Agenda packet — Monterey City Council, August 18, 2026 (part 2 of 2)

DEL MONTE SHOPPING CENTER

CONSTRUCTION DOCUMENTS
MONTEREY, CA 17461 Derian Ave. Suite 202 Irvine, CA 92614 p: 949.476.8888 f: 949.476.8854 Landscape Architects LANDSCAPE CONSTRUCTION DOCUMENTS - AA,MM,SL AA,MM L*.01 L*.02 L*.03 L*.04 L*.05 L*.06 L*.07 L*.08 L*.10 L*.11 L*.12 L*.13 L*.14 L*.09 L*.15 - 05/15/2026 CITY RESPONSE L13.01 PLANTING DETAILS AS SHOWN 25006CD L13.01 FINISH GRADE IN PLANTING AREA PLANT ROOTBALL BACKFILL PLANTING MIX PER PLANTING SPECIFICATIONS JET BACKFILL PLANTING MIX WITH WATER TO ELIMINATE VOIDS NATIVE SOIL COMPACTED BACKFILL PLANTING MIX PER PLANTING SPECIFICATIONS PLANT FERTILIZER TABS - QUANTITY PER MANUFACTURER'S SPECIFICATIONS. PLACE TABS IN PLANT CONTAINER PRIOR TO PLANTING FOR REVIEW BY LANDSCAPE ARCHITECT. DSHRUB PLANTING PIT ON GRADE 1 SCALE: 1-1/2" = 1'-0" 23 4 1765 1234567 A- SECTION INSTALL SHRUBS FOR HEDGE IN A STRAIGHT LINE AT THE SPACING CALLED FOR IN THE SHRUB LEGEND ON THE SHRUB PLANS SHRUB PLANTING PIT - REFER TO PLANTING SPECIFICATIONS FOR PLANTING PIT AND BACKFILL MIX. REFER TO SHRUB PLANTING DETAIL. FINISH GRADE IN PLANTING AREA DSHRUB HEDGE 1 SCALE: 1-1/2" = 1'-0" 132 123 A- ISOMETRIC VIEW NOTES: 1. LANDSCAPE CONTRACTOR SHALL CLIP SHRUBS INTO A CONTINUOUS FORMAL HEDGE: STRAIGHT LINES, CRISP CORNERS, FLAT TOP & SIDES. PREPARE A SAMPLE HEDGE 4' LONG FOR REVIEW & APPROVAL BY LANDSCAPE ARCHITECT. ALL HEDGES SHALL BE TRIMMED PRIOR TO COMPLETION OF LANDSCAPE CONSTRUCTION. 2. VERIFY FINAL DIMENSIONS WITH LANDSCAPE ARCHITECT PRIOR TO PREPARING SAMPLE - DIMENSIONS NOTED ARE APPROXIMATE: DIMENSION SCHEDULE 1 GAL. - 6"W X 9"H 5 GAL. - 12"W X 16"H 15 GAL. - 18"W X 30"H OF SHRUBS. REFER TO CROUND COVER LEGEND FOR SPACING TRIANGULAR SPACING. REFER TO SHRUB LEGEND FOR SPACING NOTE: ALL SHRUBS/GROUND COVER TO BE PLANTED AT EQUAL OF GROUND COVER. (HEADER, WALKWAY) EDGE OF PLANTING AREA SHRUB/G.C. SPACING DPSHRBSP 3/4"=1'-0" ADAJCENT FINISH GRADE - REFER TO CONSTRUCTION PLANS MASONRY WALL / WOOD FENCE / ARCHITECTURAL COLUMN VINE - REFER TO PLANTING PLANS 1" DIA EYE HOOK (PLATED, 'REDHEAD' OR EQUAL) REMOVE NURSERY STOCK FROM FRAME AND ATTACHED TO HOOK OR WIRE WITH 1" PLASTIC NURSERY TIE. COLOR TO BE GREEN. 9 GAUGE GALVANIZED WIRE - TIE FROM EYE HOOK TO EYE HOOK DSHRUB VINE 1 SCALE: 1-1/2" = 1'-0" 2 3 5 46 1 123456 A- ELEVATION DTREE STAKING HIGH WIND 1 SCALE: 1" = 1'-0" MAIN TRUNK INSTALL "TREESTRAPS" (NO. 1018) TO SUPPORT TREE TRUNK. TWO (2) AT 10' POLES. THREE (3) AT 15' POLE. (800) 360-3584 TIE BACK TO STAKE WITH 12 GAUAGE GALVANIZED ANNEALED WIRE. FASTEN TO THE STAKE WITH GALVANIZED SHINGLE NAIL AS REQUIRED. 2" DIA. ROUND GALVANIZED STEEL PIPE TREE STAKES WITH CAP. TWO 10' POLES & ONE 15' POLE PER TREE. INSTALL STAKES OUTSIDE ROOTBALL. SEE NOTE #4 BELOW FOR TREES IN POTS WITHIN PLANTER AREAS. FINISH GRADE IN PLANTING AREA. PLANTING BACKFILL MIX PER PLANTING SPECIFICATIONS. BERM SOIL TO FORM A WATERING BASIN. REMOVE BERM DURING FINAL GRADING OPERATION. TREE ROOTBALL PLANT FERTILIZER TABS, QUANTITY PER MANUFACTURERS SPECIFICATIONS. INSTALL "U" SHAPED DRAIN PIPE SYSTEM (WITHOUT AUGERED HOLE) AT ALL 24" BOX TREES. REFER TO TREE PLANTING PIT DETAIL 'G', SHEET L12.02 FOR ADDITIONAL INFORMATION. PRUNE TREE CANOPY (REMOVE 30% OF THE LEAVES) PRIOR TO THE START OF STORM SEASON NOTES: 1. STAKE TREE PERPENDICULAR TO PREVAILING WIND 2. PLACE PLANT TABS IN PLANT CONTAINER PRIOR TO PLANTING FOR REVIEW BY LANDSCAPE ARCHITECT 3. REMOVE NURSERY TREE STAKES 4. INSTALL STAKES OUTSIDE OF POT, INSIDE THE PLANTER. HIGH WIND PROTECTION FOR BROADLEAF EVERGREEN TREES TREE PLANTING/STAKING 5 GAL., 15 GAL. 24" BOX TREE (STANDARD, SINGLE TRUNK TREE FORM) 2 12345678 16354879 9 A- SECTION DTREE STAKING 1 SCALE: 1" = 1'-0" MAIN TRUNK INSTALL TWO (2) "TREESTRAPS" (NO. 1018) TO SUPPORT TREE TRUNK. (800) 360-3584 TIE BACK TO STAKE WITH 12 GAUAGE GALVANIZED ANNEALED WIRE. FASTEN TO THE STAKE WITH GALVANIZED SHINGLE NAIL AS REQUIRED. 2" DIA. ROUND TREATED LODGE POLE TREE STAKES. TWO 10' POLES PER TREE. INSTALL STAKES OUTSIDE ROOTBALL. SEE NOTE #4 BELOW FOR TREES IN POTS WITHIN PLANTER AREAS. FINISH GRADE IN PLANTING AREA. PLANTING BACKFILL MIX PER PLANTING SPECIFICATIONS. BERM SOIL TO FORM A WATERING BASIN. REMOVE BERM DURING FINAL GRADING OPERATION. TREE ROOTBALL PLANT FERTILIZER TABS, QUANTITY PER MANUFACTURERS SPECIFICATIONS. INSTALL "U" SHAPED DRAIN PIPE SYSTEM (WITHOUT AUGERED HOLE) AT ALL 24" BOX TREES. REFER TO TREE PLANTING PIT DETAIL 'A', SHEET L14.02 FOR ADDITIONAL INFORMATION. NOTES: 1. STAKE TREE PERPENDICULAR TO PREVAILING WIND 2. PLACE PLANT TABS IN PLANT CONTAINER PRIOR TO PLANTING FOR REVIEW BY LANDSCAPE ARCHITECT 3. REMOVE NURSERY TREE STAKES 4. INSTEAD OF TREATED LODGE POLE TREE STAKES, USE 2" DIA. ROUND STEEL STAKES. TWO 10' POLES PER TREE. INSTALL STAKES OUTSIDE OF POT, INSIDE THE PLANTER. 5 GAL., 15 GAL. 24" BOX TREE (STANDARD, SINGLE TRUNK TREE FORM) 2 12345678 1635487 A- SECTION DWEEDBARRIER 3" = 1'-0" 123 GRAVEL (4" THICK MINIMUM) WEED BARRIER FABRIC SEALTECH BLACK PREMIUM PRO OR APPROVED EQUAL COMPACTED SUBGRADE AS REQUIRED - REFER TO GEO-TECHNICAL SOILS REPORT 123 A- SECTION (3) 'TREESTRAP' TREE TIES (NO. 2024), INSTALL AT END OF WIRES AT POINT OF CONTACT WITH TREE TRUNK. (800) 360-3584. GUY WIRES - 12 GAUGE GALVANIZED, ANNEALED WIRE COVERED WITH REENFORCED GREEN RUBBER GARDEN HOSE. (3) GUY SETS SPACED 180 DEGREES AROUND TREE. FINISH GRADE IN PLANTING AREA. REDWOOD DEADMAN. (SEE DETAIL "B"). BERM TO FORM WATERING BASIN (TO BE REMOVED PRIOR TO END OF MAINTENANCE) BACKFILL MIX PER SPECIFICATIONS - REFER TO TREE PLANTING PIT DETAIL COMPACTED SUBGRADE TREE ROOTBALL GUY WIRE 4" X 4" X 18" REDWOOD DEADMAN 2" X 2" X 18" REDWOOD STAKES (2 PLACES) SCALE : 1" = 1'-0" 1 6 DTREE GUYING 1 (36" BOX AND LARGER) 234567891011 7491011 12853A- SECTION B- DEADMAN ENLARGEMENT (3) 'TREESTRAP' TREE TIES (NO. 2024), INSTALL AT END OF WIRES AT POINT OF CONTACT WITH TREE TRUNK. (800) 360-3584. GUY WIRES - 12 GAUGE GALVANIZED, ANNEALED WIRE COVERED WITH REENFORCED GREEN RUBBER GARDEN HOSE. (3) GUY SETS SPACED 180 DEGREES AROUND TREE. FINISH GRADE IN PLANTING AREA REDWOOD DEADMAN (SEE DETAIL "B") BERM TO FORM WATERING BASIN (TO BE REMOVED PRIOR TO END OF MAINTENANCE) BACKFILL MIX PER SPECIFICATIONS - REFER TO TREE PLANTING PIT DETAIL. COMPACTED SUBGRADE TREE ROOTBALL GUY WIRE 4" X 4" X 18" REDWOOD DEADMAN 2" X 2" X 18" REDWOOD STAKES (2 PLACES) SCALE : 1" = 1'-0" 6 DTREE GUYING MULTI-TRUNK 1 (36" BOX AND LARGER) 4 7 91011 1234567891011 12853A- SECTION B- DEADMAN ENLARGEMENT VINE PLANTING SCALE: 1-1/2" = 1'-0" D HEDGE PLANTING SCALE: 1" = 1'-0" C SHRUB PLANTING SPACING SCALE: 3/4" = 1'-0" B SHRUB PLANTING PIT ON GRADE SCALE: 1-1/2" = 1'-0" A SCALE: 1" = 1'-0" H G SCALE: 1" = 1'-0" F SCALE: 3" = 1'-0" E DETAIL TITLE SCALE: 1" = 1'-0" - DETAIL TITLE SCALE: 1" = 1'-0" - DETAIL TITLE SCALE: 1" = 1'-0" - SCALE: 1" = 1'-0" I HIGH WIND PROTECTION FOR BROADLEAF EVERGREEN TREES TREE STAKING - 5G, 15, 24" BOX - STANDARD SINGLE TRUNK TREE STAKING - 5G, 15, 24", 36", & 48" BOX - STANDARD SINGLE TRUNK WEED BARRIER TREE GUYING - 36" BOX AND LARGER - STANDARD SINGLE TRUNK TREE GUYING - 36" BOX AND LARGER - MULTI-TRUNK EXHIBIT A Council Regular Meeting, 8/18/2026, Item No. 10., Item Page 139, Packet Page 227 DTREPLNT-AUG HOLE-V 3/4"= 1'-0" (36" BOX & LARGER) FINISH GRADE IN PLANTING AREA TREE TRUNK TREE ROOTBALL BERM TO FORM WATERING BASIN ON TOP OF TREE ROOTBALL. REMOVE PRIOR TO END OF MAINTENANCE PERIOD. PREPARED BACKFILL PLANTING MIX PER PLANTING SPECIFICATIONS 4" DIA. PERFORATED PIPE VERTICAL ON 2 SIDES OF TREE ROOTBALL, WRAPPED WITH FILTER SOCK NATIVE SOIL 4" PERFORATED PIPE WRAPPED WITH FILTER FABRIC UNDER TREE ROOTBALL AND DOWN AUGERED HOLE 4" DIA. SOILD DRAIN PIPE TO CONNECT TO STORM DRAIN - REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES #3, SHEET L0.02 NOT REQUIRED IF PIT CONFORMS TO PERCOLATION REQUIREMENTS. 12" DIA. X 10' DEEP AUGERED HOLE UNDER TREE PLANTING PIT. FILL WITH COURSE GRAVEL AND EXTEND PERFORATED PIPE DOWN TO BOTTOM. (MAXIMUM 3 TREES CONNECTED TO ONE AUGERED HOLE) INSTALL FILTER FABRIC ON TOP OF AUGERED HOLE PLANT TREE IN ORDER THAT ROOTCROWN IS 6" ABOVE FINISH GRADE ADJACENT TO PLANTING PIT INSTALL ATRIUM GRATE (NDS 75) ON TOP OF VERTICAL PIPES (2 PLACES) FOR TREES IN PLANTING AREA. INSTALL FLAT GRATE (NDS 13) ON TOP OF VERTICAL PIPES (2 PLACES) FOR TREES IN TURF AREAS. SECURE GRATE TO VERTICAL PIPES WITH TWO WOOD SCREWS ON OPPOSITE SIDES - TYPICAL ALL VERTICAL PIPES. SIDES OF PLANTING PITS SHALL BE MADE ROUGH EXTEND FILTER FABRIC BEYOND TOP OF PIPE, TIE IN KNOT, PUSH KNOT INTO PIPE PLANT FERTILIZER TABS - QUANTITY PER THE MANUFACTURER'S SPECIFICATIONS. PLACE TABS IN PLANT CONTAINER PRIOR TO PLANTING FOR REVIEW BY LANDSCAPE ARCHITECT. TREE PLANTED IN TURF TO RECEIVE MULCH PER SPECIFICATION 12" CLR. FROM TRUNK NOT REQUIRED IF PIT CONFORMS TO PERCOLATION REQUIREMENTS. 4" DIA. PERFORATED PIPE WRAPPED WITH FILTER CLOTH UNDER TREE ROOTBALL AND DOWN AUGERED HOLE NOTES: 1. REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES, SHEET L0.02 2. REFER TO IRRIGATION PLANS FOR INFORMATION REGARDING DRIP IRRIGATION AT EACH TREE 3. TREE DRAINS SHOULD BE CONNECTED TO STORM DRAIN SYSTEM. REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES #3, SHEET L0.02 ALTERNATIVE: 10' DEEP AUGERED HOLE IN LIEU OF CONNECTION TO STORM DRAIN SYSTEM (1) REQUIRED PER (3) TREES. B- SECTION A- PLAN TREE DRAINAGE HOLE SHALL EXTEND THROUGH THE CALICHI/HARD PAN LAYER TO PROVIDE POSITIVE DRAINAGE TO EACH PLANTING PIT OR CONNECT TO A SECONDARY DRAIN SYSTEM TO PROVIDE POSITIVE DRAINAGE TO EACH PLANTING PIT B- 2 1234567891011121314151617 1213 13 1 4 15 561614911 7 8 1810 14451721813109 315 18 DPLMPLNT-AUG HOLE-V 3/4"=1''-0" (36" BOX & LARGER) FINISH GRADE IN PLANTING AREA PALM TREE TRUNK PALM TREE ROOTBALL BERM TO FORM WATERING BASIN ON TOP OF TREE ROOTBALL. REMOVE PRIOR TO END OF MAINTENANCE PERIOD. PREPARED BACKFILL PLANTING MIX PER PLANTING SPECIFICATIONS 4" DIA. PERFORATED PIPE VERTICAL ON 2 SIDES OF TREE ROOTBALL, WRAPPED WITH FILTER SOCK NATIVE SOIL 4" PERFORATED PIPE WRAPPED WITH FILTER FABRIC UNDER TREE ROOTBALL AND DOWN AUGERED HOLE 4" DIA. SOILD DRAIN PIPE TO CONNECT TO STORM DRAIN - REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES #3, SHEET L0.02 NOT REQUIRED IF PIT CONFORMS TO PERCOLATION REQUIREMENTS. 12" DIA. X 10' DEEP AUGERED HOLE UNDER TREE PLANTING PIT. FILL WITH COURSE GRAVEL AND EXTEND PERFORATED PIPE DOWN TO BOTTOM. (MAXIMUM 3 TREES CONNECTED TO ONE AUGERED HOLE) INSTALL FILTER FABRIC ON TOP OF AUGERED HOLE PLANT TREE IN ORDER THAT ROOTCROWN IS 6" ABOVE FINISH GRADE ADJACENT TO PLANTING PIT INSTALL ATRIUM GRATE (NDS 75) ON TOP OF VERTICAL PIPES (2 PLACES) FOR TREES IN PLANTING AREA. INSTALL FLAT GRATE (NDS 13) ON TOP OF VERTICAL PIPES (2 PLACES) FOR TREES IN TURF AREAS. SECURE GRATE TO VERTICAL PIPES WITH TWO WOOD SCREWS ON OPPOSITE SIDES - TYPICAL ALL VERTICAL PIPES. SIDES OF PLANTING PITS SHALL BE MADE ROUGH EXTEND FILTER FABRIC BEYOND TOP OF PIPE, TIE IN KNOT, PUSH KNOT INTO PIPE PLANT FERTILIZER TABS - QUANTITY PER THE MANUFACTURER'S SPECIFICATIONS. PLACE TABS IN PLANT CONTAINER PRIOR TO PLANTING FOR REVIEW BY LANDSCAPE ARCHITECT. TREE PLANTED IN TURF TO RECEIVE MULCH PER SPECIFICATION 12" CLR. FROM TRUNK NOT REQUIRED IF PIT CONFORMS TO PERCOLATION REQUIREMENTS. 4" DIA. PERFORATED PIPE WRAPPED WITH FILTER CLOTH UNDER TREE ROOTBALL AND DOWN AUGERED HOLE NOTES: 1. REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES, SHEET L0.02 2. REFER TO IRRIGATION PLANS FOR INFORMATION REGARDING DRIP IRRIGATION AT EACH TREE 3. TREE DRAINS SHOULD BE CONNECTED TO STORM DRAIN SYSTEM. REFER TO GENERAL CONSTRUCTION NOTES - PLANTING NOTES #3, SHEET L0.02 ALTERNATIVE: 10' DEEP AUGERED HOLE IN LIEU OF CONNECTION TO STORM DRAIN SYSTEM (1) REQUIRED PER (3) TREES. 2 1234567891011121314151617 1213 13 1 4 15 561614911 7 8 1810 14451721813109 315 B- SECTION A- PLAN TREE DRAINAGE HOLE SHALL EXTEND THROUGH THE CALICHE/HARD PAN LAYER TO PROVIDE POSITIVE DRAINAGE TO EACH PLANTING PIT OR CONNECT TO A SECONDARY DRAIN SYSTEM TO PROVIDE POSITIVE DRAINAGE TO EACH PLANTING PIT B- 18 REVISIONS No. Date Issue DRAWING TITLE DRAWING NO. SEAL DRAWN: SCALE LII PROJECT # 25006 ISSUE KEY MAP CAD FILE OWNER CONSULTANT PROJECT CHECKED: FEDERAL REALTY OP LP 356 SANTANA ROW, SUITE 1005 SAN JOSE, CA 95128 (408) 551-4600 ALL DRAWINGS AND SPECIFICATIONS ISSUED AS PART OF THE SERVICES RENDERED BY THE LANDSCAPE ARCHITECT FOR THIS PROJECT SHALL REMAIN THE PROPERTY OF THE LANDSCAPE ARCHITECT. ANY DUPLICATION OF THE DRAWINGS AND/OR SPECIFICATIONS IN WHOLE OR IN PART FOR USE ON ANY OTHER PROJECT OR FOR COMPLETION OF THIS PROJECT BY OTHERS, IS STRICTLY PROHIBITED WITHOUT THE WRITTEN CONSENT OF LIFESCAPES INTERNATIONAL, INC. LIFESCAPES INTERNATIONAL, INC. ADDRESS ADDRESS PHONE CONTACT CONSULTANT NAME LOGO THE ORIGINAL SIZE OF THIS DRAWING IS 30" X 42"

DEL MONTE SHOPPING CENTER

That the City Council receive a presentation on the
Winter Storm Ready Town Hall scheduled for
September 30, 2026.

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:

Receiving this presentation is within the City Council’s purview. Providing education and information about
storm readiness is consistent with the Strategic Priority of “preparing for emergencies and community
resiliency.”

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE
ACT) APPLIES: No.

FISCAL IMPLICATIONS:

There are no costs for the City Council to receive this presentation. The Winter Storm Ready Town Hall will utilize existing staff from the City Manager’s Office, Fire, Police, Parks and Recreation, and Public Works Department, in addition to available space at the Monterey Conference Center. Direct costs for this Town Hall, such as print materials, are minimal.

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 Agenda Report Highlights
• The City Council would receive a
presentation regarding the
upcoming Winter Storm Ready
Town Hall scheduled for September
30, 2026.
• Recent severe winter storms have
caused extended power outages
and significant tree damage
throughout the Monterey area.
• This free community event would
aim to proactively educate residents
and businesses to foster resilience
during the upcoming storm season.
• City departments would partner with
utility providers and emergency
agencies to share vital resources
and address public concerns.

Date: 8/18/2026
Item No.: 11.

Council Regular Meeting, 8/18/2026, Item No. 11., Item Page 1, Packet Page 229 №12/25
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 receive this presentation, but it is not recommended. Outreach to residents and businesses about winter storm preparedness, including preparing for potential power outages, has been a priority for the City Council and staff due to the area’s history of winter storms-caused power outages and downed trees.

DISCUSSION:

Over the past several years, during winter months in particular, the Monterey Peninsula has experienced strong wind and rainstorms that have resulted in extended power outages and downed trees.

One of the most recent impactful storm events was in March 2023, when the powerful atmospheric river, known as the “Pineapple Express,” resulted in several storm systems over three weeks. Wind gusts reached 65 miles per hour, and during that timeframe, the City of Monterey experienced 151 downed trees, 82 road closures, mudslides, and over 250 fire department calls for service. Large segments of Monterey were without power for over 36 hours, and for multiple days, Verizon Wireless mobile communications was down. More recently, in December 2025 and January 2026, winter storms resulted in several downed trees, road closures, calls for service, and additional power outages, lasting several days in some neighborhoods.

These storm-related power outages have been a cause for concern regarding electricity reliability, as well as impacts on roads, transportation, emergency response, and overall community safety. In early 2026, the City Manager’s Office conducted outreach with residents about concerns regarding extended power outages and restoration times. An outcome of these meetings was for the City to hold an informational town hall session prior to the next winter storm season. As recent as June 2026, members of the City Council expressed an interest in educational outreach regarding winter storm preparedness.

The City Manager’s Office is working with the Fire Department, Police Department, Parks Division, Public Works Department, Pacific Gas & Electric Company (PG&E), County of Monterey’s Department of Emergency Management (DEM), and National Weather Service to host an informational town hall titled “Winter Storm Ready Town Hall.” This free event, open to the public, is modeled after the panel format from the “Wildfire Ready Town Hall” held in February 2025 following the Los Angeles County fires.

The goal of the event is to proactively educate and prepare Monterey residents and businesses for the upcoming winter storm season. The town hall aims to foster community resilience by highlighting City preparations, explaining the specific roles of various municipal departments and utility partners, sharing vital emergency resources, and directly addressing public concerns through an open Q&A format.

Council Regular Meeting, 8/18/2026, Item No. 11., Item Page 2, Packet Page 230 №12/25
The moderated Town Hall will feature:
• Introduction from the City Manager
• Overview of the Emergency Operations Center (EOC) by the Assistant City Manager • Role of Public Works and Streets by the Public Works Director • Role of Parks and Forestry by the Parks Operations Manager • Role of Fire, Police, and CERT by the Fire Chief
• Overview of the Very Strong El Niño and the Role of the National Weather Service by the Science and Operations Officer, National Weather Service, Monterey Office • Overview of Preparedness, Coordination, Electricity Distribution System, and Estimated Time of Restoration (ETOR) Process by the Regional Manager, PG&E • Resident and Business Preparation, Alerting, and Evacuations by the Emergency Services Manager, County of Monterey
• How to Sign Up for Alerts and Stay Updated by the City of Monterey • Q&A
This event is scheduled for Wednesday, September 30, 2026 from 6:00 p.m. to 7:30 p.m. at the Monterey Conference Center, Steinbeck Ballroom, One Portola Plaza in Monterey.

Attachment: Event Flyer
NR
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, 8/18/2026, Item No. 11., Item Page 3, Packet Page 231 Winter Storm Ready
Town Hall
Wednesday, September 30, 2026
Monterey Conference Center, One Portola Plaza
6:00 to 7:30 p.m.

Featuring a panel discussion with storm preparedness experts on how residents can prepare for the upcoming winter storm season:

City of Monterey’s Emergency Management, Fire Department, and Parks Division
PG&E on electrical systems during storms and power outage restoration
National Weather Service on forecasts and Very Strong El Niño County of Monterey’s Department of Emergency Management on storm preparedness and alerts
The City of Monterey hosts a
monterey.gov/stormcenter
To request ADA accommodations, special assistance, sign language interpretation, or alternative formats to participate in this event, please contact the City Manager’s Office at (831) 646-3760 at least 72 hours prior to the event.

ATTACHMENT
Council Regular Meeting, 8/18/2026, Item No. 11., Item Page 4, Packet Page 232 Council
Agenda Report
FROM: Dante Hall, City Manager
Nat Rojanasathira, Assistant City Manager
SUBJECT: Receive Presentation on the Roadmap to Resilience: Six Concurrent Navigation Points to Strengthen the City of Monterey’s Financial Future (Not a Project Under CEQA per Article 20, Section 15378 and Under General Rule Article 5, Section 15061)
RECOMMENDATION:

That the City Council receive a presentation on the
Roadmap to Resilience: Six Concurrent Navigation
Points to Strengthen the City of Monterey’s Financial
Future. This roadmap will guide the City as we navigate the City’s $11.7M structural budget deficit and work
toward long-term fiscal stability and a balanced budget for FY 2027-28 and beyond.

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 the role of the City Council to provide policy
direction and leadership on critical issues such as the City’s budget and financial health. This Roadmap to
Resilience lays the groundwork for transparency,
community engagement, efficiency, and planning that
will help the City Council in its planning and decisionmaking as we grapple with the City’s $11.7M budget deficit.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE ACT) APPLIES: No.

FISCAL IMPLICATIONS:

There are no fiscal implications to receiving this report. Staff intends to embark on the Roadmap to Resilience and work through the navigation points in order to achieve long-term fiscal sustainability. Future decision-making will result in significant fiscal implications that could result in revenue generation, expenditure reductions, organizational efficiencies, and fiscal impacts.

Agenda Report Highlights
• The Roadmap to Resilience would
guide Monterey through its $11.7
million structural budget deficit
toward long-term fiscal stability.
• Staff would engage the community
from September through December
2026 using workshops and casual
drop-in sessions to gather feedback
on priorities.
• The City would address the shortfall
by analyzing service levels,
improving operational efficiencies,
and exploring new revenue
opportunities.
• These public insights and staff
recommendations would inform the
final budget adoption scheduled for
June 2027.

Date: 8/18/2026
Item No.: 16.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 1, Packet Page 233 №10/24
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 choose not to receive a presentation on the Roadmap to Resilience, but that is not recommended.

DISCUSSION:

Roadmap to Resilience
The City has adopted a budget for the
current fiscal year, FY 2026-27,
however its financial forecast
anticipates a structural deficit in future
years. The future-focused Roadmap
will guide Monterey as we navigate
the City’s $11.7M structural budget
deficit and work decisively toward
long-term fiscal stability and a
balanced budget for FY 2027-28 and
beyond. The framework emphasizes
transparency, community
engagement, operational efficiency,
and thoughtful planning. While this
alignment will result in service
adjustments, this collaborative
approach ensures we will protect the
essential functions of our City and
Monterey’s long-term stability.

Although the City has done
considerable work over the past few
years, and since August 2025 on
budget strategies, this Roadmap
allows for a “reset” and clear path
forward on how we plan to engage
the community, stakeholders, staff,
and City Council on a long-term
fiscally sustainable model.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 2, Packet Page 234 №10/24
The following Navigation Points represent concurrent strategies driving Monterey’s fiscal stabilization. They are non-linear and adaptable; progress in one area will inform, support, and strengthen work in the others.

Navigation Point 1: Understand the Fiscal Gap
The first navigation point is to demonstrate a clear, shared understanding of the City’s long-term budget imbalance and its underlying drivers. Municipal budgeting is quite complex, let alone the City of Monterey’s budget, which has the General Fund, several special funds, enterprise funds, intergovernmental support agreements with the federal government, interfund transfers, and more. A former consultant had described Monterey’s budget as being “more complex than the City of Oakland” where he had worked as Chief Finance Officer.

This report aims to correct some misinformation on social media about the City’s budget, its causes, and potential solutions that may not be allowed. The City strives to ensure clarity, consistency, and understanding when communicating the basic principles of the City’s budget and the reasons for the structural deficit. It is also critical for the City to have candid conversations with the community about our fiscal challenges and the trade-offs involved.

What exactly is the problem?
Monterey’s current service
model costs more each
year than revenues can
sustainably cover,
and expenses are growing
faster than
revenues, resulting in a
structural deficit. This growth
is driven by increased demand,
escalating costs such
as utilities, equipment supplies,
and
insurance, aging infrastructure,
contractual obligations, and
statutory and economic
constraints on revenues. Given budget reduction actions already taken by the City over the past few years and the magnitude of the annual shortfall, the City budget deficit has not been able to be eliminated solely through new efficiencies and belt-tightening.

With the exception of FY 2021-22
and FY 2023-24, the City has
adopted a budget with a deficit
every year since FY 2017-18.

The City's revenues and
expenditures have historically
risen at a similar pace; however,
in recent years, costs have
increased at a faster rate than
revenues, as shown on the line
graph to the left.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 3, Packet Page 235 №10/24
It is important to note that costs outside of the City’s control have outpaced inflation. From June 2020 to June 2026, overall inflation is 30%. Meanwhile, general liability premiums have skyrocketed by 260% during that period to $3,065,948; Workers’ Compensation Premiums have increased by 38% to $547,137; and the cost of utilities (water and electricity) have ballooned by 79% to over $4,177,791.

One perception has been that the cost
of staff and employees are above
market rate and salary increases are
unaffordable. The reality is that salary
surveys show that the City is in line
with other comparable municipalities.

Furthermore, the cost of living
adjustments provided to employees
have not kept up with inflation.

Since expenses have exceeded revenues, without additional funding, expenditures will need to be reduced, resulting in a reduction in services. Solutions will continue to include a combination of revenue generation and spending reductions.

During the City’s budget town hall
meetings and conversations with
residents, there is a belief by many
that the City’s budget should be
enough without raising taxes, and
that there must be fiscal
mismanagement or overspending.

The reality is that cities in Monterey
County only receive an average of
6% of property tax revenue. As
shown in the graphic to the right from the Monterey County Assessor’s Office, the majority of property tax revenues go to schools, county government, and special districts, not cities.

The budget problem
can also be better
understood by sharing
the City of Monterey’s
sources of revenues
compared to other
cities. The stacked
bar chart below shows
Monterey’s General
Fund revenues
compared to a typical
city in California,
based on data from
the League of
California Cities.

Monterey’s revenues
Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 4, Packet Page 236 №10/24
are highly dependent upon tourism-based sources such as Transient Occupancy Tax (hotel tax), which represents the largest source of revenue at 29.7%. Fees and charges are a large source of revenue due to the City’s provision of Fire Services to communities such as Pacific Grove, Carmel-by-the-Sea, and Sand City. Most cities in California count on property tax as the single largest source of General Fund revenue. This is important because Monterey’s main sources of revenue have increased only gradually and have not kept up with expenses.

Furthermore, Monterey continues to provide significant services to properties that are exempt from property tax, further lowering the City’s property tax base.

What has been done to close the gap for FY26-27?
• Reduced personnel: Defunded approximately 30 full-time positions in the FY 2026-27 Budget (which equated to nearly $3.6M in the General Fund), on top of already lean personnel. For example, staffing reductions since 2019 include 72% in Recreation, 67% in Sports Center, 48% in City Manager’s Office/City Clerk’s Office, 25% in Library, and 16% in Custodial. Many of these reductions were the result of early changes to the business model and the implementation of efficiencies post-COVID. • Reduced operational costs: Cut 17% of operational budget over the last two fiscal years
• Reallocated funds: Transferred $3.5M from the Neighborhood and Community Improvement Program (NCIP) to operational and infrastructure needs defined by the community for the FY 2026-27 budget.
• Working to protect existing revenue while exploring ideas to generate new revenues: The City sought a 0.375% sales tax in June 2026, which would have generated $4.5 million in revenue for use to maintain services such as fire, police, parks, and other general fund expenditures. Unfortunately, the measure failed by 162 votes. In July 2026, the City also proposed a Flood Protection and Clean Stormwater Fee, which would have replaced a 30-year stormwater fee that ended in 2024, at a rate lower than the historic 1994-2024 fee. Despite the lower rate and funding need for flood protection and stormwater operations, this Proposition 218 vote-by-mail ballot lost with 60% of property owners opposed. The City Council recently placed the renewal of Measure P/S on the November 2026 ballot for streets and roads in order to protect existing revenue without raising new taxes.
• Cost recovery: Seeking to recover allowable costs through “user fees”. User fees are charges the City collects from the individual or business that uses a specific service, facility, or regulatory activity rather than from all taxpayers. The core idea is cost recovery, meaning the fee should cover the reasonable cost to provide that particular service.
• Further reduce spending through service cuts, additional staffing reductions, or operational adjustments
Staff has begun implementing Navigation Point 1 (Understanding the Fiscal Gap) through public engagement efforts such as the Resilience Workshops and Budget Brews planned through December 2026.

Navigation Point 2: Prioritize Essential Services and Balance Workforce Planning with Fiscal Resources
The second navigation point is to analyze service levels and understand community priorities.

Prioritizing core services requires understanding which services the community believes are most important and recognizing the necessary trade-offs. While “protecting core services” Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 5, Packet Page 237 №10/24
sounds appealing, it doesn't clarify whether this means fully funding a few core areas at the expense of everything else or finding a balance across all civic needs.

From a public policy perspective, residents rarely want all their limited funding (coins) placed entirely into "Bucket A." Instead, the goal is to determine how to thoughtfully distribute those limited resources across multiple buckets. (Note: The graphic shown is for illustrative purposes only).

Prioritizing and
safeguarding the
core services the
community relies on
also means
managing costs
responsibly. This is
done by using
thoughtful position
control, workforce
planning,
succession
planning to match
the workforce with
available funding.

Priorities may include:
• Protect life, property, and community security (police, fire, paramedic services, emergency response, emergency management, disaster preparedness, fuel reduction) • Safe infrastructure (road maintenance, water/wastewater service, stormwater management, streetlights, traffic operations, and ADA compliance) • Public health and meeting regulatory standards (City planning, trash and recycling, water quality, code compliance, environmental protection, and other state and federal mandates)
• Community well-being (parks maintenance, fitness and aquatics, beaches, forestry, library access, housing and homelessness services, youth, wellness, sports fields, and senior programs)
• Fiscal health, administrative and legally required functions (budgeting, fiscal oversight and management, human resources, procurement, elections, records management, permitting, public information and community engagement) From September through December 2026, staff will solicit public input regarding the community’s budget priorities and evaluate potential trade-offs. Concurrently, the City workforce will assess and prioritize departmental service delivery to align with ongoing budget reductions.

In the early part of 2027, staff will share community feedback on priorities with the City Council Strategic distribution of limited funds will be an important approach as the City gathers feedback from residents about what's most important. This graphic is for illustrative purposes only. Graphic generated by staff using Google Gemini (AI).

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 6, Packet Page 238 №10/24
and present recommended budget considerations in advance of the FY 2027-28 budget adoption in June 2027.

Navigation Point 3: Strengthen Organizational Efficiency The City remains committed to reducing long-term costs through technological and operational efficiencies. Opportunities that the leadership team and staff continue to implement and explore include:
• Streamlining internal processes
• Modernizing infrastructure to reduce maintenance costs • Adopting technology upgrades
• Exploring and improving operational management and governance • Increasing workforce efficiency
• Optimizing service delivery contracts to maximize value and cost-effectiveness While these efforts will continue, many departments have reached the absolute limit of 'doing more with less.' As with any organization, automation and efficiency can only stretch staff capacity so far. Much like a grocery store that must reduce hours or accept longer lines when understaffed, the City has approached a threshold where we can no longer maintain current service levels without a minimum baseline of personnel.

Staff continue to work on enhancing efficiencies and streamlining processes across the organization. Specific strategies and recommendations generated by departments are being reviewed in consultation with the City Manager’s Office and Budget Team. Staff will return to the City Council with additional deficit-reduction opportunities in early 2027, in advance of the FY 2027-28 budget adoption.

Navigation Point 4: Maximize Revenues and Practice Disciplined Spending The fourth navigation point focuses on
exploring and implementing revenue
opportunities, cost recovery updates,
partnerships, long-term economic
sustainability options, and control
expenditures where possible.

In August 2025, staff presented to City
Council a list of structural deficit
reduction strategies using an index
card prioritization process. Many,
such as shifting to online reservation
systems at the Veterans Park
Campground, increasing parking
revenue, and switching public access
service providers, have begun to be
implemented. Others, such as
implementing First Responder Fees
and phasing out Mills Act contracts,
have been less favorable to implement.

The index card exercises in fall 2025 helped the City Council and community identify and prioritize revenue generating and expenditure reduction strategies.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 7, Packet Page 239 №10/24
Below is a complete list of revenue-generating and expenditure reduction strategies:

Implementation in Progress or Recently Completed:
• Defunded 29.5 positions in FY 2026-27 ($3.5M savings to general funds, $1M savings to other funds)
• Changed Public Access Service Provider from AMP to MCOE ($118K savings) • Achieve Full Cost Recovery Through Fees Where Possible • Expanding Community Partnerships
• Optimizing Contracts for Service
• Enhancing Revenue Opportunities in Parking Operations • Soliciting and Applying for Federal, State, Regional, and Nonprofit Grants In Consideration:
• Measure S Renewal ($12M in Special Fund revenue)
• Aquarium Lease Renewal (Tidelands Fund)
Declined or Rejected:
• Sales Tax Increase of 0.375% ($4.5M revenue, rejected by voters in June 2026) • Stormwater Fees ($1.2M revenue, rejected by voters in June 2026) • Phasing out Mills Act Contracts ($50K savings not pursued) Potential Future Actions:
• Additional Reductions in Personnel
• Pausing or Eliminating Additional Programs
• Expand Community Partnerships and Contracts
• Reduce Discretionary Donations and Contributions to Outside Organizations • Streamline Facility Maintenance Expenses
• Sell Underutilized City Property
• Parking Tax on public and private lots ($1.12M in potential revenue at 8% rate) • Vacancy Tax ($2M in potential revenue)
• Streaming Tax ($440K in potential revenue)
• Measure G Renewal ($6M in continued revenue from 0.5% sales tax) • Payments in Lieu of Taxes
• Public Safety Bond Measure
• Enhanced Infrastructure Financing Districts (EIFDs)
• Charter amendment to provide flexibility for Visitor Accommodation Facilities (VAFs) • Implementation of an Economic Development Strategy
• Negotiating expiring contracts for more favorable terms Staff continues to explore all revenue generating and expenditure reduction opportunities.

Near-term opportunities will be shared with the City Council for consideration in the next several months. The majority of opportunities will be prioritized and shared with the City Council in early 2027 for consideration as part of the FY 2027-28 Budget.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 8, Packet Page 240 №10/24
Navigation Point 5: Engage and Inform the Community
The fifth navigation point is to share clear information about budget challenges and funding tradeoffs with residents, businesses, nonprofits, and the community. The goal of this navigation point is to build understanding and trust, as well as two-way communication with the community surrounding the budget.

Staff will be engaging stakeholders on the Roadmap to Recovery by informing the public about the City's fiscal realities, listening to community values, and prioritizing core services based on limited financial resources.

One consistent feedback instrument will be a Budget Resilience Workbook that gathers input from strategies across the core Navigation Points. Input considerations include:
• Service Level Priority: Rating specific public functions as High, Medium, or Low priority. • Trade-Off Feedback: Assessing the community impact of potential service adjustments, budget cuts, or staffing reductions. Given trade-offs, are there some areas the public would like to keep fully funded/intact, reduce, or eliminate? Ensure community members understand there are clear trade-offs.
• Revenue Preferences: Gauging support for revenue-generation mechanisms such as increasing parking revenue, updating cost-recovery fees, or supporting specific tax measures.
• Open Feedback: An open field titled "What's Missing / Big Ideas" to capture organic community solutions.

In addition to Budget Resilience Workbooks, staff is implementing a twin-tracked public engagement feedback sessions: structured 90-minute workshops and drop-in coffeehouse dropins.

Track 1: Budget Resilience Workshops
Four structured 90-minute evening sessions would take place directly within neighborhoodaccessible community venues. These sessions would include a plain-language presentation about the structural deficit and underlying cost drivers, engage residents on a prioritization activity, and include open discussion with Q&A. These would take place from September through December at locations throughout Monterey including Hilltop Park Center, Casanova Oak Knoll Park Center, El Estero Park Center, and a Zoom-only session.

Track 2: “Budget Brews” – Coffeehouse Drop-Ins
To engage residents who cannot attend formal evening workshops, staff will host casual, 2-hour drop-in sessions at local coffeehouses and neighborhood locations from September through December. These would be opportunities for key staff to hear directly from residents in an informal setting. Venues include East Village Coffee, Monterey Donuts, Oystertown Espresso Bar, Elroy’s Fine Foods, Plumes Coffee, La Sala’s Bi-Rite Market, Starbucks Coffee on Lighthouse Avenue, and Nece’s GF Bakery.

Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 9, Packet Page 241 №10/24
Navigation Point 6: Deliver Sustainable Future Budgets
The final navigation point is to implement a multiyear plan to restore balance and strengthen fiscal resilience.
• Living within means: Maintain conservative budgeting, ensuring revenues grow in line with service costs to avoid future gaps
• Infrastructure and maintenance planning: Develop a strategy for preventive maintenance to avoid costly emergency repairs
• Monitor economic indicators: Track revenue trends, inflation, and cost growth to anticipate future deficits
• Economic vitality: Planning and investment today in economic vitality to support the City’s economic future and long-term revenue
• Build reserves: Continue to maintain adequate reserves to cushion against economic downturns
Next Steps in the Roadmap
The focus through December 2026 will be on establishing a shared understanding of the City’s budget imbalance, strengthening organizational efficiency, balancing workforce planning with fiscal resources, and engaging and informing the community and City staff. Over the next several months, staff will continue to evaluate opportunities for new revenue generation, expenditure reduction, and organizational efficiency.

As stated earlier, in early 2027, staff will bring forward additional budget recommendations based on public feedback on priorities received during the public engagement sessions and on deficit-reduction opportunities developed by staff. This deliberation and input on priorities in the new calendar year will be critical as the budget for FY 2027-28 is developed in spring 2027.

The general timeline for the next twelve months is as follows:
• September – December 2026
o Conduct Public Engagement Sessions: Budget Resilience Workshops and Budget Brews
o Staff Engagement and Prioritization: Revenue Generation, Expenditure Reduction, and Optimization Strategies with Managers and Front-Line Staff o Check-ins with City Council on October 20 and December 15 on the Roadmap and Community Feedback
• November 2026 – January 2027
o Budget Team Develops Budget Priority Options Based on Public Engagement Feedback and Staff-Generated Concepts
• February – March 2027
o City Council Identifies Budget Priorities Based on Public Engagement Sessions Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 10, Packet Page 242 №10/24
• April 2027
o City Council Holds Budget Study Sessions
• June 1, 2027
o City Council Adopts FY2027-28 Budget and CIP
• July 1, 2027
o New FY2027-28 Fiscal Year Begins
[NR/DGH]
Attachments: 1. Roadmap to Resiliency Graphic
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, 8/18/2026, Item No. 16., Item Page 11, Packet Page 243 1 2
3 4
5 6
“Community
involvement
is key!”
8/26
[email protected]
(831) 646-3799

ROADMAP TO RESILIENCE

SIX CONCURRENT NAVIGATION POINTS TO STRENGTHEN
THE CITY OF MONTEREY’S FINANCIAL FUTURE
NAVIGATION POINT 1:

UNDERSTAND THE FISCAL GAP
A clear, shared understanding of the
City’s long-term budget imbalance
and the underlying drivers.

NAVIGATION POINT 2:

PRIORITIZE ESSENTIAL

SERVICES AND BALANCE

WORKFORCE PLANNING

WITH FISCAL RESOURCES
Prioritize essential services the
community relies on, while managing
costs responsibly and matching the
workforce with available funding.

NAVIGATION POINT 3:

STRENGTHEN

ORGANIZATIONAL EFFICIENCY
Continue process improvements,
technology upgrades, and operational
changes that reduce long-term costs.

NAVIGATION POINT 4:

MAXIMIZE REVENUES AND DISCIPLINED SPENDING
Evaluate revenue opportunities, cost-recovery updates,
partnerships, and control spending where possible.

NAVIGATION POINT 5:

INFORM & ENGAGE

THE COMMUNITY
Inform and engage the community about
challenges, trade-offs, and progress
toward building understanding and trust.

NAVIGATION POINT 6:

DELIVER SUSTAINABLE

FUTURE BUDGETS
Implement a multi-year plan
that restores balance and
strengthens fiscal resilience.
monterey.gov/roadmap
Monterey’s

ATTACHMENT
Council Regular Meeting, 8/18/2026, Item No. 16., Item Page 12, Packet Page 244 Council
Agenda Report
№11/25
FROM: Tyller Williamson, Mayor
SUBJECT: Mayor Williamson's Request to Agendize a Discussion Regarding Proposed Council Support for Proposition 37 – California Middle-Class Homeownership and Family Home Construction Act of 2026 (Not a Project under CEQA Article 20, Section 15378, and Under General Rule Article 5, Section 15061) RECOMMENDATION: Direct staff on whether to agendize the discussion.

VALUE DRIVERS: As provided in the attached request.

POLICY IMPLICATIONS:

The City Council’s Governance Policy (Resolution No. 25-082 C.S.) provides:

Agendizing of City Council Items by Individual Councilmembers.

1. A Councilmember may submit an agenda report to the City Clerk’s Office outlining a request to agendize a matter of business on a future agenda. This agenda report should, in 350 words or less, describe what, how, and why the matter of business should be considered by the City Council. The City Clerk’s Office will add the item to an upcoming agenda.

2. At the Council Meeting where the request is considered, the Councilmember who submitted the request will deliver a verbal report consistent with the agenda report. This verbal report should not exceed three minutes. The City Council may ask questions pertaining to whether the item should be agendized (e.g., the required amount of staff time, the priority level to be assigned to the item, etc.).

3. Public comment will be received.

4. In deliberating the request, the sole issue to be determined is whether the substantive issue warrants being heard at a future date. A majority vote is not required, instead, the motion will pass with two “yes” votes.

CAMPAIGN DISCLOSURE REQUIREMENT (LEVINE ACT) APPLIES: No.

FISCAL IMPLICATIONS: Agendizing a matter does not have a fiscal implication. Fiscal implications of the suggested changes will be included in the future agenda item, if agendized.

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 Date: 8/18/2026
Item No.: 17.

Council Regular Meeting, 8/18/2026, Item No. 17., Item Page 1, Packet Page 245 №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 Council could choose not to agendize the matter.

DISCUSSION:

On August 14, 2026, Mayor Williamson provided a written request to agendize, which is attached as Attachment 1.

At its meeting on August 18, 2026, the City Council will consider whether this item should be added to a future City Council meeting agenda. Consistent with the City Council’s Governance Policy, the member of Council who submitted the request will deliver a verbal report consistent with the agenda report. This verbal report should not exceed three minutes. The City Council may ask questions pertaining to whether the item should be agendized (e.g., the required amount of staff time, the priority level to be assigned to the item, etc.). Public comment will then be received. In deliberating the request, the sole issue to be determined is whether the substantive issue warrants being heard at a future date. A majority vote is not required, instead, the motion will pass with two “yes” votes.

TW/cbk
Attachments: 1. Request
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, 8/18/2026, Item No. 17., Item Page 2, Packet Page 246

ATTACHMENT
Date: August 18, 2026
From: Tyller Williamson, Mayor
Subject: Council Support for Proposition 37 – California Middle-Class Homeownership and Family Home Construction Act of 2026
Summary:

This item requests City Council consideration of a resolution supporting Proposition 37, the California Middle-Class Homeownership and Family Home Construction Act of 2026, on the November 3, 2026 statewide ballot.

Discussion:

Proposition 37 would establish a middle-class homeownership loan program administered by the California Housing Finance Agency (CalHFA). The measure would authorize up to $25 billion in revenue bonds to provide eligible purchasers of newly constructed homes with second mortgages of up to 17% of the purchase price.

Eligible purchasers would generally be required to be California residents for at least one year, occupy the home as their primary residence, meet specified income requirements, and contribute at least 3% toward the purchase price. The program would be funded through revenue bonds and repaid through homeowner mortgage payments, rather than through the State General Fund. The Legislative Analyst and Department of Finance estimate that the measure would result in no direct state or local costs.

Supporting Proposition 37 would reflect the City Council's interest in expanding opportunities for middle-income Californians to achieve homeownership while encouraging the construction of additional homes.

Recommendation:

Adopt a resolution supporting Proposition 37, the California Middle-Class Homeownership and Family Home Construction Act of 2026, and encouraging Monterey voters to vote “YES” on Proposition 37 at the November 3, 2026 statewide election.

Council Regular Meeting, 8/18/2026, Item No. 17., Item Page 3, Packet Page 247

ATTACHMENT
RESOLUTION NO. [XX-XXX]

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY, CALIFORNIA, SUPPORTING PROPOSITION 37, THE CALIFORNIA MIDDLE-CLASS HOMEOWNERSHIP AND FAMILY HOME CONSTRUCTION ACT OF 2026, ON THE NOVEMBER 3, 2026 STATEWIDE BALLOT WHEREAS, California faces significant challenges in housing affordability and homeownership, with high home prices and down payment requirements creating barriers for many working and middle-income Californians seeking to purchase a home; and WHEREAS, Proposition 37, the California Middle-Class Homeownership and Family Home Construction Act of 2026, will appear on the November 3, 2026 statewide ballot; and WHEREAS, Proposition 37 would establish a Middle-Class Homeownership Loan Program administered by the California Housing Finance Agency (CalHFA) to assist eligible purchasers in financing qualified newly constructed homes; and
WHEREAS, the measure would authorize CalHFA to issue up to $25 billion in revenue bonds and use the proceeds to provide eligible homebuyers with second mortgages of up to 17 percent of the purchase price of a qualified home; and
WHEREAS, eligible borrowers would be required to meet specified requirements, including California residency, income limits, owner-occupancy requirements, and a minimum 3 percent down payment; and
WHEREAS, the measure provides that the revenue bonds and the costs of administering the program are to be supported by payments from participating homeowners, and the Legislative Analyst and Director of Finance estimate that Proposition 37 would result in no direct state or local costs; and
WHEREAS, Proposition 37 is intended to expand access to homeownership for middle-income Californians while encouraging the construction of additional homes available for purchase; and WHEREAS, the City Council recognizes the importance of expanding housing opportunities and supporting pathways to homeownership for working and middle-income families in California; NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Monterey hereby supports Proposition 37, the California Middle-Class Homeownership and Family Home Construction Act of 2026, on the November 3, 2026 statewide ballot; and Council Regular Meeting, 8/18/2026, Item No. 17., Item Page 4, Packet Page 248

ATTACHMENT
BE IT FURTHER RESOLVED, that the City Council encourages Monterey voters to consider voting “YES” on Proposition 37 at the November 3, 2026 statewide election; and BE IT FURTHER RESOLVED, that the City Clerk is directed to transmit copies of this Resolution to appropriate state and local officials and other interested parties.

PASSED AND ADOPTED by the City Council of the City of Monterey at a regular meeting held on the ___ day of __________, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Tyller Williamson, Mayor
ATTEST:

City Clerk
Council Regular Meeting, 8/18/2026, Item No. 17., Item Page 5, Packet Page 249

Monterey City CouncilAugust 18, 2026

Monterey City Council
August 18, 2026