Work Study Agenda Items 06-01-15

CITY OF CARMEL-BY-THE-SEA
Council Report
June 1, 2015
To:
Honorable Mayor, Members of the City Council
From:
Douglas J. Schmitz, City Administrator
Subject:
Provisional Budget Errata
At various points along the course of developing a budget, the recalculations, the
adjustments, the insertion of new data must cease so the Budget Team can move along to
another chapter in the completion of the document. But events and new information continue
to accrue and roll in.
Since certain parts of the Provisional Budget and CIP were closed down and the Team
moved on, some things have changed; some new information has been received. As an
example, the budget proposes a new Police Officer for beach related activities to occur be
hired in January. However, on 27 May, the Chief was notified of an existing officers decision
to retire as of 1 July. Because the recruitment and training process is so extensive, it is
prudent to just do one recruitment for two positions rather than do one now and another later
in 2015.
The attached Errata proposes several adjustments to either the Provisional Budget or the CIP
based on recent events which are enunciated for each revised recommendation.
Council Meeting Date: 6/1/15

Agenda Item: 5.A
Page 1
To:
Honorable Mayor and Members of the City Council
From:
Subject:
PROVISIONAL BUDGET: ERRATA
CENTENNIAL:
Letters have been sent by Mayor Burnett to Boards and Commissions and community
groups inviting their ideas for programs and projects for the Centennial. Some of these
efforts may need funding. Council is to receive the suggestions from the groups at its
workshop on 6 July. The proposed monies would be separate from the recommendation
in the Provisional Budget for an allocation to the Centennial Committee for costs
associated with its events for the centennial year.
RECOMMENDATION: +$40,000
PERSONNEL:
All new positions recommended in the Provisional Budget are budgeted for
commencement as of 1 January 2016 depending upon whether the City Council
authorizes some personnel and capital and equipment expenses, which is dependent
upon the status of the CDO. Since the draft budget was finalized and reproduced,
several actions involving proposed positions have evolved which leads to
recommendations that one position in Community Planning and Building and one in
Police be authorized as of 1 July.
In Community Planning and Building, the staff finalized the selection and interviews for a
senior planner position authorized for 2014-15. However, two top candidates emerged.
The City is paying monthly for contract employees. Rather than initiate a second process
for the position proposed for next fiscal year, it is recommended that the Council
authorize that position to be filled as of 1 July utilizing some of the monies proposed for
contract work in 2015-16. There will be an overlap with contract expenses for a period
during the time that the second new employee is oriented and becomes familiar with
pending projects.
RECOMMENDATION: + $ 47,500
In the Police Department, a retirement was received on 27 May. The budget contains the
recommendation for a new position for beach patrol to be approved as of 1 January
2016. Rather than undertake separate recruitments for the soon to be vacant position
and then begin a separate recruitment six months later, it is recommended that the
proposed new officer position in 2015-16 be authorized as of 1 July.
RECOMMENDATION: + $54,500
Agenda Item: 5.A
Page 2
WATER CONSERVATION PROJECTS/CIP

When the CIP was developed, the Mayors appointment of a water committee was
expected to occur after 1 July. Thus, the thought was that the committee would develop
its program recommendations, get approval in latter 2015 and the monies would be
available as of 1 January 2016. However, the Governors declaration, in March, of an
emergency has accelerated the appointment of the members and its efforts to identify
water saving projects. Monies existed in the 2014-15 CIP for Small Water Projects; the
$45,000 in the CIP for next year was to fund other efforts.
RECOMMENDATION: Move the $45,000 for Water Conservation Projects, scheduled
for the second half of 2015-16, into the first half of the fiscal year. No change to amount
of allocation.
TOTAL ADJUSTMENTS: + $141,500
OFF-SETTING REVENUES: Property Tax: $141,500

Agenda Item: 5.A
Page 3
Council Report
June 1, 2015
To:
From:
Subject:
Council Discretionary Grants and Subsidies, including Request from

the Carmel Youth Center
Behind Tab #3 of the Provisional Budget is the proposal for the City Council. In the
bottom right corner is the Discretionary line items of Account No. 01-60207. The
recommendations for 2015-16 mostly mirror the previous year with a few exceptions like
the one-time allocation to the Veterans Cemetery.
The total dollar amount for this account is proposed to decrease from $87,100 to
$73,600.
There are some changes, though, from 2014-15. United Way is asking for an increase
from $2000 to $5000; the County Film Commission, which received $500 in the current
year, is asking for at least $500. for the coming year.
The proposed budget continues to contain $27,500 for fee waivers per the Councils
adopted Policy C12-02, Event Fee Waivers, as revised in July 2014.
In early April, the Mayor, Council and staff received a request from the Carmel Youth
Center for an allocation of $20,000 to subsidize the above facility improvements. A
copy of the letter is attached. Council options for this request could include: 1) defer
consideration until mid-year budget review in early 2016; 2) deny the request; 3) partially
fund the request; 4) fund all or part of the $20,000 from the CIP; 5) seek private funding
to assist the CYC.
Attachments:
1)
2)
3)
4)
CYC Letter of 31 March 2015

MEarth Letter of 13 May 2015
United Way Letter of 27 March 2015
Film Festival Letter of 17 April 2015

Agenda Item: 5.B
Page 1
March 31, 2014
ATTACHMENT #1
Doug Schmitz
City Administrator
Carmel-by-the-Sea, CA 93921
Our Mission
Board of Directors
Barbara Barr
Ben Catlin
The Carmel Youth Center (CYC) is committed to providing a positive and academica lly friendly
environment that is safe, drug-alcohol-and-tobacco-free and designed for the community youth.
We accomplish this mission by developing strong character, values, and citizenship through
encouraging volunteerism, peer mentoring, performance and visual arts, athletics, and academics.
George Duffey
Trevor Forster
Juliet Gonzales
Yvonne Hildebrand-Bowen
Executive Director
Ernest Griffin-Ortiz
In addition to serving as the only youth center in Carmel, and in the spirit of building a strong
community, the Carmel Youth Center provides facility use to local nonprofits and city
organizations including, The Carmel Police Department, Th e Forest Theater Guild, Th e Carmel
Chamber of Commerce, Pac-Rep Theater group, Carmel High School, Carmel Middle School, and
many others. Additionally, in the event of a city emergency the Carmel Youth Center is designated
as Carmel's official Temporary Assistance Center (TAC). As such, it will be used as an evacuation
collection point for evacuees, to assess the need for evacuation to shelters, to provide light
snacks, and to disseminate public information.
Corner of 4 h & Torres

P.O. Box 2399
Our Needs
Carmel, CA 93921 USA

Carmel Youth Center, Inc.
is a CANon-Profit
Tax ID # 94-1415306
The Carmel Youth Center requests assi stance from the city of Carmel-by-the-Sea to help pay for
much needed facility repairs and improvements. Specifically:
1.
2.
Structural repai rs to the downstai rs Game Room (repairs to southern wall to eliminate
weather intrusion and add earthquake reinforcement, repairs to eastern wall to repair
wood rot and improve drainage from rain gutters and backyard runoff). Estimated cost of
repairs: $40,000 (ba sed on bids from 3 independent local contra ctors).
Repairs and improvements to th e Multi-purpose Room (to repair ceiling and floor,
replace lighting fixtures with gym-appropriate fixtures, replace stairs on west and east
entrances). Estimated cost of repairs: $50,000 (ba sed on bids from 3 independent local
contractors).
Our Request
"I like the staff and the

variety of things to do.
You can do your
homework, you can go
outside and skate, you
can play pool, you can
play dodge ba/1, go on
the computers, you can
play video games... and
I like the way that you
can meet new people
and make new friends."
-Leah-
The Carmel Youth Center requ ests at least $20,000 from the City of Carmel-by-the-Sea, to
subsidize the above facility improvements. The remaining funds to complete the facility
improvement projects will be provided by the Carmel Youth Center through donations, grants,
fundraising and our endowment fund.
As a small, privately funded nonprofit organization, the CYC wishes to thank you in advance for
any support you could give to us to further impact the lives of the CYC members and our
community in a positive and safe way. Please call us with any questions you may have (831) 6243285 and/or email us at info@carmelyouth .com.
We thank you for your time, and hope to hear from you soon.
"I just LOVE it here!"

-Brendan-
Executive Director
831.624.3285

5.B
Page 2
I 831.624.0130 (fax) I www.carmelyouth.com I info@carmelyouth.com

Agenda Item:
ATTACHMENT #2
MEarth
)U CATING + INSPIR ING THROUGH

ENVIRONMENTAL STEWARDSHIP
MEARTH STAFF
May 13, 2015
Tanja Roos
Mr. Doug Schmitz, City Administrator

Ms. Sharon Friedrichsen, Special Projects
Carmel-by-the-Sea City Hall
P.O. Box CC
Carmel-by-the-Sea, CA 93921
Merrie Potter
Cassie Chapple
Rose As hbac h
Katy Crockett
Megan Leffler
Melissa Lopez
Kristin Schinske
MEARTH BOARD
OF DIRECTORS
Mark Shelley
Kimberly Briggs
Dear Mr. Schmitz and Ms. Friedrichsen:

We are very grateful to the City of Carmel-by-the-Sea for the ongoing opportunities afforded
to MEarth to support restoration activities with local students and community members at the
beautiful forests and beaches of Carmel. This is a letter to update you on the progress for
this year's project and to request that the $12,000.00 of Council discretionary funding be
approved in the City's fiscal year 2015-16 budget.
It has been an absolute joy for my staff to work alongside City Forester Mike Branson, City
Contractor Joey Dorrell-Canepa, past City Forester Greg D'Ambrosio and the Friends of
Mission Trail Nature Preserve/Rowntree Native Plant Garden to help fulfill the restoration
and stewardship goals of the City.
Nico le Saulnier
Kimberly Briggs
Charl es Franklin
Jenn Gerard
Shelby Lambert
Lewis Leader
Andrea Le wis
Bernard Trainor
Sarah Yee
As put forward in our proposal for this year, we successfully completed the management of
1200 seedlings and 500 1-gallon plants in our native nursery, which were carried over
from previous years. Additionally, we held FIVE, 2-hour community restoration events,
instead of the originally proposed four and will host SIX high school field trips, instead of the
four originally proposed. Community enthusiasm and interest were the primary drivers of the
increased events I
By the end of this FY year, MEarth will have brought 299 community volunteers/students
to your beautiful parks and beaches for 10 different planting events. Collectively these
volunteers contributed a total of 457.2 volunteer hours at the approximate value of
$12,042.65 (calculated by using the California volunteer value established by the
Corporation for Nationo1l & Community Service). At our various volunteer events, to date,
participants have removed 520 lbs and 30 large contractor bags full of invasive plants,
and planted 87, 1-gallon native plants (please see attached spreadsheet for the full
details). With four additional field trips to come, we anticipate even larger planting numbers.
A final report will be submitted at the end of the fiscal year.
MEarth at the Hlfton Bialek Habitat

PO Box 223702 Carmel CA 93922 I www .M EarthCarmel.org I 831 -624-1032
EIN 26-2973625
MEarth is an independent, 501 (c)(3) corporation separate from Carmel Unified School District.

Agenda Item: 5.B
Page 3
ME arth
DUC AT ING +INSPIRING THROUGH

E NVIRONMEN TAL STEWARDSHIP
MEARTH STAFF
Given the success of this year's project, we are hoping to continue our work with the City
next year with a similar scope, as outlined below:
Tanja Roos
Merrie Potter
Native Plant Propagation + Nursery Management I In preparation for the

City's Centennial Anniversary, we would like to propagate up to 1000 seedlings
in support of the ongoing beautification of the landscape. This will include sitespecific seed collection, propagation and management by MEarth staff, interns,
student and volunteers, to be out-planted at various sites in the City. (Yearround)
Six, 2-hour community out planting + "weed pull" events (for up to 30

people/event) I This includes the scheduling, marketing, volunteer
coordination , planning meetings with site partners, procurement of
materials/snacks/water, transport of tools/plants/other necessary materials to
site by MEarth staff, interns and volunteers. (November-May)
Five field trips for local high school students I This includes the scheduling
and coordination of, at the minimum, five field trips for local high school
students to participate in community service and environmental stewardship
projects at various locations (May).
Cassie Chapple
Rose Ashbach
Katy Crockett
Megan Leffler
Melissa Lopez
Kristin Schinske
MEARTH BOARD
OF DIRECTORS
Mark Shelley
Kimberly Briggs
Nicole Saulnier
Kimberly Briggs
Charles Fra nklin
Jenn Gerard
Again, thank you for thir unique opportunity to assist the City with restoration projects and
involve our community in meaningful environmental stewardship activities. Please do not
hesitate to get in touch if you have questions or need any clarification or further information:
Tanja@MEarthCarmel.org or (831) 624-1032.
Shelby Lambert
Lewis Leader
And re a Lewis
Bernard Trainor
Sarah Yee
Attachments: Summary of Accomplishments (YTD) and photos from workdays
MEarth at the Hilton Bialek Habitat

PO Box 223702 Carmel CA 93922 I www.MEarthCarmel.org I 831-624-1032
EIN 26-2973625
MEarth is an independent, 501 (c)(3) corporation separate from Carmel Unified School District.
Agenda Item: 5.B
Page 4
United Way
Monterey County
OFriCERS
ATTACHMENT #3
March 27, 2015
Tim Nylen
Chair
J(eut Hansen
Past Chair
Carol Kolb
Mayor Jason Burnett

City Hall
POBoxCC
Carmel-by-the-Sea
Vic.! Chair, Finance
Tobi Marcus
l"iCt! ('hair. Resource
Devdupmt'lll
Dennis McCarthy
Vice Chair. Community
lnvestmt?nts
LuAnn Meador
r'ic Chair, .'vfarketing

BOARD MEMBERS
Lew C. Bauman
Sandi Eason
Brett Harrell
Shari Hastey
Barb McGaughey
Dave Mora
Ian Oglesby
Jonathan Price
STAFF
Mary L. Adams
Prc,idcnt and CEO
One in three people in

Monterey County
benefit from a
UWMC-ju11ded
service each year.
Re: Support for
1-1 from Carmel-by-the-Sea
Ma~d City Council Members:

Thank~~r your past support of2-1-1 in the amount of$2,000. This funding
Dear
has improved quality of life in our community by ensuring people know where
to go for help. 2-1-1 continues to be well utilized and we wanted to share some
highlights with you. For calendar year 2014, countywide we handled 14,061
calls, an 8.5% increase over the prior year. We served those callers with
29,919 referrals to local programs and agencies, a 25% increase over 2013. In
addition, we facilitated 9,662 online searches through the 2-1-1 website for
Monterey County (www.211mc.org).
One of the exciting things about 2-1-1 is the ability to drill down to particular
needs and uses in specific populations. We are pleased to be able to report the
following information on the needs of your residents. We responded to 201
Carmel/Carmel-by-the-Sea callers making 376 referrals to local services. The
top four areas where assistance was requested were:
Needs
1. Basic Needs (Such as Food, Transportation, Housing,
Utilities)
2 Consumer Services (Such as Consumer Assistance,
Money Management, Tax Organizations and Services
3. Mental Health and Substance Abuse Services (Such
Mental Health And Substance Abuse Counseling, Care
Facilities, Treatment and Supportive Services)
4. Individual and Family Life (Such as Individual and
Family Supportive Services, Leisure and Recreational
Activities)
4. Income Support and Employment (Such as
Employment, Public Assistance Programs, Social
Insurance Programs, Temporary Financial Assistance)
Number of
Referrals
102
57
40
38
38
We continuously update the 2-1-1 database so that callers receive the most
current information about services that match their needs.
60 Garden Court, Suite 350, Monterey, CA 93940 831.372.8026 Fax 831.372.4945 Tax ID #94-1322169
376 Main Street, Salinas, CA 93901 831.757.3206 Fax 831.751.9840 WW\\'.unitedwaymcca.org
Agenda Item: 5.B
Page 5
We appreciate the opportunity to serve your residents and we look forward to continuing to do so
into the future. 2-1-1 is made possible by a variety of funding sources, including the Monterey
Peninsula Foundation, Community Foundation for Monterey County, the County of Monterey
Health Department, Community Action Partnership and the Cities of Monterey, Salinas,
Carmel-by-the-Sea and Sand City. We respectfully request $5,000 from the City of Carmelby-the-Sea to help maintain the availability of 2-1-1 around the clock free of charge to
people seeking help. Please consider including this investment in 2-1-1 in your 2015-2016
Budget. If you have any questions or would like any further information, please contact Ronn
Rygg, Director, 2-1-1, at 372-8026, ext. 114. Th.art.k you for your consideration.
si~L
(),y,
Mary L. Adams ~
President and CEO
Cc: Doug Schmitz, City Administrator

Agenda Item: 5.B
Page 6
MONTEREY
COUNTY
HlM
COMMISSION
"Lights, camera,
and economic action ... "
Honorary Chairperson
Clint Eastwood
Director Emeritus
In Memoriam
Richard Tyler
Board of Directors
David Bean
Bob Buescher
Jeff Clark
Gloria Gargiulo
Troy Kingshaven
Garland Thompson, Jr.
Alan Vasquez
Ellen Wrona
Staff
Karen Nordstrand
Director of Marketing
&Film Production
Moira LaMountain
Office Administrator
Bianca Mendieta
Administrative Intern
PO Box 111
Monterey, CA 93942
801 Lighthouse Ave #1 04
Monterey, CA 93940
831-646-D91 0
Fax: 831-655-9250
info@FilmMonterey.org
www.FilmMonterey.org
ATTACHMENT #4
.
April 17, 2015
Crty or Carmel-by-the-Sea
Mr. Ken Talmage
Council Member
City of Carmel-By-The-Sea
Post Office Box CC
Carmel, CA 93921
APR 2 9 2015
Received by City Clerk
Re: 2015-16 Funding for the Monterey County Film Commission

Dear Council Member Talmage:
In our continued efforts to provide services and foster economic
development for Carmel-By-The-Sea, the Monterey County Film
Commission respectfully requests a monetary contribution of at least
$500, for the 2015-16 fiscal year .
The Film Commission works hard on your behalf to keep our region
and the gorgeous beaches, parks and open spaces in Carmel-By-TheSea at the top-of-mind with filmmakers in an increasingly competitive
environment. The County Board of Supervisors expects all of us to
work collaboratively and that includes financial support from our
municipality partners. We would welcome the opportunity to make a
presentation about our ongoing efforts to the mayor and city council.
We know budgets are tight, but even a small production can bring
$20-$30,000 into town for a weekend shoot. We realize that difficult
budg et decisions need to be made, but please remember that the
Monterey County Film Commission is a small non-profit organization
that is a revenue producer for Carmel - By-The-Sea. With a very small
budget, we are directly responsible for bringing an annual average of
$3 million dollars into the area (a ROI of rv 20: 1). Without our
proactive and responsive efforts, these green productions could easily
go to other areas wh ere their needs would be met by other film
commissions. We need to keep these TOT dollars as well as associated
income from goods and services coming to our local communities .
We greatly appreciate your thoughtful conside ration and financial
support and welcome the opportunity to work with you .
Sincerely,
The Monterey County Film Commission is a non-profit organization proactively marketing Monterey County as a destination for the motion picture, television and related
industries, for the purpose of stimulating economic development, creating jobs, providing and supporting educational opportunities in those areas.
Agenda Item: 5.B
Page 7
Council Report
June 1, 2015
To:
From:
Subject:
FY 2015-16 Issues and Options Policy Papers
The Issues and Options Policy Papers were distributed to the Mayor, City Council and
public on May 5, 2015. The Papers are intended to focus the discussion of the Council
and the community on the larger policy matters of the Budget and direct where municipal
monies should be utilized or future planning undertakings crystallized. The Papers
provide an alternative to the time consuming and sequential process of a line-item
review.
RECOMMENDATION: Address issues and options outlined in the policy papers and
provide direction to staff, as appropriate.
Attachment: Letter from Monterey County Convention & Visitors Bureau President &
CEO Tammy Blount

Agenda Item: 5.C
Page 1
MONTEREY
\ t llf 1 )
1'- I
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1.,
May 28, 2015
ATTACHMENT 1
Mr. Doug Schmitz
City Administrator
City of Cannel-by-the-Sea
POBoxCC
Cannel, CA 93921
Dear Mr. Schmitz,
A few members of the community contacted us regarding some of your budget study
considerations for the next fiscal year. They asked us to provide any feedback we might have to
help inform Council's considerations as you examine Cannel-by-the-Sea's 2015-16 marketing
investments. The items forwarded included:
I.
2.
3.
Extend Burghart+Dore contract

Because Burghartdt+Dore has held the contract since 2006, the city should rebid.
Marketing & Economic Development budget should be redirected to "off season" since the
city is filled with visitors during the summer months
4.
The budget should be considered for reduction since ''times are good"
5.
The budget should be considered for reduction because the city's "carrying capacity" is
maxed.
6.
The regional marketing effort should be given more money; the local effort should be
reduced.
In the matters of items 1 and 2 there are no doubt policies and other items you will consider that
will inform those discussions. For items 3-6 we would like to offer the following best-practice
thoughts for your consideration:
Marketing must be done year-round in order to maintain market presence in core markets,
though bigger "pushes" or promotions are generally employed at times action is needed to be
stimulated
Marketing doesn't get immediate gratification- meaning reducing or eliminating market
presence can have long-term negative effects particularly on existing customer base. If we're
not marketing, others are - aggressively - and they are looking to take our market share
If carrying capacity really is maxed that's a terrific dilemma ... but not a reason to stop
marketing- just a good reason to change how we're marketing. Presence must be maintained
to retain business and replace what will naturally drop off for a myriad of reasons
J'.
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Agenda Item: 5.C
Page 2
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MONTEREY
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There is an increasing strategic need to market for the future and position the destination for
younger/new audiences (Gen X, Millennials, other)
Not all travelers are created equal. Marketing investment should be considered in terms of
the audience value (prioritized); even during high season, being full with the "right" travelers
vs lower value travelers can have big effect in economic impact
Regional marketing will have the biggest impact given the reach and ability to bring and
keep customers in the long term; however integration of both regional and local investment is
important. Local servicing and experience design is critical to feeding the social channels,
backing up authenticity, connecting with locals and our culture. Visitor centers in particular
we know extend stays and influence spending, not just give information. If we attract visitors
and then fall short on fulfilling expectations we've set, we're not made the best use of our
time and money
Research-driven programs will always provide the best ROI - it's the only way we can refine
investments - so continual research in understanding customer behavior is critical
It's good to know the City is discussing these issues. It is often tempting to reduce marketing in
"good times"; however, that's when competitors seize the day. Good times should be used for
reinforcing messaging and supporting the market, so when the market turns, there's integrity in
the reach for new customers. That continued, authentic approach is valued by customers and
reflected in their choices.
As always, the City of Carmel-by-the-Sea has our commitment to work with all partners
involved in the marketing and economic development of the City and our region. Integrating
plans and working together will help further leverage investments and maximize impact.
Please let us know if we can be of service or provide more information to aid in your
discussions. We look forward to working with you to grow our tourism economy.
Best regards,
Tammy Blount
President & CEO
cc Mayor Burnett & Council
Carmel Chamber of Commerce
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Agenda Item: 5.C
Page 3
Council Report
June 1, 2015
To:
Honorable Mayor, Members of the City Council,

From:
Sharon Friedrichsen
Subject:
Responses to Questions from the City Council and the Public
Council received the Fiscal Year 2015-16 Provisional Budget and accompanying Issues and
Options Papers on 5 May 2015. Council and the member of the public were invited to submit
questions on these documents by 22 May 2015. Attached for reference are the responses to
these various questions, which will be discussed during the 1 June 2015 budget workshop.
ATTACHMENTS:
1. Consolidated Questions and Responses

Agenda Item: 5.D
Page 1
1. The 3 year period vice 5 years and bifurcated 15-16 period seem prudent under the
circumstances.
No response needed.
2. QUESTION: Road repaving caused by PG&E work. Is this to be paid for entirely by
PG&E?
RESPONSE: The City is currently in negotiation with PG&E regarding the settlement
related to the pipeline replacement project, including recovering the costs associated
with repaving the streets impacted by the utility work.
3. If the Sunset leaks are not repaired by Sept, steps should be taken to simulate the leaks
with fire hoses as the repairs are long overdue and resultant damage inside is increasing.
RESPONSE: The project is in the beginning stages of design to develop bid
documents. The project is anticipated to be completed by the end of September 2015.
If the project is delayed into the raining season staff will perform preventive maintenance
to ensure that the building is watertight, which might incorporate water testing (i.e. fire
hoses).
4. New costly projects should only be undertaken when the current City infrastructure is in
good condition. New projects I refer to are the $1,265,000 for Rio Road reconstruction
(which I understand is mostly County), the Larson Field/Rio Park Trail $565,000 and the 8th
St. north pathway $50,000 for a total of almost $2,000,000. The condition of our streets in
town has been a constant complaint over the years and the City side of Rio Road isnt bad,
it is from the City boundary at the north entrance to Larson field parking to Highway 1 which
is in terrible condition. The budget does not even mention the Public Works roof problem.
RESPONSE: The public works roof project is currently funded and anticipated to be out
to bid late June/early July, with Council to award the contract in August and work to be
completed in September.
5. Labor for some of the projects such as invasive tree management and Dunes Habitat
Restoration have in the past been handled by prison (Gavilan) trustees thereby greatly
reducing cost. (In the trivia department, Soledad prisoners refurbished and recovered the
public chairs in Chambers.)
RESPONSE: The Dunes Habitat restoration project is currently under contract with a
biologist and the City will also partner with MEarth and other volunteers for assistance
with various seed replanting and other restoration work. The City anticipates utilizing a
tree service company for the removal of trees, but will consider other options as well
such as the California Conservation Corp and other labor sources.
6. QUESTION: Carpenter Streetis this just for one block from 1st to 2nd? This and other
repaving should concentrate first on the entrances to Carmel and most used streets by our
visitors and in the case of Carpenter should continue to Ocean Ave. Would this mean that
the last block of Carpenter onto Ocean would be cement covered by 7 of asphalt? I would
hope that we could also add welcome to CBTS signs on Carpenter, San Carlos, Scenic
(from Carmel Gate), Ocean (from Highway 1) and Rio Rd. (you could add Atherton Ave
too.)
1
Agenda Item: 5.D
Page 2
RESPONSE: The project includes drainage from the City limits to 2nd. Yes, this
segment of Carpenter would have 7 inches of asphalt: 2 inches originally, an addition 2
inches added in 1982 and the proposed 3 inches as part of the truck route repaving
effort (Phase II of the 2014 Streets Project).
7. I do hope that this coming FY will see the Water Conservation Project include the
installation of the cistern in the City Hall parking lot. This was to have been done as the
Citys part of the project but was cancelled unilaterally by the City. All the pipes are in to
take the run-off from the steep City Hall roofs to the cistern and then use that water to
maintain the gardens. This then could be a role model for example to residents with a
brochure describing the cistern collection system and the drought resistant plants.
RESPONSE: While the City Hall cistern was not previously funded, it has been included
within the small water conservation projects. Additionally, the Errata Provisional Budget
reflects the reallocation of funding from existing capital projects to water conservation
projects so that these types of projects can be started sooner.
8. QUESTION: 8th Ave. Pathwaywhy is one needed on the north side when a very nice
one has just been built on the south side. As someone who drives that street virtually daily
there is not enough foot traffic to warrant doing the north side as well. My experience is
that most of the walkers are coming from east of Junipero where there are no sidewalksif
you have money to spare build a sidewalk from Junipero to Torres on 8th.
RESPONSE: A sidewalk on the north side will help address the accessibility of the
Scout House.
9. QUESTION: The median in front of the Mission and the entrance to MTNP. With the
projected increase in visitors to the Mission Basilica, we should probably be considering
some sort of an installation of porta-potties inside the entrance to MTNP. Is it possible that
the Mission would chip in on the median redo and porta-potty cost?
RESPONSE: Staff are in discussion with the Mission regarding preparing for the influx of
visitors as part of the Serra canonization including discussion on buses and restrooms.
10. BUDGET PRIORITIES 15-16
11. QUESTION: What are the criteria for each category? See the tabulation below for the 20
projects in the CIP. Seems incredible that Water Conservation is ranked last and that there
are 3 projects with monies designated but they are N/A. What does that mean? 10 of the
projects are in varying degrees of importanceless, middle and moreprobably a
difference w/o a distinction.
12. 1 critical: Guadalupe storm drain $350k
13. 1 critical: Safety improvements $50k
14. 1 critical: Street repairs $2,447m
15. 1 critical: Sidewalk repairs $100k
16. 1 critical: Forest Theater $2,000m
17. 1` critical: Vista Lobos roof $70k
18. 2 very important: Larson/Rio Park $565k
19. 2 very important: Parking $200kagree it needs a go or no go decision
20. 2 very important: Carpenter drainage $170k
21. 2 very important: MTNP tree maintenance $50k
22. 2 very important: Shoreline implementation $500k
23. 2 very important: MTNP entrance $80k
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24. 3 important: Beach fires $50k

25. 3 important: 4th Ave meter $20k
26. 3 important: Dunes restoration $80,250k
27. 4 less important : 8th St. north path $50k
28. QUESTION: 5 future consideration: WATER CONSERVATION $45k a drop in the
bucket! We surely should be able to start planning for a CDO or greatly reduced water
supply. Shouldnt the recently formed staff Water Committee contract with someone who
has such planning experience and therefore might surface options the committee might not
be aware of?
29. N/A: ADA plan $100k
30. N/A: Sunset projects $143,750k
31. N/A: Rio Road reconstruction $700k
RESPONSE: The criteria for the capital projects was based on methodology from the
previous capital improvement plan (CIP) as an effort to help prioritize funding of
projects, especially in light of seventy projects being included within the CIP.
The categories included:
Urgency 1: The project is urgent and/or mandated, and must be completed quickly.
The City could face severe consequences if the project is delayed, possibly
impacting the health, safety, or welfare of the community, or having a significant
impact on the financial well-being of the City. The project must be initiated or
financial/opportunity losses will result.
Urgency 2: The project is very important and addressing it is necessary. The project
impacts safety, law enforcement, health, welfare, economic base, and/or quality of
life in the community.
Urgency 3: The project is important and would enhance the quality of life and would
provide a benefit to the community.
Urgency 4: The timing of the project is less important but completion of the project
would improve the community providing cultural, recreational, and/or aesthetic
effects.
Urgency 5: The project would be an improvement to the community, but need not be
completed within a five-year CIP.
Some projects, such as water conservation, were carried forward to the proposed 20152018 CIP and the previous category, in this case, 5, was not changed before printing the
new CIP. Similarly, several new projects were added to the updated CIP, such as the ADA
Plan, Sunset Center Projects and Rio Road Reconstruction, and the category inadvertently
omitted for these projects. Water conservation projects in particular are also recommended
for funding earlier than originally proposed within the CIP as reflected in the Errata and
would thus have a category rating of 1.
As noted by the proposer of these questions, the categories do have some degree of
overlap and subjectivity. However, despite the category assigned to these projects, the
inclusion of these 20 projects on the three year CIP illustrate the City Administrators
recommendation that all of these projects are worthwhile and should be undertaken in the
near future, contingent on the status of the CDO and the Citys overall financial health.
32. Why should the city pay the Chamber such a whopping amount when for the last several
years the city has budgeted under 50,000?
RESPONSE: Please see Issues and Options Paper # 7 on Marketing and
Development.
Economic
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33. How effective is our code compliance effort? Citations appears to be only a slap on the
hand. Why cant the city issue fines as do other cities. A significant fine would capture the
attention of those who perpetually ignore our codes and others who ignore the permitting
process and take the chance they wont be caught.
RESPONSE: The City has made significant progress on Code Compliance in the last
couple of years. The City does have the ability to issue citations; however, in most cases,
we achieve compliance voluntarily without need to issue citations. The City progressively
ramps up compliance efforts for most cases: starting with a verbal notification or warning,
then the issuance of a Failure to Comply notice if the violation is repeated or not corrected.
If either or both of these steps do not achieve compliance, the next step is a letter to the
violator (and property owner, if a separate party) with the corrective action specified along
with a deadline and a notice that a citation may be issued for failure to comply. If the letter
does not achieve compliance, the City can issue the citation. Generally, the earlier stages
of progressive compliance achieve resolution. However, if compliance is not achieved and
recurring violations continue, the City has the ability to issue citations. For example if two
infractions subsequently occur and the City has issued progressive fines associated with
these infractions and violations still occur, the City may seek additional corrective action.
Such action includes citing the violation as a misdemeanor with an associated fine of up to
$1,000 and/or 6 months in jail.
34. Why is our short term rental ordinance not being enforced? Everyone knows it is a joke
because home owners violate the ordinance all over the town.
RESPONSE: The Mayor, City Administrator and City Attorney are meeting to discuss the
current ordinance and options regarding short-term rentals, including monitoring actions
taken by other cities in addressing this issue.
35. 270k for paid parking what if the program does not go forward? How do we make up the
270k? Full picture please.
RESPONSE: The $270,000 is projected revenue received from the parking pilot program
and revenue received from the tour bus zone. Included in the revenue projection is monies
received from the tour bus zone (the current FY 14-15 year to date total is $35,500). If the
parking program does not proceed forward as a pay to park system, there is no alternative
plan in place to replace the lost revenue; however, monthly revenue will continue from the
tour bus zone. If the parking program does proceed forward money from parking will help
offset improving the program. The City did receive yearly revenue from paid parking at the
North Sunset Center lot but that was changed to unrestrictive parking in 2014.
36. Why did United Way go up and other went down or stayed the same? Any other groups
asking for monies? Why does the city not give the non-profits (local 93921) that make our
4th of July so great and other city functions/events?
RESPONSE: The FY 15-16 provisional budget recommends the same level of funding as
the FY 14-15 Adopted budget as a placeholder, pending Council deliberations. The
exceptions are the Veterans Cemetery, which was considered a one-time contribution and
the Centennial Celebration, which is recommended for funding within the non-departmental
account instead of within the Councils budget. The funding for United Ways 211 system
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increased by $1,000 from FY 2013-14 to FY 2014-15. The Provisional Budget for FY 15-16
recommends the same amount as the prior fiscal year of $2,000. However, United Way is
requesting $5,000 for FY 15-16. The City has received funding requests from the Carmel
Youth Center, MEarth, United Way and the Film Festival.
Council has the discretion to fund the local organizations that participate in the July 4th
event and/or to increase the funding to the Library and Community Services Department
to pay for the cost of food that has historically been provided by organizations as part of
the event. The City has celebrated the 4th of July in Devendorf Park since 2002, when
former mayor Sue McCloud wrote a guest column in the Carmel Pine Cone asking the
community for ideas for a July 4th celebration. The food was donated by community
groups helping to sponsor the event, and that tradition has continued to this day. Other
City-sponsored events, including Memorial Day, the Sandcastle contest, and Veterans
Day, benefit from these City/community group partnerships. Rather than the City giving
funds to the non-profit organizations that sponsor the 4th of July celebration, the
Community Activities department could include the costs of food for the event in its
departmental budget. The Citys partner non-profit organizations could still serve the food,
thereby carrying on the important established traditions of the celebration.
37. Why is there new expense for car week at 30k?
RESPONSE: This budget item is to pay for items related to the event such signage,
dumpsters and portable toilets.
38. Why is there new expense 35K for the 2016 election?
RESPONSE: This is the cost to administer the municipal election for Mayor and two
Council seats in April 2016. The cost includes such items as printing and mailing ballots,
holding the election at various polling sites and assisting in tabulating the results of the
election. The $35,000 budget is based on the cost incurred by the City in 2014 to
administer a similar election.
39. Community Planning and Building seem extremely large at over 315k why? Options in this
number with hiring our own staff?
RESPONSE: This amount is for the use of contractual services related to building
inspection/plan check, code compliance, permit technician and planning. As referenced in
the Errata, the senior planner is proposed to be funded in July, rather than mid-year, to
offset the use of contractual services.
40. Library and Community Services fine art/maint/Preservation only 5k seems low to handle
our most prized items in our collection thoughts/suggestions?
RESPONSE: The City contracted with Bonhams this year to conduct an insurance
appraisal of the art collection. The field work has concluded, and the appraisal is
scheduled to be delivered in June. One of the specifications in the RFP for Fine Arts
Appraisal Services that was issued by the City was that the chosen vendor would provide a
report addressing the following: 1. the current level of security and 2. Recommendations
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toward long-term conservation of the artworks that are displayed in various City buildings.
Because the appraisal results have not yet been received, staff requested $5,000 to begin
to address the issues and recommendations which will be outlined in the appraisal.
Subsequent fiscal year budget requests will be based on actual costs to implement the
appraisers recommendations.
41. Do we have a long term maintenance plan for all of city owned facilities including city
owner land?
RESPONSE: Not at this time. A Facilities Assessment Report was completed in January
2014. City staff are currently addressing immediate deferred maintenance needs on
various facilities. A maintenance plan could either be created in-house by staff once
several major capital projects are completed or outsourced to a consultant.
42. Marketing and Economic Development
when?
160k in play Need to have a study session ASAP
RESPONSE: A study session is proposed in the Issues and Options Policy Paper #7.
43. Some groups to be asking for an excessive amount? Why? Record level
RESPONSE: Details pertaining to the funding requests can be found in the various
agencies funding request letters, which are contained in Issues and Options Policy Paper
#7 or as supplemental material provided to the Council.
44. Option # 8 we should be consider meeting monthly or quarterly and talk as a Village and
Community about these issues one by one. What is your vision?
RESPONSE: This is at the discretion of Council.
45. CDO and new water sources: Desal and other potential new water sources will not meet
the 12/31/2016 CDO deadline. The budget is structured around an extension by the
SWRCB to the CDO by 10/1/2015 or 12/31/2015. Locally we are working diligently to
resolve this ambiguity ASAP, but the SWRCB may delay, to maximize its leverage. CBTS
has to move forward, cautiously. A year from now the CDO may not yet have been
extended. What is plan B if SWRCB delays after 12/31/2015? Wouldnt a thorough review
of the citys reserve funds potentially change these dates and city actions? (See #2 below.)
46. Given the potential economic impacts from the drought, the CDO and its extension, the
timing of new water sources, and increased payments to CalPERS - more emphasis needs
to be paid to CBTSs balance sheet and reserve funds. These will be relied upon, given
these major uncertainties. Every few years there has been a thorough review of the
reserves. Isnt it time to do so again?
RESPONSE: (Questions 45 and 46)-Issues and Options Policy Paper #2 addresses "Plan
B." It states "Should the CDO remain unchanged for the entire fiscal year, the positions
would go unfilled in 2015-16." The same would apply for major capital projects and
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equipment purchases. Policy Paper #2 proposes quarterly City Council "check points"--October 2015 and January 2016. A third check point would be April 2016 if there is no
adjustment to the CDO. The quarterly checks allow the City Council at any time to adjust
its policy based upon water conservation edicts or emergencies. The "trigger dates" for
authorization to hire or purchase are proposed to make sure the City finances are in the
most secure position if the need for water conservation becomes more severe.
In regard to reserves, the Staff has undertaken a review of the status and balances of the
funds. It is estimated that as of 30 June 2015, reserves would be $10.5 million. There are
several prospective matters which may arise for which the reserves would need to be
utilized. As examples:
1) The CIP forecasts for 2017-18, $500,000 for shoreline related costs. This estimate was
a holding number since David Shonman's Shoreline Assessment had not been completed.
Based upon the number of items needing to be addressed, the $500,000 will not be
adequate. 2) The Police-Public Works complex needs significant renovations. No monies
have been placed in the CIP for this project and the magnitude will be such that I doubt the
operating budget could absorb the expense while simultaneously dealing with the rising
PERS "side fund" costs. 3) PERS. While the purpose of the recommended establishment
of the new fund is to smooth the "hit" on the operating budget in future years, the annual
rates will continue to rise concurrently with the "side fund." PERS only establishes rates for
two years. Thus, we do not know the increase for 2017-18 and beyond. 4) The United
States economy has had almost eighty months of "recovery." At some time, a bear market
will replace the current bull run.
For these reasons, the Staff recommends that the Council proceed with adopting Issues
and Options Policy Paper #2, Option #2, to establish "trigger dates" for review during the
forthcoming fiscal year.
47. Carmel beach and urban forest. Yes, staffing has been reduced from 8 to 2 FTE, plus
contract labor. Upkeep, maintenance and preservation of the beach area, Carmels most
recognized and renowned asset (Carmel-by-the-Sea) is not acceptable. Replacement of
the urban forest is not keeping up with trees being cut down. Financial hardship, millions of
visitors, a lack of rainthese are the reasons why. We must acknowledge them, and
address the stewardship of these critical assets, now. A Marshall Plan type effort is
needed before these assets deteriorate further. How do we structure the budget to do this?
RESPONSE: The Budget and the CIP address Carmel Beach and the forest. In the
Budget, two new positions are proposed for the Forest and Beach Division and the
watering person position is proposed to be increased to full time. In the CIP, the second
year of the Dunes restoration is budgeted. Since the preparation and reproduction of the
CIP and Provisional Budget, the Shoreline Assessment has been finalized. The Year-End
2014-15 proposes amendments so that certain maintenance aspects of the shoreline be
undertaken immediately.
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48. There are a significant number of new or to be hired employees, plus a need for staff
training for current employees. A focused staff training effort will improve productivity,
morale, professionalism and knowledge of Carmels history and traditions. Boards and
Commissions and Council should be included. What is the plan and the cost for this effort?
RESPONSE: For board and commission training, the City Clerk is working to schedule a
singular workshop for presentation of aspects common to all public bodies and a review of
the Brown Act. Training for City staff is currently assigned to each department. However,
one of the first assignments to be given to the new HR Manager is to develop of
comprehensive training program for employees including presentations on the history and
culture of Carmel by the Sea.
49. CBTSs computer systems and programming is two decades old and outdated. They need
to be replaced. CBTS should purchase off the shelf software and hardware used and
recommended by similar sized cities in CA. Given the financial uncertainties ahead, better
and more timely information is needed now. The finance programming should come first,
followed by a records management system. Is this initiative fully funded in this budget?
RESPONSE: The Budgets new Equipment and Vehicle Fund contains $ 567,000 for
implementation of the IT Plan, of which the first effort is for the financial system program.
50. CBTS is in better financial shape than most small communities, but the economic future is
not bright, given increasing CalPERS $ requirements, years of deferred maintenance, the
economic cycle, etc. Raising taxes again and again is not viable. Non-profits run capital
campaigns periodically. Carmel should consider bringing in professional fund raising
advice, to develop public-private capital partnerships for its key assets...Sunset, Forest
Theatre, the beach and urban forest. The model exists in the Carmel Public Library
Foundation. This should be considered in renewing the Sunset lease. How do we replicate
this concept and at what cost?
RESPONSE: Should Council determine it desires a development program for Carmel by
the Sea assets such as the Forest Theater, beach and forest, Sunset Center, it should
indicate that to staff.
51. 2016 is Carmel-by-the-Seas centennial. The Committee has events planned, especially
the birthday party in the fall. What is the comprehensive plan and is it fully funded in the
budget?
RESPONSE: The Provisional Budget contains $40,000 for usage by the Centennial
Committee for seed money for matters which will need funding prior to FY 2016-17. The
Errata contains $40,000 for Council determination based upon ideas presented by the
boards and commissions and community groups on 6 July. Full costs of all aspects of the
centennial year are not known at this time and monies will be included in the FY 2016-17
budget to cover those expenses.
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52. Yes, the Municipal code needs to be reviewed. Sections dating to 1940 (and others) may
need to be updated, after 75 years. However, given the urgency of other issues mentioned
in this memo, I doubt this is an initiative for FY 2015-2016. Cant whatever costs the
budget contains for this priority be reallocated?
RESPONSE: This is at Councils discretion to fund in part, in its entirely or not at all.
53. In some of the job descriptions (IOPP #5), the description mentions the Mayor and the City
Council (see Director of Budget and Contracts) and some mention the City Council (see
Library and Community Activities Director). Unless there is a reason for the difference,
shouldnt these be the same and shouldnt they reference the City Council (since the
Mayor is a member of the City Council). Further, it generally seems preferable to reinforce
the line of command whereby the City Council provides direction to the City Administrator,
not directly to staff. This is often a management issue for City Councils and I think the job
descriptions should emphasize our muni code in this respect. (See page 4 of Library and
Community Activities Director in sentence [i]identify and respond to community, City
Administrator, City Council, and Library Board issues, concerns and needs. Should City
Council be listed?
RESPONSE: See revised job descriptions under separate cover.
54. Minor typo. In IOPP#5 for job description of Director of Budget and Contracts on page 1,
[c]losely monitors department and district-wide accounting... Shouldnt it be city-wide
accounting...?"
55. In each of the job descriptions I would encourage a review to determine whether it is
appropriate to add in volunteer groups and/or city support groups. I think that the city
organization could do a better job engaging volunteers and a good place to start might be
with an explicit statement in relevant job descriptions. Engaging volunteers effectively is a
skill that we might consider recruiting and/or training for as appropriate.
56. In the Future of Retail in the Village section of IOPP #8, would be helpful to have an
analysis of our sources of retail and their vulnerability to competition from online sources.
How much of our sales tax comes from sources that are in direct competition with Amazon
and how much (such as restaurants) are unlikely to be in direct competition in the
foreseeable future?
RESPONSE: This analysis will be part of the proposed study session.
57. In IOPP #9, I would encourage expanding the scope to include volunteer efforts. See
comment #3 above. We should be open to people contributing in a variety of ways
including financial, through their brawn and through their brains.
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RESPONSE: This is at Councils discretion to expand or modify the scope.

58. In the Provisional Budget tab 1 General Fund revenue, I cant seem to find the FY 14-15. Is
this missing?
RESPONSE: Fiscal Year 2014-15 was not included.
59. In past budgets weve seen trends for both revenues and expenditures (past and projected
future) in graphic (chart) form. Ive found this helpful and would suggest it be provided
when the City Council meets to discuss.
RESPONSE: Staff will work on an updated chart for discussion during the budget hearing.
60. The Police budget includes an "overall decrease of $149,000 in FY 15-16 salaries and
benefits. What is the source of this decrease? Why dont we see a similar decrease in
Fire?
RESPONSE: The decrease consists primarily of $119,000 in reduced retirement, although
some of this cost has shifted to the creation of the PERS side fund. Fire services are
funded through a contract with Monterey and the projected contract amount is based on
several factors, including salary increases as well as reduction in retirement costs.
61. It would help me to know (1) what is the average and variance in time for issuing certain
permits and (2) whether what we should expect the mid-year hiring of the Senior Planner
to mean in terms of such metrics. Another example is from the Public Works Department.
The community has asked for and the City Council has agreed with the goal of increasing
tree planting and care along with maintenance of the beach. What can be expected in the
way of addressing these goals from the proposed additional personnel?
RESPONSE: The need for additional Planning staff is more of a function of keeping pace
with an increasing workload than it is to decrease application review turn-around times.
The volume of Planning Permits and Building Permits is sharply up over the last 2 years.
For Planning Permits, there were 305 applications in 2013, 288 applications in 2014, and
the projected number of applications by year end 2015 is 446 (through May 28th, we there
have been 186 applications). The projected 2015 Planning activity is a 46% increase in
comparison to 2013.
Many Building Permits also need Planning review before issuing, and the Building Permit
volume is also sharply up. There were 280 Building Permit applications in 2013, 414
applications in 2014, and the projected number for 2015 (based on the 207 applications
received through May 28th) is 500. The projected 2015 Building Permit activity is a 79%
increase in comparison to 2013.
Despite these very substantial increases in permit activity, Community Planning and
Building staff have been able to maintain, if not slightly decrease, typical turn-around times
in the application review process. However, this has required substantial assistance from
contract staff: approximately 1.5 FTE in contract planners and approximately 0.5 FTE in
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contract building staff. The Departmental workload has also required certain positions such
as the Senior Planner working out of class on assistant- and associate-level cases.
Furthermore, it has put a strain on both full-time and contract staff and has precluded the
City from keeping up with Long Range Planning requirements and initiatives.
If workloads return to a more normal level, the requested increase in staffing levels should
enable the City to make more progress on long range planning needs and can continue to
work on improving permit review turn-around times, as well as administrative needs such
as refining permit procedures and providing clearer and more accessible information on
the Citys permit requirements.
The addition of the Assistant Forester has the primary purpose of adding an additional
forester position to the Forest and Beach Department. This position will be focused on
helping the Citys current forester maintain the Citys forest, provide updates for the
commissions and community regarding both the replacement of trees and the overall
health of our forest. The assistant forester will fulfill a role in meeting the
recommendations outlined in the Forest Management Plan, the Mission Trail Nature
Preserve Master Plan, the Del Mar Master plan and the Shoreline Management Plan,
including implementing recommendations from the current Shoreline Assessment. Having
an assistant forester also ensures succession planning in this department.
The Gardener position will be utilized by the City to maintain the shoreline and parks. This
position will work within the Forest and Beach department under the direction of the
forester providing upkeep and maintenance primarily of the shoreline and parks. This
position will assist the department in meeting recommendations made by council and the
forest and beach commission. The gardener position will be beneficial in working with the
beach community as the City works towards a solution to concerns surrounding beach
fires. The Police officer will primarily serve the beach and parks as well and be
responsible for education and enforcing residents and visitors to the beach about the
Municipal Codes pertaining to beach fires, slope cutting, littering, animal control and other
activities. The goal of such a position would be the decrease in activities such as illegal
fires (fires north of 10th, not out by 10 pm, etc.), less slope cutting on the bluffs, and less
littering on the beach.
62. Forest Theater- What is the cost for the terraced bowl option with all its related costs VS.
The original bowl design with all its related costs?
RESPONSE: The cost estimate by the architect, based on a schematic sketch, for the
terraced bowl option is $35,000 above the cost of the original bowl design, as presented
to Council. The cost of the original bowl is estimated at $500,000.
63. Forest Theater- What is the cost of the 1:20 "west path" and all its railing, restroom, and
other requirements VS. The 1:12 "east path" and all its railing, restroom, and other
requirements?
RESPONSE: Assume this question referencing the 1:20 west path and all its railing,
restroom, and other requirements is the same path within the design titled West Forest
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Study Path, then the staff estimate is $350,000The staff estimate for the 1:12 "east path"
and all its railing, restroom, and other requirements is roughly $150,000. Staff estimates a
new restroom building would cost roughly $250,000.
64. Forest Theater- What is the cost of the current emergency egress provisions at Guadalupe
VS a direct 1:20 path from the flex seating row?
RESPONSE: Based upon staffs initial review of the information at hand, estimates the
cost of the Guadalupe exist is roughly $70,000 and a direct path from the flex seating
would be roughly $100,000.
65. Forest Theater- What is the cost of the egress provisions at Josselyn Path, including
electrical and other safety upgrades that would be triggered for the city's path?
RESPONSE: Staff estimates this cost to be work to be roughly $130,000. There is no
design or plan to perform safety upgrades to the citys path i.e. the Josselyn Path,
however staff estimates costs would be roughly at $100,000.
66. Forest Theater- What is the cost of the re-engineered single ADA parking spot located
within the outdoor lobby area with its raised roadway, railings, retaining walls, stepped
entry path, and other related items VS. One or more ADA parking spots in the lower lot
with a 1:20 path leading to the outdoor lobby area?
RESPONSE: Staff estimates the cost of the ADA parking spot located within the outdoor
lobby to be roughly at $250,000. Staff estimates the cost for one or more ADA parking
spots with a 1;20 path leading to the outdoor lobby area would be roughly at $500,000.
67. Forest Theater- What is the cost of the proposed 1:12 ramp to the east of the back deck,
which appears to be in anticipation of a future master plan item?
RESPONSE: Based upon staffs initial review of the information at hand, the estimated
costs for this ramp to be roughly $10,000.
68. Forest Theater- What is the cost of the provision of permeable or softer surfaces (such as
permeable asphalt and/or decomposed granite) for new hardscape areas VS. The
proposed standard concrete and asphalt and any additional drainage equipment this
requires?
RESPONSE: The Building Official will not allow the use of DG for the paths at this facility.
69. The city presently does not have any formal grant request process. No form is yet
available. As a result, the city funds non-profit and cultural events on a sporadic basis and
it's all rather confusing as to how to apply for funding. When this program was in place
many years ago, it was a fairly simple process handled by the Cultural Commission. Is
there any provision for cultural grants to be re-instated, as discussed at some of the
leadership meetings?
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RESPONSE: The reinstatement of the grant process will be at the discretion of Council
and the applicable policies and process would need to be updated accordingly.
70. What is the projected rent/income from the Forest Theater? Are rental rates expected to
stay the same for the resident theatre groups?
RESPONSE: No revenue has been included within the FY 15-16 budget from the use of
the Forest Theatre. The projected revenue is unknown at this time as it will depend on: (1)
any Council approved adjustment to the rates and (2) the type of performances to occur at
the Theatre and the projected revenue of forthcoming performances.
71. Currently, AC Concrete Paths are proposed for the Forest Theater. Would it save money
for the city to consider DG paths, like we have on Scenic, instead of asphalt or concrete?
What is the cost difference between DG paths and concrete paths?
RESPONSE: The Building Official will not allow the use of DG for the paths at this facility.
72. On 8th St. at Mission, the new sidewalk looks to be DG, with 4"x4" pressure treated posts,
framing the sidewalk, and going up a significant grade. It's very simple and economical.
Would this type of border cost less than the extensive rock facing and natural stone curbs
being proposed for much of the Forest Theater?
RESPONSE: The site conditions at 8th Street at Mission differ greatly to the Forest
Theater. The use of pressure treated lumber at 8th and Mission is for defining the border /
or curbing of the sidewalk to retain the DG in place. Whereas the site conditions at many
areas of the Forest Theater the sidewalk/paths are cut into a steep slope, or support
engineered fill, and therefore the path boarder is retaining significant lateral loads in these
instances. 2) Staff nor the architect have cost data on what lumber/timber retaining
walls/boarders would cost if implemented into this project, therefore an accurate cost
comparison cannot be made at this time. However, staffs assumption is that wood
borders/retaining walls are typically less expensive than stone. The architect chose the use
of stone retaining walls/curbing in lieu of wood in order to be consistent with the historic
design fabric of the site and stone lasts longer, which was approved by the City Council.
Thus, changing to the use of lumber/timber would require direction from the City Council.
73. Based on the CAW budget estimate for the Forest Theater, 1:12 paths appear to be more
than twice as expensive as 1:20 paths, due to 1:12 having more extensive retaining walls
and the requirement for handrails. The council has directed handrails be reduced or
eliminated. To save costs, are there any 1:12 ramps in the design that can be extended or
redesigned to accommodate 1:20?
RESPONSE: It is feasible to redesign any ramp from a 1:12 slope to a 1:20 slope, but there
are also associated costs.
13
Agenda Item: 5.D
Page 14
74. As per #5, can the Josselyn Path exit be adjusted to a 1:20 DG path, instead of
concrete steps and handrails, in order to realize a cost savings and eliminate
additional handrails? (This question is mute if the Josselyn Exit were to be deleted
completely for a cost savings.)
RESPONSE: It is feasible to change the Josselyn Path exist to a 1:20 path, but not using
DG as previously noted in answer to Question #70. In order to determine if there is cost
savings with such a design change a re-design and related estimates would need to be
performed by the architect, as directed and approved by Council.
75. The Forest Theater design calls for the removal of the side-lighting positions on top of the
onstage sheds. CAW is recommending replacing with removal trusses, which must be
acquired separately from the triage project. The purchase price is approximately $7,000. Is
this accounted for somewhere in the city budget? If not, can it be?
RESPONSE: This is not accounted for within the budget. Staff is currently working on a
cost estimate to provide new towers and trusses, with an anticipated completion within the
next few weeks. Funding this item is at the discretion of Council.
76. What are the potential costs of valet parking, if required for city events at the Forest
Theater, such as the centennial celebration or other community events? Where in the
budget would these funds come from?
RESPONSE: Staff has been/is continuing working on identifying alternatives to valet
parking as well as listing various methods of operations for a valet parking program, after
which time cost estimates would be developed. Staff anticipates having this information
completed within the next few months. If the valet parking is truly associated with a City
sponsored Centennial event, Council may wish to fund the valet parking through the
Centennial budget line item.
14
Agenda Item: 5.D
Page 15
Council Report
June 1, 2015
To:
From:
Subject:
Three Year Provisional Capital Improvements Plan (CIP)
The Three Year Provisional CIP for July 1, 2015 - June 30, 2018 was distributed to the
Mayor, City Council and public on May 5, 2015. The CIP time compendium of three
years is a variance from recent years due to the uncertainties outlined in the Transmittal
Letter in Section 1.
The CIP was reviewed and considered by the Planning Commission on April 8, 2015.
The Commission adopted a resolution determining that the Citys CIP for FY 2015-16
conforms to the Citys General Plan.
RECOMMENDATION: Review the CIP and provide direction to staff, as appropriate.

Agenda Item: 5.E
Page 1
Council Report
June 1, 2015
To:
From:
Sharon Friedrichsen
Subject:
FY 2015-16 Fee Schedule
In accordance with the Citys adopted financial policies C94-01, the Citys fees and
charges for services shall be adjusted annually, based upon the San Francisco-Oakland
Consumer Price Index. The proposed fees schedule reflects an increase of 2.4 percent,
as calculated by the Bureau of Labor Statistics for the San Francisco-Oakland-San Jose
Consumer Price Index for All Urban Consumers as of April 2015. The services include
those provided by Administrative Services, Library, Public Safety and Public
Works/Forestry. Community Building and Planning fees are currently under review.
RECOMMENDATION: Receive the fee schedule and provide direction to staff, as
appropriate.
Attachment: Proposed FY 15-16 Fee Schedule for all departments but Community
Building and Planning, which will be distributed under separate cover.

Agenda Item: 5.F
Page 1
COST FOR SERVICES FEE SCHEDULE
PROPOSED July 2015 through June 2016 Fees
DESCRIPTION
CURRENT FEE
PROPOSED FEE
COMMENTS
2.4%
ADMINISTRATIVE
Services
Residential Parking Sticker (per year)
Tree Pruning/Removal Application
Business License Tax
$20.00
$25.00
$20.48
$25.60
$1.03 per $1,000.00 gross $1.05 per $1,000.00 gross

$25.00
$25.60
$30.00
$30.72
Construction Parking Permit (per pod; weekly)

Photocopies
DVD Copies (meetings)
$30.00
$0.10
$2.00
$7.75 per half hour (or
portion thereof), first 15
minutes FREE
$27.00
$30.72
$0.10
$2.05
$7.94 per half hour (or
portion thereof), first 15
minutes FREE
$27.65
$2.07 each;
plus actual postage
$2.12
plus actual postage
$376.00
$51.00
$151.00
$251.00
$385.02
$52.22
$154.62
$257.02
Mailing of Requested Documents

Agenda Item: 5.F
Page 2
Business License Applications

Fixed Location
In & About
Home License
Change Business Name
Administrative Fee Schedule
ATTACHMENT #1
Construction Parking Permit (per truck; daily)

Construction Parking Permit (per dumpster;
daily)
Research Service
Sale of Official Tapes
all Administrative fees CPI adjusted
Page 1 of 10
DESCRIPTION
CURRENT FEE
COMMENTS
LIBRARY
Library Card
California Residents
Replacement
Out-of-State Residents
Free
$2.00
$5.00 per month
Library fees last revised May 2012.

No Library fee changes proposed due to fees being
in line with other libraries in area.
Fines for Overdue Materials

All Items (except eReaders)
Overdue eReaders
$0.25 daily; $5.00

maximum per item
$1.00 daily; $20.00
maximum fine
Lost/Damaged Items
Books, DVDs, Audio Books, CDs, Cassettes, VHS
Magazines
Lost or Damaged eReader
eReader Carrying Case
eReader USB Cable or Electric Adaptor
Replacement value plus

$10 processing fee
$5.00
$125.00
$35.00
$20.00

Agenda Item: 5.F
Page 3
Copies
Black and White
Color
Microfilm
$0.20 each
$0.50 each
$0.20 each
Services
Interlibrary Loan
$3.00
Digital Reproductions - Local History Items:

300 dpi TIFF
600 dpi TIFF
1200 dpi TIFF
$10.00
$15.00
$20.00
Library/Community Fee Schedule
Page 2 of 10

DESCRIPTION
COMMUNITY SERVICES
CURRENT FEE
Special Event
Special Event Non-refundable Processing Fee
$155.00
Special Event Permits

Sound Permit
Film Permit
$27.00
$266.00
Beach Event
Beach Permit
Refundable Damage Deposit
$400.00
$200.00
Devendorf Park
Devendorf Park Permit (1st four hours)
Devendorf Park (after four hours)
Refundable Damage Deposit
Event Equipment
A-Frames
Barricades
Traffic Cones
"NO PARKING" Sign
Street Closure
* No charge for neighborhood functions

Agenda Item: 5.F
Page 4
Event Parking
Parking Stall
Car Week, PGA Golf Events, Last 2 Weeks in
December
Valet Service - private events (2 stall minimum)
COMMENTS
in line with Pacific Grove fee

CPI adjustment
$401.00
$300.00 per hr
$351.00
$25.00 each
$65.00 each
$3.00 each
$3.00 each
$365.00 per block*
$100.00 per stall per day

$200.00 per stall per day
$201.00
Event Staff
Off-duty Police
Off-duty Public Works
$119/hr
$69/hr
reflects current pay rates

reflects current pay rates
Event Tent Inspection Fees

200 - 1000 (square foot tent)
$78.00
City of Monterey fee schedule
Page 3 of 10

DESCRIPTION
1001 - 2000 (square foot tent)
2000 - above (square foot tent)
CURRENT FEE
$117.00
$156.00
COMMENTS
Facility Rental
Vista Lobos
Refundable Cleaning Deposit
$25/hr
$100.00
Homecrafters Event
Jury Fee
Booth Fee
Parking
$25.00
$170.00
$25.00
last raised 2009
City Art Classes

8-Week Session
6-Week Session
$125.00
$100.00
(Carmel Adult School fee)

(12 wk class = $90)

Agenda Item: 5.F
Page 5
Page 4 of 10
DESCRIPTION
CURRENT FEE
PROPOSED FEE
COMMENTS
CPI =2.4%
POLICE DEPARTMENT
Administrative Fees Police Department

Alarm - Annual
False Alarm - 1st Activation
False Alarm - 2nd Activation
False Alarm - 3rd Activation
all Police Administrative services increased by CPI

Agenda Item: 5.F
Page 6
$20.67
$41.33
$62.00
$82.66
$21.17
$42.32
$63.49
$84.64
Animal Impound
Animal Transport
Citation Sign-off
Court Witness
Dispatch Tape Duplication
$64.06
$77.50
$15.50
$284.15
$31.00
$65.60
$79.36
$15.87
$290.97
$31.74
Fingerprints
Livescan Fee/Rolling fee
DOJ Fees Fingerprints
FBI Fees Fingerprints
Child Abuse Central Index Fingerprints
$18.60
$33.07
$17.57
$15.50
$19.05
$33.86
$17.99
$15.87
$5.17
$15.50
Free
$0.10
$20.67
$15.50
$48.56
$144.66
$103.33
$15.50
$1,446.61
$5.29
$15.87
Free
$0.10
$21.17
$15.87
$49.73
$148.13
$105.81
$15.87
$1,481.33
Photo Reproduction (per 3X5 color picture)

Photo Reproduction (per disc)
Report Copies per Page <10 pages
Report Copies per Page >10 pages
Residential Parking Permit
Sign Abatement (per sign)
Travel Letter
Vehicle Abatement
Vehicle Impound Release
VIN Verification
Norton Court Garage $350 per Quarter (37 spaces)
Public Safety Fee Schedule
(yearly per vehicle)
Page 5 of 10

DESCRIPTION
Business Taxes, Licenses, and Regulations
City License Required
Tree Service License Requirements
Soliciting Without a License
CURRENT FEE
PROPOSED FEE

Agenda Item: 5.F
Page 7
$30.00
$100.00
$55.00
$30.00
$100.00
$55.00
Animals
Unlicensed dog
Animals in Business District
Dog Running at Large
Animals in Residential District
Dogs on Beaches
Dogs on Scenic Path
Dogs in Devendorf Park
Vicious Dogs
Female Dog in Heat Running at Large
Aggressive Dog off Property
Pasturing and Grazing Animals
Excessive Noise from Animals
Driving Over Fire Hose
Interference with Fire Apparatus
Illegal/Large Fire
Discharging Fireworks; Not Permitted
Abandoned Vehicle
Combustion Engine Blower
Maintenance of Property - waste on premises
$30.00
$30.00
$30.00
$30.00
$30.00
$25.00
$30.00
$55.00
$30.00
$25.00
$25.00
$35.00
$30.00
$30.00
$100.00
$30.00
$20.00
$25.00
$30.00
$30.00
$30.00
$30.00
$30.00
$30.00
$25.00
$30.00
$55.00
$30.00
$25.00
$25.00
$35.00
$30.00
$30.00
$100.00
$30.00
$20.00
$25.00
$30.00
Public Peace Morals and Welfare

Handbills on Private Property
Drinking Alcoholic Beverage in Public Place
Unlawful to Remain on Business Premises
Handbills in Public
Handbills on Vehicle
Curfew/Minors
Discharge Firearm in City Limits
$30.00
$30.00
$100.00
$30.00
$30.00
$0.00
$100.00
$30.00
$30.00
$100.00
$30.00
$30.00
$0.00
$100.00
COMMENTS
Vehicles and Traffic

Page 6 of 10

Agenda Item: 5.F
Page 8
DESCRIPTION
Bicycles on Sidewalk
One Way Streets
Faulty Parking
Parking in Red Zone
Overtime Parking
Sales from Vehicle
Vehicle Posted for Sale
Unlawful Parking; sales from vehicle, veh for hire
Vehicles for Hire
Vehicles for Sale
Camper Parked for Over 6 Hours
RV Parking Over 6 Hours ****
Oversized Vehicle
Parking on Private Property
Parking in Construction Area
Unauthorized Parking @ Vista Lobos
Oversized Vehicle on Torres
Parking on Scenic/Del Mar Lot
Overtime Parking/Sunset Center
Overtime Parking in Tour Bus Zone
Double Parking of Commercial Vehicle
Limited Parking
Special Purpose Parking
Stopped or Parked with Engine Running
Removing or concealing a mark (evading)
Parking in Alley
Commercial Loading Zone
Parking in Loading Zone
Parking in Passenger Zone
Loading or Unloading places
Skateboarding in Business Area
Wheeled Vehicle Within Public Parks
Skateboarding on Scenic Road
Driving on Beaches
Truck Routes
Tour Buses - Use on Certain Streets
CURRENT FEE
$15.00
$7.00
$30.00
$25.00
$30.00
$10.00
$25.00
$20.00
$10.00
$25.00
$20.00
$20.00
$25.00
$25.00
$25.00
$25.00
$20.00
$25.00
$30.00
$30.00
$20.00
$40.00
$40.00
$100.00
$100.00
$20.00
$25.00
$20.00
$25.00
$10.00
$30.00
$25.00
$25.00
$30.00
$50.00
$40.00
PROPOSED FEE
$15.00
$7.00
$30.00
$25.00
$30.00
$10.00
$25.00
$20.00
$10.00
$25.00
$20.00
$20.00
$25.00
$25.00
$25.00
$25.00
$20.00
$25.00
$30.00
$30.00
$20.00
$40.00
$40.00
$100.00
$100.00
$20.00
$25.00
$20.00
$25.00
$10.00
$30.00
$25.00
$25.00
$30.00
$50.00
$40.00
COMMENTS
Page 7 of 10

DESCRIPTION
Tour Buses - Use in Residential Districts
Tour Buses - Use in Commercial Districts
Tour Buses - Parking, stopping or standing
Overtime Tour Bus
Tour Buses - Signs
Pedestrians Crossing Roadway where Prohibited
Parking for more than 48 Hours Consecutively
No Parking Zone
Parking in No Parking Area
Parking in Restricted Residential Area w/o Permit
Sleeping in Vehicle

Agenda Item: 5.F
Page 9
Streets, Sidewalks and Public Places

Discharge of Water Only Public Property
Permit for Removal of Trees on Public Prop
Removal of Trees/Need Permit: misdo
Removal of Trees/Need Permit: infraction
Cutting Trees on Private Property: infraction
Cutting Trees on Private Property: misdo
Urinating in Public
Climbing on Structures
Dumping of Trash
Vending and Advertising
Smoking Where Prohibited
Outdoor Fire on Public Beach
Walk Over Any Slope or Area Between Scenic Rd.
Unlawful to Land Sea Vessel
Throwing/kicking ball or riding wheeled vehicle
(Devendorf Park)
Camping on Public Lands
Buildings and Construction
Violation of Building Code
Hours of Construction
Dangerous Building Code
CURRENT FEE
$40.00
$40.00
$40.00
$40.00
$40.00
$12.00
$25.00
$25.00
$20.00
$25.00
$30.00
PROPOSED FEE
$40.00
$40.00
$40.00
$40.00
$40.00
$12.00
$25.00
$25.00
$20.00
$25.00
$30.00
$30.00
$100.00
$200.00
$100.00
$100.00
$100.00
$55.00
$100.00
$105.00
$100.00
$25.00
$100.00
$100.00
$100.00
$30.00
$100.00
$200.00
$100.00
$100.00
$100.00
$55.00
$100.00
$105.00
$100.00
$25.00
$100.00
$100.00
$100.00
$30.00
$25.00
$30.00
$25.00
$25.00
$100.00
$100.00
$25.00
$100.00
$100.00
COMMENTS
Page 8 of 10

DESCRIPTION
CURRENT FEE
PROPOSED FEE

Agenda Item: 5.F
Page 10
Zoning
Prohibited Motel Unit
Replacement Housing Required
Unlawful Commercial Use
Operating from Non-fixed Place of Business
Commercial Sales - Prohibited Use
Use of House Prohibited
Unapproved Signs
Display of Prohibited Sign/No Permit
Appearance of Signs; Viewed by Public
Unlawful Sign Display
Commercial Design Review/Approval Required
Use Permits - Unlawful Commercial Exterior Disp
Nuisances - Abatement
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
$100.00
Violation Codes
Parking 18" from Curb
Parking in Front of Driveway
Double Parking
Parking on Sidewalk
Parking within 15' of Fire Hydrant
Parking Space for the Disabled
Parking on Sidewalk
Parking within Intersection
Parking in Mini Bus Zone
Unattended Vehicle
No Current Tab Displayed
Parked in Fire Lane
No Front Plate
$25.00
$25.00
$25.00
$25.00
$35.00
$275.00
$25.00
$25.00
$25.00
$25.00
$99.00
$25.00
$99.00
$25.00
$25.00
$25.00
$25.00
$35.00
$275.00
$25.00
$25.00
$25.00
$25.00
$99.00
$25.00
$99.00
COMMENTS
Page 9 of 10
DESCRIPTION
CURRENT FEE
PROPOSED FEE
COMMENTS
2.40%
PUBLIC WORKS
Tree Removal
Removal/Pruning No Construction
Tree Removal with Construction
Public Property
all Public Service fees CPI adjusted
$32.51
$234.05
$234.05
$33.29
$239.67
$239.67
(per tree and application)

Agenda Item: 5.F
Page 11
Public Works Fee Schedule
Page 10 of 10
Council Report
June 1, 2015
To:
From:
Subject:
Other Budget and Capital Improvement Plan (CIP) Related Matters
If there are other budget or CIP related matters not yet addressed, this would be an
appropriate time to raise them for discussion and possible action.
Staff brought forth a number of new job descriptions as part of the 2015-2016 proposed
budget. Based on comments received, the job descriptions have been amended and are
presented in the attached staff report
RECOMMENDATION: Authorize the attached revisions to proposed job descriptions
and provide any additional direction to staff on the Provisional Budget or the Three Year
CIP, as appropriate.
ATTACHMENTS:
1.
Revisions to Proposed Job Descriptions

Agenda Item: 5.G
Page 1
Council Report
June 1, 2015
To:
Honorable Mayor Burnett, Members of the City Council, and

From:
Sullivan Carey-Lang, Special Projects Manager
Subject:
Revisions to Proposed Job Descriptions
RECOMMENDATION(S):
Authorize the revisions to the Job Descriptions presented as Issues and Options Paper
#5.
EXECUTIVE SUMMARY:
Staff brought forth a number of new job descriptions as part of the 2015-2016 proposed
budget. Based on comments received, the job descriptions have been amended.
ANALYSIS/DISCUSSION:
A number of personnel job specifications and salary adjustments are proposed in the
2015-2016 budget, which were brought to the Council in the Issues and Options Paper
#5. The Paper covered job descriptions (revisions to existing and adopting new
positions) and changes in salary ranges.
The below job descriptions went through a supplemental review and adjustments since
initially released:
Assistant Forester
Maintenance Worker/Gardener Beach
Finance Analyst
APPROVED:
____________________________________
Date: ____________________

Agenda Item: 5.G
Page 2
Assistant City Forester
Definition
Under administrative direction of the City Forester, to participate and supervise a Citywide program of care and maintenance of trees on public properties, parks, greenbelts
and forested areas of the City; to assist with the implementing of the Citys urban forestry
plans; to prepare and implement a public information program to protect and preserve the
Citys forest resources; and to do related work as required.
Supervision Exercised
May exercise technical and functional supervision over secretarial and Public Works
staff.
Examples of Important and Essential Duties:
Plans, develops, implements and oversees tree and shrub replacement programs,
including the assessment of needs and selection of trees and shrubs for replacement.
Instructs personnel in good forestry practices; monitor and evaluate pruning of trees by
public utilities for clearance from utility lines.
Inspects trees for pests and disease and schedules appropriate treatment operations; keeps
abreast of developments of insecticides, fungicides, herbicides, and fertilizers.
Serves as a technical resource to staff, other city departments, communities, realtors,
builders, developers, utility companies, public officials and the public in matters dealing
with arboriculture and tree landscaping in order to educate and promote the urban forest
program and urban forest awareness.
Demonstrates the proper care and maintenance of urban green spaces which includes
pruning, planting, treatment of insects and disease, and other care and maintenance
requirements to city employees and the public.
Provide staff assistance to the City Administrator, City Council, Forest and Beach
Commission, and other committees, as assigned; prepare and present staff reports and
other necessary correspondence.
Manages the city's urban forestry program designed to stimulate the development,
preservation and enhancement of the city's urban forest using computer and reference
sources in order to provide support to the city's urban forestry efforts.
Implements a public information program for forest resources, prepares press releases
and other public information.
Assist with preparation, maintenance and implementation of management programs, to
include tree pruning and care, site assessment, tree replacements and removals.
Prepare and maintain an inventory of tree population by species and age groups within
the City and a general survey of trees on private property within the City; supervises
maintenance of tree and plant nursery stock; requisition and purchasing of materials.

Agenda Item: 5.G
Page 3
Examples of Important and Essential Duties: (cont.)

Participate in the development and administration of the Forest, Parks, and Beach
Division budget; direct the forecast of additional funds needed for staffing, equipment,
materials, and supplies; direct the monitoring of and approve expenditures; direct the
preparation of and implement budgetary adjustments as necessary.
Drafts reports, prepares contract specifications, solicits bids, and monitors contract work
in the field; administer payments to contractors and other vendors.
Uses safe working methods in operation of equipment.
Other Job Related Duties
Other job related duties as assigned.
Job Related and Essential Qualifications
Knowledge of:
Characteristics, growth habits, and care of trees, plants, and shrubs indigenous to the area.
Operational characteristics, services, and activities of a comprehensive urban forest,
parks, and beach maintenance, preservation, and beautification program
Tree pruning and safety practices and equipment used in tree climbing including aerial
lift truck.
Occupational hazards and standard safety practices necessary in the area of urban forest,
parks, and beach maintenance.
Plant and tree diseases and pests, and their eradication and control.
Practices and principles of integrated pest management.
Modern supervisory methods.
Operation and maintenance of power equipment and other tools used in tree care.
Skill to:
Operate and maintain a wide variety of equipment and tools used in forestry maintenance
and gardening in a safe and effective manner.
Perform heavy manual labor for extended periods of time in all types of weather
Operate modern office equipment including computer equipment.
Ability to:
Enforce the Citys Tree Protection Ordinance.

Agenda Item: 5.G
Page 4
Prepare contract specifications.

Schedule, supervise and participate in the work of several crews.
Make chemical tests of soils.
Identify and respond to community, City Administrator, and Forest and Beach
Commission issues, concerns, and needs.
Analyze problems, identify alternative solutions, project consequences of proposed
actions, and implement recommendations in support of goals.
Prepare clear and concise administrative, technical, and financial reports.
Instruct others in the safe use of tree and plant maintenance tools and equipment; ability
to present information verbally and in writing.
Read, interpret, and apply a wide variety of technical information from manuals,
drawings, specifications, layouts, blueprints, and schematics.
Exercise good judgment, flexibility, creativity, and sensitivity in response to changing
situations and needs.
Communicate clearly and concisely, both orally and in writing.
Establish, maintain, and foster positive and harmonious working relationships with those
contacted in the course of work.
Experience and Training Guidelines:
Any combination equivalent to experience and training that would provide the required
knowledge, skills, and abilities would be qualifying. A Typical way to obtain the
knowledge, skills, and abilities would be:
Experience:
Two years of increasingly responsible experience in forest preservation and tree care.
Training:
Any combination equivalent to an Associates Degree in forestry or related field,
including courses in arboriculture and horticulture, specializing in urban forestry
Licenses or Certificates:
Possession of or ability to obtain an International Society of Arboriculture Arborist
Certificate
Possession of or ability to obtain a California Qualified Applicator Certificate (QAC)
Range: 296
$66,420
$69,768
$73,224
$76,908
$80,760
Agenda Item: 5.G
Page 5
Maintenance Worker/Gardener
Definition
Under supervision, to perform a variety of routine unskilled or semi-skilled manual duties
involved in the maintenance and repair of parks, forests, and beaches. Performs
specialized tasks in the care of beach facilities and parks.
Exercises no supervision.
Examples of Important and Essential Duties
Make periodic inspections and perform maintenance in City parks and at the beach.
Clean beach areas of charcoal, broken glass, cans, paper, and other debris; empty trash
receptacles.
Remove weeds and trim other plant growth along streets, sidewalks, and rights-of-way to
ensure access, draining, and vehicle sight distance requirements; remove debris from
gutters, drop inlets, culverts, and manholes; maintain storm drain system; bury or
otherwise properly dispose of marine animals washing up on the beach.
Perform flagging or other traffic control in maintenance projects and in emergency
situations; assist Police and Fire Departments in containing and cleaning hazardous
materials spills in the public rights-of-way.
Operate equipment in hauling materials and transport debris and trash to land fill.
Operates, maintains and performs minor repairs of beach cleaning equipment
Clean restrooms at beaches, parks, tennis courts, and public works yard when needed;
unstop toilets and drains when needed.
Provides general assistance and information to visitors and to the beach-goers when
needed; appropriately responds to or resolves routine questions, inquiries and complaints;
if warranted, refers requests and complaints to management.
Identifies and, via radio, notifies management of problems on the beach, parks and streets
before, during and after hours.
Set up and take down special City events as required.
Perform planting, digging, raking, hauling, irrigation repair and instillation, and related
duties.
Prune and trim shrubs and trees according to the type and intended purpose of removing
plant growth.

Agenda Item: 5.G
Page 6
Examples of Important and Essential Duties (cont.)

Operate and perform routine maintenance utilizing lawn mowers, hedgers, trenchers,
power hand tools, chainsaws, weed trimmers, and other small power and hand operated
tools and equipment.
Repair and build handrails and fences.
Assist with traffic marking painting, cement work, and tree trimming or removal as
necessary; assist with storm damage clean-up and repair.
Perform minor or routine maintenance and repair of recreation equipment, picnic tables,
and other park facilities.
Perform related duties and responsibilities as required.
Knowledge of:
Methods, materials, and equipment used in general maintenance work.
Procedures, practices and techniques related to the upkeep of City beaches and facilities
Safe work practices.
Safe driving principles and practices.
Skill to:
Operate and maintain a variety of maintenance tools and equipment in a safe and efficient
manner.
Operate a motor vehicle safely.
Perform heavy manual labor for extended periods of time in unfavorable weather
conditions.
Ability to:
Perform unskilled and semi-skilled tasks in a variety of maintenance activities.
Perform duties in a manner to maximize public safety in the area of work assigned.
Clean and care for assigned areas and equipment.
Understand and follow oral and written instructions.
Agenda Item: 5.G
Page 7
knowledge, skills, and abilities would be qualifying. A typical way to obtain the
Experience:
One year of experience in routine maintenance work.
Training:
Formal or informal education or training which ensures the ability to read and write at a
level necessary for successful job performance.
License or Certificate:
Possession of, or ability to obtain, an appropriate, valid driver's license.
Special Requirements:
Essential duties require the following physical abilities and work environment:
Ability to sit, stand, walk, kneel, crouch, stoop, squat, crawl, twist, climb, and lift 75 lbs.;
exposure to cold, heat, noise, outdoors, vibration, confining work space, chemicals, dust,
explosive materials, mechanical hazards, and electrical hazards; ability to travel to
different sites; availability for emergency on-call and call out.
Range: 214
$44,112
$46,296
$48,636
$51,048
$53,604

Agenda Item: 5.G
Page 8

Agenda Item: 5.G
Page 9
City of Carmel-by-the-Sea
Finance Analyst
Definition:
Under general supervision, performs complex professional governmental analysis and
manages complex financial processes and operations. Perform difficult research and
analysis to study the organization, procedures, administrative policies and practices of the
department and to prepare reports and recommendations. Performs internal audits, special
studies, and analyses and assists in the preparation of annual City budgets and financial
reports. Employees in this job class direct, coordinate, monitor, and evaluate the work
and performance of other accounting staff.
Exercises limited supervision over lower level and temporary staff.
Examples of Important and Essential Duties:
Performs professional level functions associated with the management, monitoring, and
administration of the City-wide Debt Program.
Oversee Risk Management programs for the City; draft policies; review insurance
coverage for minimal risk exposure; coordinate bonding for City officials.
Plan and direct general accounting operation functions, including general ledger
maintenance, Accounts payable, Revenue Collection, Payroll, and Purchasing.
Reviews regular, periodic account statements and other reports to ensure an appropriate
account management and adherence to legal requirements and conformance with City
policy.
Prepares complex financial reports, analyses, and budget forecasts as part of the City's
production and presentation of financial reports.
Conducts cost studies; performs analysis of information and allocation of charges.
Analyzes assigned areas, such as department programs and cost effectiveness,
productivity improvements, planning and budgeting systems, and design and monitoring
of information systems in order to identify and resolve problems.
Confers with appropriate City personnel, consultants, and customers on administrative
concerns and other assigned areas.
Evaluates current and future utilization of staff, equipment, and capital assets; compiles
workload, revenue, expenditure, activity and statistical reports.
Conducts major studies of departmental operations, organization and policies; prepares
organization and workflow charts; participates in the development of long-range plans
and programs.

Agenda Item: 5.G
Page 10
Examples of Important and Essential Duties: (cont.)

May manage, record, or reconcile various accounting records, including capital assets,
grants, internal service finds, and special revenue funds.
Assist in the development and implementation of department goals, policies, and
procedures related to accounting activities.
Compiles financial data and prepares reports relating to grants, contracts and programs,
and year-end financial reports.
Reconcile subsidiary grant accounting ledgers to the City general ledger.
Assist in conducting internal financial and operational audits.
Interpret, analyze, and prepare recommendations in relation to proposals for new
programs, grants, and contracts.
Prepares detailed recommendations for improvement of procedures and control of costs;
develops systems for monitoring the implementation of new procedures; prepares
proposals in response to formal requests from nearby public agencies for City services to
be performed for the agency.
Conducts internal reviews and prepares competition plans for potentially outsourcing
City in-house activities; audits City revenue sources.
Assist in contract negotiations; monitor compliance with applicable contractual
agreements.
Does related work as required.
Knowledge of:
Principals and practices of City organization, administration, management, and
grant/contract administration.
Financial management including government financing and budgeting and accounting
theory and practices.
Complex research techniques, data base development, analytical practices, and statistical
methods.
Basic concepts and use of relational database applications and query techniques.
Planning and forecasting; administrative survey and analytical principles, and techniques
in their application.
Agenda Item: 5.G
Page 11
Knowledge of: (cont.)

Computer applications and software; management information systems; system design
and analyses.
Methods of reducing costs, improving productivity, and evaluating program
effectiveness.
Skill to:
Stay current on issues relative to the fields of human resources, risk management,
Workers Compensation and service delivery responsibilities.
Operate an office computer and a variety of word processing and software applications.
Ability to:
Evaluate complex financial and operational management issues and develop solutions.
Monitor fundamental economic, industrial, and corporate developments through the
analysis of information obtained from financial publications and services.
Communicate effectively, both orally and in writing.
Use data processing applications to complete and analyze data and present information
and reports.
Deal effectively with a wide variety of people and situations.
Organize, analyze, and interpret complex financial data and develop appropriate
solutions.
Prepare clear and comprehensive fiscal, financial, and budget analyses and reports.
Use data processing applications to complete and analyze data and present information.
Train, motivate, and supervise professional and technical staff in a variety of financial
operations.
knowledge, skills, and abilities would be qualifying. A Typical way to obtain the
Experience:
4 years of increasingly responsible administrative or analytical experience in public
finance including at least one year in a management or supervisory capacity.

Agenda Item: 5.G
Page 12
Training:
Equivalent to completion of the twelfth grade with supplemental training in public
administration, business administration, economics, statistics, accounting, operations
research, economics or a related field.

Agenda Item: 5.G
Page 13
City of Carmel-by-the-Sea
Library and Community Activities Director
(At-will)
Definition
Under general administrative direction, plans, directs, manages, and oversees the
functions, programs, and operations of the Library and Community Activities Department
including library and special event activities; coordinates assigned activities with other
departments and outside agencies; represents the Department to City management, the
City Council and the community; and performs related work as required.
Exercises direct supervision over professional, technical, and clerical staff.
Examples Of Important And Essential Duties:

Assumes full management responsibility for all Library and Community Activities
Department functions, programs, and operations including library and special event
activities.
Evaluates and administers library programs such as circulation, reference, children's
services, and local history; directs the development and maintenance of a public library
collection of books, periodicals, films, and a variety of other library materials including
electronic resources.
Manages and participates in the development and implementation of Departmental goals,
objectives, policies, and priorities for each assigned service area.
Establishes, within City policy, appropriate service and staffing levels; monitors and
evaluates the efficiency and effectiveness of service delivery methods and procedures;
allocates resources accordingly.
With managers, develops, implements and monitors long-term plans, goals and objectives
focused on achieving the Citys mission and City Councils priorities.
Assesses and monitors workload, administrative and support systems, and internal
reporting relationships; identifies opportunities for improvement; directs and implements
changes.
Plans, directs, coordinates, and reviews through subordinate level staff, the Library and
Community Activities Departments work plan; assigns projects and programmatic areas
of responsibility; reviews and evaluates work methods and procedures; meets with key
staff to identify and resolve problems.
Directs, plans, and organizes, through subordinate staff, programs and special events
designed to meet the needs and interests of the community; engage city volunteer and
support groups whenever feasible for relevant information and experience.

Agenda Item: 5.G
Page 14
Examples Of Important And Essential Duties: (cont.)

Manages staff responsible for event coordination activities; ensures staff is adequately
prepared for event; ensures timely follow up for each event, including after action
reviews and reports.
Assists in all aspects of special events; coordinates special event logistics and staffing
with other City departments.
Develops, and monitors performance of, the annual department budgets.
Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff
training; works with employees to correct deficiencies; implements discipline and
termination procedures.
Oversees and participates in the development and administration of the Department
budget; approves the forecast of funds needed for staffing, equipment, materials, and
supplies; monitors and approves expenditures and implements budgetary adjustments as
appropriate and necessary.
Provides staff assistance to the City Administrator; attends and participates in
Department Head meetings, and City Administrator meetings; prepares and presents staff
reports and other necessary correspondence.
Represents the Library and Community Activities Department and serves as liaison to
other departments and elected officials; coordinates assigned activities with those of other
departments.
Researches, prepares, and presents written reports for assigned boards and commissions;
attends and participates on boards and commissions including the Library Board of
Trustees and the Community Activities and Cultural Commission; attends community
meetings; prepares staff reports for and makes presentations to City Council.
Oversees and participates in City wide special events and related functions
Sets and maintains customer service standards; solicits and responds to customer
concerns; responds to and resolves difficult and sensitive citizen inquiries and
complaints; follows-up with department staff to ensure prompt resolution
Reports to, serves as staff to, advises, and/or facilitates the operation of a variety of
boards, commissions, and committees, including the Library Board of Trustees, the
Community Activities and Cultural Commission, the Friends of the Library, and the
Carmel Public Library Foundation; prepares and presents staff reports and other
necessary correspondence.
Attends and participates in professional group meetings; represents the department in
professional organizations and regional networks; participates in activities that promote
the department; stays abreast of new trends and innovations in the library and community
activities fields, including operations and technology; evaluates the impact of new
developments and recommends improvements to existing programs and procedures.

Agenda Item: 5.G
Page 15

Perform related duties and responsibilities as assigned.
Knowledge of:
Operational characteristics, services and activities of a public library and community
activities.
Organization and management practices as applied to the analysis and evaluation of
library programs, community activities, policies and operational needs.
Modern and complex principles and practices of library program and community
activities development and administration.
Library science theory, principles and practices and their application to a wide variety of
library services and programs.
Library classification, circulation, cataloging, technical, and reference techniques and
practices.
Current trends in electronic information technologies and potential implications for
public library service.
Community resources including businesses, social service agencies, and professional
organizations and their functions.
Current trends in book publishing.
Advanced principles and practices of budget preparation and administration.
Principles of supervision, training and performance evaluation.
Pertinent Federal, State, and local laws, codes and regulations.
Skill to:
Operate modern office equipment including computer, laptop and/or tablet PC, telephone,
e-reader, calculator, cash register, bar code reader, copy and fax machines.
Ability to:
Provide administrative and professional leadership and direction for the Library and
Community Activities.
Develop, implement and administer goals, objectives, and procedures for providing
effective and efficient Library and Community Activities programs and services.
Plan, organize, direct, and coordinate the work of professional, technical, and clerical
personnel; delegate authority and responsibility.

Agenda Item: 5.G
Page 16
Ability to: (cont.)

Select, supervise, train and evaluate staff.
Identify and respond to community, City Administrator, City Council, and Library Board
issues, concerns, and needs.
Analyze problems, identify alternative solutions, project consequences of proposed
actions and implement recommendations in support of goals.
Research, analyze, and evaluate new service delivery methods, procedures and
techniques.
Prepare and administer large and complex budgets; allocate limited resources in a cost
effective manner.
Prepare clear and concise administrative and financial reports.
Interpret and apply Federal, State and local policies, procedures, laws and regulations.
Exercise good judgment, flexibility, creativity, and sensitivity in response to changing
situations and needs.
Communicate clearly and concisely, both orally and in writing.
knowledge, skills, and abilities would be qualifying. A typical way to obtain the
Experience:
Five years of increasingly responsible professional library experience including three
years of management and supervisory experience.
Training:
Equivalent to a Master's degree in Library Science from an ALA accredited college or
university.
Special Requirements:
Essential duties require the following physical skills and work environment:
Most work is performed in a normal City office environment.
Travel to/from meetings and various locations.

Agenda Item: 5.G
Page 17
Vision adequate to operate office equipment, read instructions and follow directions;
hearing adequate to converse on the telephone and in person; body mobility adequate to
perform required office duties including reaching and bending for files and related office
items; use of hands and fingers adequate for writing, typing, computer, copier, and fax
machine and related functions; ability to lift office files, binders and small office
equipment, as needed.
Lift and carry materials weighing up to 30 pounds.
Salary Range: 440
$119,928
$125,916
$132,204
$138,816
$145,764

Agenda Item: 5.G
Page 18

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CITY OF CARMEL-BY-THE-SEA

Honorable Mayor, Members of the City Council

Douglas J. Schmitz, City Administrator

Provisional Budget Errata

Council Meeting Date: 6/1/15

Honorable Mayor and Members of the City Council

Douglas J. Schmitz, City Administrator

PROVISIONAL BUDGET: ERRATA

WATER CONSERVATION PROJECTS/CIP

Council Meeting Date: 6/1/15

Honorable Mayor and Members of the City Council

Douglas J. Schmitz, City Administrator

Council Discretionary Grants and Subsidies, including Request from

CYC Letter of 31 March 2015

Council Meeting Date: 6/1/15

March 31, 2014

Corner of 4 h & Torres

Carmel, CA 93921 USA

"I like the staff and the

"I just LOVE it here!"

Council Meeting Date: 6/1/15

I 831.624.0130 (fax) I www.carmelyouth.com I info@carmelyouth.com

)U CATING + INSPIR ING THROUGH

May 13, 2015

Mr. Doug Schmitz, City Administrator

Dear Mr. Schmitz and Ms. Friedrichsen:

MEarth at the Hlfton Bialek Habitat

Council Meeting Date: 6/1/15

DUC AT ING +INSPIRING THROUGH

Native Plant Propagation + Nursery Management I In preparation for the

Six, 2-hour community out planting + "weed pull" events (for up to 30

Attachments: Summary of Accomplishments (YTD) and photos from workdays

MEarth at the Hilton Bialek Habitat

March 27, 2015

Mayor Jason Burnett

Vic.! Chair, Finance

r'ic Chair, .'vfarketing

One in three people in

Re: Support for

1-1 from Carmel-by-the-Sea

Ma~d City Council Members:

Council Meeting Date: 6/1/15

April 17, 2015

Received by City Clerk

Re: 2015-16 Funding for the Monterey County Film Commission

Honorable Mayor and Members of the City Council

Douglas J. Schmitz, City Administrator

FY 2015-16 Issues and Options Policy Papers

Council Meeting Date: 6/1/15

May 28, 2015

Extend Burghart+Dore contract

Council Meeting Date: 6/1/15

Honorable Mayor, Members of the City Council,

Responses to Questions from the City Council and the Public

Council Meeting Date: 6/1/15

24. 3 important: Beach fires $50k

160k in play Need to have a study session ASAP

RESPONSE: This is at Councils discretion to expand or modify the scope.

Honorable Mayor and Members of the City Council

Douglas J. Schmitz, City Administrator

Three Year Provisional Capital Improvements Plan (CIP)

RECOMMENDATION: Review the CIP and provide direction to staff, as appropriate.

Council Meeting Date: 6/1/15

Honorable Mayor and Members of the City Council