Monterey City Council
May 28, 2025

Council Chamber,
580 Pacific St.

Monterey, California

CITY COUNCIL AGENDA
Council Special Meeting and
Special Closed Session
Wednesday, May 28, 2025
4:00 PM – 6:30 PM
Mayor
Tyller Williamson
Councilmembers
Kim Barber, District 1
Ed Smith, District 2
Jean Rasch, District 3
Gino Garcia, District 4
City Manager
Hans Uslar
City Attorney
M. Christine Davi
HOW TO PARTICIPATE IN THIS MEETING:
 In-Person: At the meeting location listed above.
 Remotely via ZoomGov webinar:
o On a computer or smartphone: https://monterey-org.zoomgov.com/j/1616037682 Zoom software must be up-to-date. For help, please use our Zoom Meeting Instructions. o By telephone dial 833-568-8864 (Toll Free), 669-254-5252 (CA) or 646-828-7666 (NY). If one number doesn’t work, please try another. Enter Webinar ID: 161 603 7682 # If asked for participant ID, press #. To raise your hand: dial *9. Once called upon, dial *6 to unmute.  This meeting will also stream live for viewing only on youtube.com/cityofmonterey (~10 second delay) and on Comcast Channel 25 (up to 90 second delay).  Written comment: Emailed comments to [email protected] sent no later than ½ hour before the start of the meeting (sooner preferred) are not read aloud but are made available to the Council and public at monterey.gov/submitted-comments.

PUBLIC COMMENT PROCEDURES AND TIME LIMITS:

The total amount of time allocated for public comment on a particular issue and for each individual speaker is generally as follows:

1. Up to three minutes per speaker.

2. For regular City Council meetings, there are two 15-minute public comment periods, one in the afternoon and one in the evening. Speakers may only comment during one session.

3. The total time allocated for public comment:
a. 30 minutes per item – Public Appearance and Public Hearing items b. 15 minutes per item – All other items (including, but not limited to, Consent, Closed Session, Presentations, and Requests to Agendize)
At the time an item is considered, the Mayor will ask those attending the meeting in person to line up at the podium or raise their hands, and for remote participants to use *9 on the telephone or the “raise hand” function in Zoom, if they wish to address the City Council. The maximum amount of time for each person to speak and the total amount of time allotted for each item will be determined based on the number of people indicating an interest in speaking and the amount of business to be conducted on the agenda. In exceptional circumstances and when necessary to ensure a full opportunity for public input, the Mayor may, with the legislative body’s consent, adjust the amount of time allowed for public input and/or the time allotted for each speaker.

CAMPAIGN CONTRIBUTION DISCLOSURE: Pursuant to the Levine Act (Govt. Code §84308), any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $500 made by the party or the party's agents within the preceding 12 months to any City official. Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made. 5/28/2025 4:00:00 PM
2 AFTERNOON SESSION: 4:00 p.m. to 6:30 p.m.

Call to Order
Pledge of Allegiance
Afternoon Session Items
Public Appearance (Afternoon)
Public Appearance items are on non-routine issues that might stimulate public interest and comments.
1 Receive a Presentation and Approve the 2025 & 2026 City Council Action Items Schedule (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
2 Provide Direction on Appointments Process for, and Composition of Boards, Commissions, and Committees (Not a Project Under CEQA per Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Adjourn to Closed Session
The City Council will take public comments on closed session items before convening to closed session.

Closed Session (Afternoon)
The City Council will take public comments on closed session items before convening to closed session.

3. Closed Session Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8
Property: 1 Old Golf Course Road (Hyatt Regency Monterey) Agency Negotiators: Kimberly Cole and Janna Aldrete
Negotiating Parties: Tony Lombardo (Representing FWREF Monterey, LLC) Under Negotiation: Price and Terms of Payment for New Lease Agreement (Not a Project under CEQA per Article 20, Section 15378 and under General Rule Article 5, Section 15061) -- continued from May 6, 2025, May 20, 2025, and May 23, 2025

4. Closed Session Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8; Property: Crematorium at El Encinal Cemetery, Fremont Street and Camino Aguajito; Agency Negotiators: Kimberly Cole and Janna Aldrete; Negotiating Parties: Michelle Price (Keystone America, Inc., dba The Paul Mortuary, a subsidiary of Service Corporation International); Under Negotiation: Price and Terms of Payment for Lease Amendment (Not a Project under CEQA per Article 20, Section 15378 and under General Rule Article 5, Section 15061) -- continued from May 20, 2025 and May 23, 2025
Adjournment
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.gov/submitted-comments and in the City Manager’s Office at 580 Pacific St., Room 1, Monterey, CA 93940 during regular business hours. All comments and materials provided to the Council become part of the public record. Members of the public who 5/28/2025 4:00:00 PM
3 comment in any fashion on an agenda item may be subject to the Levine Act which requires disclosure of campaign contributions of more than $500 to an officer of the City within the preceding 12 months.

INTERPRETATION: The Monterey City Council invites and encourages public participation at its meetings.

Requests for language interpretation may be made by contacting the City Clerk at [email protected] or 831-646-3935. The City Clerk will make every effort to accommodate requests for interpreter assistance.

Requests should be made as soon as possible in advance of any meeting of the City Council. The City is committed to addressing language interpretation requests swiftly in order to maximize public participation.

ACCESSIBILITY: The City of Monterey is committed to including disabled people in all of its services, programs and activities. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact [email protected] or (831) 646-3935.

Notification 30+ hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.102-35.104 ADA Title II]. Later requests will be accommodated to the extent feasible. For communication-related assistance, dial 711 to use the California Relay Service (CRS) to speak to City offices. CRS offers free text-to-speech, speech-to-speech, and Spanish-language services 24 hours a day, 7 days a week. If you require a hearing amplification device to attend a meeting, dial 711 to use CRS to talk to the City Clerk's Office at (831) 646-3935 to coordinate use of a device.

CITY OF MONTEREY 24-HOUR SUGGESTION HOTLINES: (831) 646-3799 or [email protected] Upcoming city meetings are listed at monterey.gov/agendas For more information, call (831) 646-3935 Council
Agenda Report
FROM: Nat Rojanasathira, Assistant City Manager
SUBJECT: Receive a Presentation and Approve the 2025 & 2026 City Council Action Items Schedule (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council receive a presentation and approve the schedule of planned action items for 2025 and 2026
based on the City Council’s approved priorities.

VALUE DRIVERS:

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.

Foster a local government that is transparent and
collaborative; and solicits, welcomes and appreciates
input from all.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

POLICY IMPLICATIONS:

It is a best practice for city councils to conduct annual goal-setting and prioritization exercises. The City Council adopted priorities on March 4, 2025 following the City
Council Workshop on January 29, 2025. The City Council will receive a comprehensive preview of key agenda items scheduled for deliberation and action throughout 2025 and 2026. This outlook identifies priority topics requiring Council review, decision-making, or formal action in the upcoming two-year period.

Consistent with the Council-Manager form of government established in Monterey, the City Manager is responsible for translating the City Council’s policy direction into plans, timelines, guidance to staff, and ensure the effective delivery of initiatives, projects, and programs.

Council’s receipt of the planned action items for 2025 and 2026 based on the priorities affirmed by the City Council in March 2025 will further the Council and community about when specific initiatives are expected to be completed and brought to the City Council for further information or action.

FISCAL IMPLICATIONS: None.

Agenda Report Highlights
 The City Council will receive a
presentation on the 2025 & 2026
Action Items Schedule, which aligns
with the Council’s adopted priorities.
 The schedule outlines initiatives,
projects, and programs expected to
be completed or reviewed in each
quarter of 2025 and 2026.
 Legal requirements, budget
constraints, and staffing resources
may impact the timeline or scope of
initiatives.
 The City Council is encouraged to
ask questions about the initiatives
during the May 28, 2025 Study
Session.

Date: 5/28/2025
Item No.: 1.

Council Special Meeting, 5/28/2025, Item No. 1., Item Page 1, Packet Page 4 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 the schedule, however that is not recommended.

DISCUSSION:

City Council Workshop and Council Adoption of Council Priorities The 2025 City Staff Work Program (Attachment 3) was presented to the City Council at its regular meeting on January 21, 2025.

At its Study Session on January 29, 2025, the City Council convened at Scholze Park Center for a highly engaging planning and goal-setting workshop. On March 4, 2025, the City Council received a summary of the workshop, received an update on initiatives within the City Council’s top eight priorities, and adopted the City Council’s priorities (Attachment 2):

1. Community Engagement and Government Transparency

2. Public Safety: Police, Fire. Emergency Management, and Code Compliance

3. (tie) Fiscal Stewardship: Stabilizing Future Revenue Sources

3. (tie) Housing: Homelessness Services

5. (tie) Fiscal Stewardship: Economic Development

5. (tie) Infrastructure: Maintain, Repair, and Replace

5. (tie)Quality Workforce: Attraction and Retention

5. (tie) Housing: Affordable Housing and Secure Water Sources During this meeting, members of the City Council requested information about when specific initiatives within each of the Council’s top priority areas would return to the City Council for review or consideration.
2025 & 2026 City Council Action Items Schedule
City staff have prepared a schedule (Attachment 1) highlighting policy, program, and projects that fall within the City Council’s top eight priorities and estimates of when they would be completed in each quarter of 2025 and 2026. The Council’s priorities and goal-setting workshop guided staff’s development of the 2025 & 2026 City Council Action Items Schedule. The majority of these items are expected to be presented to the City Council as an informative presentation or further action, such as adoption of a resolution or ordinance, and are indicated Council Special Meeting, 5/28/2025, Item No. 1., Item Page 2, Packet Page 5 with a check mark (). The items listed in red text indicate priorities that are legally required.

Shaded cells indicate that the project is in progress during that quarter ().

At the special meeting on May 28, 2025, the City Council will receive a presentation on the 2025 & 2025 City Council Action Items Schedule. While City staff remains committed to Council priorities, it is worth noting that legal requirements, along with current budget and staffing resources, may limit adjustments to the timeline or additions to the list of efforts. Furthermore, other factors (e.g., delays in State agency reviews, shifting priorities) may change the timeline.

The City Council is encouraged to ask questions and provide feedback on any of the initiatives listed on the schedule.

NR
Attachment: 1. 2025 & 2025 City Council Action Items Schedule

2. City Council Priorities, Adopted March 4, 2025

3. 2025 City Staff Work Program, Updated January 2025
Writings distributed for discussion or consideration on this matter within 72 hours prior to the meeting, pursuant to Government Code § 54957.5, will be made available at the following link:
https://monterey.gov/Submitted-Comments
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 3, Packet Page 6

CITY OF MONTEREY
2025 and 2026 City Council Action Items Schedule
# Item Lead Department Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1 Conduct City Council Prioritization and Goal-Setting Efforts All     2 Continue implementation of Spanish langauge outreach and engagement strategies All 3 Gather community feedback for and adopt the Old Capitol Site Master Plan Parks & Rec  4 Adopt increase to City Council Compensation Finance  5 Consider City Council Governance Policy on Boards and Commissions City Manager   6 Consider City Council Travel Policy Finance 
7 Implement First City Academy citizens' academy program for residents All   8 Host semiannual City Hall in Your Corner services fair in neighborhoods All    9 Complete engagement efforts for the Land and Water Conserv. Fund grant for Jacks Park Parks & Rec  10 Update the City's Website and the Have Your Say Monterey platform City Manager  11 Launch the My Monterey Gov citizen request mobile app City Manager  12 Launch bilingual National Community Survey for feedback on City services/ priorities City Manager  13 Continue rec programming in neighborhoods such as Villa Del Monte, Laguna Grande, etc. Parks & Rec  14 Gather feedback on the updated Tree Ordinance Parks & Rec  15 Review and gather feedback on Public Art Policy Library/Museums  16 Complete Monterey Public Library Strategic Plan Library/Museums  17 Adopt Firearms and Ammunition Sales Ordinance Community Dev.   18 Complete Active Shooter Incident Management (ASIM) training Police  19 Consider approval / implementation of services for Carmel-by-the-Sea Fire Ambulance Fire  20 Complete technology upgrades to the Emergency Operations Center (EOC) City Manager  21 Replace Mobile Data Terminals (MDTs) for all police vehicles City Manager  22 Implement the Tablet Command mobile incident command and response platform Fire  23 Adopt Sidewalk Vending Ordinance Community Dev.  
24 Consider approval of AB 481 Report and Automated License Plate Readers (ALPR) Report Police   25 Adopt update of the General Plan Fire Hazard Map Community Dev.  26 Manage existing CALFIRE fuel reduction grant and reapply for additional funding Parks & Rec  27 Implement LifeSpot Active Shooter Safety Response System Police  28 Plan for a potential Fire Services Joint Powers Authority with Carmel and Pacific Grove Fire   29 Complete implementation of an Advanced Life Support (ALS) program Fire 30 Plan for improved fire service along the Hwy. 68 corridor in collaboration with partners Fire 31 Implement a long-term fire apparatus funding and replacement plan Fire 32 Adopt the FY 2025-26 Budget Finance  
33 FY 25-26 GANN Limit Adoption Finance 
34 Adopt FY 25-26 Salary Schedule Finance 
35 Adopt the FY 2025-26 Mid-Year Budget Finance 
36 Adopt the FY 2026-27 Budget Finance  
37 FY 26-27 GANN Limit Adoption Finance 
38 Adopt FY 26-27 Salary Schedule Finance 
39 Review Section 115 Trust Funding Finance   
40 Pension, Reserve and Long Range Strategic Plan Finance  41 Identify and implement solutions to address the City's structural deficit Finance     42 Master Fee Schedule Update Finance  
43 City-wide Comprehensive Fee and Rate Study Finance   44 Consider the renewal of Measure P/S 1% sales tax Finance     45 Assess and implement infrastructure financing options Finance     46 Continue securing federal and state grants where feasible City Manager 47 Implement credit card fees for online payments Finance 48 Complete and implement changes based on the General Plan Fee Analysis Community Dev.  49 Consider amendments to the Mills Act policies Community Dev.  50 Updates to Financial Policies Finance 
51 Implement a new Enterprise Resource Planning (ERP) system Finance  52 Select new external Auditors Finance 
53 Select TOT Audit firm Finance 
54 Banking Service Selection Finance 
55 Conduct study and adopt Stormwater Fees Public Works  56 Implement updated Residential Parking Program Public Works  57 Consider increasing Parks and Recreation Facility Maintenance Fund allocation Parks & Rec  58 Accept credit cards and advance reservation options for Veterans Park Campground Parks & Rec 59 Review Retail Cannabis Policy City Manager  
60 Adopt Homeless Camping Ordinance City Attorney 
61 Housing Element (Program 4-B): Evaluate the Rental Assistance Pilot Program Community Dev.    62 Appropriate funding for Permanent Local Housing Allocation (PLHA) Community Dev.   63 Complete AB 362: Homeless Shelter Report Community Dev. 64 Housing Element (Program 4-A): Multi-Disciplinary Outreach Team (MDOT) Police 65 Continue homeless encampment cleanups Parks & Rec
Public Safety: Police, Fire, Emergency Management and Code Compliance Fiscal Stewardship: Stabilizing Future Revenue Sources
Housing: Homelessness Services
City Council Actions City Council Action Items 2025 2026 Community Engagement and Government Transparency
All timelines are estimates. Shaded boxes denote ongoing staff work.

Checkbox () designates City Council action or presentation. Items in red are legally required.

ATTACHMENT 1
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 4, Packet Page 7

CITY OF MONTEREY
2025 and 2026 City Council Action Items Schedule
# Item Lead Department Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
City Council Actions City Council Action Items 2025 2026 66 Adopt Ordinance on Bike Rentals in C-2 District Community Dev.  67 Consider lease extension for 353 Camino El Estero (Chamber of Commerce) Community Dev.  68 Consider lease extension for 285 Figueroa Street (Monterey Beach House) Community Dev.  69 Adopt Economic Development Strategy City Manager   70 Conduct Public Hearings on Alvarado Street and Calle Principal Maintenance Districts Public Works   71 Consider extending expiration of vesting tentative map for Ocean View Plaza Community Dev.  72 Consider new lease for 1 Old Golf Course Road parking area (Hyatt Regency) Community Dev.  73 Review Enhanced Infrastructure Financing District (EIFD) Framework City Manager  74 Consider new lease for Wharf 2 building (former Loulou's Griddle in the Middle) Community Dev.  75 Consider new lease or lease extension for 640 Wave Street (former IMAX Theatre) Community Dev.  76 Complete upgrade to 30 Fisherman's Wharf commercial space Community Dev.  77 Complete public engagement plan on next steps for Lower Presidio Historic Park Library/Museums   78 Consider undergrounding approach Public Works 
79 Review and adopt Crosswalk Policy Public Works 
80 Adopt Local Road Safety Plan Public Works 
81 Conduct hearing on Collection of Sewer Service Charges on the Property Tax Roll Public Works   82 Respond to Civil Grand Jury report on wharves Public Works  83 Review needs and identify funding for municipal wharves Public Works   84 Review and discuss Infrastructure Financing Options Finance    85 Consider lease extension for crematorium Community Dev.  86 Review needs and identify funding for Central Public Safety Facility Public Works   87 Review the State of Our City's Infrastructure Public Works   88 Complete Sea Level Rise Study Community Dev.  
89 Complete upgrade to technology in City Council Chamber City Manager  90 Continue delivery of Measure S Projects (streets, storm water) Public Works   91 Implement and update the City's Mobility Plan Public Works  92 Implement the Citywide Facility Condition Assessment Public Works  93 Continue design and implementation of stormwater diversion to wastewater projects Public Works  94 Continue Wharf I and II Repair Projects Public Works 95 Complete the Wharf I Fire Supression Replacement Project Public Works 96 Replace aging fiber infrastructure City Manager
97 Replace aging security and public safety camera infrastructure City Manager 98 Replace rugged traffic network communication switches for traffic signals City Manager 99 Continue grant applications for critical infrastructure Public Works 100 Complete annual State compliance reports for sewer and stormwaters Public Works 101 Continue implementation of ADA Transition Plan for Facilities and ROW Public Works 102 Continue delivery of NCIP projects Public Works
103 Complete facility improvements at Hilltop Park Center Public Works 104 Continue implementation of the Laguna Grande Regional Park Trail Maintenance Strategy Parks & Rec 105 Continue sewer repair and replacement projects Public Works 106 Continue stormwater projects Public Works
107 Replace dehumidifier and rehabilitate the Sports Center Natatorium and Pools Parks & Rec 108 Relocate and renovate the cycling studio at the Monterey Sports Center Parks & Rec 109 Implement safety projects identified in the Local Road Safety Plan Public Works 110 Rehabilitate Monterey Tennis Center to include new pickleball courts Parks & Rec 111 Identify long-term strategy for Pacific Biological Laboratories Library/Museums 112 Enhance the advanced integrated climate control system in the Sports Center natatorium Public Works 113 Update locker rooms and dressing areas at the Monterey Sports Center Parks & Rec 114 Continue targeted recvruitment efforts including job placements and strategic hiring Human Resources 115 Continue Anda Academy employee development and leadership program City Manager 116 Modernize document management and digitization of files City Manager 117 Hold public hearing on vacancy rates in compliance with AB 2561 Human Resources   118 Negotiate labor agreements with seven (7) bargaining units Human Resources 119 Provide generative Artificial Intelligence (AI) tools for employees City Manager 120 Implement "Team Monterey" City services academy for employees City Manager 121 Launch National Employee Survey for employee feedback on employee engagement City Manager  122 Evaluate the Rental Inventory program and policies Community Dev.   123 Adopt the Analysis of Impediments for Fair Housing Community Dev.  124 Approve CDBG Consolidated and Annual Action Plans Community Dev.   125 Implement Housing Element (Program 6-B): Annual Review Community Dev.   126 Implement Housing Element (Program 6-C): ADU/JADU Monitoring Community Dev.   127 Implement Housing Element (Program 1-M): ADU and JADU Awareness Community Dev.   128 Continue work on the Mid Pen Housing Development at Dutra and Madison Sts. Community Dev.  129 Complete update to the Accessory Dwelling Unit (ADU) Ordinance Community Dev.  130 Implement Housing Element (Program 1-J): SB 9 (Changes to Single Family Zoning) Community Dev.  131 Implement Housing Element (Program 1-N): Pre-Approved ADU Floor Plan Community Dev.  Quality Workforce: Attraction and Retention
Housing: Affordable Housing and Secure Water Sources
Fiscal Stewardship: Economic Development
Infrastructure: Maintain, Repair, and Replace
All timelines are estimates. Shaded boxes denote ongoing staff work.

Checkbox () designates City Council action or presentation. Items in red are legally required.

ATTACHMENT 1
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 5, Packet Page 8

CITY OF MONTEREY
2025 and 2026 City Council Action Items Schedule
# Item Lead Department Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
City Council Actions City Council Action Items 2025 2026 132 Implement Housing Element (Program 3-I): Place-based Capital Improvements Community Dev.  133 Implement Housing Element (Program 2-J): Water Distribution Policy Community Dev.  134 Implement Housing Element (Program 2-G): Prepare/Adopt Local Coastal Plan Community Dev.   135 Implement Housing Element (Program 2-I): Inclusionary Housing Community Dev.  136 Implement Housing Element (Program 1-L): County Courthouse Site Community Dev.  137 Implement Housing Element (Program 5-B): Green Building Incentives Community Dev.  138 Implement Housing Element (Program 5-C): Sustainable Design Community Dev.  139 Implement Housing Element (Program 1-F): Congregational Overlay Community Dev.  140 Implement Housing Element (Program 1-G): Surplus Municipal Parking Facilities Community Dev.  141 Implement Housing Element (Program 2-E): Revise Parking Requirements Community Dev.  142 Implement Housing Element (Program 1-A): Inventory of Available Sites Community Dev. 143 Implement Housing Element (Program 2-H): Expand Online Transparency Community Dev. 144 Implement Housing Element (Program 3-A): Legal Services and Fair Housing Education Community Dev. 145 Implement Housing Element (Program 3-D): Family-Sized Rental Units Community Dev. 146 Implement Housing Element (Program 4-C): Housing Rehabilitation Program Community Dev. 147 Implement Housing Element (Program 6-A): Adequate Sites Available to Meet RHNA Community Dev. 148 Implement Housing Element (Program 2-K): Address Water Supply Constraints Community Dev. 149 Implement Housing Element (Program 3-F):Affirmative Marketing of Affordable Housing Community Dev. 150 Implement General Plan EIR Mitigation Measure (MM-GHG-1): Climate Action Plan Community Dev.  151 Continue advocacy work to lift the State Water Board's Cease and Desist Order City Manager 152 Implement Housing Element (Program 1-K): Employer-Sponsored Housing Outreach Community Dev. 153 Implement Housing Element (Program 4-D): Classify Residential Care as Residential Use Community Dev.  154 Implement Housing Element (Program 4-E): Zoning for Supportive and Transitional Housing Community Dev.  155 Implement Housing Element (Program 4-F): Allow Low Barrier Navigation Centers Community Dev.  156 Implement Housing Element (Program 4-G): Recognize Single Room Units as Housing Type Community Dev.  157 Implement Housing Element (Program 4-H): Mobile/Manufactured Homes Community Dev.  158 Implement Housing Element (Program 4-I): Reasonable Accommodation Community Dev.  159 Implement Housing Element (Program 1-E): Education Workforce Housing Overlay Community Dev.  160 Implement Housing Element (Program 2-L): Moratorium on Vehicle Storage Community Dev.  161 Implement Housing Element (Program 2-B): Permit Thresholds for Multi-Family Projects Community Dev.  162 Implement Housing Element (Program 3-B): Housing for Extremely Low Income Households Community Dev. 163 Implement Housing Element (Program 4-J): Anti-Displacement Strategy Community Dev.  164 Implement Housing Element (Program 1-H): Fort Ord/Ryan Ranch Specific Plan Community Dev. 165 Implement Housing Element (Program 1-D): Permit Streamlining Pilot Project Community Dev. 166 Implement Housing Element (Program 3-G): Zoning Incentives for Deed-Restricted ADUs Community Dev. 167 Implement Housing Element (Program 3-H): Co-Housing Overlay Community Dev. 168 Implement General Plan EIR Mitigation Measure (MM-VMT-1): Commute Trip Reduction Community Dev. 169 Implement Housing Element (Program 2-C): Architectural Review Cmte. Review Community Dev. 170 Implement Housing Element (Program 2-D): Revised Adopted Plans and Zoning Community Dev. 171 Implement Housing Element (Program 2-M): Permit Processing Procedures Community Dev. 172 Implement Housing Element (Program 2-E): Home Sharing and Tenant Matching Community Dev. 173 Implement Housing Element (Program 6-D): Development and Replace. Unit Requirements Community Dev. 174 Implement Housing Element (Program 1-I): Highway 68 Area Plan Community Dev.

All timelines are estimates. Shaded boxes denote ongoing staff work.

Checkbox () designates City Council action or presentation. Items in red are legally required.

ATTACHMENT 1
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 6, Packet Page 9 ATTACHMENT 2
1 2025 CITY COUNCIL PRIORITIES

IMPORTANCE AND URGENCY RANKINGS AND FORCED RANKING AVERAGES Prioritization exercise results, with each member’s placement of Very Important = 3 points, Important = 2 points, and Less Important = 1 point; and Urgent = 3 points, Not Urgent = 1 point:

Subject
Sum of
Importance Points
Sum of
Urgency Points
Community Engagement & Government Transparency 15 15
Public Safety: Police, Fire, Emergency Management & Code Compliance 14 15 Fiscal Stewardship: Stabilize Future Revenue Sources 13 13 Housing: Homelessness Services 13 13
Fiscal Stewardship: Economic Development 12 15
Infrastructure: Maintain, Repair & Replace 12 13
Quality Workforce: Attraction and Retention 12 13
Housing: Affordable Housing & Secure Water Sources 12 10 Community Services: Recreation, Wellness & Sports Programs 11 9 Community Planning: Sustainability & Planning 11 11
Community Partnerships & Legislative Advocacy 11 11
Infrastructure: Build New or Expand 10 11
Community Services: Library 9 9
Infrastructure: Active Mobility & Accessibility 9 7
Community Services: Museums & Lower Presidio Historic Park 7 5 Undergrounding Plan (Councilmember Write-In) 3 3
Water Sources (Councilmember Write-In) 3 3
Housing: Affordable Housing (Councilmember Write-In) 1 1 Council Special Meeting, 5/28/2025, Item No. 1., Item Page 7, Packet Page 10 ATTACHMENT 2
2 Council Special Meeting, 5/28/2025, Item No. 1., Item Page 8, Packet Page 11 ATTACHMENT 2
3 Forced ranking results in order of priority (1 = highest priority, 15 = lowest priority) Subject Average of Forced Rank
Community Engagement & Government Transparency 3.2
Public Safety: Police, Fire, Emergency Management & Code Compliance 3.4 Housing: Affordable Housing & Secure Water Sources 3.75 Fiscal Stewardship: Stabilize Future Revenue Sources 4.2 Fiscal Stewardship: Economic Development 5.8
Infrastructure: Maintain, Repair & Replace 6.6
Housing: Homelessness Services 7.8
Quality Workforce: Attraction and Retention 8
Community Partnerships & Legislative Advocacy 9.4
Community Planning: Sustainability & Planning 9.8
Infrastructure: Build New or Expand 11.2
Community Services: Library 11.2
Community Services: Recreation, Wellness & Sports Programs 11.2 Infrastructure: Active Mobility & Accessibility 12.6
Community Services: Museums & Lower Presidio Historic Park 12.6 Council Special Meeting, 5/28/2025, Item No. 1., Item Page 9, Packet Page 12

CITY OF MONTEREY
Vision, Mission, Value Drivers,
Strategic Priorities, and
2025 City Staff Work Program
Monterey City Council
January 2025
ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 10, Packet Page 13

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 11, Packet Page 14

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Value Drivers
The Value Drivers are numbered for reference only, not in order of importance.

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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 12, Packet Page 15

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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 through emergency operations, clear communication with the public, issuing emergency orders as necessary, adopting eviction protections, hosting blood drives, and providing food security.

Health & Wellness Strategic Priority - Staff Work Program Efforts:
• Support food security by working with community partners to provide meals to individuals and families in Monterey during the holiday season.

The City of Monterey, led by our Monterey Recreation division, distributed over 2,200 meal kits (for 2-4 as well as 6-8 people) plus 800 sandwich meals between the two meal drives in November and December 2024. Staff also coordinated over 100 home deliveries with Monterey Fire and Police as well as Seaside and Marina Fire Departments. Overall, we served over 15,200 individuals at both food drives. This would not have been possible without the support of the City Team (Monterey Fire, Police, Streets, Public Works Engineering, and Parks) and our partnerships with the Food Bank for Monterey County, the Kiwanis Club of Monterey, and the Defense Language Institute. This was the fifth year in a row that the City supported holiday meal distribution efforts.
• Provide important nutritional services for Senior Citizens at Scholze Park Center.

Ongoing programs include Meals on Wheels programs and a weekly Produce Pick Up.

The City distributed 5,531 meals for seniors in 2024. In partnership with the Food Bank for Monterey County, the City served 5,572 people through the walk-up produce distribution program at Scholze Park Center in 2024.
• Support the Meals on Wheels Program.

The City’s Community Development Block Grant Program provided $11,900 in funding to support the Meals on Wheels Program in FY 2024-25, consistent with a typical ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

program year.
• Continue to offer monthly blood drives at Hilltop Park Center in partnership with the American Red Cross.

For 2024, the City offered 13 blood drives and helped collect 376 pints of blood in partnership with the American Red Cross.
• Engage the public on a potential ordinance restricting smoking in multi-family housing units.

This has not been established as a City Council priority and is therefore recommended to be removed from the City Staff Work Program.
• Track and manage funds from the City’s share of the nationwide opioid litigation settlement of $26 billion reached with the three largest pharmaceutical distributors and the parent corporation that manufactured and marketed opioids.

The City receives and tracks approximately $35,900 per year, a total of roughly $647,600 over 18 years –which the City can use to combat substance abuse and related issues.

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 and explore opportunities to regionalize and improve fire services effectiveness.

The study was completed and presented to the City Council in May 2022. Future discussions about regional fire services and coverage will continue with the communities on the Monterey Peninsula in 2025. The City of Monterey is discussing with the City of Carmel-by-the-Sea on potentially transitioning ambulance staff from Carmel to the City of Monterey, or exploring a regional joint powers authority model. ● Strengthen the Fire Department’s Paramedic Program by expanding services to contract cities.

The City of Pacific Grove’s City Council approved the costs for a paramedic program in its FY25 budget. In August 2024, the City of Monterey and the City of Pacific Grove agreed to amend the current fire services agreement to add paramedic (Advanced Life Support, or ALS)) level service to the City of Pacific Grove. ● Staff the ladder truck with ALS-level service where possible.

The ladder truck is now staffed at ALS-level service on an as-available basis with the ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

goal for the department to become a full ALS department in the future. ● Work with regional public safety partners to ensure fire and emergency service coverage among responsible agencies along the Monterey-Salinas Highway (Highway 68) Corridor.

Effective October 1, 2023, the City of Monterey entered into a new agreement with the Monterey Peninsula Airport District for the City to provide fire services to the Airport. As identified in the Standards of Coverage report, with the relocation of the Airport fire station from the South side to the North side, response times are impacted. The City of Monterey has been in discussions regarding potential fire station development plans near the Highway 68 corridor. Continue working with our regional public safety partners who are jointly responsible for providing service in this corridor (City of Monterey, Monterey County Regional FPD, Cypress FPD, and Monterey Peninsula Airport District) on this collaborative opportunity.
● Build capacity and support in the Fire Department’s Fire Prevention, Operations, and Administration Divisions.

A second Assistant Fire Chief position was added to the Fire Department in June 2024, which supports the Standards of Coverage study recommendations. ● Replace the aging Fire Department fleet.

The City took delivery of two new Type 1 (structure) engines and one Type 3 (wildland) engine in 2021. Two command vehicles were ordered and received in 2023. The City Council approved the purchase of a Pierce 107’ tractor-drawn aerial truck for $1.7 million in October 2022, and it is expected to arrive at the end of 2025. The Urban Search and Rescue (US&R) truck and trailer were received in 2024. The City Council approved the purchase of a Type 1 (structure) engine to replace the first out downtown engine in 2024, and it is expected to arrive in 2027. Two prevention vehicles were approved and arrived in FY25. The State of California replaced the current 2006 Office of Emergency Services (OES) engine with a brand new 2024 type 1 (structure) engine in 2024 for local and statewide responses.
● Implement an Automated License Plate Reader (ALPR) system.

The MPD provided an ALPR informational presentation to the Council in November 2023, held town hall meetings in January and February 2024, and the Council approved the MPD ALPR program on April 2, 2024. The MPD returned to Council on September 17, 2024 for approval of the contract for procurement with Flock Safety. The ALPR cameras started being installed in November 2024 and the system was functional at the end of December 2024. Additional cameras that are to be located on state or private property will be installed in early 2025. The MPD webpage includes a Flock camera transparency portal that includes information about the camera system, a map with the camera locations, the MPD ALPR policy and other pertinent information. The MPD will provide an update to Council in April 2025.

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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● The Monterey Police Department will proactively address crime issues.

In 2024 - the MPD responded to over 43,000 calls for service, booked over 1,000 arrests, issued over 1,500 citations, booked over 3,700 items of property, conducted over 4,000 foot patrols, administered NARCAN® for opioid overdoses 12 times, arrested 193 drunk drivers and worked over 8,100 overtime hours to include over 1,100 special event overtime hours. During 2024, MPD Detectives were called out during nonbusiness hours on 10 occasions and were assigned to conduct 272 investigations beyond what patrol officers investigate (death investigations, sexual assault, domestic violence, narcotics, firearm investigations, financial crimes investigations, other serious assault cases, etc.). The MPD is part of the cannabis coordination efforts along with the City Manager’s Office and Planning Office and will assist in regulating the (4) cannabis businesses that will be implemented in 2025.
● Complete the Central Public Safety Facility Study to address the 1959-constructed, aging, and outdated infrastructure at the public safety campus, home to the Fire Administration, Downtown Fire Station 11, Police Headquarters Facility, and the Emergency Operations Center (EOC) Campus.

Staff is expanding the study to explore options in financing and looking for cost-effective solutions. A check-in with the Council will take place in 2025. Gates for the exterior fence around the Public Safety campus have been designed and funded and will be installed in 2025.
● Develop a Local Roadway Safety Plan, a ‘crash data’ driven safety evaluation that develops and prioritizes systemic safety improvements.

The City was awarded grant funding from the Federal Highway Administration in 2023.

In 2024 the City issued an RFP and selected a consultant to develop the Plan. The City is currently conducting community outreach and the plan is in progress and should be completed in 2025.
● Safely manage the multiple special events held in Monterey.

In 2024, the Police Department managed 12 special events spanning 24 days and over 1,100 overtime hours of special event staffing. These events, such as the Monterey Jazz Festival, 4th of July Parade, 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 the 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 completed in April 2023. Taking the analysis into consideration, Monterey developed the cost proposal submitted to the Airport in response to their RFP incorporating one of the ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

recommendations made in the study. Future cost projections will include the same recommendations.

Prepare for emergencies and support community resiliency Emergency Preparedness Strategic Priority - Staff Work Program Efforts:
• Offer ongoing Community Emergency Response Team (CERT) training and support.

Trained 36 new members in March and April 2023. New member classes are scheduled for October 2023. During the first six months of 2023, CERT teams logged over 750 hours and 184 member responses to 11 activations due to winter storms and missing persons. In 2023, CERT trained 78 new members. In 2023, CERT teams logged over 5,168 hours and 1,050 member responses to training and activations. CERT had a total of 24 activations across geographical areas due to winter storms, power outages, welfare checks, and missing persons. Staff hosted a training in April, May and September 2024 and trained 75 new CERT members. In total, CERT currently has a total of 262 members. The next CERT class is scheduled in May 2025. Since January 1, 2024, CERT has logged about 6,153 hours and 842 member responses for training and activations. There have been 59 total CERT events in 2024 of which 18 were activations for emergency response including 12 searches for missing persons, 4 storm response activations, and 2 structure fire responses. CERT also continues to train monthly on deployment and operations, including winter storm preparedness/response, search and rescue, sandbag operations, traffic control, and firefighter rehabilitation. • Work with the California Department of Conservation to update tsunami signage and education to reflect the newly adopted Tsunami Inundation Maps Tsunami signage provided by the California Governor’s Office of Emergency Services (Cal OES) has been delivered and are expected to be installed at all locations in 2025. • Update the General Plan Safety Element.

At the July 16, 2024 Joint Planning Commission and City Council meeting, the City Council approved and adopted the Monterey 2031 General Plan Update, including an update to the Safety Element. The Safety Element identifies natural and human-made hazards in Monterey as well as measures to promote public safety and effective emergency response and recovery.
• Continue to look for grant funding to upgrade or repair existing infrastructure and maintain resiliency.

Ongoing. Staff is continuously looking for opportunities to leverage Measure S and Measure X funds in order to obtain competitive grants. In addition, staff is exploring ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Rebuilding American Infrastructure with Sustainability and Equity (RAISE), Port Infrastructure Development Program (PIDP), and Promoting Resilient Operations for Transformative, Efficient and Cost-Saving Transportation Program (Protect) grant opportunities for Harbor and Transportation infrastructure. Staff applied for Active Transportation Program grant but was not successful due to the number of points lost in the category of disadvantaged community.
• Continue Fuel Reduction efforts to remove invasive species and flammable understory in greenbelts within and adjacent to City neighborhoods.

Efforts will continue in 2025. In FY2023/24, NCIP funded $750,000 for Forest Management (Fuel Reduction) across the City, including in the Alta Mesa, Fishermen Flats, Monterey Vista, Old Town, and Skyline Neighborhoods. In FY2024/25 NCIP funded $1,000,000 for Fuel Reduction/Forest Management. • Engage and collaborate with various local and federal partners to plan, prepare, and conduct exercises for emergency natural and man-made catastrophic incidents.

The Monterey Police and Fire Departments consistently work with the Monterey County Department of Emergency Management to plan a response to incidents such as Car Week, potential and actual flooding, storms, and weather-related incidents. The Police and Fire Departments participated in active shooter training exercises with the Naval Postgraduate School, FBI, local and state law enforcement partners, the Monterey County Office of Education, the Monterey Peninsula Unified School District, U.S. Coast Guard Station Monterey, and the U.S. Army Garrison Presidio of Monterey. As the 2024 President of the Monterey County Chief Law Enforcement Officer’s Association, the Chief of Police stewarded an overhaul and update to the MOCO County Active Shooter/Active Attacker Protocol, working with all disciplines (law, fire, EMS, OES), private entities and MOCO Office of Education and MPUSD to ensure preparedness. As part of the Urban Search and Rescue Team (US&R), which is a regional resource for disaster response in the Monterey County operational area, the Monterey Fire Department continues to work with North Monterey County Fire, CAL FIRE and Monterey County Regional Fire.
• Collaborate with the U.S. Coast Guard on training exercises.

The City of Monterey continues to participate in a Monterey Bay Search and Rescue (SAR) council through exercises, simulations and other training scenarios with our various partners, such as the U.S. Coast Guard Station Monterey, U.S. Naval Air Station Lemoore, CAL FIRE, Monterey County Drone Team, and other community partners at the Coast Guard Pier. On November 18, 2024, the Monterey Fire Department and the U.S. Coast Guard Air Station San Francisco trained together on Helicopter/Small Boat Crew Familiarization (hoist operations). A second training exercise is scheduled for early 2025. The Monterey Fire Department, along with SAR Council Members, will continue working together in 2025 on updating Monterey County's Coastal Incident Response ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Plan with the County of Monterey’s Department of Emergency Management. • Develop a Community Wildfire Protection Plan.

The City contracted with Dudek to develop the plan. The final report was completed in December 2023 and is posted on the online storymap. The Monterey Fire Department (MFD) presented the plan to the city councils of Monterey, Pacific Grove and City of Carmel-by-the-Sea in summer 2024 . MFD has significantly increased the level and number of defensible space inspections for 2024, and has been working with the City of Monterey Parks Division and Cal Fire on fuels reductions. • 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 and March 2023, December 2023/January 2024, and again in January/February 2024.

Received a total of $709,662 in reimbursements from FEMA and CalOES with $243,012 in reimbursements pending from the 2024 storms.

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:
● Implement New (or Reinstating/Reinventing) Programs and Services at Monterey Sports Center.

Use of the Sports Center in FY 2025 is projected to exceed pre-pandemic levels.

Notable new programs or services include:
o Development of a food and beverage services concession at the Sports Cafe. A request for proposals was released in August 2024 and MSC is currently in contract negotiations with a potential vendor. Currently, sales of light snacks, refreshments, and pro shop items such as locks and towels are offered through vending machine services.
o Expanded group fitness programming to over 70 classes offered each week for different ages and abilities, including Yoga, Tai Chi, Bone Builders, Youth Strength Training, Therapeutic Exercise, Aquatic Exercise, and other formats. o Expanded youth, adult, and sports leagues and programs, camps, and youth mentorship training, fitness programming and personal training for all ages and ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

abilities, and aquatic programming, including swim lessons and adaptive aquatic programming.
o A cultural event for Dia de los Muertos in conjunction with the extremely popular annual Pumpkin Plunge in October, attracting over 1,000 participants enjoying arts and crafts activities, mariachi music, folk dance performances, food, and more. o Partnering with Montage Health, the Sports Center will offer at least five health and wellness lectures and events in 2025 on topics such as healthy aging, injury prevention, balance development, nutrition, sleep health, and emergency preparedness.
● 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.

Total enrollment for all summer camps offered by the Parks & Recreation Department was 2,653 campers, with approximately 332 participants enrolled on waitlists for various camps. Notable programs include:
o Outdoor camp programs for 2024 included Beach Volleyball, Challenger International Soccer, Flag Football, Basketball, Track and Field, Youth Baseball Clinics and Summer Fun Playground Program.
o Offering six weeks of Camp Quien Sabe Youth Overnight Camp program at Toro Park and eight weeks of Whispering Pines Day Camp. Camp Quien Sabe celebrated 71 years this summer. These two camps completed the Summer 2024 season, serving approximately 130 to 140 campers each week. Camp Quien Sabe attendance increased enrollment by 33% compared to Summer 2023. o In 2024, hosted a record summer for the Monterey Sports Center’s Sports Camp and Counselor in Training program with an average attendance of over 100 campers each week for 11 weeks for a total of approximately 1,000 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.

Offered 513 programs with 41,740 participants in FY 2023/24 through the Recreation Division.
o In 2024, continued restoration and expansion of programs at El Estero, Scholze, and Hilltop Park Centers, and other neighborhoods including Montecito Park, Laguna Grande Park, Casanova Oak Knoll, Villa Del Monte,, programs offered included preschool, ceramics, music instruction, fencing, gymnastics classes and camps, dance classes, Pilates, chess and art classes, as well as specialty camps such as Tiny Tots Summer Camp, Lego, Art and Woodworking Camps. o Offered programs and services at Casanova Oak Knoll Park Center, including the springtime Saturday Pajama Storytime program, the highly popular senior cooking workshop, Spring into Wellness workshop, monthly nature journaling workshops, ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

hosted bookmobiles every Tuesday, CERT meetings, and neighborhood meetings, , At Montecito Park, Laguna Grande Park, and Fire Station 13, the City offered STEAM in the Park Program, birdwatching programs, and Donuts with Santa PhotoOp. Staff are planning Family Game Nights at Casanova Oak Knoll Park Center in 2025.
o Offered expanded programs for neighborhoods based on staff capacity and program demand. Activities included STEAM events and story time activities for children in partnership with the Monterey Public Library. Monterey Recreation programs offered for neighborhoods for 2024 included Saturday Pajama Storytimes with the Monterey Public Library and several Guided Birding programs with the Monterey Peninsula Regional Park District. Recreation staff is offered additional programs in partnership with the Monterey Public Library, Monterey Fire Department, MyMuseum, Blue Zones Project Monterey County and the Monterey Peninsula Regional Park District.

The first annual Donuts with Santa event was offered on Saturday, December 7 at Fire Station #13 offering families a photo op with Santa and more family-friendly activities.
o Opportunities for seniors to engage with others socially and physically with activities like Tai Chi, Chi Gong, Watercolor, Drawing and Painting, Bridge, Bingo, Ceramics, Walk the Bay Walking Group, and Line Dancing.
o Spring 2024 included the return of special events and programs for seniors not offered since pre-COVID-19, including the Springtime in Paris Social, Senior Prom, and the play!Monterey Travel Program. The Scholze Park Center will continue to expand activity and program offerings, including luncheons, social events, and trips for seniors based on demand and staff capacity. Programs with Gateway and Hope Services serving adults with special needs returned in 2024. ● Offered special events that foster community.

Events included the Bunny Hop Photo Op +EGGStra Fun, STEAM in Montecito Park, Halloween Movie Night and Trunk and Treat, Pumpkin Plunge and Dia de los Muertos at the Sports Center, Horticulture Fair & Plant Exchange, and Monterey’s Big 4th of July Celebration and Backyard Food Fest. Other events offered for North Monterey for 2024 included a Spring into Wellness event in partnership with Blue Zones Project Monterey County, Kids Eat Right, and the Monterey Sports Center, as well as neighborhood park clean-ups at Laguna Grande. More events for North Monterey were offered in 2024 including a Senior Healthy Cooking Workshop and a new event called Donuts with Santa Photo Op.
● Continue providing support services for seniors.

Continue partnering with the Monterey Salinas Transit Taxi Voucher Program, AARP Smart Driver Course, Aspire Health and Alliance on Aging for Peer Counseling, Tax Prep, Ombudsman, Medicare support, California Connect, and other programs serving seniors 55 and older at the Scholze Park Center. The Alliance on Aging will be ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

expanding hours due to a high demand for senior services in Monterey. ● Continue long-term planning and community engagement efforts for the future of the Old Capitol Site.

The Old Capitol Site Park Plan was funded in the 2022/23 NCIP. City Council awarded additional NCIP funding in July 2023. The Park Plan, with the help of BFS Landscape Architects, launched in January 2024 and has included community outreach efforts, significant public input, site surveys, and the development of potential draft concepts.

The Old Capitol Site Park Plan concepts were presented to the Parks and Recreation Commission on July 10, 2024. There are environmentally sensitive areas due to special status species and special conservation areas. The study is scheduled to be presented to Council in 2025.

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. Programs continue in-person as well as Zoom, and partnerships with community agencies continue to support library services and activities inside the library walls and outside in our community.
• Identify funding sources for Library facility renovation in conjunction with the Central Public Safety Facility Study.

Grant funds were received to provide functional and visual updates to the facility.

Updates were completed to the Children’s Area of the Library, including new mobile shelving, a parent-child computer station, themed seating for kids, modifying staff space to create a quiet sensory/lactation space, and new tables and seating in the area.

Community room flooring, ceiling tiles, and lighting has been updated. Two additional privacy study pods have been grant-funded and are bookable by the public for use. • Provide bookmobile services to neighborhoods to library services.

The new bookmobile was funded by California State Library grants and private donors and arrived in January 2024. The Bookmobile regular stops include Casanova Oak Knoll, La Mesa, El Estero Park Center, Hilltop Park, 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. The library provides regular stops to support schools including Bay View Academy’s Upper and Lower ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

School campuses, San Carlos School, and Monterey Bay Charter – Foothill Campus.

Ongoing.
• Inspire learning through Arts and Art programming.

The Library has increased Arts programming and began offering MakerSpace activities inside the library. $73,218 raised through MCGives towards Art and Art programs at the Monterey Public Library, with the goal in 2025 to add a mural at the exterior of the library, increase art programs, and create pilot art lending program. Ongoing. • Implement facility enhancements.

Façade improvements partially completed, including landscaping and sidewalk repairs. 2025 goals include exterior improvements, interior upgrades to install new lobby display equipment, upgrades to the Solarium Conference Room, wall paneling for the Community Room, and hanging art system for rotating art in the Community Room. In 2024, sensory room added to the Children’s Area for children and caregivers, updates were completed in the Community Room, and device charging lockers added. Two new ADA compliant privacy booths funded by California State Library added. Continuing through 2025.
• Implement furniture enhancements.

The Library Friends & Foundation have provided funding for new furniture for the Library terrace, public tables and chairs, Children’s sensory space, and small community rooms in the library. Completed. In 2025 the Library will be updating the community room furniture, adding additional charging locations at select tables, and updating furniture in the future MakerSpace.
• Work with local partner agencies or non-profit groups to reopen Etta’s Café.

The library released an RFP for café operations in August 2024 to provide services within the cafe space at the library. The library will be reviewing terms in early 2025. • Restore Six-Days-a-Week Service at the Monterey Public Library.

The Library restored hours on Mondays from 2 p.m. to 6 p.m. to enhance our service to the community in August 2024. The Library is now open six days a week. • Increase Library and Museum programming in the Monterey Public Library and at Colton Hall.

The Library resumed various poetry, music, and art programs in 2023-24. A goal is to increase programs at Museum sites in 2025.
• Expand access to Monterey Public Library through a book vending kiosk.

Add two self-service library book retrieval machines at locations in Monterey. Sites have been identified at Monterey Sports Center and at Montecito Park/Fire Station 13. This will be an outdoor self-contained unit at partner locations, allowing increased access to requested Library materials. The vendor has been identified and is currently in the ATTACHMENT 3
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contract stage. Implementation date is mid-2025.
• Increase digital access to California History Room and museum materials.

The Library has received California Revealed grants to digitize historic photographs and will digitize additional collections. The first collection of 1949 Rey Ruppel Monterey Centennial; the second round of Shades of Monterey photos have been made publicly accessible; and other historic photos have been added to our public database. Library has expanded digital access to historic collections through California Revealed, ContentDM, and YouTube. The library has begun digitizing local VHS collections to add to streaming collections and added archive records to the Online Archive of California.

The Monterey Public Library Friends & Foundation have made the California History Room the goal for the 2024 MC Gives project. The Museums collection inventory will move to an online catalog in 2025 to expand awareness of City archival collections Completed and Ongoing.

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.

Laguna Grande Regional Park Trail Maintenance Strategy was adopted by the Laguna Grande JPA, City of Monterey, the City of Seaside, and the Monterey Peninsula Regional Park District during the summer of 2023. The Mitigated Negative Declaration and Mitigated Monitoring and Reporting program was also adopted by all four legislative bodies. Agencies filed the Notice of Determination in the summer of 2023. All agencies will continue to develop the scope of permit preparation, permit applications, etc., in 2025. So far, the JPA has engaged with BFS Landscape Architects to shepherd the agencies through the permitting process. Mapping and layout of the wetland delineation has been completed. Coordination with the Army Corps of Engineers and other agencies for permitting applications is currently in progress. Permitting efforts will continue into 2025 and additional funding is likely required. The City of Seaside, City of Monterey, and the Monterey Peninsula Regional Park District also collaborated on programming for the park. In Monterey, the programming schedule includes: Beginning Birding, Bird Walks, How to Use Binoculars for Birding, etc. Classes are extremely popular and most are full with a waiting list.
● Conduct tree mapping and inventory to address the health of Monterey’s forests and greenbelts.

Tree mapping began in 2021 and is ongoing as a part of Forestry operations.

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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● Continue the implementation of North Fremont Corridor underground utility projects utilizing Rule 20a funding.

Planning and coordination efforts will continue in FY 25/26 to ensure the City’s Rule 20A work credits received will be fully utilized prior to the December 2033 sunset date of the Rule 20A program.
● Work with Verizon Wireless to discuss mobile phone and emergency calling reliability concerns due to events at the Monterey County Fairgrounds.

Staff is working to address these concerns directly with Verizon Wireless. The company has committed to expanding service on Fairgrounds (State) property to increase service capacity during special events, thereby reducing impacts to surrounding neighborhoods. ● Continue to advocate with Pacific Gas and Electric Company (PG&E) for more reliable electricity service and reductions in power outages.

Staff continues to stay engaged with PG&E staff regarding electricity service reliability.

PG&E has reported that repair work is underway at the Del Monte and Viejo substations in Monterey, which may increase electricity reliability.

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.

There are currently 52 prior year active NCIP projects with a budget of approximately $8.3 million with an additional 31 2025 NCIP projects approved and funded by City Council with a budget of approximately $10.7 million. There is also currently $1,581,074 in available funding in the Ending Balance Account and $794,514 in the Contingency Balance Account. In June 2024, the NCIP Committee ranked 80 projects with an estimated cost of $22.4 Million. These ranked projects were presented to City Council for approval and funding on November 19. 2024. The Neighborhood and Community Improvement Program currently consists of 83 projects with a total budget of more than $21 million. City Staff across Public Works, Parks and Recreation, and Forestry completed 16 NCIP projects as of November 1, 2024. These NCIP projects cover a wide spectrum, including traditional public works, streets, sidewalks/paths, parks and recreation facilities, forest management, utilities, historic preservation, storm drainage facilities, and more. Staff seeks to increase the number of contracts available to complete more NCIP projects in a timely manner.
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ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 25, Packet Page 28

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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 Program (LCP).

The Draft Coastal Land Use Plan is being prepared and is anticipated to be released for public review in July/August 2025. The City submitted a grant to the California Coastal Commission to further evaluate sea level rise and to be included in the LCP. The City was awarded $1.6 million to further study and strategize its options. The study will start in 2025 and is estimated to take two years to complete. ● Require vessel liability insurance for all licensees in Monterey Harbor to reduce Monterey’s liability and better protect the environment in cases involving pollution and salvage incidents related to privately-owned vessels.

Outreach has begun to current vessel owners. An amendment to the City Code is scheduled to take place by June 2025.
● Continue ongoing maintenance of the sanitary sewer system to prevent overflows into the Monterey Bay.

Perform hydraulic cleaning of 104 miles of sanitary sewer twice per year. The Monterey City Council adopted the Sewer Utility Master Plan (SUMP) in June 2024. The sewer collection charges were updated to ensure the effective maintenance of the City’s sanitary sewer system.
● Continue vacuuming debris and refuse from catch basins in commercial areas prior to the storm season to reduce refuse flows into the Monterey Bay.

Completed annually.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 26, Packet Page 29

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● Implement Stormwater/Water Quality Protection Regulatory Permit activities as well as Sanitary Sewer Collection System/Water Quality Protection Regulatory Permit activities.

Ongoing in 2025.
● Manage the 951 Del Monte Avenue Groundwater Remediation Project, a City property at Window on the Bay Park, with legacy dry cleaning solvent contamination.

The project monitoring is nearly complete and is expected to be finished in 2025. ● 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 2025. Two (2) diversion projects are planned to divert a portion of urban stormwater runoff to the City and regional sewer collection systems for regional treatment and water supply and reuse purposes. The Lake Project will divert a portion of El Estero Lake urban runoff that is otherwise pumped to the Monterey Bay into the sewer system. Similarly, the Olivier Project is planned to divert a portion of the downtown urban runoff, which is otherwise discharged into the harbor and into the sewer system. Both project concepts were identified and prioritized as a part of the regional Stormwater Resource Plan (SRP) within the Monterey Peninsula Integrated Water Resources Management Plan (IRWMP) for implementation as funding became available The City hired Schaff and Wheeler for design services for both projects through an RFP process. The projects are in the environmental planning and preliminary engineering phases. The goal is for both projects to be completed by the end of 2026.

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
Support local fishers by providing space in the Monterey Fish Processing Facility, threeton crane access, advertising, and space for Fresh Fish Off-the-Boat at the waterfront. area
● 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 2024/25 Storms. Continuing to ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 27, Packet Page 30

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

work with the Monterey Bay National Marine Sanctuary (MBNMS) and local stakeholders on developing funding sources for abandoned vessels.
● Continue structural repairs and maintenance efforts for Municipal Wharf No. 2.

Approximately $1.5M in deck and structural repairs were completed in 2024. In 2025, the City will perform structural repairs based on the findings of 2024 Condition Assessment to address the severe and major damage to the wharf. These funded repairs will cost approximately $1.5M.

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 in 2018 during the renovation process. There are no solar projects in the pipeline at this time, as California Public Utilities Commission (CPUC) rules changed in 2022 that make these projects less economically viable.
● Continue to implement California’s Short-Lived Climate Pollutants (SB 1383) requirements.

Efforts include outreach, education, monitoring, and enforcement tasks related to organic waste and edible food diversion from the landfill. The City has achieved a 99% compliance rate representing over 1,000 solid waste collection accounts, which include commercial (e.g., restaurants, hotels) and multi-family residential customers. ● Build partnerships and expand capacity in the Sustainability Office to monitor and track Citywide goals to reduce GHG.

GHG monitoring is one of the key elements of a Climate Action Plan (CAP) and updated inventories are completed as part of the process. The City completed these inventories when the 2016 CAP was finalized and has also received updated inventories from AMBAG with the support of 3CE for 2019 and 2020. The CAP that is currently being developed will focus on GHG information for the 2023 calendar year. ● Update the City’s Climate Action Plan (CAP).

The City is working with a consultant to start the update for the CAP in January 2025. An updated CAP is required to comply with the City’s General Plan update adopted in July 2024.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 28, Packet Page 31

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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 completed lease negotiations to increase EV charging stations in the Waterfront Lot in 2023. The City began upgrading EV charging stations in City parking garages and lots to the ChargePoint network in fall 2022 for more efficient use of charging stations and cost recovery. The Tesla Destination Charging Stations at the Waterfront Lot has been delayed due to layoffs at Tesla but is now in the design stage after some staff were rehired. Tesla resubmitted plans in December 2024 for consideration. ● Continue to integrate low-emissions and electric vehicles into the City’s fleet.

The City plans to introduce at least six new EVs into the City’s fleet in 2024/25. Limited supply of utility EVs, pricing, reliability, and heavy markups of electric vehicles limits the City’s ability to transition to EV quickly. The City received a Plan Your Fleet grant from Central Coast Community Energy (3CE) to plan for the City’s fleet and infrastructure needs. The City staff has formed an internal Vehicle and Infrastructure Electrification Committee.
● Implement a City-wide Vehicle GPS/Telematics Program.

Development of the program is in its infancy, but necessary to meet new California Air Resources Board (CARB) regulations.

The telematics program is scheduled to be fully implemented by the end of FY25. ● Apply for and collaborate with the Association for Monterey Bay Area Governments (AMBAG) on Federal Grant for EV Charging Infrastructure.

The original collaborative effort with AMBAG to apply for EV charging grants was unsuccessful in 2023. As a result, the City pivoted in 2024 to apply for different grants as an individual city and as part of another regional effort.

In November 2024, the Monterey Bay Air Resources District approved a $200,000 grant request by the City for the installation of eight charging stations (Six Level 2 and 2 Level 3) at the Corp Yard at Ryan Ranch, as well as another $40,000 to assist with the purchase of two new electric vehicles. In January 2025, the City was notified that the Federal Department of Transportation approved a regional grant (Charging Fueling and Infrastructure) for $15 million that will provide assistance in installing EV charging stations in several jurisdictions, including three locations in the City of Monterey, This would include eight charging stations at each location, including the El Estero Park Center, San Carlos Beach Parking Lot, and the Cannery Row Parking garage.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 29, Packet Page 32

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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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:
● Conduct a City-Wide Cost Study Plan to accurately document the true cost of providing services which will incorporate all direct and indirect costs and will be fully compliant with various statutes, including Mitigation Fee Act (GC Sect 66000 et seq.) Proposition 218, the State Controller’s Office Guidelines for Cost Claiming, OMB Circular A-87 Standards, etc.

Solicitation for a Cost Study Plan consultant to begin in January 2025. Consultant work to begin in March 2025 and completion expected by June 2025. ● Review, clarify, update, and simplify the City’s business license processes, including timely collection.

Updates have been completed with revisions to be sent to the City Attorney’s Office for approval and changes to ordinance and city code where necessary. Updating the purchase order process to include a feature that includes the process of business license prior to issuance to be sure that requirement is met timely. Ongoing. ● Review, improve, and implement updated purchasing processes to reflect current best practices, including monitoring outdated encumbrances.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 30, Packet Page 33

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Expect to be completed in by June 2025.
● Review, and update current finance policies and procedures, to build a Standard Operations Procedures Manual that reflects the most current best practices in the following areas:
o Revenue Collection
o Purchasing Policies
o Capital Improvement Project Accounting
o NCIP Project Accounting
o Short term rental citation collections
o City-wide citation collection
o Grant policies
o Travel polices
o Vehicle and Drivers Policy
o Risk Management policies
o Business License Inspection
Expected to be completed by June 2025.
● Review, improve, and implement updated Purchasing Card processes, including monitoring card limits and adherence to the Purchasing Authorization and Use Policy.

Continuing to refine process. Ongoing.
● Explore existing funding models for lifeguard services at beaches in Monterey.

A new contract with California State Parks was completed effective July 1, 2024. • Develop and Implement a 5-year Capital Improvement Program (CIP) Budget.

On June 5, 2024, City Council reviewed and approved a 5-year CIP plan. This 5-year CIP plan is the community’s vision for short- and long-range development, maintenance, improvement, and building of new infrastructure assets to benefit our residents, businesses, property owners, and visitors. The Plan consists of two parts: the one-year CIP budget, and the capital investment plan (years 2-5). Only the first year of the plan represents a funding commitment for the projects to proceed to the next stage, or to be implemented depending on the level of funding appropriated. The plan is an ongoing effort, and it will continue to get refined with assessments and updated in future budget adjustments and annual budgets.
• Complete a Facilities Condition Assessment
During the summer of 2024, the City contracted with a firm to perform a comprehensive Facilities Condition Assessment. The assessment centered on City buildings, focusing on immediate improvement/repair needs as well as lifecycle replacement requirements.

This assessment will provide a strong roadmap for future prioritization of infrastructure improvements and maintenance. The City is working now on budgetary planning for implementing the recommendations.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 31, Packet Page 34

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Consider appropriate revenue enhancements to support City services and operations.

Revenue Enhancements - Staff Work Program Efforts:
● Continue the Cannabis Retail Roadmap Implementation.

In late 2023, the City Council adopted the Cannabis Retail Ordinance, and began accepting applications in January 2024. The City successfully issued its first cannabis permit for a temporary special event at the California Roots Festival in May 2024. Four storefront retail cannabis businesses were selected by the City Council, contingent upon the successful obtainment of a zone clearance. Zoning Clearances and Building Permits were issued for two operators located at 724 Lighthouse Avenue and 520-528 Abrego Street in late 2024.
● Implement a Cannabis Business License Tax.

Cannabis Business License Tax was approved by voters in November 2022. The tax could generate between $604,000 to $1.3 million in revenue annually. No updated projections will be available until after the ordinance has passed and the vendors have been selected.
● Implement Modest Fee Increases in Parks and Recreation.

Completed. Reviewed the fee schedule for the Parks and Recreation Department in February 2024 to ensure a balance of providing affordable Recreation programs and services that meet the needs of the community while accounting for the cost of providing the service, enrollment, and surveys of fees for similar services offered in other communities. Fee increases were approved by City Council and went into effect July 1, 2024. Based on FY 24 budget, a 6% to 6.5% increase to total revenue would be approximately $281,331 for FY25.
● Implement Fee Increases in the City’s Marina. Complete an audit and a Marina rate study comparison in FY2024-2025. Make final recommendations to adjust Marina rates to remain competitive in the Central California Market.

Expected date for adjustments is July 2025.
● Contract with a service provider to perform Transient Occupancy Tax (TOT) audits.

Audits for TOT for all city hotels were concluded by July 2024. Finance staff held a general training session with the general managers and accountants of the hotels to bridge the gap of communication after the ordinance is adopted. Finance will continue to hold a general training session annually in the fall. Further the City will go out for a RFP for new auditors to start the audit process again in the Spring of 2025.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 32, Packet Page 35

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● Develop a comprehensive City-wide process for collection of fines and fees for issued citations.

The City enrolled in the Franchise Tax Board’s intercept program in 2024 and will continue to implement processes to improve the collection rate for fines and fees issued Ongoing
● Develop the Storm Drain Master Plan and conduct a Rate Study.

In late 2024, the City awarded a consultant contract to perform a Proposition 218- compliant Cost of Service Analysis. The Storm Drain Utility Master Plan (SDUMP) will be updated and the rate study refreshed. The City will adopt a five-year schedule of stormwater rates based on revenue requirements developed in the Rate Study.

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 20% of general fund operating expenses.

The reserve goal is 20% of General Fund operating expenses. The reserve amount as of January 1, 2025 is currently at $20,276,870.
● Conference Center Facilities Reserve Fund.

The goal is a reserve fund of $10 million and a contribution of $750,000 annually.

The balance as of January 1, 2025 is $2,588,739.
● Sports Center Facilities Reserve Fund.

The goal is a contribution of $750,000 per year. The balance as of January 1, 2025 is $2,500,000.
● Pension Reserve Fund to address the unfunded Pension Liability and Other Post Employment Benefit (OPEB) Liability.

Total Pension and OPEB Liability is at $190,774,723 as of the last actuarial date of June 30, 2022. In October 2022, Council adopted a pension reserve fund authorizing annual funding of $1 million to $2.5 million each year. On March 21, 2023, Council approved the establishment of the Section 115 Trust with initial funding of $2 million.

The balance as of January 1, 2025 is $6,000,000.
● Sea Level Rise Contingency Fund (Tidelands).

The goal is a contribution of $250,000 per year.

The balance as of January 1, 2025 is $500,000.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 33, Packet Page 36

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● City Facilities Reserve Policy.

The goal is a contribution of $250,000 per year. The balance as of January 1, 2025 is $850,000.
● Parking Fund: Parking Garage Facilities Reserve Policy.

The goal is a balance of $500,000. The balance as of January 1, 2025 is $250,000.

Finance is reviewing the retained earnings in the fund to allocate additional funds to the reserve balance.
● Public Safety Facility & Maintenance Reserve Policy.

The goal is a balance of $10 million and a contribution of $250,000 per year.

The balance as of January 1, 2025 is $250,000.
● Library Facility & Maintenance Reserve Policy.

The goal is a balance of $10 million and a contribution of $250,000 per year.

The balance as of January 1, 2025 is $250,000.
• Reserve Maintenance Policy and Follow-Up. The City will contract with a consulting firm to provide additional feedback on all of the City’s reserves to ensure the sustainability and best practices and uses of the funds given the competition for the limit resources. A presentation will be presented to City Council in January/February 2025. • Sewer Line Maintenance Fund and Capital Renewal Fund Reserve Policy.

The Wastewater Rate and Capacity Fee Study established a goal of $1.5 million reserve balance for the Sewer Line Maintenance Fund and a $200,000 reserve balance for the Sewer Main Fund. As of January 6, 2025 the balance is $32,681 for the Sewer Mains Fund for the $223,841 for the Sewer Line Maintenance Fund.

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:
● Continue collaborative efforts with the business community and business associations.

Continue liaison roles and participation in regular business association meetings between City staff and the City’s business associations: Old Monterey, North Fremont, New Monterey, Cannery Row, and Fisherman’s Wharf.
● Actively participate and engage with business organizations on a regular basis.

Continue participation in meetings with the Old Monterey Business Association, New ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 34, Packet Page 37

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Monterey Business Association, Fisherman’s Wharf Association, North Fremont Business Association, Cannery Row Business Association, and Monterey Peninsula Chamber of Commerce.

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:
● Implement a new Preventative Maintenance Plan with our Army partners.

The General Services Division has been successful in hiring most of the new employees the City Council adopted for the FY25 budget. Evaluation of the new Preventative Maintenance Plan will continue through 2025 as a full year of implementation is required to assess the new program’s performance. Currently in negotiations for Option Period Two for the IGSA. As part of the renewed IGSA, the City has been successful at incorporating the Army’s enterprise system (GFEBS) into our processes and continues to work with our military partners in support of their installations. ● Complete the Monterey Bay Military Communities Compatible Use Study in collaboration with the Department of Defense, U.S. Navy, and U.S. Army.

Presented to Council in June 2023 and finalized.
● Continue to support the Monterey Bay Defense Alliance (MBDA).

Sponsored an updated Military Economic Impact Report (MEIR) produced by Matrix Design Group which highlighted $4.9b in economic impact to Monterey County, accounting for 27,475 jobs (10.5% of total employment) and $69m in local tax revenue.

Facilitate an updated SWOT analysis in 2025 to identify areas of focus in light of a renewed BRAC threat from the incoming presidential administration. ● Continue collaboration on State-level advocacy through the California Defense Communities Alliance (CDCA).

Ongoing.
● Continue to support local military families and transitioning servicemembers through participation in the Military Spouse Employment Partnership (MSEP) and the Department of Defense (DoD) Skillbridge Program.

In its first year of participation, the City achieved the level of “highly-engaged” in the Military Spouse Employment Partnership, demonstrating a commitment to military spouses and families in the local area. Through the Skillbridge program, the Housing Office was able to enlist the services of one transitioning servicemember at no cost to the City, providing them with insight into local government operations, and encouraging ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 35, Packet Page 38

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

them to get involved in the future. Seek opportunities to expand participation in both programs in 2025.
● Engage with Team Monterey partners to identify collaboration and potential federal funding sources.

Continuing discussions with military partners from the Presidio of Monterey, Coast Guard Station Monterey, Naval Support Activity Monterey, Fort Hunter Liggett, and Fleet Numerical Meteorology and Oceanography Center leaders; and city leaders from Del Rey Oaks, Pacific Grove, and Seaside.

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.

In 2024, we received 18 grants totaling $7.83 million. The largest grants were a $2.3 million REAP grant for the MidPen Housing Project behind City Hall, $1.6 million from the Coastal Commission for sea level rise analysis, and $1.3 million from the U.S.

Department of Transportation. Work will continue with our grants consultant in 2024 to help identify, apply for grants, and manage grant efforts across the City organization.

Since December 2022, the City has been awarded eight grants totaling $1,443,471 in funding; currently pending are three grants totaling $1,044,106. The City submitted nine grant applications totaling $2,592,914 that were not awarded. ● 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 made progress in January 2023. Studio II windows were replaced; Front doors were replaced with an automatic sliding door; over half of the exterior natatorium doors were replaced. Remaining exterior natatorium doors were installed in fall of 2023. In summer 2024, replacement awnings for the Natatorium doors were completed, and in the Fall of 2024, new awnings for the Sun Deck to better serve birthday parties and special events were installed. Staff is auditing remaining funds and will continue work as funding allows.
● Pursue a grant for renovations at Jack’s Ballpark.

Parks and Recreation has applied for a grant through the Monterey Peninsula Foundation to include: irrigation and natural turf replacement, infield updates, batting case improvements and install dugout sails. If awarded, this grant would be combined ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 36, Packet Page 39

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

with NCIP funding to improve park maintenance and safety. ● Pursue California State Library grants.

In 2023-2024, the City received multiple grant from the California State Library to fund library services. Two new Pillar Privacy Booths through the EmPOWERing access grant, backpack lending kits, and California State Parks passes. makerspace equipment facilitated through Pacific Library Partnership. Increased digital collections of California History Room through California Revealed, and Blue Whales education facilitated through the National Science Foundation and STARNET Libraries. ● Pursue State and Federal transportation, infrastructure, and safety grants.

Staff will continue to prepare and submit applications in 2025. The Fire Department was granted a California Office of Traffic Safety grant to purchase extrication equipment for 3 engines in October 2023 valued at $50,257. The Fire Department received a grant for EMS safety equipment from Montage in May 2024 valued at $98,167.23 and a grant for marine safety equipment from the Homeland Security Grant Program in June 2024 valued at $14,901. The Monterey County Urban Search & Rescue Team (US&R) which consists of members from the Monterey Fire Department, Monterey County Regional Fire District and North County Fire Protection District were awarded two grants in September 2024 and 2 grants in October 2024 for equipment and training valued at $164,788. In November 2024, the Monterey Police Department was awarded a competitive grant from the U.S. Department of Justice Office of Community Oriented Policing Services (COPS) Hiring Program (CHP) to add two additional police officer positions, providing $83,333.33 a year for three years. In 2024, the City partnered with the Transportation Agency for Monterey County to apply for an Active Transportation Program Grant for the North Fremont Gap Closure project as part of The Fort Ord Regional Trail & Greenway (FORTAG) project.
● Pursue FEMA Grant funds for Public Safety
Applied for an Assistance to Firefighters Grant (AFG) in February 2022 to replace the emergency alerting system in fire stations. The grant was not awarded. An Assistance to Firefighters Grant (AFG) application was submitted in February 2023 for replacement ladders and thermal imaging cameras. The grant was not awarded. Applied for the AFG grant in March 2024 for funding for employee paramedic training/certification. The grant was not awarded. Applied for Fire Prevention and Safety (FP&S) grant in April 2024 to create a chipper program. The grant was not awarded. Applied for AFG grant in December 2024 for funding for employee paramedic training/certification again. ● Received Local Early Action Planning Grant (LEAP), Regional Early Action Planning Grant (REAP) and Permanent Local Housing Allocation (PLHA) Funds. o REAP and LEAP funds received in 2021 were used to prepare the Housing Element Update and the associated Environmental Impact Report. The Housing Element update was approved by City Council in July 2024.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 37, Packet Page 40

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

o The City issued $110,598 in PLHA funds to MidPen Housing to cover predevelopment costs for the 100% affordable housing project behind City Hall.

Loan paperwork was finalized.
o The City was awarded an additional $2.4M in REAP 2.0 funds in the fall of 2023 to further fund pre-development costs for the 100% affordable housing project behind City Hall.
o PLHA is a 5-year Plan Cycle. The City has applied for additional PLHA funding to assist people experiencing homelessness by funding homeless shelter activities. ● Continue quarterly reporting and reimbursement requests for Wet Utility (Storm & Sewer) Infrastructure Funding opportunities.

Executed agreement with the SWRCB for the $1 million State Budget Appropriation in support of on-going project development efforts with M1W and MPWMD for the El Estero Urban Diversion Project. In January 2024, the City Council approved a grant agreement accepting $500,000 Proposition 1 IRWM Implementation Grant via MPWMD (from CA DWR), as well as $25,000 grant from MPWMD for Local Water Project Development Expenses, in support of ongoing project development of the Olivier Street Stormwater Urban Diversion Project (partners: MPWMD, IRWMP stakeholders, and M1W).
● Apply for the California Department of Boating and Waterways grant funding through the Boat Launching Facilities Program to local public entities for grants to plan, design, renovate, and construct launching ramps and facilities for motorized and non-motorized boats. Monterey Marina operates a public use dock to support launch ramp operations, youth sailing programs, and passenger loading for the general public, K-Dock at the waterfront area. October 2024, COWI Engineering (contractor) produced a summary report to renovate K-Dock and add ADA accessibility for the 260-foot dock.

Estimated costs with contingency is $1,577,000. If approved, the BLF Grant requires matching funds of 25%
● Explore opportunities to receive donations and community support for museums and other community efforts typically provided by nonprofit organizations.

Staff has been in discussions with the Community Foundation for Monterey County to establish ‘Agency Stewardship Funds’ that would receive donated funds for museums, sports center playships, and other programs and facility upgrades.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 38, Packet Page 41

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Prioritize funding models and sources for facility rehabilitation, repair, and replacement.

Funding Models and Sources for Facility Needs - Staff Work Program Efforts:
● Funded critical projects in the Monterey Sports Center.

Funded key projects. Projects slated for FY25 include dehumidifier replacement, pool replastering, natatorium rehabilitation, etc. The design work for the dehumidifier is complete, and the project was awarded to a contractor. The material won’t be available until March 2025 and construction is expected shortly thereafter. The final specs for the pool re-plastering and natatorium upgrade have gone to bid and scheduled to be awarded in January 2025 with construction to begin in early Spring 2025.. The weight room upgrade was completed in June 2024.The protective coating for the gym and studio floors was completed in fall of 2024.
● Perform a Sanitary Sewer Rate Study.

The Sewer Utility Master Plan (SUMP) project was finalized in 2024. The SUMP identified sanitary sewer infrastructure needs over the next 10 years. This information was used in the Sewer Rate Study which was presented to Council in 2024. New Sewer Rates were approved by City Council in June 2024 following a Proposition 218 process. ● Perform a Storm Drain Utility Master Plan and Rate Study.

The Storm Drain Utility Master Plan (SDUMP) is being updated and the rate study refreshed. The Storm Drain Utility Master Plan will identify storm drain infrastructure needs over the next 10 years and develop cost estimates for the improvements. In late 2024, the City awarded a consultant contract to perform a Proposition 218-compliant Cost of Service Analysis. The City will adopt a five-year schedule of stormwater rates based on revenue requirements developed in the Rate Study. ● Complete the Monterey Conference Center back-up generator install.

Currently in the design phase, bids for a contractor will be sought after in March, who will oversee the install of the generator that will support MCC and the De Anza Ballroom leased to Portola Hotel. Funds are coming from the Capital Improvement Funds that have been set aside for ongoing maintenance and necessary upgrades and repairs.at the Conference Center. Generator expected to be operational for winter 2025 ● Complete the cooling tower replacement at the Monterey Conference Center.

The project was awarded to a contractor and work began in December 2024 with an estimation date of completion in March 2025. Funds for this project are coming from the capital improvement funds that have been set aside for ongoing maintenance and ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 39, Packet Page 42

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

necessary upgrades and repairs. Towers expected to be replaced and operational in March 2025.

Track, monitor, and respond to ongoing pension liability costs.

Pension Liability - Staff Work Program Efforts:
● Pension Reserve Policy/Section 115 Trust Update/Actuarial Update. The City will contract with a consulting firm to provide the Council will an update to the City’s Unfunded Accrued Pension Liabilities.

A presentation will be presented to City Council in January/February 2025.

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:
● Complete the cemetery mapping and software enhancements project.

Project began in early 2021, with estimated completion in the second quarter 2025. ● Purchase and implement an online budget software system.

The City purchased an online budget software system from OpenGov. The budget book was posted in September 2024 and the City won an award from GFOA. This project is complete.
● 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 functions, and provide more robust reporting.

The City hired SDI Presence to conduct a needs assessment and prepare the RFP for the new financial software ERP system. SDI met with City staff in late May of 2024 and submitted the first draft of the needs assessment in early August 2024. The RFP was released in late 2024. Initial evaluation of submissions will be completed by January 31, 2025. The City anticipates selecting a software system in May 2025. Purchase and implementation should commence in summer 2025. This implementation is projected to continue for three years until a go-live date.
● Implementation of new online permitting portal for Community Development.

The project restarted in January 2024. The Building Division is in the process of ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 40, Packet Page 43

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

streamlining the permit workflow with the Information Services Division (ISD) and the vendor. Once complete, ISD and the vendor will begin implementing the capability for citizens to apply for their permits online via the portal, expected to go live by summer 2025.
● Implement City of Monterey mobile application and Customer Relationship Management (CRM) solution to centralize and organize citizen requests and reporting with a City branded solution. Citizens can upload pictures and easily report concerns.

The City has soft launched the City’s online citizen portal, MyMonterey, which allows citizens to submit requests with attachments and search for permits. The City plans to conduct a full launch with a smartphone app by early 2025. ● Purchase and implement a new public computer time management, fee collection, and printing solution at the Library.

A new printing solution has been selected and agreement is being negotiated. The project is scheduled to be completed by March 2025.
● Continue implementation of new parking technology solutions to include expansion of the Automatic License Plate Recognition (ALPR) system and introduce digital permits.

Projects began in 2021 and will continue into early 2025. ● 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. Project restarted in December 2024 with the Community Development Department. Estimated completion in Summer 2025. ● Implementation of a new contract management solution in OnBase.

Project restarted in July 2023 with pilot testing taking place in 2024. Additional enhancements added from pilot testing. Anticipated Go live in January 2025. ● Purchase and implement new mobile computers for end-of-life equipment in Fire Department vehicles.

Anticipated completion in first quarter 2025.
● Implement new network infrastructure equipment to replace end-of-life equipment and allow for staff mobility and access to City resources.

Funding allocated in FY23 fiscal budget. The $1.5 million project started in July 2023 and all remote sites have been upgraded as of July 2024. Data Centers will be complete first quarter 2025. by October 2024.
● Evaluate, purchase, and implement a new efficient data storage and backup solution to replace end-of-life hardware.

Funding was allocated in the FY23 fiscal budget and approved by the Council in July ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

2022. Project completed April 2023.
● Implement new police telephone call recording system to replace end-of-life equipment.

Funding allocated in FY23 fiscal budget. The City’s upgrade to the new VoIP phone system in summer 2024 supports this effort. Project completed in December 2024, ● Create and implement a strategic plan for the City’s Infor Enterprise Resource Planning (ERP) system for Public Works, Community Development, and Parks & Recreation.

The plan provides for automating services, mobility for field staff, more online services, and collaboration for improved operations. Funding allocated in the FY24 fiscal budget.

Project started in July 2023. Creation of the strategic plan completed in June 2024.

Tasks completed thus far include a data integration with the military system to reduce duplicate entry, clean up of corrupted sewer information, maintenance schedules automated, better reporting, and better ability for customers to report online. Staff currently working on implementation of online payments, City of Seaside military use, and implementation of mobility for field staff. Estimated completion date is Winter 2025. ● Remove the end-of-life technology systems and implement all new technology in the City Council Chambers.

Funding allocated in the FY24 fiscal budget. 95% complete on the design phase of the project. Project is expected to commence in early 2025. ● Remove end-of-life systems and implement new technology in the Emergency Operations Center.

Funding allocated in FY24 fiscal budget. 95% complete on the design phase of the project. Project is expected to commence in early 2025. ● Evaluate existing communications infrastructure to identify opportunities to reduce costs, remove end-of-life hardware, and increase available services to provide robust Citywide Voice Over IP (VOIP) communications.

Funding allocated in the FY24 fiscal budget. The project was completed in December 2024.
● Hire a vendor to conduct cyber security network penetration testing to confirm the City’s network is protected from bad actors.

Ongoing.
● Replace or remove end-of-life multifunction copiers/printers and implement a solution to track printing costs to identify areas to reduce paper use.

A total of 67 devices were replace and 105 end of life printing devices were retired as we reduced printing equipment across the City for a total projected savings of $887,640.

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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Project completed in June 2024.
● Evaluate CoPilot, Microsoft Power Apps and Power BI as possible solutions to increase collaboration, provide timely reporting, reduce costs, and increase data transparency.

Funding allocated in FY 2024. Technical staff started training in July 2023 and is ongoing.
● Develop and implement an open GIS data website to provide transparent information to the public on all types of graphical information that is searchable, downloadable, and printable.

The project started in June 2022 and is being worked on as time permits. Ongoing. ● Develop and implement a one-year strategic plan for the City’s Hyland OnBase enterprise content management system with Finance, Human Resources, City Manager, and City Attorney’s departments to identify areas to automate processes, improve services, reduce costs, increase collaboration, increase online services, and digitize work processes to reduce paper consumption.

Funding allocated in the FY24 fiscal budget. The project kicked off in August 2023 and continues through 2025.
● Implement monterey.gov for the City website and email to comply with the State government’s requirement that local governments use a .gov domain by January 2029.

The project started in June 2023. Approval received by the Federal government’s .gov registry in November 2023. The City began promoting monterey.gov in spring 2024 and is expected to complete this project by the end of 2025. ● Implement a Rental Inventory solution.

The City Council adopted the Rental Inventory Ordinance in 2023. Registrations began in January 2024 and continues. To date, 4,200 residential rental units have been registered, and 1,728 units have been exempted, bringing the total compliance rate to

72.9% (based on the estimated 8,130 rental units in the City). ● Purchase and implement new fire station alerting system for Fire Stations 11, 12 and 13.

Solution chosen and approved by Council in December 2024. Agreement negotiations in progress with project start and completion date planned in January 2025. ● Upgrade all City computer systems to Windows 11.

Windows 10 is end of support in October 2025. Laptops have been purchased and are currently being prepared for deployment. Desktop computers coming in spring/summer 2025.

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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 43, Packet Page 46

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● Implement 2.9% fee for online payments in City software solutions.

Solution in the process of being integrated with 5 City software systems with anticipated completion date Summer 2025.
● Implement First Arriving Digital Dashboards for the Fire Department.

Solution purchased in Fall 2024 and in the process of being implemented with anticipated completion date in early 2025.
● Implement Artificial Intelligence (AI) Policy and Secure Solutions Draft policy created with all IT staff trained in December 2024. Additional solutions and training for City staff anticipated in early 2025.
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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:
• Implement NEOGOV’s HR Performance Management Software to promote employee performance, coaching, and feedback for City employees through a new evaluation process and workflow system.

Implemented September 2024.
• Expand staff development and promotional opportunities for City employees through a new Promotion Pathway – Navigating Workplace Advancement training series.

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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 44, Packet Page 47

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

New training available on interviewing available July 2025 • Provide cost-effective training to employees throughout the City through webinars and in-person training led by legal experts in labor and employment law through consortium membership.

Ongoing
• Digitize all personnel files to enhance efficiency and improve accessibility.

Completed in April 2024 and ongoing
• Provide monthly training and learning opportunities for supervisors, managers, and emerging leaders in the City workforce through the Anda Academy.

Started the Anda Academy in May 2024 as a leadership and supervisor training program exclusively for City employees. Topics have covered the Monterey Way, role of Monterey city government, community development, media relations, conflict at work, human resources, police services, budgeting and finance, risk management, and military partnerships. This program will continue with new sessions every 6-8 weeks in 2025.
• Provide employees with resources on workplace advancement and promotional pathways.

Developed and launched an online training video to help educate City employees on the recruitment process and equip them with contemporary tools and knowledge to be successful in their career aspirations. Topics include learning about promotional opportunities, understanding the job flyer, gaining experience, the application and screening process, testing and exams, oral board interviews, and hiring process.

Implement best practices in Diversity, Equity and Inclusion (DEI) through training, performance, hiring, and recruitment efforts.

Diversity, Equity, and Inclusion - Staff Work Program Efforts:
• Implement recruitment process enhancement to include Bias Awareness Training for Oral Board Raters.

Implemented in April 2024 and Ongoing
• Utilize diverse interview panels to transform our hiring practices and help retain top talent.

Ongoing
• Develop a database of community organizations to advertise recruitments to transform our recruitment outreach and help obtain top talent.

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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Ongoing
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 finalizing the positionspecific training requirements index.

Estimated completion date is October 31, 2025.

• Continue biennial AB 1825 Harassment Prevention Training required of all employees, volunteers, boards and commission members and City Council.

Ongoing
• Implement the mandated SB 553 Workplace Violence Prevention Plan, administering annual training and maintaining a violent incident log.

Estimated completion of training is March 2025.
• Conduct annual Benefits Fair to educate employees on their options.

Next benefits fair to be held in September 2025
• Organize a biometric screening in collaboration with local healthcare facility to support employee wellness, promote healthy lifestyle awareness, and provide opportunities for early detection of health issues.

Biometric screening to be held in September 2025
• Continue to facilitate wellness initiatives, including the Fitness Activity Program, the Bicycle Commuter Program, and the new provision of enhanced access to our Employee Assistance Program for Safety Employees.

Ongoing
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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 46, Packet Page 49

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Provide fair, competitive, and market-rate compensation and benefits to employees through effective labor negotiations.

Labor Negotiations - Staff Work Program Efforts:
• Negotiate 3-year term successor labor agreements with the City’s seven bargaining units that are fair, competitive, and market driven.

New labor agreements negotiated, and are effective through June 30, 2027 • Conduct a total compensation study for City positions to ensure competitiveness with comparable agencies.

Completed in 2024 and adjusted salaries accordingly.

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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.

Participate and collaborate in local and regional efforts to identify new water sources and increase local water supply capture opportunities.
• Continue collaborations with the Monterey Peninsula IRWMP and Pure Water Monterey partners to increase capture of urban runoff with a diversion to the regional sanitary sewer collection system for treatment and water supply augmentation that may, in the regional context, assist with future water supply discussions with the State.

Two (2) diversion projects are planned to divert a portion of urban stormwater runoff to ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

the City and regional sewer collection systems for regional treatment and water supply and reuse purposes. The Lake Project will divert a portion of El Estero Lake urban runoff, that is otherwise pumped to the Monterey Bay, into the sewer system. Similarly, the Olivier Project is planned to divert a portion of the downtown urban runoff, that is otherwise discharged into the Harbor to the sewer system. Both project concepts were identified and prioritized as a part of the regional Stormwater Resource Plan (SRP) within the Monterey Peninsula Integrated Water Resources Management Plan (IRWMP) for implementation as funding became available The City hired Schaff and Wheeler for design services for both projects through an RFP process. The projects are in the design phase and are at 60%.
• Continue potential collaboration with Marina Coast Water District (MCWD) on additional water supply for the former Fort Ord and other needs in the City of Monterey.

On August 1, 2023, the City Council agreed to have staff continue working with MCWD on potential partnerships to secure additional water for Monterey. Staff are working with MCWD, Monterey Peninsula Water Management District (MPWMD), California American Water, and Monterey One Water to determine options, feasibility, costs, and next steps.

No real progress to report.
• Continue advocacy efforts to secure water for the City of Monterey and the region.

The Mayor and staff participated in a regional meeting hosted by State Senator John Laird, featuring the State Water Resources Control Board staff and regional agencies, to discuss water supply concerns and the existing Cease and Desist Order (CDO).

The City Council also reviewed and supported the Monterey Peninsula Water Management District (MPWMD) proposed allocation of 141-acre feet of water to the City of Monterey as part of the Pure Monterey Expansion Project. MPWMD indicates that this water will be available in 2025. This will be the first major water project for new growth although developers will not be able to set new water meters until the CDO is lifted.

Water & Housing - 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).
 The City Council certified the Monterey 2031 General Plan Update Environmental Impact Report (EIR) and approved the update to the Housing Element (2023- 2031) with revisions on July 16, 2024. The revised Housing Element was made available for public review and subsequently submitted to HCD for ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

review/certification on August 5, 2024. HCD certified the City’s Housing Element in October 2024. Additionally, the City Council approved the first required rezones in December 2024. Further implementation of the Housing Element will continue throughout 2025.

Continue to develop and seek funding for City Water Supply-Related Projects and their implementation with regional partners and stakeholders. ______________________________________________
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:
• Adopt an update to the City’s Housing Element and Housing Action Plan.

The City Council adopted the update to the Housing Element in July of 2024. The Housing Element includes a robust Housing Action Plan that details various programs aimed at creating additional opportunities for affordable housing. These programs include revisions to residential development standards, adoption of local density bonus incentives and reduced parking requirements for qualifying projects.

The State of California Housing and Community Development Department certified the Housing Element in October 2024. The City Council adopted the first set of required rezones in December 2024. Further implementation of the Housing Element is planned for 2025 including Citywide objective design standards, adoption of an SB 9 ordinance and the creation of a congregational zoning overlay.
• Support the development of affordable housing on City-owned Sites.

Pre-development activities are underway for the 100% affordable housing project located behind City Hall including environmental and historic review as well as site and building design. The City also received $2.4M in grant funding to further support this ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

project.
• Provide the City Council with the requested update on rental units in the City of Monterey.

The City Council received a staff presentation in September 2021 that included an overview of the City’s current housing program and general information regarding Rent Control and Rent Stabilization measures; In February 2022, City Council received a report on Rent Inventory Programs and directed staff to prepare a draft Ordinance; May 2023 City held a Rental Registry Town Hall. The Rental Inventory Ordinance was adopted on November 4, 2023. The City launched the Rental Inventory Program January 2024 and online registrations are now underway. City staff held workshops in the City library to assist people and explain the registration process. In its inaugural year, 4,200 housing units have been registered and an additional 1,728 housing units filed exemptions. In total, 5,928 units are in compliance with the program. • Create guidelines and launch a Monterey Rental Assistance Program.

City staff held a study session to review draft program guidelines for the rental assistance program on February 28, 2024. Final Guidelines were approved by City Council on March 19, 2024 and the program launched on April 12, 2024. The program opens around the middle of each month to allow applicants the opportunity to apply when they might need assistance. In 2024, the Rental Assistance program provided $229,937 to Monterey renters needing assistance.

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:
• 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 2024, the MPD and MDOT offered information on services in every contact they had with those who were unhoused. Council approved a “Homeless Navigator position” to be added to the MPD MDOT team during the FY23-24 budget and a homeless navigator started with the MPD in December 2023 and worked through most of 2024. The MPD homeless navigator was recruited to the new Montage Ohana Center and the MPD is in the process of hiring a new Homeless Navigator starting in early 2025. The MPD also opened the MPD Outreach Center at the Former French Consulate building adjacent to Lake El Estero in 2023 in a waterfront location to better serve the public and the unhoused. In 2024 – The MPD CAT/MDOT Team - abated over 500 illegal ATTACHMENT 3
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Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

encampments, provided services to the unhoused 147 times and had services declined 134 times.
• 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 create a navigation center in Monterey potentially.
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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.

The Franklin Corridor, the final arterial corridor, will be added to the traffic signal adaptive system by late 2025. The project was bid and awarded to a contractor and is scheduled to begin once traffic signal material is available. • Continue ongoing immediate roadway repairs and or closures, including pothole repair, placing of roadway plates over failing sections of roadway, and placement of traffic control devices for complete closures.

Ongoing
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

• Maintain the City’s roadway infrastructure effectively by implementing preventative maintenance strategies.

The City’s Pavement Condition Index (PCI) is 81, which is ranked as very good.

Measure S, approved by Monterey voters in November 2018, has allowed the City to invest in asphalt overlay or road reconstruction efforts needed to maintain the City’s streets effectively.
• Prior to and during storm events, perform catch basin cleaning, outfall clearing, lake level monitoring, and provide sand and sandbags to the City’s Fire Stations for public use.

Ongoing
• Seek grants to fund safety enhancements for pedestrians, bicyclists, and motorists.

Efforts will continue in 2025. Active Transportation Program, Highway Safety Improvements Program, Safe Streets and Roads for All Implementation Program, and Reconnecting Communities grant opportunities will be considered in 2025. In 2023, the City was awarded Safe Streets for All Grant Funding to develop a Local Road Safety Plan (LRSP), which is anticipated to be completed in summer 2025. • Continue implementation of road rehabilitation and storm drain infrastructure, funded through SB 1, Measure P and S, and Measure X.

In FY 25, City staff estimate approximately $4.4M in funding from gas tax/SB 1, $20.8M in funding from Measure P/S, and $5.6M in funding from Measure X. implemented. In FY 25, the City plans to deliver multiple road rehab projects. Street segments include portions of Cass Street, David Avenue, El Dorado Street, Euclid Avenue, Forest Ridge Road, Garden Road, Monroe Street, Ocean Avenue, Ramona Avenue and Taylor Street.

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 digitize the on-street residential parking program to manage and improve on-street residential permit management.

Ongoing. Upgraded to ALPR Enforcement in 2022.
• Standardize and enhance parking lot signage across all off-street public parking lots to ensure consistency and clarity.

Began updating signage in the Waterfront Lot and continuing to make updates throughout City lots. Completion is slated for mid-2025.

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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 52, Packet Page 55

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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. In 2024, the City partnered with the Transportation Agency for Monterey County (TAMC) on a grant application for a portion of the FORTAG trail including a segment on North Fremont. TAMC is currently constructing Phase 1 of the FORTAG Project. ● 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 partnered with the Transportation Agency of Monterey County (TAMC) on an Active Transportation Program Grant which included Phase 2 of FORTAG and the North Fremont “Gap” Project. The application was not successful and Staff is reviewing alternative grant programs and funding options..

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 included a public engagement process with Town Hall meetings and opportunities for feedback. The Plan was adopted by the City in December 2024.
● Continue the implementation of ADA-compliant curb ramps funded by Measure P/S.

Ongoing. Several ADA Curb Ramp projects are planned in FY 24/25 in Old Town, Downtown and Del Monte Beach neighborhoods. Additionally, new curb ramps are also planned as part of road rehab projects on Van Buren Street, Jackson Street, and Del Monte Avenue.
● Continue to implement APS (Audible Pedestrian Signal) installation at signalized intersections.

Ongoing. ADA signal upgrades are planned in FY 25/26 at the intersections of Franklin Street at Washington Street, Franklin Street at Tyler Street, Fremont Street at Abrego ATTACHMENT 3
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CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

Street, Aguajito Road at Glenwood Circle, and Del Monte Avenue at Casa Verde Way. ● Continue to look for opportunities to enhance the transportation network to include pedestrian and bike facilities
Ongoing
● 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.

Ongoing
● Implement seasonal ADA-accessible beach mats at feasible locations in Monterey.

Utilizing NCIP funding, installed approximately 200 feet of accessible beach mat at Municipal Beach from the Recreation Trail to the High Water Line adjacent to Wharf No. 2 in June 2023. A second beach mat was installed in June 2024 near the Monterey Bay Park.
● Implement a crosswalk policy to prescribe a formal and transparent process for marked crosswalk implementation and design.

The draft policy is in development, and the final policy is planned to be presented to Council in 2025.
● California Assembly Bill 413, the “daylighting” bill, went into full effect January 1, 2025.

This new law prohibits stopping or parking your car within 20 feet of a marked or unmarked crosswalk, to increase the visibility of pedestrians and bicyclists entering the crosswalk. City staff will adjust red zones and parking tees as new resurfacing and pedestrian curb ramp projects are implemented.
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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 supporting 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.

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Council Special Meeting, 5/28/2025, Item No. 1., Item Page 54, Packet Page 57

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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.

Draft Social Justice and Equity template has been developed for Museums department program planning, marketing, presentations, and print media through the Expanded Path of History project. The template is a checklist to review accessible options for public programs and documents provided by Museums department. Consider integrating into 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.

Community Impact grant funds awarded in summer 2022 through Community Foundation for Monterey County to expand the current Path of History. Public Meetings were held in August of 2023; plan was presented at Museums Commission and Historic Preservation Commission meetings; public walks were held; draft Expanded Path of History Plan adopted by Museum & Cultural Arts Commission in 2024. Finalized plan will be added to Monterey Walking Tour mobile app and printed flyers.

Preserve and protect Monterey’s maritime history.

Maritime History - Staff Work Program Efforts:
● Work with the Western Flyer Foundation to able to host short-term the Western Flyer fishing boat chartered by John Steinbeck to Monterey.

The City hosted the Western Flyer homecoming event on November 4, 2024, collaborating with the Harbor and Museums Divisions and Fire Department. City staff are working on completing minor retrofits to support this vessel.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 55, Packet Page 58

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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:
● Revise the City’s Conflict of Interest Code.

Biennial update completed in September 2024, with new components added to provide the context and crucial information on conflict-of-interest provisions, both for the public and for public officials. These include a purpose statement, additional clarification about disclosure requirements and why disclosure serves City officials and the public, notation of positions required to complete local ethics education, a brief outline of disclosure requirements for parties to City proceedings, and information on various actions that would lead to personal financial gain from public service and are therefore prohibited. ● Conduct a robust and transparent candidate nomination period, bring four Charter amendments forward to the voters, and complete the transition of the City from at-large elections to district-based elections for City council members in compliance with the California Voting Rights Act (CVRA).

Council seats elected by Districts 3 and 4 were on the ballot for the first time and two candidates per district were nominated and qualified for the November 2024 ballot. The area represented by District 4 now has its first elected Council representation in known Monterey history. Two candidates also were nominated and qualified for the ballot running for the Mayoral seat which continues to be elected on an at-large (Citywide) basis. In addition, four City Charter amendments on the ballot were approved by Monterey’s voters, resulting in various changes including the introduction of term limits for elected officials.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 56, Packet Page 59

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

● Continue to use online engagement tools such as Have Your Say Monterey on relevant topics and emerging issues.

Recent engagement project pages include a Rental Inventory Program, a Rental Assistance Program, Local Road Safety Plan, Cannabis, the Old Capitol Site Master Plan Project, the Monterey Public Library Strategic Priorities Survey 2024, 2024 Budget Priorities Community Engagement, and a Monterey 2031 General Plan Update. ● Provide relevant, timely, and accurate information on City affairs, emergency incidents, and policy issues.

Consistent messaging and updates on all social channels and email marketing to reach our community members and encourage engagement on citywide topics. Attended multiple events to engage in person and help build community. Available and approachable by phone as well. Working with community partner agencies, Fire, Police, and City PIO on tabletop exercises that simulate real-life emergency situations. The City Manager’s Office in conjunction with the Fire Department hired a part time intern in November 2024 to develop an Emergency Operations Plan which will culminate in an Emergency Operations Center (EOC) activation training to simulate a real-life emergency event, currently planned for May 2025.
● Continue to improve reach on social media and implement effective social media management tools.

Utilizing social media management tools. Reaching over 11,000 followers on Threads since adding that platform in July 2023. Added Bluesky (alternative to X) in November 2024.

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).

Updating the design and functionality of the City website, with a launch expected byMarch2025. Supporting the upgrade of MyMontereyPortal with an outreach campaign after the new app is incorporated.
● Incorporate new ADA WCAG Scan and Remediation implementation to improve digital accessibility. Include new policy and procedures on ADA compliant PDFs, and Word documents available to the public.

Slated for completion by late 2025.

ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 57, Packet Page 60

CITY OF MONTEREY
Vision, Mission, Value Drivers, Strategic Priorities, and 2025 City Staff Work Program Updated January 2025

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; revisited in January 2023, August 2023, January 2024 and August 2024. Council to consider revisions to Value Drivers and Strategic Priorities in late January 2025.

Recognize that the City government’s role is to provide core services to the public, and partnerships with nonprofits, the military, businesses, 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. In the last few months, staffers at City Hall have presented twice on the subject of various municipal careers to local College Living Experience participants, who are neurodivergent young adults on a college or career path. Each quarter, City staff deliver an overview on Monterey city government to international students at the Naval Postgraduate School. The City also continues to host five to seven graduate interns each academic year from Middlebury. The City entered into a partnership with Montage Health to launch the Wellness Initiative at the Monterey Sports Center, which results in cobranded programming, wellness activities, and special events . The Montage Health Foundation also provided a $100,000 grant to the Monterey Sports Center. ● 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.
______________________________________________
ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 1., Item Page 58, Packet Page 61 Council
Agenda Report
FROM: Nat Rojanasathira, Assistant City Manager
Clementine Bonner Klein, City Clerk
SUBJECT: Provide Direction on Appointments Process for, and Composition of Boards, Commissions, and Committees (Not a Project Under CEQA per Article 20, Section 15378 and Under General Rule Article 5, Section 15061) RECOMMENDATION:

That the City Council provide direction on the
appointments process for, and composition of Boards,
Commissions, and Committees. Staff would then bring
forward a revised Governance Policy and draft Ordinance for consideration.

VALUE DRIVERS:

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.

POLICY IMPLICATIONS:

Monterey Charter § 4.5(a)(2) provides: “The Council shall appoint by affirmative vote of three (3) of its members, all members of municipal boards, commissions and
committees and representatives of the City to other
agencies.”
Current Council policy on Board, Commission, and
Committee appointments is set in the Governance
Resolution, Resolution No. 23-131 C.S., and provides
that the Mayor conducts applicant interviews and
nominates appointees, and the full Council makes the
appointments.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

There are no fiscal implications to receiving this report.

The City is following its Fiscal Health Response Plan by Agenda Report Highlights
• The City Council is scheduled to
provide direction on revising the
appointments process and
composition of Monterey's Boards,
Commissions, and Committees.
• Research on 102 California cities
shows varied practices for
interviews and appointments, with
options ranging from mayor-led
nominations to full council interviews
and public appointments
• Council may consider the
consolidation of the Planning
Commission with the Architectural
Review Committee and the Historic
Preservation Commission with the
Museums and Cultural Arts
Commission to streamline
operations and reduce costs.
• Neighborhood Associations are
encouraged to participate in the
appointments process but would not
be granted official roles.
• Council will decide on the preferred
appointment method and potential
consolidations, with staff returning
on May 20 with future action.

Date: 5/28/2025
Item No.: 2.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 1, Packet Page 62 №10/24
reviewing administrative functions to identify non-critical tasks and opportunities for streamlining. Assessing the structure of City boards, commissions, and committees, which is a component of this discussion, aligns with this plan and the "CORE" initiative's objective to make the City’s operations more efficient and financially sustainable.

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 consider and provide direction on the appointments process for, and composition of, Monterey's Boards, Commissions, and Committees, but that is not recommended.

DISCUSSION:

Background
On February 18, 2025, Councilmember Rasch’s request to agendize a discussion regarding revising the Council’s Governance Policy Regarding Appointments to Boards, Commissions, and Committees came before the Council for consideration. The request states that for purposes of transparency, more of the Council should be included in the interview process and that interviews should be conducted publicly on a legally noticed basis to give the public the opportunity to participate. It also states that Neighborhood Associations should have access to Neighborhood and Community Improvement Program (NCIP) Committee applications and be asked for their recommendations regarding appointments to the NCIP Committee.

Councilmember Rasch’s full request is attached to this report as Attachment 1.

The request was approved for a future City Council agenda on a vote of 2-3, with Mayor Williamson, Councilmember Barber, and Councilmember Garcia voting no. The passage of the item was successful pursuant to the Council’s Governance Policy regarding Agendizing of City Council Items by Individual Councilmembers (Resolution No. 23-131 C.S.), which provides that for requests to agendize, “a majority vote is not required, instead, the motion will pass with two ‘yes’ votes.”
This agenda report outlines various related considerations and options for potential updates to the Monterey City Code and the City Council’s Governance Policy.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 2, Packet Page 63 №10/24
Appointments to Boards, Commissions, and Committees
Results of Research on 102 California Cities
In order to fully inform the Council on this matter, the City Clerk conducted research and compiled data on interview and appointment practices from a total of 102 other California cities.

The research shows that there is a wide range of options available to California city councils, and if an option exists there is probably at least one city doing it. Following are visualizations showing the broad assortment of practices.

“Other” responses for whether interviews take place break down into the following categories:
• Sometimes, but usually not. Interviews take place for Planning Commission applicants and based on numbers of applicants
• At-large applicants only
• Informally
• Planning Commission applicants only
• Only based on numbers of applicants
52 27
11 6
6 Are applicants interviewed?
Yes
No
They may make public comment, but are not
interviewed
At the discretion of the nominating Councilmember
Other
33 16
5 5
3 3 1
Who conducts interviews?
The full Council
A Subcommittee
Other
Nominating Councilmember
Districted Councilmembers interview applicants from their own districts
The Mayor
An individual Councilmember
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 3, Packet Page 64 №10/24
The composition of subcommittees breaks down as follows:
“Other” responses regarding who conducts interviews break down into the following categories:
• A few members of Council, except for applicants to Planning Commission • Council Subcommittee for some members; By-District interviews for others • Depending on the Committee/Commission the Department Head may sit in with the Mayor on the interviews
• Nominating Councilmember may interview applicants directly OR the Council can interview all applicants at a public meeting
• Planning Commission applicants introduce themselves to the Council at a Council meeting
• A designated Councilmember and staff
In 81% of cities the full Council makes appointments regardless of who interviews and/or nominates applicants. The remaining 19% have varying systems of direct appointments by the Mayor and/or individual Councilmembers; however, such direct appointments in Monterey may not be considered by the Council at this time due to the provision of Monterey Charter §

4.5(a)(2) that “the Council shall appoint by affirmative vote of three (3) of its members, all members of municipal boards, commissions and committees and representatives of the City to other agencies.”
Options for the Council to Consider
Clearly there is almost any combination of interview and nomination methods possible, but the following are some of the process options that staff recommends the Council examine, either based on use by other cities or because the Council has already expressed an interest in, or curiosity about, the method. Additional context and information are added for the Council, including some advantages and disadvantages.

A. Monterey’s current policy: Mayor Interviews and Nominates (Not Subject to the Brown Act), and Full Council Appoints (Subject to the Brown Act) o Pros: While Monterey is not a General Law City and has a voter-approved Charter, it is noteworthy that this method is consistent with California Gov. Code § 40605: “the mayor, with the approval of the city council, shall make all appointments to boards, commissions, and committees unless otherwise specifically provided by statute,” and is therefore consistent with the practices in Council Special Meeting, 5/28/2025, Item No. 2., Item Page 4, Packet Page 65 №10/24
many other cities. It is also consistent with the Charter § 4.5(a)(2) requirement that the Council appoint board, commission, and committee members. o Cons: Councilmember Rasch has stated there is a lack of transparency associated with this method, and that “more Councilmembers should be included in the interview process, and the public should be welcome as well.” B. Full Council Interviews and Appoints in Public Meetings Subject to the Brown Act o Most common practice among researched California cities (51%). o Variants:
 All applicants receive interviews; only certain bodies’ applicants receive interviews; or none do but applicants may make public comment. Should the Council opt for the full Council meeting appointment process, City staff recommends holding interviews to ensure a comprehensive evaluation of candidates, assessing suitability beyond submitted materials.
 Some cities have ballot voting procedures for appointments. California Gov. Code § 54953(c)(1) prohibits secret ballots, and Monterey City staff recommends motions for full transparency.
o Pros:
 The same practice was used successfully to fill the Monterey Councilmember vacancy in 2022.
 This method provides full transparency, and every member is equally involved in the process.
 Meetings are already scheduled, saving significant time spent by staff organizing, and Mayor conducting, separate interviews.
 Achieves the goals of Councilmember Rasch’s request that more of the Council should be included in the interview process and that interviews should be conducted publicly on a legally noticed basis to give the public the opportunity to participate.
 12 Neighborhood Association Presidents and Vice Presidents met in late March 2025 (this meeting is discussed further in this report) and agreed that interviews and nominations should be made by more than one person.
o Cons:
 Takes time during a Council meeting to hold interviews, which requires greater time commitment from Councilmembers and staff, potentially including additional special meetings.
 This would be a shift from current practice of the City, as well as General Law cities, where the Mayor nominates a potential appointee and the Council approves the appointment.

C. Standing Subcommittee Interviews and Nominates in Public Meetings Subject to the Brown Act, and Full Council Appoints
Process: The Subcommittee would meet in public in a public and televised meeting to interview and deliberate on whom to nominate. The Council would receive the nominations and appoint, pursuant to the Charter requirement. o Variants: Subcommittee could consist of Council only, Council plus staff, Council plus advisory body member(s), advisory body members only, Council plus member(s) of public, etc.
o Pros:
 This method is the request of Councilmember Rasch.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 5, Packet Page 66 №10/24
 Neighborhood Association officials agreed at their recent meeting that interviews and nominations should be made by more than one person. o Cons:
 Standing subcommittee meetings would be additional meetings subject to the Brown Act, which are resource- and time-consuming, requiring extra staff time spent on finding convenient times that work for multiple members, agendizing and noticing the meeting, staffing the meeting, and preparing minutes.
 Additional costs would be incurred for broadcasting services as a result of televised or virtual meetings.
o Feedback Received: 12 Neighborhood Association Presidents and Vice Presidents met in late March 2025 and unanimously support the subcommittee model as opposed to the current model. Letters in support of the subcommittee model are attached to this packet (Attachment 3). A proposed NCIP-specific subcommittee recommendation from the Neighborhood Associations, and separately Neighborhood Associations’ role in the appointment process, are both discussed further below in this report.
o Note that a majority of the City Council may attend an open and public meeting of a standing committee, provided the members who are not part of the standing committee only observe and may not participate. (Gov. Code § 54952.2(c)(6).) D. NCIP Positions Only: NCIP-Specific Standing Subcommittee Interviews and Nominates in Public Meetings Subject to the Brown Act, and Full Council Appoints o Process:
 The Subcommittee would meet in public in a public and televised meeting to interview and deliberate on whom to nominate. The Council would receive the nominations and appoint, pursuant to the Charter requirement.
 Subcommittee(s) interviewing and nominating for NCIP positions would include the districted Councilmember representing the area encompassing the NCIP neighborhood associated with each vacancy(s). o Pros:
 This method is requested by the Neighborhood Association representatives.
o Cons:
 This model would require multiple variations of NCIP-specific appointment subcommittees in order to achieve the goal of having each districted Councilmember as part of the interview and nomination process for NCIP positions within their own district.
 These assorted standing subcommittee meetings would be additional meetings subject to the Brown Act, which are resource- and timeconsuming, requiring extra staff time spent on finding convenient times that work for multiple members, agendizing and noticing the meeting, staffing the meeting, and preparing minutes.
 Additional costs would be incurred for broadcasting services as a result of televised or virtual meetings.
o Feedback Received: 12 Neighborhood Association Presidents met in late March 2025 and unanimously support the subcommittee model as opposed to the current model. Letters in support of the subcommittee model are attached to this packet (Attachment 3). Neighborhood Associations’ role in the appointment process is discussed further below in this report.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 6, Packet Page 67 №10/24
o Note that a majority of the City Council may attend an open and public meeting of a standing committee, provided the members who are not part of the standing committee only observe and may not participate. (Gov. Code § 54952.2(c)(6).) E. Advisory Body Interviews and Nominates Applicants in Public Meetings Subject to the Brown Act, and Full Council Appoints
o Process:
 Either a subcommittee of the advisory body (e.g., Planning Commission, Parks and Recreation Commission), or the full advisory body, would interview and nominate applicants for their own body. The Council would receive the nominations and appoint, pursuant to the Charter requirement.
o Pros:
 Advisory body in question would take some ownership by advising Council on its own membership.
 If full advisory body: Meetings are in public and are already scheduled. o Cons:
 If full advisory body: It would take time in the advisory body’s meeting and slow the process down by potentially up to a month or two based on the body’s meeting schedule. Some bodies have a difficult time achieving a quorum consistently which could introduce additional delays.  If subcommittee of the advisory body: Standing subcommittee meetings would be additional meetings subject to the Brown Act, which are resource- and time-consuming requiring extra staff time spent on finding convenient times that work for multiple members, agendizing and noticing the meeting, staffing the meeting, and preparing minutes.

F. Individual Members Nominate by District, or At Large Even Though Districted, and Full Council Appoints
o In some cities, each Councilmember nominates and/or appoints one member to each body. For example, Councilmember “A” would nominate/appoint one Planning Commissioner, one Library Trustee, one Parks and Recreation Commissioner, etc. Note: Appointment by individual members is not an option in Monterey due to the Charter requirement, but interviews and nominations could be done by individual members.
o Process: Using this method, each Councilmember would:
 Interview, or have the discretion to interview candidates or not; and  Nominate their own applicants for appointment.

Then the Council would receive the nominations and appoint, pursuant to the Charter requirement.
o Variants:
 In Monterey, this could mean either reducing advisory bodies with seven members to five members (by ordinance), or appointing members to these boards with a combined nomination system such as with each Councilmember nominating one member and the Mayor nominating three.
 In some cities that use this method, each appointee’s term follows the term of the Councilmember that nominated/appointed them. o Pros:
 No Subcommittee needed. Each Councilmember could conduct interviews their own way as transparently as they wish.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 7, Packet Page 68 №10/24
o Cons:
 Has less involvement by Councilmembers, and the potential for less transparency, which are issues of concern for Councilmember Rasch.  The Council and public can become more district-focused, which is counter to the Council-adopted Mutually Monterey principles of: making decisions that are in the interests of the entire community and not only one district, and fully engaging on every issue before the City Council regardless of which district(s) may be most directly impacted by the issue.

Composition of Boards, Commissions, and Committees
At the recent prioritization exercise during the Council Special Meeting on January 29, 2025, the Council asked that when there were prioritization challenges with the City staff’s work program, the City staff agendize the matter so that the Council could assist in the prioritization.

Considerations relating to the composition of advisory bodies naturally arise when researching and contemplating appointment methods, and with January’s prioritization direction from Council in mind, staff would like to take this opportunity to suggest that the Council review the composition of its own advisory bodies. There are 88 seats total on Monterey’s 11 Boards, Commissions, and Committees, broken down as follows:
• 7 members of the Planning Commission
• 7 members of the Architectural Review Committee
• 7 members of the Parks and Recreation Commission
• 7 members of the Historic Preservation Commission
• 7 members of the Museums and Cultural Arts Commission • 4 members of the Appeals Hearing Board (3 members and one alternate) • 4 members of the Building and Housing Appeals Board (3 members and one alternate) • 5 members of the Disabled Access Appeals Board
• 5 members of the Measure P and S Oversight Committee
• 30 members of the Neighborhood and Community Improvement Program (NCIP) Committee (15 members and 15 alternates)
• 5 members of the Board of Library Trustees
The City greatly values all of its volunteer board, commission, and committee members, who generously dedicate service to the Monterey community and provide valuable advice to the City Council on their areas of expertise. Staff knows that Council recognizes the positive impacts of maintaining numerous advisory bodies on many subjects, such as the potential for having more subject matter experts serving the City, and that more residents have access to a path that helps them develop a sense of ownership with local issues and grow into other public-serving roles.

In the interest of transparency and fiscal responsibility, it is also important to share with the Council the downsides to the City maintaining a higher number than necessary of advisory bodies, which include retention and recruitment challenges that can lead to quorum concerns and decision-making delays; review required by multiple boards leading to longer approval times for development applications and projects; and the additional staff resources that are required to administer more public meetings, produce the associated written materials and minutes, respond to inquiries from individual members, seek compliance with more members’ Council Special Meeting, 5/28/2025, Item No. 2., Item Page 8, Packet Page 69 №10/24
required filings and trainings, and conduct recruitments for more seats that can experience turnover.

The City has documented budget challenges and resources are stretched thin across both standard mandated daily work and new programs, and in developing policy it is appropriate for the Council to review existing administration tasks that are not strictly necessary.

The City’s Fiscal Health Response Plan emphasizes the need to implement strategies to balance the City’s checkbook and solve long-term funding needs. The Plan calls for the City “to continue analyzing our service levels and adjust them where appropriate [and to] continue to look at our internal processes to streamline and optimize.” Reviewing the bodies’ composition is consistent with the “C” of the “CORE” strategy: "Change the way we do business to be more streamlined." This is not merely a clever catchphrase but a crucial consideration in moving the City forward.

With all of these considerations in mind, the Council should note that the only advisory bodies that exist in the Monterey Charter, the City’s constitution, which was approved and can only be modified by the voters of Monterey, are the:
• Planning Commission,
• Parks and Recreation Commission,
• Library Board of Trustees, and
• Neighborhood and Community Improvement Program (NCIP) Committee.

In addition, while not in the Charter, the Measure P & S Oversight Committee is required by the voters as a condition of the measure.

There are other advisory bodies that the City Council could consider consolidating, due to overlapping or related duties of the bodies, and because of the desire to be wise with limited resources including direct costs and staff time. Descriptions of these bodies and potential consolidations follow.

Planning and Architectural Review
The City Code provides that the Planning Commission advises the City Council on matters related to land use, zoning, and the General Plan. It reviews development proposals, conditional use permits, variances, and other planning applications to ensure they align with the city's longterm goals and regulations. Monterey City Code does not require any qualifications for service on the Planning Commission.

The City Code provides that the Architectural Review Committee evaluates the design and aesthetics of proposed buildings and modifications to ensure compatibility with the surrounding environment, preservation of community character, and high-quality architectural standards.

Monterey City Code provides that at least one of the members should be an architect or professionally trained in a related field.

Historically, a singular project may require multiple meetings for approval including a Planning Commission hearing and Architectural Review Committee meeting. In many cases, these reviews could be streamlined into one public meeting. For example, only the Planning Commission can grant a variance that may result in a specific building placement and then the Council Special Meeting, 5/28/2025, Item No. 2., Item Page 9, Packet Page 70 №10/24
ARC might have wanted an alternate building placement for aesthetic reasons. Although we regularly navigate these discussions in a successful manner, applicants can be frustrated with the multiple reviews for one project. One meeting and decision-making body could streamline project review. It is also important to note that many pro-housing State laws require the City to create objective design standards where a developer can simply use a checklist to determine consistency with city policy. The concept of a discretionary architectural review is becoming a concept of the past.

The Community Development Department excels at “doing more with less” but has limited staff and a significant existing core work program including meeting mandatory State objectives, as well as new projects and programs, which can make achieving the Council’s priorities a juggling act. In addition, the Council has tasked staff with finding ways to reduce administrative hurdles that get in the way of development. Enabling increased efficiency in the way architectural and development review processes are conducted is well supported by the “C” of the Fiscal Health Response Plan “CORE” strategy: "Change the way we do business to be more streamlined." The work program of the Architectural Review Committee (ARC) and Planning Commission (PC) could easily be combined into one body’s powers and duties. It is recommended that the Council consider directing staff to bring forward an ordinance combining the ARC and the PC.

Historic Preservation and Cultural Arts
The City Code provides that the Historic Preservation Commission advises on the designation, preservation, and protection of historic structures and districts in Monterey. It reviews projects affecting historic resources to ensure they align with preservation standards and city policies.

In order to continue as a Certified Local Government (CLG) through the State’s California Office of Historic Preservation, which administers grants to CLG for historic preservation, the City needs to maintain a qualified historic preservation review commission consisting of a minimum of two professional members from various historic preservation related disciplines, or lay members who have demonstrated special interests, competence, experience, or knowledge in historic preservation. Currently, three of the City’s Historic Preservation Commission members meet this CLG qualification.

The City Code provides that the Museums and Cultural Arts Commission supports the development and promotion of the City’s museums and cultural programming, and advises on policies, exhibitions, and cultural initiatives that enhance public appreciation of Monterey’s heritage and arts.

Like the Community Development Department, the Library & Museums Department does a fantastic job at providing enriching community services with reduced resources, and existing resources can go further and benefit the community the most when used efficiently.

The work program of the Historic Preservation Commission (HPC) and Museums and Cultural Arts Commission (MCAC) could be combined into one body’s powers and duties. It is recommended that the Council consider directing staff to bring forward an ordinance combining the HPC and MCAC.

Council Special Meeting, 5/28/2025, Item No. 2., Item Page 10, Packet Page 71 №10/24
Neighborhood Associations and Their Role
Councilmember Rasch’s request includes the statement that “NCIP [Neighborhood and Community Improvement Program Committee] nominations should include affirmative outreach to neighborhood associations for their recommendations of their NCIP representative and alternative representative.” A related document showing results from a recent discussion among Neighborhood Association presidents and vice presidents with Councilmembers Rasch and Smith, which was provided by Councilmember Rasch, is attached as Attachment 2. In this document, the Neighborhood Association officials provide input on their desired role in the appointments process.

While it is highly admirable how engaged Monterey residents are with their neighborhoods, and the City benefits from this involvement in many ways, the Neighborhood Associations are not official or even unofficial City entities, and there could be a perception of favoritism to give an external individual or group more influence in the appointment process than another when undertaking official governmental acts such as appointments to City bodies. In addition, there are concerns about equity and fairness when some Neighborhood Associations require dues for membership. Allowing Neighborhood Associations to have a distinct voice in the official process would mean that for some residents it would cost money to participate and enjoy representation in their City government in this matter.

Members and officials of Monterey’s Neighborhood Associations are equivalent to all other members of the public and members of business organizations and external associations in that they are not City representatives and their associations are not City entities. They all have the same ability to be involved in the process and provide feedback. All Monterey residents and stakeholders are highly encouraged to stay involved and engaged with whichever Board, Commission, and Committee interview and nomination process is selected by the Council.

Recommendation
Staff recommends that the Council consider the information provided and give direction to City staff on how, or if, to proceed with the matters of updating the appointments process for, and composition of, Monterey's Boards, Commissions, and Committees. Specifically, staff would like to know if the Council supports:

1. Changing the appointments policy outlined in the Council’s Governance policy to a different method, and if so, which:
o Option “A” - Monterey’s current policy: Mayor Interviews and Nominates, and Full Council Appoints
o Option “B” - Most common practice in California cities: Full Council Interviews and Appoints
o Option “C” - Standing Subcommittee Interviews and Nominates for All Bodies, Full Council Appoints
o Option “C&D” - Standing Subcommittee Interviews and Nominates for Non-NCIP Bodies, Districted Council Subcommittees Interview and Nominate for NCIP, Full Council Appoints
o Option “E” - Advisory Body (or its Subcommittee) Interviews and Recommends Applicants for Appointment
o Option “F” - Individual Members Nominate or Appoint by District, or At Large Council Special Meeting, 5/28/2025, Item No. 2., Item Page 11, Packet Page 72 №10/24

2. Combining the ARC and the Planning Commission, and/or

3. Combining the Historic Preservation Commission and the Museums and Cultural Arts Commission.

Next Steps
Following Council’s direction at this meeting on the above recommendations, City staff will return to the Council with, as applicable:
• A draft resolution revising and restating the Council’s Governance Policy, and/or • A first reading of a draft ordinance updating the composition and number of the City’s Boards, Commissions, and Committees.

NR/CBK
Attachments: 1. Councilmember Rasch’s February 18, 2025 request to agendize a discussion regarding appointments to Boards, Commissions, and Committees

2. Document from recent discussion among Neighborhood Association presidents

3. Public Comments Received Prior to City Council Report Publication e: All members of Boards, Commissions, and Committees
Writings distributed for discussion or consideration on this matter within 72 hours prior to the meeting, pursuant to Government Code § 54957.5, will be made available at the following link:
https://monterey.gov/Submitted-Comments
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 12, Packet Page 73 ATTACHMENT 1
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 13, Packet Page 74 Neighborhood Associations President's and VP's Meeting
March 29,2025
Those present:

Aquajito Oaks
Alta Mesa
Casanova Oak Knott
De[ Monte Beach
De[ Monte Grove/Laguna Grande
Deer Flats
Downtown
Fisherman's Ftats
Gtenwood
Monterey Vista
New Monterey
Oak Grove
Old Town
Skyline Forest
Villa Del Monte
A. Topic One: Why are Neighborhood Associations Vatuabte?

1. Neighborhoods are where retationships between neighbors start.

2. Neighborhoods are where neighbors can meet each other and sociatize.

3. NAs are where neighbors can voice their concerns to each other.

4. NAs are a voice with which to be heard to the City.

5. NAs buitd communication to and from the City.

6. Communication among neighbors buitds stronger communities.

7. NAs hetp educate neighbors on issues affecting them.

8. NAs are organizations with which to speak to Councit.

9. NAs invotve neighbors for organized action such as CERT.

Mike Brassfietd
Joe Fogel & Debbie Murchinson
Scott Hanson
Curt Tipton
Tom Rowtey
Lee Whitney
Eric Ebett
Bob Evans & Roberta Myers
Dona Betzold
Gari Soule
Jim Cullem
John Mclellan
ATTACHMENT 2
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 14, Packet Page 75

10. NAs are the voice of the neighbors.
1 1. NAs buitd neighborhood cohesiveness.

12. NAs support neighbor invotvement, create identity, form advocacy, and impact safety.

13. NAs represent the uniqueness of a community.

14. NAs networkwithin NCIP.

15. NAs reftect their own NCIP project nominations and priorities, and nomination of reps.

16. NAs survey views of residents.

17. NAs mitigate disasters through setf-knowtedge, organization, and CERT.

18. NAs voice neighborhood needs and grievances.

19. NAs encourage activism and civic participation.

B. Topic Two: How Shoutd lnterviews and Nominations for Committees and Commissions be Managed?
These ideas received unanimous support from a vote of the NAs present:

1. Att neighborhoods voted that interviews and nominations not be made by just one person.

2. The unanimous proposed modeI is: a voting subcommittee of two Councitmembers, rotating equitabty each year, to include a non-voting member who is the chair (or in Chair's absence, the Vice Chair) of said committee affected, who is present for the interviews and discussions of nominations advancing to futt Councit.

3. lnterviews are to be done ideatty in person, or by Zoom when necessary, atways with faciat presence on. lt was a unanimous vote that interviews never are conducted onty by phone/audio.

4. At[ votes supported that a Sptit vote between the two subcommittee Councitmembers goes to futt Councit as sptit decision.

C. Topic Three: How Shoutd lnterviews and Nominations for NCIP be Managed? The unanimousty supported modet is: a voting subcommittee of two Councitmembers, one of whom shatt be the District Councitperson of the affected NCIP neighborhood, and to include a non-voting member who is the Chair (or in Chair's absence, Vice Chair) of NCIP, who shatt be present for the interviews and discussions of nominations advancing to futt Councit. Additionatty, neighborhoods ask that the apptications of att NCIP appticants be shared with the neighborhood association president (or VP) no later than two weeks before the interviews, so that the opinion of the NA can be garnered by the NA and shared with the interviewing Councitmembers and chairs.

Att spl.it votes between the two Councitmembers shatt go to the futt Councit with the written recommendation of the neighborhood association for consideration by the futt Councit.

1. 2.

ATTACHMENT 2
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 15, Packet Page 76 D. Topic Four: Other Strong Recommendations by the 12 NAs Recommend that when agency appointments are made yearty by the Councit, one each of the five Councitmembers is appointed as lead to NCIP, Ptanning Commission, ARC, Parks or Rec, or Library; and one each of the five Councitmembers is appointed as lead to each of Zoning Administration, Appeats Board, Historic Preservation, Measure P & S, or Museums and CutturatArt. These appointments shat[ rotate yearty and equitabty.

Recommend that when agency appointments are made, each District Councitperson is appointed as lead to their neighborhood association(s).

Recommend that at[ interviews be open to the pubtic.

1. 2.

3. ATTACHMENT 2
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 16, Packet Page 77 • Outlook
Re: City Council method for appointing Commissioners and Committee members From Hans Uslar <[email protected]>
Date Tue 4/22/2025 4:29 PM
To
Cc Tyller Williamson <[email protected]>; Gino Garcia <[email protected]>; Kim Barber <[email protected]>; Ed Smith <[email protected]>; Jean Rasch <[email protected]>; Clementine Bonner Klein <[email protected]>; Nat Rojanasathira <[email protected]> Thank you Tom.

Hans Uslar
City Manager
City of Monterey
(831) 646-3760
From: Tom Rowley
Sent: Tuesday, April 22, 2025 11:18 AM
To: Hans Uslar <[email protected]>
Cc: Tyller Williamson <[email protected]>; Gino Garcia <[email protected]>; Kim Barber <[email protected]>; Ed Smith <[email protected]>; Jean Rasch <jeanrasch@gmail .com> Subject: City Council method for appointing Commissioners and Committee members To City Mgr Hans Uslar - As President of my neighborhood association: "Fishermen Flats HOs & Residents Assoc" consisting of 153 SFR and 3 Sr Cit Units+ 48 units in Mtry Woods, I participated in a recent thorough discussion and review led by CC members Jean Rasch and Ed Smith on the current failed methodology used last year for appointments by the City Council.

The fact that the Mayor ignored votes taken by our Neighborhood Association with our nominations for NCIP Rep and Alternate was very frustrating. He appointed a new person as NCIP Rep' who had never attended one of our neighborhood meetings, and also had never been involved in any way with the NIP or NCIP program. Furthermore - the Mayor's telephone interview was inept at best...

The recommendations of the ad hoc group of neighborhood reps that met with Rasch and Smith: The selection of commissioners and committee members must be made by at least two City Council members.

Also membership on the CC Appointment Committee should be rotated on an annual basis.

The Mayor "failed" in his attempt to takeover appointments - his judgment is faulty and he should not be allowed to continue as the sole CC member to nominate commission and committee members! I am available for additional comments, if needed.
"Aloha" Tom Rowley, President Fish' Flats HOs & Residents Assoc. (FF HOs & RA) Home Office TEL:
[NOTICE: This message originated outside of the City of Monterey mail system -- DO NOT CLICK on links or open attachments unless you are sure the content is safe.] ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 17, Packet Page 78 The Monterey Vista Neighborhood Association is one of the City of Monterey neighborhood associations that represents its residents. Our goal is to preserve the quality and character of our neighborhood areas. Our services include informing residents, review and comment on selected city programs, proposed ordinances, and building designs. We inform residents through our website and e-Blasts, hold events for our members and the general public, and provide assistance to residents in resolving neighborhood concerns.

April 28th, 2025
Dear Mayor and Councilmembers,
The Monterey Vista Neighborhood Association discussed the City’s Governance Ordinance proposal at their last meeting on April 7th.

We had a long and thorough discussion about the importance of residents and neighborhoods having representation and a feeling of being heard by the City. As a result, the Board of MVNA voted unanimously to support the suggestions that were proposed at the Neighborhood Association Presidents/Vice Presidents Meeting on the Governance Ordinance:
• that at least two City Council members take part in interviews and choose nominations for Commission and Board members
• that City Council reach out to Neighborhood Associations and invite their input as a nonvoting voice in the selection of Commission and Board members, especially for NCIP • that Council members doing interviews and candidate selections rotate equitably each year • that applications be publicly available 2 weeks before vote • that split votes would go to the Council as a split
It was noted that there is a strong consensus among all neighborhood associations that they are a key link with city governance, and that this link is critical for residents to feel heard and supported by the City.

Regards,
Hans Jannasch
--
Hans Jannasch, Interim President
Eric Ebell, VP
Monterey Vista Neighborhood Association
Monterey, CA 93940
[email protected]
www.montereyvistaneighborhood.org
--
ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 18, Packet Page 79 ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 19, Packet Page 80 ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 20, Packet Page 81 ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 21, Packet Page 82 [NOTICE: This message originated outside of the City of Monterey mail system -- DO NOT CLICK on links or open a�achments unless you are sure the content is safe.] ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 22, Packet Page 83 ATTACHMENT 3 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 23, Packet Page 84 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 24, Packet Page 85 Rasch and Ed Smith are advocating for a two-person City Council committee with Neighborhood input to make these selections more fair and representative. This proposal has 100% support from the 14 Neighborhood Association Presidents.

This proposal is a good solution to maintain neighborhood engagement in the betterment of Monterey.

Thank you,
George McNeely
Sent from my iPhone
[NOTICE: This message originated outside of the City of Monterey mail system -- DO NOT CLICK on links or open a�achments unless you are sure the content is safe.] www.monterey.gov
[NOTICE: This message originated outside of the City of Monterey mail system -- DO NOT CLICK on links or open a�achments unless you are sure the content is safe.] ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 25, Packet Page 86 ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 26, Packet Page 87 May 19, 2025
Subject: Proposed Revisions to Selection Process for Committee, Commission and Board Members
Dear City of Monterey Mayor and Council,
Members of the New Monterey Neighborhood Association (NMNA) Board of Directors attended the meeting which was organized by Councilmember Rasch and held on March 29th. Our Board has reviewed the report that was generated from that meeting. The NMNA Board of Directors is in unanimous support of the findings of that meeting. In particular, we believe that the selection of the representative to the NIP Committee needs to include input from the respective neighborhood associations. We also strongly agree that more than one individual from the Council, including the Mayor, should participate in the interview and selection process for all committee and commission positions. Including a non-voting member from the respective committee or commission is also a reasonable logical measure.

We thank Councilmember Rasch for taking the initiative and organizing the meeting and consolidating the comments received.

Sincerely,
Tom Reeves, President NMNA
ATTACHMENT 3
Council Special Meeting, 5/28/2025, Item No. 2., Item Page 27, Packet Page 88