, and allows the program to respond to evolving market conditions. c. Ground Leases
We are open to ground leases for commercial or recreational components where they improve project economics or serve a public benefit — Neptune Beach is structured exactly this way. We do not anticipate ground leases for for-sale residential. d. Public Financing Tools (EIFD, CFD)
We are experienced with both EIFDs and CFDs. CFDs are well-suited to fund backbone infrastructure with repayment spread across future property owners. EIFDs can capture incremental tax increment to fund broader public improvements, including green infrastructure such as stormwater systems, EV charging, solar, and energy-efficient building systems. We would work closely with the City, EPS, and Willdan to model scenarios and select the optimal structure.

5. RESIDENTIAL PRODUCTS
Based on the City’s goals and the project’s characteristics, we expect the strongest residential program to include a mix of forsale market rate homes (single family detached), for-sale and for rent affordable units, and potentially senior-oriented housing.

Senior housing fits well within a community focused on long-term fiscal sustainability, generating lower service demands while contributing to the tax base. We will commit to a final product mix once we have completed site analysis and community engagement. Getting it right early is more important than moving fast.

6. NON-RESIDENTIAL DEVELOPMENT
The anchor non-residential use we are proposing is a surf park destination, developed in partnership with Pro Swell. The Del Rey Oaks site sits within a 90-minute drive of the South Bay and Silicon Valley and minutes from the rest of the Monterey Peninsula — a combined population catchment of over 3 million residents that supports destination-scale attendance.

Monterey County’s mild, year-round climate is also an operational advantage: unlike surf parks in colder climates that face seasonal closure, this site can generate revenue every month of the year. According to industry data and recent feasibility studies for other surf park developments reviewed by Pro Swell, surf parks in comparable markets draw between 50,000 and 250,000 visitors annually depending on size and programming; a well-positioned attraction here would realistically target this range given regional population density and the absence of any competing surf destination within the catchment area.

Beyond attendance, a surf lagoon creates the same kind of real estate premium that waterfront property commands flowing directly into residential pricing and absorption throughout the project’s phasing period and creating a defining identity no amount of conventional retail or housing can replicate. 185
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] The economic case is concrete and increasingly well-documented. Industry research puts average daily visitor spending between $220 and $380 per participant, with destination-oriented parks that integrate lodging, food and beverage, and event programming reaching the higher end of that range. Revenue streams spanning wave sessions, lessons, memberships, food and beverage, retail, and corporate events also support commercial tenants who may otherwise struggle in a new community without an established customer base. The surf park generates transient occupancy tax, if lodging is integrated, sales tax from on-site spending, and meaningful property tax uplift from increased land values in adjacent residential parcels. According to Crystal Lagoons data, the first public-access lagoon to open in Florida saw home sale prices increase by 21% during pre-construction, while comparable competing developments managed only 1%-5% appreciation — precisely the residential pricing and absorption advantage this project needs during its phasing period.

Perhaps most importantly for Del Rey Oaks, this attraction creates an additional reason for people from outside the community to visit regularly, building the City’s long-term commercial tax base from day one of operations. The clearest recent precedent is Atlantic Park in Virginia Beach — a $350 million public-private partnership where a surf lagoon anchors a mixed-use district of housing, retail, and entertainment. Virginia Beach committed more than $150 million in public infrastructure investment not because it viewed the project as a surf amenity, but because the lagoon functioned as a civic catalyst that activated the surrounding development which is expected to ameliorate the very pronounced seasonality of economic activity in that market. The same logic applies here. Key considerations to be resolved during pre-development include right-sizing the lagoon to the market, embedding it within a multi-revenue mixed-use program, and leveraging Pro Swell’s experience opening and operating attractions on five continents.

The retail and food and beverage program is downstream of the surf park, not independent of it. Industry surveys shows average dwell times of three to four hours across surf park visitors, and that time translates directly into food and beverage covers, retail transactions, equipment rentals, and repeat visits. The commercial program we envision — walkable, neighborhood-serving retail and activated food and beverage at key focal points throughout the site — is designed to capture that spending rather than compete for a separate, unproven customer base. Sustainability is woven throughout: we favor ground-floor uses that reduce vehicle miles traveled, support local enterprise, and activate public space throughout the day.

All non-residential programming will be stress-tested for financial viability before it is committed, in close coordination with the City’s economic advisors.

7. INTEGRATION WITH SURROUNDING DEVELOPMENTS
Integration means three things to us: coordinated infrastructure planning with neighboring Fort Ord jurisdictions to avoid duplication and share costs; a land use program that complements rather than competes with Seaside, Marina, and nearby communities; and a mobility and open space framework connecting residents to regional trails, transit, and employment. Barry Long and UDA bring specific expertise at this regional planning scale. Environmental sustainability is embedded in this work — shared green infrastructure, wildlife corridors, and stormwater management that serve the whole landscape.

8. RETURN TARGETS AND METRICS
We evaluate projects using IRR, equity multiple, and development margin as primary metrics. Return thresholds are established in partnership with our equity investors and calibrated to project risk. We will not commit to a specific threshold until we have completed due diligence and selected equity partners optimized for the final product mix. What we can say is that we do not pursue projects where the numbers do not work for all parties.

9. DDA AND ERN
Yes. We support the use of a Disposition and Development Agreement negotiated during an Exclusive Right to Negotiate period. This structure provides the City with accountability and milestone-based protection while giving the developer the exclusivity needed to complete due diligence and structure financing. We have negotiated DDAs on multiple prior publicprivate partnerships and are fully comfortable with this approach. 186
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected]

10. FINANCIAL FEASIBILITY CONDITIONS
Financial feasibility will depend on four things working in concert: a product mix aligned with current market demand; a phased infrastructure investment strategy that matches capital deployment to revenue milestones; effective use of public financing tools — EIFD and CFD — to offset backbone infrastructure costs; and a phased land acquisition structure that limits upfront capital exposure.

The surf park component strengthens feasibility in ways that pure residential does not. It generates early operating revenue before residential absorption is complete, activates commercial uses from the outset, and provides the City with a diversified and recurring revenue stream — sales tax, admissions, food and beverage, and property tax uplift on adjacent parcels — that reduces dependence on residential property tax alone. It also attracts a broader pool of equity investors who seek mixed-use, experience-driven assets, improving the project’s capital structure. And it gives the development a distinctive identity that supports residential pricing and absorption throughout the project’s phasing period.

Long-term fiscal and environmental sustainability — the City’s stated priority — is achieved through smart phasing, green infrastructure investment, and a commercial program that builds a durable tax base. We look forward to stress-testing these conditions with EPS, Willdan, and the City team.

PROPOSED CONSULTANT TEAM
Whitson Engineers, Civil Engineering
whitsonengineers.com
Whitson Engineers is a full-service civil engineering and land surveying firm with deep experience in public works, subdivisions, multi-family residential, stormwater management, and parks and recreation projects. Their local expertise and broad project portfolio make them well-suited to the infrastructure demands of a master-planned community of this scale.

ENGEO, Geotechnical & Environmental
engeo.com
ENGEO is a geotechnical engineering, geology, environmental science, and hydrology firm with more than 50 years of experience and operations in the US, New Zealand, and Australia. They bring the subsurface and environmental expertise required for responsible development on former military land, including site characterization, remediation oversight, and foundation engineering.

BAR Architects & Interiors, Architecture
bararch.com
BAR is an award-winning, full-service architectural and interior design firm with studios in San Francisco and Los Angeles.

Founded in 1966, BAR specializes in mixed-use, multifamily residential, and hospitality design including surf park design, and has received more than 190 design awards including the AIA California Firm of the Year. BAR is a signatory to the 2030 Commitment for net-zero buildings and a certified Green Business, making them a strong partner for the City’s sustainability objectives. BAR is currently working with the Pebble Beach Company on a variety of projects in the Monterey area.

Urban Design Associates (UDA), Planning urbandesignassociates.com Founded in 1964, UDA is an international urban design and planning firm headquartered in Pittsburgh, Pennsylvania, and led by UrbanMix Founding Partner Barry Long as Managing Principal. UDA specializes in master plans, pattern books, and architecture for mixed-income communities, and has delivered principal-led projects across the United States and internationally. Their listening-based planning process and community-engagement methodology are directly suited to a project that must earn broad public support to succeed.

Willdan Financial Services, Financial & Economic
willdan.com
Willdan Financial Services is a public finance and economic consulting firm founded in 1964 and headquartered in Anaheim, California. Willdan has served more than 1,200 public agencies across nearly 40 states. Their services directly address this project’s needs: EIFD and CFD formation, tax increment finance district analysis, development impact fee programs, fiscal impact analysis, real estate economic analysis, and long-term financial planning. Willdan brings the institutional knowledge to help the City and UrbanMix structure public financing tools that work. 187
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected]

OUR QUESTIONS
Before our first interview with the City team, UrbanMix would welcome answers to the following questions. They will allow us to sharpen our understanding of the site, align our program with the City’s priorities, and make the most of the time we have together.

Housing Program
What is the City’s target range for total housing units, and does the City have a preferred mix by tenure, affordability level, or household type? Are there specific community needs — workforce housing, senior housing, for-sale affordability — that the City considers essential rather than aspirational?
Evaluation Criteria
How will the City evaluate and rank proposals? Is this primarily an economic transaction — focused on land value, ground lease revenue, and fiscal return to the City — or do environmental outcomes, social equity, and community design carry equal or greater weight in your scoring? Understanding this clearly will help us structure a proposal that reflects the City’s actual definition of success.

Existing Infrastructure
What infrastructure currently exists on the site, and what has the City budgeted or bonded for in terms of backbone improvements? Are there existing utility connections, roadway stubs, or remediation work already underway that a developer can build from? What is the City’s expectation for the developer’s infrastructure cost burden relative to any public contribution? Existing Commitments and Constraints
Are there existing community commitments, deed restrictions, prior development agreements, FORA successor obligations, or environmental covenants that will constrain the program or timeline? Are there any parcels within the APNs that carry specific use restrictions or that are subject to claims by other parties? Interim Uses
What is the City’s position on interim uses of the site during the entitlement and phasing period? Is there an appetite for temporary activation — community gardens, pop-up markets, event uses — that could generate early community goodwill and modest revenue while long-term entitlements are pursued? Regional and FORA Obligations
What obligations to neighboring Fort Ord jurisdictions, the FORA successor framework, or regional planning bodies will apply to this project? Are there shared infrastructure agreements, regional housing allocation requirements, or inter-jurisdictional coordination processes that we should understand before structuring our approach? Vision For Success
What does success look like for Del Rey Oaks at five years, ten years, and at full buildout? We ask this because the answer shapes everything — phasing strategy, product mix, public amenity sequencing, and the structure of the public-private partnership itself. We want to build toward the City’s vision, not just satisfy the minimum requirements of an RFP. 188
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] NEPTUNE BEACH SURF CLUB | ALAMEDA, CA | URBANMIX DEVELOPMENT An $80 million surf park on City-owned land, currently in feasibility and entitlements. Neptune Beach demonstrates UrbanMix’s ability to develop complex recreational amenities on public land through long-term ground leases.

SHELL POINT BEACH & SURF CLUB | PANAMA CITY BEACH, FL | PRO SWELL A world-class surf wave pool and beach resort destination serving Panama City Beach, Florida. Shell Point features a 3-acre wave pool, food and beverage with a rooftop bar, a fully serviced lounge beach with swim lagoons and cabanas, a VIP members club, surf retail, and a surf academy for all skill levels. Pro Swell is leading design and business planning, fundraising, pre-opening implementation, and ongoing operational management for this community-anchored surf destination.

Relevant Project Experience Examples
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] EAST GARRISON MASTER PLAN & TOWN CENTER | FORMER FORT ORD, MONTEREY COUNTY | URBANMIX DEVELOPMENT A $500M+ mixed-use, mixed-income master-planned community on the former Fort Ord Army Base — the same base reuse context as Del Rey Oaks. UrbanMix guided this project from original entitlements to construction, spanning more than two decades of public-private partnership. 190
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] FOSTER SQUARE | FOSTER CITY, CA | URBANMIX DEVELOPMENT
A 15-acre, 400-unit senior-oriented mixed-use community on formerly City-owned land, delivered through a competitive RFP process. Completed in partnership with MidPen Housing, Lennar, and Atria Senior Housing. BAR Architecst & Interiors was the master planner and architect for Foster Square, and architect of record for the majority of building phases.

YAS WATERWORLD | ABU DHABI, UAE | PRO SWELL / PROFUN
A landmark 37-acre waterpark on Abu Dhabi’s Yas Island featuring 43 rides and attractions, including the largest sheet wave surf ride in the world. Named Best Waterpark in the World at the 2018 World Travel Awards. Pro Swell partner Mike Oswald served as General Manager from opening through 2014, leading the park to record attendance and revenue. ProFun’s team developed the original business case, provided operational input into design, built all department operating plans and budgets, and managed the full pre-opening program.
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149 New Montgomery St, 4th Floor San Francisco, CA | [email protected] UrbanMix Development has done this work before — on Fort Ord, on city-owned land, in public-private partnerships on other former military bases that required patience, creativity, and trust. We bring the Fort Ord experience, the surf park track record, and the community planning and design leadership to make Del Rey Oaks a landmark project. We are grateful for the City’s confidence in inviting us to participate and welcome the opportunity to discuss our vision in person.

Respectfully submitted,
Keith McCoy
Founding Partner, UrbanMix Development
[email protected] | urbanmixdevelopment.com
ROSELAND VILLAGE NEIGHBORHOOD CENTER | SANTA ROSA, CA | URBANMIX DEVELOPMENT A public-private partnership with MidPen Housing and the Sonoma County Community Development Commission. Roseland delivers affordable and market-rate housing, a civic library, a mercado food hall, and a public plaza — all designed around pedestrian streets, transit access, and community health. 192
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DEL REY OAKS F

DEVELOPMENT
APRIL 10, 2026

SHEA HOMES

RESPONSE TO DEVELOPER

INTEREST LETTER
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1 1. What makes your team uniquely qualified for this
project?
Shea Homes has a proven successful record of performance in military base-reuse work throughout Northern California and specifically in Monterey County. Our work includes the successful redevelopment of previous military installations at Hamilton Field (United States Air Force, Novato, CA), the Benicia Arsenal (United States Army, Benicia, CA) and at Fort Ord (the award-winning communities of The Dunes on Monterey Bay in Marina and The Enclave at Bayonet and Blackhorse Golf Courses in Seaside). These projects highlight Shea Homes' expertise in transforming complex military redevelopment projects into comprehensive communities that drive economic development, increase tax base and revenue, and offer diverse retail, office, hospitality, and a variety of housing options for differing income levels. Shea Homes has extensive experience navigating the complex environmental conditions that accompany military base reuse, including unexploded ordnance, munitions cleanup, and related remediation requirements typical of this type of development.

Shea Homes is deeply engaged in the Monterey Peninsula business community; we have maintained a local office in Marina for more than 20 years, and today a team of 27 Monterey‑based employees is dedicated to our work on the Peninsula. We have long-standing relationships with qualified local contractors and consultants like Whitson Engineers and Denise Duffy & Associates, and we are members of several regional organizations including the Monterey Peninsula Chamber of Commerce, Monterey County Business Council, Monterey County Hospitality Association, and Monterey Bay Economic Partnership. These relationships help us stay closely aligned with local economic priorities, employers, and community leaders.

Shea Homes is a family-owned and led company that prides itself in providing outstanding quality in every aspect of the communities we develop. We are well positioned financially and part of the larger J.F. Shea Family of Companies which, having been in business since 1881, is well known for its history in building large infrastructure projects like the Hoover Dam, The Golden Gate Bridge, and the BART Tunnels in San Francisco Bay. Today our company has a depth of experience and focus that includes development of communities and projects that include residential homes, condominiums, apartments, stand-alone and mixed-use retail, office, industrial, and infrastructure including heavy construction.

In 2022, Shea Homes of Northern California was named “Builder of the Year” by the Building Industry Association of the Bay Area (BIABA) and consistently attains some of the highest rankings in customer 194
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2 satisfaction among Bay Area homebuilders. In 2023, the Northern California Division’s Enclave community in Seaside was named “Detached Community of the Year” on a nation-wide basis at the International Builders Show. In 2024, The Dunes master-planned community received both “Detached Community of the Year” and “Attached Community of the Year” by the BIABA. Additionally, Shea has received several special recognition safety awards from Cal/OSHA and a “Silver Catalyst Designee” from the California Department of Housing and Community Development (HCD) for the sustainable design of The Dunes master-planned community in Marina, CA. These honors validate over a century of commitment to craftsmanship and customer service by J.F. Shea Family of Companies.

Shea Homes is thrilled to offer the City of Del Rey Oaks a highly experienced team that has a proven record of fully financing and executing compelling, tax revenue generating commercial centers on former Fort Ord land. We appreciate the opportunity to replicate that success and advance the City's long-term goals, while embracing the area's natural beauty.

2. Who are the key members of your development team,
and what are their roles?

LAYNE MARCEAU
President
Shea Homes

DONALD HOFER
Vice President, Community &
Land Development
Shea Homes

MATT HENRY
Vice President, Land Acquisition
Shea Homes
Layne Marceau, Division President
Layne Marceau is President of the Northern California Division of Shea Homes. He joined the company in 1995 as Vice President of Finance for the Southern California Division. Layne took a lead role in corporate mergers and acquisitions, successfully leading the acquisition of both the Mission Viejo Company in 1997 and UDC Homes in 1998. In 1998, he became Corporate Vice President of Operations and in February 195
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3 2000 he was named President of the Northern California Division. Additionally, Layne has been a member of the California Building Industry Association since 1995 and served as Chairman of the Association in 2006. Layne was inducted into the California Homebuilding Foundation Hall of Fame in 2009.

Don Hofer, Vice President, Community & Land Development Since joining Shea Homes in 1998, Don has been responsible for overseeing the post-acquisition management and entitlement of over 10,000 residential lots and homes, as well as mixed-use and master plan communities in Northern California. His experience includes complex entitlement and CEQA issues, special interest negotiations, litigation settlement, military base reuse, prevailing wage projects, anchor and in-line tenant lease negotiations, as well as all aspects of government and political relations. Don serves on the board of the Building Industry Association of the Bay Area, as well as the board and Governmental Affairs Committee for the California State Building Industry Association.

Don has led the Monterey Peninsula development efforts for Shea Homes for many years and has been the key force behind successful aspects of the business including The Dunes Promenade Mixed Use project with Trader Joe’s, the Brass Tap, Lalla Grill, and El Charrito, as well as the new Kaiser Permanente medical campus, the relocation of Mercedes-Benz of Monterey, and development of hotels within The Dunes. Don is also a homeowner at The Dunes.

Matt Henry, Vice President, Land Acquisition
Matt Henry is Vice President of Land Acquisition for the Northern California Division of Shea Homes. He joined the company in 2003 to secure new land opportunities in the region as well as to market and sell land and lots for the Northern California Division. In addition to leading the land acquisition efforts, Matt evaluates and provides land and asset strategies at both the local divisional level as well as providing support efforts at a corporate level. He also provides development management oversight related efforts of large-scale master-plan developments such as Mountain House. With over 40 years of diverse background in the civil engineering and homebuilding industry, Matt brings significant real estate experience.

Doug Yount, Governmental Relations
Shea Homes is also pleased to be working with Doug Yount, who has served as Shea Homes Monterey Peninsula lead for governmental and political affairs as well as strategic planning for many years. Doug 196
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4 brings deep experience in the Monterey Peninsula government and political relations as well as municipal financing, planning, and entitlements. His experience includes holding positions as the former City Manager for the City of Marina and the former Board Chair for Habitat for Humanity Monterey Bay. His knowledge of local market conditions and stakeholder priorities will help us tailor a feasible plan that reflects Del Rey Oaks’ goals.

3. What funding sources would you access to underwrite
due diligence and predevelopment expenses?
Shea Homes is a privately held business with a solid capital structure. Shea Homes typically funds due diligence and predevelopments costs utilizing funds generated from operations held as cash on the balance sheet, thus providing Shea Homes with the ultimate flexibility in structuring acquisitions or investments. Shea Homes has the financial capacity and funds immediately available to meet the capital requirements of the proposed development project. Shea Homes can also provide the required bonding, insurance, and subdivision improvement agreements for this development. No project level financing is necessary for Shea Homes to execute this project, and Shea Homes is willing and able to fund all required costs.

For the year ending December 31, 2025, Shea Homes had total assets of approximately $3.82 billion, primarily comprised of real estate and approximately $512 million in cash and cash equivalents. The Company’s Quarterly and Full Year Results are available online.

4. How will you approach site preparation, infrastructure installation, and vertical development?
Entitlement Risks & Strategy: The Del Rey Oaks Housing Element identifies 100 acres within the 232-acre Site 1 parcel, cleared for residential use by the Department of Toxic Substances Control (DTSC) and the Army and free of restrictive covenants for development of 200 units on 10 acres at 20 dwelling units per acre. The adjacent Site 1a parcel adds 72 units on 3.6 acres at the same density, together fulfilling the 272- unit RHNA allocation. While we recognize that this density forms the basis of the current regulatory 197
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5 framework for future projects, given that the Housing Element Environmental Impact Report (EIR) relied on it for its analysis, we also will be looking to balance development planning with economic cost realities associated with prevailing wage requirements for the site and a desire to deliver a blend of land use and housing types at varying densities.

The Fort Ord area supports special-status species such as California spineflower and the California tiger salamander (CTS); the City’s Housing Element EIR already acknowledges the need for additional approvals and mitigation before residential use is authorized in some parts of the site, as the Fort Ord Reuse Authority (FORA) did not complete a Habitat Conservation Plan (HCP) prior to its dissolution. We will work to complete necessary biological assessments, including, if necessary, spineflower and California tiger salamander mitigation programs, updated studies for potential impacts related to airport, traffic, noise, wildfire, and hazardous-materials analysis, and coordination efforts with special interest groups such as the California Native Plant Society.

Additionally, Shea Homes will organize a structured community outreach program and proactively coordinate with key stakeholders. Our goal will be to build trust, surface issues before they become obstacles, and ensure the ultimate project reflects the priorities of Del Rey Oaks and its partners. We anticipate working with the City to determine the best overall entitlement approach for the project, but understand that this may include a package of discretionary approvals including the following; • Exclusive Negotiating Agreement (ENA)
• Disposition and Development Agreement (DDA)
• Development Agreement (DA)
• General Plan and Zoning amendments or overlays
• Tentative Map
• Infrastructure Financing / Funding Agreements
• Conditional Use Permits
• Other Approvals – Include Airport Land Use Compatibility Plan (ALUCP) consistency or otherwise as needed for Planning Commission and City Council hearings and appeal periods.

With all that said, we understand that the core entitlement challenge on this site is not simply securing local land‑use approvals but threading the needle among water allocation, Covenants to Restrict Use of Property (CRUP) and hazardous‑materials constraints, strict airport safety and noise standards, and building upon the current Housing Element and its associated California Environmental Quality Act (CEQA) 198
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6 documents. Shea Homes will therefore treat entitlement as a multi‑agency strategy: working with the City to structure an Exclusive Right to Negotiate and Disposition and Development Agreement, coordinating early with Marina Coast Water District (MCWD), Department of Toxic Substances Control (DTSC), the United States Army, Environmental Protection Agency (EPA), Seaside Fire Department, and the Airport Land Use Commission, and preparing a legally defensible project‑level CEQA document.

Infrastructure and Vertical Construction: Shea Homes’ approach is informed by its work on former Fort Ord lands, including The Dunes in Marina and The Enclave at Bayonet and Blackhorse Golf Courses in Seaside. We will explore optimizing the phased takedowns of land or milestone-based conveyances to appropriately align public and private interests. Infrastructure delivery will be coordinated closely with the City and regional agencies and will account for prevailing wage requirements, phased utility demand, water and sewer capacity, and long-term maintenance considerations. Additionally, we will explore different opportunities to satisfy the affordability requirements on this site, such as an affordable apartment community like Terracina at The Dunes in Marina, developed through a partnership between Shea Homes and USA Properties.

Shea Homes will look to design a phased infrastructure plan that includes primary access, collector streets, water, sewer, recycled water if available, power, communications, and regional drainage needed to support the preferred land plan. We will coordinate closely with the relevant water and sewer providers to confirm capacities and required off‑site upsizing, then explore with the City and the City’s consultants a combination of public financing tools such as a Community Facilities District (CFD) / Enhanced Infrastructure Financing District (EIFD) or similar mechanisms for major infrastructure systems. We understand that the utility service connections may have to come from General Jim Moore Blvd and we will explore the feasibility of an easement or other access options on the Kranyak parcel for this extension.

We will look to phase vertical development in areas with the cleanest path to approvals, outside the most restrictive airport‑related safety zones, consistent with zoning, and in response to current market preferences so homes and employment uses can deliver while more complex edge conditions are still in entitlement. We will explore more noise‑tolerant commercial, employment, and civic uses positioned closer to airport‑affected edges and along mapped arterial corridors, reserving quieter interior or shielded parcels for residential uses.
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7 5. What residential products are most viable for this site? The most viable residential program will be one that complements and connects with the Del Rey Oaks community and surrounding area but also recognizes the realities of construction costs resulting from FORA prevailing wage requirements. Shea Homes anticipates working with the City to adjust the current 20 unit per acre standard so the plan can deliver a more balanced residential program at densities that economically support necessary infrastructure and non-residential uses. Rather than a single uniform density, the community would feature a spectrum of housing types ranging from attached townhomes, duets, and apartments that are affordable by design, to thoughtfully scaled detached homes. This approach creates a richer mix of options for different households and will serve to complement the character of Del Rey Oaks.

In all cases, Shea Homes will work collaboratively with the City to shape a mixed‑use neighborhood that feels like a natural extension of Del Rey Oaks, integrates with surrounding open space, and advances the City’s long‑term housing and fiscal goals.

6. What types, scale, and location of non-residential
development do you envision?
Shea Homes envisions non-residential uses that are scaled to Del Rey Oaks and focused on supporting the new neighborhood, the existing community, and the City’s fiscal goals. At full buildout this could include a neighborhood serving commercial core such as small shops, food and beverage, and services paired with civic or community facilities that anchor the project’s identity and create an all-day place, a similar concept to The Dunes Promenade we built in Marina. This may also include areas of the project that leverage existing opportunities related to General Jim Moore and Hwy 218 connectivity and the adjacent airport, Ryan Ranch development patterns, and City of Monterey properties. Ideally, the non-residential component would be designated with a flexible multiple use zoning designation set in a commercial zoning district, allowing a range of compatible uses so the project can respond over time to market demand and interest. The exact size and mix of non-residential space in Del Rey Oaks would be calibrated through market analysis and close collaboration with the City, ensuring that uses are compatible with airport constraints, traffic capacity, and neighborhood character while still generating meaningful sales tax and long-term fiscal benefits.
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8 7. How should the project integrate with surrounding
developments?
The project should feel like a natural extension of Del Rey Oaks, blending with existing neighborhoods rather than reading as a separate enclave. Connectivity will be a core design principle. The street network, bike routes, and sidewalks will be laid out to create connections to existing neighborhoods or community destinations, and trails and greenways would be aligned to link into regional paths and nearby open space to give current residents better access while providing new residents direct routes into the existing Del Rey Oaks community.

Non‑residential and civic uses will be located along shared edges and primary corridors, so they serve both existing and future residents, and act as common gathering places. Through this combination of compatible scale, connected circulation, and shared public spaces, the project is intended to strengthen the identity of Del Rey Oaks as a cohesive community.

8. How would you determine an acceptable return target for the project?
Return targets would be established based on risk-adjusted feasibility accounting for entitlement complexity, infrastructure and remediation obligations, phasing duration, public financing participation, and anticipated market absorption. This is an ongoing, iterative process that evolves hand-in-hand with community planning and entitlement. Shea Homes will continually update project economics to ensure that the plan remains both financially viable and responsive to the City’s goals.

9. Do you see the use of a Disposition and Development
Agreement during an ERN period?
Shea Homes supports the use of a Disposition and Development Agreement negotiated during an Exclusive Right to Negotiate period. This structure provides clarity around risk allocation, performance milestones, phasing obligations, and accountability.
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9 10. Under what conditions will the project be financially feasible?
Financial feasibility will depend on certainty around allowable land uses and density, predictable entitlement timelines, infrastructure cost allocation, availability of utilities and water, and access to appropriate public financing tools. Shea Homes’ experience in Fort Ord demonstrates that with a wellstructured partnership and disciplined phasing, projects of this nature can be delivered successfully.

Conclusion
Shea Homes appreciates the opportunity to engage with the City of Del Rey Oaks on this exciting redevelopment opportunity. The team brings direct Fort Ord experience, proven master developer capability, and financial strength to partner with the City on a complex long-term project that delivers housing, fiscal stability, and community benefit. We sincerely appreciate the opportunity to present our capabilities to you and eagerly look forward to furthering discussions about this project. 202
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10 Appendix
Hamilton Airfield – Novato, CA (Air Force Base Reuse)

The Hamilton project consisted of redeveloping a portion of the Hamilton Field Military Base in Novato, in Marin County. Shea Homes, as managing partner in a joint venture with Centex Homes, was selected by the City of Novato to redevelop the Rafael Village and Capehart portions of the redevelopment plan. The master plan consisted of approximately 300 acres and 1,092 residential units subdivided into several neighborhoods of varying densities and affordability; 60% of the housing units were restricted to belowmarket rates, which Shea constructed, resulting in two highly successful affordable communities - Creekside and Bay Vista. The project, as designed, incorporated several key community goals and innovations: a land plan that retained existing natural grades of the project site, preservation of 7 acres of restored riparian habitat, and a recycling plan that retained 80% of the former military housing materials. 203
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April 10, 2026
City Manager Guertin
City of Del Rey Oaks
650 Canyon Del Rey Boulevard.

Del Rey Oaks, CA 93940
RE: IL Housing Solutions - Master developer qualifications City-owned property, former Fort Ord Army Base
Dear City Manager Guertin:

On behalf of IL Housing Solutions - a joint venture between Integral Communities and Lennar Homes - we are pleased to submit our responses to the City’s questions for the selection of a master developer for the City-owned land within the former Fort Ord Army base.

We appreciate the opportunity to participate in this process and recognize the significance of this project for the City of Del Rey Oaks and the larger Monterey peninsula. As outlined in your letter, this effort represents a unique opportunity to deliver a housing-focused, master-planned community that supports long-term fiscal and environmental sustainability while significantly expanding the City’s housing supply and economic base.

We also understand the complexity of the project. It will require careful coordination of environmental and regulatory considerations, a thoughtful and sustained community outreach process, and a development approach that responds to evolving market conditions while delivering critical infrastructure, a variety of housing, and communityserving uses. Just as importantly, success will depend on a strong public-private partnership with aligned expectations and a shared commitment to implementation.

IL Housing Solutions brings a team that has successfully advanced projects – including former federal facilities redevelopment - from remediation through entitlement and into construction and we understand what is needed to get this project done.

We bring a capital structure that provides certainty of execution. Lennar - the largest homebuilder in California and the United States - provides direct access to committed equity, enabling timely decision-making without reliance on third-party financing. 204
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We are focused on delivering a plan that meets the City’s housing and economic goals, generates long-term revenue, has strong community support, and creates a cohesive, wellintegrated community that reflects the character and needs of the Del Rey Oaks community.

We look forward to the opportunity to continue working with the City and appreciate your consideration. Should you have any questions or require further information please do not hesitate to contact me at: (925) 766-5900 or [email protected].

Sincerely,
Vince Fletcher
Vice President of Land Acquisition
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RESPONSES TO QUESTIONS

1. What makes your team uniquely qualified for this project? IL Housing Solutions – a partnership between Integral Communities and Lennar Homes – offers several advantages to the City of Del Rey Oaks – we bring a proven team, unmatched access to capital that enables speed and certainty of execution, successful community engagement experience on other base closure projects, and proven experience transforming complex environmental and base reuse sites. We are also in contract with the two Kranyak parcels located to the west and east of the City property. This offers several advantages: 1) we have firsthand insight into the issues involved in this area, including CTS mitigation and coordination with state and federal fish and wildlife agencies and 2) we are able to develop these parcels with community serving, tax-generating retail and housing which allows an integrated approach to land use that extend well beyond the project boundaries. The bullets below summarize our qualifications:
• The team members proposed have worked together for the past 15 years and have successfully delivered similar large-scale projects
• Direct experience managing brownfields and unexploded ordinances (UXO) sites from investigation and cleanup through entitlement and delivery to market including the FMC property in the City of Newark where our team removed munitions and phosphorous in soil. • Capital structure that provides certainty of execution and the ability to move quickly without reliance on third-party financing
• Experience designing and executing meaningful community outreach programs for former federal base closure sites in California
• Strong working relationships with state and federal regulatory agencies developed through decades of work on similarly complex sites
• Track record of working with public agencies to align fiscal, environmental, and community goals • Control of the 23-acre parcel at the corner of General Jim Moore Boulevard and South Boundary Road, allowing us to deliver tax-generating non-residential uses. We have incorporated FORA requirements, including prevailing wage, 20 percent affordability and setbacks along the Bureau of Land Management (BLM) land, into our underwriting.

2. Who are the key members of your development team (including partners and affiliates), and what are their roles? Please include brief bios and firm information in appendices.

The following team has been assembled to meet the unique challenges of the site – particularly environmental conditions, infrastructure delivery, transportation management, and community outreach. Brief bios and firm information are provided in Appendix A.

Lead Developer: IL Housing Solutions (Integral and Lennar Homes) – Master developer, entitlements, financing, delivery
IL Housing Solutions is a joint venture between Integral Communities and Lennar Corporation, formed specifically to deliver large-scale, master-planned residential communities. IL Housing Solutions will serve as the Master Planner and Design Team Lead.
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The partnership combines Integral’s expertise in land entitlement, complex site development, and investigating and cleaning up polluted, brownfield properties with Lennar’s capabilities as one of the largest homebuilders in the United States. Together, the team provides a fully integrated approach from early planning through home delivery, with direct access to capital that enables the project to move quickly, respond to market conditions, and avoid delays associated with traditional financing structures.

Supporting Team Members: IL Housing Solutions is supported by a coordinated team of partners that bring a combination of large company expertise and specialized capabilities from planning through implementation.

Carlson Barbee & Gibson, Inc. (CBG) – Civil Engineering Consultant CBG provides consulting services from concept through construction for land development companies and public municipalities.

Environmental Resources Management (ERM) – Environmental Remediation Engineering Consultant ERM has over 20 years of experience in working with local reuse authorities and master plan developers on the environmental issues associated with cleanup, privatization, and redevelopment of closed military bases.

HELIX Environmental Planning Inc. – Environmental Compliance Helix supports public and private clients with environmental compliance (CEQA/NEPA), regulatory permitting, biological and cultural resource studies, and habitat restoration.

Fehr & Peers – Transportation Planning
For over 40 years, Fehr & Pers, a nationally renowned transportation planning and engineering services firm, has designed safer, more effective ways for people and goods to move - creating spaces where everyone can thrive, today and for generations to come
ENGEO – Geotechnical
ENGEO is an award California corporation, with over 250 geotechnical and civil engineers, geologists, environmental scientists, water resources experts, and supporting staff.

Craig Communications Inc. – Community Outreach and Engagement Craig Communications designs and implements outreach programs that inform master planning, reflect community input, and support the development of strong, connected communities.

Magical Bridge Foundation – Designer and Builder of All Abilities Park Magical Bridge Foundation designs and creates the world’s most inclusive, all-abilities playgrounds and programs—where communities come together.

3. What funding sources would you access to underwrite due diligence and other predevelopment expenses? What is your approval process for accessing these or additional funds as needed? Predevelopment and due diligence costs will be funded through equity at the IL Housing Solutions joint venture level. IL Housing Solutions is a joint venture between Integral Communities and Lennar Corporation, with Lennar – the largest homebuilder in California and one of the largest homebuilders in 207
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the United States - serving as the majority equity investor.

Lennar has consistent access to capital through public bond issuances. In Q4 2025, the company reported $490 million in net earnings and $9.4 billion in revenue, with $3.4 billion in homebuilding cash and no outstanding balance on its $3.1 billion revolving credit facility.

This structure provides immediate and reliable access to substantial committed equity, without reliance on third-party financing or multiple layers of external approvals.

Capital is contributed through capital calls to fund entitlement, environmental work, design, and other upfront expenses. As Managing Partner, IL Housing Solutions has the authority to approve and deploy these funds without requiring separate approvals from Lennar. This allows for rapid decision-making and the ability to move quickly as conditions evolve.

4. How will you approach site preparation, infrastructure installation, and vertical development from both strategic and financial perspectives?
Our approach is grounded in early alignment between infrastructure, land use, and long-term community outcomes - ensuring that early decisions support efficient delivery and the creation of a cohesive and enduring place. The Fort Ord Reuse Area, a conceptual layout for the 53-acre Kranyak property, and a land title survey are provided in Appendix C.

We plan to begin infrastructure improvements at General Jim Moore Boulevard, including relocating the South Boundary Road intersection further north to improve sight distance on both streets and overall safety. A roundabout will be installed to help calm traffic along General Jim Moore Boulevard.

Installation of both wet and dry utilities will support early development of the 23-acre Kranyak property, which we view as a key location for long-term, tax-generating uses that support the City’s ongoing revenue needs.

Site Preparation - We begin with comprehensive due diligence and site readiness, including confirmation of existing conditions, utility investigations, and geotechnical validation. Given the complexity of former military lands, this phase will also include early and ongoing coordination with regulatory agencies to address environmental conditions, including brownfield and UXO sites, where applicable.

Grading and earthwork will be sequenced to balance cut and fill, minimize import/export, and establish stable building pads early. Environmental requirements—such as stormwater management, dust control, and biological constraints—will be fully integrated into the work plan to avoid delays. Where feasible, early grading permits will be pursued to accelerate the overall schedule.

Infrastructure Installation - Infrastructure will be delivered in phases aligned with development sequencing and market absorption. We will prioritize early coordination with utility providers (e.g., Pacific Gas and Electric Company, water, sewer, and telecommunications providers) to confirm capacity and avoid late-stage conflicts.

Backbone Infrastructure - Roads, storm drainage, water, sewer, as well as dry utilities, etc. will be timed to support vertical construction as early as possible without overextending upfront capital. This phased approach allows for strategic and advance scheduling while maintaining momentum. The logical sequence of construction begins at General Jim Moore Boulevard and proceeds east along South Boundary Road toward the Ryan Ranch entrance.
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Permitting - Our team emphasizes detailed cost estimating, value engineering, and proactive resolution of agency comments to maintain progress through plan check and permitting.

Vertical Development - Vertical construction will be initiated in coordination with infrastructure delivery, allowing for overlapping phases where appropriate. We work closely with architects, engineers, builders and staff to ensure alignment between site conditions and building design.

Procurement planning, constructability reviews, and integrated scheduling are used to minimize downtime between phases and maintain consistent progress. Quality control, safety, and inspection coordination are prioritized to ensure compliance and timely occupancy.

Integrated Delivery Strategy - Across all phases, we utilize a collaborative delivery model that aligns the developer, design team, contractors, and public agencies. Key elements include:
• Early contractor involvement and constructability input • Overlapping (fast-tracked) design and construction phases • Continuous cost and schedule tracking
• Proactive risk management and contingency planning
• Clear, ongoing communication with stakeholders and permitting agencies 4A. What are your anticipated sources of debt and equity? The project will be capitalized entirely through equity at the IL Housing Solutions joint venture level, with no debt financing contemplated. This all-equity structure provides tangible benefits to the City that are not typically available on projects of this scale:
• Greater certainty of execution, without reliance on debt markets or third-party financing • Faster decision-making and ability to move quickly through entitlement and development • Flexibility to phase infrastructure and vertical development in response to market conditions • Reduced risk of delays associated with financing contingencies or capital market fluctuations 4B. What would you envision as your land acquisition strategy (phased take-down vs. upfront purchase)?
IL Housing Solutions anticipates three phased takedowns of the City’s 215 acres, with approximately 72 acres per phase. This phasing supports coordinated grading and installation of in-tract utilities, along with sequenced widening and improvement of South Boundary Road. This approach provides several benefits to the City:
• Reduces overall project risk and likelihood of delays • Supports steady, continuous development rather than large upfront buildout • Aligns infrastructure investment with actual demand
• Provides a more predictable and sustained increase in the City’s tax base 4C. Are ground leases sought for any components?
No, IL Housing Solutions does not anticipate the use of ground leases. 209
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4D. How will you determine whether to use various public financing instruments (e.g., EIFD, CFD, etc.), and what do you see as potential or likely scenarios in this regard? IL Housing Solutions is focused on maintaining attainable monthly payments for homebuyers and, as such, does not contemplate public finance tools such as CFDs or EIFDs. We have successfully delivered projects without reliance on these financing mechanisms, instead utilizing a capital structure that supports timely execution and cost control. This approach provides several benefits:
• Maintains housing affordability by avoiding additional taxes/assessments on future residents • Simplifies the project structure and reduces administrative complexity • Allows for a streamlined and predictable development process

5. What residential products are most viable for this site (positioning, types, amounts)? IL Housing Solutions has extensive experience master planning, entitling, and delivering large-scale residential communities and understands what is required to bring complex projects from early planning through approvals and ultimately to market. Relevant project experience is provided in Appendix B.

At the outset and for the duration of the project, we will engage in a robust community outreach program with the goal of gathering input to inform the overall development. Outreach activities will include the development of a Community Engagement Plan that will scope outreach activities and timing. A variety of outreach activities will be included to make participation easy for stakeholders. We anticipate this will include identification of stakeholders (both local and the larger region), surveys, briefings, attendance at existing meetings, open houses, planning charettes, site tours, facilitated community meetings, social media postings, press releases and media alerts, and a dedicated project website. Information gathered will be available on the project website and outreach conducted will be tracked and provided in annual outreach reports to the City.

Aligned with the City’s vision and expressed housing needs, the project will deliver a range of housing types, including workforce housing, affordable multifamily units, and single-family homes. Given the scale of the development and its potential to significantly increase the City’s population, the final plan will be informed by community input and grounded in market realities.

The project is anticipated to include approximately 800 to 1,400 homes, of which 20 percent will be affordable units. The final unit count, mix and location will be decided through a robust community outreach process and ongoing market analysis to ensure the project meets the City’s needs, reflects community priorities, and remains deliverable over time.

The residential program will include:
• 20 percent affordable housing, delivered as multifamily units • Workforce-oriented housing, including townhomes designed to serve military personnel, teachers, first responders, and other local workers
• A mix of single-family homes, town homes, and multifamily units • Single-level and accessible housing options to support an aging population 210
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As with most large master-planned communities built over multiple years, we will adjust housing types over time to respond to both market conditions and the City’s goals. Aligning product with demand is critical to long-term success.

This mix is intended to serve a broad range of households and life stages while supporting the City’s goals around housing diversity, attainability, and long-term community stability.

In addition to product mix, the architectural character of the community will be thoughtfully designed to reflect the context of Del Rey Oaks and the surrounding Monterey Peninsula. Homes will draw from a range of styles consistent with the area, including:
• Mediterranean influences, with red tile roofs and coastal detailing • English cottage styles inspired by nearby Carmel
• Seaside cottage forms reflective of Monterey and Seaside • Traditional California ranch homes

6. What types, scale and location of non-residential development do you envision? We understand that the City desires retail and hospitality uses that will contribute to tax revenue while creating a vibrant community destination. IL Housing Solutions has an exclusive contract to purchase the 23-acre Kranyak site at the western edge of the City-owned property and fronts on General Jim Moore Blvd. This site is the best location to provide a vibrant retail and commercial village that would anchor the broader development and serve as a catalyst for economic activity, helping to establish the project as a destination for residents and the broader region. It will also provide a strong, ongoing source of sales and transient occupancy tax (TOT) revenue for the City.

The retail program is anticipated to include:
• A neighborhood-serving anchor tenant (e.g., grocer such as Trader Joe’s/Aldi or Whole Foods) to drive consistent sales tax generation
• A hotel to support visitors and generate TOT revenue
• A mix of local and regional retail and dining uses that further expand the City’s tax base • A walkable, village-style environment similar in concept to the Campus Town Seaside project, but designed at a higher level of quality and without transient lodging uses such as hostels IL Housing Solutions is prepared to structure retail in a way that prioritizes long-term activation and fiscal performance, including flexibility on lease terms or land costs for key anchor tenants to ensure the right mix of uses is achieved. This could include subsidizing land cost to attract a desirable anchor tenant.

Local Vendor Development Program - We will implement a local vendor program to create opportunities for small and emerging businesses, including:
• Workshops and technical assistance for local entrepreneurs • Partnerships with the Monterey County Workforce Development Board, local chambers of commerce and business organizations
• Support navigating leasing, financing, and business planning • Structured pathways for local businesses to occupy retail spaces 211
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This approach ensures the retail environment reflects the local community while also strengthening the City’s economic base.

In addition to commercial uses, the project will deliver a range of community-serving amenities on Cityowned land, including:
• A childcare facility to support working families
• Pedestrian and bicycle trail networks connecting throughout the site and to surrounding areas • Playing fields and parks for community use
• A Magical Bridge Playground all-abilities playground, designed to be a regional destination and inclusive space for children and families of all abilities Together, these elements create a complete, walkable community that integrates housing, retail, and community amenities while enhancing quality of life and providing long-term fiscal benefits to the City.

7. How should the project integrate with surrounding developments, both within and outside of Del Rey Oaks?
The project will be planned as a natural extension of Del Rey Oaks and the surrounding Fort Ord area, with a focus on physical connections, compatibility with adjacent uses, and respect for the Peninsula’s landscape and character and includes the following:
• Strong physical connectivity through coordinated roadway, pedestrian, and bicycle networks • Alignment with the broader Fort Ord reuse framework and regional planning objectives • Coordination with adjacent land uses and jurisdictions to ensure compatibility and continuity • Preservation of key view corridors and natural features • Use of open space buffers – this includes the setback requirement from the former BLM lands as shown in the Kranyak 53-acre site plan (Appendix C).
• Complementary architectural styles that reflect the character of Del Rey Oaks and surrounding coastal communities
• Creation of shared community assets, including parks, open space, and neighborhood-serving amenities
• Integration of trail systems and recreational areas that connect into the broader regional network

8. How do you go about determining an acceptable return target for this project? What metrics do you use to measure returns (e.g., IRR, equity multiple, other)? Return targets are structured to support a long-term partnership - balancing financial performance with durable community and economic outcomes. A typical profit per quarter is a 8 to 10 percent net profit and a 17 to 20 percent gross profit margin.
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9. Do you see the use of a Disposition and Development Agreement (DDA) negotiated during an identified Exclusive Right to Negotiate (ERN) period? What concerns or other options would you express, if any?
IL Housing Solutions has successfully utilized the ERN/DDA framework on a variety of large-scale, technically complex master-planned community projects. This structure allows for early alignment on key terms while providing the flexibility needed to advance complex projects through entitlement and design.

Through the ERN/DDA process, we will work closely with the City to:
• Establish clear business terms and development expectations prior to full entitlement • Define and validate infrastructure requirements and associated costs • Ensure project feasibility, including consideration of construction costs such as prevailing wage • Maintain cost discipline to keep the project aligned with market conditions and deliverability • Provide flexibility as project details evolve through planning, community input, and regulatory review
This approach creates a transparent and collaborative framework that reduces risk, clarifies responsibilities, and supports a financially viable and deliverable project.

10. Under what conditions will the project be financially feasible, cover the costs of infrastructure and services, and generate a positive residual land value?
Project feasibility is driven by early alignment on key factors - including environmental and regulatory certainty, infrastructure, land use, and revenue generation - ensuring the project generates sufficient long-term revenue to support City services and operations.

Project feasibility for a development of this scale is driven by early alignment across several key factors which include:
• Phased development approach to manage capital exposure and align with market absorption • Infrastructure costs aligned with a capital structure that supports timely delivery, with public financing tools evaluated if appropriate but not currently contemplated • Inclusion of revenue-generating uses (retail, hospitality) to expand the City’s tax base • Strong public-private partnership with aligned terms, expectations, and understanding of project requirement.
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APPENDIX A – FIRM INFORMATION AND KEY STAFF BIOS
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The team presented below has worked together on multiple projects of similar scale and complexity over the last 20 years. This established working relationship allows for efficient coordination, clear communication, and the ability to move projects forward in a cohesive and disciplined way.

C. Evan Knapp, Principal
IL Housing Solutions
Evan Knapp is a Principal at Integral Communities and a seasoned housing industry professional with more than 30 years of experience in all aspects of entitlement, development, construction, and operations. Since joining Integral, he has played a key role in the acquisition, entitlement, and disposition of major residential and mixed-use communities across both Northern and Southern California. Mr. Knapp has been responsible for the acquisition of more than 6,000 residential units, as well as commercial and retail development sites with a total value exceeding $1 billion.

Prior to Integral Communities, Mr. Knapp served as Southern California Regional President for D.R.

Horton, where he oversaw more than $1.6 billion in assets across four operating divisions and helped maintain the company’s leading market share in the region. His broader career includes senior leadership roles with The Anden Group, Western Pacific Housing, and Schuler Homes, reflecting deep experience across the full development lifecycle.

Vince Fletcher, Vice President of Land Acquisition
IL Housing Solutions
Vince Fletcher offers 35+ years of experience leading master planning and negotiation of transaction agreements for complex mixed use public and private real estate development projects. He started his career with Chop Keenan in the early 1980s purchasing land and obtaining governmental entitlements.

We worked as Director of Land Acquisition for KB Homes starting in1987 until the mid 1990s. He worked for DR Horton for 20 years after that responsible for purchasing land and handling entitlements.

He has worked for IL Housing for the past nine years working out of Lennar Homes building in Bishop Ranch, San Ramon.

Justin DeKnoblough, P.E.

Carlson Barbee & Gibson, Inc.

Mr. DeKnoblough brings over 18 years of technical engineering and project management experience on projects throughout Northern California. Over the course of his career, he has completed more than 100 projects across the Bay Area, ranging from small infill developments to large-scale master planned communities. His experience spans the full lifecycle of development, including feasibility analysis, entitlement, design, permitting, and construction support, providing clients with a comprehensive and solutions-oriented approach.

He has provided services to a wide range of prominent private and public clients, including Lennar, Integral Communities, Trumark Homes, Tri Pointe Homes, Signature Homes, D.R. Horton, Waymark Development, The Sobrato Organization, USA Properties Fund, Thomas James Homes, Brookfield Properties, PulteGroup, Richmond American Homes, Century Communities, the City of Brentwood, the City of Livermore, and the Town of Danville. Through these relationships, Mr. DeKnoblough has developed a strong reputation for delivering high-quality work, maintaining schedules, and navigating the complexities of local agency requirements.

Mr. DeKnoblough has played a key role in the planning and implementation of several notable master planned communities, including Trilogy at The Vineyards in Brentwood, the Bayview Specific Plan Area 215
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in Pittsburg, Areas 3 and 4 of the Dublin Ranch Specific Plan, and the Northeast Fairfield Specific Plan Area. His work on these large-scale efforts has required close coordination with municipalities, regulatory agencies, and multi-disciplinary consultant teams to address infrastructure planning, grading and drainage design, utility coordination, and phased development strategies.

In addition to his technical expertise, Mr. DeKnoblough is recognized for his leadership in managing multi-disciplinary teams and fostering collaboration among stakeholders. He has extensive experience coordinating with City staff, reviewing agencies and utility providers to proactively resolve challenges and keep projects moving forward. His ability to balance technical detail with big-picture project goals has been instrumental in achieving successful outcomes for both private developers and public sector clients.

Lesley Owning, Principal Planner
Helix Environmental
Ms. Owning is a Principal Planner with 14 years of experience leading the management of complex, multi-disciplinary CEQA and NEPA projects throughout Northern and Central California, ensuring comprehensive oversight from planning through project construction. Ms. Owning oversees the preparation of CEQA and NEPA documentation and supporting technical analyses for a variety of project types including residential, commercial, and mixed-use land development; transportation; water/wastewater infrastructure; renewable energy; education; habitat restoration; and parks and recreation facilities. Ms. Owning stays abreast of recent CEQA case law and changes to the State CEQA Guidelines and requirements through her role as the Association of Environmental Professionals (AEP) Superior Chapter Board President.

Tracy Craig, Principal
Craig Communications
Tracy Craig is a recognized leader in public participation and stakeholder engagement for large-scale, master-planned developments, particularly those involving complex environmental and regulatory conditions. She is known for helping advance challenging projects by aligning agencies, stakeholders, and communities through clear, strategic engagement.

Tracy has designed and implemented outreach programs for more than 100 projects across California, including major redevelopment and master planning efforts such as Alameda Point Naval Air Station, Treasure Island, and Mare Island. Her work has supported projects from early planning through entitlement and implementation, often in high-profile settings with significant public interest and multiagency oversight.

Her clients include Lennar, KB Homes, Shea Homes, Thompson Dorfman Partners, Brookfield Properties, Integral Communities, Quarterra, Equity Community Builders, and Emerald Fund. She has managed and facilitated hundreds of public meetings and has extensive experience working with local governments, regulatory agencies, and community stakeholders to move projects forward.

Prior to founding her firm in 2000, Tracy played an instrumental role in developing and expanding the California EPA Department of Toxic Substances Control’s public participation program, which continues to serve as a model for effective community engagement in environmental projects. She holds a BA from San Diego State University in Journalism and Psychology. 216
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Uri Eliahu, President
ENGEO
Uri Eliahu is a seasoned geotechnical consultant and president of his firm, bringing decades of experience in subsurface investigation, foundation design, and risk management for complex development projects. His work spans a wide range of site conditions, including environmentally constrained and formerly industrial properties, where geotechnical considerations must be closely integrated with environmental remediation and land use planning.

Mr. Eliahu specializes in evaluating soil and groundwater conditions to support safe, cost-effective design solutions for large-scale, master-planned communities, infrastructure, and redevelopment projects. He has extensive experience working alongside environmental engineers, planners, and regulatory agencies to address challenging site conditions such as settlement, liquefaction, slope stability, and groundwater management.

Known for his practical, solutions-oriented approach, Mr. Eliahu provides clear guidance to project teams and stakeholders, helping to reduce uncertainty, manage risk, and keep projects moving forward through entitlement and construction. His collaborative style and technical expertise make him a trusted advisor on projects requiring careful coordination between engineering, environmental, and regulatory requirements.

Ron Ramos, Senior Associate
Fehr & Peers
Ron Ramos is a senior associate who has accumulated extensive experience with traffic signal timings development and multimodal traffic operations, including performance measure evaluation, needs assessment planning, and identification of adequate transportation infrastructure improvements. He is the leader of Fehr & Peers’ Multimodal Operations Discipline Group and is considered an expert in a variety of traffic operations analysis software, such as Vissim, Viswalk, Visum, Vistro, Synchro, SimTraffic, and FREQ analysis methodologies. Ron regularly provides in-house training courses on standard traffic engineering software, traffic engineering principles, MUTCD signal timings, and the Caltrans process. Ron regularly applies his comprehensive expertise to develop multimodal transportation system improvements for all users to create more livable communities. 217
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IL Housing Solutions
IL Housing Solutions is a joint venture between Integral Communities and Lennar Corporation formed to deliver large-scale, master-planned residential communities. The partnership combines Integral Communities’ expertise in land entitlement, complex site development, and advancing environmentally constrained and brownfield properties with Lennar’s capabilities as one of the largest homebuilders in the United States. Together, the team provides a fully integrated approach from early planning through home delivery, supported by direct access to capital and a strong track record of execution. IL Housing Solutions is supported by a coordinated team of partners bringing the technical, environmental, legal, and community engagement expertise required to advance complex projects from planning through implementation.

Carlson Barbee & Gibson, Inc.

Since 1989, CBG has provided civil engineering, surveying, and land planning services throughout Northern California for both private and public sector clients. CBG brings deep familiarity with regional conditions, market dynamics, and agency requirements, along with extensive experience designing and delivering complex land development projects. Their team is known for thoughtful, efficient design and a strong attention to detail, consistently delivering practical solutions that support project feasibility and implementation.

Environmental Resources Management
ERM is a global environmental and sustainability consulting firm with deep experience supporting complex site redevelopment. ERM provides expertise in environmental remediation, including investigation, risk assessment, and implementation, as well as addressing UXO-related constraints common to former military properties.

The firm also supports water resource planning, helping evaluate water availability and manage longterm water supply and quality considerations to ensure project feasibility.

HELIX Environmental Planning
Helix is an employee-owned environmental consulting firm providing planning, regulatory, and technical services for complex projects throughout California.

The firm supports public and private clients with environmental compliance (CEQA/NEPA), regulatory permitting, biological and cultural resource studies, and habitat restoration. HELIX brings experience working on large, sensitive, and often controversial projects, helping clients navigate environmental requirements, coordinate with agencies, and advance projects from planning through construction.

ENGEO
ENGEO is an award-winning firm of geotechnical engineers, geologists, environmental scientists, hydrologists, construction quality assurance representatives, and laboratory testing specialists. We have a broad range of project experience with development, both urban infill and large master-planned communities; transportation including airports, roadways and bridges; public facilities; environmental assessments and remediation; and geologic evaluations including fault location studies, landslide mitigation and repair.
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Fehr & Peers
For over 40 years, Fehr & Peers has focused exclusively on transportation planning and engineering. As experts in multimodal planning and design, the company does not just follow trends - they influence how transportation evolves. Their agile approach has earned national recognition for setting new industry standards, best practices, and benchmarks for leveraging emerging technologies.

Craig Communications Inc.

Craig Communications is a certified, woman-owned public affairs firm with a 25-year history providing community engagement for large, complex environmental and land use projects. The firm designs and implements outreach programs that inform master planning, reflect community input, and support the development of strong, connected communities. Craig Communications has supported a variety of master-planned developments, including projects on former federal facilities, and brings experience working with environmental constraints, multi-agency oversight, and high levels of community interest.

Rutan & Tucker, LLP
Rutan & Tucker is a full-service California law firm advising public agencies and developers on land use, entitlement, environmental, and regulatory matters. With a presence in Northern California, including San Francisco, the firm assists clients in navigating complex approval processes, development agreements, and public policy considerations. Rutan takes a practical, solutions-oriented approach, helping projects move efficiently from entitlement through implementation while managing legal and regulatory risk.

Magical Bridge Foundation
Magical Bridge Foundation creates innovative and internationally recognized playgrounds, parks, and programs for more inclusive communities. Their multigenerational spaces are thoughtfully designed to ensure guests of all ages and all abilities experience the many benefits of play, community connections, and belonging. IL Housing Solutions is the only developer with an established partnership with the Magical Bridge Foundation, bringing unique experience delivering inclusive, all-abilities playgrounds within all our developments.
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APPENDIX B – RELEVANT PROJECTS
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Environmental
Remediation
Infrastructure
Development
Mixed Use
Development
Affordable
Housing Placemaking
Emerging
Technology +
Sustainability
Community
Engagement
Workforce +
Vendor
Programs
Hunters Point Naval
Shipyard &
Candlestick Point
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
El Toro Marine Corps
Air Station / Great
Park Neighborhoods
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Treasure Island /
Yerba Buena Island
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Tracy Hills ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Mowry Village ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Transit-Oriented
Development /
Bayside Specific Plan
Area
✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
Bay Walk Specific
Plan Area ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
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IL Housing Solutions is a joint venture between Integral Communities and Lennar, formed to deliver large-scale, master-planned communities on complex sites. The partnership combines Integral’s expertise in land entitlement, environmental and regulatory navigation, and advancing constrained and brownfield properties with Lennar’s national homebuilding platform and vertical delivery capabilities.

Together, the team is structured to move projects efficiently from early planning through construction, aligning land use, infrastructure, phasing, and market timing with the City’s long-term goals.

Lennar is one of the largest homebuilders in the United States and consistently ranks among the top builders in California, with a long track record of delivering large-scale, master-planned communities.

The company is particularly recognized for its ability to advance projects on highly constrained sites - especially former military bases and brownfields - where environmental remediation, regulatory coordination, and community engagement are critical to success. Through both its direct work and affiliated entities such as FivePoint and Quarterra, Lennar has led some of California’s most high-profile master plan efforts.

Key strengths include:
• Proven delivery of large-scale master-planned communities, including thousands of homes and mixed-use development
• Extensive experience on environmentally impacted and remediated sites • Ability to navigate complex, multi-agency regulatory environments • Long-term, phased implementation strategies, often spanning 10–20+ years • Strong emphasis on community outreach, public participation, and stakeholder alignment • Integration of community benefits, including parks, infrastructure, affordable housing, and workforce opportunities
Representative California base reuse projects include:
• Hunters Point Naval Shipyard & Candlestick Point (San Francisco) Large-scale redevelopment of a former Navy shipyard (Superfund site), including significant environmental remediation, housing, parks, and waterfront access. • Treasure Island / Yerba Buena Island (San Francisco)
Conversion of a former naval base into a mixed-use community with housing, open space, and transit infrastructure.
• El Toro Marine Corps Air Station / Great Park Neighborhoods (Irvine) Transformation of a former air base into a major regional park and surrounding residential communities, delivered through long-term phased development with significant public amenities.
• Tracy Hills (Tracy)
Large-scale master-planned community in the San Joaquin Valley delivering a range of singlefamily housing options within a coordinated, phased development framework. The project includes multiple neighborhoods, on-site amenities such as parks, trails, a residents’ club, and community-serving infrastructure including schools and public safety facilities. Located with 222
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regional access to the Bay Area, Tracy Hills reflects Lennar’s ability to deliver housing at scale while integrating infrastructure, open space, and community amenities. The development also incorporates modern home designs, including multigenerational housing options, and is being implemented through a multi-phase approach aligned with market demand and long-term growth.

Across these projects, Lennar’s work is characterized by its ability to take on complex, contaminated sites and deliver high-quality, community-oriented development that aligns regulatory requirements with local priorities.

Integral Communities is a California-based real estate development firm focused on delivering largescale residential and mixed-use communities, often on environmentally complex or constrained sites.

The firm has extensive experience advancing projects through entitlement, navigating regulatory frameworks, and positioning sites for successful long-term development. Integral brings a practical, hands-on approach that integrates land use planning, infrastructure, and market considerations from early stages through implementation.

Representative projects include:
• Mowry Village (Newark)
Redevelopment of a former auto wrecking yard into a residential community including 196 single-family homes, 31 affordable units, and a Magical Bridge Playground. The project required site remediation, rezoning and vesting tentative map approvals, infrastructure planning, CEQA coordination, and a multi-year community outreach process to advance entitlements. • Newark Transit-Oriented Development / Bayside Specific Plan Area (Newark) Approximately 200-acre planning area supporting up to 2,500 residential units (multi-family and single-family) adjacent to regional transit. The project includes contaminated soil remediation, entitlement and engineering design, stormwater quality and underground detention systems, a transit station site, relocation of the EBPA Twin Sewer Force Main, development of approximately 7,500 linear feet of Bay Trail, and a 15-acre wetland and open space preserve.

The effort required coordination across multiple agencies and integration of infrastructure, environmental, and land use planning.
• Bay Walk Specific Plan Area (Pittsburg)
Redevelopment of the former Pittsburg power plant site into a mixed-use waterfront community, including approximately 800 residential units, waterfront commercial uses, employment/industrial space, and parks, trails, and open space. The project includes preparation of a Specific Plan and Tentative Map, environmental remediation, along with community outreach and development of a local hire program. 223
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APPENDIX C – SUPPORTING FIGURES
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Mayor Donaldson Report
Below is a summary of the board meeting I attended:

Transportation Agency for Monterey County
(TAMC)
May 27, 2026
TAMC Board Receives Update on State Route 68 Adaptive Signal Pilot Project The Transportation Agency for Monterey County (TAMC) Board of Directors received an update on the State Route 68 Adaptive Signal Pilot Project. The presentation follows the Board’s previous authorization of $1.2 million for Caltrans to conduct a five-year adaptive signal pilot project on State Route 68.

The State Route 68 corridor includes nine signalized intersections that experience significant congestion during peak commute periods. With funding from the Transportation Agency, Caltrans procured a system from Miovision designed to improve traffic flow using real-time traffic data and technology incorporating artificial intelligence (AI). Unlike traditional signal timing, this adaptive system continuously adjusts to changing traffic conditions, allowing it to optimize traffic flow and respond to seasonal traffic fluctuations, special events, and incidents. The system is being evaluated as a five-year pilot program intended to provide real-world performance data while the Agency evaluates whether the benefits of roundabouts justify their cost relative to the adaptive signal system.

The Miovision adaptive traffic signal system was procured by Caltrans last year, and adaptive operations were implemented on May 5, 2026. A preliminary analysis was done on the adaptive operations to reflect typical conditions when local schools are in session.

Early results show improved travel times in the prime direction of traffic flow during peak commute times.

During the morning commute, the adaptive system reduced travel times in the primary direction of travel (westbound from Salinas towards the Monterey Peninsula) by over 4 minutes. The average westbound speed during the morning commute increased from 19.5 mph to 21.6 mph due to adaptive signal operations. During the afternoon commute, the adaptive system reduced travel times in the primary direction of travel (eastbound from the Monterey Peninsula towards Salinas) by a little under 1 minute. The average travel speed 230
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eastbound during the afternoon commute increased from 30.3 mph to 31.1 mph after adaptive signal operations were implemented.

Preliminary results indicate that the Miovision adaptive signal system will improve traffic flow along the corridor. The next appropriate time to evaluate signal operations is in the fall when school is back in session and typical driving patterns are prevalent.

This adaptive signal pilot project is important because it establishes a real-world benchmark for evaluating the proposed Phase I Scenic Route 68 Corridor Improvement Project, which includes constructing roundabouts at San Benancio Road, Corral de Tierra, and Laureles Grade.

Measure X Senior & Disabled Transportation Cycle 4 Award Recommendations Approved
The Transportation Agency received ten applications for the Measure X Senior and Disabled Transportation Program Cycle 4 Program, covering fiscal years 2026/27, 2027/28, and 2028/29. Applicants requested a combined total of $5,758,119—exceeding the $1.86 million available for Cycle 4 by $3,898,119. This made Cycle 4 the most competitive funding round to date.

After an extensive discussion following the Board presentation about the funding and selection process, the Board approved the recommendation by the Measure X Citizens Oversight Committee to adopt a resolution to award the Cycle 4 Measure X Senior & Disabled Transportation Program of Projects for Fiscal Years 2026/27 through 2028/29 as follows:
• $1,116,300 to Independent Transportation Network (ITN) Monterey County • $526,328 to Alliance on Aging
• $50,244 to City of Greenfield
• $67,128 to Veterans Transition Center
• $100,000 to Blind & Visually Impaired Center
A summary of proposals and rankings are available at:
https://www.tamcmonterey.org/files/82d08db5d/Measure+X+Senior+%26+Disabled+- +Cycle+4+Funds+Requested+Summary.pdf
North Monterey County Regional Transportation Vulnerability Assessment Project The TAMC Board of Directors received a presentation on the North Monterey County Regional Transportation Vulnerability Assessment (RTVA) Project, which evaluates how climate-related hazards are affecting and will continue to affect the transportation system in North Monterey County.
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Findings indicate that precipitation-based hazards, particularly riverine and rainfall-runoff flooding along the Pajaro and Salinas Rivers, are the dominant drivers of transportation vulnerability under existing conditions. Chronic flooding occurs regularly during winter storm events, disrupting mobility, increasing travel times, and limiting access to essential services for residents.

While flooding remains the primary concern today, rising sea levels and coastal processes are expected to intensify impacts after 2050, leading to more frequent coastal and hightide flooding and compounding inland flood risks. In addition, rising groundwater levels associated with sea level rise will reduce soil infiltration capacity, increasing the speed and extent of surface flooding while accelerating deterioration of roadway infrastructure. Inland and higher-elevation areas, which currently experience fewer impacts, are projected to face increasing risks later in the century from hazards such as landslides, wildfires, and post-fire debris flows as precipitation variability and extreme weather intensify.

Exposure and vulnerability analyses show that transportation assets located in low-lying coastal and riverine areas are particularly at risk, with local roads representing the largest share of exposed infrastructure. Critical corridors (including State Routes 1, 156, and 183, and key local roads such as Castroville Boulevard, Elkhorn Road, and Moss Landing Road) are vulnerable to multiple hazards, which can result in road closures, detours, and systemwide disruptions. These impacts affect not only vehicular travel but also transit service reliability, emergency response, and the movement of goods, particularly for the region’s agricultural economy.

The assessment highlights important social and equity considerations. Vulnerability is not evenly distributed across the region, with disadvantaged and rural communities, many of which rely on limited transportation options, experiencing disproportionate impacts from flooding and roadway disruptions. Community engagement confirmed that recurring flooding leads to missed work, limited access to schools and services, and, in some cases, temporary isolation. Traffic demand and the need to maintain reliable transportation access for disadvantaged populations were consistently identified as top priorities in evaluating risk and developing adaptation strategies.

Overall, the RTVA provides a data-driven foundation for prioritizing transportation investments and adaptation projects. By combining hazard exposure, infrastructure vulnerability, and community priorities, the assessment identifies the most at-risk roadway segments and establishes a framework for targeting improvements that enhance system resilience. The findings support a proactive approach to integrating climate considerations into transportation planning, emphasizing near-term action to address existing flooding issues while also preparing for long-term climate impacts through multi-jurisdictionally coordinated, multi-benefit adaptation strategies.
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An Update from the Mayor… June 2026
I’m excited to share with you the latest
information on the most important topics and
activities happening in our city.

Overall, we are in solid financial shape which
allows the city to provide the same high level of
services our residents currently enjoy. We are
exploring development opportunities on our Fort
Ord property and actively seeking additional
sources of revenue. Construction and
maintenance activities continue to move forward
and we’ve been recognized for our conscientious care of the environment.

Great things are happening throughout the city with exciting prospects on the horizon!
FORTAG
The main focus for the next few months is the undercrossing site near the Public Works yard. Work will also continue on other segments of the trail. You can expect to see activity near the Safeway parking lot soon and crews will be working to connect the road between Carlton Dr. and Highway 218. Based on the current assessment, they expect Carlton Dr. to open sometime before the 4 th of July holiday.

The focus as this project moves
forward:
- Making sure the city receives a
quality product that is built to
standard with Del Rey Oaks’ best
interests in mind so residents
can fully enjoy it without the city
incurring unnecessary
maintenance costs.
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- Minimize disruption. As with most projects, delays are unfortunately a normal part of construction. While delays have occurred due to issues beyond the city’s control, we remain diligent and are constantly coordinating with the Lead Agency (TAMC), the Project Manager (MNS) and the Contractor (Graniterock) to identify issues early and keep progress on track. - Smooth opening of Carlton Drive. Our police will provide a presence and emphasize the need to pay special attention to speed and traffic flow as people adjust to the road reopening.

Please check the city website for the latest information and sign up for alerts and updates at: tamcmonterey.org/fort-ord-regional-trail-greenway-canyon-del-rey Development
We all notice construction activity in cities like Seaside, Marina and Sand City, and I’m often asked… Why can’t we have something like that in Del Rey Oaks? Unlike other cities on the peninsula who have developed their Ft. Ord properties, our land comes with unique challenges and issues. Since our property has never been developed before, it has environmental and infrastructure challenges, and unexploded ordnance issues that the other cities don’t have.

This has resulted in
developers having a difficult
time making any project
financially viable for our
property. The city entered into
an Exclusive Right to Negotiate
(ERN) two years ago with a well-established developer (City Ventures) but the company ultimately decided against pursuing a potential project.

Recently, the city council provided direction to the City Manager to reach out to developers who have specific knowledge and skills to deal with the issues and challenges, and have “boots on the ground” experience with Ft. Ord properties. Our economic development team is in the process of assessing 234
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the developers and making a recommendation to potentially enter into an ERN. This item will be coming soon to the city council. As before, the developer would have to determine financial viability before we could potentially move forward with any development plan.

Old Garden Center
The FORTAG contractor
(Graniterock) has been
using this area to stage
some of their equipment,
and construction activity
on the trail makes it very
challenging to begin a
project for long-term use. In order to maintain ownership of this property, any long-term plan will require a public/private partnership between the city and a potential business because we simply don’t have the money to make the necessary upgrades to the property. The building itself is in such poor condition that it will most likely need to be taken down.

The city continues to consider short-term uses of the property to generate additional revenue until the site is ready for permanent use. Once we have potential candidates to consider for temporary use, I plan to bring those ideas to the council for discussion and public input.

Rosita Road
The city received a Federal Highway
Administration grant last year to repair the
shoulder on a portion of the road that has been
slipping for many years into the creek below.

The grant specified that only native soils could
be used for the repair, which is mostly sand in
Del Rey Oaks. Our engineer plan reflected that
requirement and the road was repaired.
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During this past rainy season, the water flowing through the creek below caused erosion and the shoulder began to slip. It has been stabilized and we are waiting until the end of the rainy season to determine the best plan for permanently stabilizing the hillside.

City Finances
Unlike many jurisdictions, Del Rey Oaks continues to have a balanced budget with no need to increase taxes. Most importantly, residents can expect the current level of services provided by the city to continue. This was accomplished by maintaining our current revenue levels and finding ways to cut back as expenditures continue to rise.

Our long-term ability to maintain a
balanced budget will become more and
more challenging because our revenue
sources are limited and our costs and
expenditures will continue to rise. That’s
why our Ft. Ord property is so important. It
has been identified as the site to meet our
state mandated housing requirements and
it will provide much needed economic development to set the city up for success for generations to come.

The solid financial standing of our city has allowed us to potentially move forward on projects that have been deferred for years due to lack of funding.

The Rosita Road repair will be the priority and the cost of this project will determine if we’re able to proceed with other projects on our list.

We will always try to find grant funding and will focus on the careful use of your money to ensure our little city can provide the services and quality of life that makes our city so special.
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Fire Season
Fire season is upon us and the city, along
with our neighboring jurisdictions, have
addressed the fire threat throughout our
area. The city completed an extensive
fire fuel mitigation in the City Park and
Work Memorial Park. It was necessary to
address a fire threat that had been
neglected for decades.

We also established an annual routine with the Monterey Peninsula Regional Parks District to address fire fuel concerns along the boundary between houses on Carlton Drive and the Frog Pond. This coordinated effort focuses on clearing dead trees, brush and weeds.

Residents on Rosita Road and The Oaks condominiums face similar fire threats along the shared fence line with the Airport. This area has been neglected for years. Taking a similar approach as with the Parks District, we coordinated with the Monterey Regional Airport to hire crews to clear the area of fire risk. The crews completed phase 1 of the project along the fence line and have begun clearing in the Work Memorial Park area as part of phase 2.

The weeds and brush are relentless but we remain determined to keep it under control.

Environment
In addition to becoming a Tree City, Del Rey Oaks
is now a Bee City!
Working with our Public Works Director, Ron
Fucci, we integrated pollinator friendly
maintenance practices within our City Park and
open spaces that will help maintain a healthy
environment, and implemented pest
management procedures focused on pollinator
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conservation. We also worked with local businesses to sponsor a pollinator seed giveaway at the Annual Fall Picnic and Earth Day Celebration. Pollinator plants and thousands of seeds were given away to residents and information was provided by the National Wildlife Federation.

These efforts also support my decision to take the Mayors’ Monarch Pledge and my ongoing commitment to implementing programs and processes to help sustain the monarch butterfly and other pollinators. I encourage all residents to identify opportunities to create pollinator friendly habitats at your residence.

Spread the Word
• Please share this update with anyone you
think might be interested
• Keep an eye out for notifications and check
the city kiosks for important messages
about upcoming meetings and events
• To sign up for city notifications, go to the
City Website and click “Email
Subscription” on the main page
• If you have questions or comments, please
don’t hesitate to contact me at: [email protected] Mayor Donaldson
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Kim Shirley’s Council Report
for Tuesday, June 23, 2026
Tuesday, May 12th- Recycling Presentation at The Oaks- As a wrap-up to the education tabling that Sustainable Del Rey Oaks did to promote food composting at the Oaks, we had GreenWaste Recovery come and do a short presentation for residents at The Oaks during their HOA meeting. I was happy to introduce Emily from GreenWaste (she’s our representative for Del Rey Oaks and other cities), who gave an excellent presentation about food composting and recycling, while emphasizing the importance and process of both practices. Emily brought kitchen pails and personal recycling bins that people could put in their houses, which turned out to be very popular. I was pleased with the turnout and the interest in these topics. Del Rey Oaks still has some kitchen pails left, so if you’re interested in getting a free pail, please let me know, and I’ll be happy to drop one off for you.

Wednesday, May 13th- Association of Monterey Bay Area Governments (AMBAG) Meeting- I attended this meeting as an alternate for John Uy, as he was traveling and was not able to attend. The first agenda item was the required presentation on their job vacancies. AMBAG has a 94% retention rate for positions, and they reported their biggest obstacle in recruitment is competition with nearby employers and the high cost of living in our region. The next (and last) item we covered was approving the draft FY 26-27 Monterey Bay Region Overall Work Program and Budget. In order to receive federal funds, this document is required. It covers all AMBAG work programs and activities and is used as a project management tool for AMBAG staff. It had gone through several reviews, so there was little discussion on this topic, and it quickly passed. This document will now go to Caltrans and federal agencies for their approval.

Tuesday, May 19th- City Council Meeting- We began our meeting with four proclamations celebrating National Public Works Week May 17-24, Professional Municipal Clerks Week May 3-9, the 10th Anniversary of Palenke Arts, and National Pride Month for June.

After passing the consent agenda, our main topic of discussion was the draft budget for this next fiscal year. With rising costs in health care and liability insurance, and very little increase in revenue, it’s a budget that will likely operate at a deficit. I was happy to hear that the City Manager planned to have a Special Council Meeting in June that will address projects for next year, which will need to be covered by our fund balance. Besides pointing out things such as a need to budget for the elections and maybe increasing the budget for our public works repair category, which is overrun every year, I also spoke about the elimination of the budget for strategic planning. I view strategic planning as a critical piece to establishing goals for our council, direction for the staff, and an opportunity for residents to share their thoughts on what they’d like to see in the city. In response, City Manager 1 239
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Guertin talked about that as being something that’s “nice to have,” and he felt that we’d be able to collectively run a strategic planning meeting on our own, without paying for a facilitator. I spoke about this happening when we did have money in the budget, but now that it’s been taken out, it seems we have an even smaller chance of this happening.

Some of the suggestions I made when thinking about increasing money available were whether we’d need to dedicate $45,000 every year for our police cars, which cost upwards of $90,000 each (we split the cost with the airport). We don’t buy a car every year, so I asked to see how much we’ve accumulated over the years. I also suggested that we may want to look at selling some of the water we have contracted through Marina Coast Water, which is our water purveyor for the Former Ft. Ord, since it’s an amount that we’d never completely use. I also mentioned that I was not interested in increasing our Short Term Rental cap this year, which was brought up as a way to increase revenue, mainly because I see that as a last resort (increasing the number of rentals may take up the supply of homes people can live in, while also increasing the number of discontented neighbors).

We’ll be passing the budget in June, so there will certainly be more to come! Friday, May 22nd- ReGen Monterey Board Meeting- We began this meeting by passing the consent agenda, although I did pull an item that was about the $25,000 we contribute to the County for its Litter Abatement Task Force. We agreed to the contribution, but I also asked that we have the County present to our Board about their efforts to hear how we may offer additional assistance or spread our efforts towards more areas on the peninsula (most of the effort is in Marina).

Next we had the presentations for the Artists in Residence, which is one of my favorite things we do at ReGen. CSUMB students are chosen (this year there were 4), and they use materials found on our tip floor as well as the Last Chance Mercantile to savage and create new pieces of art. I love how the artists expand their mediums and integrate sustainability through their artwork. It’s the perfect combination of learning, expression, and caring for our planet. It really makes me happy!
Following the presentations, we held a public hearing regarding the increase in disposal rates for next year. This was a topic we’ve discussed in several meetings and properly noticed the increase in our local papers. We did not have anyone comment on this item, so the next item was to easily approve the rate increases. This led us into a discussion about our draft budget for next year. Our staff has done an excellent job, balancing our budget, catching us up with our reserve policies, and covering the needed capital projects for next year. Our main discussion was addressing the lack of available cash we will have in the future years, but the staff is well aware of this outlook and understands how they will recommend we navigate through the future economic years. Given the ability for additional revenue sources and the loss of one of our largest revenue streams in 2036, it will take a thoughtful approach in the coming years.
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Our last agenda items were approving a change order for $500,000 in new pavement for the covered aerated static pile construction, which will be our new method of composting.

This additional pavement was newly added because Keith Day, who does our composting, felt the additional pavement would make his production more efficient, so much so that he agreed to pay for the change order.

Lastly, I’d like to share that during the General Manager comments, we learned that ReGen recently earned some impressive awards from the California Association of Public Information Officials (CAPIO), which is the state’s leading professional association for public information officers (not just landfills, but all public agencies). ReGen Monterey earned a Certificate of Excellence for its battery fire safety campaign. ReGen, Salinas Valley Recycles and local consultant Blue Strike Environmental also received three awards for the Sort with Heart campaign promoting curbside food scrap collection, including an Award of Distinction for its bilingual Public Service Announcement, the top EPIC Award for Best Communications Campaign in California, and the Best in Show honor among more than 500 entries across all categories. It was a very proud moment to learn about these awards, and yet we were not surprised because we know we have a top-notch communications team at ReGen, and they are excellent at creating partnerships for even more enriched communication.

Tuesday, May 26th- City of Monterey, District 4 Community Meeting- I decided to attend this meeting because I knew they’d be discussing the airport, as well as other interesting topics that are essentially in our backyard. The first topic was talking about the housing complex that will be built across from CVS, where the Cork and Bottle liquor store currently resides. There will be 49 housing units built, with 20% of those being low-income.

Residents were concerned that they’re only accounting for 39 parking spaces, which, given the state regulations, is permissible. Some ideas were discussed, and it gave residents an opportunity to voice their concerns. The next topic was the airport, which garnered complaints about noise and air quality concerns. Director Jonathan Ahmadi was very good at explaining that the FAA is the one responsible for these concerns, and he shared that coming together as a community group and addressing the FAA with a rule change is a potential solution. Chris Morello, the Executive Director of the airport, was there to share information about the new terminal. The last topic that was addressed was the Fairgrounds, which, as you can imagine, coming off of a Cali Roots weekend, there were several complaints about noise, trash, and security. I enjoyed attending this meeting and seeing the engaged residents and their ability to voice concerns while having Council Member Gino Garcia navigate the conversations. Mayor Tyller Williamson and City Manager Dante Hall were also there, so it was good to touch base with both of them.

Mayor Williamson gave a very good introduction into the structural deficit facing Monterey, explaining how it got there and the plans for reducing it. Overall, I appreciated all that I learned in this meeting.
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Sunday, May 31st- Del Rey Oaks Pride Flag Raising- Big thanks to Council Member, John Uy for another heartwarming Pride flag raising event! We had a nice turnout, and it was wonderful to have Jessica Ansberry, who is the granddaughter of our former Mayor Charlie Benson, along with her partner, Christina Torres, as our resident guest speakers for the event. In addition, we had Mayor Donaldson give opening remarks and a thought-provoking poetry reading by DRO resident/poetry teacher/writer/artist Patrice Vecchione. We also did some community singing, thanks to the guitar and ukulele playing of DRO residents Scott Laxier, Scott Waltz, and Kevin Raskoff. I was honored to provide the closing remarks and so grateful to see the Pride flag flying in DRO. May it bring comfort and greater awareness of our diversity and inclusiveness values within our city.

Wednesday, June 3rd- ReGen Monterey Finance Committee Meeting- The meeting today was to review the final draft of our budget, which we easily approved for recommendation to the full board. Our financial outlook in the future is deeply dependent on master planning, so we also had some discussions around future capital projects and planning for the build-out of the landfill. It’s interesting to talk about economical ways to increase our landfill capacity, while also thinking about our future needs and potential for revenue using our landfill gas. No doubt, there will be many more conversations in the near future as staff continues to work on the master plan.

Monday, June 8th- Monterey-Salinas Transit Board Meeting- Please see the MST board highlights in our agenda packet.

Monday, June 8th- Special City Council Meeting- Similar to other cities and public agencies, this budget season is turning up short. Fortunately, we’re in a good position to weather this storm with a healthy reserve, made up of both our “rainy day funds” as well as money that has not yet been spent and can therefore cover our predicted shortfall. Last year our budget showed a greater deficit, but with a lack of spending in various areas, we may break even. So, needless to say, there wasn’t as much discussion around the specifics of the budget since many of the “nice to have” budget items have been cut, but I did want to cover some additional topics.
● I asked about our contributions to our Section 115 trust, which saves money to put towards our unfunded CalPers liabilities. We’re not contributing this year, so I asked that we talk about this more in our finance committee meetings. ● I asked for clarification regarding our vehicle reserve, in terms of how much money we have collected and whether that money will provide not only police vehicles but also support the needs of public works.
● I was concerned about the money that was removed for a park consultant, which was one of those “nice to have” items. I know that utilizing the former Garden Center parcel is going to be our quickest way to start bringing in additional revenue, but it seems that we’ll be working on finding an interim use of that parcel before we embark on any larger plans.
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● Although the council was never allowed to prioritize specific projects, I did pitch the idea that the city work with the Monterey Peninsula Regional Park District to create parking spaces down in our corp yard, which would provide safe parking for the Frog Pond (instead of parking along Hwy 218) as well as overflow parking for City Hall. Council Member Uy supported the idea, but Mayor Donaldson and Council Member Burger wanted to wait and hear information from the City Manager about this potential project. I was disappointed that there wasn’t a stronger push for this timely project, especially since it greatly benefits our residents. With the completion of FORTAG in the Fall, now’s the time to have the contractors leave us with a finished parking lot. I do hope our City Manager continues to work with the Park District on this beneficial project.
● I’m looking forward to more discussions about the use of our fund balance (money that hasn’t been allocated). It seems that cities begin to face larger deficits when they don’t save money for future infrastructure needs, and I’d like to see the city take a closer look at those needs and create a plan which shows how we may address our aging infrastructure.

Wednesday, June 10th- Seaside Groundwater Basin Watermaster Technical Advisory Committee- The bulk of our meeting was receiving a presentation on the updated Sea Water Intrusion Model (SWIM) being used for the Salinas Valley Groundwater Basin and the Monterey Subbasin. The original model was created in 2023, and this 2026 version integrates many of the changes that have occurred, providing a more robust model with improved water level calibration. They’re finding the model still underestimates water levels in some areas, but collectively it provides a better, more detailed, and more up-to-date view of what’s happening in the 180/400 and deep aquifers. This regional model provides some additional information for the Seaside Basin, but to better understand all areas of our basin, we’ll need to update our current Seawater Intrusion Model for the Seaside Basin, which was last updated in 2018. Updating our model, now that we have a larger regional model, will also provide benefits to the larger region. The Watermaster will be looking into cost-sharing the work with the Water Management District, so by the time this comes to the full board next month, that should be worked out. The total estimation for this work is $125,000 and should be completed by the beginning of 2027. One other item of significance was covered during this meeting. Jon Lear from the Water Management District provided an update on the new well we’re hoping to install in the area where we’ve seen an increase in conductivity. This well will be on State Park land, so they’ve been coordinating with that agency to make sure our well doesn’t interfere with their biological goals for the area (for example, making sure to avoid the buckwheat plant as it provides food for a special species of butterfly). At this time, the lawyer for the Water Management District is evaluating what we’ll need for the environmental review for the work. It’s estimated this well will cost $80,000, which will be split with the Water Management District.
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Council Report from Councilmember John Uy, Ed.D. 1
Council Report from Councilmember John Uy
June 23, 2026 Meeting
I. Council Report: Special Meeting of the DRO City Council on May 19, 2026 Dear Del Rey Oaks Neighbors,
During this reporting period, I continued to focus on community belonging, responsible fiscal oversight, public safety, infrastructure, and transparent local government.

I was grateful that the City recognized National Public Works Week and Professional Municipal Clerks Week. These
recognitions honored the dedicated staff members whose work often happens quietly behind the scenes but remains essential to the daily life of Del Rey Oaks. I deeply appreciated the service of our public works professionals, City Clerk staff, and administrative team for helping keep our small city safe, responsive, organized, and accessible to the public.

I was also pleased that the City recognized the 10th Anniversary of Palenke Arts and proclaimed June 2026 as Pride Month. These proclamations reflected the values that make Del Rey Oaks special: kindness, inclusion, culture, dignity, and respect for all residents and neighbors. I remained committed to supporting a community where every person feels welcomed, valued, and safe.

I reviewed the monthly public safety and financial reports with continued attention to service levels, transparency, and long-term sustainability. The Police, Fire, and financial reports helped provide important insight into the City’s operations, community needs, and fiscal position. I appreciated the staff’s work in presenting these materials clearly so the Council and public could better understand the City’s priorities and responsibilities.

I also reviewed the transportation, infrastructure, audit, and budget-related items before the Council, including the SB1 project list, TAMC agreements, pavement management work, sidewalk and paving improvements, audit services, and the proposed FY 2026–27 budget. These items reinforced the importance of careful planning, outside funding opportunities, safe streets, ADA accessibility, and responsible stewardship of public funds.

Overall, I remained grateful for the residents, staff, volunteers, and community partners who continued to care for Del Rey Oaks in meaningful ways. Their service, participation, and commitment helped strengthen the spirit of our city.
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II. Council Report: Del Rey Oaks Pride Flag Raising on May 31, 2026 Dear Del Rey Oaks Neighbors,
On Sunday, May 31, 2026, I was honored to organize and help facilitate the Del Rey Oaks Pride Flag Raising Event at Del Rey Oaks City Hall. The event was held under the theme, “Love Lives Here,” and it beautifully reflected the spirit of kindness, belonging, dignity, and inclusion that make our city so special.

The program brought together residents, neighbors, community members, faith leaders, artists, and City representatives for a meaningful afternoon of reflection and celebration. The ceremonial portion included an invocation by Reverend Michelle Jelinch Vargas of Unity of Monterey Bay, the singing of the National Anthem by Reija Massey, opening remarks by Mayor Scott Donaldson, a poetry reading by Patrice Vecchione, and heartfelt remarks from Del Rey Oaks residents Jessica Ansberry and Christina Torres.

One of the most moving moments of the afternoon was the raising of the Inclusive Progress Pride Flag by Jessica Ansberry and Christina Torres, two Del Rey Oaks residents whose presence helped center the event in community, visibility, and love. The ceremony was followed by community singing led by Scott Laxier, Dr. Scott Waltz, and Dr. Kevin Raskoff, and closing remarks by Councilmember Kim Shirley.

After the ceremony, attendees gathered for photos, food, rainbow cake, and fellowship. It was a joyful and heartfelt reminder that public service is not only about policies and infrastructure, but also about creating spaces where people feel welcomed, respected, and seen.

I was deeply grateful to everyone who participated, attended, volunteered, and helped make the event possible. The Pride Flag Raising was a meaningful celebration of our LGBTQ+ community and allies, and it affirmed Del Rey Oaks as a small city with a big heart, where love, respect, and belonging truly live.
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III. Council Report: Special Meeting of the DRO City Council on June 8, 2026 Dear Del Rey Oaks Neighbors,
On Monday, June 8, 2026, I participated in the Special City Council Meeting of the City of Del Rey Oaks. The meeting focused on several important items that, while technical in nature, directly affected the daily lives of our residents: accessible public spaces, safe roads, responsible use of public funds, and the longterm financial health of our City.

I appreciated the opportunity to review the Del Rey Park ADA Sidewalk Improvements Project funding source amendment. Accessibility improvements are deeply important because they help ensure that our parks and public spaces can be enjoyed by residents of all ages and abilities. At the same time, the funding change reminded me how essential it is for the City to maintain strong internal controls, especially when grant funding and federal compliance requirements are involved. I remained supportive of improving accessibility while also emphasizing the importance of transparency, accountability, and preventing similar documentation issues in the future.

I also reviewed the amended FY 2026–27 SB1 project list, which identified the Rosita Road shoulder repair as the proposed project. Roadway maintenance may not always be the most visible or exciting part of local government, but it is one of the most practical ways we care for our community. Safe streets, well-maintained shoulders, and thoughtful infrastructure planning matter to residents, drivers, pedestrians, emergency responders, and neighbors who simply want to move through Del Rey Oaks safely and confidently.

The proposed FY 2026–27 budget was the most significant item of the meeting. I appreciated staff’s work in preparing a cautious and conservative budget during a time of flat revenue projections and rising costs. My focus remained on ensuring that Del Rey Oaks continues to protect essential services, support public safety, maintain infrastructure, and make thoughtful decisions about the use of fund balance. I also paid close attention to the need for long-term revenue diversification so that the City can remain financially stable and resilient in future years.

Overall, the June 8 Special Meeting reflected the serious but meaningful work of local government. These discussions were about more than numbers, projects, and resolutions. They were about how we protect the public’s trust, maintain the places residents use every day, and make careful decisions today so Del Rey Oaks can remain a safe, welcoming, accessible, and fiscally responsible community tomorrow.
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I remained grateful to City staff, my Council colleagues, and the residents who continue to stay engaged in the work of our City. Del Rey Oaks is a small city with important responsibilities, and I continue to be honored to serve our community with care, diligence, and heart.

IV. Council Report: Regular Meeting of the Seaside County Sanitation District (SCSD) Board of Directors – June 9, 2026
Dear Del Rey Oaks neighbors,
On Tuesday, June 9, 2026, I attended the regular meeting of the Seaside County Sanitation District as Del Rey Oaks’ representative. The meeting focused on important regional wastewater infrastructure, fiscal oversight, capacity fees, and long-term sewer system planning that directly affect Del Rey Oaks, Seaside, and Sand City ratepayers.

During the meeting, I reviewed the January through March 2026 expenditures and the District’s drawdown request. I appreciated the continued attention to financial accountability, especially because sewer services require careful long-term planning, responsible cash management, and transparent use of ratepayer funds.

I also reviewed the May 2026 operations report with special attention to Del Rey Oaks. I was pleased to see that Del Rey Oaks had no mainline stoppages, no lateral stoppages, and no sanitary sewer overflows reported for the month of May. At the same time, I remained attentive to the need for continued preventive maintenance, timely root-cause review, and fair service coverage across all member jurisdictions.

The Board also considered an ordinance related to proportional sewer capacity fees for accessory dwelling units. I appreciated the intent of aligning the District’s fee structure with state law while also making sure the process remains understandable and fair for homeowners.

As housing rules continue to evolve, it is important that residents and applicants receive clear information early in the process so there are no surprises after they have already invested time and resources into a project.

The most significant item of the meeting was the Broadway Avenue Sewer Upgrades project.

The Board considered a major investment to enlarge sewer infrastructure along Broadway Avenue in Seaside in coordination with the City of Seaside’s Complete Streets project. I recognized the practical value of coordinating sewer upgrades with roadway improvements so the District can avoid unnecessary future pavement disruption and restoration costs. At the same time, I remained focused on ensuring that District-wide funds are used fairly, 248
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transparently, and with a clear regional benefit to all ratepayers, including residents of Del Rey Oaks.

Overall, the June 9 SCSD meeting was a meaningful reminder that sanitation infrastructure is often invisible when it works well, but it is essential to public health, environmental protection, housing, economic development, and quality of life. I remained grateful to District staff for their technical work and to my fellow Board members for their continued attention to responsible infrastructure planning.

I will continue to monitor SCSD projects closely so that Del Rey Oaks residents are represented with care, fairness, and accountability in regional sanitation decisions.

V. Council Report: AMBAG Board of Directors Meeting – June 10, 2026 On Wednesday, June 10, 2026, I attended the
AMBAG Board of Directors meeting as part of Del
Rey Oaks’ continued regional representation. The
meeting focused on important issues that
extended beyond any one city’s boundaries,
including transportation planning, sustainability,
climate resilience, regional growth, fiscal
oversight, and long-range coordination across the
Monterey Bay area.

During the meeting, I reviewed several consent items that reflected AMBAG’s ongoing role as a regional convener and planning agency. These included the Regional Clearinghouse Monthly Newsletter, the Sustainability Programs Update, the Monterey Bay Area Regional Climate Project Working Group Memorandum of Understanding, Formal Amendment No. 12 to the Metropolitan Transportation Improvement Program, the Regional Travel Demand Model technical support contract amendment, and the financial update report. Together, these items showed how much regional planning work happens quietly but meaningfully behind the scenes.

I especially appreciated the sustainability and climate resilience work discussed through AMBAG’s programs. Regional efforts such as energy efficiency outreach, electric vehicle infrastructure planning, climate adaptation, and coordinated grant-seeking are important for small communities like Del Rey Oaks because they help local jurisdictions access expertise and funding opportunities that may be difficult to pursue alone. This kind of collaboration helps ensure that climate resilience is not only a large-city priority, but a shared regional responsibility.

I also paid close attention to the transportation-related items, including the MTIP amendment and the continued support for regional travel demand modeling. Transportation planning 249
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affects how our residents move through the region for work, school, services, healthcare, recreation, and family life. For Del Rey Oaks, it remains important that regional transportation decisions reflect safety, connectivity, accessibility, environmental responsibility, and the needs of smaller cities as well as larger jurisdictions.

The most significant item of the meeting was the Final 2050 Metropolitan Transportation Plan/Sustainable Communities Strategy and Final Environmental Impact Report. This long-range planning document helped shape the region’s transportation, growth, housing, environmental, and climate strategy through 2050. I appreciated the importance of this work because decisions made at the regional level can influence future funding, infrastructure priorities, greenhouse gas reduction efforts, and how communities across Monterey, San Benito, and Santa Cruz Counties grow together.

Overall, the AMBAG meeting was a meaningful reminder that Del Rey Oaks is part of a larger regional ecosystem. The choices made by AMBAG affect the roads our residents travel, the climate investments our communities can access, the housing and growth assumptions that shape our future, and the regional partnerships that help small cities remain strong.

I remained grateful for the opportunity to represent Del Rey Oaks in these broader regional conversations. I will continue to advocate for planning that is thoughtful, fiscally responsible, environmentally aware, and attentive to the needs of small communities like ours.

VI. Council Report: An Invite to the Monterey Peninsula Pride Parade – June 27, 2026 Invitation to Join the Del Rey Oaks Contingent in the Monterey Peninsula Pride Parade I warmly invite our Del Rey Oaks residents, families, friends, neighbors, LGBTQ+ community members, and allies to join the City of Del Rey Oaks contingent in the Monterey Peninsula Pride Parade on Saturday, June 27, 2026, in Downtown Monterey.

Our group will gather at 10:00 AM on Polk Street, and the parade will step off at 11:00 AM. This will be a joyful, family-friendly celebration of love, unity, belonging, and pride. Everyone will be welcome to march with us, wave a flag, bring color and kindness, and stand together in support of dignity and inclusion for all.

I hope many members of our community will join us for this memorable day. Together, we will show that Del Rey Oaks is a small city with a big heart, where everyone deserves to feel seen, respected, and welcomed.
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Outlook
Contact Del Rey Oaks Police Department
From DRO Website - Contact Police Department <[email protected]> Date Mon 5/25/2026 10:14 AM
To Chris Bourquin <[email protected]>
CAUTION: This email is from outside the City of Del Rey Oaks. Do NOT click LINKS or open ATTACHMENTS unless you are sure it is safe.

Submitted on Mon, 05/25/2026 - 10:14 AM
Submitted by: Anonymous
Submitted values are:

First Name
Jeri
Last Name
Vanderzwaan
Address
24 Carlton
Email Address
[email protected]
Staff Member
Members
Chris Bourquin, Chief of Police
Question/Comment:

I want to commend and thank your officers who responded to the bomb incident on Carlton Drive May

23. I’m sorry I don’t know the names of the responding officers, but they handled the situation calmly, efficiently and professionally making those of us in the area feel safe and informed.

We appreciate all you do for our community.

Thank you.

The results of this submission may be viewed at:
5/26/26, 12:58 PM Contact Del Rey Oaks Police Department - Chris Bourquin - Outlook about:blank 2/3
Cmdr Roger Guzman
Sgt. David Nguyen
Ofc. Justin Tang
Det. Chris Salopek
Ofc. Tom Dowson
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https://www.delreyoaks.org/admin/structure/webform/manage/contact_del_rey_oaks_police_depa/submi ssion/1546
5/26/26, 12:58 PM Contact Del Rey Oaks Police Department - Chris Bourquin - Outlook about:blank 3/3
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MST HIGHLIGHTS
Board of Directors Meeting
June 8, 2026

RECOGNIZED JUNE MST EMPLOYEE OF THE MONTH
The MST Board adopted Resolution 2026-19 recognizing Ursulla Scardina, Communications Specialist as Employee of the Month for June 2026 and for her outstanding contribution to MST and the entire community.

RECOGNIZED APTA EMERGING LEADERS GRADUATE
The MST Board recognized Emma Patel, Planning Manager, as a May 2026 graduate of the APTA Emerging Leaders Program.

RECOGNIZED NATIONAL SAFETY MONTH
The MST Board received a special presentation recognizing MST as the recipient of the APTA Safe, Clean, and Efficient GOLD Award and announced the Employee BBQ dates.

APPROVED FY2026 PROGRAM OF PROJECTS
The MST Board of Directors approved the FY2026 Federal Program of Projects and authorized the filing of the appropriate grant applications with the Federal Transit Administration and Caltrans.

ADOPTED FY2027 – FY2028 OPERATING AND CAPITAL BUDGET
The MST Board held a public hearing, adopted the FY2027 – FY2028 Operating and Capital Budget, approved Resolution 2026-20 authorizing the filing of Federal Grant applications, and authorized staff to apply to the Transportation Agency for Monterey County for Transportation Development Act Local Transportation Funds and State Transit Assistance for FY 2027.

AUTHORIZED A CONTRACT WITH JAWNT FOR RELOADABLE

TRANSIT/PARKING PAYMENT CARDS
The MST Board authorized the General Manager/CEO or their designee to enter into a three (3) year contract with Jawnt for reloadable cEMV transit/parking payment cards, with the option to extend for two (2) additional one (1) year terms, in an amount not to exceed $2,101,206, including option years.
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RECEIVED REPORT FROM NOMINATING COMMITTEE AND CONDUCTED

ELECTION OF OFFICERS
The MST Board received a report from the nominating committee, conducted an election of officers, and appointed Tony Barrera from the City of Salinas, to serve as the MST Board Chair and appointed Luis Alejo, from the County of Monterey, to serve as the MST Board Vice Chair for fiscal years 2027 and 2028.

NEXT MST BOARD MEETING
The next regular MST Board meeting is scheduled for July 13, 2026. 255
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Transportation Agency for Monterey County
• 55-B Plaza Circle • Salinas, California 93901-2902
(831) 775-0903 FAX (831) 775-0897 • E-mail: [email protected] www.tamcmonterey.org

TRANSPORTATION AGENCY FOR MONTEREY COUNTY

HIGHLIGHTS
May 27, 2026
TAMC Board Receives Update on State Route 68 Adaptive Signal Pilot Project The Transportation Agency for Monterey County (TAMC) Board of Directors received an update on the State Route 68 Adaptive Signal Pilot Project. The presentation follows the Board’s previous authorization of $1.2 million for Caltrans to conduct a five-year adaptive signal pilot project on State Route 68.

Applicants requested a combined total of $5,758,119—exceeding the $1.86 million available for Cycle 4 by $3,898,119. This made Cycle 4 the most competitive funding round to date.

After an extensive discussion following the Board presentation about the funding and selection process, the Board approved the recommendation by the Measure X Citizens Oversight Committee to adopt a resolution to award the Cycle 4 Measure X Senior & Disabled Transportation Program of Projects for Fiscal Years 2026/27 through 2028/29 as follows:
• $1,116,300 to Independent Transportation Network (ITN) Monterey County • $526,328 to Alliance on Aging
• $50,244 to City of Greenfield
• $67,128 to Veterans Transition Center
• $100,000 to Blind & Visually Impaired Center
A summary of proposals and rankings are available here:
https://www.tamcmonterey.org/files/82d08db5d/Measure+X+Senior+%26+Disabled+- +Cycle+4+Funds+Requested+Summary.pdf
North Monterey County Regional Transportation Vulnerability Assessment Project The TAMC Board of Directors received a presentation on the North Monterey County Regional Transportation Vulnerability Assessment (RTVA) Project, which evaluates how climate-related hazards are affecting and will continue to affect the transportation system in North Monterey County.
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Transportation Agency for Monterey County
55-B Plaza Circle • Salinas, California 93901-2902
(831) 775-0903 FAX (831) 775-0897 • E-mail: [email protected] www.tamcmonterey.org
Findings indicate that precipitation-based hazards, particularly riverine and rainfall-runoff flooding along the Pajaro and Salinas Rivers, are the dominant drivers of transportation vulnerability under existing conditions. Chronic flooding occurs regularly during winter storm events, disrupting mobility, increasing travel times, and limiting access to essential services for residents.

While flooding remains the primary concern today, rising sea levels and coastal processes are expected to intensify impacts after 2050, leading to more frequent coastal and high-tide flooding and compounding inland flood risks. In addition, rising groundwater levels associated with sea level rise will reduce soil infiltration capacity, increasing the speed and extent of surface flooding while accelerating deterioration of roadway infrastructure. Inland and higher-elevation areas, which currently experience fewer impacts, are projected to face increasing risks later in the century from hazards such as landslides, wildfires, and post-fire debris flows as precipitation variability and extreme weather intensify.

Exposure and vulnerability analyses show that transportation assets located in low-lying coastal and riverine areas are particularly at risk, with local roads representing the largest share of exposed infrastructure. Critical corridors (including State Routes 1, 156, and 183, and key local roads such as Castroville Boulevard, Elkhorn Road, and Moss Landing Road) are vulnerable to multiple hazards, which can result in road closures, detours, and system-wide disruptions. These impacts affect not only vehicular travel but also transit service reliability, emergency response, and the movement of goods, particularly for the region’s agricultural economy.

Overall, the RTVA provides a data-driven foundation for prioritizing transportation investments and adaptation projects. By combining hazard exposure, infrastructure vulnerability, and community priorities, the assessment identifies the most at-risk roadway segments and establishes a framework for targeting improvements that enhance system resilience. The findings support a proactive approach to integrating climate considerations into transportation planning, emphasizing near-term action to address existing flooding issues while also preparing for longterm climate impacts through multi-jurisdictionally coordinated, multi-benefit adaptation strategies.
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SETTLEMENT AGREEMENT AI\ID GENERAL RELEASE
APN 031-191-013
This Settlement Agreement ("Agreemenf) is made and entered into this 1sth day of May 2023 (the "Effective Date") by and among CaliforniaNative Plant Society ("CNPS"), on the one hand, and the City of Del Rey Oaks ("City" or "Del Rey Oaks"), on the other hand.

CNPS and City are each sometimes referred to in this Agreement individually as a "Part5r" and collectively as the'?arties."

RECITALS
WIIEREAS, on June 2, 2020, the California Native Plant Society (*CNPS") filed a Petition for Writ of Mandate under the Califomia Environmental Quality Act ('CEQA') and other causes of action in the Superior Court of the State of California, County of Monterey, Case No. 20CV001529 (the "Actiono), challenging the actions by the Fort Ord Rzuse Authority (FORA) and the City of Del Rey Oaks related to a proposed road through a rare plant reserve in the former Fort Ord within the boundaries of the City. On June 30, 2020, FORA dissolved pursuant to legislative action;
WIIEREAS, CNPS and the City, in an eflort to resolve the litigation without further expenditure of resources, have reached an agreement as set forth below; and NOW, TIIEREFORE, in consideration ofthe mutual tertns, covenants, and conditions set forth in this Agreement, and other good and valuable consideration, the receipt and sufficiency of which each ofthe Parties hereby acknowledges, the Parties agree as follows:

SETTLEMENT TERMS

1. OBLIGATIONS UNDER TIIIS AGREEMENT; CONSIDERATION.

1.1. Commitnent to Acquire Property. The City shall work diligently to obtain title to the 4.6-acre parcel (APN 031-191-013) formerly known as Fort Ord EDC parcel E29a.l (*Properly") which is currently vested with the Fort Ord Reuse Authority which has been dissolved by operation of law, and the Property being more particularly described in Exhibit A, attached hereto, and incorporated herein. City shall provide a copy of the recorded deed that shows City ownership to counsel for CNPS.

1.2. Protection of Prooertv and Deed Restiction: The parties agree to the following tems, all of which shall also be incorporated into a deed restiction that Del Rey Oaks shall record in the Official Records of the County of Monterey after the quitclaim and repudiation is filed pursuant to section 1.5 of this Agreement and the City acquires title to the Property, but prior to any other recordation that may be related to the Property.

1.2.1. Del Rey Oaks acknowledges that the Property, APN 031-191-013, consisting of approximately 4.6 acres (including 2.6 acres of preserve and 2 acres ofbuffer), formerly known as Fort Ord EDC parcel E29a.l, now refemed to as CNPS Plant Reserve I North and/or the Del Rey Oals Habitat Reserve, was protected as a conservation site under the California Environmental SETTLEMENT AGREEMENT AND GENERAL RELE,ASE - APN 031-191-013 tNL-01337e40;2U Page I of 7
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Qualrty Act (CEQA) as a mitigation in the adopted 1999 Final Environmental Assessment/Initial Study for the North-South Road/Highway 218 knprovements Project.

1.2.2. The 2010 Environmental AssessmenVlnitial Study environmental documents prepared and certified by the Fort Ord Reuse Authority for a South Boundary Road roadway improve'rnent project required Del Rey Oaks to renegotiate a possible relocation of the protected habitat area as a prerequisite to proceeding with the proposed realignment of South Boundary Road through the Property. That requirement has been satisfied as follows: a relocation of the protected habitat area has not been negotiated, instead, the parties agree South Boundary Road will not go through the Property.

1.2,3. The Property is hereby protected in perpeturty for its conservation values, and cannot be used as mitigation for other projects. No vegetation modification shall be allowed on the Property, unless allowed herein. "Protected in perpetuity" shall mean that nothing shall be done that may degrade or adversely impact the Property and its conservation/biological values in perpetuity, unless specifically stated otherwise herein. "Development'shall meafll the placement or erection of any solid material or structure; the discharge or disposal of any dredged material or of any gaseous, liquid, solid, or thermal waste thereon; gading of any kind, removing, dredging, mining, or exffaction of any materials; change in the density or inGnsity of use of land, including, but not limited to, subdivision pursuant to any stafute or regulation, and any other division of land, including lot splits; change in the intensity of use of water, or of access thereto; construction, reconstruction, demolition, or alteration of the size of any structure, including any facility of any private, public, or municipal utilrty; and the cutting, pruning, masticating, removal or harvesting of vegetation. Barbed-wire fencing is prohibited. However, a loru wooden fence through which wildlife can pass easily may be erected on public properly at the property boundaries. As used in this Agreement and the deed restriction, "structurt" includes, but is not limited to, any building, roadn pavemen! concrete, masotrry, pipe, flume, conduit, siphon, aqueduct, telephone line, and electrical power hansmission and dishibution line, or any other utility lines.

1.2.4. Del Rey Oaks shall not allow actions for fire prevention purposes on the Properly, with two excqltions: (a) unless mandated in writing by a public agency with preemptive authority to do so. Such agency shall have received and reviewed the deed restriction, following at least ten days' written notice to CNPS. Likewiso, Del Rey OaIa may allow actions for fire prevention purposes where mandated by its insurance carrier to prevent cancellation of policy, upon receipt and review by the carier of the deed restriction and following at least ten days' wriuen notice to CNPS. In all cases, a prescribed bum shall be the preferred method of fire prevention, as it would preserve andpotentially enhance the conservation values. CNPS acknowledges that Del Rey Oaks has no authority to mandate which fire prevention methods may be required. To the extent it has control over fire prevention methods, Del Rey Oaks shall not allow mowing, mastication, or other mechanical methods of fuel reduction. (b) the use of prescribed fire to stimulate rare plant growth and onhancernent of habitat or other scientifioally acce,ptable methods that restore or stimulate rare plant growth and enhancement of habitat but only on the condition that the method is first agreed to in a writing between the City and the California Native Plant Society prior to any actions at the Property.

1.2.5. The parties acknowledge that the provisions of this Agreement and the deed resfriction may be preempted by State or Federal authority with respect to ordnance removal or hazardous material removal.

SETTLEMENT AGREEMENT AND GENERAL RELEASE . APN 031-191.013 {AJl-or337e4o;21t Page2 of1
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1,2.6. Del Rey Oaks shall not conduct offsite activities that would be detrimental to the conservation values of the Property, including but not limited to increasing drainage onto or off of the Property.

1.2.7. The conservation values of the Property are as follows: the Property contains high quality Maritime Chaparral habitat that supports a number of special status plant species, including but not limited to the Califomia endangered Seaside Bird's Beak fCordylanthus rigidus sub.sp littoralisl, the federally threatened Monterey Spineflower lChorizanthe pungens var. pungensl, California Rare Plant Rank 18.I Eastwood's GoldenbushfEricameriafasciculataf, and Califomia Rare Plant Rank lB2 Toro Manzanita lArctostaphylos montereyensis], Sandmat Manzanita l,4r c t o s t aphy I o s pumi I af , Hooker' s Manzanita [Ar c t o s t ap hy I o s ho o ker i).

1.2.8. Del Rey Oaks shall have no affirmative duty to actively manage the Property.

1.2.9. All rnembers of the public are beneficiaries of this permanent protection, which is made in the public interest.

1.2.10. Signage: Del Rey Oaks shall install signage to be located on the Property at the northerly, southerly, and westerly boundaries of the site. No commercial signage will be permitted.

1.2.10.f, The following language is agreed to be appropriate signage: 'oThe Del Rey Oaks Habitat Reserve is a protected rare plant habitat that conserves a small intact fragment of the unique floristic diversity of Fort Ord. This Habitat Reserve is protected in perpetuity by the City of Del Rey Oaks in exchange for road developments that impacted rare plants in Maritime Chaparral habitat. No development of any kind is allowed at the Habitat Reserve. To learn more about this 4.6-acre parcel, go to
https://chapters.cnps.org/montereybay." A title shall be centered and placed above the above referenced language, in slightly larger font and in all capital letters, that reads "DEL REY OAKS HABITAT RESERVE."

1.2.10.2. The signage shall be installed no later than 60 days of the execution of this Agreement by all of the Parties, and shall be no less than nine (9) square feet (3' x 3') and be readable from a distance of 25 feet.

1.2.10.3. Signage with the language and format provided above shall be installed around the perimeter of the Property, with no less than 125 feet between each sign, that says "Del Rey Oaks Habitat Reserve: protected Maritime Chaparral habitat."

1.2.10.4. The signage at the property may be modified providing there is a prior written agreement by the City and CNPS as to the modifications.

13. CNPS will send a letter to Del Rey Oaks expressing its appreciation for the agreement of Del Rey Oaks to not pursue putting a road through the Property.

1.4" The City shall provide a copy of the recorded deed restriction to counsel for CNPS within 60 days of the execution of this Agreement by all of the Parties.

1.5, Repudiation/Abandonment of Document" Del Rey Oaks acknowledges that Document 2009A70771, recorded October 30, 2009, was recorded when Del Rey Oaks did not have record title to the Parcel and thus was legally ineffective. To avoid potential future confusion SETTLEMENT AGREEMENT AND GENERAL RELEASE - APN O3I.19I-013 {NL-01337e40;21t Page 3 of 7
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Item 1.

Del Rey Oaks will, within 60 days of the execution of this Agreement by all of the Parties and after City acquires title to the Property, but prior to any other recordation that may be related to the Properly, record a document stating as much and abandoning and quitclaiming all interest in and claims as to Document 2009070771and shall state that the repudiation shall at a minimum be applicable to the entire Property.

2. RECORDATION. Del Rey Oaks shall record this fully executed settlement Agreement as an attachment to the deed restriction called for in Section 1.4, above.

3. DISMISSAL. No more than three (3) court days following execution of this Agreement by all of the Parties, CNPS shall file a dismissal with prejudice of the entire Action.

4. FULL SATISFACTION. It is the intention of the Parties in executing this Agreement that this Agreement, insluding the obligations described in Paragraph 1 above, shall be effective as a full, complete and final satisfaction of CNPS's causes of action in the Action.

5. COSTS AND E)(PENSES. As further mutual consideration for the promises set forth herein, each Party shall bear its own costs and expe,nses, including without limitation, attorneys' fees and costs incurred in connection with the Action, and attorneys' fees incurred in connection with the negotiation and preparation of this Agreement.

6. MUTUAL RELEASE OF CLAIMS. For and in consideration of the abovereferenced obligations under this Agreement, each and every Parly to this Agreement hereby releases, disposes, and forever discharges each and every other Pafiy, including its officers, managers, parfirers, directors, boards, trustees, agents, employees, representatives, attomeys, insurers, deparhents, divisions, subdivisions, sections, offices, successors and assigns, and each of them, from any and all claims, complaints, demands, causes of action, obligations, damages, costs, expenses, liens, attomeys' fees, warranties, rights and liabilities that have arisen in connection with the Action. Notwithstanding any of the above, this release shall not prohibit CNPS or Del Rey Oaks and its offrcers, boards, agents and representatives from commenting and otherwise participating in processes, proceedings, and other actions regarding South Boundary Road and any other projects whether past, present or future, including but not limited to impacts and mitigations, and shall not prohibit CI{PS or Del Rey Oaks from enforcing this Agreement and the previous agreements between FORA, Del Rey Oaks, and CNPS.

7. WAMR OF RIGHTS UNDER CIVIL CODE SECTION 1542. \\e parties expressly agree that, except as provided below, this Agreement extends to all claims of every nature and kind, knourn or unknown, suspected or unsuspected, vested or contingent, as to the speci{ic causes of action brought in the Action and that could have been raised in the Action and that as to those claims any and all rights granted under Section 1542 of the California Civil Code or any analogous state law or federal law or regulation ARE ffiREBY EXPRESSLY WAMD.

Section 1542 of the California Civil Code states as follows:
*A GEI\IERAL RELEASE DOES NOT EXTEI\D TO CLAIMS THAT TIIT',

CREDITOR OR RELEASING PARTY DOES NOT KNOW OR SUSPECT

TO EXIST IN HIS OR IIER FAYOR AT THE TIME OF E)MCUTING TIIE RELEASE AND THAT, IF KNOWN By HrM OR IIE& WOULD HAyE
MATERIALLY AFFECTED IIIS OR ITER SETTLEMENT WITH TIT[', DEBTOR OR RELEASED PARTY.'
SETTLEMENT AGREEMENT AND GENERAL RJLEASE . APN 031-19I-013 {AJL-01337940;21} Page4 of1
262
Item 1.

Notwithstanding any of the above, this waiver shall not prohibit CNPS or Del Rey Oaks and its officers, boards, agents and representatives from commenting and otherwise participating in processes, proceedings, and other actions regarding South Boundary Road and other projects whether past, pres€,nt or future, including but not limited to impacts and mitigations, and shall not prohibit CNPS or Del Rey Oaks from enforcing this Agreement and the previous agreements between FORA, Del Rey Qaks, and CNPS.

The Parties acknowledge that their attorneys-at-law have explained to them the meaning and effect of this statute. The Parties understand fully the statutory language of Civil Code Section 1542, and,, with the understanding, the Parties nwertheless elect to, and do, assume all risk for claims released under this Agreement heretofore discovered or hereafter discovered, known or unknown, and the Parties specifically waive any rights they may have under Civil Code Section 1542. The Parties fully understand that if the facts with respect to this Agreement are found hereafter to be other than or different from the facts now believed by it to be true, that each party expressly accepts and assumes the risk of such possible difference in facts and agrees that this Agreement shall be and remain effective, notwithstanding such difference in facts.

8. NO ADhIISSION. Neither this Agreement nor any of the terms or provisions hereof shall be construed as an acknowledgment or admission of wrongdoing or liability on the part of any Party.

9. ENTIRE AGREEMENT. This Agreement contains the e'ntire agreement between the Parties with respect to the subject mattsr hereof and supersedes all prior agreements, representations, and understandings of the Parties, iasluding, vrithout limitation, agreements between Califomia Native Plant SocietyiDel Rey OakslFort Ord Reuse Authority of 1998, 1999 and 2000 which required that the habitat area, herein called the Property, be permanenfly protected from fragmentation and degradation in perpetuity. This Agreement may not be amended or modified by the Parties except in writing executed by all Parties. No waiver of any provision of this Agreement shall be binding unless executed in writing by the Party making the waiver. No waiver of any provision of this Agreement shall be deemed, or shall constitute, a waiver of any ottrer provision, whether or not similar. Nor shall any waiver constitute a continuing waiver.

10. AMENDMENTS. No amendment, alteration, modification, or withdrawal of this Agreement shall be valid, binding, or effective unless made in witing and signed by each Party.

11. E)(ECUTION OF DOCTIMENTS; COUNTERPARTS. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be an original and all of which together shall be deemed to be one and the same instrument. Counterparts executed and fransmitted by elecfionic mail shall be deemed an original. The signature page of each counterpart may be detached and attached to a single copy of this Agreement which shall for all purposes be freated as a single, original document.

12. INTERPRETATION. The parties have arrived at this Agreement through negotiation, and each Party and the representative of each Party to this Agreement has reviewed this Agreement. Therefore, the normal rule of consfuction set forth in Califonria Civil Code section 1654, to the effeot that any ambiguities are to be resolved against the drafting Party, shall notbe employed in any interpretation of this Agreement.

13. IIEADINGS. The headings in this Agreement are for convenietrce only and shall not affect the meaning of the terms as set out in the text.

SETTLEMENT AGREEMENT AND GENERAL RELEASE - APN 031-19I-013 iArl-01337e40;21i Page 5 of 7
263
Item 1.

14. AUTHORITY. The attorneys and others executing this Agreement represent that they are authorized to do so as agents ofthe respective parties. Further, each Party represents and warrants that the individual executing this Agreement on its behalf possesses full authority to execute the Agreement and to bind that Party it its terms.

15. ATTORNEYS' FEES. If any action is taken to enforce this Agreement or any of its terms, including but not limited to, the deed restriction, the prevailing party shall be entitled to attorney fees, expert fees, and out-of-pocket expenses regardless ofwhether litigation is filed as part of the enforcement efforts"

16. MEDIATION. In the event of any dispute arising under or in connection with this Agreement, before either party may initiate litigation, they must attempt to resolve the dispute through mediation in good faith. If mediation fails or if circumstances do not allow time for mediation, then any Party may initiate litigation.

17. GOVERNING LAW; YENUE. This Agreement shall be govemed by and interpreted by and in accordance with the laws of the State of California, with venue in Monterey County.

18. CCP $ 664.6. The Parties hereby expressly agree and stipulate that the Court shall retain jurisdiction over this matter pursuant to provisions the Califomia Code of Civil Procedure $664.6.

19. NOTICES. All notices shall be delivered as follows:

For California Native Plant Society:

Califomia Native Plant Society,
Monterey Bay Chapter
Attn.: President
P.O. Box 22843
Carmel, CA93922
Email to: i.,';ri ;i .r,i;:,iiiijt\lrj:)t:ir .[i:!.-1 and [email protected] Executive Director, California Native Plant Society
2707KStreet, Suite I
Sacramento CA 958 16-5 130
Email to: [email protected]
For City of Del Rey Oaks:

Attention City Manager
650 Canyon Del Rey Blvd.

Del Rey OalG, CA 93940
SETTLEMENT AGREEMENT AND GENERAL RELEASE . APN 031.I91-OI3 {NL-01337e40;21t Page 6 of 7
264
Item 1.

By:

Its:

Approved as to form:

By:

Dated:

By:

Name:

Its:

Dated:

Approved as to form:

By:

Dated:

Name:

IN WITNESS WHEREOF, the undersigned do hereby execute this Agreement as of the date set forth below their signature.

CALIFORNIA NATIVE PLANT SOCIETY,

MONTEREY BAY CHAPTER
SETTLEMENT AGREEMENT AND GENERAL RELEASE - APN 031-191-013 {AJL-01337940;21} Page 7 of 7

CITY OF DEL REY OAKS
Name:\s/
Dated: ‘T - / s~~ "A A
265
Item 1.
lN WITNESS WHEREOF. the undersigned do hereby execute this Agreement as of the date set forth below their signature.

Approved as to form:

CITY OF DEL REY OAKS
By:--------- ----
Name: ------------
Its: ------------- Dated: ------------
By: ----- -------- Dated: ___________ _
Name: ------------

CALIFORNIA NATIVE PLANT SOCIETY,
MON'T'li'Dli'V BA v ru A V'T'li'R -r.a. cid-?/7"73 LT A."-' J. , a .&.Ja.'-Li • i.'\. JL '-.&..a..1. ......_ .a. .a..., VP "'://q ,,:;.<./.-, By: ~
Name: Jun Sando
Its: Executive Director
Dated: May 15, 2023
By: ~ k
Dated: ·n:ua J )"-t , ·-:) I> J
Name: 13 ~;"' .c-' t. 1 JU? /'"'z..
11,tvf{ L"i'L ~/'}o/ c,_,.__,p .r,
(Jrl'\ 5 t p e1: ~; 04 ,._ 1 .,-
SETTLEMENT AGREEMENT AND GENERAL RELEASE -APN 031-191-013 {AJL-01337940;21} Page 7 of 7
266
Item 1.
- 55?-
C,
EDC Parcel 829a.1
rosT 10
Fort Ord Military Reservation
City ofDel Rey 0aks
Monterey County, Cal iforni a
Legal Description
SITUATE in a portion of the former Fort Ord Military Reservation as it is shown on that certain map recorded in Volunre l9 of Surveys atPage l, and being a portion of Parcel I as itis shorvn on that cenain map recorded in Volume 23 of Surveys at Page 103, Official Records of Monterey County, being rvithin Monterey City Lands Tract No. 1, County of Monterey, State of Califomia; being more particularly described as follows:

BEGINNING at a point on the northerly boundary of South Boundary Road shown as Parcel I8 on that ceruain map recorded in Volume 20 of Surueys at Page I10, being also '?oint B" in the legal description of EDC parcel 8294 said parcel being shown BB Parcsl A on that certain map recorded in Volume 28 of Surveys at Page 40; thence frorn said Point of Beginning along said oorlherly boundary

1. North 50o 4l' 04" West for a distance of 5l l.l8 feet to the beginning of a tangent curve; thence

2. Along a curve to the right, through a central angle of 73o -55' 59x, having a radius of 150.00 feet, for an arc length of 193.56 feet, ard rryhose long chord bears Nonh I3" 43' 04' West for a distance of 1 80"40 feet to a point of intersection with a tangent line being also a point on the easterly boundary of General Jim Moore Bor:levard as shorvn on said rnap; thence along said easterly boundary

3. North2i"14' 55"Eastforadistance of 2Tl.56feettoananglepointintheboirndaryof said Parcel A; thence leaving said easterly borrndary and following the boundary of said Parcel A
4, North 84o 50' 03" East for a distance of 36.80 l'eeq thence S. South I40 52'39u East for a distance of90,78 feet; thence

6. Sou$ 45o 00' 00" East for a distance of 565.69 feet; thence 7 . South 26o 00' 0 I u West for a distance of 293.98 feet to tlre POINI OF BEGINNING.

Containing an area af 4.628 acres, more or less.

This legal description rvas prepared by
{-ct+r*--U*
'Lynn A. Kovach L.S. 5321
My license expires December 31,20A9
LY}IN A,
KOVACH
PLS 5521
Explres
'12-31-OB
* *
E29a,l.doc 4l5lza07 Page L of r EXHIBIT A
267
Item 1.

EXHIBIT
of
EDC ParcElE?94,1
City of Del Rey Oaks
Fort Ord FOST 10
Being a Portion of
Parcel 1 os shown on Vol. 23 of Survays af Poge 103
Lying rrithin the For"t Ond Militany Reservstion
as shotrrrn on Vol. 19 of Surveys of Page 1
Being also truithin Itftonterey City Londs Tract No. 1
Monfarcy County, Col ifornia
A
/ EDC PARCTL 16.1
Note: Course Numbers Refer to the
,
Legol Description.
,,ORDINANC[ REIilOVAL

LIIV ITS,'
27 SURVEYS 14
EDC PARCEL E29o
PARCEL 1
23 SURVTYS 1 03

PARCEL A
28 SURVEYS +A
POB
Not to Scole
I
I
,o
/
I
t,, ti

4.6?
E?9aa I
I acres

EXHIBIT A
I
I
/
/
t/
//
/
I
I
t
I
268
Item 1.
316 Mid Valley Center, Suite 144, Carmel CA 93924
www.kogancounsel.com
June 11, 2026
Sender’s email: [email protected]
City of Del Rey Oaks
Attn: City Manager John Guertin; Mayor Scott
Donaldson; and Members of the City Council
650 Canyon Del Rey Blvd.

Del Rey Oaks, CA 93940

SENT VIA EMAIL
Via Email: [email protected]; [email protected] Re: Enforcement of Settlement Agreement and Deed Restriction – Del Rey Oaks Habitat Reserve (APN 031-191-013); Monterey County Superior Court Case No. 20CV001529 Demand to Cure Breaches and Permit Invasive-Species Removal Dear City Manager Guertin, Mayor Donaldson, and Members of the City Council:

This firm represents the California Native Plant Society, Monterey Bay Chapter (“CNPS”), in connection with the Settlement Agreement and General Release dated May 15, 2023 (the “Settlement Agreement”), and the Deed Restriction recorded June 13, 2024, as Monterey County Document No. 2024020589 (the “Deed Restriction”), both concerning the 4.628-acre Del Rey Oaks Habitat Reserve, APN 031-191-013 (the “Property”). The Settlement Agreement resolved CNPS’s petition in California Native Plant Society v. City of Del Rey Oaks (the "City"), Monterey County Superior Court Case No. 20CV001529 (the “Action”).

CNPS has on more than one occasion asked the City for permission to send trained volunteers onto the Property, at no cost to the City, to remove invasive French broom (Genista monspessulana) that is encroaching on and degrading the rare-plant habitat the Settlement Agreement and Deed Restriction were created to protect. Most recently, on January 13, 2026, CNPS again solicited the City’s cooperation together with an agreement permitting CNPS volunteers access for habitat conservation without any cost to City and offering the City comprehensive indemnification.

The City has consistently refused, taking the position that the instruments prohibit removal of “any vegetation” and that the City has “no affirmative duty” to manage the Property. As explained below, the City’s refusal to engage with invasive-species removal, where the invasive species is allegedly degrading the enumerated conservation values, turns the “no affirmative duty” clause into an obstruction clause, a construction contrary to the plain terms and stated purpose of the Settlement Agreement and Deed Restriction. This letter constitutes CNPS’s formal demand that the City cure its breaches.

I. The Governing Instruments and the Court’s Retained Jurisdiction The May 15, 2023, Settlement Agreement was fully executed by both parties and, at Section 18, the parties expressly stipulated that the Court “shall retain jurisdiction over this matter pursuant to” California Code of Civil Procedure section 664.6. The Deed Restriction, recorded as Document No. 269
Item 1.

Re: Del Rey Oaks Habitat Reserve / CNPS Enforcement
June 11, 2026

Page 2 of 5 ends

Del Rey Oaks City CouncilJune 23, 2026

Del Rey Oaks City Council
June 23, 2026