Pacific Grove City Council
May 21, 2025

OPTIONS

1. Decline to adopt the Resolution.

2. Adopt a modified Resolution.

3. Provide alternate direction.

FINANCIAL IMPACT:

The City acts as the administrative pass-through to the HID. Assessment revenues may only be used for HID purposes; and will reflect the actual amounts collected.

FOCUSED PRIORITY AREA: Not Applicable.

Attachments
Annual District Report
Resolution No. 07-044
HID Chamber Agreement with City
HID Resolution FY2025-26
PGCC 5-21-25

Post Office Box 167 • Pacific Grove, CA 93950 • 831-373-3304 • pacificgrove.org April 17, 2025
To: Lori Frati - Finance Manager
From: Christi Metzner - Pacific Grove Chamber of Commerce Subject: Pacific Grove Hospitality Improvement District Annual Report In accordance with the City's approved agreement with Pacific Grove Chamber of Commerce (PGCC), I am submitting the HID annual report.

Introduction
The start of FY 24/25 was moderately slow. The summer months and well into the fall saw visitors rebound.

During the more favorable weather months of May through November, large outdoor events such as Good Old Days, Car Week and Downtown Trick-or-Treat, attracted thousands to our area. Asilomar Conference Grounds rebounded this year with group and conference business bookings, and our restaurant parklets and now the new outside dining served as an attraction for visitors to experience Pacific Grove.

Starting in late January 2025, occupancy was impacted again, for the second year in a row, the AT&T Pebble Beach PGA Tour visitor draw didn’t result in full occupancy due to a change in the tournament format. Several hotel properties and retail businesses reported their worst February on record this year.

The outlook for the final quarter of this FY is uncertain. Visitors to our area this year have been down… but we are hopeful the second half of the year will look better.

Election of Board Members
On Thursday, April 17, 2025, the Chamber hosted a public meeting and invited all HID members to a meeting at the City Manager’s conference room at City Hall in order to facilitate the re-election of the following innkeepers to a two-year term from July 1, 2025 through June 30, 2027:

1. Robert Boerner – Pacific Gardens Inn (renewal)

2. Vacant
The newly elected HID members will join the Advisory Board members below that are serving until June 30, 2026:

1. Fady Hanna – Lighthouse Lodge & Cottages

2. Michael Grech - Monterey Peninsula Inn

3. Alex Marin – Asilomar Conference Grounds (permanent seat) For your information, the ordinance which created the HID stipulated that, "a conference facility,” in reference to Asilomar Conference Grounds, will have one representative on the board at all times.

PGCC 5-21-25

Post Office Box 167 • Pacific Grove, CA 93950 • 831-373-3304 • pacificgrove.org Income/Beginning Balance
The beginning balance of the HID account on July 1, 2024 was $56,130.76. Total income of the HID from July 1, 2024 through June 30, 2025 is projected to be $239,000.

Anticipated costs, revenues, number of lodging establishments, and activities to be provided in Fiscal Year 2025-26 include, but are not limited to, promotion, marketing, and advertising. Reporting on the estimated 2025-26 fiscal year, the HID has 23 lodging establishments plus the new PG Kimpton Hotel (opening Dec 2025) and revenues are $239,000 including a $20,000 carryover.

Expenditures and Details
Total expenses from July 1, 2024 until April 17, 2025 were $129,832.80.

HID expenditures have been invested in the below main areas:

1. Tourist Center (see attachment)
a. The Tourist Center at 100 Central Avenue is the largest operating expense of the HID.

The center attracts hundreds of visitors each week who are referred to all business districts in Pacific Grove.
b. From July 2024 to February 2025, the Center had a total of 12,000 visit the center, averaging 1,860 each summer month and 1,050 each month in the off-season and a 1,443 overall annual average.
c. Visitors are excited to be traveling. Most are California residents who love our destination. However, we continue to see travelers from across the US and international travelers as well.
d. Since its opening in May of 2011, the center has served as a connection point from the Central/Eardley District through to the downtown Lighthouse District. Its location is strategically located at the very northern edge of Pacific Grove and just one block from the entrance to the Monterey Bay Aquarium.

2. Online Marketing
a. Online marketing remains the most effective method of reaching targeted market segments in an engaging manner.
b. The chamber's total following continues to rise across all social media platforms. This year our combined accounts saw a steady following with a modest increase of 1.2% overall, bringing the total to 31,200 with Instagram increasing the most. c. The HID contracts with several media companies as well as a local independent marketing consultant who handle strategic campaigns that attract visitors to Pacific Grove.
d. The focus is on generating overnight visitors who will stay, dine and shop in town.

3. Print Advertising
a. The Bay Area, Los Angeles and the Central Valley are the top feeder markets for Pacific Grove.
b. Most HID print advertising targets key markets and utilize Bay Area publications and travel magazines.
c. This year, the HID placed a full-page back cover ad plus two-page editorial with photos in the 2025-2026 Travel Guide to California including a full-page ad in Dreamscapes that has wide distribution to our northern neighbor. The Travel Guide to California will be PGCC 5-21-25

PG Hospitality Improvement District
Balance Sheet
As of March 31, 2025
Cash Basis Friday, April 11, 2025 10:27 AM GMT-07:00 1/1 TOTAL
ASSETS
Current Assets
Bank Accounts
Mechanics Bank 107,566.09
Total Bank Accounts $107,566.09
Total Current Assets $107,566.09
TOTAL ASSETS $107,566.09

LIABILITIES AND EQUITY
Liabilities
Total Liabilities
Equity
C/Fwd from Prior Year -300,000.00
Retained Earnings 356,130.76
Net Income 51,435.33
Total Equity $107,566.09
TOTAL LIABILITIES AND EQUITY $107,566.09
PGCC 5-21-25

PG Hospitality Improvement District
Budget vs. Actuals: Budget_FY25_P&L - FY25 P&L
July 2024 - March 2025
Cash Basis Friday, April 11, 2025 10:27 AM GMT-07:00 1/1 TOTAL
ACTUAL BUDGET OVER BUDGET % OF BUDGET
Income
Carried Fwd Prior Year 20,000.00 -20,000.00
Income 195,990.08 299,000.00 -103,009.92 65.55 %
Total Income $195,990.08 $319,000.00 $ -123,009.92 61.44 % Expenses
Bookkeeping 2,175.00 2,400.00 -225.00 90.63 %
Marketing/Advertising
Marketing Opportunities 13,674.87 32,000.00 -18,325.13 42.73 % Marketing Support Events 7,591.38 15,000.00 -7,408.62 50.61 % Online Marketing 25,000.00 -25,000.00
Print Media 7,009.98 20,000.00 -12,990.02 35.05 %
Promotions and signage 2,706.05 12,000.00 -9,293.95 22.55 % Research, Support & Development 11,437.50 53,000.00 -41,562.50 21.58 % Total Marketing/Advertising 42,419.78 157,000.00 -114,580.22 27.02 % Miscellaneous Expense 4,300.00 -4,300.00
Visitor Center
Lease 34,707.84 45,000.00 -10,292.16 77.13 %
Lease Insurance 2,213.19 2,000.00 213.19 110.66 %
Lease Real Estate Tax 3,170.35 4,300.00 -1,129.65 73.73 % Operating Expense
Landscaping 1,500.00 2,400.00 -900.00 62.50 %
Operation 9,925.52 15,000.00 -5,074.48 66.17 %
Staffing/Other 48,169.96 86,000.00 -37,830.04 56.01 %
Technology 273.11 3,000.00 -2,726.89 9.10 %
Total Operating Expense 59,868.59 106,400.00 -46,531.41 56.27 % Total Visitor Center 99,959.97 157,700.00 -57,740.03 63.39 % Total Expenses $144,554.75 $321,400.00 $ -176,845.25 44.98 % NET OPERATING INCOME $51,435.33 $ -2,400.00 $53,835.33 -2,143.14 % NET INCOME $51,435.33 $ -2,400.00 $53,835.33 -2,143.14 % PGCC 5-21-25

PG Hospitality Improvement District
General Ledger
March 2025
Cash Basis Friday, April 11, 2025 10:29 AM GMT-07:00 1/3

DATE TRANSACTION
TYPE

NUM ADJ NAME MEMO/DESCRIPTION SPLIT AMOUNT BALANCE
Mechanics Bank
Beginning
Balance
122,288.04
03/01/2025 Check 13710 No Robert Silverberg March 2025 Rent - 100 Central Ave
Visitor Center:Lease -3,837.24 118,450.80
03/01/2025 Check 13716 No Social Monterey 1174 Marketing/Advertising:Marketing Opportunities -1,400.00 117,050.80 03/01/2025 Check 13714 No Illusion Landscaping February 2025 Visitor Center:Operating Expense:Landscaping -200.00 116,850.80 03/01/2025 Check 13713 No Brad Herzog Inv 22325 Marketing/Advertising:Research, Support & Development
-1,250.00 115,600.80
03/03/2025 Check 13722 No Robert Silverberg December 2024 Rent - 100 Central Ave
Visitor Center:Lease -172.68 115,428.12
03/04/2025 Check 13718 No Pacific Grove Hardware Inc Acct 7830 Visitor Center:Operating Expense:Operation -2.52 115,425.60 03/04/2025 Check 13719 No Moore Design, Inc #2782 Marketing/Advertising:Print Media -200.00 115,225.60 03/04/2025 Check 13720 No Dolowich Bookkeeping Inv 2150 Bookkeeping -250.00 114,975.60 03/04/2025 Check 13721 No Pacific Gas & Electric Co Acct 1760048763-5 Visitor Center:Operating Expense:Operation:Gas and Electric
-579.11 114,396.49
03/14/2025 Check 13723 No 1-800 Plumber Visitor Center:Operating Expense:Operation -350.00 114,046.49 03/21/2025 Check 13725 No Comcast 8155 10 026 0208305 Visitor Center:Operating Expense:Operation:Web Marketing
-284.36 113,762.13
03/21/2025 Check 13724 No California American Water 1015-210021468547 Visitor Center:Operating Expense:Operation:Water
-64.80 113,697.33
03/28/2025 Check 13726 No Pacific Gas & Electric Co Acct 1760048763-5 Visitor Center:Operating Expense:Operation:Gas and Electric
-492.64 113,204.69
03/28/2025 Check 13727 No Illusion Landscaping March 2025 Visitor Center:Operating Expense:Landscaping -200.00 113,004.69 03/31/2025 Check 13661 No Pacific Grove Chamber of
Commerce
-Split- -5,438.60 107,566.09
Total for Mechanics Bank $ -
14,721.95
C/Fwd from Prior Year
Beginning
Balance
-
300,000.00
Total for C/Fwd from Prior Year
Income
Beginning
Balance
195,990.08
Total for Income
Retained Earnings
Beginning
Balance
356,130.76
Total for Retained Earnings
Bookkeeping
Beginning
Balance
1,925.00
03/04/2025 Check 13720 No Dolowich Bookkeeping Bookkeeping Feb Mechanics Bank 250.00 2,175.00 Total for Bookkeeping $250.00
Marketing/Advertising
Marketing Opportunities
Beginning
Balance
12,274.87
03/01/2025 Check 13716 No Social Monterey March Mechanics Bank 1,400.00 13,674.87 Total for Marketing Opportunities $1,400.00
Marketing Support Events
Beginning
Balance
7,591.38
Total for Marketing Support Events
Print Media
Beginning
Balance
6,809.98
03/04/2025 Check 13719 No Moore Design, Inc CA Travel back page ad Mechanics Bank 200.00 7,009.98 Total for Print Media $200.00
Promotions and signage
Beginning
Balance
2,706.05
Total for Promotions and signage
PGCC 5-21-25

PG Hospitality Improvement District
General Ledger
March 2025
Cash Basis Friday, April 11, 2025 10:29 AM GMT-07:00 2/3

DATE TRANSACTION
TYPE

NUM ADJ NAME MEMO/DESCRIPTION SPLIT AMOUNT BALANCE
Research, Support & Development
Beginning
Balance
10,187.50
03/01/2025 Check 13713 No Brad Herzog March 2025 - 2 Tide Pool Stories Mechanics Bank 1,250.00 11,437.50 Total for Research, Support & Development $1,250.00
Total for Marketing/Advertising $2,850.00
Visitor Center
Lease
Beginning
Balance
30,697.92
03/01/2025 Check 13710 No Robert Silverberg 100 Central Ave Rent March Mechanics Bank 3,837.24 34,535.16 03/03/2025 Check 13722 No Robert Silverberg 100 Central Ave 4.5% Increase on TIC Rent
Mechanics Bank 172.68 34,707.84
Total for Lease $4,009.92
Lease Insurance
Beginning
Balance
2,213.19
Total for Lease Insurance
Lease Real Estate Tax
Beginning
Balance
3,170.35
Total for Lease Real Estate Tax
Operating Expense
Landscaping
Beginning
Balance
1,100.00
03/01/2025 Check 13714 No Illusion Landscaping February 2025 Landscaping Mechanics Bank 200.00 1,300.00 03/28/2025 Check 13727 No Illusion Landscaping March 2025 Landscaping Mechanics Bank 200.00 1,500.00 Total for Landscaping $400.00
Operation
Beginning
Balance
1,422.45
03/04/2025 Check 13718 No Pacific Grove Hardware Inc Mechanics Bank 2.52 1,424.97 03/14/2025 Check 13723 No 1-800 Plumber 100 Central Plumbing Mechanics Bank 350.00 1,774.97 Total for Operation $352.52
Gas and Electric
Beginning
Balance
3,472.65
03/04/2025 Check 13721 No Pacific Gas & Electric Co 02/24/2025 Mechanics Bank 579.11 4,051.76 03/28/2025 Check 13726 No Pacific Gas & Electric Co 03/25/2025 Mechanics Bank 492.64 4,544.40 Total for Gas and Electric $1,071.75
Professional Services
Beginning
Balance
485.00
Total for Professional Services
Water
Beginning
Balance
578.76
03/21/2025 Check 13724 No California American Water Feb 11 - Mar 11 Mechanics Bank 64.80 643.56 Total for Water $64.80
Web Marketing
Beginning
Balance
2,193.23
03/21/2025 Check 13725 No Comcast Bill Date 02/26/25 Mechanics Bank 284.36 2,477.59 Total for Web Marketing $284.36
Total for Operation with sub-accounts $1,773.43
Staffing/Other
Beginning
Balance
42,731.36
03/31/2025 Check 13661 No Pacific Grove Chamber of
Commerce
03/14/2025 Mechanics Bank 2,513.00 45,244.36
03/31/2025 Check 13661 No Pacific Grove Chamber of
Commerce
03/31/2025 Mechanics Bank 2,925.60 48,169.96
PGCC 5-21-25

PG Hospitality Improvement District
General Ledger
March 2025
Cash Basis Friday, April 11, 2025 10:29 AM GMT-07:00 3/3

DATE TRANSACTION
TYPE

NUM ADJ NAME MEMO/DESCRIPTION SPLIT AMOUNT BALANCE
Total for Staffing/Other $5,438.60
Technology
Beginning
Balance
273.11
Total for Technology
Total for Operating Expense $7,612.03
Total for Visitor Center $11,621.95
PGCC 5-21-25

PG Hospitality Improvement District
Profit and Loss YTD Comparison
March 2025
Cash Basis Friday, April 11, 2025 10:28 AM GMT-07:00 1/1 TOTAL
MAR 2025 JUL 2024 - MAR 2025 (YTD)
Income
Income 195,990.08
Total Income $0.00 $195,990.08
Expenses
Bookkeeping 250.00 2,175.00
Marketing/Advertising
Marketing Opportunities 1,400.00 13,674.87
Marketing Support Events 7,591.38
Print Media 200.00 7,009.98
Promotions and signage 2,706.05
Research, Support & Development 1,250.00 11,437.50
Total Marketing/Advertising 2,850.00 42,419.78
Visitor Center
Lease 4,009.92 34,707.84
Lease Insurance 2,213.19
Lease Real Estate Tax 3,170.35
Operating Expense
Landscaping 400.00 1,500.00
Operation 1,773.43 9,925.52
Staffing/Other 5,438.60 48,169.96
Technology 273.11
Total Operating Expense 7,612.03 59,868.59
Total Visitor Center 11,621.95 99,959.97
Total Expenses $14,721.95 $144,554.75
NET OPERATING INCOME $ -14,721.95 $51,435.33
NET INCOME $ -14,721.95 $51,435.33
PGCC 5-21-25

Profit and Loss Comparison
PG Hospitality Improvement District
July 1, 2024-April 14, 2025
Cash Basis Tuesday, April 15, 2025 03:58 AM GMTZ 1/1

DISTRIBUTION ACCOUNT TOTAL
JUL 1 2024 - APR 14 2025 JUL 1 2023 - APR 14 2024 (PY)
Income
Income 195,990.08 187,219.92
Carried Fwd Prior Year 20,000.00
Total for Income $195,990.08 $207,219.92
Cost of Goods Sold
Gross Profit $195,990.08 $207,219.92
Expenses
Bookkeeping 2,425.00 2,000.00
Marketing/Advertising 0 0
Marketing Opportunities 15,074.87 21,445.68
Marketing Support Events 7,591.38 8,791.38
Print Media 7,009.98 12,906.91
Promotions and signage 2,706.05 5,316.94
Research, Support & Development 12,687.50 13,916.21
Online Marketing 524.99
Total for Marketing/Advertising $45,069.78 $62,902.11
Visitor Center 0 0
Lease 38,717.76 34,909.65
Lease Insurance 2,213.19 1,929.22
Lease Real Estate Tax 8,298.48 6,421.74
Operating Expense 0 0
Landscaping 1,500.00 6,925.92
Operation $1,774.97 $2,100.26
Gas and Electric 4,544.40 4,394.12
Professional Services 485.00 263.28
Water 643.56 840.65
Web Marketing 2,761.95 2,402.62
Lighting and Flooring 130.96
Total for Operation $10,209.88 $10,131.89
Staffing/Other 48,169.96 69,442.70
Technology 273.11
Total for Operating Expense $60,152.95 $86,500.51
Furniture and Fixtures 201.00
Total for Visitor Center $109,382.38 $129,962.12
Miscellaneous Expense 77.70
Total for Expenses $156,877.16 $194,941.93
Net Operating Income $39,112.92 $12,277.99
Other Income
Other Expenses
Net Other Income 0 0
Net Income $39,112.92 $12,277.99
PGCC 5-21-25

Hospitality Improvement District
Profit & Loss Proposed Budget Overview
July 2025 – June 2026
Ordinary Income/Expense July 1, ’25 – June 30, ‘26
Income
Program Income
Carry Over, Prior Year, Mktg 20,000.00
City Assessment 239,000.00
Total Program Income 239,000.00
Total Income 239,000.00
Expenses
Total Administration 2,000.00
Total Visitor Center 128,000.00
Total Advertising 7,000.00
Total Community Projects 5,000.00
Total Marketing Opportunities 92,000.00
Total Operations Events/Promotion 5,000.00
Total Expenses $239,000.00
Net Ordinary Income 0.00
Net Income 0.00
PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

1 CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950

July 1, 2025
Christi Metzner
Pacific Grove Chamber of Commerce
584 Central Avenue
Pacific Grove, CA 93950

Dear Christi Metzner,
This letter, once signed by both parties, is intended to serve as the agreement between the City of Pacific Grove and the Pacific Grove Chamber of Commerce regarding the expenditure of Hospitality Improvement District (HID) revenues for FY 2025-26.

The HID Advisory Board recommended, and the City Council approved a program and budget of $239,000 for FY 2025-26 HID activities. City estimates HID revenues to be $239,000. This agreement reflects the approved activities.

HID Expenditure Budget for FY 2025-26
Proposed HID Expenditure Budget FY 2025-26
Total Administration $2,000
Total Advertising $7,000
Total Community Projects $5,000
Total Marketing Opportunities $92,000
Total Operations Events/Promotions $5,000
Total Visitor Center $128,000
Total $239,000
Agreement:

1. The City of Pacific Grove will remit the revenues resulting from HID assessments during FY 2025-26 on a quarterly basis within 30 days of the City’s due date for Transient Occupancy Tax payments from lodging establishments.

2. The Pacific Grove Chamber of Commerce will spend the transferred HID proceeds exclusively in the manner specified below:

PGCC 5-21-25

2 The Pacific Grove Chamber of Commerce will prepare an annual report for the HID to be submitted along with the recommended program and budget for the following fiscal year. The report shall include, but not be restricted to, the following information:
● Proposed changes to district boundaries
● A report of all expenditures from the current year (amount and purpose of expenditure transaction and the budgeted activity to which the expenditure is attributable)
● A statement reconciling the balances of all bank accounts holding HID revenues to the aforementioned expenditure report.
● The amount of surplus or deficit revenues projected to be carried over from a previous fiscal year.
● The amount of any contributions to be made from sources other than district assessments.
● The activities and/or improvements, along with estimated costs, to be provided for the coming fiscal year.

3. Modifications to the spending plan reflected herein may only occur with the written approval of the Pacific Grove City Manager.

Signed:
_____________________________________ _____________________________ Matthew Mogensen, City Manager Christi Metzner, CEO President Pacific Grove Chamber of Commerce
_________________________ _______________________
Date Date
PGCC 5-21-25

RESOLUTION NO. 25---

APPROVING THE ANNUAL REPORT AND PROGRAM OF

EXPENDITURES, ASSESSING THE LEVY AND APPOINTING AN

ADVISORY BOARD FOR THE HOSPITALITY IMPROVEMENT DISTRICT FOR FISCAL YEAR 2025-26

1. The Council conducted a public hearing to consider the levy of the proposed Fiscal Year 2025-26 assessment for the Pacific Grove Hospitality Improvement District on May 21, 2025 at 6:00 pm; and

2. The City Clerk gave notice of the public hearing by causing the resolution of intention, adopted by the City Council on May 7, 2025, to be published in a newspaper of general circulation at least seven days before the public hearing; and

3. At the public hearing, the City Council heard and considered all protests against the Fiscal Year (FY) 2025-26 levy of assessments for the Pacific Grove Hospitality Improvement District, and the rules and procedures used in receiving and considering protests complied with those set forth in Streets and Highways Code sections 36524, 36525 and 36534; and

4. Said Improvement Area Law provides, at California Street and Highways Code Section 36530, that the City Council shall appoint an advisory board to make recommendations to the City Council regarding expenditure of revenues collected from District business owners, and to make recommendations regarding the method and basis of assessment levy; and

5. This council has requested the Pacific Grove Chamber of Commerce to recommend membership for the advisory board by process of the public nomination and election, and the Chamber has made recommendations that this council desires to follow.

NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE:

1. The Council determines that each of the Findings set forth above is true and correct and by this reference incorporates those Findings as an integral part of this Resolution.

2. The City hereby levies and shall collect assessments for FY 2025-26 within the Hospitality Improvement District (HID), as described in Section 6.54 of the Pacific Grove Municipal Code.

3. The assessment is currently set at $2.00 per room night for full-service lodging establishments and $1.00 per room night for all others.

Pacific Grove has no full-service hotels or bed and breakfast establishments that collect the $2.00 per room night fee

4. There is no change in the boundaries of the district as established in the prior year and set forth in Section 6.54.030 of the Pacific Grove Municipal Code.

PGCC 5-21-25

5. The Council approves the annual report prepared by the Advisory Board of the Pacific Grove Hospitality Improvement District.

6. The Council approves the Pacific Grove Hospitality Improvement District program for FY 2025-26, as follows:

Proposed HID Expenditure for FY 2025-26
Proposed HID Expenditure Budget FY 2025-26
Total Administration $2,000
Total Advertising $7,000
Total Community Projects $5,000
Total Marketing Opportunities $92,000
Total Operations Events/Promotions $5,000
Total Visitor Center $128,000
Total $239,000

7. The City Manager is authorized to approve an agreement with the Pacific Grove Chamber of Commerce to administer the program for FY 2025-26.

8. The City Manager is authorized to approve mid-year amendments to the program and agreement with the Pacific Grove Chamber of Commerce within the total amount approved for the year.

9. Pursuant to California Streets and Highways Code Section 26530, the City Council hereby appoints the following (named with their business affiliations) as the advisory board for and on behalf of the Downtown Business Improvement District:
o Fady Hannah (Lighthouse Lodge & Suites), term expires June 30, 2026 o Michael Grech (Monterey Peninsula Inn), term expires June 30, 2026 o Robert Boerner (Pacific Gardens Inn), term expires June 30, 2027 o Alex Marin (Asilomar Conference Grounds) continuous
o Vacant

10. The advisory board hereby appointed is subject to all provisions of the Ralph M.

Brown Act, and the board hereby is directed to comply therewith.

11. This Resolution shall become effective immediately following passage and adoption thereof.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE this 21st day of May 2025, by the following vote:

AYES:

PGCC 5-21-25

NOES:

ABSENT:

APPROVED:
____________________________________
NICK SMITH, Mayor
ATTEST:
_______________________________
SANDRA KANDELL, City Clerk
APPROVED AS TO FORM:
________________________________
BRIAN A. PIERIK, City Attorney
PGCC 5-21-25

Agenda No. 11 C

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: Lori Frati, Finance Manager
MEETING DATE: May 21, 2025
SUBJECT: Downtown Business Improvement District (BID) Program for Fiscal Year 2025-26
CEQA: Does not constitute a Project per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION
Hold a public hearing to determine majority protest to the annual assessment were not received, adopt the resolution to approve the annual report, levy the annual assessment, approve the recommended Fiscal Year 2025-26 program, appoint the BID Advisory Board for Fiscal Year 2025-26, and authorize the City Manager to execute an agreement allowing the Pacific Grove Chamber of Commerce to administer the BID budget.

DISCUSSION
In 2000, the City established the Downtown Pacific Grove Business Improvement District (BID), appointed an advisory board, and levied assessments for the District. The assessments may be used only for the promotion, marketing and advertising of professional and retail businesses located in the district, and for general maintenance to benefit those businesses. All businesses located in the BID are assessed an amount equal to 35% of their business license tax. The assessment is collected together with the business license tax payment in July of each assessment year. Since its formation in 2000, the BID and assessments have been annually reauthorized.

At its May 7, 2025, meeting, the City Council approved a resolution of intent to levy the BID assessment for Fiscal Year (FY) 2025-26 and set a public hearing to consider the levy for May 21, 2025. California Streets and Highways Code Section 36525 provides that the District shall not be formed if written protests are received from the owners of businesses in the proposed area that will pay 50 percent or more of the assessments proposed to be levied. Staff advertised the public hearing pursuant to relevant State and Municipal Code sections. Staff has received no protest petitions as of this writing.

The District’s annual report (Attachment 1) lists the results of the election of Board Members, details revenues and expenditures for FY 2024-25, proposes a budget for FY 2025-26, and requests the levy of an assessment for FY 2025-26. No changes to BID boundaries are recommended for FY 2025-26.

City Council Resolution 07-042 (Attachment 2) outlines the requirements for re-establishing the district. The terms of the Resolution have been met as indicated by the specific points of compliance PGCC 5-21-25

set forth below:

Process for Advisory Board appointment: Per the resolution, the Chamber of Commerce facilitated a noticing of all properties in the BID and a meeting of the BID Advisory Board to fill Advisory Board seats that will expire on June 30, 2025. Results of the election from the Chamber of Commerce are included in the report with the following recommended Advisory Board for next year:

Liz Jacobs (Wild Fish Restaurant), term expires June 30, 2026 Marietta Bain (Fandango Restaurant), term expires June 30, 2026 Stephanie Loftus (The Quill), term expires June 30, 2026 Allyson Wieland (The Vague Collection), term expires June 30, 2026 Kristin Blackwood (The Grove Emporium), term expires June 30, 2027 Kim Poulin (Pacific Grove Plaza), term expires June 30, 2027 Alessandro Bush (Mechanics Bank), term expires June 30, 2027 Contract with Chamber of Commerce for services: The City contracted with the Chamber of Commerce to administer the BID program in compliance with the plan approved by the City Council.

The attached report from the Chamber shows the expenditures for the FY 2025-26 budget.

Chamber of Commerce financial reporting: The FY 2024-25 BID report from the Chamber includes BID expenditure activity for current fiscal year to date.

Proposed FY 2025-26 BID Program. The BID’s current and projected financial information, as provided by the Chamber of Commerce, is included in Attachment 1.

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The BID Advisory Board recommends the following allocation of BID assessment revenue for FY 2025-26, which is estimated to total $31,000:

Proposed BID Expenditure Budget for FY 2025-26
Administration $2,000
Advertising $7,000
Community Projects $2,500
Marketing Opportunities $9,500
Promotional and Events $10,000
Total $31,000

OPTIONS

1. Decline to adopt the Resolution.

2. Adopt a modified Resolution.

3. Provide alternative direction.

FINANCIAL IMPACT:

The City acts as the administrative pass-through to the BID. The assessed funds may only be used for BID purposes and not for any other City purpose.

FOCUSED PRIORITY AREA: Not Applicable.

Attachments
District Annual Report
Resolution No. 07-042
BID Resolution FY2025-26
Chamber Agreement with City
PGCC 5-21-25

Post Office Box 167 • Pacific Grove, CA 93950 • 831-373-3304 • pacificgrove.org April 17, 2025
To: Lori Frati - Finance Manager
From: Christi Metzner – Pacific Grove Chamber of Commerce Subject: Downtown Business Improvement District (BID) Report In accordance with the City's agreement with the Pacific Grove Chamber of Commerce (PGCC), I am submitting the BID annual report.

Introduction
As businesses nationwide navigate an evolving economic landscape, our district has demonstrated remarkable resilience and adaptability. Despite recent challenges, including fluctuating market conditions and workforce dynamics, our local enterprises have continued to innovate and thrive. This past year has underscored the strength and collaborative spirit of our business community, positioning us well for sustainable growth in the future. The following are a few examples of successes and challenges.
• The cost of consumer goods and services have increased to absorb economic factors such as supply chain issues, increased cost of raw materials as well as the higher cost of payroll. So, while the sales tax report data indicates a robust rebound, most businesses are seeing little to no growth in their bottom line. There is also the unknown for businesses affected by tariffs. • Employers in coastal communities, such as Pacific Grove, compete heavily for out of the directarea workforce, due to a myriad of factors including a lack of localized workforce housing, dwindling access to public transportation, and a decades long decline in high school student job seeking. This dynamic creates a challenge for employers to attract and retain talent. Businesses still struggle with consistency in their workforce.
• Several downtown anchors such as the former Bank of America, Chase Bank, Pier 1 and US Bank buildings have been purchased and/or for lease. Redevelopment plans have been slow moving and since the leases are higher than most small businesses can afford, the buildings over 3,000 sq ft have not been leased yet. The East end of Lighthouse only has a few vacancies, including the front of Pier 1 (which should be leased when the upstairs construction is complete). A new Strength and Conditioning center opened early this year, and an ice cream shop is coming soon, both in 520 Lighthouse. 520 also acquired Poptopia Balloons and Debby Beck’s office plus a couple more businesses you can’t see from the street. A café in the old Crema building is under construction and the old PG Cleaners building on Grand Avenue was sold. Hops & Fog Brewing and Pop and Hiss opened this fiscal year and doing very well. A gallery opened in Hambrook’s Auction House. No vacancies in the Central Avenue business district, a couple vacancies at Forest Hill Shopping Center, and Country Club Gate Plaza has several vacancies. Fusion Fitness moved out of a small space and opened a gym in the larger space, but closed early this year and now both spaces are vacant. Kelly-Moore Paints’ location is still vacant. The former Bank of America building (601 Lighthouse Ave) has been leased to one tenant (food and retail). The Chase Bank building has no movement and has the highest lease of all vacant properties on Lighthouse Avenue. US Bank recently moved out and there is a lot of interest in the property. • Even with a slow beginning of 2025, restaurants and businesses are doing well. Pacific Grove’s parklet program attracted visitors and locals alike to our downtown district, especially in the evenings and on weekends. The new outside dining will continue attracting visitors even more.

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Post Office Box 167 • Pacific Grove, CA 93950 • 831-373-3304 • pacificgrove.org • Home sales continue to be strong, which have a positive effect on the home building industry sector.

Election Board Members
On April 17, 2025, a publicly noticed BID special membership meeting was held at the City Manager’s Conference Room at City Hall and on Zoom. In addition, a notice of the meeting was emailed to every BID member on the City's business license list that is located within the BID boundaries. The following three Advisory Board members were approved by a unanimous vote to serve on the BID from July 1, 2025 to June 30, 2027:
• Kim Poulin – Pacific Grove Plaza (renewal)
• Kristin Blackwood – The Grove Emporium (application attached) • Alessandro Bush – Mechanics Bank (renewal)
They will join the following BID Advisory Board members:
• Liz Jacobs – Wild Fish Restaurant
• Stephanie Loftus – The Quill
• Marietta Bain – Fandango Restaurant
• Allyson Wieland – The Vague Collection
Income/Beginning Balance
The beginning balance of the BID account on July 1, 2024 was $32,298.72. As of February 28, 2025, the BID total program income was $29,889.16.

Expenditures Report
Last year, the BID proposed a balanced expenditure program. Attached is the profit and loss budget comparison.

Since July 1, 2024, the expenditures for the BID are below:

BID Administration $1,800
Bubbly Bins, Inc. $1,998
Listing all BID hospitality businesses in the Tourist Guide $3,500 Trick-or-Treat (2024) $2,900
Holiday Open House (2024) $2,400
Community Projects (Youth Ambassadors of PG Donation) $2,500 Shop Sip and Stroll (2024) $2,260
Print Advertising $5,534
Additional marketing operations work (TBC Comm) $4,388
Total BID investments to date $27,280
Between now and the end of June 2025, we anticipate the below expenses to finish out this fiscal year:

Bubbly Bins, Inc. shared contract (BID portion) $1,071
NorCal Travel Guide PG Promotion (Monterey Herald) $1,300 Chalk the Block (2025) $1,500
Total upcoming BID investments $3,871
PGCC 5-21-25

Post Office Box 167 • Pacific Grove, CA 93950 • 831-373-3304 • pacificgrove.org Direction
In 2025-26 the BID direction will continue to focus on promotions, advertising and supporting annual downtown events such as the Halloween Trick or Treat, Shop Small Saturday, Chalk the Block, Shop, Sip and Stroll for the Holidays, and First Friday events. The focus of the BID will be concentrated in four main areas:
• Beautification projects for the downtown districts
• Supporting and promoting existing and new events and programs to attract foot traffic downtown
• Supporting new and upcoming Arts District of PG events and programs Anticipated costs, revenues, number of licenses, and activities to be provided in Fiscal Year 2025-26 include, but are not limited to, promotion, marketing, and advertising of businesses in the district, support for special events, and general maintenance to benefit businesses within the BID. Reporting on the estimated 2025-26 fiscal year activities, the BID has 263 members and revenues are estimated at $31,000 including $1,000 carryover.

Closing
Downtown Pacific Grove continues to evolve and is so vibrant. In the coming year, the BID will support the final phase of redevelopment of the new PG Kimpton Hotel and continue to support beautification opportunities to showcase our beautiful downtown.

Thank you.

Respectfully submitted by:

Christi Metzner
BID Administrator
PGCC 5-21-25

Business Improvement District
Profit & Loss Proposed Budget Overview
July 2025 – June 2026
Ordinary Income/Expense July 1, ’25 – June 30, ‘26
Income
Program Income
Carry Over, Prior Year, Mktg 1,000.00
City Assessment 30,000.00

Total Program Income 31,000.00

Total Income 31,000.00
Expenses
Total Administration 2,000.00

Total Advertising 7,000.00

Total Community Projects 2,500.00
Total Marketing Opportunities 9,500.00
Total Operations Events/Promotion 10,000.00
Total Expenses 31,000.00
Net Ordinary Income 0.00
Net Income 0.00
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Jul '24 - Mar 25 Budget $ Over Budget % of Budget
Ordinary Income/Expense
Income
Program Income
Carry Over, Prior Year, Mktg 0.00 1,000.00 -1,000.00 0.0% City Assessment 29,889.16 30,000.00 -110.84 99.6%
Total Program Income 29,889.16 31,000.00 -1,110.84 96.4% Total Income 29,889.16 31,000.00 -1,110.84 96.4%
Expense
Administration 1,800.00 1,800.00 0.00 100.0%
Advertising 5,534.00 6,700.00 -1,166.00 82.6%
Business Expenses 0.00
Community Projects 2,500.00 3,000.00 -500.00 83.3%
Marketing Opportunities 4,387.82 9,500.00 -5,112.18 46.2% Operations
Events/Promotions 7,562.08 10,000.00 -2,437.92 75.6%
Total Operations 7,562.08 10,000.00 -2,437.92 75.6%
Total Expense 21,783.90 31,000.00 -9,216.10 70.3%
Net Ordinary Income 8,105.26 0.00 8,105.26 100.0%
Net Income 8,105.26 0.00 8,105.26 100.0%
10:39 AM Business Improvement District
04/11/25 Profit & Loss Budget vs. Actual
Accrual Basis July 2024 through March 2025

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Mar 31, 25
ASSETS
Current Assets
Checking/Savings
Mechanics Bank 26,125.57
Total Checking/Savings 26,125.57
Total Current Assets 26,125.57
TOTAL ASSETS 26,125.57

LIABILITIES & EQUITY
Equity
Opening Balance Equity -6,000.00
Unrestricted Net Assets 24,020.31
Net Income 8,105.26
Total Equity 26,125.57
TOTAL LIABILITIES & EQUITY 26,125.57
10:57 AM Business Improvement District
04/11/25 Balance Sheet
Accrual Basis As of March 31, 2025

PGCC 5-21-25

Mar 25 Jul '24 - Mar 25
Ordinary Income/Expense
Income
Program Income
City Assessment 0.00 29,889.16
Total Program Income 0.00 29,889.16
Total Income 0.00 29,889.16
Expense
Administration 1,800.00 1,800.00
Advertising
Print Advertising 0.00 2,034.00
Advertising - Other 0.00 3,500.00
Total Advertising 0.00 5,534.00
Community Projects 0.00 2,500.00
Marketing Opportunities 0.00 4,387.82
Operations
Events/Promotions
Halloween 0.00 2,900.00
Holiday Events 0.00 2,400.00
Events/Promotions - Other 0.00 2,262.08
Total Events/Promotions 0.00 7,562.08
Total Operations 0.00 7,562.08
Total Expense 1,800.00 21,783.90
Net Ordinary Income -1,800.00 8,105.26
Net Income -1,800.00 8,105.26
9:14 AM Business Improvement District
04/17/25 Profit & Loss YTD Comparison
Accrual Basis March 2025

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PGCC 5-21-25

RESOLUTION NO. 25-xxx

APPROVING THE ANNUAL REPORT, APPROVING THE PROGRAM OF

EXPENDITURES, ASSESSING THE LEVY, AND APPOINTING AN ADVISORY

BOARD FOR THE DOWNTOWN BUSINESS IMPROVEMENT DISTRICT FOR FISCAL YEAR 2025-26

FINDINGS

1. The Council conducted a public hearing to consider the levy of the proposed Fiscal Year (FY) 2025-26 assessment for the Pacific Grove Downtown Business Improvement District on May 21, 2025, at 6:00 pm; and

2. The City Clerk gave notice of the public hearing by causing the resolution of intention, adopted by the City Council on May 21, 2025, to be published in a newspaper of general circulation at least seven days before the public hearing; and

3. At the public hearing, the City Council heard and considered all protests against the fiscal year 2025-26 levy of assessments for the Downtown Pacific Grove Business Improvement District, and the rules and procedures used in receiving and considering protests complied with those set forth in Streets and Highways Code sections 36524, 36525 and 36534; and

4. Said Improvement Area Law provides, at California Street and Highways Code Section 36530, that the City Council shall appoint an advisory board to make recommendations to the City Council regarding expenditure of revenues collected from District business owners, and to make recommendations regarding the method and basis of assessment levy; and

5. Council has requested the Pacific Grove Chamber of Commerce to recommend membership for the advisory board by process of the public nomination and election, and the Chamber has made recommendations that this council desires to follow;

NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE:

1. The Council determines that each of the Findingsset forth above is true and correct and by this reference incorporates those Findings as an integral part of this Resolution

2. The City hereby levies and shall collect assessments for the Fiscal Year 2025-26 within the Downtown Pacific Grove Business Improvement District (BID), as described in Section 6.50.010 of the Pacific Grove Municipal Code

3. There is no change in the boundaries of the district as established in the prior year and set forth in Section 6.50.020 of the Pacific Grove Municipal Code.

PGCC 5-21-25

4. The Council approves the annual report prepared by the Advisory Board of the Downtown Pacific Grove Business Improvement District.

5. The City Council approves the Downtown Business Improvement District program for FY 2025-2026, as follows:

Proposed BID Expenditure for FY 2025-26
Administration $ 2,000
Promotional Events 10,000
Advertising 7,000
Community Projects 2,500
Marketing Opportunities 9,500
Total $31,000

6. The City Manager is authorized to approve an agreement with the Pacific Grove Chamber of Commerce to administer the program for FY2025-26.

7. The City Manager is authorized to approve mid-year amendmentsto the program and agreement with the Pacific Grove Chamber of Commerce within the total amount approved for the year.

8. Pursuant to California Streets and Highways Code Section 26530, the City Council hereby appoints the following (named with their business affiliations) as the advisory board for and on behalf of the Downtown Business Improvement District:
• Liz Jacobs (Wild Fish Restaurant), term expires June 30, 2026 • Allyson Wieland (The Vague Collection), term expires June 30, 2026
• Marietta Bain (Fandango Restaurant), term expires June 30, 2026 • Stephanie Loftus (The Quill), term expires June 30, 2026 • Kim Poulin (Pacific Grove Plaza), term expires June 30, 2027 • Kristen Blackwood (The Grove Emporium), term expires June 30, 2027
• Alessandro Bush (Mechanics Bank), term expires June 30, 2027

9. The advisory board hereby appointed is subject to all provisions of the Ralph M.

Brown Act, and the board hereby is directed to comply therewith.

10. This Resolution shall become effective immediately following passage and adoption thereof.

PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE this 21st day of May 2025, by the following vote:

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AYES:

NOES:

ABSENT:

APPROVED:

NICK SMITH, Mayor
ATTEST:

SANDRA KANDELL, City Clerk
APPROVED AS TO FORM:

BRIAN A. PIERIK, City Attorney
PGCC 5-21-25

1 CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
July 1, 2025
Christi Metzner, CEO President
Pacific Grove Chamber of Commerce
584 Central Avenue
Pacific Grove, CA 93950

Dear Christi Metzner,
This letter, once signed by both parties, is intended to serve as the agreement between the City of Pacific Grove and the Pacific Grove Chamber of Commerce regarding the expenditure of Downtown Business Improvement District (BID) revenues for FY 2025-26.

The BID Advisory Board recommended, and the City Council approved a program and budget of $31,000 for FY 2025-26 BID activities. This agreement reflects the approved activities.

Agreement:

1. The City of Pacific Grove will remit the revenues resulting from BID assessments during FY 2025-26 in two installments, with the first to occur on or about September 1, 2025, and the second to occur on or about May 1, 2026. Any BID assessment revenues received after May 1st will be remitted as part of the following year’s revenues.

2. The Pacific Grove Chamber of Commerce will spend the transferred BID proceeds exclusively in the manner specified below:

BID Expenditure Budget for FY 2025-26
● Administration $2,000
● Promotion and Events 10,000
● Advertising 7,000
● Community projects 2,500
● Marketing Opportunities 9,500
Total $31,000
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2 3. The Pacific Grove Chamber of Commerce will prepare an annual report for the BID to be submitted along with the recommended program and budget for the following fiscal year.

The report shall include, but not be restricted to, the following information:
● A report of all expenditures from the current year (amount and purpose of expenditure transaction and the budgeted activity to which the expenditure is attributable)
● A statement reconciling the balances of all bank accounts holding BID revenues to the aforementioned expenditure report.
● The amount of surplus or deficit revenues projected to be carried over from a previous fiscal year.
● The amount of any contributions to be made from sources other than district assessments.
● The activities and/or improvements, along with estimated costs, to be provided for the coming fiscal year.

4. Modifications to the spending plan reflected herein may only occur with the written approval of the Pacific Grove City Manager.

Signed:
_____________________________________ _____________________________ Matthew Mogensen, City Manager Christi Metzner, CEO President City of Pacific Grove Pacific Grove Chamber of Commerce _________________________ _______________________
Date Date
PGCC 5-21-25

Agenda No. 11 D

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: Lori Frati, Finance Manager
MEETING DATE: May 21, 2025
SUBJECT: Master Fee Schedule for Fiscal Year 2025-26
CEQA: Does not constitute a Project per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION
Approve Resolution adopting the City's FY 25-26 Master Fee Schedule, including the annual Consumer Price Index (CPI) adjustment and other changes as directed by Council

1. 2. Alternatively, discuss and take other action related to this item.

DISCUSSION
Chapter 6.02 of the Pacific Grove Municipal Code (PGMC) requires a schedule of fees to be reviewed annually in conjunction with the budget process and established by City Council resolution. Notice of the public hearing was published in accordance with PGMC Chapter 6.02 and relevant California Government Code sections.

In accordance with the process adopted by Council for FY 2012-13, the current fee schedule has been adjusted, where applicable, by the 2.4% increase in the Consumer Price Index (CPI) for the San Francisco-Oakland-San Jose area for the period ending December 31, 2024. The CPI adjustment applies to all fees not controlled by other entities (e.g. State of California) or fees that are market-driven (cemetery site sales, facility rentals, etc.). In addition to the CPI adjustment, staff has proposed changes to fees based on the City’s Fees, Charges and Cost Recovery Policy (No. 400-4- Attachment II) and Council’s direction to recover 100% of the costs associated with providing services to the public (with certain specific exceptions).

The attached Master Fee Schedule is structured to maintain the current fiscal year fees, with CPI increases, where appropriate, and to add the new proposed fees for FY 2025-26. Changes other than those resulting from the CPI increase are highlighted on the schedule. The Sewer Rate Table fees will continue at the FY2024-25 rates until Public Works meets with a consultant to create a new Sewer Rate Table.

OPTIONS
Provide alternative direction.

PGCC 5-21-25

FINANCIAL IMPACT:

Staff anticipates the recommended fee additions and changes correspond to the costs of providing services for FY 2025-26.

FOCUSED PRIORITY AREA: Not Applicable.

Attachments
Master Fee Schedule
Council Policy 400-04
CPI ending December 2024
Resolution Adopting Master Fee Schedule
PGCC 5-21-25

City of Pacific Grove

MASTER FEE SCHEDULE
FISCAL YEAR 2025-26
All changes to Community Development fees are effective 09/01/2025 and all other fee changes are effective 07/01/25.

PGCC 5-21-25

Administration (Fees Applicable to All Departments and Programs) 3 Cemetery 5
City Clerk 9
Community Development 10
Fire 18
Library 21
Lighthouse 22
Local Water Project 23
Police 24
Public Works 28
Recreation 30
Sewer Rate Sheet 34

MASTER FEE SCHEDULE

TABLE OF CONTENTS
PGCC 5-21-25

ADMINISTRATION F/Y 24-25
Fees
Proposed Fees
FY 25-26 Acct. #
CREDIT CARD PAYMENT PROCESSING FEE 01-4534
$1.00 - $50.00 $2 $2
$51.00 - $100.00 $3 $3
$101.00 - $200.01 $5 $5
Greater than $201.00 - and up @ 3.5% of charged amount 3.5% of charged
amount

3.5% of
charged
amount
Transient Occupancy Taxes may not be charged on a credit card BUSINESS LICENSE ADMINISTRATION FEE, Per License 01-4121 If paid by August 1 (on time payment/standard) $37 $38
If paid after August 1 (late payment) $46 $47
CITY HALL FACILITY RENTAL FEES 01-4674
Security Deposit (SECURITY) $70 $72
Clean-up Fee Actual Costs Actual Costs
Special Audio Visual Equipment Use Deposit $280 $287
Council Chambers – first four hours of use $148 $152
Per hour after four hours $37 $38
Forest Avenue Conference Room – first four hours $58 $59 Per hour after four hours $15 $15
City Manager Conference Room – first four hours $116 $119 Per hour after four hours $30 $31
WATER ENTITLEMENT RIGHTS 01-4457
Per Acre Foot Per Year $262,250
AFY
$262,250
AFY
Per one tenth (.10) Acre Foot Per Year $26,225 per
.10 AFY
$26,225 per
.10 AFY
30% discount expires 06/30/26
Application processing fee $484 $496
TRANSIENT USE LICENSES 01-4213
Initial STR Application Review $141 $144
Application Renewal $97 $99
Annual License $124 $127
Home Sharing License Annual Renewal $265 $271
Initial Home Sharing License Application Review $81 $83 Transient License Change or Reprint Fee $26 $27
The City may bill for special services, such as support for special events, cleanup of hazardous materials spills, protection of public property and public safety due to unusual events based on total actual and direct costs. Billings may be waived or reduced by action of the City Manager.
3 PGCC 5-21-25

ADMINISTRATION F/Y 24-25
Fees
Proposed Fees
FY 25-26 Acct. #
FILMING FEES 01-4201
Use of Public Areas for Motion Picture and Still Photography Productions (PGMC §16.64.030), Daily Fee Calculated for 100% Cost Recovery and Approved by the Administrative Services Director (May be reduced not more than 50% with City Manager approval)
Minor Film Permit This is a permit would primarily apply to still photography and really minor filming applications such as little or no crew.

This type of permit typically would only require review from Police Personnel with little to minimal involvement from other departments. $183 $187
Mid-Level Film Permit This is a permit that would primarily apply to a major photoshoot or minor commercial filming application. It would require coordination between Police Personnel and Parks and Recreation staff for use of City property.
$629 $644
Major Film Permit This is a permit that would primarily apply to a major commercial filming - Movies or Television shows. It could be productions that would require building stages, sites with unique environmental or location conditions; or crews with crews of 30 or more personnel. This type of application review would require significant review and input from a variety of City staff, including Police, Fire, Parks and Recreation, and Public Works.
$1,107 $1,134
Land Lease for Filming (Fee subject to negotiation; fee study and recommended baseline amounts are provided for reference, parking lots may be charged by space)
$0.24 / square
foot per hour
$0.24 / square
foot per hour
The City may, at its discretion, choose to apply a late payment fee to outstanding amounts due to the City that remain unpaid thirty days after the due date. The penalty will be set at 10% of the amount owed, but no less than $25.

Min. $25 Min. $25
OTHER FEES Various
Special Services Actual Cost Actual Cost 01-4406
Document Photocopy and Report Fees (Soft or Hard) (per page) $0.25 $0.25 01-4406 Digital Production - CD, DVD, Flash drives for PRA information requests and presentations at meetings by the public (City will not allow the use of flash drives provided by the public for reasons of virus protection) Actual Cost Actual Cost 01-4406
Notary fees (per signature/page signed) * 01-4406
* Unless otherwise specified in Government Code § 8211 $15 per i
$15 per
i 1st Check Returned check processing (per item) $25 $25 01-4513 2nd Check and Subsequent Checks $35 $35 01-4513
Copy of Annual Budget or Annual Financial Report Actual Costs Actual Costs 01-4406 Fuel sales to outside agencies Cost + 10% Cost + 10% 01-4516 Tobacco Retailer License - State Fee $407 $407 01-4201
The City Manager may decrease fees set forth in this schedule if s/he determines that the cost of providing a particular service will be substantially less than the normal cost of such service or if programs or services are reduced. 4 PGCC 5-21-25

EL CARMELO CEMETERY F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
CEMETERY SITE SALES 75-4481
Single Burial Site, Adult $5,553 $5,686
Single Burial Site, Child $2,779 $2,846
Double Garden Crypt-In Ground $9,618 $9,849
Urn Garden, Double-In Ground $4,149 $4,249
Urn Garden, Single-In Ground $2,597 $2,659
Urn Sites, Single Other than Urn Garden $2,813 $2,881
Urn Sites–Double Other than Urn Garden $4,613 $4,724
Urn Sites - Triple $4,959 $5,078
Columbarium Niche (1-4 urns) $9,221 $9,442
Historic Site Unit 1 - Mausoleum-Inurnment
Single Niche $3,675 $3,763
Double Niche $7,204 $7,377
Single Crypt $17,361 $17,778
Modern Site Unit 2 - Mausoleum
Double Niche $7,204 $7,377
Single Crypt $17,360 $17,777
Double Crypt $31,853 $32,617
Memorial Garden $378 $387
Memorial Wall Plaque Site (Standard Size: 8 inches by 6 inches) $80 $82 ENDOWMENT CARE 86-4480
Adult Burial Site $1,195 $1,224
Child Burial Site $614 $629
Double Garden Crypt $1,195 $1,224
Urn Garden, Double $735 $753
Urn Garden, Single $657 $673
Urn Sites, Other than Urn Garden (In Ground, per Urn) $657 $673 Urn Sites, Double - Other Than Urn Garden $735 $753
Urn Sites - Triple $1,195 $1,224
Columbarium Niche (1-4 urns) $802 $821
Mausoleum Single Niche $735 $753
Mausoleum Double Niche $802 $821
Mausoleum Memorial Garden Vault $134 $137
Mausoleum Crypt $802 $821
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EL CARMELO CEMETERY F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
LABOR CHARGES 75-4484
Grounds Maintenance - One Time Fee for Memorial Garden Vault Sites $307 $314 Grounds Maintenance - One Time Fee for Child Sites $614 $629 Grounds Maintenance - One Time Fee - All Other Sites $1,226 $1,255 Open/Close Burial Site, Adult $2,230 $2,284
Open/Close Burial Site, Child $1,108 $1,135
Open/Close Double Garden Crypt (1st opening) $1,999 $2,047 Open/Close Double Garden Crypt (subsequent opening) $1,920 $1,966 Set or Removal In-Ground
Set In-Ground Marker $625 $640
Set In-Ground Marker with Border $932 $954
Remove In-Ground Marker or In-Ground Marker with Border $371 $308 Urn / Vase:

Set In-Ground Urn and Marker $955 $978
Set In-Ground Urn and Marker with Border $1,185 $1,213
Remove In-Ground Urn & Marker or In-Ground Urn & Marker with Bd
$301 $308
Set or Remove In-Ground Vase $186 $190
Set In-Ground Vase with Border $416 $426
Addition of Border After Original Placement
To Marker $609 $624
To Vase $455 $466
Historic Site Unit 1 Mausoleum-Inurnment
Open Mausoleum Niche for Inurnment $1,108 $1,135
Place plaque or vase on Mausoleum Niche at inurnment $231 $237 Place/Remove plaque or vase on Mausoleum Niche after inurnment $609 $624 Replace Vase Holder (Niche & Columbarium) - vase holder cost plus one & one-half hour labor
$263 + Vase Pkg $269 + Vase Pkg
Remove Urn Niche $301 $308
Modern Site Unit 2 Mausoleum - Inurnment
Open Mausoleum Niche for inurnment $878 $899
Place plaque or vase on Mausoleum Niche at inurnment $269 $275 Place/Remove plaque or vase on Mausoleum Niche after inurnment $493 $505 Replace Vase Holder (Niche, New Columbarium) $186 + Vase Pkg $190 + Vase Pkg Remove Urn - Niche $339 $347
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EL CARMELO CEMETERY F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
Columbarium - Inurnment
Open Columbarium Niche to Place Urn $1,262 $1,292
Place/Remove Plaque or Vase on Columbarium niche at Inurnment $154 $158 Place Plaque or Vase on Columbarium niche after Inurnment $686 $702 Remove Urn - Columbarium Niche $301 $308
Open New Columbarium Niche to Place Urn $724 $741
Place Plaque or Vase on New Columbarium niche $186 $190 Remove plaque or urn from New Columbarium niche $186 $190 Mausoleum Crypt - Inurnment
Open Mausoleum Crypt for inurnment $1,032 $1,057
Open Mausoleum Crypt for burial $1,647 $1,687
Historic Site Mausoleum - Burial
Open Underground Unit 2 Mausoleum Crypt for Burial $1,954 $2,001 Place Plaque or Vase on Mausoleum Unit 1 Crypt at Burial $231 $237 Place Plaque or Vase on Mausoleum Unit 1 Crypt other than at Burial $493 $505 Place plaque or vase on Mausoleum Unit 2 Crypt at Burial $308 $315 Place Plaque or Vase on Mausoleum Unit 2 Crypt after Burial $670 $686 Memorial Garden
Open Memorial Garden Vault Site (place urn) $548 $561
Place Plaque on Memorial Garden Vault Site/Memorial Wall $186 $190 Remove Urn from Memorial Garden Vault Site $416 $426
Remove Plaque from Memorial Garden Vault Site/Memorial Wall $493 $505 Remove Niche/Crypt Slug $395 $404
Replace Cracked Mausoleum Granite Plate (Unit 1) $186 + Plate Cost
$191 + Plate
Cost
Place Cameos $154 Per Hour $158 Per Hour
Marker Rubbing $154 Per Hour $158 Per Hour
Disinter Casket, Double Garden Crypt (lower level) $1,493 $1,529 Disinter Casket, Double Garden Crypt (upper level) $1,493 $1,529 Disinter In-Ground Casket, Child $1,032 $1,057
Disinter In-Ground Casket, Adult $1,493 $1,529
Pallbearers – weekdays only includes 4 Staff $660 $676
Saturday Service (4-hour minimum at overtime rate) Per Staff Hour $766 $784 Hourly Rate (Minimum 2 Staff for 2-hours each) $165 Per hour / ($660)
$169 Per hour /
($676)
Overtime Hourly Rate (Minimum 2 staff for 2 hours each) $192 Per hour / ($768)
$197 Per hour /
($788)
7 PGCC 5-21-25

EL CARMELO CEMETERY F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
DEED PROCESSING 75-4481
Deed Fee $255 $261
Replacement Deed Fee $38 $39
Deed Transfers, Document Processing Fee $255 $261
CA Disposition of Human Remain permit fee $21 $22
PRODUCTS 75-4481
Adult Liner, Single At Cost At Cost
Liner, Double Garden Crypt (taxable portion) (Pre-set – charge sales tax l)
At Cost At Cost
Child Liner, Single At Cost At Cost
Vase Package – in-ground At Cost At Cost
Vase Package – Columbarium At Cost At Cost
Vase Package – Mausoleum Unit 1 At Cost At Cost
Vase Package B58– Mausoleum Unit 2 crypts At Cost At Cost Vase Package – Mausoleum Unit 2 niches At Cost At Cost
Vase Package – New Columbarium At Cost At Cost
Vase Holder - In-Ground At Cost At Cost
Vase Insert - In Ground At Cost At Cost
Endowment transfer fee: Upon transfer, the party transferring deed shall pay the difference between the endowment care rate paid with initial deed and the current endowment care rate.

Grounds Maintenance One-Time Fee. Upon transfer, the new site owner shall pay the one-time Grounds Maintenance Fee based on the type of burial site.
(1) The City Manager has the ability to approve a 10% resident discount on Cemetery Site sales only for a specified period of time during the year. This discount would be included in an advertisement and designed to assist with advance planning. 8 PGCC 5-21-25

CITY CLERK F/Y 24-25
Fees
Proposed
F/Y 25-26
Fees
Acct #
CLERK CERTIFICATION 01-4406
Certification of Pacific Grove Residency and or Proof of Life (Per signature) $15 $15
Certification of Documents (Per document) $15 $15
PUBLIC RECORDS 01-4406
Copies standard 8.5" x 11", black and white
(ordinances, resolutions, campaign finance and economic statements) $0.10 per page $0.10 per page ELECTIONS 01-4513
Under certain circumstances, the City must collect fees as prescribed by other governing bodies, such as the Fair Political Practices Commission (FPPC). The City has no control over these fees.

Nomination Papers Filing Fee (EC Section 10228) $25 $25 Candidates Statement Filing Set by County Set by County Intent to File Initiative (EC Section 9202(b)) $200 $200 Late filing fee per late day (As set forth by State) $10 $10 MISCELLANEOUS 01-4513
Administrative Records (Compilation/Creation) Actual Costs Actual Costs Appeal Fee (Beautification and all others not listed elsewhere) $46 $47 Annual Subscription Service: Agenda and Minutes $136 $139 Marriage Soleminization $25 $25
9 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
GENERAL PLAN AND ZONING AMENDMENTS 01-4413
General Plan Amendment $10,000 $10,240
General Plan Land Use Map Amendment $10,000 $10,240
General Plan Update 5% of permit fee 5% of permit fee
Zoning Ordinance Amendment $10,000 $10,240
Zoning Map Amendment $10,000 $10,240
Zoning Ordinance Interpretations $1,598 $1,636
Interpretations of Permitted Uses Lists $1,598 $1,636
SUBDIVISIONS 01-4401
Tentative Tract Map
Tentative Tract Map - Base $3,258 $3,336
Tentative Tract Map - Per Lot $323 $331
Final Tract Map
Final Tract Map - Base + Recording Fee $3,258 $3,336
Final Tract Map - Per Lot $323 $331
Lot Line Adjustment (Inland Zone - Outside the Coastal Zone) $2,536 $2,597 Parcel Legality Determination (PLD) $1,052 $1,077
Final Parcel Map (plus recording fees) $2,827 $2,895
Tentative Parcel Map - Base $2,827 $2,895
Lot Mergers $2,536 $2,597
Certificate of Compliance $2,115 $2,166
ENVIRONMENTAL REVIEW 01-4407
Environmental Impact Report (EIR)* - This represents a deposit for staffing time for a full EIR. All staff time will be charged at the fullyburdened rate against the deposit, along with all publishing and noticing costs
$10,000 $10,240
Initial Studies/Mitigated Negative Declaration $7,500 $7,680 Mitigation Monitoring $5,500 $5,632
Environmental Enhancement Fund (Fund 5) $2.00/sq. ft. $2.00/sq. ft. 01-4607 USE PERMITS 01-4401
Use Permit and Amendments
Use Permit and Amendments – Single Family $2,644 $2,707 Use Permit and Amendments – Multi-Family, Commercial,
Institutional, Other
$3,701 $3,790
Administrative Use Permits $1,382 $1,415
10 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
ARCHITECTURAL REVIEW 01-4401
Architectural Permit
Architectural Permit – Single Family $3,701 $3,790
Multi Family
Four units or less $4,350 $4,454
Five units or more $4,781 $4,896
Commercial, Industrial, Institutional, all others
10,000 sq. ft. or less $3,701 $3,790
10,001-50,000 sq. ft. $5,384 $5,513
50,001- 100,000 sq. ft. $10,784 $11,043
Over 100,000 sq. ft. $13,435 $13,757
Administrative Architectural Permit $1,802 $1,845
Administrative Design Change $1,802 $1,845
COUNTER REVIEW PERMITS 01-4402
Counter Review & Determination
No new square footage (Plus hourly fee if more than ½ hour required) $421 $431 New square footage (Plus hourly fee if more than 3 hours required) $1,047 $1,072 Zoning Confirmation for Business License Permit $210 $215 Massage Permit Application $446 $457
SIGN PERMITS 01-4403
Downtown Sign Permit $1,133 $1,160
Administrative Sign Permit $950 $973
Sign Permit $1,133 $1,160
HISTORIC REVIEW 01-4754
Historic Demolition Permit $5,860 $6,001
Off-site relocation permit $5,860 $6,001
Historic Resources Inventory Determinations (Additions/Deletions) $1,997 $2,045 On-site relocation permit $3,077 $3,151
Historic Preservation Permit $1,997 $2,045
Initial Historic Screening $507 $519
VARIANCES 01-4401
Variances and Amendments $3,701 $3,790
Administrative Variances and Amendments $2,031 $2,080
11 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
APPEALS - Per Appeal 01-4401
Appeals of enforcement and zoning ordinance interpretations $2,667 $2,731 Appeals/hearings of planning permits $3,161 $3,237
Request for Zoning Administrative Hearing or Decision $784 $803 Appeal fees for Coastal Development Permits are waived. $0 $0 OVERLAY FEES 01-4401
Area of Special and Biological Significance 5% of permit fees 5% of permit fees Butterfly Buffer 5% of permit fees 5% of permit fees
NOTICING 01-4401
Mailing Actual Cost Actual Cost
Publishing Actual Cost Actual Cost
COASTAL DEVELOPMENT PERMITS 01-4401
Waiver of De Minims Development plan permit $2,957 $3,028 Single Family Residence $4,058 $4,155
Multi-family Residential - Base $5,136 $5,259
Multi-family Residential - Per Unit $1,100 $1,126
Commercial or Industrial $6,624 $6,783
Lot Line Adjustment $5,352 $5,480
Subdivision $3,744 Per Lot $3,834 Per Lot
Emergency Permit $1,683 $1,723
Amendment 50% of permit fee 50% of permit fee
Temporary Event $5,243 $5,369
Extension (% of Permit Fee) $228 $233
CODE ENFORCEMENT 01-4503
Abandonment or purchase of City property $3,744 $3,834
Abandoned Property Registration Fee $306 $313
Investigation fees, Code violations (Actual Cost) Actual Cost Actual Cost VACANT PROPERTIES 01-4503
Inspection per property (min. or actual cost) $204 $209 Registration per property $204 $209
12 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
MISCELLANEOUS 01-4401
County Filing Fees As determined by
County
As determined by
County
Density bonus $2,873 $2,942
General File Research $210 $215
Hourly Fee $210 $215
Multiple Permits for Single Family residential applications only.

Highest fee no discount; all lower fees discounted 25%
For single family
applications only
For single family
applications only
Outdoor Sidewalk Dining Permit $938 $961
Sidewalk Vendor Permit $307 $314
Permit Exrension (Fee may be waived if permit is subjust to Water Waiting List)
$227 $232
Pre-Application Meeting / Preliminary Project Review $307 $314 Records Management and Retention (per file) $194 $199
Rental Property Registration $398 $408
Revocable License for Encroachments (plus hourly fee after 2 hours) $1,035 $1,060 Statement of Compliance (hourly fee if more than 4 hours required) $842 $862 Tree Permit with Development $404 $414
Tree Permit with Development Violation $404 $414
ABC License Review Fee $202 $207
Animal Keeping Permit $362 $371
Animal Keeping Permit Annual Renewal $103 $105
Commercial Breeding Permit, Cats $1,221 $1,250
Commercial Breeding Permit, Dogs $1,221 $1,250
Incidental Breeding Permit, Cats (per litter) $284 $291 Incidental Breeding Permit, Dogs (per litter) $284 $291 HOUSING FEES 15-4701
Rehabilitation & Sewer Loan Payoff Demand - Per Statement $307 $314 Reconveyance Fee $404 $414
County Recording Fee (billed by Monterey County Recorder) Actual Cost Actual Cost ANIMAL REGULATION - KEEPING AND BREEDING PERMITS § 10.16.040 13 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
Housing Rehab Loan Fees (CalHOME Loan Funded Projects) 15-4701 Loan Processing $3,349 $3,429
Underwriting $631 $646
Property Tax Verification $307 $314
Loan Document Preparation – SFD $1,149 $1,177
Loan Document Preparation – Manufactured Housing $2,201 $2,254 Inspection To Determine Scope of Work (Actual Cost) $412 $422 Contractor Selection (Actual Cost) $3,560 $3,645
Development of Work Write-up & Specifications (Actual Cost) $4,401 $4,507 Project Bidding (Actual Cost) $4,304 $4,407
Progress Inspection/Payment Authorization (Actual Cost) $518 $530 Affordable Housing Monitoring - Annual Fee Per Household 15-4701 Affordable Units $194 $199
Registered Units $194 $199
MISCELLANEOUS BUILDING PERMITS 01-4203
Electrical Permit (not requiring plan check) $237 $243
Plumbing Permit (not requiring plan check) $237 $243
Mechanical Permit (not requiring plan check) $237 $243
Solar voltaic system $670 $686
Single Family Residential Reroof $670 $686
Multi-Family / Commercial Reroof
First Building $670 $686
Each Additional Building $130 $133
Kitchen / Bathroom Remodel (non-structural no exterior changes) $1,367 $1,400

BUILDING AND PERMITTING FEES
14 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
PLAN CHECK 01-4404
Single Family Residential Plan Check 75% of building
permit fee
75% of building
permit fee
Commercial Plan Check 95% of building
permit fee
95% of building
permit fee
Non-Structural Plan Review (hourly not included in a larger project) $174 $178 Structural Plan Review (hourly not included in a later project) $174 $178 Plan review extension $285 $292
On-site storm water management plan review and inspection (assumes non-Low Impact Development; includes plan review of 1-hour and the required field inspections.)
$558 $571
Additional fee if LID requirements or additional time required, per hour
$138 $141
Building Permits Extension $922 per 90 days $944 per 90 days OTHER INSPECTIONS AND REVIEWS Various
Inspections outside of normal business hours (4 hour minimum) $193 $198 Re-inspection fees assessed under provisions of CBC § 108.8 $138 $141 Inspections for which no fee is specifically indicated $207 $212 Traffic control plan review $239 $245
Change of Street Address $304 $311
Alternate methods of construction (hourly fee, 2 hour minimum) $753 $771 Owner/building surcharge in addition to permit fee 20% 20% Electric Vehicle Charging Station - residential $667 $683 Electric Vehicle Charging Station - commercial $1,226 $1,255 Temporary Occupancy $1,017 $1,041
ASBS Stormwater Inspection Fee min. deposit
(Fee calculation of 26 rainy season inspections)
$3,751 $3,841
Stormwater Annual Post-Construction BMP Inspection $289 $296 Additional plan review due to changes/additions/revisions to approved plans per hour (1/2 hour min.)
$87 $89
Wireless Encroachment / Public Right of Way Permit. $711 $728 Plan Checking — A combination permit fee shall be payable in cases of new construction in lieu of the separate fees. A plan review fee equal to 75 percent of the fee for single-family residential projects and 95 percent of the permit fee for all other projects shall be paid at the time of submitting plans and specifications for review. Permit fees shall be based on the value of improvements as follows:

The following are minimum hourly fees. If the total cost to the City is greater than the fees shown below, the actual cost shall be recovered. This cost shall include supervision, overhead, equipment, the hourly wages and benefits of the employees involved: and reimbursement for any professional services that are directly related to the inspection or review. 15 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
Grading Inspection (hourly fee, 1-hour minimum) $192 $197 Grading Plan Checking (hourly fee, ½-hour minimum) $192 $197 Residential Zoning Records Report (RZRR) & Sewer Lateral Report (combined)
$490 $502
Sewer Lateral Report Review $326 $334
PARKLETS Various
New Parklet $905 $927
Parklet Renewal $300 $307
Investigative fee for work without proper City permits Cost equal to the permit cost plus
staff time to
investigate
Cost equal to the
permit cost plus
staff time to
investigate
Excavation and Inspection Services 01-4203
Inspections for which no fee is specifically indicated (per hour with a ½-hour minimum)
$192 $197
Encroachment permit: street opening/excavation $414 $424 Encroachment permit: driveway $414 $424
Encroachment permit: sidewalk $414 $424
Encroachment: temporary (e.g., building construction requiring scaffolding in Right-of-Way
$414 $424
Encroachment permit: permanent underground (e.g. utility line) $414 $424 Encroachment permit: permanent above ground (e.g. retaining wall, fence, etc.)
$414 $424
Encroachment permit hourly processing fee, if more than 2 hours review or inspection required.
$192 $197
Annual encroachment permit (Encompasses up to 40 utility openings per year)
$10,476 $10,727
16 PGCC 5-21-25

COMMUNITY DEVELOPMENT F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
CONSTRUCTION INSPECTION: Based on Project Valuation) 01-4203 Combination Permit Fees: (Building or Building + M + E + P) Value $0 to $500.99 $191 $196
Value of $501.00 to $2,000.00 (first $500.00) $191 $196 Each additional $100.00 or fraction thereof $16 $16
Value of $2,001.00 to $25,000.00 (first $2,000.00) $424 $434 Each additional $1,000.00 or fraction thereof) $58 $59
Value of $25,001.00 to $50,000.00 (first $25,000.00) $1,747 $1,789 Each additional $1,000.00 or fraction thereof) $39 $40
Value of $50,001.00 to $100,000.00 (first $50,000.00) $2,730 $2,796 Each additional $1,000.00 or fraction thereof) $29 $30
Value of $100,001.00 to $500,000.00 (first $100,000.00) $4,199 $4,300 Each additional $1,000.00 or fraction thereof) $24 $25
Value of $500,001.00 to $1,000,000.00 (first $500,000.00) $13,665 $13,993 Each additional $1,000.00 or fraction thereof) $21 $22
Value of $1,000,001.00 - 5,000,000.00 (first $1,000,000.00) $23,964 $24,539 Each additional $1,000.00 or fraction thereof) $1.56 $2 Value of $5,000,001.00 - 10,000,000.00 (first $1,000,000.00) $30,191 $30,916 Each additional $1,000.00 or fraction thereof) $1.00 $1 Value of $10,000,001.00 + (first $10,000,000) $35,192 $36,037 Each additional $1,000.00 or fraction thereof) $0.50 $1 Single Permit: (M/ E/ P)
Value $0 - to $500.99 $191 $196
Value of $501.00 to $2,000.00(first $500.00) $191 $196
Each additional $100.00 or fraction thereof $11 $11
Value of $2,001.00 to $25,000.00 (first $2,000.00) $355 $364 Each additional $1,000.00 or fraction thereof) $39 $40
Value of $25,001.00 to $50,000.00 (first $25,000.00) $1,242 $1,272 Each additional $1,000.00 or fraction thereof) $30 $31
Value of $50,001.00 to $100,000.00 (first $50,000.00) $1,984 $2,032 Each additional $1,000.00 or fraction thereof) $20 $20
Value of $100,001.00 and up (first $100,000.00) $2,981 $3,053 Each additional $1,000.00 or fraction thereof) $15 $15
17 PGCC 5-21-25

FIRE F/Y 24-25
Fees
Proposed
F/Y 25-26
Fees
Acct. #
Engine Company Inspections 01-4436
Iinitial inspection $0 $0
First re-inspection $0 $0
Subsequent re-inspections $90 $92
Fire Prevention Inspections 01-4436
Initial inspection, rough & final $0 $0
Subsequent re-inspections & missed inspections $0 $174 Add Life and Safety Inspection - First & Second inspection - $0 Add Life and Safety Inspection - Third & each subsequent reinspection - $524 Add State Mandated Community Care Facilities Inspections 01-4436 Pre-Inspection Fee ≤25 occupants $174 $178
Pre-Inspection Fee ≥26 occupants $304 $311
Fire Clearance Fee 7 to 50 occupants $174 $178
Fire Clearance Fee >50 occupants $304 $311
Annual Inspection Fee 7 to 50 occupants $174 $178
Annual Inspection Fee >50 occupants $304 $311
High Rise Inspection $1010 $1034
Annual Day Care Inspections (6 or more children) $76 $78 Fire False Alarm Response (For any 12 month period) 01-4504 First False Alarm $0 $0
Any Additional False Alarms $500 $512 Full Cost
CPR Various
Heart Saver Class - cost per student $55 $56
Heart Saver Skill Verification $33 $34
Healthcare Provider Class (BLS) - cost per student $65 $67 Healthcare Provider (BLS) Skill Verification $24 $25
First Aid - cost per student $105 $108
First Aid Skill Verification $45 $46
The City of Pacific Grove mirrors the City of Monterey's fee schedule for prevention services. This ensures that Pacific Grove's fee structure accurately reflects and captures the various services provided by the City of Monterey 18 PGCC 5-21-25

FIRE F/Y 24-25
Fees
Proposed
F/Y 25-26
Fees
Acct. #
Fire Plan Review and Inspections 01-4437
Trade show set-up review $76 $78
Liquid Propane Gas installations $235 $241
Field Inspections Full Cost Full Cost
Medical Gas $235 $241
Tent Installation (400 - 1000 sq ft) $141 $144
Tent Installation (1000 - 2000 sq ft) $206 $211
Tent Installation (>2000 sq ft) $271 $278
Unauthorized Work Double
Permit Fee
Double
Permit Fee
Unauthorized Occupancy $100 $102
Fire Department Review of Building Plans, Residential 10% of Building
Plan Check
Fee
10% of
Building
Plan Check
Fee
Fire Department Review of Building Plans, Commercial 20% of Building
Plan Check
Fee
20% of
Building
Plan Check
Fee
Project Consultation Fee Actual Costs Actual Costs
Expedited Plan Checks Actual Costs Actual Costs
Fire Protection System Plan Check Fees 01-4437
Fire Alarm System (1-9 Devices) $235 $241
Fire Alarm System (10-50 Devices) $428 $438
Fire Alarm System (50+ Devices) $623 $638
Automatic Fire Sprinkler System 1-180 Heads $428.00 +
contractor
cost
$438.00 +
contractor
cost
Automatic Fire Sprinkler System 181-360 Heads $622.00 + contractor
cost
$637.00 +
contractor
cost
Automatic Fire Sprinkler System 361+ Heads - $816.00 +
contractor
cost
Add
Fixed Fire Protection System, other than Sprinklers (i.e.., spray booth, clean agent, hood system), new system
$623 $638
Fixed Fire Protection System, other than sprinklers (i.e.., spray booth, clean agent, hood system) - alteration to existing system $428 $438
Underground Systems (includes plan review, inspection, permit approval, system test flush) system test flush)
$816 $836
19 PGCC 5-21-25

FIRE F/Y 24-25
Fees
Proposed
F/Y 25-26
Fees
Acct. #
Fire Protection System Plan Check Fees - Emergency Responder Communication Coverage System
- $428.00 +
contractor costs
t
Add
Defensible Space Inspection $174 $178
Other Fees Various
Hazardous Materials Response Fully
Burdened
Fully
Burdened
DUI Incident Reimbursement1 Not to
exceed $12,000
Not to
exceed $12,000
Fire Hydrant Flow Tests $75 $77
Special Events Stand-by (Fire) Actual Costs Actual Costs 01-4436 Penalty if appointment is made for a system test or inspection and contractor/developer (or their representative) is not ready and did not call to cancel/reschedule.

Actual Costs Actual Costs 01-4502

1. Including but not limited to personnel, apparatus, vehicles, reports, booking. *Subject to 2.9% Service Fee
Carbon Monoxide Treatment $1,174 $1,202 04-4609
Standard Hyperbaric Treatment for Decompression Illness (first 5 hours) $6,589 $6,747 Standard Hyperbaric Treatment Extensions (per each 75 minutes of extended treatment)
$623 $638
Facility Use Fee - Per Hour - In lieu of Treatment Fees (First hour) $1,318 $1,350 Fees not paid within a reasonable period of time will be subject to the City’s late payment fee. Min. $25 Min. $25
20 PGCC 5-21-25

LIBRARY F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
OTHER FEES AND RENTALS 01-4455
Photocopies / Printouts (per black & white copy) $0.15 $0.25 Photocopies / Printouts (per color copy) $0.25 $0.50
Computer printout (per page) $0.15 $0.15 Delete
CARD REPLACEMENT 01-4455
Replace borrower’s card $4 $4 Delete
LOST /DAMAGED MATERIAL REPLACEMENT/REPAIR 01-4455
Re-cataloging/processing charge for lost book or recording $4 $4 Delete Charges for lost or damaged items will be made at "Cost, replacement price " as listed in the item record of the Koha Library Catalog. Actual Cost Actual Cost 21 PGCC 5-21-25

POINT PINOS LIGHTHOUSE F/Y 24-25 Fees Proposed F/Y 25-
26 Fees Acct. #
Private Lighthouse Tour Fee (Tours organized by schools and non-profit entities are not subject to Lighthouse Fees.)
$150 based on 2
hour fully burden
rate of one staff
member cost +
admission fees
based on
participants
$154 based on 2
hour fully burden
rate of one staff
member cost +
admission fees
based on
participants
27-4451
Pt. Pinos Lighthouse Entrance Fee (Suggested Donation) - Adult $7 $7 27-4601 Pt. Pinos Lighthouse Entrance Fee (Suggested Donation) - Children 7-17 $3 $3 27-4601 One-Time Events Actual Costs Actual Costs +
10%
27-4451
Add + 10%
22 Note: 10% added to Actual Costs is Administrative Costs PGCC 5-21-25

LOCAL WATER PROJECT F/Y 24-25
Fees
Proposed F/Y 25-26
Fees Acct.. #
Recycled Water Fee 0.040 per gallon 0.041 per gallon 74-4475 23 PGCC 5-21-25

POLICE F/Y 24-25
Fees
Proposed Fees
F/Y 25-26 Acct. #
PARKING ENFORCEMENT, MUNICIPAL CODE VIOLATIONS-As stated in PGMC 01-4426

14.08.010 Parking on ice plant $48 $48

14.12.010 Parking on golf course $268 $268

14.12.020 Violation to turf – Golf Course/Park $64 $64

16.12.055 Tamper with chalk marks $125 $125

16.32.130 Parking on park grounds $48 $48

16.40.030 Storing vehicle on street $48 $48

16.40.040 Storing vehicle on street - Removal by Police $125 $125

16.40.045 Overnight Parking of Oversize Vehicles or Trailers (10pm-5am) $48 $48

16.40.050 Parking for repair $48 $48

16.40.060 Parallel parking $48 $48

16.40.070 Parallel parking, one-way street $48 $48

16.40.080 Parallel parking, one-way roadway $48 $48

16.40.110 Angle Parking $48 $48

16.40.130 Angle Parking/12” from barrier $48 $48

16.40.160 Parking Adjacent to Schools - Sign Compliance $48 $48

16.40.170 Parking On Narrow Streets $48 $48

16.40.185 Parking on North Side of Mermaid Avenue $48 $48

16.40.190 Failure to Set Parking Brake $91 $91

16.40.200(b) Parking Within 20’ of Intersection $48 $48

16.40.260 Temporary No Parking $48 $48

16.40.210 Peddlers, vendors - Unlawful Parking $48 $48

16.40.280 City Lots, Angle Parking $48 $48

16.40.290 City Lot, Use of Single Space Only $48 $48

16.40.300 City Lots, Reserved Spaces $48 $48

16.40.360(a) No Parking – Red Zone $48 $48

16.40.360(b-d) Curb markings – yellow/white/green $48 $48

16.40.360(f) Handicapped Zone $350 $350

16.40.430 Blocking Alley $48 $48

16.40.500 Bus Zone $48 $48

16.40.510-535 Overtime Parking or Evasion of Parking Restrictions $48 $48

16.40.540 Parking in Business District $48 $48

16.40.550 No Parking Anytime $48 $48

16.40.555 No Parking Certain Hours $48 $48

16.40.560 No Parking 4 am-6 am $48 $48

16.40.575 Parking - Commercial Vehicle in Residential 2:00 AM to 4:00 AM $48 $48

16.40.580 Parking, Over Marked Space $48 $48

16.40.585 Parking in Privately Owned Lots $48 $48

16.40.610 Displaying Vehicle for Sale $48 $48

16.41.040 Resident Parking $48 $48

16.40.710 Electric Vehicle Violation $48 $48

16.42.100(a) Meter Violation – expired $48 $48

16.68.020 No tour bus parking $268 $268

16.68.030 Parked bus with engine running $268 $268

18.36.030 House Cars on Private Property $48 $48
24 PGCC 5-21-25

POLICE F/Y 24-25
Fees
Proposed Fees
F/Y 25-26 Acct. #

18.36.040 House Cars on Streets /Public Property $48 $48

PARKING ENFORCEMENT,
MUNICIPAL CODE VIOLATIONS (Cont.)
01-4426
5200 (a) No Front Plates $48 $48 01-4501
5204 (a) No Current Tab Displayed $48 $48
4000 (a) Expired Registration $48 $48
21211 (b) Parking in bicycle path $48 $48
2500.1 Parked in Fire Lane $125 $125
22500(a) Parking in intersection $48 $48
22500(b) Parking in crosswalk $48 $48
22500(e) Parking driveway $48 $48
22500(f) Parking on sidewalk $48 $48
22500 (g) Obstructing Traffic $48 $48
22500(h) Double parking $48 $48
22500 (i) Blocking Wheelchair Access $350 $350
22502(a) Parking more than 18” from curb or on wrong side of roadway $48 $48 22505 (e) (1) Parked Wrong Way on One Way $48 $48
22507.8(a) Unauthorized parking in Handicapped zone $350 $350 22507.8 (c) (2) Parked in Crosshatched Portion of Disabled Space $350 $350 22514 Park, stop or leave vehicle within 15 feet of Fire hydrant $48 $48 22515 Unattended Vehicle with Engine On $48 $48
Parking Citation Late Fee (If Not Paid or Contested within 21 Days) $25 $25 01-4502 Correctable Code Violation - Admin Fee $17 $17 01-4502
MUNICIPAL CODE VIOLATIONS 01-4502
Municipal Code Violation - 1st Violation $100 $100
Municipal Code Violation - 2nd Violation within 1 year $200 $200 Municipal Code Violation - Each Additional Violation within 1 year $500 $500 Municipal Code Violation Late Fee (Not Paid/Contested within 30 Days) $25 $25 ANIMAL REGULATION — DOG LICENSES - PGMC § 10.04.010 01-4204 Annual Dog License Fee, Altered Dog $25 $26
Annual Dog License Fee, Unaltered Dog $55 $56
Dog License, Delinquent Penalty (after 30 days) $30 $31 Dog License, Replacement Tag $11 $11
ANIMAL REGULATION - IMPOUND FEES - PGMC § 10.04.100 01-4425 Impound Fee (Initial Impound) Licensed & Altered $55 $56 Impound Fee (Initial Impound) Licensed and Unaltered $90 $92 Impound Fee (Initial Impound) Unlicensed & Altered $78 $80 Impound Fee (Initial Impound) Unlicensed & Unaltered $90 $92 Impound Fee (2nd & Subsequent) Altered $90 $92
Impound Fee (2nd & Subsequent) Unaltered $180 $184
Boarding Fee, per day PG Kennels $50 $51
Boarding Fee, transported to SPCA $184 $188
25 PGCC 5-21-25

POLICE F/Y 24-25
Fees
Proposed Fees
F/Y 25-26 Acct. #
ALARM REGISTRATION & RESPONSE 01-4429
Alarm Registration $38 $39
Alarm Renewal (within 30 Days of Alarm Permit Expiration Date) $5 $5 False Alarm 01-4504
First Response - Unpermitted Alarm $155 $159
First Response No Fee No Fee
Second Response $65 $67
Third Response $180 $184
Fourth Response $184 $188
Fifth and Subsequent Response $184 $188
Duress/Panic/Robbery Alarm Violation $360 $369
Late Fee (if not paid within 30 days) $28 $29
ADMINISTRATIVE AND MISCELLANEOUS 01-4502
Accident Report, Compilation and Copying (per report) $11 $11 Booking Fee $36 $37
Clearance Letter – No Record on File $40 $41
Clearance Letter – Record on File $30 $31
Crime Report, Compilation and Copying (per report) $21 $22 Information Report, Compilation and Copying (per report) $38 $39 Evidence Video Reproduction $156 $160
Fingerprint Processing (Live Scan administration) $35 $36 Removal of Traffic Boot $145 $148
Repossession Receipt $15 $15
Sign-off of tickets by other agencies $20 $20
Vehicle Release Fee $240 $246
PARKING PERMITS & FEES 01-4205
Contractor’s Parking Permit, Monthly $49 $50
Parking Meter Rate per Hour $2 $2
Public Parking Lot Permit Processing, Delinquency Penalty $30 $31 Public Parking Lot Permit, Annual $415 $425
Public Parking Lot Permit, 12-Month, TRANSFERABLE $525 $538 Public Parking Lot Permit, Monthly $46 $47
Residential Parking Permit Processing, per permit, Annual $15 $15 Temporary Overnight Parking Permit-Initial Residential Registration $26 $27 Temporary Overnight Parking - 72 Hour Resident Permit $5 $5 Temporary Overnight Parking Permit - Weekly - Exemption $97 $99 Temporary Overnight Parking Permit - Annual - Exemption $197 $202 Timed Space - Daily $5 $5
26 PGCC 5-21-25

POLICE F/Y 24-25
Fees
Proposed Fees
F/Y 25-26 Acct. #

POLICE RESPONSE -
DUI, Peace Disturbance, Social Hosting, Special Events
01-4421
Police Commander Hourly Rate $219 $224
Police Sergeant Hourly Rate $211 $216
Police Officer Hourly Rate $195 $200
Police Services, Animal Control & Parking Enforcement Community Service Officer Hourly Rate
$143 $146
Patrol Vehicle Hourly Rate $70 $72
MISCELLANEOUS PERMITS & DEPOSITS 01-4201
Amplified Sound Permit $95 $97
Drone Permit Fee - Daily $25 $26
Drone Permit Fee - Annual $95 $97
Film Permit Application Fee $160 $164
Firearms Storage: Administrative Release Fee $465 $476
Garage Sale Permit Processing $15 $15
Refuse Container or Storage Container Permit $65 $67
Refuse Container or Storage Container Permit Renewal/Extension $31 $32 Transportation of Large Structure deposit – variable fee based on size/type of structure - unused portion to be reimbursed
$149 $153
Transportation of Large Structure permit – per structure $640 $655 27 PGCC 5-21-25

PUBLIC WORKS FEES F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
MISCELLANEOUS FEES 01-4445
Special Engineering Actual Cost New Fee
Requested Special Traffic Review (Personnel time to be charged based on time and hourly rate)
$189 $194
Banner Installation and Removal (Downtown Street Lights) per pole $76 $78 Memorial Bench (1) Fee represents labor costs associated with installing the bench. Materials for bench are charged at the additional actual cost. $632 $647
Memorial Bench maintenance (5 years) $759 $777
Memorial Tree Fee represents labor costs associated with the planting the tree.

Tree to be charged at cost. This cost will be in addition to the labor fee. $1,111 $1,138
Tree Permit violation - Trimming Prior to Approval $750 $768 Tree Permit violation - Removal Prior to Approval $1,500 $1,536 Annual Solid Waste Exemption Application $340 $348
Trash receptacle left on sidewalk/street Violation PGMC 9.16.030 $92 $94 Tree Appeal $340 $348
Newsrack Annual Application Fee $94 $96
Newsrack Program Fee Half Rack $76 $78
Newsrack Program Fee Full Rack $114 $117
Electrical Vehicle Charging Stations Equivalent to
PG&E Peak
Demand Rate
Equivalent to
PG&E Peak
Demand Rate

TREE FEES
Application Fee $190 $195
Removal or Trimmimg
Single Tree $50 $51
Each Additional Tree $20 $20
Tree Replacement In-Lieu Fee $500 $512
Tree Removal with Development
Single Tree $311 $318
Each Additional Tree $311 $318
Tree Appeal $340 $348
STORMWATER 01-4401
Tier 3 and 4 - 15,000 square feet imprervious surface of greateer (2 reviews) $1,923 $1,969 Tier 2 - 5,000-15,000 square feet impreviuos surface (included 2 reviews) $1,250 $1,280 Tier 1 -2,500-5,000 square feet impervious surface $866 $887 Each subsequent Tier review $577 $591
Inspection Fee $192 $197
Annual Inspection and re-inspection $289 $296
Each subsequent Tier 1 review $385 $394
28 PGCC 5-21-25

PUBLIC WORKS FEES F/Y 24-25 Fees Proposed F/Y
25-26 Fees Acct. #
OTHER FEES 01-4445
Equipment Use Charges
(when responding to emergencies on private property)
Current FEMA Schedule of Equipment Rates
https://www.fema.gov/media-library/assets/documents/136901 (Personnel to be charged based on time and hourly rate) Standard size barricade, each per day ($100 deposit required) $3 $3 Four-foot delineator, each per day ($100 deposit required) $4 $4 Eight-foot barricade, each per day ($100 deposit required) $12 $12 18-inch traffic cone, each per day ($100 deposit required) $3 $3 24-inch traffic cone, each per day ($100 deposit required) $3 $3 Temporary Directional Signage Per Day $3 $3
Temporary Parking Signage Per Day $2 $2
(1) The Memorial Bench is charged at the listed fee, plus actual cost of bench. 29 PGCC 5-21-25

PARKS AND RECREATION
FY 24-25
Resident /
Non-Profit
Proposed FY
25-26
Resident / NonProfit
F/Y 24-25 NonResident /
Commercial
Proposed F/Y
25-26 NonResident /
Commercial
Acct. #
PRE-SCHOOL (MONTHLY FEES) 01-4467
2 Days Per Week $200 $205 $220 $225
3 Days Per Week $315 $323 $350 $358
5 Days Per Week $510 $522 $552 $565
Weekly Fees $102 $104 $112 $115
YOUTH SPORTS (3-18 years) 01-4462
Class / Clinic - 3-5 years $102 $104 $112 $115
Tournament or Clinic - 5-18 years $109 $112 $119 $122
Camp $225 $230 $225 $236
League $109 $112 $119 $122
ADULT SPORTS (18+ Years) 01-4462
Tournament or Clinic - non-contact $109 $112 $119 $122
Tournament or Clinic - contact $208 $213 $238 $244
League or Clinic - non-contact $60 $61 $70 $72
League or Clinic - contact $90 $92 $100 $102
YOUTH CAMPS 01-4463
Full Day Youth Camp (5 day week) $205 $210 $226 $231
Full Day Youth Camp (4 day week) $163 $167 $182 $186
Full Day Youth Camp (3 day week) $121 $124 $135 $138
Daily Drop-In (per Day) $50 $51 $50 $54
30 PGCC 5-21-25

PARKS AND RECREATION
FY 24-25
Resident /
Non-Profit
Proposed FY
25-26
Resident / NonProfit
F/Y 24-25 NonResident /
Commercial
Proposed F/Y
25-26 NonResident /
Commercial
Acct. #
SWIMMING (during the Summer Season) fees listed are
for a 2 hour session.
01-4468
Progressive Swim Lessons, 8 class sessions, per child $90 $92 $100 $102 Private Swim Lessons, per class, per child per 30 minute lesson
$42 $43 $47 $48
Semi-private Swim Lessons, per class, per child (2 students required) per 20 minute lesson Group Swim Lessons
$23 $24 $25 $26
Recreational Swimming: Lovers Point, 2 hours $3 $3 $4 $4 Private use of swimming pool (rental fee per hour) Subject to Rental Policies
$115 $118 $115 $124 Adjusted to
add nonresidenet
rate

OTHER PROGRAMS, CONTRACTUAL

AGREEMENTS
01-4462
Kids Night Out $28 $28 New Fee
Contracts for Recreational Programs in Facilities and Parks Contract Contract Contract Contract Adult Contract Recreation Programs Contract Contract Contract Contract Youth Special Trips/Excursions (85% of cost) Contract Contract Contract Contract FACILITY RENTAL 01-4670
1 – 50 persons $45 $46 $80 $82
51 + persons: Permit applications for over 99 persons will require additional review by the Recreation Manager and may be subject to the Special Event permitting process.
$100 $102 $150 $154
Court Reservation Fees: Volleyball, Basketball, Tennis and Pickleball
$25 $26 $45 $46
Parks/Facilities Reservable (under Contract) w/ Liability Insurance
Contract Contract Contract Contract
Community Center, Lebeck Room (2 hr. minimum rental) $120 $123 $200 $205 Community Center, Lebeck Room – Damage Deposit $557 $570 $557 $570 Community Center, Kuwatani/Scout Room per hr. (Minimum
2 hours)
$45 $46 $75 $77
Chautauqua Hall Facility 2 hr. minimum rental) $120 $123 $140 $143 Chautauqua Hall Facility – Damage Deposit $557 $570 $557 $570 Youth Center (2 hr. minimum rental) $75 $77 $215 $220
Youth Center – Damage Deposit $557 $570 $557 $570
Little House at Jewell Park per hour $20 $20 $40 $41
The City Manager or their designee may reduce Recreation fees based on unanticipated reductions in activity days/hours.

Programs, activities, or events that are co-sponsored by the Pacific Grove Recreation Department and non- profit recreation organizations are not subject to facility rental fees. The City also does not charge facility rental fees for official City of Pacific Grove activities and those of any other public agency that has a reciprocal use arrangement with the City.

Picnic Facility Reservation Permit: Per Day Fee
Caledonia, George Washington, Arnett Park, and similar Picnic Facilities. All other facility rentals are on a per hour basis. 31 PGCC 5-21-25

PARKS AND RECREATION
FY 24-25
Resident /
Non-Profit
Proposed FY
25-26
Resident / NonProfit
F/Y 24-25 NonResident /
Commercial
Proposed F/Y
25-26 NonResident /
Commercial
Acct. #
FACILITY RENTAL (Cont.) 01-4670
Lovers Point Park – Per Hour Fee for 1 – 100 Persons
(Special Events or Special Use)
$190 $195 $330 $338
Lovers Point Park – Per Hour Fee for Over 100 Persons
(Special Events or Special Use)
$390 $399 $390 $399
Lovers Point Wedding or Staging Area; Berwick Park, Jewell Park, Pt. Pinos Lighthouse and Elmarie Dyke Gazebo
reservation fee per hour. (Minimum 2 hours Min.)
$280 $287 $560 $573
Damage Deposit Point Pinos Lighthouse $207 $570 $212 $570 Recreation Trail Rental Fee Per Hour for 1 – 100 Persons $250 $256 $300 $307 Recreation Trail Rental Fee Per Hour for over 100 Persons $332 $340 $400 $410 MUNICIPAL SOFTBALL PARK RENTAL POLICY 01-4670
Daily Use $230 $236 $400 $410
Field Use, Per Hour $35 $36 $60 $61
Lights per hour $30 $31 $30 $31
Staff, Per hour Fully burdened
rate
Fully burdened
rate
Fully burdened
rate
Fully burdened
rate
Restrooms (Previously charged under other Class rates) No charge No charge No charge No charge Deposit on daily rate (same as prior Class II, Class III, Class IV)
$187 $191 $187 $191
MISCELLANEOUS RECREATION FEES & CHARGES 01-4462
Refund Processing Fee (if within written time frame) 25% of refund 25% of refund 25% of refund 25% of refund

SPECIAL EVENT FEES
Application fee – Events with 1 – 999 participants $250 $256 $250 $256 Application fee – Events with more than 1,000 participants $850 $870 $850 $870 01-4462
All private parties, wedding receptions, anniversaries, and events with or without alcohol or admissions fees Cost + 10% Cost + 10% Cost + 10% Cost + 10% Note: If insurance is provided by the event holder, the City requires $2,000,000 coverage per event and the City must be named as Additional Insured under the policy.

Note: The 10% added to Cost represents an administrative fee.

Programs, activities, or events that are co-sponsored by the Recreation Department and a civic, community, or local organization are not charged Softball Park Rental rates. The City also does not charge facility rental fees for official City of Pacific Grove activities and those of any other public agency that has a reciprocal use arrangement with the City. Fees for direct costs, such as staffing and utilities are charged to these entities.

SPECIAL EVENT INSURANCE PREMIUMS (Note: This is a pass through of rates charged to the City by insurance carrier, so fees will change as premium rates change) 32 PGCC 5-21-25

PARKS AND RECREATION
FY 24-25
Resident /
Non-Profit
Proposed FY
25-26
Resident / NonProfit
F/Y 24-25 NonResident /
Commercial
Proposed F/Y
25-26 NonResident /
Commercial
Acct. #

HOLIDAYS

RESERVATIONS

RENTAL POLICIES

2. The City may require appropriate deposits or extra payments for special charges incurred.

3. All senior citizen nutrition programs serving Pacific Grove residents are exempt from rental fees and charges.

RENTAL POLICIES (Continued)

7. Insurance may be required for specific facilities and additional provisions may be included on rental application.

Permits for city buildings or Point Pinos Lighthouse ceremony area will not be issued for the following days: New Year’s Eve, New Year’s Day, Martin Luther King Day, President’s Day, Easter Sunday, Memorial Day, Independence Day, Labor Day, Veterans Day, Thanksgiving Day and the day following, Christmas Eve and Christmas Day.

No verbal reservations will be accepted. Facility is not reserved until all fees have been paid, and a contract has been executed. All reservations will be made on a first-come, first-served basis.

Park ceremony site permits can be issued at a maximum of 12 months and minimum of 10 business days prior to use. All other permits (facilities, picnic/BBQ, ballfields, courts or similar) can be issued at a maximum of 6 months and a minimum of 10 business days prior to use.

Additional staffing considerations may be applied to indoor facility or Point Pinos Lighthouse ceremony area permits.

Cancellation requests received prior to 10 business days before the event will follow standard refund policy outlined in fee schedule. No refunds if cancelled within 10 business days of event. Damage deposit refund to be made within 30 business days following the event if City determines no damage resulted from usage.

1. All renters of City facilities shall complete a rental application and have it on file with the Recreation Department. City facilities may not be sublet without the express authorization of City.

4. To the fullest extent permitted by law, all renters shall indemnify, defend, and hold harmless the City, its elected officials, officers, agents, and employees, both severally and collectively from and against any and all claims, liabilities, and losses whatsoever (including damages to property and injuries to or death of persons, court costs, and reasonable attorneys’ fees), howsoever the same may be caused, except in cases of City’s sole negligence, resulting directly or indirectly from or arising out the negligence or willful misconduct of the renter, its employees, agents, subcontractors, anyone directly or indirectly employed by any of them or anyone for whose acts any of them may be liable with respect to the performance of this Agreement and without limiting the generality of the foregoing, the same shall include: (1) bodily injury, (2) death to any person or persons or, (3) injury to or destruction of tangible and/or property including that of the City, whether direct or consequential including the loss of use resulting therefrom. Such obligation shall not be construed to negate, abridge, or otherwise reduce any other right or obligation of indemnity, which would otherwise exist as to any party or person described herein. The City, at its sole option, may choose to provide all or a portion of the defense of claims, damages, losses, liability, costs, and expenses as set forth above, and in such event, the renter shall indemnify and hold harmless the City from the costs and expenses, including attorney’s fees, of such defense.”

5. Official Pacific Grove youth groups, under 18 years of age are exempt from rental fees and charges for activities on a space available basis.

Examples of qualified users would be the PONY Baseball League, Pop Warner league, Girl Scouts, Scouts BSA, Cub Scouts and Brownies.

6. If the person or organization imposes a cover charge, sells alcoholic beverages, or otherwise comes under the jurisdiction of the State Department of Alcoholic Beverage Control, the City must be provided with evidence of a valid license from the State Department of Alcoholic Beverage Control.
33 PGCC 5-21-25

Description Units 7/1/2020 7/1/2021 7/1/2022 7/1/2023 7/1/2024 7/1/2025 Business/Gov't Location/Each Business $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Residential-Vacant Each Living Unit $20.94 $21.49 $22.05 $22.63 $23.22 $23.22 Residential Each Living Unit $62.82 $64.46 $66.14 $67.88 $69.66 $69.66 Residential/Apartments Each Living Unit $62.82 $64.46 $66.14 $67.88 $69.66 $69.66 Residential/Apartments- Each Living Unit $20.94 $21.49 $22.05 $22.63 $23.22 $23.22 Condominium Each Living Unit $62.82 $64.46 $66.14 $67.88 $69.66 $69.66 Condo/Retirement Each Living Unit $62.82 $64.46 $66.14 $67.88 $69.66 $69.66 Minimum/Vacancy Location/Each Business $20.94 $21.49 $22.05 $22.63 $23.22 $23.22 Motel/Hotel Each Room $27.26 $27.96 $28.70 $29.46 $30.22 $30.22 Bed & Breakfast Inn Each Room $17.96 $18.42 $18.92 $19.40 $19.92 $19.92 Supermarkets Location $264.90 $271.84 $278.98 $286.28 $293.78 $293.78 Medical Office Each Licensed Physician $64.82 $66.52 $68.26 $70.06 $71.88 $71.88 Dental Office Each Licensed Dentist $89.38 $91.72 $94.14 $96.60 $99.12 $99.12 Rest Home/Convalescent Capacity $17.96 $18.42 $18.92 $19.40 $19.92 $19.92 General Hospital Capacity $106.34 $109.14 $112.00 $114.92 $117.94 $117.94 Animal Hospital Business $118.34 $121.44 $124.62 $127.90 $131.24 $131.24 Restaurant 1 meal/day Each Restaurant Seat $2.32 $2.38 $2.44 $2.50 $2.56 $2.56 Restaurant 2 meals/day Each Restaurant Seat $3.64 $3.72 $3.82 $3.92 $4.04 $4.04 Restaurant 3 meals/day Each Restaurant Seat $6.96 $7.14 $7.34 $7.52 $7.72 $7.72 Restaurant with Bar Each Restaurant Seat $6.96 $7.14 $7.34 $7.52 $7.72 $7.72 Bar Location/Each Business $105.34 $108.10 $110.94 $113.84 $116.82 $116.82 Nightclub Location/Each Business $315.74 $324.00 $332.50 $341.20 $350.14 $350.14 Takeout Food - Small Location/Each Business $117.66 $120.74 $123.90 $127.14 $130.48 $130.48 Takeout Food - Medium Location/Each Business $289.48 $297.06 $304.84 $312.82 $321.02 $321.02 Takeout Food - Large Location/Each Business $527.82 $541.64 $555.84 $570.40 $585.34 $585.34 Bakery Location/Each Business $95.42 $97.92 $100.48 $103.12 $105.82 $105.82 Theater Per Screen @ Each $156.54 $160.64 $164.86 $169.18 $173.60 $173.60 Bowling Center Location/Each Business $476.30 $488.78 $501.58 $514.74 $528.22 $528.22 Gym Per 500 members $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Mortuary Location/Each Business $128.64 $132.02 $135.48 $139.02 $142.68 $142.68 School (Minimum) Student Population $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 School (Grades 0-6) Student Population $0.68 $0.70 $0.72 $0.74 $0.76 $0.76 School (7-College) Student Population $1.30 $1.34 $1.38 $1.42 $1.46 $1.46 Boarding School Student Population $13.30 $13.66 $14.02 $14.38 $14.76 $14.76 Instructional Facility Student Population $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Church Per 100 members $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Photo / Laboratory / Per 10 employees $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Service Station/Garage Location/Each Business $46.54 $47.76 $49.02 $50.30 $51.62 $51.62 Paint and Body Shops Per 10 employees $48.48 $49.76 $51.06 $52.40 $53.78 $53.78 Dry Cleaner Location/Each Business $160.56 $164.76 $169.08 $173.52 $178.06 $178.06 Laundromat Each Washing Machine $42.20 $43.32 $44.44 $45.62 $46.80 $46.80 Special User [2] Individual Determination NA NA NA NA NA NA Sewer Rate Bimonthly City of Pacific Grove Portion ONLY (effective dates) - Acct 76-4471 Sewer Connection Fee (Account 76-4470) 85% of fee charged by Monterey One Water 34 PGCC 5-21-25

CITY OF PACIFIC GROVE

CITY COUNCIL POLICY
Policy Governing Policy No. Effective Date Page No.

Fees, Charges, and Cost Recovery 400-4 June 15, 2011 1 of 2 I. PURPOSE
The purpose of the policy is to guide the City Council’s establishment of fees for service, fines, and other charges for service, in order to help ensure consistency in fee setting rationale. The policy is intended to provide broad guidance for service areas, without providing detailed guidance for all fee categories
It is the City Council’s intent that the policy may be amended over time to address additional services and evolving economic circumstances.

II. POLICY OF THE CITY
The City establishes fees according to Pacific Grove Municipal Code Chapter 6.02. Pursuant to Article XIIIB of the California Constitution, it is the intent of the City Council to recover a portion or all costs reasonably borne for providing government services to the extent such cost recovery reflects the appropriate balance of general revenue support and fees paid by the individual(s) benefiting from the service.

For enterprise services, in which the City is offering products or services for which the customer has broad market choices, the City may choose to set rates based on current market conditions.

This includes facility rentals, cemetery sales, recreational programs, land use, or similar enterprises. This market-based approach provides the City with the ability to optimize revenue beyond recovering the cost of providing the service. These market-based rates accurately reflect the value received by the customer.

In setting fees, City staff shall prepare fees for City Council consideration, based on cost recovery levels in the subsequent table. The listed percentage or methodology represents the combined cost recovery level for the department. Individual fees within each department may be established at a lower rate to encourage a desired performance; however the overall departmental fees should be within the listed ranges.

All staff assigned to hourly-based services, such as special events, inspections, or related tasks will be charged at the fully burdened hourly rate.

PGCC 5-21-25

Pacific Grove City Council Policy No. 400-4 Page 2 of 2 Service Cost Recovery Method
Administration, City Clerk, Libraries At least 30% of costs Consideration may need to be given to the recovery percentage, such as limitations on certain fees imposed by the State, election code; or similar entities.

Community Development 80-100% of costs
Public Works 80-100% of costs
Public Safety 30-50% of costs
Hyperbaric Chamber 80-100% of costs
City Facility Rental
Private parties Market
Non-profit organizations Market
Ongoing, frequent, or unique rental
(e.g., weekly classes, or street closure)
Discount from Market
City–sponsored events No charge
Special Events
For-profit sponsor Market; however at least 100% costs
Non-profit sponsor 100% of costs
Events designated “traditional” by City Council No charge Recreation Market; however at least 30% of costs
Cemetery Market; however at least 80% of costs
Golf Determined through concessionaire
Adopted June 2, 2010 (Resolution No. 10-044)
Adopted June 15, 2011 (Resolution No. 11-052)
Adopted September 19, 2018 (Resolution No. 18-033)
PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

PGCC 5-21-25

RESOLUTION NO. 25-xxx

ESTABLISHING FEES AND CHARGES FOR CERTAIN ACTIVITIES

FINDINGS

1. Pacific Grove Municipal Code (PGMC) Chapter 6.02 provides for the establishment of fees and charges for service, and;

2. The City of Pacific Grove held a public hearing on May 21, 2025 regarding changes to the Master Fee Schedule, and;

3. Notice of a Public Hearing to be held on May 21, 2025 was published in accordance with PGMC Chapter 6.02 and relevant California Government Code sections, and;

4. The City Council desires to adopt an amended Master Fee Schedule for FY 2025-26, and;

5. The Action proposed by this Resolution does not constitute a “Project” as that term is defined under California Environmental Quality Act (CEQA), CEQA Guideline section 15378.

NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE:

1. The Council determines that each of the Findings set forth above is true and correct, and by this reference incorporates those Findings as an integral part of this Resolution.

2. After receiving a report of the proposed changes in fees, charges, and costs contained in the City of Pacific Grove FY 2025-26 Master Fee Schedule, and having held a public hearing on the changes, the City Council hereby authorizes the changes including any changes as directed by Council.

3. Per Government Code 66017, approved changes that relate to community development services shall be effective 60 days following final action by the City Council on the resolution. In the case of reductions, the reductions can be implemented on July 1, 2025, on a case-by-case basis, by decision of the City Manager.

4. Approved changes shall be effective July 1, 2025.

5. Every City Department is requested to reproduce, display, and distribute copies of their fee schedules as deemed appropriate. The Master Fee Schedule shall also be posted on the City’s website and available at the Library.

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PASSED AND ADOPTED BY THE COUNCIL OF THE CITY OF PACIFIC GROVE this 21st day of May 2025, by the following vote:

AYES:

NOES:

ABSENT:

APPROVED:
____________________________________
NICK SMITH, Mayor
ATTEST:
_______________________________
SANDRA KANDELL, City Clerk
APPROVED AS TO FORM:
________________________________
BRIAN A. PIERIK, City Attorney
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Agenda No. 12 A

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: Fred Marsh, Administrative Services Director
MEETING DATE: May 21, 2025
SUBJECT: Review of Proposed Two Year General Fund Budget and Review of Investment and Financial Policies
CEQA: Does not constitute a Project per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION
Receive the report and provide additional direction to Staff regarding the proposed General Fund two year budget, as well as the proposed changes to the City’s financial and investment policies.

DISCUSSION
Staff will be presenting tonight as part of a PowerPoint presentation a preliminary summary of the proposed General Fund two year budget for Fiscal Year 2025-26 and 2026-27, as well as proposed changes to the City’s investment and financial policies, subject to additional changes from staff as well as feedback from the City Council. A more complete version of the budget for the City will be presented at the first reading of an ordinance at the June 4th City Council meeting.

OPTIONS
That the City Council receive the report and provide additional direction to Staff regarding the proposed General Fund two year budget, as well as the proposed changes to the City’s financial and investment policies.

FINANCIAL IMPACT:

The fiscal impact of the proposed General Fund two year budget will be included as part of the PowerPoint presentation.

FOCUSED PRIORITY AREA: Not Applicable.

Attachments
Proposed Investment Policy
Budget and Financial Management
Pension Discussion
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City Of Pacific Grove City Council Policy
Policy Governing Policy No. Effective Date Page No.

Investments 400-5 June 4, 2025 1 of 6
I. Purpose
This policy is intended to provide guidelines for the prudent investment of the City’s temporary idle cash and reserves, and to outline the procedures for managing the City’s treasury, in accordance with the guidelines of the California Municipal Treasurer’s Association (CMTA), California Debt and Investment Advisory Commission (CDIAC) and Association of Public Treasurers of the United States and Canada (APTUSC).

II. Scope
This investment policy applies to all financial assets of the City. These funds are accounted for in the City’s Annual Comprehensive Financial Report and include:

General Fund Special Revenue Funds Enterprise Funds
Capital Project Funds Internal Service Funds Permanent Funds III. Standard of Care
In accordance with California Government Code, Section 53600.3, the “prudent investor” standard of care shall be applied to managing the City’s investment portfolio. Pursuant to this standard, when investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, the investor shall act with care, skill, prudence, and diligence under the circumstances then prevailing. This includes, but not limited to, the general economic conditions and the anticipated needs of the agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character, with similar aims, to safeguard the principal and maintain liquidity for the City.

Credit risk is the possibility that deterioration of an issuer’s creditworthiness or potential default on its bonds will adversely affect the value of its bonds. This shall be mitigated by limiting investments to those allowed by this policy. Market or Interest Rate risk is defined as market value fluctuations due to changes in market price, should be mitigated by avoiding selling securities prior to maturity and investing operating funds primarily in shorter-term securities, money market funds or similar investment pools, thereby limiting the average maturity of the portfolio.

Authorized individuals acting in accordance with written procedures, the investment policy and exercising due diligence, shall be relieved of personal responsibility for a specific security's credit risk or market price changes, provided that deviations from expectations are reported in a timely manner, and appropriate action is taken to control adverse developments from impacting the portfolio.

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IV. Objective
The City’s investment objective is to enhance the economic condition of the City while ensuring the safety of the funds invested. The City attempts to obtain the highest yield on its investments consistent with the criteria established for safety and liquidity. The City’s cash management system is designed to accurately monitor and forecast expenditures and revenues, thus enabling the City to invest funds to the fullest extent possible.

The three principal factors that are considered when making investments, are listed below based on their level of priority:

A. Safety. Safety means limiting the potential for loss of principal, interest, or a combination of the two.

B. Liquidity. Liquidity refers to the ability to convert an investment to cash promptly with a minimal risk of losing principal or interest. A portion of the portfolio should be maintained in liquid short-term securities that can be converted to cash if necessary to meet disbursement requirements.

C. Yield. Yield isthe average annual return on an investment based on the interest rate, price, and length of time to maturity. The City attempts to obtain the highest yield possible, provided that the basic criteria of safety and liquidity have been met.

The City’s investment strategy is passive, therefore, the basis used to determine whether market yields are being achieved should be to identify a comparable benchmark to the City’s average portfolio duration (i.e., 1 Year Treasury Bill, CAMP, LAIF). Benchmarks may change over time based on changes in the market or cash flows.

V. Investment Responsibility
The City Treasurer is responsible for investing the City’s funds in accordance with California Government Code, Sections 53600, et seq. and 53635, et seq. The City’s Administrative Services Director serves as the City Treasurer. Staff members of the Finance Division may be assigned to perform day-to-day treasury activities related to investments. The Deputy Director of Finance (Senior Program Manager) may serve as Acting City Treasurer in the absence of the Administrative Services Director.

VI. Ethics and Conflict of Interest
Officers and employeesinvolved in the investment processshallrefrain from any activity that could conflict with proper execution or management of the investment program or which could impair their ability to make impartial investments decisions. This includes refraining from undertaking personal investment transactions with the same individual who is conducting business with the City.

The Administrative Services Director and the Deputy Director of Finance (Senior Program Manager) shall file a State Fair Political Practices Commission’s Statement of Economic Interests annually.

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VII. Internal Controls
The City Treasurer is responsible for establishing and maintaining an internal control structure designed to ensure the assets of the City are protected from loss, theft, or misuse.

The internal control structure shall be designed to provide reasonable assurance that these objectives are met. The concept of reasonable assurance recognizes that (1) the cost of a control should not exceed the benefits likely to be derived and (2) the valuation of costs and benefits require estimates and judgement management. The internal controls should include the following:

A. Dual approval of investment wire transfers from the City B. Separation of transaction authority from accounting and recordkeeping C. Custodial safekeeping
D. Clear delegation of authority to subordinate staff members E. Documentation confirming each investment transaction F. Establishment of wire authorization approval levels for staff G. Reconciliation of investment transactions and statements to the City’s general ledger H. Independent review by the external auditor as part of the City’s annual audit VIII. Diversification
Investments shall be diversified among institutions, types of securities, and maturities to maximize safety and yield with changing market conditions.

IX. Safekeeping
All investments of the City shall have the City of Pacific Grove as registered owner or shall be kept in the custody of the City or by a qualified safekeeping institution.

X. Interest Allocation
Except for cash held in separate restricted accounts, the City will pool cash balances from all funds for investments to maximize earnings and efficiencies with regards to investment administration. The Finance division shall allocate interest to funds based upon their average cash balances and in accordance with Generally Accepted Accounting Principles (GAAP). All earnings not allocated shall be recorded in the General Fund.

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XI. Permitted Investment Instruments
The Treasurer shall invest only in the following investments and only under the guidelines as provided herein.

A. Certificates of Deposit Non-Negotiable Certificates of Deposits will be made only in FDIC or FSLIC insured accounts. For deposits in excess of the insured maximum of $250,000, approved collateral shall be required in accordance with Government Code 53652 and/or 53651 (m) (1). Investment in these instruments shall be limited to financial institutions that in the Treasurer’s judgment are of high quality and shall not have a term exceeding five years from the date of purchase.

B. Securities of the U.S. Government or its Agencies Includes obligations issued by Federal Home Loan Banks, Government National Mortgage Association, Farm Credit System, the Federal Home Loan Bank, Federal Home Loan Mortgage Association, Federal National Mortgage Association, or obligations or other instruments of or issued by a federal agency or a United States Government sponsored enterprise.

Investment in these instruments shall not have a term exceeding five years from the date of purchase.

C. Treasury Bills and Notes U.S. Treasury Bills, Notes, Bonds, or Certificates of Indebtedness, or those for which the full faith and credit of the United States are pledged forthe payment of principal and interest. The termofsuch securitiesshall not exceed five years from the date of purchase.

D. Local Agency Investment Fund (LAIF)Investment of fundsin the California LAIF which allows the State Treasurer to invest through the Pooled Money Investment Account (PMIA). Maximum investment is subject to state regulation. LAIF investments are available for City use.

E. CAMP Investment Pool California Asset Management Program (CAMP or the Program) is a California Joint Powers Authority (JPA) established in 1989 to provide California public agencies with professional investment services. Investments offered through the Cash Reserve Portfolio (the Pool or the CAMP Pool) and CAMP Term are permitted for all local agencies under California Government Code Section 53601(p).

F. CLASS Investment Pool California CLASS is a Joint Powers Authority investment pool that provides public agencies with the opportunity to invest funds on a cooperative basis in rated pools that are managed in accordance with state law with the primary objectives of offering participants safety, daily and next-day liquidity, and optimized returns.

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G. State / Local Agency Debt Issues Must be rated “A” or better by a nationally recognized rating agency. except for the Agency’s own bonds, which may have any rating. These issues include the following:
• Registered state warrants or treasury notes or bonds of the State of California and bonds, notes, warrants, or other evidence of indebtedness of any local agency within California, including bonds payable solely out of the revenues from a property owned, controlled, or operated by the state or local agency. • Registered treasury notes or bonds of any of the 49 U.S. States in addition to the State of California, including bonds payable solely out of the revenues from a revenue producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 U.S. States.

H. Money Market Funds These must be registered with the Federal Securities and Exchange Commission (SEC), have over $500 million in total assets and only invest in either U.S. Government or federal agency securities, or other investment instruments specifically included in the local investment policy I. Debt Reserve Funds Only debt service funds may be invested in the securities listed above for a period exceeding five years, so long as their maturities coincide with the expected use of funds.

The purchase of any security not listed above, but permitted by the California Government Code, is prohibited unless the City approves the investment either specifically or as a part of an investment program approved by the City. Sales prior to maturity are permitted. It is also recognized that in a changing interest rate environment, it may be financially advantageous to sell investments at a book value loss in order to reinvest into a more profitable security.

XII. Investment Pools
The City’s investment policy authorizes participation in the California LAIF, CLASS and CAMP investment pools. A review of these pools should be conducted on a periodic basis.

Best efforts will be made to acquire the following information:

A. Description of eligible investment securities, and a written statement of policy B. Description of interest calculations and how gains and losses are distributed C. Description of how the securities are safeguarded
D. Copy of the most recent independent audit report
E. Description of who may invest in the program
F. Schedule for receiving statements and portfolio listings G. Information on how and when fees are assessed
H. Acceptance or eligibility to receive bond proceeds
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XIII. Investment Reports
Reports shall be submitted to the City Council quarterly and include the following data:

A. Name of financial Institution for individual investments B. Totals by investment category
C. Book and market values and interest yields
D. Compliance with investment policy
E. Maturity dates on individual investments
F. Percentage of the portfolio represented by each investment category The report shall include a statement denoting the ability of the City to meet its expense requirements for the next six months or provide an explanation as to why sufficient monies or may not be available during the next six months. The report should include information on overall economic conditions, including trends with inflation, unemployment, sales and treasury rates. Background information on these pools should be included in the report, including information on the distribution of their investments and their interest rate trends.

XIV. Investment Policy Adoption
The policy shall be reviewed every two years by the Administrative Services Director and any modifications made must be submitted to the City Council for their approval.

Adopted September 15, 2010, Resolution 10-078
Amended October 21, 2015, Resolution 15-055
Amended August 17, 2016, Resolution 16-047
Amended June 19, 2019, Resolution 19-016
Amended August 4, 2021, Resolution 21-025
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Budget and Financial Management Council Policy – Page 1 City of Pacific Grove Council Policy
Subject Policy Number Effective Date Page
Budget and Financial
Management 400-6 June 4, 2025 Page 1 of 7
Purpose
This policy is established to help ensure that the City’s resources should be available to fund ongoing City services, incorporating local economic conditions and the City Council’s service priorities and that the City’s financial resources are managed in a manner that fosters transparency and confidence among the City Council, citizenry, and staff. The operating and capital budgets should be designed in accordance with the budget award programs of the Government Finance Officers Association (GFOA) and the California Society of Municipal Finance Officers (CSMFO).

Budget Process
Budget management occurs throughout the year, with ongoing City Council direction and public input.

The City uses a five-year fiscal planning horizon, in which the two year budget is the first two years of the forecast. The forecast helps decision makers identify important trends and understand long-term consequences of budget decisions. It is a model based on cost and revenue assumptions that is updated periodically. Since the degree of revenue and expense uncertainty increases with each year, the forecast only suggests relative future financial conditions based on economic assumptions made in later years.

The annual budget process begins by February with City Council discussion of goals for the following year.

At this meeting, staff present the mid-year report and if completed an updated five year fiscal forecast, including any mid-year budget adjustments required and estimates of revenues for the following year(s) and baseline expenditure assumptions regarding existing staffing levels and other costs required to continue the current service levels. Using this information, the City Council provides direction to staff on goals for the following budget year and the future five-year forecast, including goals for services and capital projects and the additional funding or expenditure reduction required to achieve the goals.

The Finance Division of the Administrative Services Department distributes budget instructions and baseline staffing cost information to department managers for developing the budget. The City Manager and Administrative Services Director work with department directors to develop the budget consistent with Council goals and guidelines previously approved.

The City Manager and Administrative Services Director finalize the recommended budget and present an overview of the General Fund portion to the City Council in May. The complete budget is presented at the first City Council meeting in June. After public input and discussion at this meeting, the City Council directs any needed modifications to the budget and introduces an ordinance to adopt the budget. At the second reading of the ordinance at a subsequent regular City Council meeting, the budget is adopted and effective July 1st of the fiscal year. The Administrative Services Director may make any nonsubstantive changes as needed afterwards to meet the Government Finance Officers Association (GFOA) and California Society of Municipal Finance Officer (CSMFO) budget award program comments and criteria.

Cost Allocation
The City uses a formal cost allocation plan and fee study which serves as the basis for allocating central support department costs to operational functions and developing overhead rates. Central support departments include: City Council, City Attorney, City Manager, Administrative Services, Mechanical and Building and Grounds Maintenance. Costs are allocated based on the support activities, including number of financial transactions, square footage of buildings, number of computers, percent of budget, PGCC 5-21-25

Budget and Financial Management Council Policy – Page 2 and number of full-time equivalent employees. Indirect costs are charged to the City’s enterprise and internal service funds based on this method; however, the basis is unique to each fund.

Operating Budget
• The City Council shall adopt an annual operating budget as part of a two year budget, pursuant to Article 29 of the City Charter, prior to the start of the fiscal year. • General Fund revenue projections for a given year may include a negative contingency reserve of up to 2% of total revenues, depending on the general direction of the economy. The need for such a contingency can be reevaluated after January 1st of the budget year. • The budget may include an expenditure contingency in the General Fund up to 2%, designed to account for unexpected costs or to spend on projects required to advance City Council goals, expressed either explicitly or through the City Council’s work plan. • The operating budget should include revenues sufficient to fund operating expenditures.

Reserves may be used as a resource to fund operations, with City Council approval of such use and a plan for funding future operations within annual anticipated revenues. • The budget should provide for maintenance and timely replacement of fixed assets and equipment working within the fiscal constraints of the City. • After the end of the fiscal year, staff shall present a report to the Council estimating the year-end results for the preceding fiscal year. This report shall compare budgeted amounts with the most recent year to date actual figures. Staff shall strive to present to the Council the final Annual Financial Comprehensive Report (ACFR) in January with the final budget and actual figures for the prior fiscal year.
• Appropriations are approved at the fund level. All amendments to the budget where the net impact of the change increases the overall budget of a fund must be approved by City Council. • For budget purposes, programs and departments are defined as follows:
• City Council • Police Services
• Legal Services • Fire and Emergency Medical Services
• City Manager’s Office • Library
• Economic Development (City Mgr’s Office) • Museum
• Administrative Services / Risk Management • Recreation • Community Development • Public Works / Enterprise Activities The City Manager or their designee may transfer funds within a given fund and between department appropriations to ensure that program budgets can adapt throughout the year to evolving circumstances.

Departmental appropriations in the 5100 series of the chart of accounts (salary and benefits) that reflect salary and benefit savings, may not be used to offset expenditures in the 5200 series of account codes (services and supplies) or the 6000 series of account codes (capital expense) without the approval of the City Manager or designee.

Five Year Forecast
Staff shall maintain a five-year General Fund fiscal forecast to include revenues, expenditures, as well as the net results of operations and the beginning and ending fund balances for each year of the forecast. The five year forecast should include descriptions of the assumptions used for projecting future revenues and expenditures which account for recent trends including inflation, the five year CIP, employee memorandums of understanding (MOUs), debt service schedules and actuarial reports on pension obligations from CalPERS.

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Budget and Financial Management Council Policy – Page 3 Capital Improvement Plan
The City should adopt a five-year capital improvement and maintenance plan, with the first two years of the plan to be appropriated as part of the operating budget. The purpose of the plan is to identify and prioritize capital project needs. The budget shall also include capital expenditures; where possible, such capital expenditures will be funded with non-recurring revenues or grants. At least the first two years of the plan should be fully funded, with funding shortfalls and challenges identified in future years.

All estimated construction, maintenance, and operating costs and potential funding sources for each proposed capital improvement should be identified. The City should finance only those capital improvements consistent with the adopted capital improvement plan as amended and City priorities.

Basis of Accounting and Budgeting
Financial statements are prepared in accordance with General Accepted Accounting Principles and all relevant Pronouncements promulgated by the Governmental Accounting Standards Board (GASB). All governmental fund types are accounted for using the modified accrual basis of accounting. Their revenues are recognized when they become measurable and available as net current assets (usually within 60 days of the end of the fiscal year).

Expenditures are generally recognized for governmental funds under the modified accrual basis of accounting when the related fund liability is incurred. An exception to this general rule is principal and interest on general long-term debt, which is recognized when due. All proprietary fund types and nonexpendable trust funds are accounted for using the accrual basis of accounting. Revenues are recognized when earned, and expenses are recognized when incurred.

The budgeting basis is the same as the basis of accounting, except for the exclusion of non-cash expenditures, such as depreciation, changes to the pension and OPEB liability, amortization of bond premiums and discounts, and for proprietary funds, the inclusion of capital expenses, debt service and loan proceeds. Finance is authorized to carryover any unspent and encumbered funds from the prior year for operations and capital projects and any other unspent funds for active capital projects, to be reappropriated in the current year’s budget for continued use in the same manner so long as there are sufficient available fund balances to finance these commitments.

Annual Audit and Reporting
The City shall undertake an annual independent audit. The City’s Annual Comprehensive Financial Report (ACFR) should be completed no later than December 31 of each year and shall be in accordance with auditing standards established by the Governmental Accounting Standards Board (GASB).

Staff should prepare the ACFR and the related Popular Annual Financial Report (PAFR), a summary of the ACFR, in accordance with the GFOA Certificate Program and include the independent auditor’s opinion. A separate “management letter” shall be issued by the auditor that will address weaknesses and include recommendations for improvements in internal control and accounting procedures.

In addition to the reports mentioned above, the following are required to be issued on an annual basis:
• Single Audit reports are required when the City receives at least $1 million of direct or pass through federal grants.
• The City shall prepare the following reports in a format as prescribed by the State. • State Controller’s Report • Employee Compensation
• Appropriations (Gann) Limit • Impact Fees
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Budget and Financial Management Council Policy – Page 4 Fund Reserves
Reserves are established to ensure that sufficient resources should be maintained in the specified funds listed below in amounts sufficient to manage reasonable risks, meet unanticipated needs, capitalize on opportunities, and provide for reasonable contingencies. Further, reserve balances should be categorized and prioritized in accordance with GASB Statement #54, which are classified as either committed, assigned, or unassigned.

If reserve balances fall below the stated target amount, the City will strive to restore reserves to the stated level within four fiscal years. The actual City reserve balances shall be reported each year, along with City reserve policy levels. The reserve information should appear in the ACFR. Unrestricted fund balance levels will be sufficient to meet funding requirements for approved programs or projects which are carried forward from the prior year; debt service reserve requirements; commitments for encumbrances; and other restrictions, commitments or assignments required by contractual obligations, state law and generally accepted accounting principles.

General Fund Reserves
The City should maintain a minimum unassigned fund balance of at least 25% of operating and debt service expenditures in the General Fund for fiscal stability, cash flow, contingencies and strategic opportunities, including addressing the following in accordance with policies developed by the GFOA:
• Revenue source stability, local disasters and other downturns in the local or national economy • Contingencies for unseen operating or capital needs
• Strategic investment opportunities in the community approved by Council • The need to provide short-term bridge financing to other funds • Institutional changes, such as State budget takeaways and unfunded mandates Reserves should not be used to fund ongoing costs or projected systemic “gaps.” on a perpetual basis.

They should be restricted to one-time or short-term uses. The Council may also commit or assign specific General Fund balance levels above the reserve target for capital replacement (based upon the five year capital improvement program), technology and vehicle replacement (based upon future expected replacement costs), unfunded pension and compensated absence liabilities or other long-term goals that it determines to be in the best interests of the City, with a minimum reserve level of $500,000 each for unfunded liabilities related to pension and compensated absences, and capital replacement.

In any fiscal year where revenues and transfers in exceed expenditures and transfers out, the annual surplus for the fiscal year should be allocated first to help meet the reserve policies for the General and Insurance Internal Service Funds. Any remaining surplus should be allocated ⅓ towards reserves for capital, technology and vehicle replacement, ⅓ towards addressing unfunded pension and long-term liabilities, and ⅓ towards other Council priorities or to build up reserves for the future.

Golf Fund Reserves
The purpose of the Golf Fund is to enable the operation of the golf course as an enterprise without operating subsidies from the General Fund, unless deliberately authorized. The City should maintain establishes a target reserve level of 25% of budgeted expenditures of the Golf Fund for the fiscal year, to be used for capital improvements, cash management, and for unexpected operating expenses.

Sewer / Insurance Internal Service Funds Reserves
The Sewer Fund should maintain a reserve to fund at least two years of projects to be funded by the Sewer Fund in the City’s five year capital improvement plan and as a rate stabilization reserve. The Insurance funds should maintain a balance of current assets equal to 75% of total liabilities, or higher, PGCC 5-21-25

Budget and Financial Management Council Policy – Page 5 should actuarial analysis conclude an imminent higher risk to the City for losses. Note that for these insurance funds the City’s Self-Insured Retention Limit is $150,000 per claim.

Capitalization Policy
All capital outlay with an original cost > $5,000 and a useful life > one year is subject to capitalization.

The capitalization threshold is applied to individual units of fixed assets:
• To be adjusted in increments of $1,000 based upon changes in the Consumer Price Index (CPI) • Repair costs for fixed assets to be capitalized when it extends the useful life of the asset • For construction in progress, no depreciation is recorded until the asset is placed in service • The City shall use the straight-line method for depreciating all fixed assets • Depreciation should begin in the fiscal year the asset is placed in service Any capital Improvement project related to buildings, infrastructure, machinery, or equipment, with a useful life > one year and a total cost (including installation) > $50,000 or more is subject to capitalization.

This amount should be adjusted in increments of $5,000 in future years based on changes in the Engineering Construction Index (ENR). Capital project appropriations should remain in effect for the life of the project unless modified by the City Council.

Fixed assets acquired by gift, donation or payment of a nominal sum not reflective of the asset’s market value shall be assigned cost equal to the fair market value at the time of receipt.

The following represents the useful life schedule to be used for capital outlay and capital projects Description Useful Life (In Years)
Buildings 20-100
Machinery, equipment and furniture 5-7
Infrastructure:

Improvements other than buildings 5-30
Sidewalks, curbs, gutters, streets, storm drains 20-50
Traffic signals / Street signs 15
Park equipment 10-50
Property Acquisition and Disposition
Acquisition of real property should be tied to a specific objective, with the source of adequate funds identified and considerations given for the long-term fiscal and policy impacts. Disposition of real property should be considered for those properties without specific deed restrictions and that are unused, under-utilized, economically not viable, or that were acquired for an outdated plan or purpose.

Cash and Investments
The City shall manage the treasury in compliance with California Government Code Section 53600, City Council Policy 400-5 and investment policy standards established by the California Municipal Treasurers Association (CMTA), California Debt and Investment Advisory Committee (CDIAC) and the Association of Professional Treasurers of the US and Canada (APTUSC). The policy should be reviewed by the Administrative Services Director on an annual basis, with any necessary revisions presented for consideration as needed by the City Council. Investment reports shall be presented to the City Council on a quarterly basis and warrant listings on a monthly basis. The selection of investments shall be based on considerations of safety, liquidity, and yield, in order of decreasing priority.

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Budget and Financial Management Council Policy – Page 6 Debt Management
The City should manage its debt in conformance with policies established by CDIAC and SB 1029, which provide the parameters to be addressed in a debt policy, including the purposes for which debt proceeds may be used, the types of debt that may be issued, the relationship of the debt to, and integration with, the capital improvement program or budget, the policy goals related to the City’s planning goals and objectives, and the internal control procedures implemented to ensure the proceeds of a proposed debt issuance will be directed to the intended use. All issuance of debt requires prior City Council approval.

Long-term borrowing should be restricted to the purpose of funding capital improvement projects and equipment. The use of long-term borrowing for ongoing operations should be avoided. The term of the debt should not exceed the expected useful life of the object of the financing. Debt obligations shall be prioritized in the budget process and payments shall be made in a timely and efficient manner. The annual debt service should not exceed 15% of the annual budget.

Staff will time the issuance of debt to ensure that funds are available as needed for projects in the City’s Capital Program and to integrate those costs into its five year forecast and into its projections of fund reserve levels and how they align with reserve goals established by City Council, including ensuring that the debt service has been incorporated into its rate studies as applicable.

The types of long-term debt that can be issued include the following:
• Revenue Bonds / Bond Anticipation Notes
• Certificates of Participation or Lease Revenue Bonds
• Federal and State Government Loans (Includes USBR/SRF/WIFIA) • Lines of Credit / Refunding Bonds / Privately Placed Debt (Bank Loans) • Loans, including Equipment / Capital Lease Financing and Commercial Paper • Assessment and Special Tax (Mello Roos) Bonds
Refunding techniques should be employed where appropriate to allow for restructuring of outstanding debt to remove or change restrictive covenants, and/or to reduce annual debt service in an amount sufficient to justify the costs related to restructuring the debt, usually considered to be savings with a net present value of at least 3%.

In circumstances where short-term borrowing (i.e., fewer than 12 months) is required to ensure cash flow demands may be met, either Tax and Revenue Anticipation Notes (TRAN), interfund loans or a commercial line of credit can be used, factoring in costs and administrative efficiencies.

The City will use the following internal controls regarding the use of bond proceeds: a.) Finance staff to review the approved use of bond proceeds with department staff authorized to initiate contracts to ensure proper use of funds. b.) Finance will educate staff responsible for preparing purchase orders and processing payments as to proper account coding and items that can be expended using bond proceeds and c.) the Administrative Services Director will review and approve all draw-down requests.

Long-Term Interfund Loans
City Council approval is required prior to the establishment of an interfund loan agreement of more than one year, incorporating the following terms into the interloan agreement; • A specific repayment date for the loan
• Borrowing fund should pay interest at least at the rate earned on the City’s pooled investments • Specific revenue pledged to repay the loan based on realistic expectations for receipt • Funds pledged for repayment must be above the funds needed for annual operations; and • Interfund loans may be made from grant funds only if specifically authorized by the grantor PGCC 5-21-25

Budget and Financial Management Council Policy – Page 7 Acronyms
USBR United States Bureau of Reclamation
SRF State Revolving Fund
WIFIA Water Infrastructure and Innovation Act
Adopted: Resolution 11-086 November 2, 2011
Amended: Resolution 14-063 October 1, 2014
Amended: Resolution 15-055 October 21, 2015
Amended: Resolution 16-048 September 7, 2016
Amended: Resolution 18-008 March 7, 2018
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City of Pacific Grove
Finance Department
300 Forest Ave
Pacific Grove, CA 93955
DATE:  May 21, 2025
TO:  City Council
FROM:  Matt Mogensen, City Manager
Fred Marsh, Administrative Services Director
SUBJECT: Background Discussion on Pensions
In  response  to  recent  questions  that  some members  of  the  public  had  on  the  City’s  pension  obligation, we wanted to provide you with some additional information regarding this item.  The information contained in this memo is based on the most recent risk analyses from CalPERS. Per the most recent CalPERS actuarial schedule, the Net Pension Liability is scheduled to be paid off in 2044. The City will look into establishing a pension trust fund to assist with the repayment of this liability. The $5.5 million of outstanding Pension Obligation Bonds have an interest rate of 6% and mature in 2029.

Overview of Pacific Grove’s Pension Challenges
During  the  Great  Recession  lots  of  options  and  discussions  took  place  statewide  regarding  the  pension challenges.  There were  several  reform efforts and  options  that were  discussed.  One  of  the  options was  to transition  to  a  defined  contribution  system  instead  of  the  defined  benefit  system.  This  transition  from  the defined benefit  to  the defined contribution was part of Governor Brown’s vision when  PEPRA was enacted.

PEPRA  is  applicable  to  all  new employees  in  the  system  after  2013  and  includes  a  reduced  defined  benefit formula. Many employers also have a 401k and/or 457k type program where employees fund them mainly with their  own  contributions,  with  some  cities  (such  as  ours)  offering  some  matching  amount  for  those  who contribute.

Under PEPRA, contribution rates  from employers and employees are calculated to cover the  full cost of that employee at retirement, each covering ½ of the total annual normal cost. Employees pay between 8-14% of their salary depending if they are general employees or safety.  Again, these rates are lower than the “classic” formula rates.  Approximately 2/3 of our employees are enrolled in the PEPRA plans. This reform act has addressed the statewide pension issue prospectively for new hires after 2013.

Pacific Grove’s unfunded liability is a retrospective problem that we are looking at strategies to address and the Council has been, and will be, receiving more options from us.  The unfunded liability was initially set in motion around 2001 when Gray Davis gave CHP an enhanced retirement formula from 2% at 50 years old to 3% at 50 years old.  This meant that instead of a 30-year safety employee being eligible to receive a retirement benefit equal to 60% of their highest salary at 50-years old, that same safety employee was eligible to receive 90% of their highest salary. When enacted the enhancement was for all active safety employees, but was never funded into  the system because  the investments of  the pension system were performing so well at  the  time it was PGCC 5-21-25

City of Pacific Grove
Finance Department
300 Forest Ave
Pacific Grove, CA 93955
assumed they would cover the costs. All other organizations with safety employees in the state followed and adopt the same higher formula.

Another big contributor to our unfunded liability has been due to several years where the actual rate of return on CalPERS investments was lower than CalPERS assumed rate of return. When investments do not do as well our contribution rates to CalPERS to pay the unfunded liability go up.

Finally, Pacific Grove has a high ratio of retirees that are receiving a benefit to the number of current employees that are actively paying into the system to support the retired employees' benefits.

The ultimate resolution of PG’s unfunded liability (and all other cities in CA) will resolve over time with calculated strategies being employed to address them. PEPRA employees will continue to grow in the system and classic employees will diminish. The city will investigate other investment strategies such as pension trusts that can potentially  aid  with  the  reduction  of  the  liability  through  potential  higher  rates  of  return  than  the  City’s investment pool. The curve of retired employees receiving benefits will eventually greatly decrease as well.

Just like social security, current active workers are paying the benefits for those that are retired and receiving a benefit. And the ratio of retirees to current workers is not favorable. If current workers were to stop paying into the system and move to a different retirement plan completely, the problems with the current unfunded liability could be much worse.

I think its also important in this discussion to know that PGs current employees pay higher contribution rates (12% of their salary) than any other city in the area, which means our employees make less in effect in salary.

This  was  a  big  effort  PG  made  years  ago  with  its  bargaining  units.  The  table  below,  found  on  our  Finance webpage, shows that the city is currently only paying 7.5% of general classic employees towards funding current employees. The safety employer contribution is much higher but again it is still less than our neighbor cities because of the high employee contributions.

Additional information regarding the City’s pension obligation is provided below and also contained within the Finance section of the City’s website.

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City of Pacific Grove
Finance Department
300 Forest Ave
Pacific Grove, CA 93955
Key Pension Statistics as of 6/30/24 Unfunded Liability Payments (20 Years) Item Amount Fiscal Year Amount
Net Pension Liability $55.0 million 2024-25 $5,000,758
Change in Liability from Prior Year $2.7 million 2025-26 $5,299,352 % of Gross Liability Funded3 76% 2026-27 $5,559,441
Debt Service on Pension Bonds4 $1.5 million 2027-28 $6,058,012 City Contributions - Active Employees $1.0 million Alternate Payment Schedules Active Employees 89 15 Years 1 $5,984,912
Retired Employees 272 10 Years 2 $7,775,514
Number of Classic Employees 30
Number of PEPRA Employees 59
1 Results in projected future interest savings of $ 4 million 2 Results in projected future interest savings of $ 16 million 3 Funding % of the following (As of 6/30/23): Miscellaneous Classic 63%, Safety Classic 59%, Miscellaneous and Safety PEPRA 85-86%
4 Last Payment on bonds will be in Fiscal Year 28-29
Normal Cost by Pension Plan
Pension Plan Normal Cost Employer Share Employee Share
Classic – Miscellaneous (2% at 55) 19.51% 7.51% 12.00%
Classic – Safety (3% at 50) 36.37% 24.37% 12.00%
PEPRA – Miscellaneous (2% at 62) 15.62% 7.87% 7.75%
PEPRA – Safety (2.7% at 57) 27.51% 13.76% 13.75%
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Agenda No. 13 A

CITY OF PACIFIC GROVE
300 Forest Avenue, Pacific Grove, California 93950
TO: Honorable Mayor and Members of the City Council
FROM: George Fuerst, Environmental Program Manager
MEETING DATE: May 21, 2025
SUBJECT: "Dancing Monarchs" Art Donation Proposal
CEQA: Does not constitute a Project per California Environmental Quality Act Guidelines Section 15378

RECOMMENDATION

1. Receive art donation application for one fused glass and stainless steel monarch sculpture.

2. Provide direction regarding the site selection for the sculpture.

3. Alternatively, discuss and take other action related to this item.

DISCUSSION
The donation of a stainless steel and fused glass sculpture titled "Dancing Monarchs" has been proposed by Jan and John Stewart, with the intended use being public display. The sculpture, by artist Peter Hazel, has dimensions of 12' x 6' x 6' and features seven glass monarchs mounted on a stainless steel vine-like structure. Further details are included in the attached proposal.

The Beautification and Natural Resources Commission evaluated the art proposed for donation at their April 15, 2025 meeting and made a unanimous motion to recommend that City Council accept the donation. Additionally, the BNRC motioned to assign two of their members to a BNRC subcommittee that could participate in possible future discussions on location and installation details. Per Policy 900-3, City Council shall make the final determination on whether the City will accept or decline the proposed donation.

OPTIONS
Do not accept art donation.

FINANCIAL IMPACT:

To be determined pending City Council consideration of acceptance of the "Dancing Monarch's" art donation proposal.

FOCUSED PRIORITY AREA: Not Applicable.

Attachments
Dancing Monarchs Art Donation Proposal
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IHlENDED USE
Selective Display/Exhibit --�-\.t�c. _clt's� NJµ- l_oy-e.K'� _j?Qhl- fY"-2.D.- Research o.:t' ��� fl2v:e5 it{:..e.. J-- L�J}\th,Qv,µ._�,--- Circulation/Loan
SaJe

REASONS FOR ACCEPTANCE
Artistic Merit
HistoricaJ Significance
Local Interest
Commercial Value
CONDfflONSOFACCEPTANCE
Specified Recipient
Storage Requirements
Proposed Location
Special Requirements /
Conservation
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