Agenda packet — Monterey City Council, September 2, 2025

Council Chamber
580 Pacific St.

Monterey, California

CITY COUNCIL AGENDA
Council Regular Meeting and
Closed Session
Tuesday, September 2, 2025
4:00 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/1607729333 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: 160 772 9333 # If asked for participant ID, press #. To raise your hand (or lower it), 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.

September 2, 2025 4:00 PM
2 AFTERNOON SESSION (4:00 p.m.)
Call to Order
Presentations (Afternoon)

1. Recognition of Defense Language Institute Quarterly Joint Service Awards Third Quarter FY25 (Not a Project Under CEQA per Article 20, Section 15378, and Under General Rule Article 5, Section 15061)
General Public Comments
The public may speak to any item that is not on the agenda and that is in the City of Monterey’s subject matter jurisdiction.

Consent Agenda
All matters listed under Consent Agenda are routine and will be adopted by one motion unless a member of the City Council or the public requests discussion or a separate vote.

Consent: Approval of Minutes

2. August 19, 2025 Regular Meeting (Not a Project Under CEQA per Article 20, Section 15378, and Under General Rule Article 5, Section 15061)

3. August 27, 2025 Special Meeting (Not a Project Under CEQA per Article 20, Section 15378, and Under General Rule Article 5, Section 15061) Consent: Ordinances
An ordinance is a law adopted by the City Council and codified in the City Code. Through the adoption of an ordinance, the City may make and enforce within its limits all local, police, sanitary, and other laws not in conflict with state or federal law. An ordinance generally becomes effective 30 days after approval at a second reading.

4. 2nd Reading of an Ordinance to Rezone 817 Martin Street from R-1-15 to R-1-15-H-2 as a City Historic Resource and Authorize a Mills Act Contract (Property Tax Savings Program for Historic Structures) (Exempt from CEQA per Article 19, Section 15305, Class 5)
Consent: Resolutions
A resolution is an expression of opinion or evidence of a decision made by the City Council and often relates to administrative business of the City. Resolutions generally become effective immediately upon adoption.

5. Awarding Three Professional Services Agreements in the Amount of $500,000 Each for On-Call Traffic Engineering Services for Projects Within the City of Monterey to: (1) Kimley-Horn and Associates, Inc.; (2) BKF Engineers; and (3) Iteris, Inc. (Not a Project Under CEQA per Article 20, Section 15378 and Under General Rule Article 5, Section 15061)

6. Authorize the City Manager to Execute a Memorandum of Understanding Regarding the Monterey County Urban Search and Rescue (US&R) Team with North County Fire Protection District, Monterey County Regional Fire Protection District and CAL FIRE San Benito-Monterey Unit (Not a Project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)
September 2, 2025 4:00 PM
3 Consent: Other

7. Appoint Councilmember Rasch as the Voting Delegate, and Mayor Williamson as the Alternate, for the 2025 League of California Cities Annual Conference -- October 8-10, 2025 in Long Beach (Not a project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)

8. Appoint Agency Negotiators for Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8; Property: 30 Fisherman's Wharf; Agency Negotiators: Kimberly Cole and Janna Aldrete; Negotiating Parties: Albert Dweck (30 Fishermans Wharf, LLC); 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)
End of Consent Agenda
Afternoon Session Items
Public Appearance (Afternoon)
Public Appearance items are on non-routine issues that might stimulate public interest and comments.

9. Receive Presentations from Selected Recruitment Firms for the City Manager Recruitment and Award of Contract to Selected Firm (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)
Part or all of a meeting may be closed to the public under special conditions. Council can consider only matters covered in the agenda descriptions.

10. Closed Session Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8
Property: 30 Fisherman's Wharf
Agency Negotiators: Kimberly Cole and Janna Aldrete
Negotiating Parties: Albert Dweck (30 Fishermans Wharf, LLC) 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)

11. Conference with Legal Counsel, Existing Litigation Pursuant to Government Code section 54956.9(d)(1):

1. Richard Rosendale v. City of Monterey (Monterey County Superior Court Case No. 23CV000879)

2. Pacific Western Bank v. City and Stronghold Engineering, Inc. (San Bernardino Superior Court Case No. CIVSB2212212)

3. Stronghold Engineering, Inc. v. City of Monterey (Santa Clara County Superior Court Case No. 18CV329015)

4. Stronghold Engineering, Inc. v City of Monterey (Riverside County Superior Court Case No. CVR12103427)

5. Francisca Moralez v. City of Monterey et al. (United States District Court Northern District of California Case No. 22-CV-07540)
(Not a Project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)
September 2, 2025 4:00 PM
4 Recess
Reconvene
EVENING SESSION AGENDA (Approximately 7 p.m.)
No discussion of a new item will be started after 10:30 p.m. unless agreed upon by Council.

Pledge of Allegiance
General Public Comments, Continued
Any person who did not offer a general public comment in the afternoon session may speak to any item that is not on the agenda and that is in the City of Monterey’s subject matter jurisdiction.

Announcements from Closed Session
Evening Session Items
Presentations (Evening)

12. Receive Presentation on the Use of Naloxone (NARCAN®) for Opioid and Fentanyl Overdoses (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Public Appearance (Evening)
Public Appearance items are on non-routine issues that might stimulate public interest and comments.

13. Select Strategies to Use to Reduce the City's $10 Million Structural (Annual) Budget Deficit (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Council Comments
Councilmembers may ask a question for clarification, make a brief announcement, or make a brief report on their activities. In addition, Councilmember or the City Council may provide a referral to staff or other resources for factual information. (Government Code section 54954.2(a)(3).)
City Manager Reports
The City Manager may make a brief report on their activities or a brief announcement. They may also ask for clarification or direction regarding scheduling of Council meetings and study sessions.

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 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.

September 2, 2025 4:00 PM
5 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
№11/25
FROM: Hans Uslar, City Manager
Prepared By: Hayley Goodwein, Administrative Assistant
SUBJECT: Recognition of Defense Language Institute Quarterly Joint Service Awards Third Quarter FY25 (Not a Project Under CEQA per Article 20, Section 15378, and Under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council recognize the winners of the Third Quarter FY25 Joint Enlisted Board (JEB) Awards.

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:

It is within the City Council’s scope and authority to
acknowledge and recognize members of the Monterey
community, including members of our Nation’s military
who are stationed at the U.S. Army Garrison Presidio of Monterey, located within Monterey’s city limits.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

None.

ENVIRONMENTAL DETERMINATION:

Marine Corps), Staff Sergeant
Lauren Godsey (U.S. Army), and
Sergeant First Class Jake Walthour
(U.S. Army).
 The Defense Language Institute,
Foreign Language Center (DLIFLC)
trains military members and
conducts quarterly assessments to
honor exceptional service members.
 The City of Monterey maintains a
longstanding relationship with
DLIFLC and Presidio of Monterey,
frequently honoring military
personnel for their achievements.

Date: 9/2/2025
Item No.: 1.

Council Regular Meeting, 9/2/2025, Item No. 1., Item Page 1, Packet Page 6 №11/25
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 recognize the winners of the Third Quarter FY25 Joint Enlisted Board (JEB) Awards.

DISCUSSION:

The Defense Language Institute, Foreign Language Center (DLIFLC), located in the U.S. Army Garrison Presidio of Monterey, trains military service members in all military branches. DLIFLC conducts a protocol known as the Joint Enlisted Board (JEB) each quarter to assess the motivation, knowledge, and ability to go above and beyond that of the average Soldier, Marine, Sailor, and Airman.

Noncommissioned officers, petty officers, and junior enlisted from each branch compete by displaying their knowledge in a variety of joint service subjects, including History of the Presidio of Monterey and DLIFLC, Current Affairs and World Events, Customs and Courtesies, Uniform Code of Military Justice, Military Leadership, and more. The service member's many weeks of studying and competing in unit boards culminate with an appearance before the DLIFLC Joint Enlisted Board.

As part of the City of Monterey’s longstanding relationship with the DLIFLC and Presidio of Monterey, the City Council frequently recognizes and honors these dedicated award recipients.

The Mayor and City Council will recognize the winners of the Third Quarter FY25 DLIFLC Quarterly Joint Service Awards at its meeting on September 2, 2025:
 Lance Corporal Darius Breaux (U.S. Marine Corps)
 Staff Sergeant Lauren Godsey (U.S. Army)
 Sergeant First Class Jake Walthour (U.S. Army)
[HU/HG]
Attachments: 1. Proclamations
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 Regular Meeting, 9/2/2025, Item No. 1., Item Page 2, Packet Page 7 Proclamation Honoring
The Defense Language Institute Foreign Language Center's Quarterly Joint Service Award Recipient
Lance Corporal Darius Breaux
WHEREAS, the Defense Language Institute Foreign Language Center (DLIFLC) has established the Quarterly Joint Service Noncommissioned Officer/Petty Officer and Junior Enlisted Board; and,
WHEREAS, as a recipient of the Board award, Lance Corporal Darius Breaux, has demonstrated extraordinary personal abilities, leadership skills, and knowledge of the history of the Presidio of Monterey and DLIFLC, Chain of Command, World Events, Customs and Courtesies, First Aid, Code of Conduct, Uniform Code of Military Justice, Military Leadership, and the Armed Forces Insignia; and, WHEREAS, the Monterey Community is proud of the Country's service members as well as its outstanding relationship with DLIFLC.

NOW, THEREFORE, BE IT PROCLAIMED that I, Tyller Williamson, Mayor of the City of Monterey, on behalf of our City Council and citizens, hereby recognize Lance Corporal Darius Breaux, United States Marine Corps, for a job well done, and thank them for their continuing contributions to the Armed Services and to our Nation.

September 2, 2025 ______________________
Tyller Williamson, Mayor
ATTACHMENT 1
Council Regular Meeting, 9/2/2025, Item No. 1., Item Page 3, Packet Page 8 Proclamation Honoring
The Defense Language Institute Foreign Language Center's Quarterly Joint Service Award Recipient
Staff Sergeant Lauren Godsey
WHEREAS, the Defense Language Institute Foreign Language Center (DLIFLC) has established the Quarterly Joint Service Noncommissioned Officer/Petty Officer and Junior Enlisted Board; and,
WHEREAS, as a recipient of the Board award, Staff Sergeant Lauren Godsey, has demonstrated extraordinary personal abilities, leadership skills, and knowledge of the history of the Presidio of Monterey and DLIFLC, Chain of Command, World Events, Customs and Courtesies, First Aid, Code of Conduct, Uniform Code of Military Justice, Military Leadership, and the Armed Forces Insignia; and, WHEREAS, the Monterey Community is proud of the Country's service members as well as its outstanding relationship with DLIFLC.

NOW, THEREFORE, BE IT PROCLAIMED that I, Tyller Williamson, Mayor of the City of Monterey, on behalf of our City Council and citizens, hereby recognize Staff Sergeant Lauren Godsey, United States Army, for a job well done, and thank them for their continuing contributions to the Armed Services and to our Nation.

September 2, 2025 ______________________
Tyller Williamson, Mayor
ATTACHMENT 1
Council Regular Meeting, 9/2/2025, Item No. 1., Item Page 4, Packet Page 9 Proclamation Honoring
The Defense Language Institute Foreign Language Center's Quarterly Joint Service Award Recipient
Sergeant First Class Jake Walthour
WHEREAS, the Defense Language Institute Foreign Language Center (DLIFLC) has established the Quarterly Joint Service Noncommissioned Officer/Petty Officer and Junior Enlisted Board; and,
WHEREAS, as a recipient of the Board award, Sergeant First Class Jake Walthour, has demonstrated extraordinary personal abilities, leadership skills, and knowledge of the history of the Presidio of Monterey and DLIFLC, Chain of Command, World Events, Customs and Courtesies, First Aid, Code of Conduct, Uniform Code of Military Justice, Military Leadership, and the Armed Forces Insignia; and, WHEREAS, the Monterey Community is proud of the Country's service members as well as its outstanding relationship with DLIFLC.

NOW, THEREFORE, BE IT PROCLAIMED that I, Tyller Williamson, Mayor of the City of Monterey, on behalf of our City Council and citizens, hereby recognize Sergeant First Class Jake Walthour, United States Army, for a job well done, and thank them for their continuing contributions to the Armed Services and to our Nation.

September 2, 2025 ______________________
Tyller Williamson, Mayor
ATTACHMENT 1
Council Regular Meeting, 9/2/2025, Item No. 1., Item Page 5, Packet Page 10

MINUTES

CITY COUNCIL REGULAR MEETING

CITY OF MONTEREY
Tuesday, August 19, 2025
4:00 PM
COUNCIL CHAMBER, 580 PACIFIC ST.

MONTEREY, CALIFORNIA
Councilmembers

Present: Barber, Garcia, Rasch, Smith, Williamson

Absent: None
City Staff

Present:

City Manager, Assistant City Manager, City Attorney, Finance Director, Community Development Director, Police Chief, Human Resources Director, Library & Museums Director, Public Works Director, City Clerk, Administrative Analyst/Public Information Officer, Principal Planner, Deputy Public Works Director/City Engineer, Planning Manager, Assistant Human Resources Director, Police Lieutenant, Recreation Manager, Senior Engineer, Associate Civil Engineer

AFTERNOON SESSION
Call to Order
Mayor Williamson called the meeting to order at 4:01 p.m. City Clerk Klein called the roll with the Council present as indicated above.

General Public Comments
Based on the number of people who requested to speak, the Mayor limited speaking time to two minutes per person. Public comment on non-agendized matters was received from Judie Henderson, Uwe Grobecker, Marcia Renzullo, Daniel Armendariz, an unidentified man, and Jody Emerson.

Consent Agenda
Mayor Williamson noted that members of the public had requested to pull Items 3 and 7 from Consent.

On a motion by Councilmember Barber, seconded by Councilmember Smith, and carried by the following vote, the City Council approved the Consent Agenda, except Items 3 and 7:

AYES: 5 COUNCILMEMBERS: Barber, Garcia, Rasch, Smith, Williamson NOES: 0 COUNCILMEMBERS: (None)
Consent: Approval of Minutes

1. August 5, 2025 Regular Meeting (Not a Project Under CEQA per Article 20, Section 15378, and Under General Rule Article 5, Section 15061) Action: Approved
Date: 9/2/2025
Item No.: 2.

Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 1, Packet Page 11 City Council Minutes August 19, 2025
2 Consent: Award of Construction Contracts

2. Award a Construction Contract in the Amount of $710,465.06 to Stanley Semmel, an Individual Doing Business as Solex and Applied Solar Energy for POM-B617 Install Solar and Battery Sys (POM 23-035) at Presidio of Monterey ***IGSA*** (Categorically Excluded from NEPA 32 CFR, Part 651, Section II(g)(1); CEQA Not a Project) Action: Adopted Resolution No. 25-084 C.S.

Consent: Ordinances

3. Approve 2nd Reading of Ordinances Amending Chapter 33 and Chapter 38 of the Monterey City Code to Implement the Provisions of California Senate Bill 9 and Housing Element Program I-J Allowing for Ministerial Approval of Qualifying Residential Developments and Lot Splits (Not a Project under Division 13, Commencing with Section 21000, of the Public Resources Code)
Action: Pulled from Consent; Adopted Ordinance Nos. 3709 and 3710 C.S. (3-2, Councilmembers Rasch and Smith voting no) and directed staff, in the instance that the ongoing external litigation eventually resulted in a decision that SB 9 did not apply to charter cities, to bring the matter back to the Council to be revisited On the advice of City Manager Uslar, City staff did not make a presentation as the matter had been thoroughly presented on August 5, 2025. Principal Planner Roveri, City Attorney Davi, and Community Development Director Cole answered Councilmembers' questions.

Public comments opposing or expressing concern regarding the ordinances: stressed anticipated impacts on infrastructure, water supply, parking, fire safety, decreased property values, increased pollution and noise, and the effects of increased density on R-1 neighborhoods; encouraged the City to undertake or join in on legal action against Senate Bill 9 ("SB 9") and emphasized its impact on R1 neighborhoods; suggested the Council postpone action until external litigation regarding compliance by charter cities was resolved; criticized an alleged lack of public outreach and said the public needed more time to grapple with the issue; encouraged the Council to adopt only the four units per parcel that were mandated by the state, not six; argued that the ordinances would not alleviate the housing crisis; asked how the City would address deed restrictions; objected to there being no provision that residents of SB 9 units be Monterey residents or workers; expressed concern that SB 9 units could be used as vacation rentals; suggested that condominium developments might be more practical; asked City to investigate drainage concerns in Del Monte Beach neighborhood; asked the City to consider joining in on a draft ballot measure to amend the State constitution to protect local decisionmaking; and was received from: Marta Kraftzeck, Nancy Soulé, Tom Reeves, Uwe Grobecker, Jeannie Ferrara, Tom Haury, Marcia Renzullo, Cecilia Moreno, and Nina Beety.

Public comment in favor of the ordinances was received from Esther Malkin, who criticized the public for not opposing SB9 earlier at the State level, and noted that SB 9 units would free up other units for affordable housing, allowing more people to be housed. Daniel Armendariz criticized the idea of restricting who could move into the community, citing the need for inclusivity.

On question from the Council, Principal Planner Roveri provided insight into the one-year-plus public outreach that had gone into the development of the Housing Element, including in-person outreach, surveys, and multiple public hearings, and confirmed that the ordinance provisions in question (Program 1J) had been included in the draft Housing Element that had been available for review through the public outreach. She said that anyone desiring to develop their land through the SB9 provisions would need to use existing water credits available to them. Regarding drainage issues, she said that new dwellings must comply with stormwater regulations and submit Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 2, Packet Page 12 City Council Minutes August 19, 2025
3 related reports during the building permitting process to address any drainage concerns. She confirmed that the minimum lot size through a lot split was 1,200 square feet. She said that there was no provision requiring tenants be local aside from the owner residence requirement. She confirmed that the affordable incentive for six units was a City of Monterey proposal, not part of SB9. She said that any SB 9 unit, as with accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs), would be subject to deed restrictions regarding renting for fewer than 30 days.

On question from the Council, Planning Manager Hill said that the City's proposal to allow six units was intended to help address the City's Regional Housing Needs Analysis ("RHNA") allocation, noting that the six-unit proposal included affordability requirements. He said that because the State law does not require local preference, in order to be consistent with State law, the City's ordinance would also not be able to require local preference, and that local preference requirements created compliance concerns with relation to fair housing laws. He provided insight into the portion of the City's RHNA allocation that fell into various categories such as inclusionary zoning and local density bonuses. He cautioned the Council that any delay in implementing the Housing Element could lead to Housing and Community Development ("HCD") enforcement actions that could include a loss of permit authority and grant funding. He said that since SB9 was implemented in 2022, there had been about five applications, none of which had broken ground.

On question from the Council, City Attorney Davi said that if the appellate court decision says that the bill does not apply to Charter cities, it would open the door for Council to consider potential changes to their policy decisions. She noted that despite allegations by members of the public to the contrary, there had been complete disclosure of, and discussion about, the pending external litigation in the August 5, 2025 agenda materials.

On question from the Council, Community Development Director Cole cautioned the Council about required noticing and review periods involved in the Housing Element and possibly revisting environmental documents, and asked the Council to be aware that taking up any amendments to it would be a lengthy process.

The Council discussed the matter.

In opposition to the ordinances, it was noted that it was inappropriate overreach for the State to redefine R-1 zoning, noting that this zoning was meant to indicate a property for one family, and that allowing for multiple units on single-family lots would undermine the character of neighborhoods. The importance was stressed of preserving local control for land use matters and it was asserted that the State was abusing its power. It was stated that there was a lack of urgency around the need to implement the ordinance. It was noted that there was a water supply issue in general which would affect the ability to build housing, and that one reason to postpone a decision was that there were recent developments relating to the area's water supply. Also cited as a reason for postponment was the pending court challenges to SB 9, which it was stated would prevail because the bill was unconstitutional. It was stated that the Old Town neighborhood was crowded due to unregulated, unmitigated housing development in the 1940s, which it was stated was undesirable and should be avoided. It was stressed that this issue was about the quality of Monterey neighborhoods, which should be preserved. It was stated that Monterey residents were not fully aware of the potential changes and their implications, but that those in the know overwhelmingly opposed the changes and feared the long-term impact on their neighborhoods. It was asserted that there had been a lack of transparency in the process leading to the ordinance and it was stated that there had been a bait-and-switch in conveying information to the public about the six-unit provision in Section 38-26.1(g)(1)(A). It was stressed that the community currently felt excluded by the process and deserved a deep dive into the issue. It was stated that the matter should be placed on hold until January 2026, but that if it did pass at this meeting, the Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 3, Packet Page 13 City Council Minutes August 19, 2025
4 motion should require that should the charter cities prevail in the courts, the Council would revisit the ordinances.

In support of the ordinances, it was asserted that being compliant with State law was a necessary step that would help address the serious housing crisis, which was attributed to decades of local jurisdictions failing to meet housing needs. It was stated that there was an admitted conflict between local control and State rulings but that this proposal presented the City with an opportunity for a controlled increase in housing units in a way that would still maintain the character of its neighborhoods, and importantly that increasing the number of units would help address affordability concerns and the shortage of units. It was acknowledged that the community was feeling fear about increased density but it was stated that the Council believed density would not skyrocket due to the adoption of the ordinances, citing the lack of follow-through with the few applications that had already been received under SB 9. The notion was rejected that supporting the ordinance meant the Council disregarded residents' concerns, noting that the voices that had come forward had been mostly or all homeowners, not renters. The importance was stressed of considering all residents' voices, not just those present at meetings. It was noted that the public often paid the most attention at the City Council phase of a process, and the transparency of the Planning Division's work and outreach on the Housing Element was defended. The importance was stressed of staying compliant with State requirements to avoid financial penalties. It was noted that the ordinances could be revisited if issues arose and/or after external legal challenges to SB 9 had been resolved.

A motion was introduced by Councilmember Barber, and seconded by Councilmember Garcia, to adopt Ordinance Nos. 3709 and 3710 C.S., and direct staff, in the instance that the ongoing external litigation eventually resulted in a decision that SB 9 did not apply to charter cities, to bring the matter back to the Council to be revisited.

There was a brief discussion about the governance policy's provisions for reconsideration, and it was determined that they would not apply to any Councilmember's potential future change of opinion based on litigation results.

Councilmember Rasch suggested a friendly amendment to modify the ordinance language to remove Section 38-26.1(g)(1)(A), the two extra incentivized units. This amendment was not accepted by the mover, citing that the suggested amendment could not be carried out quickly and that it would impact compliance and the City's standings with HCD.

On question from Council, City Attorney Davi provided details about civil penalties that could affect the City in the instance of noncompliance, including fines of $10,000 to $50,000 per month, and said that these were factors to consider in addition to the consequences that had been noted by Planning Manager Hill.

A substitute motion was introduced by Councilmember Rasch, and seconded by Councilmember Smith to modify the ordinance language to require that the two extra incentivized units in Section 38-26.1(g)(1)(A) be set aside as very low income housing.

It was stated by the Council that the motion could not be supported, citing that it would put the City in a state of noncompliance. On question from the Council, City Manager Uslar confirmed that this amendment would cause the City to become noncompliant with its Housing Element.

The substitute motion failed by the following vote:

AYES: 2 COUNCILMEMBERS: Rasch, Smith
NOES: 3 COUNCILMEMBERS: Barber, Garcia, Williamson
Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 4, Packet Page 14 City Council Minutes August 19, 2025
5 The initial motion passed by the following vote:

AYES: 3 COUNCILMEMBERS: Barber, Garcia, Rasch
NOES: 2 COUNCILMEMBERS: Smith, Williamson
ABSENT: 0 COUNCILMEMBERS: (None)
ABSTAIN: 0 COUNCILMEMBERS: (None)
RECUSED: 0 COUNCILMEMBERS: (None)
Consent: Resolutions

4. Approve Participation in the Nationwide Opioid Litigation Settlements with Purdue Pharma L.P., the Sackler Family, Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus and Authorize the City Manager to Execute the Participation and Subdivision Agreements, and Request Direct Payments to the City (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061) Action: Adopted Resolution No. 25-085 C.S.

5. Approve the Purchase of One Sewer Jet Truck from Vac-Con, Inc. in the Amount of $492,401.34 (Not a project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)
Action: Adopted Resolution No. 25-086 C.S.

6. City Council Adopt the Historic Preservation Commission Recommendation to Authorize the City Manager to Execute an Amendment to the Mills Act Contract Maintenance Schedule for the Property at 1078 W. Franklin Street (Exempt from CEQA per Article 19, Section 15331, Class 31)
Action: Adopted Resolution No. 25-087 C.S.

7. Amend and Restate Resolution 25-058, the FY 25/26 Position Control List, to Delete a Deputy City Attorney Classification and Add a New Deputy City Attorney I/II Classification and Amend and Restate Resolution 25-059, the FY 25/26 Salary Schedule, to Establish the Salary (Not a Project Under CEQA, Per Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Action: Pulled from Consent; Adopted Resolution No. 25-088 C.S.

Councilmember Smith left the Chamber at 6:01 p.m. and returned at 6:03 p.m. and Councilmember Barber left the Chamber from 6:03 p.m. to 6:04 p.m.

A staff presentation was not made and public comment on the matter was solicited but not received.

On question from the Council, City Attorney Davi said that a member of the public had pulled the item believing that the City Charter limited the City Council to having only one attorney, but that she had no concerns with maintaining additional legal staff, which she noted was legal and had been the case for a very long time.

On a motion by Councilmember Smith, seconded by Councilmember Rasch, and carried by the following vote, the City Council adopted Resolution No. 25-088 C.S AYES: 5 COUNCILMEMBERS: Barber, Garcia, Rasch, Smith, Williamson NOES: 0 COUNCILMEMBERS: (None)
Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 5, Packet Page 15 City Council Minutes August 19, 2025
6 End of Consent Agenda
Afternoon Session Items
Public Hearing (Afternoon)

8. Adopt the Historic Preservation Commission and Planning Commission Recommendations to Approve 1st Reading of an Ordinance to Rezone 817 Martin Street from R-1-15 to R-1-15-H-2 as a City Historic Resource and Authorize a Mills Act Contract (Property Tax Savings Program for Historic Structures) (Exempt from CEQA per Article 19, Section 15305, Class 5)
Action: Adopted Resolution No. 25-089 C.S. and passed ordinance to a second reading
A staff presentation was not made and public comment was solicited but not received.

A motion was introduced by Councilmember Barber, and seconded by Councilmember Smith, to adopt Resolution No. 25-089 C.S. and pass the ordinance to a second reading.

The Council expressed appreciation for the preservation of historic properties but concern over the loss of property tax in the City for properties that may not even be fully compliant with the program. It was requested to hold further discussion about modifying the City's Mills Act program.

The motion carried by the following vote:

AYES: 5 COUNCILMEMBERS: Barber, Garcia, Rasch, Smith, Williamson NOES: 0 COUNCILMEMBERS: (None)
Public Appearance (Afternoon)

9. Appoint Councilmembers as Representative and Alternate to Serve on the Access Media Productions (AMP) Board of Directors (Not a Project Under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)
Action: Appointed Councilmember Rasch as representative and Councilmember Smith as alternate to the AMP Board of Directors
City Manager Uslar gave a brief verbal presentation and answered Councilmembers' questions together with Communications Manager Huelga.

Public comment was solicited but not received.

Councilmember Rasch offered to take the position and Councilmember Smith offered to be the alternate.

On a motion by Mayor Williamson, seconded by Councilmember Barber, and carried by the following vote, the City Council appointed Councilmember Rasch as representative and Councilmember Smith as alternate to the AMP Board of Directors:

AYES: 5 COUNCILMEMBERS: Barber, Garcia, Rasch, Smith, Williamson NOES: 0 COUNCILMEMBERS: (None)
Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 6, Packet Page 16 City Council Minutes August 19, 2025
7 Council Comments
Councilmember Smith suggested the City consider an ordinance regarding ownership of roosters.

He said that there had been some safety incidents on the Recreation Trail near Wharf I and asked staff to take a look and report to Council about what further enforcement and pavement striping opportunities might increase safety in the pedestrian crossing area near the Wharf.

Councilmember Rasch echoed the call for a discussion of Recreation Trail safety.

City Manager Reports
City Manager Uslar announced an upcoming "City Hall in Your Corner" resident outreach event at Hilltop Park, and said that a future one would be held in September at Montecito Park. He reported on the recent Car Week, which he said had generated many traffic stops, citations, arrests, and towings, and shared that the public had expressed many concerns. He said that he would discuss the matter with event hosts the City of Seaside and the Monterey County Fairgrounds.

Adjourn to Closed Session
Public comment on the closed session was solicited and not received.

Council adjourned to closed session at 6:18 p.m.

Closed Session (Afternoon)

10. Conference with Legal Counsel, Existing Litigation Pursuant to Government Code section 54956.9(d)(1):

1. City of Monterey v. Marianne McNicol (Monterey County Superior Court Case No. 23CV001205)

2. City of Monterey v. Leslie J. Flores, Trustee (Monterey County Superior Court Case No. 24CV000750)

3. Ashley Ellcessor v. City of Monterey (Monterey County Superior Court Case No. 24CV000649)

4. Francisca Moralez v. City of Monterey et al. (United States District Court Northern District of California Case No. 22-CV-07540)

5. Richard Rosendale v. City of Monterey (Monterey County Superior Court Case No. 23CV000879)

6. Ronald Rogers v. City of Monterey (Monterey County Superior Court Case No. 23CV003206)

7. Tammy Ryan v. City of Monterey (Monterey County Superior Court Case No. 25CV002541)

8. Pacific Western Bank v. City and Stronghold Engineering, Inc. (San Bernardino Superior Court Case No. CIVSB2212212; Fourth District Court of Appeal Case No.

E082907)

9. Stronghold Engineering, Inc. v. City of Monterey (Santa Clara County Superior Court Case No. 18CV329015)

10. Stronghold Engineering, Inc. v City of Monterey (Riverside County Superior Court Case No. CVR12103427)

11. Save Tarpy Flats v. City of Monterey (Monterey County Superior Court Case No. 24 CV005125)
(Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Action: No reportable action taken
Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 7, Packet Page 17 City Council Minutes August 19, 2025
8 Recess
Reconvene
The Council reconvened to open session at 7:07 p.m.

EVENING SESSION AGENDA
Pledge of Allegiance
Councilmember Rasch led the Pledge.

Announcements from Closed Session
City Attorney Davi reported out from the closed session as indicated in the action recorded for closed session item 10 above.

Adjourn to Joint Meeting of the City Council and Neighborhood and Community Improvement Program (NCIP) Committee, and Establish Quorum of the NCIP Committee City Clerk Klein called the roll of the NCIP Committee with members present as follows:

NCIP Committee
Neighborhoods

Present:

Alta Mesa (Stocker), Casanova Oak Knoll (Schmidt), Deer Flats (Cohick), Del Monte Beach (Fields), Del Monte Grove - Laguna Grande (Hanson), Downtown (Tipton), Glenwood (Whitney), Monterey Vista (Jannasch), New Monterey (Chair Ogbonna), Old Town (Ricketson), Skyline (Duke)

Absent: Aguajito Oaks, Fisherman Flats, Oak Grove, Villa Del Monte Public Appearance (Evening)

11. Joint Meeting of the City Council and Neighborhood and Community Improvement Program (NCIP) to Discuss Project Priorities and Process (Not a Project under CEQA per Article 20, Section 15378 and under General Rule Article 5, Section 15061) Action: Discussed NCIP project priorities and process
City Manager Uslar, Public Works Director Renny, and Senior Engineer Paulding gave a verbal staff presentation sharing recent highlights and numerous challenges and asking for input on:

Council priorities for the upcoming cycle, resident engagement, project prioritization after project approval, potential term limits for NCIP Committee members, what perspectives Council could offer the NCIP Committee, how to minimize the NCIP project backlog with regard to limited staff capacity, and the issue of maintenance for NCIP projects being paid by the City's remaining funds instead of the NCIP allotment. Mayor Williamson gave a verbal Council presentation thanking the NCIP Committee for its work and asking how to lessen the impact of tourism on Monterey residents through the NCIP. NCIP Committee Chair Ogbonna gave the NCIP presentation highlighting the work put in by the NCIP Committee over the past year.

Public comment was received from: Esther Malkin, who expressed appreciation to Senior Engineer Paulding, Chair Ogbonna, and all of the NCIP Committee representatives for their inclusive approach and welcome new tone.

The NCIP Committee discussed the matter. Committee members expressed praise for the NCIP Chair and Vice Chair, as well as City staff, for their leadership and work in setting the new tone.

The main priority for the upcoming cycle was determined to be public safety, which it was noted encompassed issues such as fuel reduction to mitigate fire risk, addressing speeding issues in Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 8, Packet Page 18 City Council Minutes August 19, 2025
9 neighborhoods and ensuring the presence of infrastructure like sidewalks. Firehouse projects like the upgrades to Fire Station 12 were highlighted as important for public safety. Regarding resident engagement, it was noted that proposers of NCIP projects conducted proactive outreach in their neighborhoods, through neighborhood associations, emails, surveys, and social media. It was noted that it could be challenging to reach all residents in a neighborhood, particularly if there were residents who were not part of an established homeowners association with its own email list. It was suggested that the City provide resources to help engage residents. City Attorney Davi suggested that outreach could be considered an administrative cost to be funded through NCIP overhead, and City Manager Uslar raised concerns about the precedent this could set for other boards and commissions. Regarding project prioritization after project approval, a strong preference was expressed for prioritizing projects that were feasible and could be completed in a reasonable amount of time. It was stressed that the City's engineers made good choices about how to prioritize and complete projects based on cost and feasibility.

Regarding how to minimize the NCIP project backlog with regard to limited staff capacity, support was expressed for defunding projects that were deemed to be unachievable. It was noted that the Committee had reviewed several projects that were not feasible to execute and some had already come to the Council to defund. It was stated that in the interest of reducing the backlog it would be supported to reduce the number of new projects approved, and that if a project were not doable it should be removed from the backlog. It was stated that it was unfair to the public to give the expectation that many projects would be completed, when the truth of the backlog and the staff's capacity did not support this. It was stated that the Committee understood the City's financial challenges and was working to reduce the number of small projects that were added to the program. Regarding the issue of maintenance for NCIP projects, it was stated that maintenance of NCIP projects should be covered by the NCIP somehow, and it was suggested to investigate the means by which this could take place, whether funding it in the initial approval, adding a percentage akin to the 10% contingency on projects, a Charter amendment, or creation of a maintenance replacement capital expenditure fund to address recurring maintenance issues by extending the useful life of initially-NCIP-funded assets without burdening the City's budget. It was stated that the committee would be cooperative in resolving the maintenance issue.

On question, City Attorney Davi provided context for the City Charter's provisions on NCIP and project maintenance, clarifying that the Charter provided that the funds were not to be used for ordinary services. She said that prior City Councils had interpreted that to include maintenance as a regular and ordinary service. She said that in the prior year, staff had drafted a proposed Charter amendment that would change and tighten up the definition of a capital project and define "ordinary services." She explained that at that time the City Council had not wished to move forward with it, but that such a ballot measure would be one way to address the matter and clarify the issue.

On question, City Manager Uslar explained that qualified engineers were a scarce resource generally, not specific to the City. He said that the City was currently experiencing a $10M deficit.

He explained that all new NCIP projects require maintenance dollars and that the City currently did not receive any NCIP funds for that maintenance due to provisions of the Charter, which was a burden on the City budget. He spoke in favor of a Charter amendment to allow the NCIP to pay for project maintenance.

The Council discussed the matter. Praise for the NCIP Committee, its leadership, and staff, and the main project priority being public safety, were all enthusiastically echoed by the Council. It was expressed that fuel reduction and Americans with Disabilities Act ("ADA") Transition Plan work items should be considered to be part of public safety. Regarding resident engagement, it was suggested that perhaps a budgeted NCIP projects could be proposed that would be specific to increasing community engagement. It was noted that participatory budgeting had been discussed in the past and it was suggested that NCIP could use a similar participatory process to work Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 9, Packet Page 19 City Council Minutes August 19, 2025
10 through what projects should be prioritized from both the backlog and new proposed projects.

Regarding the ongoing backlog of projects, it was suggested that the City be creative with finding interns to assist the engineering staff. It was suggested that there be an annual cap on projects so as not to increase the backlog. It was stated that the NCIP Committee and Council should figure out what projects were doable, and it was questioned whether 2026 might be a year to give City staff a chance to catch up on projects.

Regarding the issue of maintenance for NCIP projects, on question, City Manager Uslar said that there was concern about how to fund maintenance for existing NCIP projects, particularly in light of the City's $10M budget deficit. He provided a robust explanation with examples and noted that both employees and the supplies they used went into ongoing maintenance. He reiterated that the NCIP only presently funded one full-time employee dedicated to the NCIP.

On question regarding whether a Charter amendment would truly be necessary or if the matter could be settled through a revised interpretation of existing Charter language, City Attorney Davi said that it would depend and she would need to evaluate specifics of any definition.

It was expressed by the Council that there was a need for further legal clarification and clearer definitions to that would distinguish maintenance from capital projects, and would adequately financially cover maintenance of NCIP projects going forward.

During the discussion, Mayor Williamson left the Chamber at 8:04 p.m. and returned at 8:06 p.m., Councilmember Smith left the Chamber at 8:16 p.m. and returned at 8:19 p.m., and Councilmember Barber left the Chamber from 8:54 to 8:56 p.m.

The Council reiterated that the NCIP Committee members put in a lot of volunteer hours, dedication, thought and conversations to propose a list of projects to the Council, for which the NCIP Committee was praised. It was stressed that when the Council deviated from the project recommendations it was not a result of lack of acknowledgement of the committee's efforts, but because of other factors such as input from other constituents. The NCIP Committee was asked to take on the question of defining neighborhood support, and suggested that it should redefine what was required in terms of community support of a project, so that it was clear whether, or how, a project that would benefit the community at large could move forward without full neighborhood approval. It was stated that if there were one resident blocking a project but the NCIP Committee felt it was a priority, they should bring it forward to the Council while making it clear that it had been the NCIP Committee’s decision to move forward, not City staff's.

The Council spoke appreciatively about the positive tone of the meeting and for the important work done by all participants. It was stated that this kind of meeting should happen more often, and stressed that the Council looked forward to working together with the NCIP and getting the issues discussed tonight solved.

Adjournment
The Council adjourned at 8:57 p.m.

Respectfully Submitted, Approved,
Clementine Bonner Klein Tyller Williamson
City Clerk Mayor
Council Regular Meeting, 9/2/2025, Item No. 2., Item Page 10, Packet Page 20

MINUTES

CITY COUNCIL SPECIAL MEETING

CITY OF MONTEREY
Wednesday, August 27, 2025
4:00 PM
COUNCIL CHAMBER, 580 PACIFIC ST.

MONTEREY, CALIFORNIA
Councilmembers

Present: Barber, Garcia, Rasch, Smith, Williamson

Absent: None
City Staff

Present:

City Manager, Assistant City Manager, City Attorney, Finance Director, Community Development Director, Police Chief, Fire Chief, Library & Museums Director, Public Works Director, City Clerk, Recreation Manager, Acting Assistant Fire Chief, Harbormaster, Streets and Utilities Operations Manager, Streets and Operations Supervisor, Street Maintenance Leadworker
AFTERNOON SESSION (4:00 p.m.)
Call to Order
Mayor Williamson called the meeting to order at 4:01 p.m. City Clerk Klein called the roll with the Council present as indicated above.

Pledge of Allegiance
Councilmember Smith led the Pledge.

Afternoon Session
Public Appearance

1. Receive Presentation on Potential Strategies to Reduce the City's $10 million Structural (Annual) Budget Deficit (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
Action: Received presentation, discussed
City Manager Uslar, Finance Director King, and Assistant City Manager Rojanasathira gave the staff presentation and answered Councilmembers' questions.

Public comment was received from: Bob Evans, who requested that in the future the public be provided the same cards the Council was receiving to conduct the budget balancing exercise; Dennis Duke, who spoke in support of a tax increase and in opposition to reducing the Neighborhood and Community Improvement Program ("NCIP") allocation; Demetrius Kastros, who recommended an increase to the Transient Occupancy Tax ("TOT") and using interim staff to save money, and said that if City properties are sold they should be sold to entities that will generate revenue in the future; Robert Walker, who spoke in favor of modifying visitor accommodation facility ("VAF") regulations and allowing private citizens to conduct short-term rentals with regulation; Noa Daniels, of Access Media Productions ("AMP"), who spoke in opposition to changing the City's government access provider; Hans Jannasch of the NCIP Date: 9/2/2025
Item No.: 3.

Council Regular Meeting, 9/2/2025, Item No. 3., Item Page 1, Packet Page 21 City Council Minutes August 27, 2025
2 Committee, who spoke in opposition to cutting the NCIP allocation, but recommended letting the committee go through the backlog and find projects to cut; Curt Tipton of the NCIP Committee, who spoke in favor of increasing the sales tax, and in opposition to cutting NCIP funding and placing a bond measure on the ballot at the next election; Uwe Grobecker, who spoke in favor of limiting CalPERS retiree health benefits to the minimum required by law going forward, and of raising parking fees for tourists and consolidating the parking fund into the general fund; Shay Balesteri of General Employees of Monterey ("GEM"), who noted that vacant positions were often used to benefit the budget and said it was nothing new, and asked that the City avoid contracting out work when City staff was trained and ready to perform the same work; Kevin Dayton of Monterey Peninsula Chamber of Commerce, who said economic growth would generate revenue, and encouraged the creation of new businesses and expansion of existing businesses, such as on the North Fremont Street business corridor; Tom Reeves, who asked for more specifics on how vacancy taxes and first responder fees would work, and spoke in favor of parking revenue increases especially in the Cannery Row area; Lori Mazzuca, who spoke in support of reducing vacant staff positions, pausing or shifting non-core programs, and requiring payments in lieu of taxes (PILOTs), and in opposition to defunding NCIP, modifying VAF regulations, and selling City properties; and Esther Malkin, who spoke in favor of PILOTs, citing fairness and the need for additional revenue, and said that if more housing could be developed it would help attract new businesses and diversify City revenues.

The Council discussed the matter briefly. Regarding the potential to use existing attrition to gain salary savings, it was requested that staff carefully evaluate the true costs of using outside contractors in place of City employees. It was requested to include in future budget books the total general fund revenues generated by visitors, and generated by locals. Regarding the potential to sell underutilized property, it was requested to provide the Council and public with a specific list of properties under consideration. Regarding the potential of adjusting the rent for the Monterey Bay Aquarium lease, interest was expressed and it was requested to learn more details about how such an arrangement would work with regard to timelines and legal considerations. Regarding the potential of adjusting VAF regulations, more specifics were requested such as what properties would be considered for adjustment. Regarding the potential to increase parking fees, interest was expressed. Regarding reappropriation of NCIP funds, it was stated that any defunding or stopping of projects should be decided by the NCIP Committee. It was stated that the problems facing the City were significant and went above and beyond the $10M under discussion, and it was stated that all cards were on the table both literally and figuratively speaking, in that anything that was not a "yes" was a "maybe" that could be looked at and tweaked to work better.

Adjournment
The Council adjourned at 5:59 p.m.

Respectfully Submitted, Approved,
Clementine Bonner Klein Tyller Williamson
City Clerk Mayor
Council Regular Meeting, 9/2/2025, Item No. 3., Item Page 2, Packet Page 22 ORDINANCE NO. ____ C.S.

AN ORDINANCE OF THE COUNCIL OF THE CITY OF MONTEREY
№09/24
REZONING THE PROPERTY AT 817 MARTIN STREET AS A CITY HISTORIC RESOURCE FROM R-1-15 TO R-1-15-H-2
THE COUNCIL OF THE CITY OF MONTEREY DOES ORDAIN, as follows:

SECTION 1:

WHEREAS, Gregory Bernard, applicant, on behalf of Gregory Michael Bernard and Jessica Rae Bernard, owner, requested that 817 Martin Street receive H-2 (City Historic Resource) overlay zoning (Exhibit A);
WHEREAS, adoption of H-2 overlay zoning requires the Historic Preservation Commission (HPC) to recommend to the Planning Commission (PC) to recommend to the City Council to adopt an ordinance rezoning the property;
WHEREAS, as required by Monterey City Code, an Intensive Survey (DPR 523B form) prepared by a Qualified Professional was submitted as part of the application, and it concludes that the subject property qualifies as a local historic resource.

WHEREAS, the subject property is significant under California Register Criterion 2 for its association with the four families who owned and resided in the residence, sequentially between c.1909 and 1969, Bruguiere, McAulay, Snook, and Powers, and their collective contributions to the civic and cultural development of Monterey in the areas of residential development, medical innovation, and architectural and visitor serving excellence over time while in the “Bruguiere Cottage”;
WHEREAS, the subject property is also significant under California Register Criterion 3 as a significant and distinguishable entity whose components may lack individual distinction, specifically as a good and interesting example of architectural design from the mid1910s. The two-story, wood-framed residence, asymmetric in plan, and eclectic in design, reflects both Vernacular and Monterey Colonial elements in its composition and detailing. The “Bruguiere Cottage” was designed under the direction of Adel Shortridge Bruguiere, wife of Emile Bruguiere, developer of Bruguiere Park, a 50-lot residential subdivision in Monterey’s Doud Tract. Bruguiere Cottage was Bruguiere Park’s first home c. 1905. The property retains all seven aspects of integrity, including, location, design, setting, materials, workmanship, feeling, and association;
WHEREAS, the HPC, at a property noticed public hearing on July 10, 2025, carefully considered all of the information presented to it, including the agenda report and information submitted at the public hearing by interested persons, and adopted a resolution recommending that the PC recommend that the City Council adopt an ordinance rezoning the property; WHEREAS, the PC, at a properly noticed public hearing on July 22, 2025, carefully considered all of the information presented to it, including the agenda report and information submitted at the public hearing by interested persons, and adopted a resolution recommending that the City Council adopt an ordinance rezoning the property; Date: 9/2/2025
Item No.: 4.

Council Regular Meeting, 9/2/2025, Item No. 4., Item Page 1, Packet Page 23 WHEREAS, the City Council, at a properly noticed public hearing on August 19, 2025, carefully considered all of the information presented, including the agenda report and information submitted at the public hearing by interested persons; and, WHEREAS, the City of Monterey Planning Office determined the project is exempt from the California Environmental Quality Act (CEQA) Guidelines (Article 19, Section 15305, Class 5) because the addition of H-2 overlay zoning to the property will not result in significant changes to land use limitations and will maintain a designated historic building consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties. Mills Act contracts require that all work performed subsequent to entering into a contract is consistent with those standards. Furthermore, the project does not qualify for any of the exceptions to the categorical exemptions found at CEQA Guidelines Section 15300.2.

Exception a - Location. Classes 3, 4, 5, 6, and 11 are qualified by consideration of where the project is to be located - a project that is ordinarily insignificant in its impact on the environment may in a particularly sensitive environment be significant. Therefore, these classes are considered to apply in all instances, except where the project may impact an environmental resource of hazardous or critical concern where designated, precisely mapped, and officially adopted pursuant to law by federal, state, or local agencies. The addition of H-2 overlay zoning would not impact a resource of critical concern. The project proposes maintenance of a historic building consistent with the Secretary of the Interior’s Standards. The project would have a positive impact in that a historic resource would be maintained. The environment is not particularly sensitive (existing building and paved areas).

Exception b - Cumulative Impact. All exemptions for these classes are inapplicable when the cumulative impact of successive projects of the same type in the same place, over time is significant. The addition of H-2 overlay zoning would add an additional layer of protection to the resource. The project proposes maintenance of a building consistent with the Secretary of the Interior’s Standards. No cumulative impacts would occur.

Exception c - Significant Effect. A categorical exemption shall not be used for an activity where there is a reasonable possibility that the activity will have a significant effect on the environment due to unusual circumstances. No unusual circumstances exist at the site. The building is an existing structure and the surrounding environment is an established residential area. The addition of H-2 overlay zoning would add an additional layer of protection to the resource. The project proposes to maintain the structure consistent with the Secretary of the Interior’s Standards for Rehabilitation. Therefore, a significant effect would not occur.

Exception d - Scenic Highways. A categorical exemption shall not be used for a project which may result in damage to scenic resources, including but not limited to, trees, historic buildings, rock outcroppings, or similar resources, within a highway officially designated as a state scenic highway. This does not apply to improvements which are required as mitigation by an adopted negative declaration or certified Environmental Impact Report (EIR). The project proposes maintenance of a building consistent with the Secretary of the Interior’s Standards. The property is not located on or viewable from a state scenic highway. Therefore, impacts to scenic highways would not occur.

Exception e - Hazardous Waste Sites. A categorical exemption shall not be used for a project located on a site which is included on any list compiled pursuant to Section 65962.5 of the Government Code. The project site is not listed pursuant to Government Code Section 65962.5. The project would have no impact to hazardous waste sites.

Council Regular Meeting, 9/2/2025, Item No. 4., Item Page 2, Packet Page 24 Exception f - Historical Resources. A categorical exemption shall not be used for a project which may cause a substantial adverse change in the significance of a historical resource. The building is eligible as a local historic resource and the addition of H-2 overlay zoning would add an additional layer of protection to the resource. The building maintenance would be consistent with the Secretary of the Interior’s Standards for Rehabilitation. The project would not cause an adverse change to the historic resource.

NOW THEREFORE, the Monterey City Council declares as follows:

SECTION 2: The above recitals are true and correct and are hereby incorporated and adopted as findings of the City Council as if fully set forth herein.

SECTION 3: The property at 817 Martin Street is hereby rezoned from R-1-15 to R-1-15- H-2, as shown in Exhibit A.

SECTION 4: All ordinances and parts of ordinances in conflict herewith are hereby repealed.

SECTION 5: This ordinance shall be in full force and effect thirty (30) days from and after its final passage and adoption.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this 19th day of August, 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

APPROVED:

ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 4., Item Page 3, Packet Page 25

EXHIBIT A
817 Martin Street
Subject property
Rezoning from R-1-15
to R-1-15-H-2
Council Regular Meeting, 9/2/2025, Item No. 4., Item Page 4, Packet Page 26 Council
Agenda Report
№11/25
FROM: Andrea Renny, Public Works Director
Prepared By: Marissa Garcia, Engineering Assistant II
Nayeli Valencia, Intern
SUBJECT: Awarding Three Professional Services Agreements in the Amount of $500,000 Each for On-Call Traffic Engineering Services for Projects Within the City of Monterey to: (1) Kimley-Horn and Associates, Inc.; (2) BKF Engineers; and (3) Iteris, Inc. (Not a Project Under CEQA per Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council adopt the attached resolutions:

1. Awarding a professional service agreement for
on-call traffic engineering services for projects
within the City of Monterey to Kimley-Horn and
Associates, Inc., for a term of one year, with the
option to extend for four additional one-year
terms, with an annual fee not to exceed
$500,000;

2. Awarding a professional service agreement for
on-call traffic engineering services for projects
within the City of Monterey to BKF Engineers, for
a for a term of one year, with the option to extend
for four additional one-year terms, with an annual
fee not to exceed $500,000;

3. Awarding a professional service agreement for
on-call traffic engineering services for projects
within the City of Monterey to Iteris, Inc., for a for
a term of one year, with the option to extend for
four additional one-year terms, with an annual
fee not to exceed $500,000; and

4. Authorizing the City Manager, or their designee,
to execute the professional services agreements
upon receipt of information required by the
request for proposals (RFP).

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.

Agenda Report Highlights
 The City of Monterey plans to award
three professional service
agreements for on-call traffic
engineering services to KimleyHorn, BKF Engineers, and Iteris, each with an annual fee limit of
$500,000 and an option to extend
for four additional one-year terms.
 On-call traffic engineering services
will enhance project delivery
efficiency, provide expertise, and
support staff in managing complex
projects and fluctuating workloads.
 Individual project task orders will be
issued based on expertise,
workload capacity, and negotiated
hourly rates.
 A selection committee evaluated ten
proposals, ultimately selecting the
top three firms to ensure quality and
adherence to Federal and State
standards for transportation
projects.

Date: 9/2/2025
Item No.: 5.

Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 1, Packet Page 27 №11/25
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:

This action is consistent with the City Council’s Value Drivers and Strategic Priorities of Quality of Life – “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;” Fiscal Stewardship – “Prioritize funding models and sources for facility rehabilitation, repair, and replacement.” This action is also consistent with Council policy to approve Professional Services Agreements exceeding $75,000 On-call agreements are used for other types of professional services throughout the City. These services will augment the City’s capacity for project delivery, consistent with the City Council’s vision and strategic initiative.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE ACT) APPLIES: Yes.

FISCAL IMPLICATIONS:

Fees for on-call traffic engineering services will be based on a project-by-project basis directly charged to individual project budgets. Each project is separately approved and budgeted by Council. Consultant support may cost more than having City staff deliver projects; however, consultants can provide specialized knowledge to support projects, improve the production rate, and provide additional quality assurance. The City is under no obligation to expend any funds under these professional services agreements.

ENVIRONMENTAL DETERMINATION:

ALTERNATIVES CONSIDERED:

Council could decide that on-call traffic engineering services are not required at this time, or that a separate request for proposals (RFP) process be performed for each individual project; however, these alternatives are not recommended. Requiring individual RFPs could cause a backlog of funded CIP and NCIP projects due to the staff time and resources necessary to conduct the RFP process. Additionally, on-call traffic engineering firms provide traffic engineering and transportation planning services that augment the work performed by Public Works staff, which is necessary for completion of complex grant projects. Further, pre-approved, on-call, as-needed traffic engineering and transportation planning allows for more efficient and timely delivery of these projects as multiple transportation projects can be designed and implemented concurrently. Council could choose to approve a contract for only one or two firms.

This alternative is also not recommended as this would reduce flexibility and limit available expertise for the required services.

Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 2, Packet Page 28 №11/25
DISCUSSION:

The City currently has a significant number of funded projects under development and design.

Previous Council actions to augment staff by using on-call traffic engineering firms have allowed more projects to progress through the design and implementation phases. On-call consulting services benefit the City and its customers by providing flexibility to meet fluctuations in the workload by ensuring technical support is immediately available to assist staff. This process maximizes cost savings and timing to provide prompt customer service and project delivery. It is important to have appropriate resources available to protect the City’s interests by assuring projects are completed in a timely fashion and meet the objectives defined in the project specifications as well as pursuing various grant opportunities. On-call traffic engineering services allow the City to meet the needs for project implementation and provide confidence that the work was done to current Federal and State standards.

Individual project task orders will be issued based on the consultant’s expertise, workload capacity, services to be performed, schedule requirements, and negotiated hourly rates submitted in their proposal. All task orders will be issued based on an agreed-upon, written scope of work, implementation schedule, and maximum fee arrangements negotiated on a project-by-project basis.

Selection of the best-qualified firms was made in accordance with Section 28-30 of the City’s Purchasing Ordinance. On June 6, 2025, a request for proposals was issued and advertised through OpenGov. Ten (10) proposals were received on July 15, 2025. A selection committee consisting of City staff and Transportation Agency for Monterey County (TAMC) staff independently evaluated and ranked the proposals. After deliberations, all ten (10) firms were ranked with the top three (3) firms selected for award. Each agreement will have an initial oneyear term and a $500,000 aggregate not-to-exceed fee for all tasks provided. The agreement will include an option for four (4) additional one-year extensions also with an annual not-toexceed funding limit of $500,000.

AR/mg
Attachments: 1. Resolution awarding a Profession Service Agreement to Kimley-Horn and Associates, Inc.

2. Resolution awarding a Profession Service Agreement to BKF Engineers

3. Resolution awarding a Profession Service Agreement to Iteris, Inc.

4. Consultant Selection Evaluation Criteria
e: Kimley-Horn and Associates, Inc.

BKF Engineers
Iteris, Inc.

A RESOLUTION OF THE COUNCIL OF THE CITY OF MONTEREY
№011/24
AWARDING PROFESSIONAL SERVICES AGREEMENT IN THE AMOUNT OF $500,000 FOR

ON-CALL TRAFFIC ENGINEERING SERVICES FOR PROJECTS WITHIN THE CITY OF MONTEREY TO KIMLEY-HORN AND ASSOCIATES, INC.

WHEREAS, the City of Monterey ("City") issued a Request for Proposals (RFP) seeking qualified firms to provide professional traffic engineering support services to assist the Public Works Department with the planning, design, preparation of specifications, engineering analysis, and construction support of public works projects; WHEREAS, on June 6, 2025, the City issued a Request for Proposal (RFP) for On-Call Traffic Engineering Services within the City of Monterey and notified firms that specialize in this work, including those firms who had expressed interest, as well as those who had previously completed work for the City;
WHEREAS, the City reserves the right to enter into agreements with multiple firms to ensure the availability of necessary expertise and resources to fulfill the requirements of the contract;
WHEREAS, on July 15, 2025, the City received ten (10) proposals from firms that perform this work;
WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based upon specific criteria in the RFP in accordance with Section 28-30 of the City’s Purchasing Ordinance;
WHEREAS, after deliberations, all ten (10) firms were ranked as follows, with the top three (3) firms, Kimley-Horn and Associates, Inc., BKF Engineers, and Iteris, Inc. selected for award;
WHEREAS, the firms will provide services on an on-call, as-needed, project-specific basis as defined by the City, and all task orders will have a defined scope, schedule, and fee arrangement that will be negotiated based on the hourly rate schedule included in the agreement; and,
WHEREAS, 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.

Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 4, Packet Page 30

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that the above recitals are true and correct and are hereby incorporated and adopted as findings of the City Council as if fully set forth herein.

NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that it hereby:

1. Awards a Professional Services Agreement for On-Call Traffic Engineering Support Services for Projects within the City of Monterey to Kimley-Horn and Associates, Inc., for a term of one year, with the option to extend for four additional one-year terms, with an annual fee not-to-exceed limit of $500,000.00; and

2. Authorizes the City Manager, or their designee, to execute the On-Call Traffic Engineering Services Agreements upon receipt of the information required by the Request for Proposals (“RFP”).

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this _____ day of _______, 202_, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

APPROVED:

ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 5, Packet Page 31 RESOLUTION NO. __-___ C.S.

A RESOLUTION OF THE COUNCIL OF THE CITY OF MONTEREY
№011/24
AWARDING PROFESSIONAL SERVICES AGREEMENT IN THE AMOUNT OF $500,000 FOR

ON-CALL TRAFFIC ENGINEERING SERVICES FOR PROJECTS WITHIN THE CITY OF

MONTEREY TO BKF ENGINEERS
WHEREAS, the City of Monterey ("City") issued a Request for Proposals (RFP) seeking qualified firms to provide professional traffic engineering support services to assist the Public Works Department with the planning, design, preparation of specifications, engineering analysis, and construction support of public works projects; WHEREAS, on June 6, 2025, the City issued a Request for Proposal (RFP) for On-Call Traffic Engineering Services within the City of Monterey and notified firms that specialize in this work, including those firms who had expressed interest, as well as those who had previously completed work for the City;
WHEREAS, the City reserves the right to enter into agreements with multiple firms to ensure the availability of necessary expertise and resources to fulfill the requirements of the contract; and
WHEREAS, on July 15, 2025, the City received ten (10) proposals from firms that perform this work;
WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based upon specific criteria in the RFP in accordance with Section 28-30 of the City’s Purchasing Ordinance;
WHEREAS, after deliberations, all ten (10) firms were ranked as follows, with the top three (3) firms, Kimley-Horn and Associates, Inc., BKF Engineers, and Iteris, Inc. selected for award;
WHEREAS, the firms will provide services on an on-call, as-needed, project-specific basis as defined by the City, and all task orders will have a defined scope, schedule, and fee arrangement that will be negotiated based on the hourly rate schedule included in the agreement; and
WHEREAS, 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.

Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 6, Packet Page 32

NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that it hereby:

1. Awards a Professional Services Agreement for On-Call Traffic Engineering Support Services for Projects within the City of Monterey to BKF Engineers, for a term of one year, with the option to extend for four additional one-year terms, with an annual fee not-to-exceed limit of $500,000.00; and

2. Authorizes the City Manager, or their designee, to execute the On-Call Traffic Engineering Services Agreements upon receipt of the information required by the Request for Proposals (“RFP”).

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this _____ day of _______, 202_, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

APPROVED:

ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 7, Packet Page 33 RESOLUTION NO. __-___ C.S.

A RESOLUTION OF THE COUNCIL OF THE CITY OF MONTEREY
№011/24
AWARDING PROFESSIONAL SERVICES AGREEMENT IN THE AMOUNT OF $500,000 FOR

ON-CALL TRAFFIC ENGINEERING SERVICES FOR PROJECTS WITHIN THE CITY OF MONTEREY TO ITERIS, INC.

WHEREAS, the City of Monterey ("City") issued a Request for Proposals (RFP) seeking qualified firms to provide professional traffic engineering support services to assist the Public Works Department with the planning, design, preparation of specifications, engineering analysis, and construction support of public works projects; WHEREAS, on June 6, 2025, the City issued a Request for Proposal (RFP) for On-Call Traffic Engineering Services within the City of Monterey and notified firms that specialize in this work, including those firms who had expressed interest, as well as those who had previously completed work for the City;
WHEREAS, the City reserves the right to enter into agreements with multiple firms to ensure the availability of necessary expertise and resources to fulfill the requirements of the contract; and
WHEREAS, on July 15, 2025, the City received ten (10) proposals from firms that perform this work;
WHEREAS, staff formed a selection committee to independently review and score each firm’s proposal based upon specific criteria in the RFP in accordance with Section 28-30 of the City’s Purchasing Ordinance;
WHEREAS, after deliberations, all ten (10) firms were ranked as follows, with the top three (3) firms, Kimley-Horn and Associates, Inc., BKF Engineers, and Iteris, Inc. selected for award;
WHEREAS, the firms will provide services on an on-call, as-needed, project-specific basis as defined by the City, and all task orders will have a defined scope, schedule, and fee arrangement that will be negotiated based on the hourly rate schedule included in the agreement; and
WHEREAS, 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.; Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 8, Packet Page 34

NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that it hereby:

1. Awards a Professional Services Agreement for On-Call Traffic Engineering Support Services for Projects within the City of Monterey to Iteris, Inc., for a term of one year, with the option to extend for four additional one-year terms, with an annual fee notto-exceed limit of $500,000.00; and

2. Authorizes the City manager, or their designee, to execute the On-Call Traffic Engineering Services Agreements upon receipt of the information required by the Request for Proposals (“RFP”).

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this _____ day of _______, 202_, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

APPROVED:

ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 9, Packet Page 35 Engineering Division
Project Name:

Service Area:

Criteria Rank
#1 #2 #3 #1 #2 #3 #1 #2 #3 #1 #2 #3 #1 #2 #3 #1 #2 #3
Advanced Mobility
Group 4
TL Engineering Corp 6
Interwest Consulting
Group, Inc. 7
Dudek 9
Iteris, Inc. 3
Fehr & Peers 5
Kimley-Horn 1
Traffic Pattern 8
BKF 2
4LEAF, Inc. 10

SUMMARY SCORE SHEET
On-Call Project Traffic Engineering Services Project Code: N/A Citywide Include On-Call Services: Yes
100 pts
Firm
Qualifications
& Experience
Project
References
Project Team
Approach to
Traffic Eng.

Procedure &
Schedule
Total Points:
20 pts 20 pts 20 pts 30 pts 10 pts
Last Modified: 7/18/25 Page 1 of 1
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 5., Item Page 10, Packet Page 36 Council
Agenda Report
№11/25
FROM: Andrew Miller, Fire Chief
Prepared By: Cheryl Kouretas, Senior Administrative Analyst SUBJECT: Authorize the City Manager to Execute a Memorandum of Understanding Regarding the Monterey County Urban Search and Rescue (US&R) Team with North County Fire Protection District, Monterey County Regional Fire Protection District and CAL FIRE San Benito-Monterey Unit (Not a Project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061) RECOMMENDATION:

That the City Council authorize the City Manager to execute a new Memorandum of Understanding with North County Fire
Protection District, Monterey County Regional Fire Protection District and CAL FIRE San Benito-Monterey Unit regarding the Monterey County Urban Search and Rescue (US&R) Team.

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.

POLICY IMPLICATIONS:

It is within the Council’s purview to authorize the City Manager to execute a new MOU regarding the Monterey County Urban Search and Rescue (US&R) Team.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE ACT)
APPLIES: No
FISCAL IMPLICATIONS:

There is no cost to execute a new MOU. The City of
Monterey’s US&R program is funded through the current Fire Department budget. No additional funding is needed to
execute the new MOU.

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 Agenda Report Highlights
 The City Council is recommended to
authorize the City Manager to
execute a new Memorandum of
Understanding (MOU) for the
Monterey County Urban Search and
Rescue (US&R) Team.
 The US&R Team, established over
25 years ago, is a multi-jurisdictional
OES Type 1 Heavy Rescue team
with 44 members trained for
rescues and emergency responses.
 The new MOU formalizes the
current partner agencies,
operational structure, training
requirements, and provisions for
equipment, liability, and grant
funding.
 Continued participation in the US&R
Team ensures access to training,
resources, and coordination that
enhance local and regional
emergency preparedness.
 There is no additional cost to the
City, as the program is funded
through the existing budget.

Date: 9/2/2025
Item No.: 6.

Council Regular Meeting, 9/2/2025, Item No. 6., Item Page 1, Packet Page 37 №11/25
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 could choose not to sign the new MOU, however this is not recommended. The City of Monterey Fire Department has proudly served on the US&R team for over 25 years. Continued participation ensures access to beneficial training, resources, and coordination with the partner agencies that enhance local and regional emergency preparedness and response capabilities.

DISCUSSION:

The Monterey County US&R Team was established over 25 years ago and the City of Monterey Fire Department was one of the original members. The Monterey County US&R team is an OES Type 1 Heavy Rescue team and is comprised of 44 members who respond to emergencies such as rope rescues, confined space rescues, swift water rescues or other emergencies requiring a technical rescue response throughout Monterey County and may also be called out to anywhere in the state for assistance. The multi-jurisdictional team trains together every other month to ensure readiness and collaboration across the departments.

Since the creation of the US&R Team, the partner agencies have changed, but a new MOU has not been formalized. The new MOU will formalize the current partner agencies and establishes a mutual understanding regarding the operation, administration and deployment of the Monterey County US&R Team. Key terms of the agreement include defining the operational structure of the team where the team operates under the direction of the designated Duty Chief and follows the Incident Command System (ICS) as outlined by FEMA and Cal OES guidelines. The MOU also establishes how the team conducts training with a minimum of six (6) joint training sessions annually, how grant funding is administered, use and ownership of vehicles and equipment and insurance, liability and indemnification provisions.

Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to execute a new Memorandum of Understanding with North County Fire Protection District, Monterey County Regional Fire Protection District and CAL FIRE San Benito-Monterey Unit regarding the Monterey County Urban Search and Rescue (US&R) Team.

AM/ck
Attachments: 1. Resolution
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 Regular Meeting, 9/2/2025, Item No. 6., Item Page 2, Packet Page 38 RESOLUTION NO. __-___ C.S.

A RESOLUTION OF THE COUNCIL OF THE CITY OF MONTEREY
№011/24

AUTHORIZING THE CITY MANAGER TO EXECUTE

A NEW MEMORANDUM OF UNDERSTANDING REGARDING THE

MONTEREY COUNTY URBAN SEARCH AND RESCUE (US&R) TEAM
WHEREAS, the City of Monterey Fire Department has participated on the Monterey County Urban Search and Rescue (US&R) Team for over 25 years; WHEREAS, the agencies participating on the team have changed since the team was created;
WHEREAS, a new MOU has been drafted to formalize the current partner agencies and establish a mutual understanding regarding the operation, administration and deployment of the Monterey County US&R Team; and
WHEREAS, 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. 2 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.

NOW, THEREFORE, BE IT FURTHER RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that it hereby authorizes the City Manager to execute a new Memorandum of Understanding with North County Fire Protection District of Monterey County, Monterey County Regional Fire Protection District and CAL FIRE San Benito-Monterey Unit regarding the Monterey County Urban Search and Rescue (US&R) Team.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this _____ day of _______, 202_, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Council Regular Meeting, 9/2/2025, Item No. 6., Item Page 3, Packet Page 39 APPROVED:

ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 6., Item Page 4, Packet Page 40 Council
Agenda Report
№11/25
FROM: Clementine Bonner Klein, City Clerk
SUBJECT: Appoint Councilmember Rasch as the Voting Delegate, and Mayor Williamson as the Alternate, for the 2025 League of California Cities Annual Conference -- October 8-10, 2025 in Long Beach (Not a project under CEQA Article 20, Section 15378 and under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council appoint Councilmember Rasch as
the voting delegate, and Mayor Williamson as the
alternate, to represent the City of Monterey at the annual business meeting of the 2025 League of California Cities’ annual conference.

VALUE DRIVERS:

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

POLICY IMPLICATIONS:

The bylaws of the League of California Cities require that a city’s voting delegate and up to two alternates be
designated by City Council action.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

There are sufficient appropriations in the Mayor/City Council budget for sending the three members who plan to attend the League of California Cities’ Annual Conference. Travel arrangements are not yet complete for 2025, but average cost per Councilmember who attended the Annual Conference over the last two years was $2,347 including conference registration, hotels, reimbursements, and airfare.

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 Agenda Report Highlights
 Councilmember Rasch is interested
in serving as the voting delegate,
and Mayor Williamson as the
alternate, to represent the City of
Monterey at the 2025 League of
California Cities Annual Conference
in Long Beach.
 Voting delegates attend the annual
business meeting and vote on any
policy resolutions.
 The City Council must approve the
designation of voting delegates and
alternates, as required by the
League of California Cities bylaws.

Date: 9/2/2025
Item No.: 7.

Council Regular Meeting, 9/2/2025, Item No. 7., Item Page 1, Packet Page 41 №11/25
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 appoint a voting delegate or alternate, or select other delegates.

DISCUSSION:

The League of California Cities (“Cal Cities”) provides legislative advocacy, professional development, and educational resources for incorporated cities and towns in California, including the City of Monterey.

The Cal Cities’ Annual Conference is scheduled for October 8-10, 2025 to be held in Long Beach. The general assembly will convene on the last day of the conference for the annual business meeting in order to consider and take action on resolutions that establish Cal Cities policy. Each member city may, with the approval of the City Council, designate a city official as their designated voting delegate and, in the event that the designated voting delegate is unable to serve in that capacity, up to two alternate voting delegates.

Designated voting delegates and alternates must be registered to attend the annual conference.

A staff member can be appointed to fill the voting role in the event that no Councilmember plans to attend, or as an alternate delegate.

Councilmember Rasch plans to attend the Cal Cities Annual Conference this year and has expressed her interest in representing Monterey as its voting delegate at the annual business meeting, and Mayor Williamson also plans to attend and is interested in being the alternate.

Attachments: 1. League of California Cities memo with Annual Conference Voting Guidelines 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 Regular Meeting, 9/2/2025, Item No. 7., Item Page 2, Packet Page 42 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: Wednesday, July 16, 2025
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Oct. 8-10, 2025 Long Beach Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Oct. 10, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Following council action, please submit your city’s delegates through the online submission portal by Wed., Sept. 24. When completing the Voting Delegate submission form, you will be asked to attest that council action was taken. You will need to be signed in to your My Cal Cities account when submitting the form.

Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide pre-conference communications with voting delegates.

Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.

Council Action Advised by September 24, 2025

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 7., Item Page 3, Packet Page 43 For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Please view Cal Cities’ event and meeting policy in advance of the conference.

Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the Long Beach Convention Center in Long Beach, will be open at the following times: Wednesday, Oct. 8, 8:00 a.m.-6:00 p.m. and Thursday, Oct. 9, 7:30 a.m.-4:00 p.m. On Friday, Oct. 10, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for submitting your voting delegate and alternates by Wednesday, Sept. 24. If you have questions, please contact Zach Seals at [email protected].

Attachments:
• General Assembly Voting Guidelines
• Information Sheet: Cal Cities Resolutions and the General Assembly

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 7., Item Page 4, Packet Page 44 1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 7., Item Page 5, Packet Page 45 Sixty days before the
Annual Conference
and Expo, Cal Cities
members may submit
policy proposals on
issues of importance
to cities. The resolution must
have the concurrence of at least
five additional member cities or
individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure Cal Cities represents cities with one voice. These policies directly guide Cal Cities’ advocacy to promote local decision-making, and lobby against statewide policies that erode local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how resolutions and the General Assembly work.

The petitioned
resolution is an
alternate method
to introduce policy
proposals during
the annual conference. The
petition must be signed by
voting delegates from 10% of
member cities, and submitted to
the Cal Cities President at least
24 hours before the beginning
of the General Assembly.

Petitioned Resolutions
The Cal Cities
President assigns
general resolutions
to policy committees
where members
review, debate, and recommend
positions for each policy proposal.

Recommendations are forwarded
to the Resolutions Committee.

Who’s who
The Resolutions Committee
includes representatives
from each Cal Cities
diversity caucus, regional
division, municipal
department, and policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly is a
meeting of the collective
body of all voting
delegates —one from
every member city.

Seven policy committees
meet throughout the year
to review and recommend
positions to take on bills
and regulatory proposals.

Policy committees include
members from each Cal
Cities diversity caucus,
regional division, and
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions
Committee. Potential Cal Cities bylaws
amendments are also considered at this meeting.

Cal Cities policy
development is a memberinformed process,
grounded in the voices and
experiences of city officials
throughout the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions
Committee considers
all resolutions. General
Resolutions approved1 by
either a policy committee
or the Resolutions Committee are next
considered by the General Assembly.

General resolutions not approved, or
referred for further study by both a
policy committee and the Resolutions
Committee do not go to the General
Assembly. All Petitioned Resolutions
are considered by the General
Assembly, unless disqualified.2
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f).

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 7., Item Page 6, Packet Page 46 Council
Agenda Report
№11/25
FROM: Kimberly Cole, AICP, Community Development Director Prepared By: Janna Aldrete, Property Manager
SUBJECT: Appoint Agency Negotiators for Conference with Real Property Negotiators Pursuant to Government Code Section 54956.8; Property: 30 Fisherman’s Wharf Agency Negotiators: Kimberly Cole and Janna Aldrete; Negotiating Parties:

Albert Dweck (30 Fisherman’s Wharf, LLC); 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) RECOMMENDATION:

That the City Council appoint agency negotiators for a
closed session conference with real property negotiators pursuant to Government Code Section 54956.8 to discuss
and provide confidential direction regarding a lease
amendment for the premises located at 30 Fisherman’s
Wharf.

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:

City Council approval is required for this type of real estate transaction. Closed session
confidential review of real estate matters is allowed.

The Surplus Land Act does not apply to Tidelands
property.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: The Levine Act does not apply to the
appointment of negotiators but it does apply to the lease negotiations.

FISCAL IMPLICATIONS:

There are no fiscal implications related to the
recommendation to appoint agency negotiators.

Agenda Report Highlights
 The City Council is recommended to
appoint agency negotiators for a
closed session to discuss a lease
amendment for 30 Fisherman’s
Wharf.
 The tenant, San Pedro Fish Market,
has been preparing for extensive
renovations and plans to submit
construction drawings for review in
late September.
 Regulatory permits from multiple
agencies, including the California
Coastal Commission and Army
Corps of Engineers, are required for
the project.
 The lease amendment request
stems from the tenant's ongoing
efforts to establish a design team
and address the building's
renovation needs.
 Closed session discussions are
deemed appropriate to provide
confidential direction on real estate
matters.

Date: 9/2/2025
Item No.: 8.

Council Regular Meeting, 9/2/2025, Item No. 8., Item Page 1, Packet Page 47 №11/24
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 decide not to appoint negotiators or appoint different negotiators. This is not recommended by staff. It is appropriate that the Council appoint agency negotiators and authorize a confidential discussion regarding the lease amendment.

DISCUSSION:

The City entered into a 10-year lease agreement on November 19, 2024 with 30 Fishermans Wharf, LLC, for the 17,509 square feet of vacant space located at 30 Fisherman’s Wharf. The tenant is operating under the San Pedro Fish Market name, a well-established, family-owned, business based in southern California.

Under the lease agreement, the City was required to perform structural repairs prior to delivering the building to the tenant. The permitting and construction for these repairs took 6 months. Upon completion of the repairs, the building was delivered to the tenant on July 7, 2025.

The existing condition of the building requires extensive renovations, and for the past ten months San Pedro Fish Market has been establishing its design team. Team members include architects; structural engineers; mechanical, electrical and plumbing consultants; commercial kitchen design consultants, and a construction company that provides pre-construction services.

The space plan has been developed, and San Pedro Fish Market expects to submit its construction drawings for plan check in late September. The project will require an Architectural Review permit. Regulatory permits from the California Coastal Commission, United States Army Corps of Engineers, and Central Coast Regional Water Quality Control Board are also required.

San Pedro Fish Market has requested a lease amendment. It is recommended to conduct a closed session discussion with the City’s real estate negotiators to discuss the request. Closed session discussions are allowed and appropriate to provide confidential direction for real estate matters.
e: Michael Ungaro, 30 Fishermans Wharf, LLC
Albert Dweck, 30 Fishermans Wharf, LLC
Council Regular Meeting, 9/2/2025, Item No. 8., Item Page 2, Packet Page 48 №11/24
JA/ad
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 Regular Meeting, 9/2/2025, Item No. 8., Item Page 3, Packet Page 49 Council
Agenda Report
№11/25
FROM: Brette Neal, Human Resources Director
Prepared By: Gina Russo, Assistant Human Resources Director SUBJECT: Receive Presentations from Selected Recruitment Firms for the City Manager Recruitment and Award of Contract to Selected Firm (Not a Project Under CEQA, Per Article 20, Section 15378 and Under General Rule Article 5, Section 15061) RECOMMENDATION:

It is recommended that the City Council:

1. Receive presentations from selected recruitment
firms for the City Manager recruitment.

2. Select a firm and award the executive recruitment
contract.

VALUE DRIVERS:

Develop and retain a quality workforce – Provide
sufficient resources and support to develop, retain, and recruit a high-quality city workforce.

POLICY IMPLICATIONS:

Inviting presentations from executive recruiters as part of the City Manager recruitment process promotes
transparency, encourages competition, and enables
informed decision-making in the selection of recruitment services.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: Yes.

FISCAL IMPLICATIONS:

The total not-to-exceed costs for professional services fee and expenses are up to $36,800. Optional services
are available at additional costs which will be dependent on the selected recruiter. The cost for this recruitment will be absorbed in the Human Resources Department FY 25/26 budget.

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), Agenda Report Highlights
 City Council will hear
presentations from three selected
recruitment firms for the City
Manager recruitment: Bob Murray
& Associates, Ralph Andersen
and Associates, and WBCP, Inc.
 The recruitment process aims to
develop and retain a high-quality
city workforce while promoting
transparency and informed
decision-making.
 The total cost for professional
services is capped at $36,800,
with optional services available at
additional costs.
 A thorough review of 14
proposals was conducted,
considering qualifications,
outreach, representation, and
cost structure.

Date: 9/2/2025
Item No.: 9.

Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 1, Packet Page 50 №11/25
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:

Council could decide not to hear presentations from executive recruiters and/or not award a contract.

DISCUSSION:

A request for proposal (RFP) was sent to twenty recruitment firms and posted on the City of Monterey’s Procurement Portal. The Human Resources Department received and reviewed 14 responses. The review considered several factors, including qualifications and experience, broad candidate outreach and representation, and cost and fee structure. Based on an overall assessment, staff has selected three (3) firms to present their proposals to Council. Council will receive presentations from: Bob Murray & Associates, Ralph Andersen and Associates and WBCP, Inc.

Staff will be available for any questions.

BN/gr
Attachments: 1. Resolution

2. Bob Murray and Associates Proposal

3. Ralph Anderson and Associates Proposal

4. WBCP, Inc. Proposal
e: Christine Davi, City Attorney
Rafaela King, Finance Director
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 Regular Meeting, 9/2/2025, Item No. 9., Item Page 2, Packet Page 51 RESOLUTION NO. __-___ C.S.

A RESOLUTION OF THE COUNCIL OF THE CITY OF MONTEREY
№011/24
AWARDING THE CITY MANAGER RECRUITMENT CONTRACT TO ________________ WHEREAS, the City’s current City Manager will be retiring in December 2025, and a recruitment needs to be conducted to find a qualified replacement; WHEREAS, the City Council directed staff to conduct requests for proposals, and three selected recruitment firms presented their proposals to Council at the meeting of September 2, 2025;
WHEREAS, at the meeting of September 2, 2025, the City Council selected _________________ as the recruitment firm to which it would award the contract for the City Manager recruitment; and
WHEREAS, 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.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF MONTEREY that it hereby authorizes the City Manager to execute a professional services agreement with the recruitment firm of _________________ to conduct the City Manager recruitment.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF MONTEREY this _____ day of _______, 202_, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

APPROVED:

Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 3, Packet Page 52 ATTEST:

Mayor of said City
City Clerk thereof
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 4, Packet Page 53 A Proposal to Conduct an Executive Recruitment
for the Position of

CITY MANAGER
on behalf of the
1544 Eureka Road, Suite 180
Roseville, CA 95661
(916) 784-9080
(916) 784-1985 fax
ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 5, Packet Page 54 August 20, 2025
Mayor Tylller Williamson and
Members of the City Council
City of Monterey
580 Pacific Street
Monterey, CA 93940
Submitted via email to: [email protected]

Dear Mayor Williamson and Members of the City Council:

Bob Murray & Associates is pleased to submit a proposal to conduct the City Manager recruitment for the City of Monterey. The following details our unique qualifications and describes our systematic—yet flexible—method of identifying, recruiting, and screening outstanding candidates on your behalf. Bob Murray & Associates is proud to offer straightforward, all-in pricing, eliminating surprises and making the experience simple and stress-free. This proposal includes information on our proven process, a timeline, and a guarantee.

As the premier public sector executive search firm specializing in positions that report directly to elected boards/councils, we understand the unique dynamics, high expectations, and political acumen required of leaders in these critical roles. We don’t just fill positions—we ensure the candidates we present to City of Monterey are wellaligned with your organization’s goals, values, and culture. Our team is composed of experienced executive recruiters and former public-sector executives—professionals who are passionate about public service and attuned to current trends in government leadership. With over 34 years of experience and a network of more than 40,000 professionals and organizations, we’ve built a strong reputation for delivering exceptional candidates and achieving repeat success with our clients.

Bob Murray & Associates recognizes that we work at the pleasure of the City Council and our job is to facilitate the Council in finding the City’s next City Manager. Our best practice is to establish a strong partnership with the Council, to ensure the placement of a City Manager who is ideally suited to its needs. In developing this collaborative approach, we will seek the opportunity to meet with the council members individually to discuss their expectations for the City’s new City Manager. The feedback received from the council members will be essential in providing guidance when recruiting and screening candidates for the position.

Current and recent recruitments we have completed similar in scope to your upcoming search include the following:

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 6, Packet Page 55 2025
Eugene, OR (City Manager) – current
Davis, CA (City Manager) – current
Folsom, CA (City Manager)
Live Oak, CA (City Manager)
Oakdale, CA (City Manager)
Dallas County, TX (Assistant County Administrator)
Fowler, CA (City Manager)
Louisville, CO (City Manager)
2024
Vernon, CA (City Administrator)
Folsom, CA (City Manager)
Murrieta, CA (City Manager)
Aliso Viejo, CA (City Manager)
Hayward, CA (City Manager)
Manhattan Beach, CA (City Manager)
Emeryville, CA (City Manager)
Reno, NV (City Manager)
Clovis, CA (City Manager)
Clayton, CA (City Manager)
Vancouver, WA (City Manager)
Orinda, CA (City Manager)
Pinole, CA (City Manager)
Novato, CA (City Manager)
Saratoga, CA (City Manager)
Sparks, NV (City Manager)
Salinas, CA (City Manager)
Pacific Grove, CA (City Manager)
Marin County, CA (County Administrator)

2023
Auburn, CA (City Manager)
Desert Hot Springs, CA (City Manager)
Downey, CA (City Manager)
Merced, CA (City Manager)
Moraga, CA (Town Manager)
Piedmont, CA (City Administrator)
Rio Vista, CA (City Manager)
San Bruno, CA (City Manager)
San Marino, CA (City Manager)
San Rafael, CA (City Manager)
San Ramon, CA (City Manager)
Santa Clara, CA (City Manager)
South Gate, CA (City Manager)
ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 7, Packet Page 56 Ventura, CA (City Manager)
Winters, CA (City Manager)
Yountville, CA (Town Manager)
We are also very familiar with the region as we have recently completed the following recruitments in your area:
2025
Monterey County, CA (Public Defender) – current
Marina, CA (Assistant City Manager) - current
Monterey Peninsula Regional Park District, CA (General Manager) Monterey County, CA (Assistant Director of Social Services) 2024
Pacific Grove, CA (City Manager)
Pacific Grove, CA (Police Chief)
Salinas, CA (City Manager)
CSU Monterey Bay, CA (Chief of Police)
Monterey County, CA (County Counsel)
Salinas, CA (Chief of Police)
2023
Monterey County, CA (Human Resources Director)
Monterey Regional Waste Management District, CA (Assistant Director of Operations) Monterey County Water Resources Agency, CA (General Manager) 2022
Monterey County, CA (County Administrative Officer)
We work as a team on every search at Bob Murray & Associates. Your Project Lead would be Valerie Gaeta Phillips, Gary Phillips, or Stephanie Dietz, who would not only direct and supervise the project team from beginning to end but also serve as the Recruiter for the project as well.

To learn first-hand about the quality of our services and why the majority of our engagements come from repeat and referred clients, we invite you to contact the references listed on page 15 of the attached proposal.

We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 with any questions.

Sincerely,
Valerie Gaeta Phillips
President, Bob Murray & Associates
ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 8, Packet Page 57

TABLE OF CONTENTS
THE RECRUITMENT PROCESS ........................................................................2 STEP 1 DEVELOP THE CANDIDATE PROFILE........................................................ 2 STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS ........................ 3 Reaching Diverse Candidates...................................................................... 4 STEP 3 RECRUIT CANDIDATES ............................................................................ 4 STEP 4 SCREEN CANDIDATES............................................................................. 5 STEP 5 CONDUCT PRELIMINARY INTERVIEWS...................................................... 5 STEP 6 SEARCH PUBLIC RECORDS...................................................................... 5 STEP 7 MAKE RECOMMENDATIONS ................................................................... 5 STEP 8 FACILITATE FINAL INTERVIEWS ................................................................ 6 STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS ............................. 6 STEP 10 ASSIST IN NEGOTIATIONS..................................................................... 7 COMPLETE ADMINISTRATIVE ASSISTANCE ................................................7 COSTS AND GUARANTEE ..............................................................................8 PROFESSIONAL FEE AND EXPENSES ................................................................... 8 Optional Services ........................................................................................... 8 GUARANTEE....................................................................................................... 9 RECRUITMENT SCHEDULE .......................................................................... 10 FIRM PROFILE ................................................................................................ 11 REFERENCES ................................................................................................. 15

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 9, Packet Page 58 Bob Murray & Associates Proposal for the City of Monterey Page 4

THE RECRUITMENT PROCESS
Bob Murray & Associates’ recruiters are specialists in finding positive placements and providing security and fairness to candidates and clients while ensuring the integrity of the search process. Outlined below are the steps in our proven recruitment process, refined through our 34+ years of experience in executive recruiting.

STEP 1 DEVELOP THE CANDIDATE PROFILE
Our understanding of the City of Monterey’s needs will be key to a successful search.

Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will meet virtually with the City and key stakeholders to learn as much as possible about the ideal candidate for the City Manager position. Key stakeholders often include:
• Council/Board Members – up to five virtual one-on-one meetings with the Recruiter
• Internal Stakeholders (e.g. Department Heads) – up to two virtual group meetings with the Recruiter
• External Stakeholders (e.g. Chamber of Commerce, Community Groups) – one virtual one-on-one or group meeting with the Recruiter
Internal and External Stakeholders

We find that many of our clients value a recruitment process that opens the opportunity for employees, community members, business leaders, and organization representatives to provide input regarding the ideal candidate. Our recruiters are skilled in virtually facilitating group staff meetings, forums for the business community, and/or town hall meetings that provide for equitable involvement from a variety of constituencies.

If the City of Monterey desires, we will work with the City to create a customized virtual community and/or staff input process. Please note: Virtual facilitation of stakeholder meetings is included in the professional fee. On-site Recruiter facilitation is available for an additional fee – please refer to “Costs and Guarantee” on page 7 for pricing information.

Online Stakeholder Surveys

Sometimes clients are seeking input from a wider range of stakeholders—such as community members, business leaders, and organization representatives—online surveys are ideal to solicit input regarding qualities of the ideal candidate. Our experienced recruiters excel at crafting targeted, thoughtful, open-ended questions and can design a customized survey, providing a link for easy sharing on your website.

After closing, your dedicated Recruitment Coordinator will send you the survey ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 10, Packet Page 59 Bob Murray & Associates Proposal for the City of Monterey Page 5 response data for your review and analysis. This proposal includes one Online Survey.

Additional Online Surveys are available under Optional Services (please refer to page 7).

We want to become familiar with the values and culture of the organization, as well as to understand the current and future issues, challenges, and opportunities in the City of Monterey.

Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will review and help define the City’s wishlist regarding the ideal candidate’s personality, management style, knowledge, skills, and abilities and will work with the City to identify expectations regarding education and experience. The City and Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will discuss compensation, benefits, and other key information necessary to ensure that outstanding candidates are attracted to this opportunity. The profile we develop together at this stage will drive subsequent recruitment efforts.

STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS
Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz and your dedicated Recruitment Coordinator will use the candidate profile developed with the City of Monterey to create a professional recruitment brochure, with the assistance of our professional graphic designer. The four-page, full-color brochure will describe the community, organization, position, ideal candidate, and compensation and will include pictures provided by the City of Monterey that you feel best represent your organization and your community.

Upon your approval, Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will send the brochure by email (and postal mail if desired) to a targeted audience, personally inviting potential candidates to apply for the City Manager position. We will also place the recruitment brochure on our website, which attracts over 11,000 unique hits weekly and is a trusted resource for candidates seeking executive and professional positions. Two sample brochures are included in this proposal package for your reference.

Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will also design an effective advertising campaign appropriate for the City Manager recruitment. Our broadest outreach comes through our active social media involvement on LinkedIn as well as our monthly newsletter where upcoming and current positions are featured. Sources such as Western City Magazine, PublicCEO, and the Careers in Government website will be used to reach an extensive local government audience, while position-specific postings will be chosen to attract candidates who have built their careers in and are committed to the City Manager field.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 11, Packet Page 60 Bob Murray & Associates Proposal for the City of Monterey Page 6 Suggested City Management-specific advertising sources for the City of Monterey’s search include:

League of California Cities
International City/County Management Association
California City Management Foundation
National League of Cities
Bob Murray & Associates does not typically place ads with job aggregators or general job posting sites such as CareerBuilder, Monster, or Indeed, as we have found that the broad reach of these sites does not necessarily lead to quality candidates for executive and professional positions.

Reaching Diverse Candidates
Bob Murray & Associates, a woman- and minority-owned business, is proud of its commitment to attracting and placing diverse candidates. Nearly 50% of our last 100 placements were women; Hispanic placements 25%; African American placements 13%; Asian placements 21%; and Native American placements at 1%. Not only do we place advertisements with websites designed to attract minority and female candidates, but our President, Valerie Phillips, is a member herself of many diversity-focused organizations including the Local Government Hispanic Network, the League of Women in Government, the Professional Women’s Network, Mexican Professionals, and Women Leading Government. She networks frequently with fellow members to gain insight into which potential candidates are leaders in their field.

Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will seek to reach candidates in communities and organizations with demographic profiles and populations served like that of the City of Monterey, to maximize the potential for individuals from a wide variety of backgrounds, cultures, and life experiences to be considered for the City Manager position.

STEP 3 RECRUIT CANDIDATES
The strongest candidates are often those who are successful and content in their current positions and need to be sold on a new opportunity. Our extensive network of contacts, developed through over 2,100 successful placements, is a primary source for identifying and obtaining referrals for these candidates. Our in-house database of 40,000 current and former executive and professional candidates is a valuable resource that can only be built over time—time that we have invested into perfecting our process for finding the right candidates for our clients. Our aggressive outreach efforts are focused on phone calls to personally invite potential applicants, answer questions, and allay any reservations, and these efforts are essential to the success of the City Manager recruitment.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 12, Packet Page 61 Bob Murray & Associates Proposal for the City of Monterey Page 7 STEP 4 SCREEN CANDIDATES

Following the closing date for the recruitment, Ms. Gaeta Phillips, Mr. Phillips, or Ms.

Deitz will screen all resumes we have received, using the criteria established in the candidate profile as a basis upon which to narrow the field of candidates. Internal candidates receive sensitive consideration, and your Recruiter will discuss with the City how the City of Monterey wishes to proceed with these candidates.

STEP 5 CONDUCT PRELIMINARY INTERVIEWS
Your Recruiter will personally interview the top 10 to 15 candidates from the resume screening, with the goal of determining which candidates have the greatest potential to succeed in your organization. To reduce travel-related expenses to our clients and increase efficiency in the search process, these interviews are typically conducted via Zoom, Teams, or other convenient videoconferencing applications.

STEP 6 SEARCH PUBLIC RECORDS
Under the direction of Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz, your dedicated Recruitment Coordinator will conduct a review of published print and online articles for each recommended candidate. Sources include Lexis-Nexis™, Google, social media, and our contacts in the field. This will alert Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz to any further detailed inquiries we may need to make before our recommendations are finalized.

STEP 7 MAKE RECOMMENDATIONS
Based on our findings during the preliminary interview process, Ms. Gaeta Phillips, Mr.

Phillips, or Ms. Deitz will meet with the City virtually or on site to share the complete applicant list and recommend a limited number of candidates for your further consideration. Your Recruiter will make specific recommendations and will help facilitate discussions regarding the candidate pool, but the final determination of interviewees will be up to you.

We typically recommend 6-8 candidates that we feel best match your expectations and prepare a detailed report on each candidate. This virtual “Recommended Finalist” eBook is provided to each member of the decision-making body and includes:

Candidate list with Recommended Finalists identified in Group 1 and Group 2 (primary and secondary recommendations), as well as Internal candidates Summary of experience and education for each Recommended Finalist candidate
Complete cover letter and resume for each Recommended Finalist candidate ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 13, Packet Page 62 Bob Murray & Associates Proposal for the City of Monterey Page 8 List of Other Applicants (those who did not meet minimum qualifications or were otherwise unsuitable, based on our screening process)
Bob Murray & Associates maintains all search records for a period of seven (7) years following each recruitment, and we are happy to forward cover letters and resumes for each applicant by postal mail or email as soon as the recruitment closes to new applications.

STEP 8 FACILITATE PANEL INTERVIEWS
Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will work with the City of Monterey to craft and implement an interview approach that fits your needs. This may include panel and/or individual interviews by the City; key stakeholders, community/employee interview panels; writing and presentation samples; meet-andgreets; or other specialized process elements your Recruiter helps the City of Monterey to design.

Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will be present on-site during the panel interviews to facilitate as necessary during the process and to guide discussion to consensus regarding final candidates. Bound interview books will be provided for each interview panel member containing:

Recruitment brochure with candidate profile
Interview schedule
Suggested interview questions
Experience summary, cover letter, resume, and rating form for each candidate
Ranking forms for use during the panel interview process We will work closely with your staff to coordinate and schedule interviews. Our goal is to ensure that each candidate has a positive experience, as the way the entire process is conducted will influence the final candidates’ perception of your organization.

STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS
Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz and your Recruitment Coordinator will conduct detailed reference checks for up to two (2) final candidates. To gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. In addition to gaining a 360-degree view of candidates from the perspective of their supervisors, subordinates and peers for the past several years, we will make a point of speaking confidentially to individuals who may have further insight into a candidate’s abilities but who may not be on their preferred list of contacts.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 14, Packet Page 63 Bob Murray & Associates Proposal for the City of Monterey Page 6 Your Recruitment Coordinator will work with the two (2) final candidates and our professional backgrounding firm, HireRight, to conduct credit, civil litigation, and motor vehicle record checks and verify candidates’ degrees.

STEP 10 ASSIST IN NEGOTIATIONS
We recognize the critical importance of successful negotiations and can serve as your representative during this process. Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz know what other organizations have done to put deals together with great candidates and what the current market is like for City Manager positions in organizations like the City of Monterey’s. Ms. Gaeta Phillips, Mr. Phillips, or Ms. Deitz will be available to advise you regarding current approaches to difficult issues, such as housing and relocation. We will represent your interests and advise the chosen candidate and you regarding salary, benefits, and employment agreements, with the goal of putting together a deal that results in the appointment of your chosen candidate. With our proven experience and vested interest in a positive outcome, we can turn a very difficult aspect of the recruitment into one that is straightforward and agreeable for all parties involved.

COMPLETE ADMINISTRATIVE ASSISTANCE
We receive many unsolicited testimonials each year from clients and candidates alike noting our prompt, considerate, accurate, and professional service during the search process. Throughout the recruitment, in time intervals that suit the City of Monterey, we will provide you with updates on the status of the search and attend to all administrative details on your behalf.

Candidates receive immediate acknowledgement of their applications, as well as personal phone calls and/or emails (as appropriate) advising them of their status at each critical point in the recruitment. Candidates who receive preliminary or final interviews and are not chosen to move forward in the interview process will receive personal calls from your Recruiter on behalf of the City of Monterey.

It is our internal company standard that all inquiries from clients and candidates receive a response within the same business day whenever possible, and certainly within 24 hours if the inquiry is received during the work week. Your Recruiter will be available to the City of Monterey by office phone, cell phone, and email at any time to ensure a smooth and stress-free recruitment process.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 15, Packet Page 64 Bob Murray & Associates Proposal for the City of Monterey Page 7

COSTS AND GUARANTEE

PROFESSIONAL FEE AND EXPENSES
The all-inclusive professional services fee for conducting the City Manager recruitment on behalf of the City of Monterey is $35,000. Services provided for in this fee consist of all steps outlined in this proposal, including design and distribution of the recruitment brochure, advertising, marketing and promotion, administrative support, public records research, comprehensive background reporting on the final candidates, postage, technology, and two (2) days of on-site meetings. This proposal is valid for 60 days from the date of the proposal.

Optional Services are listed below and are in addition to the professional services fee.

Expense reimbursement for Consultant travel related to additional on-site meeting days is billed at the actual rate (airfare/mileage, lodging) and is the responsibility of the City of Monterey.

The professional fee does not limit the amount of time invested by Bob Murray & Associates in promoting a successful outcome for this project. In fact, our mission for this project is to ensure we assist in identifying the right candidate for the City of Monterey. Therefore, your Recruiter will contact the City at the first anniversary of the placement to confirm an effective transition has occurred.

Optional Services
Additional virtual stakeholder meetings: $250/meeting
Additional on-site meeting days: $1,500/day/Consultant, plus travel expenses Online Surveys: $500/each (includes preparing recommended questions, preparing and sharing the survey link, closing the survey, and sending the survey response data for your review and analysis
Additional background checks: $300/candidate
Additional reference checks: $500/candidate
Additional hires: $9,000/candidate
ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 16, Packet Page 65 Bob Murray & Associates Proposal for the City of Monterey Page 8

GUARANTEE
In the event a candidate recommended by our firm resigns or is terminated within the first 12 months of employment, Bob Murray & Associates will provide the City of Monterey with professional services to secure a replacement. Services will be provided at no cost, aside from the following reimbursable expenses incurred on the City of Monterey’s behalf during the new search:

Brochure design and distribution ($695 reprint only, $1,275 edit/reflow/reprint)(if needed)
Advertising actual costs (estimated at $2,975)
Public records search for all new candidates ($500)
Background Checks ($300/candidate)
Reference Checks ($500/candidate)
Consultant travel reimbursement (if travel is needed)
Plus any applicable Optional Services, if desired
In the event that a placement is not made from the initial recruitment, Bob Murray & Associates will provide professional services to conduct one additional recruitment.

Services will be provided at no cost. However, the City of Monterey will be responsible for the reimbursable expenses as noted above.

We are confident in our ability to recruit outstanding candidates and do not expect the City to find it necessary to exercise this provision of our proposal.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 17, Packet Page 66 Bob Murray & Associates Proposal for the City of Monterey Page 9

RECRUITMENT SCHEDULE
We are prepared to start work on this assignment upon receipt of a signed professional services agreement or other written, authorized notification. A full search can be completed in 13-16 weeks from the date of initial meetings with our client.

The final recruitment schedule will be determined in collaboration with City of Monterey. A typical timeline of tasks and events is included here for reference.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 18, Packet Page 67 Bob Murray & Associates Proposal for the City of Monterey Page 10

FIRM PROFILE

OUR STAFF
Bob Murray & Associates is a small firm focusing exclusively on executive search services. We have a team of seventeen (17):

Bob Murray, Founder
Valerie Gaeta Phillips, President
Gary Phillips, Executive Vice President
Joel Bryden, Vice President
Yasmin Beers, Senior Executive Recruiter
Adele Fresé, Senior Executive Recruiter
Stacy Stevenson, Senior Executive Recruiter
Jon Lewis, Executive Recruiter
Stephanie Dietz, Executive Recruiter
Melanie Richardson, Executive Recruiter
Jeff Mori, Executive Recruiter
Michael Ishii, Executive Recruiter
Ian Schmutzler, Executive Recruiter
Alexandria Kopack, Recruitment and Operations Manager
Kathy Lolas, Senior Recruitment Coordinator
Grace Marshall, Senior Recruitment Coordinator
Steph Souza, Recruitment Coordinator
Please see your lead recruiter’s biography below: (delete anyone not named)

VALERIE GAETA PHILLIPS, PRESIDENT AND RECRUITER

Ms. Gaeta Phillips has over 18 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Since joining Bob Murray & Associates, Valerie has completed over 160 searches in a diverse range of fields, including city and general management, planning, finance, human resources, transportation, communication and public relations, community and economic development, information technology, parks and recreation, and operations. She has recruited at all levels of municipal and non-profit organizations, from technicians and engineers to Executive Directors and Chief Executive Officers.

Valerie is valued for her passion for finding and retaining the most outstanding candidates for even the most difficult or untraditional assignments and for her commitment to her clients’ success; she is also active in a variety of industry organizations and in diversity-focused associations. Valerie is called upon often to serve ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 19, Packet Page 68 Bob Murray & Associates Proposal for the City of Monterey Page 11 as an expert speaker on topics such as managing one’s online reputation, diversity issues in municipal and non-profit leadership, and how to identify a positive placement for the organizational culture.

Ms. Gaeta Phillips, along with Executive Vice President Gary Phillips, has a passion for helping people, evidenced by fundraising, sponsorship, and involvement in raising awareness for organizations such as Autism Speaks, the UC Davis M.I.N.D. Institute, and the Northern California Special Olympics.

GARY PHILLIPS, EXECUTIVE VICE PRESIDENT AND RECRUITER
Since joining Bob Murray & Associates, Mr. Phillips has completed over 125 searches for executives and professionals in a wide variety of fields including animal services, city and general management, planning, legal counsel, cyber security, and human resources. Gary’s clients have ranged from municipal government to non-profit and private sector organizations, and he has sourced outstanding candidates for positions from the level of division managers up to City Managers, Executive Directors, and General Managers.

Gary started his career with a New York-based Fortune 100 company and quickly became a Senior Manager, building and running a large customer service organization that eventually expanded to 13 countries in Europe. He proceeded to hold senior leadership positions in several Fortune 500 companies, with noted successes such as building an organization from two to 250 employees worldwide and growing a company from 800 to 1200 employees.

As part of an executive acquisition and recruiting team, Gary helped build a start-up enterprise software company in San Francisco, recruiting top-notch talent and building a world-class organization. He has maintained customer relationships in the public sector and the private sector, including medical and financial institutions. He prides himself on finding key talent and offering the best customer service to his clients.

Mr. Phillips, along with Ms. Gaeta-Phillips, is involved in his community as a soccer coach, as an organizer of fundraisers for Autism Speaks and the UC Davis M.I.N.D.

Institute, and as a sponsor of the Northern California Special Olympics. Mr. Phillips received his Associate of Science degree and completed additional coursework at Rochester Institute of Technology, NY.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 20, Packet Page 69 Bob Murray & Associates Proposal for the City of Monterey Page 12

STEPHANIE DIETZ, EXECUTIVE RECRUITER
Stephanie Dietz brings over 20 years of municipal and public agency experience to Bob Murray and Associates. Stephanie retired as the City Manager for the City of Merced, a City with a population of nearly 100,000 and the newest University of California campus. She served as the Chief Executive Officer overseeing more than 500 employees who provided services within the areas of Police, Fire, Development and Inspection Services, Engineering, Public Works, Parks & Recreation, Arts & Culture, Housing, and the Office of Neighborhood Safety.

For 20 years, Stephanie garnered experience across city and county governments, along with the University of California, specializing in public finance and budgeting, human resources, labor relations, strategic planning, public safety, water management, redistricting, and leading city-initiated sales tax and charter ballot initiatives. Her professional career saw great success, with projects that included the construction of a new municipal airport terminal, the award of several state and federal grants to construct 850 affordable housing units, and the annexation of UC Merced. Throughout her professional career, she has been responsible for recruiting and retaining executivelevel leaders who reflect the culture of their communities while fostering a spirit of innovation.

Stephanie serves on the Merced Irrigation District Board, on the Merced College Foundation Board, and as an Advisory Board Member for the Central California Small Business Development Center. In 2023, Stephanie was recognized by the California State Assembly as Woman of the Year for her innovative solutions in affordable housing and transportation and her pioneering spirit as the first female City Manager for the City of Merced. Stephanie also volunteers on the boards of several local non-profits that support youth sports and local FFA chapters, ensuring students have the community support needed to be successful.

Stephanie holds a Bachelor of Arts in Liberal Arts with a Minor in Mathematics from California State University, Fresno, and a Master of Arts in English from National University.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 21, Packet Page 70 Bob Murray & Associates Proposal for the City of Monterey Page 13

CORPORATION

Bob Murray & Associates was founded in May 2000 and operated under the corporation name MBN Services, Inc. until June 2014; our new corporation name is GVP Ventures, Inc., incorporated in California in 2014. Contact information for the corporation and the firm is as follows:

GVP Ventures, Inc. OR Bob Murray & Associates
1544 Eureka Road, Ste. 180
Roseville, CA 95661
(916) 784-9080
[email protected]
Our corporation and firm are financially sound (and have been so since 2000), with documentation from our accountant available to your organization prior to final execution of a professional service agreement. We have never been involved in any litigation, aside from our personnel serving as expert witnesses when called to do so.

PROFESSIONAL ASSOCIATIONS
Our firm, represented by either our President or our Executive Vice President, are involved in the following organizations to remain engaged with current and future issues relevant to the work we conduct on behalf of clients like City of Monterey:

California Special Districts Association
California City Management Foundation (CCMF)
Engaging Local Government Leaders (ELGL)
International City/County Management Association (ICMA) International Network of Asian Public Administrators (I-NAPA) League of California Cities
League of Women in Government
Municipal Management Association of Northern California (MMANC) Municipal Management Association of Southern California (MMASC) National Forum for Black Public Administrators (NFBPA)
Members of our leadership team not only attend events sponsored by these associations but are also frequently called upon to serve as panel members and to provide specialized lectures regarding industry-specific issues. Recent and upcoming speaking engagements and trainings provided by our staff include:
“Role of the Chief” class, annually presented by Jon Lewis on behalf of the California Police Chiefs Association;
MMANC and MMASC annual mock interviews;
Annual League of California Cities Booth; and
Annual League of California Cities City Manager’s Conference (City Manager hosted event).

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 22, Packet Page 71 Bob Murray & Associates Proposal for the City of Monterey Page 14

REFERENCES
Clients and candidates are the best testament to our ability to conduct quality searches.

Clients for whom Bob Murray & Associates has recently conducted similar searches are listed below:

CLIENT: City of Ventura, CA
POSITION: City Manager
POSITION: Assistant City Manager
REFERENCE: Mayor Joe Schroeder
(805) 654-7800

CLIENT: City of Folsom, CA
POSITION: City Manager
REFERENCE: Mayor Mike Kozlowski
(916) 458-2512

CLIENT: City of Salinas, CA
POSITION: City Manager
REFERENCE: Ms. Marina Horta-Gallegos, Human Resources Director (831) 758-7417

We appreciate the City of Monterey’s consideration of our proposal and look forward to working with you.

ATTACHMENT 2
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 23, Packet Page 72 5800 Stanford Ranch Road
Suite 410
Rocklin, California 95765
916.630.4900
www.ralphandersen.com
August 25, 2025
Mayor Tyller Williamson and
Members of the City Council
City of Monterey
580 Pacific Street
Monterey, California 93940
Via Email: [email protected]
RE: Proposal - City Manager Recruitment Services
Dear Mayor Williamson and Members of the City Council:

We are pleased to submit this Proposal to recruit for the position of City Manager for the City of Monterey. We will facilitate this recruitment process and professionally add value to the entire recruitment and selection process.

As a former City Manager with over 35 years of experience, including 20 years serving as a City Manager in different communities, Mr. Fred Wilson is highly qualified to lead this search and is available to start the project and attend on-site client meetings, as necessary. Mr. Wilson has completed over 30 City Manager recruitments with Ralph Andersen & Associates.

Our proposal outlines the firm’s experience in conducting City Manager recruitments, the methodology/work plan and timeline to accomplish the search tasks, and the cost to conduct a comprehensive search process. If selected, Mr. Wilson will be available to begin work on this project within 10 days (or sooner) after the City provides a contract or an official notice to proceed.

We are proud of how we market and represent our clients. All of the design and graphics of our marketing material are done in-house so we can control the quality and production timing. To see samples of our recruitment brochures and learn how we market our clients digitally, please visit the Career Opportunities page of our website at www.ralphandersen.com.

Should you need any clarification, please feel free to call Mr. Wilson at (916) 630-4900 (office) or (714) 421-3258 (cell). Additionally, I am also available to respond to any questions, as needed. I am best reached at (916) 804-2885 (cell).

Thank you very much for your consideration of this proposal.

Respectfully Submitted,
Heather Renschler
President/CEO
ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 24, Packet Page 73

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Qualifications of the Firm
Executive Summary
Attracting top talent has never been more complex and Ralph Andersen & Associates is highly qualified to assist City of Monterey with recruiting its new City Manager. We have conducted more successful executive recruitments than any other recruitment firm since 1972. From helping the City Council create a competency-based interview framework for the new City Manager, including assessing candidates and attracting top human capital, our search professionals offer an unparalleled depth of experience, national reach, and knowledge.

The City has requested our proposal to assist in the identification and recruitment of a highly qualified group of candidates for the new City Manager. In particular, the City is seeking a firm with a strong national presence and professional experience to clearly assess the City’s needs and formulate a strategy to deliver results.

At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client’s specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of vital details such as the candidate’s desired skills and experience as well as the critical “soft skills” related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate’s “fit” with the organization.

We begin each search by working closely with the City’s leadership, stakeholders, staff, and, if desired, the community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach, matched with this 360-degree perspective, means we ensure that a complete understanding of the organization’s mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position.

We understand that the City expects aggressive, personalized outreach to identify a diverse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with the desired characteristics and build a recruitment strategy that is tailored to meet the City’s specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a highly qualified group of candidates.

Ralph Andersen & Associates serves a nationwide clientele focused on local government and maintains a virtual presence with its consultants and staffing located in California and in other states throughout the nation. The firm’s mailing address is 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765; phone number (916) 630-4900; Email: [email protected].

The principals of the firm are Heather Renschler, President/CEO, and Robert Burg, Executive Vice President. Both Ms. Renschler and Mr. Burg are legally able to bind the firm.

The primary contact for this recruitment will be:

Mr. Fred Wilson, Senior Consultant
Ralph Andersen & Associates
Office: (916) 630-4900
Cell: (714) 421-3258
Email: [email protected]
ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 25, Packet Page 74

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Why Choose Ralph Andersen & Associates?
Ralph Andersen & Associates, a California Corporation, has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 52 years.

With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our network of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest.

ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 26, Packet Page 75

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Project Staffing
The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates’ search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines.

The City of Monterey will have Mr. Fred Wilson, Senior Consultant of Ralph Andersen & Associates, as the Project Director on this engagement. Mr. Wilson will have all the resources and full support of our firm fully dedicated to ensuring the highest quality outcome during this important recruitment process.

Fred Wilson, Project Director
Mr. Wilson, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of experience as a local government executive, including 21 years serving as City Manager in two California cities. Working in full-service cities, he brings a strong background in identifying and recruiting top quality executive staff. His skills in identifying, recruiting, and retaining high quality employees and talent management, coupled with succession planning, have contributed significantly to the successes of those organizations. This experience gives Mr. Wilson a unique perspective to identifying high quality candidates that “fit” the organization.

Since joining Ralph Andersen & Associates, Mr. Wilson has completed many successful recruitments and brings a vast network of contacts throughout the region. He has successfully completed searches for executives and professionals for local government organizations including City Managers, Community Development Directors, Public Works Directors, Finance Directors, and other General Managers. Mr. Wilson’s clients have found his knowledge of city management, experience working with City Council members, and expertise in recruitment and selection an asset. As a long-tenured local government executive, Mr. Wilson has extensive experience in all aspects of governance including organizational development, succession planning, municipal finance, community development, information technology, and general management. His experience includes serving in multiple leadership roles in various organizations including the League of California Cities and has been active on various advisory boards throughout his career.

Mr. Wilson holds a Bachelor of Science degree in Urban Planning from Cal Poly Pomona, and a Master’s degree in Public Administration from California State University, Northridge.

Mr. Wilson may be reached at (916) 630-4900 or directly on his cell at (714) 421-3258 or via email at [email protected].

Paraprofessional and Support Staff
Paraprofessionals, graphics, and support staff will provide administrative support to the consultant team on recruitment assignments. These may include Ms. Diana Haussmann, Ms. Christen Sanchez, Ms. Hannah Jones, and Ms. Karen AllGood.

ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 27, Packet Page 76

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Relevant Experience
Ralph Andersen & Associates conducts a wide array of searches in the public sector. Our experience spans populations of all sizes, from the largest in the country to small and mid-size municipalities.

While we have a strong focus in California, we also conduct recruitments on a national scale.

It is important to note that Ralph Andersen & Associates previously assisted the City with the placement of City Manager Hans Uslar in 2018.

Expansive network of City Manager Searches – We have one of the strongest track records of conducting City Manager searches. The following listing represents contracts that were awarded to Ralph Andersen & Associates and staffed by a member of our search team from 2020 to Present.

Searched conducted by Mr. Wilson are noted with an *.
• Artesia, CA – City Manager (2022) and (2024) *
• Barstow, CA – City Administrator (2021) *
• Calabasas, CA – City Manager (2021)
• California City, CA – City Manager (2022) *
• Calistoga, CA – Assistant City Manager (2024)
• Carpinteria – City Manager (2023) *
• Cerritos, CA – City Manager (2023) *
• Colma, CA – City Manager (2023)
• Commerce, CA – City Manager (Partial Search) (2024) * • Compton, CA – City Manager (2022 & 2024) *
• Coronado, CA
ê Assistant City Manager (2022)
ê City Manager (2021)
ê Deputy City Manager (Current Search)
• Costa Mesa – Assistant City Manager (2023) *
• Eastvale, CA – City Manager (2022) *
• El Segundo, CA – City Manager (2022)
• Emeryville, CA – City Manager (2022) *
• Encinitas, CA – City Manager (2020)
• Fairfax, CA – Town Manager (2021)
• Foster City, CA – City Manager (2022) *
• Goleta, CA
ê Assistant City Manager (2024)
ê City Manager (2022)
ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 28, Packet Page 77

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• Grand Terrace, CA – City Manager (2021) *
• Gustine, CA – City Manager (2022) *
• Highland, CA – City Manager (2024) *
• La Palma, CA – City Manager (2020 & Current Search) * • La Verne, CA – City Manager (2022) *
• Laguna Beach, CA – City Manager (2024) *
• Loma Linda, CA – Assistant City Manager (2025) *
• Los Altos, CA – City Manager (2021) *
• Los Banos, CA – City Manager (Current Search) *
• Mill Valley, CA – City Manager (2020 & 2022)
• Modesto, CA – Deputy City Manager (2022 & 2023)
• Montebello, CA – City Manager (2023) *
• Nevada City, CA – City Manager (2022)
• Norco, CA – City Manager (2022) *
• Oakland, CA – City Administrator (2020 & 2023)
• Ojai, CA – City Manager (2024)
• Palm Desert, CA – City Manager (2021)
• Palm Springs, CA – Assistant City Manager (2021)
• Palos Verdes Estates, CA – City Manager (2023)
• Pismo Beach, CA – City Manager (2023) *
• Riverside, CA – City Manager (2022) *
• San Bernardino, CA – City Manager (2025) *
• Santa Monica, CA – City Manager (2021)
• Sierra Madre, CA – City Manager (2021) *
• Stockton, CA – Deputy City Manager II (Two Placements) (2020) • Solvang, CA – City Manager (2023) *
• South Pasadena, CA – City Manager (2025) *
• Upland, CA – City Manager (2021) *
• Watsonville, CA – City Manager (2024) *
• West Hollywood, CA – City Manager (Current Search)
• Whittier, CA – City Manager (2025) *
• Yorba Linda, CA – City Manager (Current Search) *
ATTACHMENT 3
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 29, Packet Page 78

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Work Plan
Summary of Our Search Process
The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. The executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 53 years.
• Developing a comprehensive position profile based upon information obtained in various meetings with the City Council, Human Resources staff, and other designated City staff and stakeholders.
• Reviewing current compensation and recommending changes based upon market and competitive conditions, if desired by the City.
• Extensive personal outreach, via telephone and through internet technology, to qualified candidates throughout California, the Western Region, and selectively beyond, if desired. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process, uses the Internet and social media, and also uses our already established professional contacts throughout the region. • A screening process that narrows the field of candidates to those that most closely match the needs of the City and is based on screening interviews with the top candidates.

Candidates’ education, experience, and credentials are matched to the criteria established in the position profile.
• Delivering a product in the form of a search report that recommends a top group of candidates and provides the City with detailed information about their backgrounds and experience.
• Conduct final background and verifications, including references, on the top candidate. • Assist in negotiations of offer of employment.
• Close out the search and notify all candidates not selected.

Ralph Andersen & Associates has an outstanding reputation for being thorough and professional in the approach it takes in recruitment. Each candidate’s match with the position is based on the individual’s own set of professional experiences, management style, education and credentials, and overall fit with the organization and executive leadership.

Search Work Plan
This section describes the usual steps in the search for a new City Manager for the City of Monterey.

This recruitment will be under the direction of Mr. Fred Wilson, Project Director/Search Consultant.

Task 1 – Review Project Management Approach
The Project Director, Mr. Wilson, will begin work on this project within 10 days (or sooner) after the City provides a contract or, alternatively, an official notice to proceed. The first task will include established individual and/or group meetings with the City Council, Human Resources, or key City staff, as appropriate, to finalize the recruiting and selection process (preference to be done using Zoom Video Technologies application). This will include discussion of the project management for this search, review of the work plan, confirmation of timing, and communication methods. Working ATTACHMENT 3
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collaboratively with the City Council, Human Resources, and key City staff, this task will result in a more definitive timetable.

As part of our overall approach to this project, the Project Director will deliver regular updates (typically done orally) throughout each stage of the search. In addition, Mr. Wilson will be highly accessible and responsive to client requests and inquiries.

Task 2 – Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the profile includes the collection of technical information and recruitment criteria.

Technical Information
Mr. Wilson will conduct video meetings with the City Council, Human Resources, key staff members, and others as directed by the City to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the Project Director gain an understanding of the work environment and the issues facing the City of Monterey. In-person meetings can be arranged with sufficient advance notice.

Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the City of Monterey.

Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in an information brochure prepared by Ralph Andersen & Associates. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search.

Optional Service (Community Survey) – The City Council may desire obtaining input from the Community on the qualities they would like to see in the new City Manager. To facilitate Community input, the Project Director can conduct an on-line survey. Additionally, our process can allow for email comments to Ralph Andersen & Associates relative to the desired qualities of the next City Manager. See Cost Section for more details on pricing.

Task 3 – Outreach and Recruiting
This task is among the most important of the entire search. It is the focus of the activities of the Project Director and includes specific outreach and recruiting activities briefly described below.

Outreach
An accelerated outreach and advertising campaign will be developed. It will include the placement of ads in publications such as Western City Magazine, International City/County Management Association (ICMA), and other professional publications. Specific Internet sites related to government will be used as a method of extending the specific outreach in a short period of time.

Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed on Ralph Andersen & Associates’ website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an ongoing basis.

Candidate Identification
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort.

In making these contacts, the Project Director will target those individuals who meet the ATTACHMENT 3
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criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent an information brochure. Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered.

Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged, and candidates will be advised of the general timing of the search process. The following tasks involve the actual selection process, once all resumes have been received.

Task 4 – Candidate Evaluation
This task will be conducted following the application closing date. It includes the following specific activities:

Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience, and size and complexity of the candidate’s current organization as compared to the candidate profile.

Preliminary Research and Internet Review
The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate’s public profile and related information that is available on the internet.

Preliminary Interviews via Video Technology
The Project Director will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research and Internet review processes.

The interviews are extensive and designed to gain additional information about the candidates’ experience, management style, and “fit” with the recruitment criteria. Interviews will be conducted using video technology.

The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately four (4) to six (6) individuals. Those individuals will be reviewed with the City prior to proceeding with the individual interviews.

Task 5 – Search Report
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be supplied to the City for any phase of this search engagement. Mr. Wilson will prepare detailed information for review including resumes uploaded to a file sharing system (i.e., OneDrive or ShareFile). Mr. Wilson will conduct a video conference call or in-person meeting with the City Council or other designated representative to review the search report on the top candidates. The report divides all of the candidates into four groups including 1) the top group of candidates that are recommended to be interviewed via video by the City Council; 2) a backup group to the first group; 3) no further consideration group; and 4) lacks minimum qualifications. The search report will include candidate resumes and cover letters. The results of preliminary media research will be included. This meeting will result in a confirmed group of top candidates for the City to further consider.

Important to note, we typically do not conduct references on all of the finalist candidates. The more standard process is to do a partial background on the top 2-3 candidates with various verifications, internet search, and limited references (outside of current employer). References for current employers are often not released by candidates until the final stage of the search process when they are assured of being the candidate of choice. Verifications such as credit check, DMV Report, and civil/criminal are typically conducted once a contingent offer is made to the selected candidate unless ATTACHMENT 3
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the finalist candidate(s) gives explicit approval and sign a release to proceed. Education checks are conducted before the slate of candidates interviews with the City Council.

The results of the Search Report will be a confirmed group of finalist candidates that the City Council will interview.

Task 6 – Selection
The final selection process will vary depending upon the desires of the City Council. The typical services provided by Ralph Andersen & Associates in the selection process are described briefly below:
• Mr. Wilson will coordinate the selection process for the finalist group of candidates. This includes handling logistical matters with candidates and with the City. • Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing program such as OneDrive or ShareFile) that includes the resume, cover letter, and preliminary media research for each candidate. In addition, this electronic information will contain suggested questions and areas for discussion based upon the recruitment criteria. Electronic copies of the interview booklet will be provided in advance of the candidate interviews. No hard copies of material will be provided. Should the City desire hard copies, it will be the responsibility of the City to produce and distribute all hard copy materials needed.
• Mr. Wilson will facilitate the Interviews to assist the City through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Additionally, verifications will be made on the top two candidates and will include education verifications, Department of Motor Vehicle check, and credit check. Due to legislation, criminal checks (“Ban the Box”) are only permissible when a contingent offer of employment is made. The results of these verifications will be discussed with the City at the appropriate time.
• Reference checks will be conducted on the top candidate. The results of these reference checks will be discussed with the City Council at the appropriate time during a closed session.
• As needed, the Project Director is available to provide assistance to the City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision.

Task 7 – Negotiation
The Project Director is available to assist the City Council in negotiating a compensation package with the selected candidate. This includes recommendations on setting compensation levels.

Additionally, if desired by the City Council, Ralph Andersen & Associates will coordinate with the City Attorney to prepare a draft employment agreement and work with the City Council on the finalization of this document. As required by the Brown Act, the employment agreement for the new City Manager will be required to be approved and voted on in a public meeting at a regularly scheduled City Council meeting.

Task 8 – Close Out
After the City has reached agreement with the individual selected for the position, the Project Director will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone.

ATTACHMENT 3
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Project Timing
We anticipate a timeframe of approximately 90 - 120 days (or less) from the execution of the agreement between the City and Ralph Andersen & Associates to when the finalists are presented for an interview. Negotiation with the top candidate will take an additional week after finalist interviews.

A brief overview of the recruitment schedule is presented below (schedule does not include transition time by Selected Candidate to join the City).

Task Estimated Week
of Completion
Task 1 – Review Project Management Approach Week One
Task 2 – Develop Position Profile and Recruitment Brochure Week One – Week Two Task 3 – Outreach and Recruiting Week Two – Seven
Task 4 – Candidate Evaluation
Ongoing Throughout Process
(typically more focused during Week
Six and Week Seven)
Task 5 – Search Report Week Eight – Week Nine
Task 6 – Selection Week Nine - Week Ten
Task 7 – Negotiation Week Ten – Week Eleven
Task 8 – Close Out Week Twelve
ATTACHMENT 3
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Project Cost
The recruitment effort for a new City Manager for the City of Monterey will be a comprehensive search process with a focus in California and the Western Region. The review of resumes and qualifications will be conducted on all candidates that submit giving the City the ability to select from a broad field of qualified candidates. The professional services fee to perform this search will be a fixed fee of $33,000 for recruitment services and all related expenses. *Note – Expenses included in this fixed fee include such items as advertising, consultant interaction (anticipated to be done primarily through videoconferencing except for finalist interviews), clerical, graphic design, research, and long-distance telephone charges. On top candidates, Internet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check, wants and warrants, civil and criminal litigation search, and credit check will be conducted on the top two candidates. Detailed reference checks will be conducted on the top candidate.

Invoicing for Services – Ralph Andersen & Associates will bill the fixed fee to the City in four installments as follows:
• Following kick-off and finalization of recruitment brochure - $9,900 • After the closing date - $9,900
• After finalist interviews - $9,900
• Upon placement - $3,300
Progress payments will be due upon receipt.

Brochure – A full-color electronic brochure will be developed for the recruitment of the city manager.

All pictures will be the responsibility of the City. The City will also be responsible for ensuring that there are no copyright restrictions on the photographs supplied to Ralph Andersen & Associates and that the City will agree to pay any and all related charges or fines if a copyright violation is incurred either during the search itself or subsequently.

Optional Service (Community Survey) – Should the City choose to conduct a Community Survey with summarized results this would be conducted for an additional $3,800.

Exception – Any candidate travel is the full responsibility of the City.

Guarantee
Ralph Andersen & Associates offers the industry-standard guarantee on our full search services. If the City Manager resigns or is dismissed for cause within a one-year period after appointment, we will conduct another search free of all professional services charges. The City of Monterey would be expected to reimburse all expenses incurred.

If a placement is not made in the first outreach effort, the Consultant will conduct a second outreach effort with no charge for Professional Services. The City of Monterey would be expected to pay for all incurred expenses.

ATTACHMENT 3
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C I T Y M A N A G E R

R E C R U I T M E N T S E R V I C E S

PROPOSAL
ATTACHMENT 4
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TABLE OF

CONTENTS
WWW.WBCPINC.COM

SUBJECT PAGE

COVER LETTER

BACKGROUND/QUALIFICATIONS

GUARANTEE

ORGANIZATIONAL CHART

WBCP KEY STAFF

RECRUITMENT STRATEGY / PHASES

SCOPE OF WORK

RECRUITMENT TIMELINE

REFERENCES

MARKETING MATERIAL EXAMPLES

COST SHEET/TIMELINE POLICY
OTHER
I.

II.

III.

IV.

VI.

VII.

VIII.

IX.

XI.

XII.

Confidential
1 - 2
3 - 8
9 9
10 - 11
12 - 13
14 15
16 16
17 18
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 37, Packet Page 86 I. COVER LETTER...............................................................................................

WWW.WBCPINC.COM PAGE 1 Confidential
AUGUST 22, 2025
Gina Russo
Assistant Human Resources Director
735 Pacific Street, Suite B
Monterey, CA 93940
RE: City of Monterey - City Manager Recruiting Services It is our pleasure to submit this proposal for recruitment services to secure your ideal candidate to serve as the City Manager of the City of Monterey. WBCP has worked on many City Manager recruitments, and we look forward to the opportunity to partner with your organization on this critical position! We trust our proposal will showcase our client-focused recruitment process and will act as a testament that we are passionate about what we do to make our clients happy.

WBCP, Inc. was selected, through a national request for proposal process, as the single-awarded vendor for executive recruitment services through a national competitive process conducted by the National Association of Counties (NACo) under the Public Promise Procurement (PPP) program. This cooperative purchasing agreement, with San Diego County serving as the Lead Public Agency (LPA), allows public sector organizations across the U.S. to satisfy competitive procurement requirements and contract directly with WBCP—without the delays or added costs of a traditional RFP process. The PPP/LPA partnership ensures that organizations can engage WBCP quickly, compliantly, and with confidence in the value and quality of service delivered. Learn more here: https://wbcpinc.com/naco.

It has been proven that great employees are looking for great employers, not just a paycheck. WBCP provides a broader perspective to recruitment services – going beyond securing the ideal candidate – we brand your organization as an employer of choice. We use eye-catching marketing materials, innovative search practices, and responsive and respectful communications with your applicants and stakeholders. Additionally, we guarantee this placement for 12 months, and we provide a fair and equal recruitment process that also focuses on attracting ethnic and gender-diverse applicant pools.

WBCP is talented at working with you to identify the strengths, challenges, and opportunities of this job, the ideal candidate, and your community and organizational culture. WBCP will work with your stakeholders to design a recruitment strategy that will include a customized engagement process. We will have a series of meetings, discussions, stakeholder interviews, and survey(s) to get to know you, the organization, the community, the culture, and the staff whom the future City Manager will lead.

My team and I have extensive knowledge of the California candidate marketplace and strong relationships with many clients in your region, including Monterey One Water, County of Monterey, County of Santa Cruz, the County of San Benito, the County of Fresno, and the City of San Jose. WBCP also has deep experience within the Monterey region, having partnered with both the County of Monterey and Monterey One Water on numerous recruitments over the years. This local experience gives us a nuanced understanding of the area’s landscape, stakeholder expectations, and community values. In addition, WBCP has a proven record of success recruiting City Managers across California, positioning us to deliver a highly effective and tailored search for the City of Monterey. With our regional connections and statewide expertise, we are confident in our ability to attract and secure the right leader for this critical role.

We have exceptional experience successfully recruiting for similar positions, with several recruitments including, but not limited to:

City Manager, City of Santa Monica, CA
City Manager, City of Parlier, CA
City Manager, City of Pasadena, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Ventura, CA
City Manager, City of Port Hueneme, CA
City Manager, City of Oxnard, CA
To see a full list of our clients and successful recruitments, visit: https://tinyurl.com/8vjkk7w3 We have over two decades of experience in public sector executive search services and have provided direct search services through WBCP since 2004. WBCP’s executive recruiters are all highly personable and have unique backgrounds that make them well-equipped to take on your recruitments, as you will read their biographies in this proposal. WBCP now has offices in California, Oregon, Washington, Texas, and North Carolina.

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 38, Packet Page 87 WWW.WBCPINC.COM PAGE 2
Recruiting top talent has become the number-one topic among administrators. New and innovative recruitment strategies are critical to identifying and securing candidates with a deep understanding of how to assess and meet community needs and address future challenges. WBCP understands the complexity of community leadership, and we are prepared to provide a thorough, complete, and fair recruitment process to provide a diverse applicant pool. Upon our 2024 year-end review, we found that over the last three years 63% of our placed candidates came from diverse backgrounds. In fact, we are often selected and told that we bring a larger, more qualified and diverse groups of candidates than they have ever received from past professional recruiters.

Our clients have great things to say about the quality of the service we provide and the amazing candidates we find them, In fact, many of our clients are return customers. Please feel comfortable reaching out to these organizations to get their feedback directly.

Lastly, we love what we do, and we are passionate about finding exceptional candidates who are also passionate about serving others. WBCP’s staff are driven and desire to exceed client expectations. I appreciate your consideration in retaining our services and hope to have an opportunity to work with you in the future.

Best Regards,
Wendi Brown | Founder/President, WBCP, INC.
[email protected] | 541-664-0376
www.wbcpinc.com
63%
of WBCP candidates
placed in positions
come from a diverse
background
Clients also choose our firm over others because of our ability to work with your support staff and stakeholder group D IVERS I TY (including boards, appointed/elected officials, and engaged constituents), manage all details of a recruitment process, and secure great candidates. Our dedication and commitment to the client are complemented by our deep understanding and ability to effectively navigate challenging political climates.

I. COVER LETTER...............................................................................................

Confidential
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 39, Packet Page 88 WWW.WBCPINC.COM PAGE 3
II. BACKGROUND & QUALIFICATIONS.......................................................

Confidential
WBCP is a 100% women-owned
business, an S Corporation, not part of
a parent company, and is a registered
small business through the US Small
Business Administration (SBA). WBCP
is registered to do business in all states
we serve, and files and pays California
S Corporation and personal income
tax to the State of California.

WOMEN OWNED
WBCP, Inc. has been in business since
2004, and serves nonprofit and public
sector organizations. WBCP offers a
variety of services, including: partial
and full service search services for
individual contributor, supervisor,
management and executive
management positions; human
resources consulting: organizational
development, training, classification
and compensation studies, analysis
and assessments, etc.

BUSINESS HISTORY
Principal: Wendi Brown, President/CEO
Company Legal Name: WBCP, Inc. (W. Brown Creative Partners) Tax ID: 81-5454037
Website: www.wbcpinc.com
Phone: 866-929-WBCP (9227) / 541-664-0376
Address:

Oregon (3 offices including WBCP, Inc. Headquarters): 213 E Main St., Rogue River, OR, 97537; City of Grants Pass and City of Tigard
California (5 offices): San Jose, Gilroy, Roseville, Los Angeles and Santa Barbara Washington: City of Seattle
Texas: City of Dallas
ATTACHMENT 4
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II. BACKGROUND QUALIFICATIONS...........................................................

Confidential WBCP has over 20 years of experience providing search services for public sector and non-profit organizations. We have successfully secured professionals and provided other consulting services in California, Arizona, Colorado, Idaho, Nevada, New York, Oregon, Texas, Utah, and Washington.

Cities of: Anaheim (CA), Arcata (CA), Ashland (OR), Astoria (CA), Atwater (CA), Berkeley (CA), Boulder City (NV), Calistoga (CA), Central Point (OR), Ceres (CA), Chandler (AZ), Colfax (CA), Corte Madera (CA), Culver City (CA), Davis (CA), Dunsmuir (CA), Duvall (WA), Fort Worth (TX), Fremont (CA), Fresno (CA), Garibaldi (OR), Gold Hill (OR), Grants Pass (OR), Hemet (CA), Hubbard (OR), Independence (OR), Irvine (CA), Laguna Beach (CA), Larkspur (CA), Lincoln (CA), Livermore (CA), Livingston (CA), Long Beach (CA), Medford (OR), Milpitas (CA), Napa (CA), Novato (CA), Oakland (CA), Orinda (CA), Oxnard (CA), Palo Alto (CA), Park City (UT), Pasadena (CA), Petaluma (CA), Phoenix (AZ), Phoenix (OR), Pismo Beach (CA), Port Hueneme (CA), Portola Valley (CA), Redding (CA), Riverside (CA), Rochester (NY), Rocklin (CA), Rogue River (OR), Roseville (CA), Sacramento (CA), San Francisco (CA), San Rafael (CA), Santa Maria (CA), Santa Monica (CA), Santa Paula (CA), Santa Rosa (CA), Solvang (CA), Sonoma (CA), South Pasadena (CA), Sutter Creek (CA), Talent (OR), Truckee (CA), Ventura (CA), Vernon (CA), Victorville (CA), West Hollywood (CA), Windsor (CA).

Counties of: Alameda (CA), Colusa (CA), Contra Costa (CA), Del Norte (CA), El Paso (CO), Fresno (CA), Humboldt (CA), Jackson (OR), King (WA), Lake (CA), Lane (OR), Los Angeles (CA), Marin (CA), Mariposa (CA), Mendocino (CA), Merced (CA), Mono (CA), Napa (CA), Nevada (CA), Orange (CA), Placer (CA), Riverside (CA), Sacramento (CA), San Benito (CA), San Bernardino (CA), San Diego (CA), San Francisco (CA), San Joaquin (CA), San Luis Obispo (CA), San Mateo (CA), Santa Barbara (CA), Santa Clara (CA), Santa Cruz (CA), Shasta (CA), Solano (CA), Sonoma (CA), Stanislaus (CA), Tehama (CA), Tuolumne (CA), Yolo (CA), Yuba (CA).

Local and National Councils, Boards, and Districts: Bear Valley Community Services District, Boulder Creek Fire Protection District, California Prison Industry Authority (CALPIA), Cosumnes Community Services District, Hass Avocado Board (HAB), Jackson County Fire District 5, Los Angeles County Employees Retirement Association (LACERA), Mendocino County Air Quality Management District, Metropolitan Transportation Commission (MTC), Modesto Irrigation District, Monterey One Water, Nevada Irrigation District, Newark Chamber of Commerce, North American Blueberry Council/U.S. Highbush Blueberry Council (NABC/USHBC), Oakland Housing Authority, Olivehurst Public Utility District, Orange County Employees Retirement System (OCERS), Placer County Transportation Planning Agency (PCTPA), Port of Long Beach (CA), Rogue Valley Sewer Services, Sacramento Area Flood Control Agency (SAFCA), Sacramento Area Sewer District, Sacramento Employment & Training Agency (SETA), Sacramento Public Library Authority, Sacramento Suburban Water District, San Benito Council of Governments, San Benito County Water District, San Joaquin County Employees’ Retirement Association (SJCERA), San Joaquin Tributaries Authority, San Rafael Sanitation District (SRSD), San Ramon Valley Fire Protection District, Sonoma County Library, South Coast Air Quality Management District, Tri-City Mental Health Authority (TCMHA), Truckee-Donner Public Utility District (TDPUD), Tuolumne Utilities District, Valley Water, West Basin Municipal Water District.

Nonprofit and Joint Powers Authorities (JPAs): California Corrections, California Municipal Utilities Association (CMUA), Center Point, Central California Legal Services (CCLS), Community Food Bank, Community Works, Dogs for Better Lives/Dogs for the Deaf, Downtown Streets Team, East Bay Regional Communications Systems Authority, First 5 (Alameda County, California Association, Fresno, Santa Barbara County, San Mateo), Futures Without Violence (Family Violence Protect Fund), Gold Coast Health, Greater Richmond Interfaith Program (GRIP), LA Public Media, Latino Public Broadcasting, Los Angeles Unified School District (LAUSD), Northern Valley Catholic Social Service (NVCSS), Options Recovery, Radio Bilingüe, Sacramento County Superior Court, Sacramento Public Library Authority (SPLA), Santa Barbara Superior Court, Santa Cruz County Animal Services Authority, Teton County Joint Housing Authority (TCJHA), Transitions-Mental Health Association, Valley Consortium for Medical Education (VCME), Water Forum, West Angeles Church of God in Christ.

Private Organizations: CDS Publications, Central California Truck and Trailer, Morton & Pitalo, NAVA, SWEED, Tekmanagement, Touchstone Accounting.

Consulting services (classification and compensation services, competency modeling, job description development, job family development, job analysis): City of Fremont (CA), City of Medford (OR), City of Santa Maria (CA), City of Santa Paula (CA), County of Humboldt (CA), County of Mariposa (CA), County of Santa Barbara (CA), and County of San Luis Obispo (CA).

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 41, Packet Page 90 WWW.WBCPINC.COM/JOB-BOARD PAGE 5 Confidential
II. BACKGROUND & QUALIFICATIONS.......................................................

BELOW IS A LIST OF SIMILAR RECRUITMENTS WBCP HAS MANAGED:

I N D U S T R I E S
Organizational Leadership
Economic Development
Facilities & Operations
Financial, Administrative
Services, Accounting, Auditing
Health & Human Services,
Housing, Unhoused
HR, Risk, Labor/Employee
Relations
Information Technology
Legal, Counsel, Clerk
Library
Marketing, Communications, PR
Parks & Rec, Community
Services, Arts
Planning, Environmental,
Community Development,
Building, Transit
Public Safety
Public Works, Transportation,
Engineering

ORGANIZATIONAL LEADERSHIP
City Manager, City of Atwater, CA
City Manager, City of Boulder City, NV
City Manager, City of Ceres, CA
City Manager, City of Colfax, CA
City Manager, City of Dunsmuir, CA
City Manager, City of Garibaldi, OR
City Manager, City of Gold Hill, OR
City Manager, City of Independence, OR
City Manager, City of Oxnard, CA
City Manager, City of Pasadena, CA
City Manager, City of Parlier, CA (active)
City Manager, City of Petaluma, CA
City Manager, City of Phoenix, OR
City Manager, City of Port Hueneme, CA
City Manager, City of Santa Maria, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Santa Monica, CA (active)
City Manager, City of Sonoma, CA
City Manager, City of Talent, OR
City Manager, City of Tillamook, OR (active)
City Manager, City of Ventura, CA
City Administrator, City of Duvall, WA
City Administrator, City of Hubbard, OR
City Administrator, City of Rogue River, OR
Town Manager, Town of Truckee, CA
Town Manager, Town of Windsor, CA
Town Manager, Town of Portola Valley, CA (active)
Assistant City Manager (Municipal Services), City of Sacramento, CA Assistant City Manager (Public Safety), City of Sacramento, CA Deputy City Manager, City of Long Beach, CA
Chief Executive Officer, CalPIA (California Prison Authority), CA Chief Executive Officer, Downtown Streets Team, CA
Chief Executive Officer, Newark Chamber of Commerce, CA Chief Executive Officer, San Joaquin County Employees’ Retirement Association (SJCERA), CA Chief Executive Officer, San Joaquin Tributaries Authority, CA County Executive Officer, County of Shasta, CA
County Administrative Officer, San Benito County, CA
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 42, Packet Page 91 WWW.WBCPINC.COM/JOB-BOARD PAGE 6 Confidential
II. BACKGROUND & QUALIFICATIONS.......................................................

Check out our full list of
recruitments here:
https://tinyurl.com/8vjkk7w3

ORGANIZATIONAL LEADERSHIP (CON'T)
ACAO - Assistant County Administrator, County of San Joaquin, CA ACAO/HR Director, County of Mariposa, CA
ACEO - Assistant County Administrative Officer, County of Santa Barbara, CA ACEO - Assistant County Executive Officer, County of Napa, CA General Manager, Bear Valley Community Services District, CA General Manager, Los Angeles Public Media, CA
General Manager, Olivehurst Public Utility District, CA General Manager, Radio Bilingüe, CA
General Manager, San Benito County Water District, CA
General Manager, Santa Cruz County Animal Services Authority, CA General Manager, Tuolumne Utilities District, CA
Chief Operating Officer, Futures Without Violence, CA
Chief Operating Officer, WBCP Inc., OR
Chief Operating Officer - IT and Administrative Services, Valley Water, CA Chief Operating Officer - Water Utility Enterprise, Valley Water, CA Chief Operating Officer/Executive Director, Valley Consortium of Medical Education, CA Assistant General Manager Water Operations, Modesto Irrigation District, CA Executive Director, California Municipal Utilities Association (CMUA), CA Executive Director, First 5 Association of California, CA Executive Director, Water Forum, CA
Executive Director, San Benito Council of Governments, CA Executive Director, Placer County Transportation Planning Agency, CA Executive Director, Teton County Joint Housing Authority, ID Executive Director, Arts Commission, County of Santa Barbara, CA Executive Director, Latino Public Broadcasting, CA
Executive Director, Northern Valley Catholic Social Service, Redding, CA Executive Director, Greater Richmond Interfaith Program, CA Executive Director, Options Recovery Services, CA
Executive Director, Sacramento Employment and Training Agency (SETA), CA Executive Director, Pacific Gateway Workforce Innovation Network (PGWIN), City of Long Beach, CA Executive Director, Tri-City Mental Health Authority, CA Executive Director, First 5 Fresno, CA
Executive Director, First 5 Santa Barbara County, CA
Executive Director - Police Accountability Board, City of Rochester, NY Executive Director, San Joaquin Tributaries Authority, CA Assistant Executive Director, First 5 San Mateo, CA
Chief Animal Control Officer, City of Sacramento, CA
Chief Deputy Director, ISD, County of Los Angeles, CA
Vice President/Business Development Director, WBCP Inc., OR Executive Vice President, Center Point, CA
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 43, Packet Page 92 WWW.WBCPINC.COM/JOB-BOARD PAGE 7 Confidential
II. BACKGROUND & QUALIFICATIONS.......................................................

RECRUITING WITH DIVERSITY IN MIND
Since partnering with the country’s largest network of diversity job boards, we have seen a 21% increase in diverse applicants and a 13% increase in diverse candidates placed in positions with our clients. This demonstrates WBCP's dedication to expanding outreach and removing barriers to apply, ensuring access to a highly qualified and diverse applicant pool.

WBCP understands the complexities of
meeting the needs of a diverse community,
and we provide a thorough, complete, and
fair recruitment process.

Streamline and Satisfy the RFP Process
to receive recruiting on demand. Reach
out to WBCP today for more information.

When you post a job with WBCP, it is automatically shared across 600 diversity job boards, maximizing reach and ensuring access to a wide and inclusive pool of talent. We also utilize the largest diversity database with over 160 million resumes and 15,000 community based organization contacts to expand our search.

LinkedIn:

As LinkedIn recruiters, we have access to
over 1 Billion profiles, allowing us to
evaluate candidates' backgrounds,
education, experience, licensure, and more.

AI:

WBCP also leverages AI tools to gather
additional information to effectively reach
future applicants and candidates contact
information for emails and phone numbers.
600 Diversity Job Boards:

Scan to learn more!
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 44, Packet Page 93

WHY CHOOSE WBCP
Proven Expertise:

Over 20 Years in Business and 100+ Years
of Experience: With over a century of
combined experience, our recruitment
professionals excel in public service sectors,
including cities, counties, utilities, special
districts, joint powers authorities, and nonprofits. Our proven track record ensures expertise tailored to your needs.
100% Success Rate: In 2024, we achieved a
100% success rate, successfully filling every
position we managed including partial and
full scope services from engineering,
planning, finance, health and human services,
legal, legislative, hard-to-fill civil service
positions, and many more! We deliver results
no matter what the challenge.

Employer Recognition: WBCP has been
recognized as Oregon’s TOP 100 EMPLOYERS.

HR Teams Trust Us: We simplify the recruitment
process, managing every detail so HR teams can
focus on other priorities. From sourcing
candidates to scheduling interviews and
providing updates, our seamless approach saves
time, reduces stress, and ensures results.

Strategic Marketing and Advertising: Our
marketing team designs targeted campaigns
using diverse, cost-effective channels powered
by AI. These campaigns maximize reach while
staying within budget and include:

Diverse Applicant Pools: Access to over 600
diversity-focused job boards, 15,000
diversity affiliations, and 120 million resumes
ensures diversity is integral to our process.

LinkedIn Recruiter Expertise: With access to
230 million U.S. profiles, we connect you with
top-tier talent.

AI-Driven Talent Acquisition: Advanced AI
strategies enhance efficiency and uncover
new candidate engagement opportunities.

Trusted Partners and Culture Cultivators: We
go beyond finding candidates by building trust
with your team and stakeholders. Our tailored
strategies align top talent with your
organizational culture, ensuring a collaborative
and thoughtful recruitment process.

Recruiting with Competencies: Ensures a fair,
measurable, and effective hiring process. This
strategic approach helps identify the client’s
needs and then assesses candidates on the
critical skills and behaviors for success.

Benefits:

Fairness: Focuses on role-specific
competencies.

Measurability: Provides objective evaluation
criteria.

Better Matches: Aligns talent with
organizational and cultural needs.

Equitable: Reduces bias with standardized
assessments.

Recruiting with competencies delivers highquality, measurable solutions that ensure the best candidates for your team’s success and
cultural alignment.

Timely and effective background and
Reference Checks: WBCP partners with a
trusted third party for thorough background
checks and relies on a 30-year public safety
veteran, retired as a police chief, and an expert in
employee investigations, to conduct expert
reference verifications. This ensures accuracy,
professionalism, and confidence in every hiring
decision.

Guaranteed Satisfaction: We stand behind our
work with a 12-24 month guarantee. If the initial
placement doesn’t work out, we will conduct a
replacement search at no additional consulting
fee, ensuring lasting value for your investment.

WWW.WBCPINC.COM/JOB-BOARD PAGE 8
II. BACKGROUND & QUALIFICATIONS.......................................................

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 45, Packet Page 94 WWW.WBCPINC.COM PAGE 9 Confidential
III. GUARANTEE..................................................................................................

IV. ORGANIZATIONAL CHART......................................................................

WBCP Inc. provides either a placement guarantee, or a replacement guarantee as determined by the recruitment outcome and defined below:

Successful Placement Guarantee: We guarantee a successful placement and will provide continued consulting services for one additional recruitment at no extra consulting fee. The client will be responsible for any direct expenses.

OR
Replacement Guarantee: If a candidate selected and appointed by the client leaves their position for any reason before completing 12 months of service, WBCP will provide consulting services at no additional cost to secure a replacement. The client will be responsible for any direct expenses. This guarantee applies to one replacement within one year of the candidate’s departure.

WENDI BROWN
President/Sr. Recruiter

MANAGEMENT/RECRUITERS ADMINISTRATIVE PROFESSIONALS EXECUTIVE

LEADERSHIP
TERI MAUSNISICH
Sr. Executive
Recruiter

LEAH MURPHY
Project Manager

THERESA COLLINS
Project Manager

JOSETTE

REINA-LUKEN
Executive
Recruiter

WENDI BROWN
President/Sr. Recruiter
MAGGIE

ALEXANDRE
Executive Search
Associate

MANAGEMENT/RECRUITERS STEPHANIE
LAWSON
Recruitment
Manager

ADMINISTRATIVE PROFESSIONALS EXECUTIVE

LEADERSHIP
TERI MAUSNISICH
Sr. Executive
Recruiter
LAUREN
GERSON
Executive
Recruiter
LEVI

KUHLMAN
Executive
Recruiter

RYAN BROWN
IT Technician II
DD

GRISSOM
Talent Acquisition
Manager
KARLEE

BECKSTEAD
Marketing &
Communications
Manager

SOFIA QURAISHI
Talent Acquisition
Specialist

JAMI GILMAN
Marketing Assistant

MADDY SCHWARZ
Marketing & Events
Coordinator

AIMEE KUHLMAN
Operations Assistant

LEAH MURPHY
Project Manager

ANGELA EDWARDS
Talent Acquisition
Specialist

JOSETTE

REINA-LUKEN
Executive
Recruiter

KATIE GARROTTO
Recruitment Assistant

LANE NOLAN HEATHER JACK
Project Manager Director of Finance &
Operations

ALEX LE
Copywriter

JAYCE HERBOLD
Recruitment Assistant

BILL LANDIS
Public Safety
Investigator

CHRISTY

WURSTER
Sr. Facilitator

ALAN ROSEN
Executive Recruiter/
Sr. Facilitator

BERNIE LICATA
Organizational
Development Consultant

RIVKAH SASS
Retired Library
Director/Sr. Facilitator

WILLIAM

RACOWSCHI
Fire/Public Safety
MIKE
LUKEN
Sr. Facilitator
CREATIVE PARTNERS / SENIOR ADVISORS WBCP is a 100% woman-owned business. Staff and consultants are a diverse mix of gender/ethnicity Age ranges from 24 - 70+

WBCP STATISTICS BRUCE GRIFFITHS
Organizational Development/
IO Psychologist

STEVE BROWN
National Account
Manager

SHANI PEARCE
Project Manager
SCOTT

BECKSTEAD, JD
Sr. Advisor

ANNA BROWN
Talent Acquisition
Specialist

KELLY ALLEN
Recruitment Assistant

EMILY THOMASON
Marketing Assistant
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 46, Packet Page 95 WWW.WBCPINC.COM PAGE 10 Confidential
V. WBCP KEY STAFF........................................................................................

I am the President of WBCP, with over 20 years of experience in marketing and advertising and combine this with my background in recruiting to successfully place hard-to-fill, management, and executive positions. My team and I are passionate about helping organizations improve their recruitment services, place great talent, conduct department assessments, redesign antiquated processes, revise job descriptions, conduct salary and benchmark studies, and more. I have worked in various industries – advertising and public relations, national real estate franchisor, global manufacturing – and I have worked with nonprofit and public sector organizations since 1999. Formerly, I was an internal Human Resources Consultant for the County of Orange, California, providing countywide communications, human resources, executive search, and recruiter training services to the Assistant Chief Executive Office/Human Resources Director and, at that time, 25 decentralized departments, with 17,000 employees, serving a community of 300,000. I have a Bachelor’s of Science in Business Administration with an emphasis in Marketing from Colorado Technical University; have earned several certificates in Project Management, Global Business, Marketing, and Human Resources; and working toward a Master’s in Management at Southern Oregon University

WENDI BROWN
Lead Consultant/
Sr. Executive
Recruiter

TERRI MAUS-NISICH
Sr. Executive Recruiter
Terri Maus-Nisich holds a pivotal role as one of our Senior Executive Recruiters, leveraging her extensive background as a distinguished leader in local government. With a local
government career spanning over 40 years, Terri's journey includes transformative roles within the County of Santa Barbara, where she ascended from Parks Director to Assistant County Executive Officer, overseeing vital municipal and health/human service departments. Her remarkable impact encompasses
leadership in Homeless Services, Communications, and
Emergency Management, driving community engagement,
disaster recovery, and support for vulnerable populations. Before her tenure in Santa Barbara, Terri spent 15 years with the City of Santa Clarita in roles ranging from analyst to Deputy City Manager. Throughout her remarkable career, Terri prioritized strategic planning, organizational development, and innovative problem-solving, garnering numerous awards. She holds a Bachelor’s Degree from UC Santa Barbara, a Masters of Public Administration from Cal State Northridge, and a graduate certificate from Harvard University’s JFK School of Government.

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 47, Packet Page 96 WWW.WBCPINC.COM PAGE 11 Confidential
V. WBCP KEY STAFF........................................................................................

LAUREN GERSON
Executive Recruiter
Lauren Gerson is a seasoned Executive Recruiter at WBCP, where she draws on over 15 years of experience in career services, customer relations, and operations.

Her recruiting expertise extends across various industries, with notable success in health and human services, utilities, and finance. Lauren has helped organizations across multiple states fill hard-to-hire positions at every level, from individual contributors to executives. Lauren’s diverse professional journey began in operations and events management, where she honed her expertise in human resources, business management, and regulatory compliance. She later transitioned to career services, and prior to joining WBCP, worked with a career coaching company helping job-seekers better leverage their skills and overcome barriers to employment. Lauren holds a Bachelor's degree in Philosophy from Whittier College. She brings a unique perspective to her role, and is committed to making a positive impact both professionally and personally. With her unwavering dedication and client-centric focus, Lauren continues to drive success and excellence in executive recruitment at WBCP.

Levi Kuhlman is an Executive Recruiter at WBCP, and an experienced professional with a multifaceted career spanning across executive recruitment, real estate, and entrepreneurship. He has worked extensively with local municipalities, special districts, and not-for-profit organizations across the Western region, with a focus in California, Oregon, and Idaho. Levi has conducted many successful recruitments in various industries including planning, rent stabilization and housing, engineering, finance, city management, transportation and transit, community development, building and safety, public safety, risk management, and information technology.

Levi serves as a skilled and diplomatic liaison, earning a reputation for his personalized approach to recruiting. Before joining the ranks of WBCP, he advocated on behalf of tenants, landlord, and clients. With a diverse skill set and a commitment to excellence, Levi continues to make significant contributions to WBCP, his clients, and broadening the professional community one recruitment at a time.

LEVI KUHLMAN
Executive Recruiter
JOSETTE REINALUKEN
Executive Recruiter
Josette, an Executive Recruiter at WBCP, specializes in government finance and the water industry with nearly 30 years of experience. Her career began in IT, managing software implementations and leading training and sales teams. After earning her MBA, she transitioned to municipal agencies, holding various management positions, including Administrative Manager and Financial Manager. With expertise in budgeting, strategic planning, and organizational development, Josette has made significant contributions to the agencies she's served. She holds a Bachelor’s Degree in Political Science/Public Administration from the University of South Florida, an MBA from the University of Phoenix, and certificates in Human Resources from the California State University and Leadership from the University of Davis.

REVIEW OTHER EMPLOYEES & CONSULTANT
PARTNERS ON OUR WEBSITE:

WWW.WBCPINC.COM/WBCP-TEAM
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 48, Packet Page 97 WWW.WBCPINC.COM PAGE 12
VI. RECRUITMENT STRATEGY / PHASES....................................................

Confidential
WBCP knows how to customize your search strategy to meet your unique recruitment needs. We customize your recruitment based on the specific needs, target audience, and challenges for each recruitment; however, below is a baseline approach for most recruitments.

We require the Client and/or Search Committee, and other stakeholders identified by the Client, be involved in the initial and final phases of this recruitment. These are critical phases to ensure we obtain a clear sense of the priorities and the successful hire of the right candidate. WBCP will meet with various stakeholders as warranted by the Client and the level of the position in the organization. These meetings will allow us an opportunity to gather information and gain knowledge about the organization, community, and unique aspects of the recruitment to design the ideal candidate professional profile, advertising materials, and strategic approach

F E E D B A C K O U T C O M E / T I M E L I N E D E V E L O P M E N T Following the Client/stakeholder meetings, we will develop a detailed timeline for the recruitment along with a proposed advertising plan for approval.

Immediately following the client feedback activities, we will draft the competencies for the recruitment and advertising material/recruitment brochure for the Client’s review.

This information will summarize what was learned from Client-related interviews and will be used to advertise the opening.

M A R K E T I N G S T R A T E G Y & I M P L E M E N T A T I O N WBCP will execute a customized marketing/ad plan once the job announcement is created. An ad plan could include the following (based on assumptions), and will be customized based on information gathered in Phase I:

We will provide weekly updates on the progress of this search unless the client prefers more or less frequent communications. We tailor our communications in accordance with our Client’s needs.

PHASE I PHASE II

C L I E N T & S T A K E H O L D E R M E E T I N G S

C R E A T I V E D E V E L O P M E N T

C O M M U N I C A T I O N W I T H C L I E N T
WBCP utilizes digital advertising to obtain diverse applicant pools, leveraging local and national job boards, associations, and social media. In partnership with a diversity platform, our postings reach up to 600 local employment and diversity websites, connecting across 15,000+ community organizations and niche sites, tapping into a job bank of 2 million resumes. Upon our 2024 year-end review, we found that over the last three years 63% of our placed candidates came from diverse backgrounds.

D I G I T A L A D V E R T I S I N G W I T H D I V E R S I T Y I N M I N D

E M A I L & D I R E C T M A I L A D V E R T I S I N G
In addition to tapping into WBCP's existing pool of potential applicants, we have the capability to access various professional lists. We actively seek out additional lists through associations, contacts, and other strategic channels.

S O U R C I N G / H E A D H U N T I N G
WBCP employs a proactive approach by reaching out to targeted individuals and cultivating new connections through referrals from reputable sources. As a LinkedIn recruiter, we harness the power of over 350 million profiles to identify and engage with ideal candidates. Additionally, WBCP utilizes cutting-edge AI tools for precise Boolean searches, enabling us to uncover niche candidates effectively.

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 49, Packet Page 98 WWW.WBCPINC.COM PAGE 13
VI. RECRUITMENT STRATEGY / PHASES....................................................

WBCP will review resumes as they are received and/or at the close of the recruitment. Those candidates determined to be the most highly qualified will be selected for a screening interview.

S C R E E N I N G I N T E R V I E W S / R E P O R T T O C L I E N T WBCP does not restrict the number of applicants or candidates to be screened. Rather, we interview candidates who meet our ideal candidate criteria; frequently this group amounts to 20 candidates, or on average 20% of the applicant pool. Following the completion of the phone screen interviews, we will develop a report/recommended shortlist of candidates, which includes: resumes, cover letters, and a one-page profile summary of candidates' professional history, including a brief overview of WBCP’s assessment and the results of their phone screen. We will meet with the selection committee/Client to review this report and select candidates for interviews. In this meeting, we will review the recruitment plan and discuss the final stages of the selection process.

WBCP will take responsibility for communicating with the applicants/candidates during each phase of the search process and Client should refer any inquiries from potential or existing applicants directly to WBCP.

S E L E C T I O N P R O C E S S
WBCP will design and administer an appropriate final selection process based on the needs of the Client (tailored to the need and recruitment). WBCP will facilitate the invitation and coordination of these meetings/interviews and provide additional assessment tools/recommendations such as interview questions, writing and presentation exercises, problem solving scenarios, etc.

PHASE III PHASE IV

R E S U M E A S S E S S M E N T

C O M M U N I C A T I O N W I T H C A N D I D A T E S
Following the interviews and the Client’s top candidate(s) selection, we will assist the Client with facilitating a thorough background and reference check.

A typical approach includes a review of federal, state, and local criminal background checks and academic verification by a licensed background agency. Reference checks are conducted over the phone by a senior consultant and a final report is provided to the Client. References are completed on candidate(s) being considered after initial/panel interviews.

C O M M U N I C A T I O N W I T H C L I E N T
Once the client reviews and is comfortable with the
findings in the background and reference report, we are available to assist with negotiations on compensation, benefits, start date, and other transition details.

N E G O T I A T I O N S
Confidential
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 50, Packet Page 99 WWW.WBCPINC.COM PAGE 14
Facilitate initial kick-off meeting with Client and other meetings that may include Executive Leadership, staff, community, and other stakeholders to assist with identifying the ideal candidate profile.

Assist Client hiring authority/stakeholders in modifying the job description (as needed), and develop a recruitment announcement, marketing materials, and advertising plan for the recruitment.

Attend all other meetings and engagements as needed or identified by the Client.

Implement advertising plan including: publication, headhunting, direct mail, and other online and email marketing efforts.

Provide timely updates and progress reports to the client regarding search services; every two weeks or as Client identifies is needed.

Preliminary internet searches will be conducted on recommended candidates.

Coordinate interview panel(s) as needed, or coordinate this process with Client.

Receive and review applicants and screen those applicants to identify top candidates. Top screened paper applicants will be video/phone screened by recruiter to identify the key competencies (technical and interpersonal) to assist in identifying the top group of candidates who will be recommended at the Client/WBCP shortlist meeting.

Facilitate shortlist meeting with Client – review and select candidates who will be invited to interview.

Coordinate invitations to candidates.

Develop interview questions and other selection details to meet specific needs and identify key competencies of candidates.

Facilitate interviews with panel(s).

Background and reference checks will be conducted with candidates who are identified as final candidates after initial Client interviews have been conducted. Background checks will be conducted in accordance with local law and typically include the following: criminal (local, state, and federal), education, credit, social security. References will be conducted based on a 360-degree perspective and will include staff, peers, and superiors. Onsite background services are available at an additional fee (see fees for details) Facilitate offer and negotiations with selected candidate; as directed by Client.

VII. SCOPE OF WORK.......................................................................................

Confidential
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 51, Packet Page 100 WWW.WBCPINC.COM PAGE 15
VIII. RECRUITMENT TIMELINE.......................................................................

BELOW IS A SAMPLE OF AN EXECUTIVE SEARCH TIMELINE THAT

WBCP WILL CUSTOMIZE FOR THIS RECRUITMENT
Week 1:

Secure services with search firm, WBCP, Inc.

WBCP can schedule a Kickoff meeting as soon as we are selected.

WBCP: review search parameters and recruiting processes with Client Interview with hiring authority and other stakeholders for competencies Identification of advertising venues and ideal candidate prospects Calls, meetings, or coordination with other stakeholders for information gathering Weeks 1 + 2:

Develop and approvals: recruitment process, deadlines, ad plan and strategy, recruitment timeline and brochure
Print coordination (if applicable)
Weeks 2 + 3:

OPEN RECRUITMENT AND AD PLAN: Implement marketing plan and direct mail (if applicable) Secure panel member calendars
Timeline may be extended if direct mail piece is included (i.e., print/postage) Finalize panel members and interview logistics and invitations to panel members Weeks 4, 5, + 6:

Receive applications –Collect and source applicants will continue until recruitment closes Weeks 7 + 8:

CLOSE RECRUITMENT AND ADVERTISING
Conduct initial phone screen to identify shortlist of candidates Preliminary check on shortlist candidates (Google search) Candidate profiles developed and short list recommendations to client Weeks 9 + 10:

MEETING - Client confirms selection of candidates to be advanced to panel interviews Finalize questions, presentation, in-basket (as determined) Coordinates invitations with selected top candidates (shortlist) Produce panel candidate interview packets
Weeks 10 + 11:

WBCP facilitates interview process – Interview process will be customized based on client and community needs:

Day 1: Panel Interviews Conducted; Day 2: 2nd Interviews with executive leaders; 3rd interviews may be scheduled as needed with Boards/Commissions, etc.; As needed schedule staff and/or community discussions/meetings Week 12:

WBCP conducts background and reference checks (backgrounds may be conducted by Client if current contract exists)
WBCP conducts full reference checks for candidate(s) selected for Board/Commission interviews; or when Client is interested in making an offer
NEGOTIATIONS / HIRE:

Hire date to accommodate possible candidate relocation
Client (WBCP available to assist in process) conducts offer and facilitates salary negotiations with preferred candidate
Confidential
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 52, Packet Page 101 WWW.WBCPINC.COM PAGE 16
IX. REFERENCES................................................................................................

X. MARKETING MATERIAL EXAMPLES...........................................................

Confidential
Click below to see our marketing samples for similar positions. To see all of our brochures, visit: wbcpinc.com/closed-jobs-private/ and use the password: wbcp202510*
2-City of Pasadena, California
Similar Positions Filled:

City Manager
Contact Information:

Tiffany Jacobs-Quinn, Human Resources Director - [email protected] | 626- 744-4126
4-City of Santa Rosa, California
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City Manager
Contact Information:

Maraskeshia Smith, City Manager - [email protected] | 513-256-1673 Chris Rogers, Mayor - [email protected] | 707-543-3017 1-City of Santa Monica, California
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City Manager
Contact Information:

Michael Arnoldus, Human Resources Manager - [email protected] | 310-458-8613 Dana Brown, Director of Human Resources - [email protected] 3-City of Tillamook, Oregon
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City Manager
Contact Information:

Aaron Burris, Mayor - [email protected] | 503-812-3257 City Manager, City of Santa Monica, CA
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City Manager, City of Colfax, CA
City Manager, City of Petaluma, CA
City Manager, City of Santa Rosa, CA
City Manager, City of Pasadena, CA
City Manager, City of Oxnard, CA
City Manager, City of Sonoma, CA
City Manager, City of Port Hueneme, CA
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 53, Packet Page 102 WWW.WBCPINC.COM PAGE 17
XI. COST SHEET/TIMELINE POLICY.............................................................

Description of Services/Deliverables: Inclusive Rate per Recruitment:

WBCP will not limit the number of hours we work on a recruitment, rather we charge a flat rate and will spend the time necessary to ensure we are successful. Consulting fees will be billed in thirds at the beginning (open for applications and advertising campaign launched), middle (shortlist selection), and end of the recruitment process (selection made and background/ references concluded).

S E R V I C E C O S T P E R R E C R U I T M E N T

CITY MANAGER
Description of Services/Deliverables: Inclusive Rate per Recruitment:

Up to $7,900
(direct expenses not-to-exceed)
$28,900
Consulting Services: Phases I-IV in the
proposal's recruitment strategy/phases section.

Confidential Expenses Include: Travel to client location (up to 2 trips); document shipping fees/delivery charges to facilitate virtual meetings, panel packet content; fees for background and reference checks; may include fee for one additional consultant to travel (and related expenses) and facilitate an additional panel for one day ($700/day); brochure/graphic design ($950); marketing and advertising which may include: print and postage (if applicable); online job boards; social media; sourcing; and may include flat fee pricing for: LinkedIn $395, InMails $300, Circa Diversity Job Boards $295, Zoom Info $299. These expenses will be billed based on what is expended and based on the needs of the client/recruitment.

To ensure the success and efficiency of our recruitment services, the following policies regarding cost and timelines are in place:

1.Timeline Development: Timelines provided to our clients are valid for 10 business days. If a timeline is not secured or confirmed within this period, it may no longer be available. In such cases, the timeline may be reassigned to another client, and a revised timeline will be provided.

2.Work Performed Out of Scope: To deliver optimal results, adherence to agreed-upon dates and times for critical recruitment milestones (e.g., shortlist meeting and interview dates) is required. Any changes to these timelines after the recruitment process has commenced may result in:
a.Forfeiture of the Recruitment Guarantee: Deviating from the agreed timeline will void the recruitment services guarantee.
b.Additional Charges: Adjustments to timelines will incur additional fees, billed at our standard hourly rate.

Timeline Policy
Upon request, WBCP can coordinate candidate travel and related expenses. Since this service falls outside of the standard scope of work, clients who choose this option should anticipate an estimated travel reimbursement of up to $1,500 per non-local candidate. This estimate typically covers lodging, primary transportation, and/or a stipend.

Additional Cost
While our standard pricing reflects the value and quality of our recruitment services, we recognize that each client’s needs are unique. As such, we are open to discussing pricing options and also offer flexible partial search services that can be tailored to meet your specific requirements.

Proposal Negotiations
ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 54, Packet Page 103 WWW.WBCPINC.COM PAGE 18Confidential
Confidentiality is paramount in the work we do. We ensure that the client and candidate information we receive, and conversations with our client (and certainly discussions in closed session) are kept confidential. There are several physical safeguards we have in place including: locked and alarmed office space, password, and encryption protected information on our computers and servers, multiple backup systems. As information is shared with our client, we discuss the importance of confidentiality and why it is important to the candidates they are considering but also brands the organization appropriately. We also ask candidates who are interviewed to keep candidate information confidential, as they may see or meet a candidate during the process. We emphasize that confidentiality is not just until the recruitment is completed, and a candidate is hired, confidentiality is in perpetuity. Leaked information is not a reputation that a client wants to receive, as this could deter future applicants from applying.

C O N F I D E N T I A L I T Y S A F E G U A R D S

I N S U R A N C E
WBCP and its sub-consultants have reviewed the contractual agreement and the Insurance Requirements. If selected, WBCP will execute said agreement and will provide the required insurance documents. WBCP will submit certificates of insurance as evidence of the required coverage limits. Insurance policies include: liability, errors and omissions, workers compensation, and vehicle insurance.

WBCP embraces cross-cultural diversity and we are committed to equitable treatment and elimination of discrimination in all its forms at all organizational levels and throughout all consulting practices, including search services. We strive to reach diverse groups of people to inform them of leadership opportunities. Upon our 2024 year-end review, we found that over the last three years, 70% of our applicants and 63% of our placed candidates came from diverse backgrounds. We will make extensive efforts to attract a qualified applicant pool that represents a broad range of gender and ethnically diverse individuals.

XII. OTHER...........................................................................................................

O R G A N I Z A T I O N A L D I V E R S I T Y S T A T E M E N T Wendi Brown, President
Client, Title Date
Date
AUGUST 22, 2025

F O R C E M A J E U R E
Client agrees that WBCP, Inc. is not responsible for any events or circumstances beyond its control (e.g., including but not limited to war, riots, embargoes, strikes, and/or Acts of God) that prevent WBCP, Inc. from meeting its obligations under this Agreement.

ATTACHMENT 4
Council Regular Meeting, 9/2/2025, Item No. 9., Item Page 55, Packet Page 104 Council
Agenda Report
№11/25
FROM: Nat Rojanasathira, Assistant City Manager
SUBJECT: Receive Presentation on the Use of Naloxone (NARCAN®) for Opioid and Fentanyl Overdoses (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 from Reb
Close, MD and Casey Grover, MD, from Montage
Health’s Prescribe Safe Program on the use of
Naloxone (NARCAN®) for opioid and fentanyl
overdoses.

VALUE DRIVERS:

POLICY IMPLICATIONS:

It is within the Council’s purview to receive presentations on community health topics.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

There is no cost to receiving this presentation.

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 Agenda Report Highlights
 Presentation by Drs. Reb Close and
Casey Grover from Montage
Health’s Prescribe Safe Program on
the use of Naloxone (NARCAN®)
for opioid and fentanyl overdoses
scheduled for September 2, 2025.
 Monterey supports Prescribe Safe,
a program that has significantly
reduced opioid-related deaths in
Monterey County since 2014.
 NARCAN® Now Boxes providing
free access to lifesaving overdose
reversal medicine were installed at
three key locations in Monterey in
April 2024.
 NARCAN® is a safe and effective
opiate antagonist that rapidly
reverses opioid overdoses without
affecting individuals without opioids
in their system.
 The initiative reflects Monterey’s
commitment to public health and
safety through collaboration,
awareness, and resource
distribution.

Date: 9/2/2025
Item No.: 12.

Council Regular Meeting, 9/2/2025, Item No. 12., Item Page 1, Packet Page 105 №11/25
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 Council could opt not to receive the presentation.

DISCUSSION:

On September 2, 2025, the City Council will receive a presentation from Reb Close, MD and Casey Grover, MD, from Montage Health’s Prescribe Safe Program on the use of Naloxone (NARCAN®) for opioid and fentanyl overdoses.

NARCAN®, an opiate antagonist, acts rapidly to reverse the effects of opioid overdose. It is a crucial intervention that can mean the difference between life and death in emergency situations. Importantly, NARCAN® has no effect on individuals who do not have opioids in their system, ensuring its safety and efficacy.

In April 2024, the City of Monterey began installing NARCAN® (Naloxone) Nasal Spray Now Boxes at key locations to provide free access to lifesaving opiate overdose reversal medicine.

The strategic placement of NARCAN® Now Boxes at three prominent locations in Monterey highlights the city's commitment to public health and safety:
 Monterey Transit Plaza
 Monterey Police Department at 351 Madison Street
 Monterey Outreach and Navigation Center at 401 Camino El Estero The City of Monterey is proud to support Prescribe Safe, a program led by Montage Health that has been working since 2014 to prevent and treat addiction. Through collaboration with over 65 local businesses and agencies, Prescribe Safe helped Monterey County achieve the secondlowest opioid-related death rate in California by 2018.

Today, the program continues its mission to save and improve lives by promoting safe prescribing practices, raising awareness, and providing resources to those affected by addiction.

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 Regular Meeting, 9/2/2025, Item No. 12., Item Page 2, Packet Page 106 Council
Agenda Report
№07/19
FROM: Hans Uslar, City Manager
Prepared by: Nat Rojanasathira, Assistant City Manager
SUBJECT: Select Strategies to Use to Reduce the City's $10 million Structural (Annual) Budget Deficit (Not a Project Under CEQA Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council select strategies to use to reduce the City’s $10 million structural (annual) budget deficit.

VALUE DRIVERS:

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

The City is faced with a $10 million structural deficit that started in FY 2025-26 that will continue to grow
unless the City increases ongoing revenue and/or
reduces ongoing expenditures. Direction from the City
Council is a first step towards identifying solutions to address this fiscal challenge.

There is no direct cost for the City to discuss deficit reduction strategies.

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 Agenda Report Highlights
 The City of Monterey faces a $10
million annual structural budget
deficit starting in FY 2025-26, driven
by rising costs outpacing revenue
growth.
 Potential solutions include
increasing revenue through new
taxes, fees, or property sales, and
reducing expenditures via program
cuts, partnerships, or operational
changes.
 Public engagement and long-term
planning, including potential ballot
measures, are planned for late 2025
and early 2026 to address the deficit
comprehensively.
 City Council members are tasked
with prioritizing deficit reduction
strategies, with results to be shared
at the September 2, 2025, meeting.
 Strategies must focus on ongoing
solutions, as one-time fixes will not
resolve the recurring shortfall.

Date: 9/2/2025
Item No.: 13.

Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 1, Packet Page 107 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 opt to not discuss deficit reduction strategies, but that is not recommended. Maintaining status quo (continuing $10 million budget shortfalls annually) is not an option, as the City must balance its budget in FY 2026-27 and future years.

DISCUSSION:

Rising Costs and the City’s $10 million Structural Deficit The current fiscal year’s budget (FY 2025-26) is the single largest budget in the City of Monterey’s 175-year history, projecting a General Fund total of $110,205,573 (4% above the FY 2024-25 Adopted Budget). The City’s expense growth is outpacing the City’s revenue generation. For FY 2025-26, the City is projecting a total of $120,663,607 in expenses for the General Fund (11% above the FY 2024-25 Adopted Budget). Although we were able to balance the budget for the current fiscal year, the City’s projected expenditures, or the cost of providing services, outpaced our projected revenues by a projected $10 million.

This year’s City Manager’s Budget Message0F0F
1 explained:
“This is a result of the City’s rising costs, some of which can be controlled by the City, yet many of which are outside the City’s control. For any municipal organization, salary and benefits are one of the largest drivers of costs and the City’s budget is no exception.

Costs continue to rise for health insurance and other benefits provided to employees, and this is the case in the private sector as well.”
Concrete examples of increased costs include City’s liability and property insurance premiums by $3.2 million since FY 2019-20 (a 375% jump) and costs for salary, health and insurance benefits for employees, which is typical for any municipal organization and the private sector as well. Revenues are not increasing substantially to cover the cost of expenditures.

Solving the Structural Deficit
This $10M structural deficit cannot be solved with one-time solutions; it is by definition a structural deficit because it requires ongoing solutions. A one-time $10M fix only delays the problem - we’ll face another $10M+ shortfall each subsequent year.

Our only options as a City government to reduce the deficit are to:
a) increase ongoing revenue, and/or
b) reduce ongoing expenditures
Collectively, the combined revenue increases and/or expenditure reductions must add up to $10 million annually in order to balance the budget.
1 City Manager’s Budget Message within the Online Budget Book can be found at monterey.gov/budget Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 2, Packet Page 108 Deficit Reduction Strategies
Staff have developed a wide range of deficit reductions strategies for the City Council and the community to consider. These strategies were shared with the City Council at its Special Meeting on August 27, 2025. These types of strategies are placed into three categories:

1. Direct impacts on the General Fund

2. Indirectly relieves General Fund obligations

3. One-time or other revenue supporting the General Fund Direct impact strategies:
 Reappropriate some or all NCIP Funds to General Fund
 Potential New Taxes
o Sales Tax Increase of 0.375%
o Admissions Tax
o Vacancy Tax (under legal challenge)
o Parking Tax
o Streaming Tax (on appeal pending legality determination) o Update Real Property Transfer Tax
 Changing the Way We Do Business
o First Responder Fee Program
o Pause or Eliminate Programs
o Optimize Veterans Park Campground
o Changing Government Access Providers
o Reduce Property Maintenance Costs (Through the Sale of City Property) o Discontinue Mills Act Approvals
o Partnerships & Contracts for Service
o Payments in Lieu of Taxes (PILOTs)
 Use Existing Attrition to Gain Salary Savings
 Reduce Maintenance Costs (Through Sale of Underutilized Property) Indirect relief of General Fund. Strategies that would not directly reduce the $10M structural deficit, but help reduce the General Fund’s reliance to support other funds include:
 Central Public Safety Facility Bond Measure (reduce need for General Fund to cover financing or direct cost of facility)
 Renew of Measure P/S (reduce need for General Fund to cover cost of projects)  Renew Measure G
 Update Stormwater Fees
 Implement Parking Fee Strategy (strategy could be combined with merging Parking Fund and General Fund)
 Adjust Rent on the Aquarium Lease (revenues would support Tidelands Fund) One-time or other revenue:
 Defund Non-Priority NCIP Projects (one-time revenue)
 Sell Underutilized Property (revenue from one-time sale of property)  Charter Amendment for Visitor Accommodation Facilities (Economic Development effort) Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 3, Packet Page 109 Prioritizing Strategies: Index Card Exercise
On August 27, City staff walked through an exercise that City Councilmembers and the public can use at home to carefully review each deficit reduction strategy and prioritize what strategies make the most sense for them. The attached document, which outlines each of the potential strategies in detail, can be cut into 5”x7” sheets of paper or placed on index cards.

Councilmembers were provided these cards at the August meeting.

Staff recommended that councilmembers review each budget deficit strategy card and sort them into three piles. First, a "yes" pile of strategies they support - these should total at least $10 million (values are in the upper right corner). Consider including cards with "$0" or "N/A" values, like Measure P/S renewal, as they significantly help the budget by reducing future General Fund needs. Second, a "maybe" pile for strategies they may be open to considering, and third, a "no" pile for strategies they oppose.

Feedback During August 27 Special Meeting
The August 27th meeting was focused on hearing a summary of each potential strategy and asking questions of staff. Members of the public also offered additional deficit reduction ideas, including:
 Increasing Transient Occupancy Tax (TOT) rate.

Staff note: The current rate is 12%. Increasing the rate would bring in an additional $2.945 million per 1% increase. For example, increasing the TOT rate to 14% would generate $5.89 million annually.
 Economic growth in areas such as the North Fremont Business Corridor.

Staff note: The Draft Economic Development Strategy shared with Council in March 2025 includes specific strategies to enhance retail and business districts, including façade improvements, funding for infrastructure revitalization and maintenance, Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 4, Packet Page 110 placemaking investments, Enhanced Infrastructure Financing Districts (EIFDs) and more, through collaboration with business associations and business districts.  Additional Transient Occupancy Tax (TOT) revenues by allowing Short-Term Rentals (STRs).

Staff note: STRs have been prohibited in Monterey because it reduces the availability of long-term rental stock. The potential revenue of allowing STRs would depend on the number and location of STRs.
 Increasing parking revenues specifically in the Cannery Row area, on the Wharf, and in parking garages, particularly in tourism areas, while continuing to provide discounts for residents.

Staff note: The Parking Strategy (Card #26) outlines strategies focused on extending downtown parking garage hours and adding paid on-street parking in key locations.

Increasing parking rates in tourism areas could be considered, however need approval from the California Coastal Commission.
 If any City properties are sold, they should be prioritized to be sold to entities that will generate future revenue through TOT or sales tax.

Staff note: This could be considered as part of Sell Underutilized City Property (Card #23)
 Limiting retiree health benefits to the minimum required by law.

Staff note: The City does not offer retiree health benefits to employees.

Additional comments and feedback on have been received by the public via email and can be found at monterey.gov/submittedcomments.

Next Steps
At its meeting on September 2, 2025, members of the City Council will individually share the results of their exercise, and which deficit reduction strategies are in their “yes” and “maybe” piles. Based on consensus reached at this meeting, staff will conduct further public and community engagement on budget reduction strategies the City Council may be interested in, which include fees, tax measures, and other efforts.

Given the short runway available to implement some of the strategies presented, it is advised that the City Council identify solutions that have consensus and can begin to be implemented soon. Solutions that do not have a consensus support from Council or fall under the “maybe” pile of cards, can be further vetted and discussed with the community in the months ahead. The goal will be to identify $10 million in deficit reduction strategies to implement in the short-term as well as the long-term.

Staff recommends the following next steps:
• September 2025: Begin engagement with an opinion research and strategy firm to identify viability for ballot measure(s)
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 5, Packet Page 111 • October 2025: Consider additional public engagement, such as formation of a Citizens’ Blue Ribbon Committee on the Structural Deficit, which would be subject to the Brown Act, to develop recommendations to present to Council by November 18 • Late 2025 – Early 2026: Finalize long-term strategies including ballot measure(s) for the June 2026 and November 2026 elections.

Attachment: Budget Deficit Reduction Strategies (formatted to be cut into index cards) 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:
monterey.gov/submittedcomments
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 6, Packet Page 112 As the City of Monterey looks to the FY 2026-27 budget and beyond, the City is faced with a structural deficit of more than $10 million. A “structural deficit” is a budget shortfall that is expected to continue or grow on an annual basis. Stated differently: we are spending more than we earn. This year's $10m fix only delays the problem - we’ll face another shortfall of $10m or more in each subsequent year.

Staff has taken a holistic look at solutions that directly address the $10m structural deficit as well as strategies that reduce future burden on the General Fund, such as revenue streams for Tidelands and Parking funds and renewal of Measure P/S.

These index cards, developed in August 2025 and sorted from high to low, outline potential strategies for Council and community consideration. Green cards address the ongoing deficit (must total at least $10m+), yellow cards support the budget otherwise.

Please sort the cards into three piles: yes (you like the solution), maybe (you aren’t sure), or no (you don’t like it). City Council will share their individual results and discuss these options at its meeting on September 2, 2025. Feel free to add your own budget reduction ideas! Structural Deficit Reduction Strategies
Overview
Card #01

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 7, Packet Page 113 Title describes the reduction strategy out of $10M needed.

Value identifies the dollar value by which the strategy addresses the $10M structural deficit. Some strategies may not show a value but still support the City’s budget goals.

Frequency describes how often the revenue would be
generated (ongoing, one-time, annual, etc.)
Timeframe describes how soon the strategy could provide revenue (immediate, short-term, mid-term, long-term)
Feasibility. Higher feasibility means that it may be easier to implement due to complexity, support, and other factors.

Approval required describes how the strategy is achieved.

Structural Deficit Reduction Strategies
How to Read Each Card
VALUE
$831,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Immediate
(Now)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #02

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 8, Packet Page 114

A NOTE ON BALLOT INITIATIVES
Some structural deficit reduction strategies would require voter approval. Voters typically resist multiple tax measures on one ballot, so you may want to limit tax initiatives in your green pile. The City already must hold an election in November 2026, at a cost estimated at $98,508 to $131,344 based on current voter counts.

The City can add an election in June for an additional $98,508 to $131,344.

Upcoming elections include:
• June 2, 2026 Consolidated Statewide Primary Election (at additional cost) Council must submit ballot measure to County Elections by Mar. 6, 2026 • November 3, 2026 Consolidated General Election (already scheduled) Council must submit ballot measure to County Elections by Aug. 7, 2026 Ballot measures require Council supermajority approval. City staff would work with experienced research firms to optimize ballot placement and timing.

Structural Deficit Reduction Strategies
Information on Ballot Initiatives
Card #03

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 9, Packet Page 115 Strategies that Directly Address
the $10m Deficit (Green Cards)
• 05 - Reappropriate NCIP [up to $6m]
• 06 - Position Attrition [up to $3.1m]
• 07 - First Responder Fee [$700k]
• 08 - Pause Programs [up to $360k]
• 09 - Vets Park Campground [$125k]
• 10 - Access Providers [$118k]
• 11 - Property Maintenance [$150k]
• 12 - Mills Act Contract [$50k]
• 13 - Additional Sales Tax [$4.5m]
• 14 - Admissions Tax [$3.9m]
• 15 - Vacancy Tax [$2m]
• 16 - Parking Tax [$450k]
• 17 - Streaming Tax [$440k]
• 18 - Property Transfer Tax [$228k]
• 19 - Partnerships/Contracts [TBD]
• 20 - PILOTs [TBD]
Structural Deficit Reduction Strategies
List of Deficit Reduction Strategies
(Ordered by Card Number)
Strategies that Indirectly Address
the $10m Deficit (Yellow Cards)
• 21 - Public Safety Bond [up to $100m]
• 22 - Measure P/S [$12m]
• 23 - Sell Properties [up to $10m]
• 24 - Measure G [$6m]
• 25 - Stormwater Fees [$1.2m]
• 26 - Parking Strategy [$627k]
• 27 - Aquarium Lease [$500k-$1m]
Strategies that Indirectly Address
the $10m Deficit Through OneTime Efforts (Yellow Cards) • 28 - Defund NCIP Projects [TBD]
• 29 - VAF Amendment [TBD]
Card #04

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 10, Packet Page 116

DIRECT STRATEGY
In order to address the existing deficit, our City Charter allows the City Council, through supermajority vote, to allocate some or all NCIP funding (16% of Transient Occupancy Tax, or hotel tax) into the General Fund.

City Charter: "If the Council determines that there are insufficient funds available to provide for the ordinary and necessary services in any budget year, they may, by an
affirmative vote of four (4) members of the City Council, reduce the amount to be appropriated for Neighborhood and
Community Improvements.“
Other options include reallocating some or all NCIP funds, allocating NCIP funds to other projects, or implementing a City Charter Amendment change that changes the NCIP formula.

Direct Structural Deficit Reduction Strategy
Reappropriate NCIP Funds to General Fund

VALUE UP TO
$6,000,000
OUT OF $10M NEEDED

FREQUENCY
Annual

TIMEFRAME
Immediate
(Now)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #05

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 11, Packet Page 117

DIRECT STRATEGY
As of August 1, 2025, the City has 488 approved Full Time and Regular Part-Time positions. Positions, whether they are filled are vacant, are included in the budget each year. Of these, 488 positions, approximately 418 are filled, leaving
approximately 70 vacant. Reducing the number of budgeted positions by 15-20, at an average cost per employee of
$154,000 (including salary and benefits), would generate significant, sustainable savings. All departments could be affected in accordance with existing bargaining agreements.

This action would reduce the City’s expenditures while
preserving City services and protecting the livelihoods of existing employees. However, this action could impact service delivery and increase staff workload.

Direct Structural Deficit Reduction Strategy
Use Existing Attrition for Salary Savings

VALUE UP TO
$3,100,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Immediate
(Now)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #06

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 12, Packet Page 118

DIRECT STRATEGY
First Responder Fee Programs help cities recover some costs associated with emergency medical responses by billing
health and auto insurance companies for specific types of service calls. Without billing health insurance, residents pay for emergency services through both their taxes and their
insurance premiums. Revenue from this proposal could be transferred from the General Fund to be used for public safety equipment and vehicle replacement.

Costs may range from $400 per medical aid call to $700 for motor vehicle collisions with extrication. Waivers would be available for patients with financial hardship. Administrative costs are estimated to be $148,500 annually. Net revenue is estimated to be $600,000 to $800,000, annually.

Direct Structural Deficit Reduction Strategy
First Responder Fee Program
VALUE
$700,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Mid-Term
(7-12 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #07

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 13, Packet Page 119

DIRECT STRATEGY
The City offers a variety of programs and services to the community that are directly provided by the City at a premium cost. Some of these services or programs may be more
efficiently provided by outside organizations or nonprofits, or in partnership with nonprofits.

Examples of programs to pause or empower partners to
provide include:
• Rental Assistance Program ($274,285)
• Special Event Support Program ($50,000)
• First Night Monterey ($35,000)
• Partnerships with nonprofits for senior or youth programs • TBD
Direct Structural Deficit Reduction Strategy
Pause or Eliminate Programs

VALUE UP TO
$360,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Short-Term
(1-6 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #08

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 14, Packet Page 120

DIRECT STRATEGY
Veterans Park Campground, located in the forested hills of Monterey, features campsites on a first-come first-served basis. In FY 2024-25, the campground operations
generated $115,136 in net revenue ($420,487 in revenue and $305,351 in expenses). Campsite fees have been updated to maximize revenue generation. The base fee for campsites with one vehicle is $47 per day with additional fees for RV use.

There are additional opportunities for the Veterans Park Campground to generate more revenue, including accepting online reservations, expanding the number of campsites, utilizing campground hosts to reduce staff costs, and
maximizing revenue from the two group areas and picnic
areas.

Direct Structural Deficit Reduction Strategy
Optimize Veterans Park Campground
VALUE
$125,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Mid-Term
(7-12 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #09

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 15, Packet Page 121

DIRECT STRATEGY
Since 1998, the City of Monterey has contracted with Access Media Productions (AMP) to provide for Public, Educational, and Government (PEG) programming by recording and
producing the City’s council, board, commission, and town hall meetings on cable Channel 25 and streaming on YouTube.

The annual cost for the service was $256,233 in FY24-25, including $118,514 from Franchise Fees (General Fund) and $137,719 from PEG Fees (dedicated use). Beginning in April 2026, the City can contract this service to another third-party for a cost of $92,000 per year from PEG Fees, leaving
Franchise Fees revenues for other core City services.

Direct Structural Deficit Reduction Strategy
Change Government Access Providers
VALUE
$118,000
OUT OF $10M NEEDED

FREQUENCY
Annually

TIMEFRAME
Mid-Term
(7-12 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #10

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 16, Packet Page 122

DIRECT STRATEGY
The City currently maintains 99 buildings. Staff has identified approximately 7 underutilized properties that have $2,286,000 in urgent repair needs, and an ongoing annual operational maintenance and utility costs of $150,000. The sale of property where staff have offices would require the City to identify or lease other office space.

Direct Structural Deficit Reduction Strategy
Reduce Property Maintenance Costs
(Through the Sale of City Properties)
VALUE
$150,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #11

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 17, Packet Page 123

DIRECT STRATEGY
The City currently has 66 Mills Act properties, which receive significant property tax relief in exchange for property owners preserving and restoring these historic properties. The annual staffing costs are $22,258 and property tax loss is $160,375.

If the remaining properties that are eligible for Mills Act agreements (61 in total) entered into agreements, the City would see $259,200 in additional revenue loss annually.

Ending new Mills Act approvals would prevent further erosion of the City’s property tax base and could provide modest gains in revenue in the near term with growing gains in the longer term as existing contracts continue to roll off until the program is phased out entirely.

Direct Structural Deficit Reduction Strategy
Discontinue Mills Act Approvals
VALUE
$50,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Immediate
(Now)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #12

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 18, Packet Page 124

DIRECT STRATEGY
The City of Monterey can place another sales tax measure on the ballot, with voter approval, up to 0.375%. This maximum amount is due to the maximum combined rate that local taxes should not exceed, which is typically 2%.

A sales tax measure exceeding 0.375% would require
approval by the State legislature, and there is insufficient time to do so for elections in 2026. Our sales tax is paid 62% by non-residents.

A general sales tax used for general purposes requires a simple majority vote (50%+1). This could be placed on the June 2026 (fiscal emergency declaration required) or
November 2026 ballot.

Direct Structural Deficit Reduction Strategy
Sales Tax Increase of 0.375%
VALUE
$4,500,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters
Card #13

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 19, Packet Page 125

DIRECT STRATEGY
An admissions tax of 5% would enable the City to generate revenue based on ticketed events and attractions that take place within the city limits. Venues subject to an admissions tax include the Monterey Bay Aquarium, Monterey County
Fairgrounds, Golden State Theatre, Cinemark Theatres, and other ticketed events.

If Council chose to include the Monterey Bay Aquarium in this effort, based on their 2024 annual report, the revenue
generated for the City would be $3.3m.

All other sources would account for an estimated $600k in revenue for the City, bringing the combined total to an estimated $3,900,000 annually.

Direct Structural Deficit Reduction Strategy
Admissions Tax
VALUE
$3,900,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters
Card #14

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 20, Packet Page 126

DIRECT STRATEGY
This is a potential dual approach to impose a tax on vacant commercial properties and empty homes. Vacancy taxes are designed to address the growing problem of vacant residential properties. By taxing homes left unoccupied for extended periods, these policies aim to:
• Increase housing availability: Encouraging owners to
rent or sell empty homes.
• Combat speculation: Discouraging investors from
leaving properties vacant while waiting for values to rise. • Likely: These funds may be allocated to housing
programs and/or the City’s Rental Assistance Program.

A significant challenge is the identification of empty units (for example, defining empty as greater than 182 days).

Note: San Francisco’s Vacancy Tax is on appeal and pending a decision on the legality of the tax.

Direct Structural Deficit Reduction Strategy
Vacancy Tax
VALUE
$2,000,000
OUT OF $10M NEEDED

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters

FREQUENCY
Ongoing
Card #15

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 21, Packet Page 127

DIRECT STRATEGY
Some California municipalities have a voter-approved parking tax, which levies a tax on daily parking fees in privately-owned parking lots within the city limits. The City of Santa Cruz, for example, has a 10% parking tax rate that generates $694,105 annually. The City could consider a lower 5% parking tax rate and still generate significant revenue due to the more than 1,400 private parking spaces on privately managed parking lots in the City.

A parking tax in Monterey would likely be paid by a sheer majority (over 90%) of non-residents.

Direct Structural Deficit Reduction Strategy
Parking Tax
VALUE
$450,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters
Card #16

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 22, Packet Page 128

DIRECT STRATEGY
Since FY 2017-18, the City’s revenue from cable franchise fees has declined an average of 4% per year resulting in at least $300,000 in lost revenue over the past eight years. To offset these losses, more than 40 California cities (mostly charter cities) have started taxing streaming services, often passed as an extension of Utility Users Taxes (UUTs), and commonly at a rate of 5% to 7%.

According to a 2024 report, 90% of U.S. households with streaming capable-devices actively watch streaming content with an average of 3.9 streaming apps per household. The City has an estimated 10,800 households likely using streaming services.

Note: This tax is currently on appeal in the court system.

Direct Structural Deficit Reduction Strategy
Streaming Tax
VALUE
$440,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters
Card #17

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 23, Packet Page 129

DIRECT STRATEGY
Increase the real property transfer tax rate from $0.275 per $500 of property value to $0.55 per $500 of property value, bringing the total tax including the amount levied at the county level to $1.10 per $1,000 of property value. This would essentially double the City’s revenue from this tax. This tax is applied each time there is a transfer any real property interest.

Over the past five years, the City has received an average of $228,132 annually from this tax. Increasing the tax rate could generate an additional $228,000 in annual revenue by
increasing this from $0.275 to $0.55 per $500 of property value.

Direct Structural Deficit Reduction Strategy
Update Real Property Transfer Tax
VALUE
$228,000
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters
Card #18

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 24, Packet Page 130

DIRECT STRATEGY
Consistent with the fiscal strategy of "changing the way we do business," there may be other opportunities for some City services to be provided through partnerships with nonprofit organizations or contract for services to supplement and support staff efforts.

Models of these types of partnerships and contracts for services have proven to be successful fiscal strategies for cities throughout California and the United States.

For example, the City saved $239,046 in 2024/25 by using landscape contractors instead of City employees for small landscaping projects.

Direct Structural Deficit Reduction Strategy
Partnerships & Contracts for Services
VALUE
TBD
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Immediate
(Now)

FEASIBILITY
Low

APPROVAL

REQUIRED
Council +
Labor
Card #19

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 25, Packet Page 131

DIRECT STRATEGY
Nonprofit organizations, which often include large landowners in the community, including Montage Health, Monterey Bay Aquarium, Middlebury Institute of International Studies at Monterey, and Cal State Monterey Bay, are tax-exempt
organizations and as such do not pay property tax.

However, many of these organizations receive a considerable amount of police, fire, public works, and other services by the City at no cost. Payments in Lieu of Taxes (PILOTs) are payments made to compensate local governments for property tax revenue that would otherwise be lost due to tax exemption.

These agreements can be voluntary funding as a goodwill measure (donations to the City) or formal contractual
arrangements that specify service delivery levels to
institutions.

Direct Structural Deficit Reduction Strategy
Payments in Lieu of Taxes (PILOTs)
VALUE
TBD
OUT OF $10M NEEDED

FREQUENCY
Ongoing

TIMEFRAME
Mid-Term
(7-12 mos.)

FEASIBILITY
Low

APPROVAL

REQUIRED
Council +
Nonprofits
Card #20

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 26, Packet Page 132

INDIRECT STRATEGY
This strategy does not address the structural deficit but would address an unfunded need.

There are insufficient funds in the General Fund to cover the cost of a new Public Safety Building, which may cost between $90 million and $100 million.

Options include:
• Use a portion of NCIP funds for bond payments.
• Voter-approved General Obligation bond measure paid for through property tax. Future elections include the June 2, 2026 Statewide Primary and the November 3, 2026 General Election. Borrowing $50M for a 30-year General Obligation Bond could cost property owners $26 to $39 per $100,000 of assessed property value. With an average property value around $1.25m, property owners would be looking at an
average increase of $325 to $487.50.

Indirect Structural Deficit Reduction Strategy
Central Public Safety Bldg. Bond Measure

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters

INDIRECT VALUE
UP TO
$100m
Card #21

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 27, Packet Page 133

INDIRECT STRATEGY
This strategy does not reduce the structural deficit. However, revenues from Measure P/S for streets and sidewalks would reduce the need for General Fund to pay for these critical infrastructure needs in the future.

The renewal of Measure P/S, a 1% local district tax (sales and use tax) would continue generating between $11 million and $12 million per year “to address significant deferred
maintenance by fixing streets, sidewalks, and potholes; improve related access and safety for senior citizens, disabled residents, and others; and repair its 100-year-old storm drain system…” While this does not reduce the structural deficit, it would prevent it from increasing significantly. The renewal would require a simple majority vote, whereas any changes to the measure would require a 2/3rds voter approval.

Indirect Structural Deficit Reduction Strategy
Renew Measure P/S

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters

INDIRECT VALUE
$12m
Card #22

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 28, Packet Page 134

INDIRECT STRATEGY
This strategy would not reduce the structural deficit. However, funds from the sale of these buildings could support balancing the budget as they are sold (see “Reduce Property
Maintenance Costs” card).

Staff has identified approximately seven (7) underutilized properties with an estimated sale value totaling at least $10 million. The sale of property where staff have offices would require the City to identify or lease other office space.

This would provide one-time infusions of revenue as these properties are sold, so this cannot be relied on as an ongoing revenue source.

Indirect Structural Deficit Reduction Strategy
Sell Underutilized City Properties

INDIRECT VALUE
UP TO
$10m

FREQUENCY
As Able

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council
Card #23

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 29, Packet Page 135

INDIRECT STRATEGY
This strategy does not immediately address the structural deficit; however, Measure G provides a source of revenue for the General Fund which the City depends on from year-toyear.

In March 2020, 63% of Monterey voters approved Measure G, a .5% sales tax increase for a period of nine years. This tax measure has generated more than $5 million per year since 2022 and in FY 2025-26 is projected to generate more than $6.1 million. If left unattended, this tax initiative will end on June 30, 2029, causing the structural deficit to balloon.

Indirect Structural Deficit Reduction Strategy
Renew Measure G

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Medium

APPROVAL

REQUIRED
Council +
Voters

INDIRECT VALUE
$6m
Card #24

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 30, Packet Page 136

INDIRECT STRATEGY
While this strategy does not directly reduce the structural deficit, bringing Stormwater Fees to full cost recovery would ease the burden on the General Fund.

City collection of stormwater fees was discontinued temporarily beginning in FY 2024-25. The City will be able to begin collecting these fees again in FY 2026-27. While not collecting these fees, the General Fund has been used to subsidize the Stormwater Program.

Restarting the stormwater fee collection will give the City the ability to collect approximately $1.2m in dedicated stormwater revenue, easing that burden on the General Fund.

Indirect Structural Deficit Reduction Strategy
Update Stormwater Fees

FREQUENCY
Ongoing

TIMEFRAME
Long-Term
(12+ mos.)

FEASIBILITY
Low

APPROVAL

REQUIRED
Council +
Voters

INDIRECT VALUE
$1.2m
Card #25

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 31, Packet Page 137

INDIRECT STRATEGY
This strategy does not reduce the structural deficit. But, this would increase revenue in the Parking Fund which could be absorbed into the General Fund in the future.

The City could absorb parking revenues into the General Fund, while ensuring that sufficient dollars are maintained and reserved for parking facility maintenance and replacement.

In addition, the City could implement consultant
recommendations on updating parking fees, to collect greater revenue, including:
• Extending downtown parking garage hours
• Enforcing parking in private parking lots with permission, which encourages on-street parking
• Adding paid on-street parking in key strategic locations for revenue and to manage parking demand
Indirect Structural Deficit Reduction Strategy
Implement Parking Fee Strategy

FREQUENCY
Ongoing

TIMEFRAME
Short-Term
(1-6 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council

INDIRECT VALUE
$627,000
Card #26

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 32, Packet Page 138

INDIRECT STRATEGY
The Aquarium lease benefits the Tidelands Fund which
supports areas such as the marina, wharves, harbor facilities and other areas, reducing dependence on the General Fund.

As the cost of relocating structures due to sea level rise continues to increase, this could be a prudent step toward shoring up the Tidelands Fund for the future and limiting impact to the General Fund with all costs associated with climate change and sea level rise.

The Aquarium currently pays $1 in rent per year to the City.

The rent adjustment would involve appraisals and discussions between City and the Aquarium. Tidelands revenue could
increase by as much as $500,000 or $1 million.

Indirect Structural Deficit Reduction Strategy
Adjust Rent on the Aquarium Lease

FREQUENCY
Ongoing

TIMEFRAME
Mid-Term
(7-12 mos.)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council

INDIRECT VALUE
$500k - $1m
Card #27

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 33, Packet Page 139

INDIRECT STRATEGY
City Council has approved 105 Neighborhood and Community Improvement Program (NCIP) projects with a total budget around $22 million over the last three NCIP cycles. In the last three years, city staff have completed 37 of those projects. As of August 2025, there are 73 active NCIP projects with a budget of approximately $20 million. Another 73 projects were proposed this cycle. Consultation with NCIP required.

On average, City staff and consultants complete one project per month, while adding roughly 35 projects per year.

Defunding non-priority and NCIP projects could allow funding to be transferred back to the General Fund and serve as onetime cost savings to balance the budget. Staff can work with NCIP committee to propose a list of projects to defund.

Indirect Structural Deficit Reduction Strategy
Defund Non-Priority NCIP Projects

FREQUENCY
One Time

TIMEFRAME
Immediate
(Now)

FEASIBILITY
High

APPROVAL

REQUIRED
City Council

INDIRECT VALUE
TBD
Card #28

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 34, Packet Page 140

INDIRECT STRATEGY
Amending the City’s charter to provide for flexibility for visitorserving properties could yield long term financial benefits and support economic vitality. This was mentioned in the Draft Economic Development Strategy shared with Council in spring 2025.

As the City continues to see increased Visitor Accommodation Facility (VAF) competition from neighboring cities, loosening the current restrictions may attract more investment in the tourism and hospitality in areas outside of the existing VAF zones.

Changes to the VAF could also allow existing VAF zones to be utilized for housing or other needs, based on the priorities and market conditions.

Indirect Structural Deficit Reduction Strategy
Charter Amendment for VAF

FREQUENCY
Ongoing

TIMEFRAME
Long Term
(12+ mos.)

FEASIBILITY
Low

APPROVAL

REQUIRED
City Council

INDIRECT VALUE
TBD
Card #29

ATTACHMENT
Council Regular Meeting, 9/2/2025, Item No. 13., Item Page 35, Packet Page 141

Monterey City CouncilSeptember 2, 2025

Monterey City Council
September 2, 2025