Council Chamber, 580 Pacific
Street, and Zoom
Teleconference
Monterey, California
Monterey City Council
Special Meeting
AMENDED Agenda
Council Special Meeting
Wednesday, January 25, 2023
4:00 PM
City Council
Tyller Williamson, Mayor
Kim Barber, Councilmember,
District 1
Gino Garcia, Councilmember
Alan Haffa, Councilmember
Ed Smith, Councilmember,
District 2
City Manager
Hans Uslar
IMPORTANT NOTICE: Pursuant to California Government Code section 54953(e)(1)(A) and (C) and the Monterey City Council’s resolution authorizing virtual participation in public meetings given the COVID-19 pandemic, meetings of the Monterey City Council and its Boards, Commissions, and Committees are being conducted with a hybrid format providing both inperson and virtual (electronic) participation in order to promote social distancing and protect the health and safety of attendees.
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CALL TO ORDER
PLEDGE OF ALLEGIANCE
PUBLIC APPEARANCE
PUBLIC APPEARANCE items are reports on non-routine issues that might stimulate public discussion, but that do not require formal noticing as public hearings. You are 1/25/2023 4:00:00 PM
2 welcome to offer your comments after being recognized by the Mayor. The Council may limit the time each speaker is allocated.
1. Receive Update on the 2023 City Staff Work Program and Provide Direction (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
***Adjourn to Closed Session (See additional agenda)***
ADJOURNMENT
Members of the public have the right to address the City Council on any item on the Agenda, before or during its consideration [G.C. §54954.3(a)]. The Mayor will formally open the floor for public comment on items such as "Public Appearance" and "Public Hearings." Comment may be made via the method described in the Important Notice (re: COVID-19) at the top of the agenda.
Writings distributed for discussion or consideration on these matters within 72 hours prior to the meeting, pursuant to Government Code § 54957.5, are available at: monterey.org/submitted-comments and in the City Manager’s Office at 580 Pacific St., Room 1, Monterey, CA 93940 during regular business hours.
Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.
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Agenda Report
FROM: Hans Uslar, City Manager
Prepared by: Nat Rojanasathira, Assistant City Manager
SUBJECT: Receive Update on the 2023 City Staff Work Program and Provide Direction (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:
That the City Council receive an update on the 2023 City Staff Work Program and provide direction.
POLICY IMPLICATIONS:
Receiving an update on the 2023 City Staff Work Program supports the Council’s value driver of “fostering a local government that is transparent and collaborative; and solicits, welcomes, and appreciates input from all.”
FISCAL IMPLICATIONS:
None.
ENVIRONMENTAL DETERMINATION:
The City of Monterey determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA)(CCR, Title 14, Chapter 3 (“CEQA Guidelines), Article 20, Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Because the matter does not cause a direct or any reasonably foreseeable indirect physical change on or in the environment, this matter is not a project. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
ALTERNATIVES CONSIDERED:
The City Council could choose not to receive an update on the 2023 City Staff Work Program, however, this is not recommended.
DISCUSSION:
At the beginning of each calendar year, the City’s executive team and staff refine its list of major initiatives and priorities. Short and long-term policies, programs, and projects that are not part of the City’s routine service delivery are items that make up the City Staff Work Program. Each work program item falls into one of the City’s Strategic Priorities. At a Study Session on Date: 1/25/2023
Item No.: 1.
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 1, Packet Page 3 January 25, 2023, the City Council will receive an update on the 2023 City Staff Work Program (Attachment 1) which are categorized based on the City’s Value Drivers and Strategic Priorities.
The discussion on January 25, 2023 is part of an annual effort of the Monterey City Council to review and discuss the City’s priorities for the year. Review of the City’s annual priorities have taken place during January workshops in 2020, 2021, and 2022.
The City has established cascading goals, where the:
Vision is a description of Monterey’s “desired future,” Mission identifies the role of the City of Monterey in pursuing the City’s Vision; Value Drivers identifies what is important to the community to support the City’s Mission; Strategic Priorities describes how the City can advance its goals in support of the Value Drivers; and the
City Staff Work Program is a set of specific program, policy, or projects that support the City’s Strategic Priorities.
Attachment: 1. 2023 City Staff Work Program
Writings distributed for discussion or consideration on this agenda item, pursuant to Government Code § 54957.5, are posted at https://monterey.org/Submitted-Comments within 72 hours of the meeting.
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 2, Packet Page 4
CITY OF MONTEREY
Vision, Mission, Value Drivers,
Strategic Priorities, and
2023 City Staff Work Program
Monterey City Council
January 25, 2023
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 3, Packet Page 5
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Vision Statement
"Monterey: A beautiful, special place to live, work, and visit. Anda!” ______________________________________________
Mission Statement
"In partnership with our entire community, the Monterey City Council provides visionary leadership ensuring a safe, healthy, historic, economically vibrant, and sustainable environment."
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 4, Packet Page 6
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Drivers
The Value Drivers are numbered for reference only, not in order of importance.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 5, Packet Page 7
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #1: In collaboration with our community partners, work to improve the quality of life of all of our community members by fostering diversity, equity, and inclusion; championing equitable access to affordable housing; and maintaining a safe environment.
The Council is committed to ensuring Monterey retains its special character, which derives from its heritage, size, and location. The Council also is committed to ensuring that Monterey is a safe, affordable, and inclusive place to live, work, and visit. Diversity, equity and inclusion, affordable housing, public safety, and community collaboration are cornerstones contributing to Monterey’s quality of life.
Quality of Life Strategic Priorities:
Ensure the health and wellness of the community including the COVID-19 pandemic response through emergency operations, clear communication with the public, delivering vaccinations, supporting testing efforts, issuing emergency orders, managing social distancing regulations, adopting eviction protections, hosting blood drives, and providing food security.
Health & Wellness Strategic Priority - Staff Work Program Efforts:
• Support COVID-19 vaccine and booster clinics to employees, seniors, students, vulnerable populations, and the general public.
Held 114 vaccine clinics and administered over 8,100 doses since January 2021. Due to reduced demand and greater availability at other venues, the City is now partnering with the California Department of Public Health to provide vaccination clinics at City facilities in neighborhoods such as Villa Del Monte.
• Support food security by working with community partners to provide meals and fresh produce to individuals and families in Monterey during the holiday season.
Over 2,000 Thanksgiving and Christmas Meal Kits were distributed during the 2022 holiday season at El Estero Park Center parking lot in partnership with the Food Bank for Monterey County and Kiwanis Club of Monterey.
• Provide important nutritional services for Senior Citizens at Scholze Park Center.
Ongoing programs include Meals on Wheels and a weekly Produce Pick Up. From January through December 2022, in partnership with Meals on Wheels, the City has distributed, the City distributed 3,123 meals for seniors. In partnership with the Food Bank for Monterey County, the City served 9,500 people through the walk up produce distribution program at Scholze Park Center. The City, in partnership with the Kiwanis Club and Food Bank, distributed holiday meal kits were given to 7,000 individuals, ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 6, Packet Page 8
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
totaling 13,800 meals in 2022.
• Continue to offer monthly blood drives at Hilltop Park Center in partnership with the American Red Cross. For the 2022 calendar year, the City helped collect 326 pints of blood in partnership with the American Red Cross.
• Continue to provide an annual Healthy Eating Active Living (HEAL) Report Published the latest HEAL Report in April 2022. A new report is being prepared for 2023.
• Engage the public on a potential ordinance restricting smoking in multi-family housing units.
Policy issues may be scheduled for mid-2023.
• Adopt an ordinance restricting the sale of flavored tobacco and vaping products.
Adopted by the City Council in August 2022, which was to take effect on February 28, 2023. New State guidance affects local jurisdictions; therefore, an updated ordinance will be presented to the City Council in February 2023.
Recognize that public safety is a priority to ensure that our City is safe and welcoming to all, contributing to our economic vitality as a destination City.
Public Safety Strategic Priority - Staff Work Program Efforts:
● Complete the Standards of Coverage and Community Risk Assessment Study.
The study was completed and presented to the City Council in May 2022. Future discussions about fire services and coverage will continue with the community in 2023. ● Implement the new Police Records Management System (RMS).
Approved in 2021/22; 13-month implementation process for a go-live date of February 1, 2023. The Police Department and Information Systems Division has devoted many staff hours to this project. This effort will meet the needs of the Police Department, and new State mandates, and improve efficiency through modern technology. ● Complete the Central Public Safety Facility Study to address the 1959 constructed, aging, and outdated infrastructure at the public safety campus, home to Fire Headquarters, Downtown Fire Station 11, Police Facility, and the Emergency Operations Center (EOC) Campus.
Council approved funding the study in 2021, with additional funding allocated in 2022.
The study began in fall 2022 and will be completed by summer 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 7, Packet Page 9
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Develop a Local Roadway Safety Plan, a ‘crash data’ driven safety evaluation which develops and prioritizes systemic safety improvements.
The grant application was submitted in 2022, awaiting award selection. ● Replace the aging Fire Department fleet.
Took delivery of two new Type 1 (structure) engines and one Type 3 (wildland) engine in 2021. Command vehicles ordered and received in 2022. Cit City Council approved the purchase of a Pierce 107’ tractor-drawn aerial truck for $1.7 million in October 2022. ● Safely manage the multiple special events held in Monterey.
In 2022 the Police Department managed sixteen special events spanning 29 days of special event staffing, These events, such as the Monterey Jazz Festival, Monterey County Fair, Car Week, Monterey Bay Half Marathon, and California Roots Festival, are covered by Police Department staff working overtime outside of their normal assignments.
● Conduct an analysis of Fire Service Contracts the City of Monterey provides to other agencies, including the cities of Carmel-by-the-Sea, Pacific Grove, and Sand City, as well as U.S. Navy at La Mesa Village and the Monterey Peninsula Airport District to review the contract models’ cost recovery and fiscal viability for the City of Monterey.
Began analysis with consulting firm Baker Tilly in late 2022; analysis is expected to be completed by April 2023.
Prepare for emergencies and support community resiliency Emergency Preparedness Strategic Priority - Staff Work Program Efforts:
• Offer ongoing Community Emergency Response Team (CERT) training to community members.
Trained 30 new community members in basic CERT classes during 2022; training programs are ongoing. New member classes are scheduled for February and September 2023.
• Adopt the Multi-Jurisdictional Hazard Mitigation Plan (MJHMP).
Plan adopted by City Council in June 2022; ongoing implementation in cooperation with the Monterey County Department of Emergency Management.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 8, Packet Page 10
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
• Work with the California Department of Conservation to update tsunami signage and education to reflect the newly-adopted Tsunami Inundation Maps Tsunami Evacuation Plan and Playbooks, staff training, and signage plans are being updated in coordination with Monterey County and the State of California; project scheduled for completion in 2023.
• Update the General Plan Safety Element.
City Council allocated City funds on July 19, 2022 to start the Safety Element. The Element will be completed by 2023 in conjunction with the Housing Element update.
Project is on schedule.
• Due to increased shark activity in the area, prepare signage and a Standard Operating Procedure for incidents involving sharks. The staff has researched information from the State as well and implemented signs for use during shark incidents on the Monterey Peninsula.
• Continue to look for grant funding to upgrade or repair existing infrastructure and maintain resiliency.
Ongoing.
• Continue Fuel Reduction efforts to remove invasive species and flammable understory in greenbelts within and adjacent to City neighborhoods.
In 2022, spent $560,000 completing fuel reduction work. Efforts will continue in 2023; so far $348,000 in work has been completed.
• Engage and collaborate with the Monterey County Office of Emergency Services and the U.S. Army Garrison Presidio of Monterey on joint training exercises and communication efforts.
In summer 2022, EOC Director and Fire Chief served as controllers and evaluators in the Monterey County Bronze Pelican EOC Functional Exercise. In August 2022, Monterey Police and Fire Departments participated in an active shooter exercise with the Presidio of Monterey.
• Collaborate with the U.S. Coast Guard on training exercises.
On September 10, 2022 the City of Monterey co-sponsored an educational and training event with the U.S. Coast Guard Station Monterey, U.S. Naval Air Station Lemoore, and other community partners at San Carlos Beach Park.
• Develop a Community Wildfire Protection Plan.
The City has contracted with Dudek to develop the plan. Work has begun on the plan, which includes community involvement and survey promoted on Have Your Say Monterey, and it is expected to be completed by summer 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 9, Packet Page 11
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
• Through executive training, build resiliency on emerging homeland security issues, including international and domestic threats and hazards, cyber and technology challenges, crisis and risk communication.
Police Chief and Assistant City Manager are enrolled in the Center for Homeland Security and Defense (CHDS) Executive Leaders Program at the Naval Postgraduate School, to conclude in late 2023.
• Manage efforts to prepare for, respond to, and recover from disasters by managing an effective Emergency Operations Center, including coordination with FEMA, CalOES, Monterey County Department of Emergency Management, City departments, and community stakeholders.
Activated the EOC and responded effectively to the winter rain events in January 2023, the Hunga-Tonga-Hunga-Ha'apai volcanic eruption tsunami in January 2022, and ongoing COVID-19 emergency since March 2020.
Foster opportunities for the public to stay physically and mentally active through activities and services in our parks, trails, beaches, campgrounds, sports center, and community centers.
Physical and Mental Activity Strategic Priority - Staff Work Program Efforts:
● Install ADA parking and ADA portable restroom to provide access to disc golf at Ryan Ranch Park in partnership with the Stinging Jellies Disc Golf Club.
The Ryan Ranch Disc Golf course opened in July 2022 with ADA-accessible features. ● Resolve pickleball discord and balance the needs of pickleball players, tennis players and neighbors at Via Paraiso Park.
City conducted a 3-month pilot program following multiple mediation between pickleball players and neighbors in May, June and July; program made permanent in August 2022. ● Conduct the Monterey Sports Center Operational Analysis to research the fiscal viability, optimize operations, and enhance the community facility’s performance.
Operational Analysis launched in July 2022 with a consultant, Sports Facilities Companies. Scheduled for completion by winter 2023.
● Organize summer camps and programs that provide opportunities for youth to stay active in City parks and facilities while also providing childcare for working parents.
Outdoor camp programs for 2022 included Beach Volleyball, Challenger International Soccer, Flag Football, Basketball, Track and Field, and Summer Fun Playground Program. In addition, 2022 was a record summer for Monterey Sports Center’s Sports ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 10, Packet Page 12
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Camp. One of the largest summers yet with an attendance of nearly 100 campers each week for 8 weeks. This summer also marked the return of 6 weeks of Camp Quien Sabe overnight youth camp program at Toro Park and 7 weeks of Whispering Pines Day Camp. These two camps completed the Summer 2022 season each serving approximately 50 campers each week. Total enrollment for all summer camps offered in the Parks & Recreation Department was approximately 1,858 campers. ● Serve individuals and families of all ages at the Sports Center and community (park) centers by offering opportunities for both mental and physical activity.
In 2022, continued restoration of programs at El Estero, Scholze, and Hilltop Park Centers, as well as other community center programs such as ceramics, fencing, gymnastics, dance classes, Pilates, and art classes, as well as specialty camps such as Gymnastics Camp, Tiny Tot Camp, Lego Camp, Chess Camp and Woodworking Camp.
Opportunities for seniors include as well as opportunities to engage with others socially and physically with activities like Tai Chi, Chi Gong, Watercolor, Bridge and Line Dancing. The Sports Center continues to offer popular programs for youth, including basketball clinics, volleyball lessons, martial arts, swimming lessons and more. Offered 298 programs with 30,928 participants in FY 2021/22 through the Recreation Division. ● Begin long-term planning and community engagement efforts for the future of the Old Capitol Site.
Feasibility Study funded in the 2022/23 NCIP. Expected to launch park planning efforts in early 2023 after RFP is finalized and the Feasibility Study is underway.
Provide learning opportunities and foster community connection through the Monterey Public Library
Monterey Public Library Strategic Priority - Staff Work Program Efforts:
• Provide programs for all ages – that inform, inspire, build community engagement, promote reading, celebrate Monterey’s rich past, and support community priorities of economic, mental and physical health, and social justice.
Ongoing.
• Identify funding sources for Library facility renovation in conjunction with the Central Public Safety Facility Study.
Building Forward Infrastructure grant from California State Library has been identified as a potential source of critical infrastructure renovations.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 11, Packet Page 13
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
• Implemented a new RFID inventory and borrowing system using donated funds.
Launched the new system, with over 90,000 items tagged in summer 2021. New Automated self-checkout stations and mobile checkout solutions have been implemented in 2022.
• Provide bookmobile services to neighborhoods to library services.
Resumed bookmobile services in August 2021. New bookmobile funded and scheduled to arrive in fall 2023. The Bookmobile has stops now at La Mesa, Montecito Park, Park Lane, and Merrill Gardens. The Bookmobile has extended stops to City Preschools at El Estero and Hilltop and pop-up outreach events at community functions and at Bay View Academy’s Upper and Lower School campuses.
• Work with local partner agencies to update the Children’s Reading and Learning Area with dedicated funds raised through the Monterey County Gives! Campaign.
Monterey Public Library Friends & Foundation have raised $49,672 in funding through Monterey County Gives. Library has met with community partners at Montage Health’s Ohana and First 5 to discuss inclusive spaces, and reached out to other agencies. The Library has received a Stronger Together Early Learning Hub grant for $188,700 towards the Children’s area.
• Muralists Natalia Corazza and Raven Cook have completed a Young Readers Mural at the Library Terrace. The Library Friends & Foundation have approved funding for new furniture for the terrace. The Library has allocated funding to move the glass barriers on the terrace to allow access to the garden on the Library terrace, near the mural. The area is currently inaccessible.
Respond effectively to neighborhood concerns.
Neighborhood Concerns - Staff Work Program Efforts:
● Work with the Laguna Grande Regional Park Joint Powers Authority to adopt a Laguna Grande Regional Park Trail Maintenance Strategy.
Draft strategy has been completed. The project’s environmental review is underway and is expected be completed by winter 2023. Plan adoption is anticipated in spring 2023. ● Conducting tree mapping and inventory to address the health of Monterey’s forests and greenbelts.
Tree mapping begun in 2021 and will continue in 2022 and 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 12, Packet Page 14
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Continue efforts on the Small Cell Ordinance.
The Planning Commission hosted five public hearings on the draft Small Cell Ordinance during 2022. The City Council will receive an update in January 2023 and consider the ordinance in February 2023.
● Respond to concerns regarding the Monterey Regional Airport’s expansion efforts and its impact on neighborhoods.
The City of Monterey prevailed in the lawsuit.
● Continue the implementation of North Fremont Corridor underground utility projects utilizing Rule 20a funding.
Planning and coordination efforts will continue in 2023.
Fund projects for the betterment of Monterey’s neighborhoods through the Neighborhood and Community Improvement Program (NCIP).
NCIP - Staff Work Program Efforts:
● Continue funding the NCIP at appropriate levels.
The NCIP is currently funded at 16% of Transient Occupancy Tax (TOT) Revenues.
NCIP Committee meetings resumed in Jan 2022, NCIP Projects were approved by the City Council in September 2022. NCIP Projects are ongoing and new project submittals are due in February 2023 for the 2023 program cycle.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 13, Packet Page 15
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #2: Protect and preserve our natural environment by addressing climate change through ecologically responsible and pragmatic solutions.
The City Council recognizes the necessity of bold, pragmatic, and thoughtful solutions to protect our natural environment for future generations. Community decisions on transportation, land use, sea level rise, coastal protection, forestry, and city government operations can have a positive impact on our environment locally, regionally, and globally.
Protecting Our Environment - Strategic Priorities:
Protect the Monterey Bay National Marine Sanctuary and our environmental assets from pollution.
Monterey Bay National Marine Sanctuary - Staff Work Program Efforts:
● Update the Local Coastal Plan (LCP).
Draft Coastal Land Use Plan is being prepared. The draft plan will be released for public review in 2023.
● Implement Stormwater/Water Quality Protection Regulatory Permit activities as well as Sanitary Sewer Collection System/Water Quality Protection Regulatory Permit activities.
Ongoing in 2023.
● Manage the 951 Del Monte Avenue Groundwater Remediation Project, a City property at Window on the Bay Park, with legacy dry cleaning solvent contamination.
Ongoing in 2023
● Continue ongoing regional and stakeholder partnerships to implement regionallyprioritized stormwater quality capture and treatment project opportunities involving City utility infrastructure, with the goal of better protecting the environment and water quality of local waterways, such as streams, lakes, and the Monterey Bay National Marine Sanctuary.
Ongoing in 2023
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 14, Packet Page 16
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Develop a long-term strategy for Municipal Wharf No. 2 and a sustainable fishing industry.
Sustainable Fishing and Municipal Wharf No. 2 - Staff Work Program Efforts:
● Support sustainable fishing activities
Provided an annual financial contribution to the Monterey Bay Fisheries Trust. ● Support efforts to remove derelict and abandoned vessels in the Monterey Harbor area.
Applied for and received grant funding from the California Department of Boating and Waterways for the removal of derelict and abandoned vessels. Retrieved a barge that detached from the Monterey Bay Aquarium during winter 2022/23 Storms. ● Advocated for the opening of the 2022-23 commercial Dungeness crab fishery season in mid-December to the California Department of Fish and Wildlife.
In mid-December, the City asked that the Department begin considering alternative management solutions, such as gear reduction strategies, to allow for the immediate opening of the 2022-23 season and a November 15 start to future seasons. The State opened the Dungeness crab fishery season in December.
Continue efforts to reduce greenhouse gas emissions (GHG).
Reduce Greenhouse Gas Emissions - Staff Work Program Efforts:
● Support efforts to expand existing solar energy arrays on City buildings.
Solar array project at the Monterey Conference Center completed. Expansion efforts ongoing for 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 15, Packet Page 17
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Expand access to electric vehicle infrastructure and encourage sustainable transportation.
Electric Vehicle Infrastructure - Staff Work Program Efforts:
● Expand opportunities for Electric Vehicle Charging Stations in the Waterfront Lot, parking garages, and parking lots.
The City Council is in lease discussions to increase EV charging in the waterfront lot with Tesla. The City began upgrading EV charging stations to the ChargePoint network in fall 2022 for more efficient use of charging stations and cost recovery. ● Continue to integrate low-emissions and electric vehicles into the City’s fleet.
Continue efforts in 2023. Limited supply of utility EVs, pricing, and heavy markups of electric vehicles limits the City’s ability to transition to EV quickly. ______________________________________________
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 16, Packet Page 18
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #3: Serve as stewards of the City’s financial resources through sound economic vitality efforts, streamlining operations, reasonable revenue enhancements, visionary long-term planning, fiscal transparency, and community partnerships.
The City Council is committed to balancing economic activity by supporting Monterey’s economic drivers, including but not limited to hospitality, academia, health care, retail, military, and fisheries. The Council also recognizes that continued prudent fiscal discipline helps ensure the high quality of life and services for residents; strategies include appropriate service levels, optimizing City operations, driving innovation that leverages technology and business solutions, ensuring workforce compensation and benefit structures are both competitive and financially sustainable, ensuring appropriate municipal infrastructure needs are addressed, implementing appropriate revenue enhancement opportunities, providing reliable and timely fiscal reporting, and fostering community partnerships.
Fiscal Stewardship - Strategic Priorities:
Carefully manage City revenues and expenditures which support the delivery of City services.
Manage City Revenues and Expenditures - Staff Work Program Efforts:
● Codify repayment plans for long-term interfund borrowing. Implement the plans to ensure interfund debt is repaid. Address inconsistencies in reporting between all debt service.
Complete by June 2023
● Review, clarify, update, and simplify the City’s business license processes, including timely collection.
Complete by June 2023
● Hire Business License Inspector to implement updated processes and canvas locations to ensure compliance and collection of all fees due to the City.
Complete by February 2023.
● Review, improve and implement updated purchasing processes, including monitoring outdated encumbrances
Ongoing
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 17, Packet Page 19
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Consider appropriate revenue enhancements to support City services and operations.
Revenue Enhancements - Staff Work Program Efforts:
● Continue the Cannabis Retail Roadmap Implementation.
Cannabis Tax to be considered in November 2022. City ordinances and plan amendments are being prepared in winter 2023. Environmental review will commence once the ordinances and plan amendments are finalized.
● Contract with a service provider to perform Transient Occupancy Tax (TOT) audits.
Audits for first ten hotels have been completed. Second batch of thirteen hotel audits are in process.
● Develop a comprehensive City-wide process for collection of fines and fees for issued citations.
Ongoing.
Restore and establish City reserves at levels that provide fiscal resiliency and the ability to address various economic and natural disasters.
City Reserves - Staff Work Program Efforts:
● Maintain the Fund for Economic Uncertainty at 16.6% of general fund operating expenses.
The reserve amount was increased to 18%, at the 2022 Mid-Year budget. The balance at June 30, 2022 in the Economic Uncertainty reserve was $14,756,207. During the FY 2022-23 budget cycle the general fund operating expenses increased, which required additional funding of approximately $210,000 to again restore the fund to the 16.6% policy target.
● Target to increase the Economic Uncertainty Fund to at least 20% of operating expenses by FY22/23 year-end.
Ongoing.
● Establish a Conference Center Facilities Reserve Fund.
The Conference Center facilities Reserve Fund was created and funded with $750,000 ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 18, Packet Page 20
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
at FY 2021-22 Mid-Year budget. An additional contribution of $250,000 was approved with the adopted FY 2023 budget. Target is $10M over the next 8 years. ● Establish a Sports Center Facilities Reserve Fund.
The Sports Center facilities Reserve Fund was created and funded with $750,000 at FY 2021-22 Mid-Year budget. An additional contribution of $250,000 was approved with the adopted FY 2023 adopted budget. Create a policy to fund 10% annually of outstanding deferred facilities maintenance costs and complete the policy by June 2023. ● Establish a Pension Reserve Fund to address the unfunded Pension Liability and Other Post Employment Benefit (OPEB) Liability.
Total Pension and OPEB Liability is at $103,060,020 as of the last actuarial date of June 30, 2020. Continue to research current funding programs offered by CalPERS to determine ongoing funding solutions. Created policy to fund annually at $1M to $2.5M approved by Council. Complete research by September 2022. ● Establish a Sea Level Rise Contingency Fund (Tidelands).
Start with a Reserve level target of 25% of revenues collected. Implement by June 2022.
Start with initial contribution of $750,000. Will revisit amount annually at close of fiscal year and determine contribution level based on available fund balance.
Support business retention and business attraction efforts through partnerships with local business, business associations, and the chamber of commerce.
Business Retention & Attraction - Staff Work Program Efforts:
● Launch efforts to collaborate with the business community on cleanup efforts in partnership with the Old Monterey Business Association
Continue discussions with OMBA and local businesses.
● Actively participate and engage with business organizations on a regular basis.
Continue participation in meetings with the Old Monterey Business Association, New Monterey Business Association, Fisherman’s Wharf Association, North Fremont Business Association, Cannery Row Business Association, and Monterey Peninsula Chamber of Commerce.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 19, Packet Page 21
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Support our military installations (U.S. Army Garrison Presidio of Monterey, Naval Support Activity Monterey, and U.S. Coast Guard Station Monterey) as significant economic drivers in the region.
Support Military Installations - Staff Work Program Efforts:
● Provide base operations support for the Presidio of Monterey under an Intergovernmental Support Agreement.
Complete Intergovernmental Support Agreement (IGSA) negotiations by Spring 2023 ● Complete the Monterey Bay Military Communities Compatible Use Study in collaboration with the Department of Defense, U.S. Navy, and U.S. Army.
The City has published a draft Compatible Use Study and hosted multiple public meetings as part of its public review period. Final comments were received until November 30, 2022. Final document is being prepared. Staff anticipates presenting the final study to the City Council in Spring 2023.
● Continue to support the Monterey Bay Defense Alliance (MBDA).
Facilitate an updated Economic Impact Study in 2022.
● Continue collaboration on State-level advocacy through the California Defense Communities Alliance (CDCA).
Ongoing. The City participated in the California Defense Summit in Sacramento in August 2022.
Identify and seek grant funding opportunities for City services and infrastructure, including parks, recreation, library, museums, public safety, fire prevention, and planning.
Grant Funding - Staff Work Program Efforts:
● Seek, solicit, and manage federal, state, local, and nonprofit grants Citywide through a coordinated effort.
Contracted with a grants consultant in 2022 to help identify, apply for grants, and manage grant efforts across the City organization.
● Conduct facility repairs at the Monterey Sports Center utilizing California State Parks’ Per Capita (Proposition 68) Grant Funds.
Application submitted in January 2022; Council approved revenue appropriation in December 2022. Projects in progress in January 2023. Studio II windows and Natatorium doors on order, with the Natatorium doors funded by Prop 68 grants.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 20, Packet Page 22
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Secure grant funding for Sollecito Ballpark improvements.
Council approved $100,000 appropriation from Monterey Peninsula Foundation in December 2022. Project to be completed by June 2023.
● Pursue California State Library grants.
Applications submitted in 2021 and will continue in 2022. ● Pursue State and Federal transportation, infrastructure, and safety grants.
Staff will continue to prepare and submit applications in 2023. ● Pursue FEMA Grant funds for Public Safety
Applied for an Assistance to Firefighters Grant (AFG) to replace emergency alerting system in fire stations. Outcome of this application is still pending. Staff intends to apply for an AFG in the coming cycle (due February 2023) for a yet-to-be-determined project. ● Utilize Staffing for Adequate Fire and Emergency Response (SAFER) grant Continue to utilize funds received in 2019 to partially pay for 2 firefighters’ salaries and benefits. Grant completed in February 2022 and being closed out. ● Received Local Early Action Planning Grant (LEAP), Regional Early Action Planning Grant (REAP) and Permanent Local Housing Allocation (PLHA) Funds.
Funding received in 2021 to Fund the Housing Element Update and other housing efforts due by 2023. The City Council authorized approximately $56,000 in PLHA funds to MidPen Housing to cover pre-development costs for the 100% affordable housing project behind City Hall. Loan paperwork is being drafted. The City Council also allocated LEAP and REAP funds in July 2022 to start the preparation of the Housing Element. State law requires the Housing Element to be adopted in December 2023. ● Secure Wet Utility (Storm & Sewer) Infrastructure Funding Opportunities. $1 million State Budget Appropriation - Ongoing collaborative efforts with the SWRCB, M1W, and Assemblymember Stone’s Office in support of a $1 million State Budget Appropriation for the El Estero Urban Diversion Project. Proposition 1 IRWM Implementation Grant Application (Feb. 2023) – Ongoing collaborative preparations of a CA DWR grant application for the Olivier Street Stormwater Urban Diversion Project (partners: MPWMD, IRWMP stakeholders, and M1W).
Monterey Peninsula Water Management District, Local Agency Grant – Utilize $25,000 grant awarded to the City to complete Survey Services in 2023 to support the Olivier Street Stormwater Urban Diversion Project efforts.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 21, Packet Page 23
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Prioritize funding models and sources for facility rehabilitation, repair, and replacement.
Funding Models and Sources for Facility Needs - Staff Work Program Efforts:
● Implement a new Parks and Recreation Facility Fee, diverting 5% of related fees to be used exclusively for facility repair and rehabilitation.
Adopted in December 2021; took effect January 1, 2022.
● Establish a Monterey Conference Center facility reserve.
Created a reserve as part of the FY 2022/23 adopted budget ● Funded critical projects in the Monterey Sports Center.
Funded key projects including the dehumidifier, natatorium window tinting, water slide repairs, locker room floor rehabilitation, gymnasium floor resurfacing and Studio II windows. Water slide repairs complete. Natatorium window tinting partially completed.
Locker room floors have been rehabilitated and floor resurfacing in Studios I and II as well as the Gymnasium are complete. In progress, Studio I automated windows.
Projects slated for 2023 include dehumidifier replacement, pool replastering, natatorium rehabilitation, etc.
● Perform a Sanitary Sewer Rate Study.
The Sewer Master Plan (SMP) project will be completed in 2023.
Track, monitor, and respond to ongoing pension liability costs.
Pension Liability - Staff Work Program Efforts:
● Research options to address the City’s unfunded pension liability.
Efforts will continue in 2022; Council reviewed policy considerations in early 2022, and policy discussions were brought back to the City Council in September 2022. Council adopted a funding policy, reviewed the merits of a Section 115 trust and instructed staff to bring back options on firms to establish and manage the trust. ● Conduct a Request for Proposals (RFP) for a Section 115 Trust, select a firm and start funding the trust with funds set aside in the pension obligation reserve fund. RFP is in process. Will bring to City Council in February 2023 to select trust firm.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 22, Packet Page 24
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Drive innovation through technology and business solutions that enhance productivity and effectiveness for staff, as well as customer service for the public.
Technology and Business Solutions - Staff Work Program Efforts:
● Provide user-friendly, 24/7 access to registration for recreation programs, facility reservations, and Monterey Sports Center memberships through new recreation management software.
Implemented SmartRec software in December 2022 for Sports Center, Recreation, and Parks Division members and participants.
● Complete the Cemetery Mapping and Software Enhancements Project.
Project began in early 2021; Project is ongoing. Update with consultant planned for January 2023.
● Purchase and implement a new financial software (ERP) system. The system will be able to improve and streamline processes, improve budgeting functions, integrate with human resource function, and provide more robust reporting.
Starting the RFP process in Spring 2023. Purchase and implementation commencing during the 2024 fiscal year.
● Implementation of new online permitting portal for Community Development.
Portal went online in early 2022 for pilot testing. Progress has slowed due to loss of staff in the Information Services Division. Once employees are hired, the City will re-initiate this effort.
● Implementation of new online service request portal and mobile friendly solution for reporting Citizen concerns.
Project soft launch in third quarter 2022. Due to staffing loss, Vendor hired to assist with significant rollout of many online services with completion expected third quarter 2023. ● Purchase and implement a new public computer time management, fee collection, and printing solution at the Library.
Project to begin in 2023.
● Continue implementation of new parking technology solutions.
Projects began in 2021 and will continue through 2023.
● Continue the Citywide transition from Google Workspace to Microsoft 365.
Phase 1 completed in December 2021; Phase 2 completion began in fourth quarter 2022 ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 23, Packet Page 25
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
and is scheduled for completion in early 2023.
● Update the City Records Retention and Disposition Schedule.
Project began mid-2022, to be completed by year-end 2023. ● Digitization and online storage of documents and forms in Finance, Human Resources, City Clerk, and Community Development Departments into the City’s enterprise document management system (OnBase) and DocuSign.
Project started in late 2020 and will continue through 2023. ● Creation and implementation of a new contract management solution in OnBase.
Project on hold due to loss of staffing. Solution partially created with implementation planned for pilot testing in second quarter 2023 and completion in third quarter 2023. ● Purchase and implement a new event management solution for the Conference Center.
Project completed in fourth quarter 2022
● Implement new GIS aerial photos of the City with flight occurring in March 2022.
Purchased in late 2021 through a collaborative purchase agreement with five local agencies. Aerial photos received with color imperfections and being repaired by the vendor. Implementation planned in first quarter 2023.
● Purchase and implement new mobile computers for end-of-life equipment in Fire Department vehicles.
Funding allocated in FY23 budget; purchase and install planned for first quarter 2023. ● Purchase and implement new office computers and upgrades for Police, Fire and Engineering to replace end of life or slow equipment.
Funding allocated in FY23 fiscal budget. Police and Fire system upgrades completed.
Engineering in progress with completion in first quarter 2023. ● Purchase and implement new network infrastructure equipment to replace end of life equipment, allow for staff mobility, and access to City resources.
Funding allocated in FY23 fiscal budget with implementation planned in late 2023. ● Continue implementation of a new backup internet connection.
Project completed in fourth quarter 2022.
● Evaluate, purchase, and implement a new efficient data storage and backup solution to replace end of life hardware.
Funding allocated in FY23 fiscal budget and approved by Council in July 2022.
Implementation in progress with completion in first quarter 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 24, Packet Page 26
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Continue implementation of mobile communications solutions allowing critical business telephone lines to extend outside of the City network.
Project started in 2021 with estimated completion in early 2023. ● Update the Police Department Body Worn Camera and In-Car Camera program to ensure contemporary technology.
Approved in 2021/22; BWCs were implemented in July 2022, In-Car cameras are anticipated for implementation in 2023.
● Implement new secure remote access and mobility capabilities for employees and vendors to replace end of life equipment.
Funding allocated in FY23 fiscal budget. Implementation in progress with completion in third quarter 2022.
● Implement new police telephone call recording system to replace end-of-life equipment. Funding allocated in FY23 fiscal budget.
Purchase and implementation planned for second quarter 2023. ● Implement new fire inspection and pre-planning solution.
Project started in fourth quarter 2021 with project completion planned in early 2023. ● Implement new cybersecurity awareness training for all employees.
Project started in third quarter 2022 with project completed fourth quarter 2022. ● Hire vendor to conduct a strategic plan and prioritized solution implementation for the City’s Infor ERP system.
Vendor chosen and project started fourth quarter 2022 with project completion planned in second quarter 2023.
______________________________________________
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 25, Packet Page 27
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #4: Provide sufficient resources and support to develop, retain, and recruit a high-quality city workforce.
The Council knows that the quality of city services correlates directly with the quality of city employees. For that reason, the Council is committed to supporting strategies that ensure Monterey can consistently attract, develop and retain employees capable of delivering services consistent with their vision for the future of the City including providing employees with the tools and resources they need to be successful in serving the public.
Develop, Retain, and Recruit a High-Quality Workforce - Strategic Priorities:
Recognize that our workforce is our greatest resource for providing the service that our community deserves by providing city staff with the tools, resources, coaching, and feedback they need to perform well.
Tools, Resources, Coaching, and Feedback for Employees - Staff Work Program Efforts:
• Revamp employee performance, coaching, and feedback for City employees through a new process and workflow system.
Project planning began in 2022 and be implemented in mid-2023.
Support the City workforce through the COVID-19 pandemic including the implementation of citywide staffing and operational retooling, return-to-work protocols, COVID-19 contact tracing and notifications, and phase-in of the Reopening and Rehiring Fund.
Supporting the Workforce Through the COVID-19 Pandemic - Staff Work Program Efforts:
• Carefully manage and implement sound, science-based vaccine and face-covering policies for City employees and visitors to City facilities.
Revised policy for visitors took effect August 2021; employee safety protocols and policy took effect July 2020, updated October 2021, January 2022, and mandatory vaccination policy took effect September 2021. Policies may be revisited or expire once the Governor is expected to lift the COVID-19 emergency in February 2023.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 26, Packet Page 28
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Implement best practices in Diversity, Equity and Inclusion (DEI) through training, performance, hiring, and recruitment efforts.
Diversity, Equity, and Inclusion - Staff Work Program Efforts:
• Begin DEI training for all City employees using a reputable consulting firm.
Completed DEI training for City staff in January 2022. DEI Framework development began in the summer of 2022 in conjunction with an intern from California State University Monterey Bay, and will conclude in early 2023.
Foster employee safety and wellness, including the provision of a robust safety program, employee-centric and employee-led Safety Committee, frequent safety tailgate meetings, an efficient vehicle fleet management program, and other efforts.
Employee Safety and Wellness - Staff Work Program Efforts:
• Complete the 12-month employee safety training calendar and finalize the positionspecific training requirements index.
To continue in 2023.
• Continue biennial AB 1825 Harassment Prevention Training.
To be completed by all employees, volunteers, boards and commission members, and City Council by December 31, 2023.
Provide fair, competitive, and market-rate compensation and benefits to employees through effective labor negotiations.
Labor Negotiations - Staff Work Program Efforts:
• Complete labor negotiations for the City’s bargaining units that are fair, competitive, and market-driven.
Discussions began in 2021; nearly all bargaining units were completed in 2022.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 27, Packet Page 29
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #5: Champion regional and local efforts to secure adequate, affordable, and sustainable water sources for the city, now and into the future.
The Council recognizes that access to a dependable supply of fresh water is a significant gating factor that impacts the City’s ability to provide affordable housing and promote economic vitality consistent with the goals described in the City’s General Plan.
Secure Water Sources - Strategic Priorities:
Continue to advocate and lobby on behalf of the City of Monterey’s interests on regional water issues, with an emphasis on securing water for affordable housing projects.
Labor Negotiations - Staff Work Program Efforts:
• Submit letters to encourage the State Water Resources Control Board to open up water allocations for affordable housing projects.
Letters sent in 2020 and 2021; ongoing. The SWRCB responded in July 2022 that water allocations cannot be given until a replacement water supply is provided. • Collaborate with the California Department of Housing and Community Development (HCD).
AMBAG adopted the new RHNA in early 2022, which will serve as the foundation of the Housing Element preparation in 2022-2023.
Continue to develop and seek funding for City Water Supply-Related Projects and their implementation with regional partners and stakeholders. • In 2023, Council to consider a $1 million State Budget Funding agreement with the SWRCB in support of the Lake El Estero Urban Diversion Project for water quality protection and water supply augmentation.
• Utilize a $25,000 grant awarded by the Monterey Peninsula Water Management District to the City for the ongoing development of the Olivier Street Stormwater Urban Diversion Project.
• Pursue IRWMP Proposition 1 Grant Funding in 2023 for the proposed Olivier Street Stormwater Urban Diversion Project (formerly Tunnel Diversion Project) for water quality protection and water supply augmentation. ______________________________________________
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 28, Packet Page 30
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #6: Support efforts and policies that provide equitable access to affordable housing in Monterey and the region.
The Council embraces efforts that provide equitable access to affordable housing, including balanced approaches to increase housing supply, rental resources and assistance, and housing rehabilitation grants to homeless, low-income, senior, and disabled individuals.
Affordable Housing - Strategic Priorities:
Support affordable housing through modern zoning policies/ordinances, ADU policies, housing grants, review of density requirements, and consideration of Cityowned sites for affordable housing.
Affordable Housing - Staff Work Program Efforts:
• Approve residential uses on mixed-use, ground-floor locations.
Ordinance adopted in late 2021.
• Complete City-owned Potential Affordable Housing Sites Exclusive Negotiating Agreements.
Hosted two Council meetings on this topic. In July 2022, the Council ultimately directed staff to enter into an Exclusive Negotiating Agreement (ENA) with MidPen Housing for a potential affordable housing development behind City Hall. The ENA has been signed and MidPen Housing is preparing pre-development studies. • Provide Council with the requested update on rental units in the City of Monterey.
The City Council was provided an update on rental units and a possible rental registry.
Address homelessness through programs and partnerships such as the Multidisciplinary Outreach Team (MDOT) and continued support of homeless service agencies through the City’s Community Development Block Grant program such as but not limited to Gathering for Women and Community Human Services.
Homelessness - Staff Work Program Efforts:
• Coordinate with homeless advocacy organizations (e.g. Gathering for Women) to provide COVID-19 vaccines to unhoused population.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 29, Packet Page 31
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Completed in 2022; ongoing efforts to support vaccine clinics. • Seek and receive funding for provided via the CDBG Public Service Grant process.
Completed in summer 2022.
• The MPD’s Multi-Disciplinary Outreach Team (MDOT) will continue to work side-byside with various governmental and non-governmental organizations to offer, provide and find solutions for those who are unhoused.
In 2022, - the MPD and MDOT offered information on services in every contact they had with those who were unhoused. Considering creating a homeless navigator position to assist in obtaining appropriate resources for the unhoused. • Research the creation of a warming shelter and navigation center for the unhoused in the City of Monterey.
The City Manager’s Office will coordinate the efforts of various City Departments and non-governmental agencies to explore and offer suggested alternatives to potentially create an overnight shelter and navigation center in Monterey. ______________________________________________
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 30, Packet Page 32
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #7: Expand opportunities for people of all ages and abilities to bike and walk safely through active transportation, accessibility, and safety initiatives.
The Council is committed to developing policies and supporting plans that create an environment where people, bicycles, buses, trolleys, and motor vehicles can move through the community safely and efficiently. The City Council also prioritizes pedestrian and bicyclist safety and mobility over driver convenience and continues to value “Vision Zero” strategies of education, equity, engineering, evaluation, and enforcement.
Active Mobility - Strategic Priorities:
Maintain and repair core street, roadway, and storm drain infrastructure.
Street, Roadway, and Storm Drain Infrastructure - Staff Work Program Efforts:
• Continue implementation of the Traffic Signal Adaptive System in order to have all arterials running on the SCOOT system which reduces greenhouse gas emissions and enhances quality of life.
Pacific Street corridor implementation will be complete in 2023 and Franklin Street corridor will be on the adaptive system by late 2024.
• Seek grants to fund safety enhancements for pedestrians, bicyclists and motorists.
Efforts will continue in 2023.Active Transportation and Highway Safety Improvements Program Grants will be submitted in 2023.
• Continue implementation of road rehabilitation, storm drain infrastructure, funded through SB 1, Measure P and S, and Measure X.
For FY 21/22, the City received approximately $3.2M in funding through Fuel taxes/SB 1, $11 M in funding from Measure P and S, and $2.6 M in funding for Measure X.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 31, Packet Page 33
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Provide and deploy effective parking facilities, programs, and enforcement tools that support resident, business, and visitor access to various business districts and neighborhoods.
Parking - Staff Work Program Efforts:
• Utilize technology and modern parking tools to collect revenue and improve customer service.
Upgraded to ParkMobile systems and Pay-by-Plate options in 2022. • Complete Waterfront Parking Expansion Project and lot conversion to “pay by plate.”
Phase 2 is scheduled for completion in 2023, and Phase 3 at a later date.
Continue supporting planning and construction efforts for regional trail networks.
Regional Trail Networks - Staff Work Program Efforts:
● Support the Fort Ord Regional Trail and Greenway (FORTAG).
Staff continues to seek grant opportunities for projects that connect to FORTAG within the City of Monterey, along North Fremont Street and Laguna Grande Regional Park. ● Seek grant funding and finalize the design for the North Fremont “Gap” Project that connects the City’s bike and pedestrian network to FORTAG.
Staff will continue to apply for grants in 2023.
Continue to enhance mobility for people of all ages and abilities.
Mobility for All Ages and Abilities - Staff Work Program Efforts:
● Complete an update to the City’s ADA Transition Plan.
ADA Transition Plan work began in 2022 and is expected to conclude in mid-2023 following a public engagement process.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 32, Packet Page 34
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Continue the implementation of ADA-compliant curb ramps funded by Measure P/S.
Ongoing.
● Continue to implement APS (Audible Pedestrian Signal) installation at signalized intersections.
Ongoing.
● Continue to look for opportunities to enhance the transportation network to include pedestrian and bike facilities.
Efforts will continue through 2023.
● Continue to procure grants in order to provide safety education and encourage programs such as Safe Routes to School to encourage more walking and biking.
Efforts will continue in 2023.
______________________________________________
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 33, Packet Page 35
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #8: Preserve, promote, and maintain our City’s historic and cultural resources through responsible stewardship and historic preservation that highlights the contributions and perspectives of all people who are a part of Monterey’s diverse history.
The City Council is committed to support policies and plans that ensure the protection, appropriate development, and use of the City’s historic and cultural assets. The City Council also recognizes the importance of sharing the City’s diverse history through the lens of the Native Americans, Latinx, Euro-Americans, African Americans, and Asian American/Pacific Islander communities who have contributed to the Monterey community.
Historic Preservation & Diversity - Strategic Priorities:
Ensure that the community’s history is interpreted and presented from a social justice lens.
Interpretation of History from Social Justice Lens - Staff Work Program Efforts:
● Develop a social justice and equity framework for the City’s Museums Division in collaboration with the Museums & Cultural Arts Commission.
Project not yet started; scheduled to be considered following review of the City-wide Diversity, Equity, and Inclusion Framework.
● Seek grant funds to pilot historic walks outlined in the draft Path of History Master Plan that tell our history from the perspective of first peoples and diverse ethnic groups that shaped Monterey’s past and present.
Grant funds awarded in summer 2022; staff developing RFP for the consultant in fall 2022; draft Master Plan to be adopted in 2023.
Preserve and protect Monterey’s maritime history.
Maritime History - Staff Work Program Efforts:
● Work with the U.S. Coast Guard, Breakwater Cove, and Western Flyer Foundation to bring the restored Western Flyer fishing boat chartered by John Steinbeck to Monterey.
Discussions with the Western Flyer began in 2019; expected to arrive for one week in 2023 and return after repairs.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 34, Packet Page 36
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
Value Driver #9: Foster a local government that is transparent and collaborative; and solicits, welcomes and appreciates input from all.
The City Council is committed to transparency, collaboration, and engagement with all of our residents, neighborhoods, businesses, and community partners through robust channels of communication including in-person, technology-based, and media outreach efforts. The City Council is also committed to providing core services to the community, and partnering with business, nonprofit, military, and government partners where appropriate.
Transparent and Inclusive Government - Strategic Priorities:
Maintain and expand methods for the public to engage and interact with their city government using a variety of engagement tools, including media outreach, digital communications, and in-person engagement.
Digital, Media, and In-Person Engagement - Staff Work Program Efforts:
● Transition the City from at-large elections to district-based elections for City councilmembers, in compliance with the California Voting Rights Act (CVRA).
Council adopted Ordinance with Council districts map and election sequencing in February 2022. First district-based election will be held November 8, 2022 for Council districts 1 and 2, and at-large Mayor.
● Conduct an open and inclusive appointment process to fill an at-large Council vacancy.
Completed a transparent and comprehensive appointment process in November and December 2022.
● Provide a robust and welcoming onboarding process to support newly elected official(s).
Began in December 2022 with swearing in of the new Council. ● Continue to use online engagement tools such as Have Your Say Monterey on relevant topics and emerging issues.
Recent engagement project pages include includes the ADA Transition Plan, Community Wildfire Protection Plan, 2031 General Plan Update, Councilmember Vacancy, Monterey Public Library Operations Survey, and Laguna Grande Regional Park Plan.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 35, Packet Page 37
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Provide relevant, timely, and accurate information on City affairs, emergency incidents, and policy issues.
Successfully used social media, Nextdoor, and the City’s email newsletter to communicate to the public, including during the January 2023 Winter Storms.
Provide information and access to tools and resources through the City’s website.
City Website - Staff Work Program Efforts:
● Launch new City website and Content Management System (CMS).
New website launched in summer 2021; new features to be added through 2023.
Understand City leaders’ values and priorities by facilitating annual discussions about the City Council’s Value Drivers and Strategic Priorities.
City Council Value Drivers and Strategic Priorities - Staff Work Program Efforts:
● Council to update Value Drivers and Strategic Priorities, and review City Staff Work Plan.
New vision, mission, and value drivers adopted in December 2021; Staff Work Plan updated in January 2022 and Summer 2022; will be revisited in January 2023.
Recognize that City government’s role is to provide core services to the public, and partnerships with nonprofit, military, business, and other government agencies can be an effective means of supporting the public good.
Community Partnerships - Staff Work Program Efforts:
● Continue ongoing positive working relationships with Montage Health, Middlebury Institute of International Studies, Monterey Peninsula College, Naval Support Activity Monterey, U.S. Army Garrison Presidio of Monterey, Coast Guard Station Monterey, Monterey Bay Aquarium, Monterey Peninsula Unified School District, and other stakeholders.
Ongoing.
ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 36, Packet Page 38
CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2023 City Staff Work Program Updated January 2023
● Continue regional partnership efforts such as the Monterey Regional Storm Water Management Program that offer regular public meetings with opportunities for community input and engagement in the stewardship of local waterways, environmental protection, volunteer opportunities, and engagement from other governmental agencies, military, schools (K-12, graduate, and post-graduate), nonprofits, and private entities.
Ongoing.
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ATTACHMENT 1
Council Special Meeting, 1/25/2023, Item No. 1., Item Page 37, Packet Page 39