Carmel FY 2015-16 Issues & Options Policy Papers Book

,.
Carmel Beach - 1947
"The beauty of the town fascinated me from the first moment I arrived here in
1907. The white sand, the wild flowers, the pines----all made it the finest place
To live that I had ever seen, and I may add that I still have that conviction"
Saidee Van Brower

City Clerk, 1920-1943
INDEX
In Appreciation
Budget Message
Issues & Options Policy Papers (Tabs)
1.
Establishment of PERS Fund
2.
Trigger Dates
3.
Proposed Equipment & Vehicle Purchases
4.
What, Where, Why?
5.
Personnel
6.
Capital Improvements Plan (CIP)
7.
Marketing & Economic Development
8.
Warning Lights
9.
"Good Causes" Campaign
IN APPRECIATION
The Council and the community of Carmel-by-the-Sea are presented two documents for Fiscal Year
2015-16---the Provisional Budget and the Issues and Options Policy Papers. A third text, the Capital
Improvements Projects booklet, was distributed on 31 March. The prepa ration of these materials
involves individual effort and then coming together as a budget team to consolidate, review, check and
double check the information and the justifications, the estimates and the columns, the totals and the
summaries.
The three books are due to the outstanding work of the following Staff members: Dawn Alma rio-Castro
and Mike Calhoun, Police; Paul Tomasi, Andy Vanderford and Mike Branson, Public Works; Janet
Bombard, Library and Community Activities; Rob Mullane, Community Planning and Building; Lee Price,
City Clerk.
The "numbers" budget, in its final form, is the good work of Sharon Friedrichsen, Deanna Allen and Paul
Wood with fin al proof-checking by Janet Bombard . "The Papers" are the final product of Sullivan CareyLang and Leslie Fenton, who "crunched the numbers" and did the preparation of the texts contained
therein.
A specia l appreciation to Paul Wood and his son, Jackson, and Deanna Allen for the cover on the
Provisional Budget and to Ashlee Wright for all of her research for the quotes contained in the Budget
Message and for se lecting the cover for "The Papers" book.
To all of you, and to the Staff members in each department who initially gathered the information t hat
was later transformed into the estimates and finally the Provisional Budget of 2015-16, a very special
thank you.
--
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City of Carmel-by-the-Sea
POST OFFICE BOX CC
CARMEL-BY-THE-SEA, CA 93921
(831) 620-2000
May 1, 2015
Mayor Jason Burnett
Members of the City Council
Citizens of Carmel by the Sea
City Hall
Carmel by the Sea, California 93921
Dear Mayor Burnett, Members of the City Council and Citizens of Carmel-by-the-Sea,
"There is always that first question in telling any story" penned Theodore H. White, "of where to begin."
In telling the story of the Provisional Budget for 2015-16, does the Budgeteer tack towards that first
dawn of the horizon of the year to come, staying solely within the confines of that calendar threshold, or
does he explore the cardinal tenets that root this text to its past, and from which the new proposal
stems?
White decided that "it was probably more useful to go back" than to move forward in order to recognize
a pattern which gives clarity to the story.
For the Budgeteer, it would be that divide on the calendar, the passage at midnight on 1 July from
2014-15 to 2015-16, that would differentiate this story from its bygone times and propel it into the
future, but with optimistic caution.
To go back requires finding the common key element tying the story of the past to the present situation.
The river that connects "then with now", and which flows through a decades-long regional timeline, is
water, or rather, the lack thereof. No singular issue of the recent past--- from differing political
philosophies, newly elected or re-elected officials, or proposed public projects--- has overshadowed the
Peninsula or this village as has water. From the creation of the Monterey Peninsula Water Management
Agency in the 1970s; to Carmel's legal actions against said agency in the 1980s; to public votes on
different alternatives; to the pending Cease and Desist Order; water has been, and is
contemporaneously, the constant headline of the region but not the preeminent subject of municipal
budgeting.
Our decades of avoidance have now passed; we are at the precipice. Additional conservation may be
needed to comply with the Governor's Orders and with the recent announcement from the Water
Resources Board regarding conservation for this region. Also, with the unknown potential adjustments
to the known Cease and Desist Order (CDO), prudency and practicality call for a provisional budgetary
text that prepares us for the reckoning but encourages our hope for a reprieve via intervention.
It would be easier, and for some probably preferred, to be like Prime Minister Viscount Melbourne and
to "leave everything alone," to go forward as we have in the past---proposing a municipal income and
spending plan, holding public meetings, adopting and marching into the new year. But a budget is, in its
simplest concept, a plan. And the simple plans and processes of the past, if continued, would suffer a
turbulent transformation if more severe water conservation is imposed on the community, and our
revenue generator, the hospitality industry, is constrained .
Like the Capital Improvements Plan (CIP) delivered to the Counci l and to the community in late March,
the Provisional Budget is structured around "triggers": action points in t ime if the COO is not adjusted
and the City's hospitality industry is impacted. Municipal spending will be throttled, and the monies
redirected toward the security of the reserves . Just as the 2015-16 CIP projects are bifurcated, the
purchase of equipment and the filling of some municipal positions will be postponed if water usage is
further suppressed.
It was not just water, though, that nudged the Storyteller to look back. The organization was severely
impacted by the Great Recession of 2007 and some rebuilding of the employee ranks is needed, some
"bench-strength" added. The Storyteller looked at the staffing level of the Forest and Beach Division and
found that pre-recession there were eight (8) full-time positions to care for two (2) of the greatest
assets of the community: its trees and its shoreline. Yet, in 2014-15, there are just two and a half (2 .5)
full -time positions. The adopted General Plan identifies 134 acres of parks, open spaces, beach land and
landscaped medians, all the responsibility of a division of two and a half (2.5), with some outside
contractor assistance.
The 2014-15 budget appropriated $319,260 for Marketing and Economic Development to draw people
to the village; however, the stewardship of and care for its most treasured natural features-- the focus
of much of its advertising effort--is still at a post-recession level.
"Locals" and visitors, "tree huggers" and "beachies" all seem to be commenting about the lack of
maintenance along the shoreline and of our forest. In February, the Council discussed fires on the beach
and the charcoal remnants left by each and the lack of cleanliness in the sands. As recently as 19 April,
the Mayor received commentary from an out-of-towner decrying the poor condition of the Scenic Road
Pathway landscaping and trees, and mentioning how it used to look when he previously visited the
shore. At the Mayor's community workshop on 20 April, a resident proposed a party for planting along
the pathway to improve its look until a more comprehensive effort could be undertaken. On 23 April,
the Forest and Beach Commission received the Shoreline Assessment, wh ich highlighted safety dangers
and aesthetic concerns at the beach, bluff and street levels. We need to be better stewards .
And, it was not just water that necessitated looking back before going forward; two matters long
dormant need to be addressed . In researching various ordinances in the Municipal Code, it became
obvious that an in-depth review of its contents had not been unde rtaken since Saidee Van Brower
served as City Clerk in the nineteen thirties and forties. Ordinances from 1938 and 1940 punctuate the
pages of the Code. It is time for a fresh look at parts of an old code. Additionally, the City has no
comprehensive records management system. It rents an off-site facility for the storage of paper records
and the basement area beneath City Hall is overly endowed with boxes and boxes of out of date
duplicate letters, reports and files, the contents of which have not been observed for years or decades.
Water is not the only issue that will frame the future budget plan; the City has once again had its
municipal door knocker slammed by the pension wardens in Sacramento, imposing a new annual "side
fund" obligation upon the agency. Their demands for much more would mean much less for the village
and its service and physical needs each year henceforth.
The budget team worked to structure a plan which would move some long dormant matters forward in
the next year, but more aggressive actions may be constrained by outside influences such as PER$ and
potential water restrictions. The Provisional Budget sets forth a plan which provides the municipal
organization a safety net should water regulations intervene more extensively than in the past. The
Budgeteer did not want to be alarmist; however, unlike that past that persisted for decades, the actions
of outside agencies intervening in village life may be different and more difficult. Better to be prepared
and be wrong than to be scrambling after the plan is approved and becomes operative.
"Mr. J.F. Devendorf addressed the Board, he requested that a permit be granted to him, the right to haul
a certain number loads of gravel from the gravel pit, he also spoke on street improvement. The
Commissioner of Streets was authorized to give him a permit to take dirt from Junipero Street, north of
4th Avenue. " City Council Minutes, 6 March 1917.
SUMMARY
The Provisional Budget, as proposed to the City Council and the community of Carmel -by -the -Sea, is
balanced in its revenues and its expenses, totaling $32,177,071. This sum reflects $21,595,397 of equal
income and expense, and $10,581,674 of transfers in and out of various funds. The total budget is 5.8%
greater than the budget adopted in June 2014, and 3.5% larger than the FY14-15 adjusted budget which
Council amended midterm in February 2015. Twenty-nine (29) percent of the increase is due to the new
CaiPERS assessment.
The Operations Budget, the day-to-day activities ofthe government is proposed at $15,874,725, a 2.51%
increase over the current year.
The General Fund is the locksmith of all budgets, for it ultimately controls the dispersal of a majority of
the revenues and directs the parsing out of the expenses . All municipal revenue s eventually find their
way to the door of the General Fund, including Transient Occupancy, Gas Tax and Measure D. And, all
expenses pass through the door's lock for distribution to other funds; the CIP, Debt Service, Vehicles and
Equipment. To speak of the budget is to speak of the General Fund, for it tells the story of the year to
come. And that story begins with the income side ofthe budgetary ledger.
REVENUES
The income side of the budget, including transfers in from various independent funds, is projected at
$32,177,071 and includes $21,595,397 of revenues and $10,581,674 of transfers between all funds. As
in recent decades, the City's "Big Three" remain the Hostelry, Sales and Property Taxes, combining for
$15,647,900 or -73%- of the expected revenues of$ 21,595,397. Measure D, passed in November 2012
is projected at $2,920,000. Mea sure D's anticipated usage includes capital projects ($1,455,000); debt
service ($697,443) and operation s ($767,557.)
Due to the Capital Improvements Plan of 2014-15 not being fully implemented, t he Provisional Budget
forecasts a carryforward into 2015-16 of $1,395,000 of capital monies, to be combined with
appropriations of $2,359,000 for a total CIP of $3,754,000.
The budget also shows expected income from PG&E of $380,000 for road repaving projects in
neighborhoods where the utility has been undertaking line replacement work the past several years.
Negotiations have been ongoing with the utility and there is the possibility that an initial payment will
be made during the current fiscal year.
The Department of Community Planning and Building is studying an increase in departmental fees.
These fees have not been comprehensively adjusted since 2011. The Plann ing Commission will hold a
public workshop on all planning and building fees and will be making its recommendations to the City
Council regarding adjustments at that time in order to bring Carmel-by-the-Sea's charges in-line with
those of other Peninsula agencies.
In early summer, the Council will determine the future of paid parking on Ocean Avenue. Should it
decide to continue with the kiosks, the budget shows anticipated revenues of $270,000. The budget also
refle cts the impacts of removing the pay-to-park from the North Lot at Sunset Center, w ith a decline in
anticipated revenue during 2014-15, as budgeted, of $171,000 to $0.00 in 2015-16.
Income from other governmental agencies is fore cast at $398,700, primarily from motor vehicle in-lieu
and $100,000 from the COPs grant program .
The Council adjusted the City's Master Fee Schedule in 2014 and approved an annual CPI adj ustment.
Authorization to invoke changes for 2015-16 will be requested in the resolution of adoption of the
budget which Council will consider in June.
"After a wakeful and restless night (damn the City!) I got up at 8, had a good breakfast. ........ "
1938 March 10 Thursday, Diary of Mayor Herb Heron
EXPENSES
While the revenue side is essentially consistent and marked by settled sedateness, the expense side has
been juggled to include the exchange of some previously approved staff positions for new ones; the
establishment of new fund s for Vehicles and Equipment, and CaiPERS; the creation of a NonDepartmental account into which items common t o all departments are placed, as well as one-t ime
expenses; the planning and preparation for enhanced ambulance service f rom Carmel-by-the-Sea to
Community Hospital during the work on the roundabout on Highway 68; a new line item to cover
expenses associated with Car Week; and seed money for the Centennia l Celebration in 2016.
The Provisional Budget reflects the personnel costs associated with the labor settlement with the Police
Officers Association in April and the anticipated successful conclusion of negotiations with LIUNA. The
largest, newest expense upon the City, the CaiPERS "Employer Payment of Unfunded Liability"
obligation (which in local colloquial parlance will be henceforth called the "side fund") at $559,576, has
been placed in the Non-Departmental account. Forty-nine {49) percent of the growth in the operations
budget can be attributed to this pension obligation.
As was previously listed in the CIP, a new Vehicle and Equipment Fund has been established. Cars,
trucks, terminals and radio equipment, previously co-mingled with brick and mortar and asphalt
construction projects, have been reassigned to this new fund. The Fund was initially planned to hold
$700,000; however, during calibration of the Provisional Budget's expenses and revenues, adjustments
were made and an inaugural deposit of $567,000 is contained within the budgetary text.
The creation of a new PERS fund is discussed in Issues and Options Policy Paper Number One. Its initial
allocation is proposed to come from the end of year balance for 2014-15, estimated to be $750,000$1,000,000. No drawdowns from this fund are proposed for the coming year, as the new "side fund"
obligation for 2015-16 has been covered with operational dollars. As the Issues and Options Paper
advocates, every unspent dollar id entified at mid-year review or at the end of a fiscal year, should be
reassigned to the PERS Fund . With expected obligations for the next six {6) years being initially identified
by CaiPERS at $4,993,785, the "hit" on the day-to-day operational budget will be catastrophic if
augmentation monies are not available and utilized. The situation becomes only more severe if water
restrictions are implemented and the city's hospitality industry is curtailed.
Issues and Options Policy Paper Number Five reviews the various personnel position adjustments and
exchanges proposed.
Proposed new expenses include: $30,000 for costs associated with Car Week; $40,000 for seed money
for planning and the initial expenses associated with the Centennial Celebration of 2016; $15,000 for
updating the Municipal Code; and $30,000 for augmented ambulance service during the times Highway
68 is closed due to construction of the roundabout. As of this writing, the standard being enunciated by
the highway planners is that only Code 3 vehicles will be permitted into the cordoned off area for access
to CHOMP. The City will undertake an outreach program to inform its citizenry that those with any
medical emergency should call 9-1-1 and utilize the ambulance service rather than attempt to be driven
by a friend or family in a private vehicle. The budget also contains $35,000 for the municipal election in
April 2016. Within the Equipment and Vehicle Fund is the upgrading of the IT system. Monies have been
id entified in IT for commencement of a records management system.
"It was decided to improve one block on Dolores Street (sic) from Ocean to Seventh street (sic), and one
block on Seventh street (sic) between San Carlos and Dolores. The improvements will include grading,
graveling and gutters." Carmel Pine Cone, 5 May 1923
COUNCIL GOALS
Earlier in this calendar year, on 5 January, the Council unanimously adopted its goals for the year. These
aspirations for achievement during the successive twelve months rely upon either legislative or
administrative actions, or both, and the allocation of money. The goals are like a compass providing both
an immediate direction but also initiating movement towards an ultimate destination. Seeking those
long away targets may not be achieved in the next twelve months by this Council or Staff, or even
perhaps during our tenures, but the compass points the way and will keep us on course.
Each of the major headings of the 2015 approved goals, except the possible creation of a Theate r
District, is addressed in the Provisional Budget. Many of the individually listed projects have already
received an appropriation in 2014-15, and the pursuit towards implementation will continue. Others are
proposed to receive money in 2015-16 to propel them towards completion. Amongst the highlights that
respond to the Council's adopted goals, as contained in either the Budget or in the CIP, are the
renovation of the venerable Forest Theater, an emphasis on the urban forest and the coastal lands,
enhanced support for Sunset Center, upgrading of the internal IT system, parking management, the
Centennial, facil ity and park upgrades, and water conservation projects.
"With opportunity for as pretty a war as ever rent (sic) Carmel, comes the suggestion that the east-west
streets of the village be changed from numbers to the names of artists. Laguna Beach is doing it: its
realtors association and art association are working mit in mit (sic) to immortalize the wielders of the
brush. Why not in Carmel?" Carmel Pine Cone, 12 April1929.
THE ISSUES AND OPTIONS POLICY PAPERS

Included in this publication and lodged behind this Message are the Issues and Options Policy Papers.
"The Papers" are intended to focus the discussion of the Council and of the community on the larger
policy matters of the Budget and direct where municipal monies should be utilized or future planning
undertakings crystalized. The Papers provide an alternative to the time consum ing and sequential
process of a line-item review. Should the City have a new PERS Fund where surplus monies are assigned
at year's end in order to soften the ever-growing liability on the forever-impacted operational budget?
Should major expenses in the coming year be centered on "trigger" dates if the COO is not altered and
what specific expenses should be embargoed? Should there be a "Good Causes" Committee to identify
worthwhile projects for community volunteers? These types of issues are the focus of "The Papers."
"All is happy in the municipal family now---since the council and the parks and playgrounds commission
got together, seen eye to eye, and agreed to get to work on the Forest Theater. Minor points of
disagreement have been worked over, corners softened, and tears of rejoicing shed---as members of the
council and the parks commissioner agreed to complete plans harmoniously in order to get them to the
WPA headquarters for approval." Carmel Pine Cone, 14 April1939
CAPITAL IMPROVEMENTS PLAN

The City Council received the Capital Improvements Plan on 31 March and dispatched it to the Planning
Commission for General Plan Conformity review. The Commission undertook its examination on
Wednesday, 8 April, and affirmed that the proposed projects were consistent with the General Plan.
Council can discuss its priorities for the CIP when it reviews Issues and Options Policy Paper Number Six.
The thrust of the CIP in 2015-16 is the Forest Theater, with an allocation of $2,000,000 of the plan's
$3,754,000.
The CIP is proposed for bifurcated implementation due to the uncertainty of amending the CDO. Three
million twenty thousand dollars ($3,020,000) for committed projects (Forest Theater, street
maintenance) or seasonally needed efforts (drainage, roof replacements) would be expended during the
first half of the fiscal year. The remaining $734,000 of the plan would commence after 1 January 2016. In
addition, the $1,308,882 of projects already listed in the CIP for 2014-15 (i.e., smaller projects at Sunset
Center, downtown trashcan refurbishment, etc.) would continue to be pursued.
EPILOGUE
In his 1998 magnum opus "Cities in Civilization," Sir Peter Hall wrote of "great cities in their golden
ages." Hall asked "why should great cities have such golden ages, these belle epoques?" "How do these
golden ages come about? What makes a particular city, at a particular time, suddenly become
immensely creative, exceptionally innovative? Why should this spirit flower for a few years, generally a
decade or two at most, and then disappear as suddenly as it came?"
In his tome, Hall found that it was the arts that in almost every example were the generators, the
propellants for a city's magical age . The arts were the embryonic catalyst that brought forth cultural
prosperity and also economic enhancement that attracted visitors, residents and new businesses. It was
the painters in Paris and the theaters of Shakespeare's London that created the symbiotic link of art and
local economic growth.
Where is Carmel-by-the-Sea in 2015-16 as it approaches its centennial? Will the monies proposed for its
theaters---Sunset Center and the Forest Theater---contribute to the engenderment of a new golden era?
Will a renewed emphasis towards its forest and shoreline enhance its appearance, not just in the year
ahead but for decades yet to see sunrises? Liebling wrote of cities that " ...it takes a real one to keep
renewing itself." Does the Provisional Budget move Carmel-by-the-Sea towards the commencement of
an epoch of renewal? If not, what should be proposed to move the compass of the community in that
direction?
It is not what kind of village we are; the question is what type of village we want to be, not just for
ourselves, but for our children and grandchildren and future Carmelites. To get to "what type of village
we want to be" involves a journey. The budget process is one stop on the map to get us to those
tomorrows. The Storyteller and the Budget Team Staff have done their part to move the community and
the organization towards its future. Now, it is the City Council and the members of the community who
must choose and steer us towards a new golden age.
Respectfully Submitted,
ISSUES & OPTIONS POLICY PAPER

Number: 01
SUBJECT:
ESTABLISHMENT OF PERS FUND
BUDGETED?
YES
FISCAL IMPACT:
$750,000-$1,000,000 (est.)
NO
DESCRIPTION:
In 2014, CaiPERS completed a two year asset liability management study. The CaiPERS Board
subsequently adopted proposed changes to the asset allocations that are expected to reduce volatility
of returns and to "smooth" rates for entities . In addition, the Board approved new demographic
assumptions including mortality adjustments ba sed upon longer life spans of retirees.
The result of these actions by CaiPERS is the establishment of new "side funds" for both the Public
Safety and Miscellaneous Plans of Carmel-by-the-Sea. (Although CaiPERS calls these new obligations
" Employer Payment of Unfunded Liability", for simplicity we will refer to these as "side funds.") CaiPERS
has provided five year estimates of the Unfunded Actuarial Liabil ity {UAL) of the plans. These estimates
are based on the penultimate assumptions that CaiPERS earned 18% for FY 2013-14 (it did!) and 7.50
percent every fiscal year thereafter.
For Carmel by the Sea, the estimated five year UAL of the combined plans is:
2015-16:
$ 559,567
2016-17:
668,154
2017-18:
782,753
2018-19:
903,626
2019-20:
1,031,047
2020-21
1,048,638
For 2015-17, CaiPERS lowered the City's annual rates for our two employee groups, Public Safety and
Miscellaneous. In total, this lowering results in a decrease from $915,053 in 2014-15 to $635,142 next
year, a reduction of $279,911. However, PERS then conscribed the new "side funds" increase of
$559,567 for a net increase in pension obligations next year of $279,656.
It is recommended that the City Council establish a new PERS Fund . The cardinal tenet of this fund
would be to meet the City's new side fund obligations. Depending upon the operations budget condition
at mid-year review, additional monies may be proposed at that time for transfer into the PERS Fund . At
the conclusion of each fiscal year, any positive balances would be transferred into the PERS Fund.
The initial deposit into the new fund would be the carryforward balance from FY 2014-15, estimated to
be $750,000-$1,000,000. Monies for the obligation in 2015-16 are within the Provisional Budget's NonDepartmental account. Thus, the carryforward monies from the current fiscal year would not be utilized
for 2015-16.
OPTIONS:
1) Establish a new PERS Fund using the 2014-15 carryforward monies as the initial deposit;
2)
Do Not establish a new PERS Fund; direct the 2014-15 carryforward into the City's regular
reserves.
RECOMMENDATION:
Adopt Option# 1

Number: 02
SUBJECT:
TRIGGER DATES
BUDGETED?
YES
FISCAL IMPACT:
Varies
NOD
DESCRIPTION:
Like the CIP, the Operational Budget has been structured so that certain expenses would not be incurred
if the Cease and Desist Order (CDO) remains unchanged. The recruitment for proposed positions, if
authorized, and the purchase of equipment and vehicles would commence only if there is a modification
to the CDO. If no modification is forthcoming by the proposed "trigger" dates, then the recruitments
would not begin, equipment and vehicles would not be purchased except those referenced in Policy
Paper #3, and the monies would be frozen.
The first "trigger date" would be 1 October 2015. If the CDO is altered, then recruitment would
commence for all budgeted positions with the expectation of filling the position by 1 January 2016. All
proposed positions have been allocated half a year appropriations in the Provisional Budget. For budget
purposes, the expense has been targeted for becoming operative on 1 January 2016. If the CDO is not
modified by 1 October 2015, the positions would remain "frozen" and recruitments would not begin.
Should the CDO remain unchanged for the entire fiscal year, the positions would go unfilled in 2015-16.
The second release benchmark would be 5 January 2016. At that time, the second part of the bifurcated
Capital Projects would need authorization from the Council to proceed . If the CDO has not been
modified, the proposed personnel positions would remain frozen and recruitments would not begin.
Equipment and vehicles approved in the Provisional Budget in June 2015 would also be held at this time
if the CDO is not modified except those noted in the following Issues and Options Policy Paper.
No modification= No projects, equipment or vehicle purchases except as noted.
Through the "trigger" dates, over $1,000,000 of personnel, equipment and vehicle expenses would be
embargoed from 1 July-31 December 2015.
OPTIONS:
1)
Do Not Set "Trigger" Dates, thus authorizing all referenced expenditures to be activated as of
1 July 2015.
2) Approve the Proposed Trigger Dates for 1 October 2015 and 5 January 2016.
RECOMMENDATION:
Adopt Option # 2

Number: 03
SUBJECT:
PROPOSED EQUIPMENT & VEHICLE FUND PURCHASES
BUDGETED?
YES
FISCAL IMPACT:
$567,000 (Amount in Fund)

$456,000 (Amount Requested for Appropriations in 2015-16)
NOD
DESCRIPTION:
The Provisional Budget this year establishes an Equipment and Vehicle Fund. Equipment and Vehicle
purchases have previously been appropriated from the Capital Improvements Fund. Monies have been
set aside in the new fund to: 1) purchase equipment; 2) purchase vehicles; 3) begin to build a reserve for
future acquisitions from the fund and to establish depreciation schedules.
The creation of the Equipment and Vehicle Fund is one of the goals adopted by the City Council in
January for 2015. The Council also established the upgrading of the City's IT system as a goal. The
proposed budget contains monies for the IT system and recommends that unlike all other significant
purchases that are to be held until the end of 2015, the IT upgrade would proceed at the
commencement of the new fiscal year. It is also recommended that the replacement Police Patrol
vehicle proceed as of 1 July as the current vehicle scheduled for rotation has suspension problems .
For 2015-16, the Fund is proposed for $567,000 of which $456,000 would be used for acquisitions. The
balance would begin to be assigned to existing fleet vehicle accounts for future replacement.
Recommended acquisitions are :
Equipment:
IT Plan (Administrative Services): The fund contains monies for commencement of upgrading the City's
IT system including financial system upgrade. This appropriation would also include commencement of a
records management system by the City Clerk. $150,000
Radio Encryption (Police): Encryption is the blocking of radio transmissions through the scrambling of
the signal and allows for information that is confidential to be transmitted over the radio system
without unauthorized disclosure. Encryption of police radios was adopted by Monterey County public
safety agencies as part of the NGEN radio system upgrade in 2013. In 2015, all agencies within the
county will be required to have encryption. $72,000
License Plate Recognition (LPR) (Police): The City began using Auto View in 2007 to improve parking
enforcement and diminish the number of disputes with parkers. The LPR system uses specialized
cameras that automatically read vehicle license plates, compares them to a database and subsequently
alerts enforcement officers to violators. The system is also used to locate vehicles whose owners/users
have lost the location where they parked, identify stolen vehicles and vehicles with multiple unpaid
parking citations. $55,000
Audio Upgrade (Sunset Center): The Center has requested replacement of the existing analog sound
board which, due to its age, has become impractical to maintain, has outdated technology and requires
expensive equipment rental costs for certain features which the existing board does not contain. The
expected life span for this type of sound board is a maximum of ten (10} years; the existing board has
nine (9} years of usage. The Center does not want to be in a position of having a board failure during a
performance . $67,000
Vehicles:
Forestry Truck (Public Works): This vehicle would be substituted with a new vehicle for the City Forester.
The existing vehicle is 15 years old and had 81,082 miles as of 22 April. It will be assigned to the new
Assistant City Forester if that personnel position is approved as part of the budget. $30,000
Passenger Vehicle (Administration, Library/Events, CIP Team, Building and Planning): The City does not
have a sma ll, utilitarian vehicle that employees can use to visit job sites, project sites, post notices for
events, etc. Employees are currently using personal vehicles. The proposal is to purchase a small hybrid
vehicle that could be used by multiple departments. $25,000
Patrol Vehicle (Police): This vehicle is part of the regular rotation for patrol cars. It would replace a 2010
Ford Crown Victoria. Patrol vehicles should regularly be moved out of service at 3-5 years and/ or
100,000 miles. This vehicle had 81,127 miles as of 22 April but has suspension problems. $57,000
OPTIONS:
1} Approve proposed purchases for acquisition after the 5 January 2016 "trigger" date except for:
1) the IT system which would be funded for utilization as of 1 July and, 2} the Police Patrol
vehicle which could be purchased after 1 July.
2) Approve proposed purchases but postpone all acquisitions until afte r the 5 January 2016
"trigger" date;
3} Amend the recommended list of equipment and/or vehicle purchases;
4} Do not approve any purchases at this time.
RECOMMENDATION:
Adopt Option #1

Number: 04
SUBJECT:
WHAT, WHERE, WHY?
BUDGETED?
YES
FISCAL IMPACT:
VARIES
NOD
DESCRIPTION:
For the ease of the reader or information seeker, below are the noteworthy medleys of the
Departments, Funds, Accounts within Funds and miscellanea---the 11Ciiff Notes" of the Provisional
Budget:
11
Council: The Council's salary line is decreased from the previous year due to the removal of Support
staff' that had been assigned to this line item in 2014-15, thus reducing the bottom line. The
Discretionary account was also reduced, reflecting YTD actual expenses in the current year.
Legal: Departmental total reduced to reflect decrease in outside legal counsel expenses.
City Administrator/City Clerk: Clerk added to Departmental heading; salary and benefit increases due to
adding of Administrative Coordinator and increase in hours of Executive Assistant.
Salary and benefits decrease with elimination of Director's position;
Administrative Services:
professional services, and contractual services line items reduced due to hiring of in-house IT Manager
and less utilization of outside vendors.
Community Planning and Building: Salary and benefits increase with mid-year hiring of Senior Planner.
Facilities Ma intenance: Salary and benefits increase due to addition of Special Projects Manager
(Hanson) and reclassification of lead worker (Waters) to Specialist; M&S increases due to new outside
contractor for restroom maintenance and addition of Scenic Road restrooms for servicing.
Fire: No significant changes.
Ambulance: Overtime budget increases in expectation of utilization of second ambulance when
Highway 68 Roundabout is under construction and access is closed except to emergency vehicles.
Police : Budget includes hiring of additional officer at mid-year for late afternoon/evening beach patrol.
Public Works: Salary line down due to Director's position being unfilled for first half of year; M&S down
due to reduced monitoring costs for storm water runoff.
Forest, Parks & Beach: Salary and benefits increase due to mid-year hiring of Assistant Forester, Beach
Gardner and increase in hours for Forest Care Worker; increase in tree care contractual services.
Community Services: Salaries reflect full-time Community Services Assistant (Perotti.)

Library: Salary and benefits increases due to step increases and other salary adjustments. No significant
changes.
Marketing & Economic Development: MCCVB increases per contract; specia l study allocation costs of
2014-15 dropped. Chamber of Commerce requests for special allocations for Centennial ($3000) and
employee shuttle during Car Week ($8000) assigned to Centennial and Car Week line items if approved
by Council.
Council Member Dallas has requested the recent history of appropriations to the Chamber of
Commerce. In 2011-12: $15,000; 2012-13: $7500; 2013-14: $40,000; 2014-15: $40,000 with a special
allocation of $17,000 for studies.
Non-Departmental : This is a new division within the budget where expenses common to all
departments are listed as well as costs not assigned to a specific department(s) are enumerated. The
new PERS "side fund" ($559,567) is entered here, as is the mail delivery contract ($54,000), the Sunset
Center support ($750,000), Centennial ($40,000) and Car Week expenses ($30,000) as well as the April
2016 Municipal election. ($35,000.)
For 2015-16, I have increased the annual support for Sunset Center by $100,000. The City' s level of
support for the village's artistic gem has not increased since 2010-11 and was reduced in 2012-13. The
increase to $750,000 is identical to the City's allocation in 2007-08.
The proposed allocation for the Centennial is "seed" funding as the Committee will need monies for
commitments that will not be realized until2016-17, for the purchase of souvenirs which will not be so ld
until next fiscal year, and for incidental costs.
Car Week expenses are for the City's share of traffic directional and parking signs, dumpsters, portable
restrooms, etc.
OPTIONS:
Unlike the other Issues and Options Policy Papers, this entry provides an overview of the highlights on
the expense side of the Budget. Council should discuss those items which Council Members have a
particular interest in further dialogue.
RECOMMENDATION:

Number: 05
SUBJECT:
PERSONNEL
BUDGETED?
YES
FISCAL IMPACT:
Net= $87,425
[;]
NO
DESCRIPTION:
A number of personnel job specifications and salary adjustments are proposed in the budget. The
recommendations proposed are the result of a review of organizational and departmental needs, tasks
that are being performed by employees outside of their current job descriptions or were handled by
positions that are proposed for defunding or no longer have active status. All of the adjustments result
in an additional2.93 positions at a net salary cost increase of $87,425 .
The creation and adoption of these new positions are allotted for in the Fiscal Year 2015-2016 budget
through reductions or eliminations of other positions (Attachment 1). This graph shows the dollar
adjustment in personnel for FY 2014-15 and FY 2015-16, along with the positions which will either be
eliminated or decreased and those which will be increased or are newly created.
A number of newly created positions are budgeted at half FTE (Full-time Equivalent} status, due to the
Cease and Desist Order (CDO} . If a "trigger" date is adopted as described in Policy Paper #2, recruitment
will begin for these positions October 1, 2015, resulting in the positions remaining vacant until January
1, 2016. If the CDO is not changed, the positions will remain vacant for the 2015-2016 year.
A total comparison of positions is included in this report, reflecting what positions will be staffed in each
department compared to their 2014-15 equivalent (Attachment 2). This reflects the net change to total
position count, which is an increase of one (1} total position and 2.93 FTE. The change in FTE compared
to total positions is a result of the City adjusting some part-time positions to full time, rather than recruit
for an additional position.
Below is the list of positions that Staff recommends be adopted for Fiscal Year 2015-2016. These
positions are a combination of new positions, which the City has not adopted before, and positions that
require reclassifications to more accurately reflect the scope of work and responsibilities encumbered
by the individual.
Assistant Forester (Range 296}

Director of Budgets and Contracts (Range 2}
Maintenance Worker/Gardener (Range 214}
Finance Analyst (Range 317}
The positions below exist and have not been updated in a number of years. Some of the job descriptions
contain information that is not now relevant to City needs, or are performing tasks that were adopted
into a separate classification. Updating these classifications will allow for a more defined scope of work.
Deputy City Clerk

Community Activities Assistant
Library and Community Activity Director (Range 440}
Along with the job descriptions that require updating, the salary ranges for select positions also require
revision. Due to market and cost of living increases some ranges for positions have not remained
competitive. In order to attract the highest quality of candidates, staff recommends adjusting the salary
ranges for the following position:
Information Systems/Network Manager
Staff recommends the following adjustments to the range as follows:

Current Range: 364
I $82,o8o
I $86,184
Recommended Range: 403
I S99,no
I s1o4,7oo
I $90,492
I $95,016
I $99,768
I $109,932
I s115,44o
I s121,212
The Information Systems/Network Manager is a highly technical position that is constantly evolving with
new equipment and technology. The range has not been updated in a number of years.
OPTIONS:
1. Adopt the job descriptions, amendments to existing job descriptions, and sa lary ranges.
2.
3.
Do not adopt the job descriptions, amendments to existing job descriptions, and salary
ranges.
Adopt the amended salary ranges and job descriptions with changes as presented by
Council.
RECOMMENDATION:
Adopt Option #1.
ATTACHMENTS:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Title and Salary Adjustments (Exhibit "A")

2014-2015/2015-2016 Position Detail (Exhibit "B")
Assistant City Forester Job Description (Exhibit "C")
Director of Budgets and Contracts Job Description (Exhibit "D")
Maintenance Worker/Gardener Job Description (Exhibit "E")
Library and Community Activities Director Job Description (Exhibit "F")
Finance Analyst Job Description (Exhibit "G")
Deputy City Clerk Job Description (Exhibit "H")
Community Activities Assistant Job Description (Exhibit "I")
-~---
--------
Exhibit "A"
Building Maintenance Worker

Public Works Director
Library Director
Title and Salary Adjustments

FY 2014-2015
FY 2015 - 2016
Currently: S51,o24 (Range 204, s)
Building Maintenance Specialist
Currently: S127,500
Director of Budget and Contracts
Currently: sw6,98o (Range 378, Step 5)
Library and Community Activities Director
Currently: s82,o8o- S99,768 (Range 364)
Information Systems/ Network Manager
Increase to: S53,796 (Range 244, Step 2)

Increase to: Stz7,500
Increase to: Sn9,928 (Range 440, Step 1)
Increase to: S99,720- $121,212 (Range 403)
2,772.00
s
s
s
12,948.oo
21,44400
37,164.00
Removed Positions/Decreased Positions FY 2015-2016
Administrative Services
Administrative Service s
Ad ministrative Services
Public Works
Libra1y & Community Acti' ities
Public Safety
Public Works
- Position
1.00
Ad mi;;i'Strati;;;5crvi'ces Dir~ctor
Finance Analyst
Administrative Services Coordinator
Automated Systems Tech.
Maintenance Worker
Commumty Services Asst.
Police O fficer Reserves
Mai ntenance Worker
Administration
Fina nce
Huma n Resources
Information Technology
Forest, Parks & Beach
Community Activities
Police
Public Works
1.00
J. OO
1.00
1.00
2.00
3.00
2.00
12.00
ITE Position
1.00
1.00
ITE
$
0.7~
1.00
1.00
1.')0
1.00
J .OO
0.77
1.00
1.00
8.oo
s.oo
Total Decrease:
(155.450.00)
(103,000.00)
s (52,428.oo)
$
(89.592.00)
s (48,636.oo)
s (44.664.00)
s (2,686.80)
(48,636.oo)
$
$ (545,092.80)
- --
o.so
0.72
1.00
2.22
').78
Added Positions/ Increased Positions FfY 2.015-2016

Legal
City Administrator Office
City Administrato r Office
Community Planning & Building
Library & Community Activities
Library & Community Activ1t1es
Public Safety
Public Works
Public Works
Public Works
Public Works
Publit Works
Position
1.00
--
City Att~rney
D1rector of Contracts and Budget (New)
Administrative Sen-ices Coordinator
Senior Planner
Library Assistant
Administrative Coordinator
Pohce Officer
Spec1al ProJeCts Manage1
Assistant Forester (New)
Forest Care Worker
Ma rntenance Workeer/Gardener Beach (New)
Senior Maintenance Worker
City Attorney
Admm1stration
Administration
Planning
Circulation
Community A<..tivities
Police
Fac1lities & Veh1cles
Fore~t, Parks & Beach
Public Works
1.00
6.00
8.oo
1.00
4.00
21.00
ITE Position
1.00
0.44
1.00
1.00
1.00
2.00
6.00
4ll
1.00
8.oo
7.00
1.00
1.00
o.6o
1.00
1,00
4.00
s.oo
29.00
17.15
Total Increase:
ITE
1.00
1.00
1.00
' 50
4-86
(,()0
Total Changes:
Reassig!led P ~si! ions
H~manResources
Human ResoUices
lAdmin istrat~e-Servic;s
Admin r ~trative
Senrices
!City Council
*Previously Adjusted
--
City Co~ncil
Administration
--
-- - --
HR Analyst
Human Resom ces Manager (New)
- -Executive Ass istant

E>.ecutlve Ass1stant
---
--~1.0~
1.0~
1..--0.')0 o .so
1.00
0.')0 ~ --~~0 so
1.00
--
- ----
s
s
7 50
J.OO
o.so
1.00
0 50
s .oo
25.86
8.71
s
s
s
$
30,000.00
127,500.00
52,428.00
40,86o.oo
34,232.40
52,428.00
37.524.00
89,844.00
36,612.00
18,soo.oo
24,318.oo
1,108.00
595.35440
2 93
87.42s.6o
900.00
s
s
s
1.00
1.0~~1
Exhibit "B"
Position Detail
201.4-2015
Position
F):'
~gram
Title_ _
Administration
Administrative Services Director
--~--- - - - - - ----~
-- ~ .. -~---- -=.....
Administration
------------.
----~_9m_i~_tr~~!ve~~f".-~<:_e~ - _____ _!inc:n~ --- ______F~':l!~~ S_pecia!i~t____ _
~n~<:e
Finanftc,: M..2!2~ger
Finance _
~~nance Analyst
Human Resources
HR Analyst
Human Resources
~
Human R~urces Manager (New)
Human Resources
Finance Specialist
Human- Re7 our.ces Ad~in'Tstr;ti ~e Service~- c o;;:"ciG'iator
Information Technology
Information Systems/Network Mgr.
Mmw~s!i!;ati~~ ~~~s
FY 2015-2016
I Position
FfE
-~-
--
1.00
1.00
----- -
1.00
---
_
1
l.OO
- 1.00
..li1frm~..t:~n I.ec~_~]om_: --=~1_1,omat~ci Systell}~ T~ch:
~~ty C:~~ci!_
City Council
City Council
Legal
S:!!Y!>dministrator Office
Citv Administrator Office
City Adminis!!~to~ Office
City Admhti,.<>tot Offi
FfE
City Council
City Council
oty."'c~~cit
City Atto rney
Administration
Administration
Administration
Adminisi:Pation
Administration
Administration
City d"k
City Clerk
s.oo
-~~y~r_ _ __
Council Member_ _ _ _ _ _ _ _ _ _ __
j-.00 .
&'~tiv;-A.s;i~tant
5.00
__
city- Attorney
1.00
1.00
1.00
City Administr~!~---------~,------Asst. City Administrator/City Clerk
Director of Contracts and Budget (New)
1.00
1.00
Executive Assistant
1.00
1.00
o.so
o.so
1.00
1.00
Office Assistant
_ _100
-_
o.6o
1.00
o.6o
-- --- ------- - - - City Cl" k
1_ _1_.oo
1.o~~--~~~---1.o~,
1.00
6.60
9~ Adminis!f.~'?r Offic~--Depu_ry City Clerk _ _ _ _______ - - - - -~~ _ _:_-~o- ____1.o~
1.00
LOO
1.00
1.00
~-~~i_ry ? lan_
n ing & Buildi~.!L_ Plan~~g___
Planning and Build~g Se~ices Dir.
_
Planning
Planning and Building Services Mgr.
Communitr Planning & Building
Planning
Senior Planner
1.oo
1.00
2 .00
1.50
Comm_unity Plannin~-& ~uildin_
g__ Plannin&__
As_~<?_ciate Planner
__
1.oo
1.oo
1.oo
1.oo
CommunityPlanni_?g&Building __ _P~~~i~ ------- FinancEE_~~c_ia~i~!_ _ _ _ -~ _ _ _ __ __ ___ _ _ _ __ __ _ ___ _ __
Building
Building Official
1.oo
1.oo _
1.oo
1.oo
~?~;;:;un~~-~~~ni~& &.?U.~El~i=~~R?L_
--- ~~I!.J!:chnician
--~- -~ ~::_<?_o_-= 1~o~~. -
-I:oo_
CP&B
Admin Coordinator
1.oo
1.oo
1.oo
1.oo 1 6.50
Administration
Library Director
I.oo
1.00
_ 1.00
1.00
--=
(3-73)
1.00
-- -
(o.5o)
o.56
--
2.50
I_
--=-
---==-=--
- - - - - - - - - - - - --
Jo.o -
---------------------
I~r~ry_~-~~~~~!ty_~~ti-~~~~-==A~~!n.~~~~-t).?._~:~ =---Qflf.~_;&"!.~~~~~--~-
--
--
- - -----
0.50
- -
----~~~?... ---~0.~~?-. ~ ~:.?.o__=-~-3o__

Circulation
Circulation Supervisor
1.oo
1.oo
1.oo
1.00
Circulation
___
Library Assistant
6.oo
4 .11
6.oo ----:t.86
~!brary ..~ C_O~J!l~ni~ ~<:_~ivities ____ !_:_<?_~~~ _Iii~~!_ _ _ _ _ _
L~!:~:_i~r:.!_I___ ____ _ _
_
___ -~~? ___1:9.~- ___ 1.:~.? . _ --~:.O..o
I-ibrary & Community Activities
Reference
Lib_r~rian II
_ _ _ _I:~~ _ _I ~c;?o___ 1.oo --- 1:.00. ..
I-ibrary & Com_!!lun~ Activities
Reference
Librari_?_n I
_
- --- - - - ___ _ _
_ 3..:.~o ----~o?_ _ _3.00
1.0_~
!:_i!?!"aEY & C.<?_~~ unity Activities ____ Y?.ut?_~rvi~
_l_:ibr~~~r:}.!_
. _ -~oo_ _ _ !~~- ____ ::_o~ ---L~~
ILibrary&C~mmunityActivities
Youth Service~ ----- Lib~~yAs~- _ _ _ _ _ _ __ _ _ _ _2:_oo __ - ~-;8___2_:0~ ____ :!
12.40
0.75
Exhibit "B"

Library ~ ~~mmunity Activities
Library_& Commun!!x Activities - _Co~munity Act~ities
_Public_s~e!)'__
Public Safety
-Public Safe!}:
Public Safety
I-Ambulance
~icSafery
Public Safety
Ambulance
r------Public Safety
Ambulance
c----- - - - --Pu~~c_Sa~!Y_ _ _
Fire
Public Safety
Fire
Pubi~__s_a_i.~--------- _ Police
~_lie ~--Police
Public Safety
Police
Public Safety
Police
Police
Pubjic..e~!Y _
Public Safety _
Police
Police
_PubJi.cJ~~ety _ ..
Public Safety
Police
Public Works
Facilities &Vehicles
Public Works
Facilities & Vehicles
- --- - - --- Public Works
- ---- - - - - - - - - - - Public Works
-----
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
- - - - -- - - Public Works
Public Works
~----Public Works
Public Works
- . - - - - - -
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
-~
EMT-Fire!l_g~~r
_!::_~gine
-- ---
---
------------
- -
c_<?....mpany
Commander
Sergeant
Corporal
Police Officer
Police Officer Reserves
Public Services Officer
Community Services Officer
Community Services Asst.
~pe cia l Projects Manager
Project Manag~ ______
Facilities Maintenance~gr.
Facilities Maintenance Specialist
City Forester
Assistant Forester (New)
Tree Care Specialist
Forest Care Worker
Maintenance Worker
Maintenance WorkWJGardener (New)
Public Works Director
Public Works Superintendent
Street Supervisor
Senior Maintenance Worker
Maintenance Worker
==
-~
Gardener
-
1.68
~--
Command staff
----- ----
---------- -- -- -----
------------- - - - ---- - - - ---
- --w- - - - - - -
- - - - - - - --
1.00 ------1.00
1.00
- ------ 1.00
-r--- ).00
3-00
3.:..00
_
__
3..:~ --
J.~aE_<;_~~E_~cialist
Community Services Asst.

2.00
1.00
1.50
o.so
1.00
1.00
Office Assistant
-------
- -1.00
- - - 0.18
-Class Instructor
0.18
- - - - - -- -1.00
-Public Safety Director/ Police Chief
1.00
1.00
1.00
1.00
1-- ----- --------Administrative Assistant
------ ----Paramedic-Firefighter
6.00
6.00
6.00
6.00
2.00
8.00
2.00
7-00
2.00
2.00
8.oo
7-50
3.00 - - 0.72
- _ 1.:..?.._ _ 0:]7. .1 - - -=
6.00
6.00
6.00
6.00
- -r-- - - - - --3.00
:?.00 - 3.00 _ _ 3.00
-
1.00
1.00
1.00
1.00
1.00
1.00
----------- --- - - - - - - c--- - - - - -- 1.00
1.00
1.00
- - -- 1.00 - -1.00
1.00
1.00
1.00
1.00
o.so
1.00
1.00
1.00
1.00
1.00
o.6o
1.00
1.oo
-.
1.00
1.00
1.00
0.50
1.00
1.00 - - -- -1.00
---- 1.00
1.00
1.00
1.00 -- 1.00
-- - - - - 1.00
1.00
1.00
1.00
----- 1.00
1.00
1.00
1.00
5.00
400
400
500
- 1.00
2.00
1.00 ...._
1.00
~
30.22
0-45
3-00
1.00
4-00
0.40
10.00
1.00
____
-- -- - - - - - -
-~--
1--- - - - -
TOTAL
95-00
82.47
96.oo
---
85-40
Bs-4
2-93
Exhibit "C"
Assistant City Forester
Definition
Under administrative direction of the City Forester, to participate and supervise a City-wide
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 City's urban forestry plans; to prepare
and implement a public information program to protect and preserve the City's 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:
Schedules and supervises, as well as participates in, the inspection, planting, removal, pruning,
trimming and maintenance of trees on City property.
Supervises the trimming of trees by public utilities for clearance from utility lines.
Instructs personnel in good forestry practices.
Inspects trees for pests and disease and schedules spraying or treatment operations.
Keeps abreast of developments of insecticides, fungicides and herbicides.
Diagnose tree and plant diseases.
Undertakes chemical tests of soil to detennine treatment needed to promote tree or plant health
and growth.
Prepares budget requests for forestry programs.
Supervises maintenance of tree and plant nursery stock; requisition and purchasing of materials.
Uses safe working methods in operation of equipment.
Implements a public information program for forest resources, prepares press releases and public
information.
Preparation, maintenance and implementation of forestry management plan, to include tree
trimming and care, site improvement, tree plantings 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.
Drafts reports and prepares contract specifications, solicit bids, monitors contract work in the
field.
Administer payments to contractors.

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 trimming 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.
Modern supervisory methods.
Operation and maintenance of power equipment and tools used in tree work.
Skill to:
Operate 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 City's Tree Protection Ordinance.

Prepare contract specifications.
Schedule, supervise and participate in the work of several crews.
Make chemical tests of soils.
Ability to: (cont.)
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 fmancial 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:
Four years of increasingly responsible experience in forest preservation
Training:
Any combination equivalent to an Associate's Degree in forestry or related field, including
courses in arboriculture and horticulture, specializing in urban forestry
Licenses or Certificates:
Certified Urban Forester certificate is desirable.
California Certified Pest Control Application License is desirable.
Range: 296
I $66,420
I $69,768
I $73,224
I $76,908
I $80,76o
Exhibit "D"
Director of Budget and Contracts
(At-wiJJ)
Definition
The job of Director of Budget and Contracts Administrator was established for the
purpose of directing City programs and financial services; providing information and
serving as a resource to others; achieving defined objectives by planning, evaluating,
developing, implementing and maintaining services in compliance with established
guidelines; responding to a range of inquiries regarding processes or bid status; and
achieving department objectives and goals within budget.
Exercises technical and functional supervision over the Finance Department and staff.
Examples of Important and Essential Duties
Develops or directs the development ofboth standard and non-standard contracts, legal
agreements, and other specialized services and arrangements.
Closely monitors departmental and district-wide accounting, budgeting, purchasing, and
financial reporting and management policies; purchasing and budgeting programs and practices
to ensure conformance with modem accounting and fiscal administration theory and practice
with State and Federal legal requirements and compliance with fiduciary responsibilities
Responsible for the preparation, maintenance, and control ofthe City's annual operating budget.
Prepares reports and recommendations related to the development and management of contracts
for approval by the City Council; drafts contract correspondence; prepares documentation on a
wide variety of contract development and management issues.
Analyzes a variety of financial information (e.g. revenues, expenditures, cash management, cost
projections, real estate, insurance, etc.) for the purpose of providing direction and support,
making recommendations, maximizing use of funds, and/or ensuring overall operations are
within budget.
Assists auditors in providing requested information for the purpose of providing necessary
documentation for completion of audit. Compiles data from a wide variety of sources (e.g.
vendors, staff, public agencies, etc.) for the purpose of analyzing issues, ensuring compliance
with a wide variety of purchasing policies and procedures, and/or monitoring purchasing
processes.
Evaluates order and bid documentation (e.g. requisitions, change orders, bids, etc.) for the
purpose of ensuring proper use of City funds in the acquisition of supplies, equipment and/or
services.
Examples of Important and Essential Duties (cont.)

Prepares a wide variety of materials (e.g. annual budgets, financial statements, reports for the
Auditors, City Administrator, Mayor, City Council, department administrators, etc.) for the
purpose of documenting activities and issues, meeting compliance requirements, and/or
providing supporting materials for requested actions
Monitors budget allocations, expenditures, fund balances and related financial activities for the
purpose of ensuring that allocations are accurate, revenues are recorded, expenses are within
budget limits and/or fiscal practices are followed.
Maintains purchasing information, files and records (e.g. Requests for Proposal, purchase orders,
vender files, etc .) for the purpose of ensuring the availability of documentation and compliance
with established policies and regulatory guidelines.
Researches financial topics and related legal issues (e.g. discrepancies, current legislative trends,
etc.) for the purpose of evaluating compliance requirements and potential implications on City
operations.
Prepares written materials and electronic financial information for the purpose of documenting
activities, providing reference, conveying information, and complying with established financial,
legal and/or administrative requirements.
Presents information on administrative procedures, services, regulations, etc. for the purpose of
training and orienting other personnel and/or disseminating information to appropriate parties.
Processes purchasing-related information (e.g. bid documents, tabulations, requisitions,
electronic procurement, product specifications, statements of work, performance terms,
contracts, etc.) for the purpose of updating and distributing information, authorizing for action
and/or complying with established accounting practices.
Researches contracts, suppliers, equipment and regulations, including evaluation of new products
for the purpose of ensuring compliance with budgetary guidelines.
Responds to inquiries from a variety of internal and external sources for the purpose of providing
information, direction and/or appropriate referrals.
Perform related duties and responsibilities as assigned
Knowledge of:
Advanced methods of financial analysis and projection techniques, report preparation and
presentation.
Advanced principles, practices and terminology of budgeting, accounting and financial record
keeping
Competitive bid laws as needed to ensure the City's purchasing is in compliance and to ensure
appropriate bids are announced and awarded.
Functions and purchasing needs ofthe City departments.
Records management procedures in the Administrative Services Department as needed to
maintain accurate records and documentation of purchasing activities.
SkiUs to:
Communicate orally as needed to explain policies and procedures, discuss budget procedures
and/or problems with staff and management, vendors, and other department personnel.
Read and understand complex legal and technical material such as laws, regulations, and
manuals.
Gather information and facts, analyze information and staff input and to make decisions
regarding department policies and procedures, operations, and long range plans.
Garner support and cooperation from staff and volunteers in order to implement the policies and
programs aimed at improving the department and its services.
Write communication as needed to prepare or review written documentation, develop policies
and procedures and prepare reports or correspondence.
Ability to:
Analyze problems, identify alternative solutions, project consequences of proposed actions and
implement recommendations in support of goals
Develop and administer division/program goals, objectives and procedures
Interpret, apply, and explain Federal, State, Local and District laws, rules, regulations, policies,
and procedures
Review and analyze complex issues, make decisions, develop implementation strategies, and
bring plans to completion.
Review purchasing methods and procedures to identify recommendations for improving the
purchasing system.
Establish effective working relationships with other employees, vendors, and the general public.
Ability to: (cont.)

Detect and avoid errors in reading and preparing reports, budget reports, bid packages, memos,
etc., for the City.
Make decisions based on factual data as needed to evaluate current progress and the success of
the budget/contract work.
Analyze situations carefully and adopt effective courses of action.
Perform mathematical computations quickly and accurately.
Compile and tabulate data and information and prepare summaries and reports.
Plan and organize work to meet schedules and timelines .
Maintain confidentiality of sensitive infonnation and data.
knowledge, skills, and abilities would be qualifying. A typical way to obtain the knowledge,
Experience:
Must have at least five (5) years experience in governmental buying/purchasing and contract
management including at least one (1) year of supervisory experience or an equivalent
combination of education and experience.
Training:
Any combination equivalent to bachelor's degree from an accredited college or university in

business, economics, accounting, finance or related field and five years increasingly responsible
experience in a related field. Master's degree, Certified Public Accountant license, or equivalent
is preferred.
License or Certificate:
Valid California Drivers License.

Special Requirements:
Essential duties require the following physical skills and work environment:
Ability to work in a standard office environment.
Adopted Date:
--------- - -
------------
Exhibit "E"
Maintenance Worker/Gardener
Definition
Under supervision, to perform a variety of routine unskilJed or semi-skilled manual duties
involved in the maintenance and repair of parks, forests, and beaches. Performs specialized tasks
in the care ofbeach facilities and parks.
Exercises no supervision.
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; 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.
Clean sidewalks and beach steps with water tanker truck.
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.
Perform planting, digging, raking, hauling, and related duties.

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 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 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.
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.
Possession of, or ability to obtain, an appropriate, valid driver's license.
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
I $44,112
I $46,296
I $48,636
I $51,048
I $53,604
Exhibit "F"
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.
Establi shes, 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 City's mission and City Council's 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 Department's 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.
Manages staff responsible for event coordination activities; ensures staff is adequately prepared
for event; ensures timely follow up for each event, including after act ion reviews and reports.
Examples Of Important And Essential Duties: (cont.)
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; so licits 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
profess ional 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.

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 impl ications 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, ereader, 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.
Ability to: (cont.)
Plan, organize, direct, and coordinate the work of professional, technical, and clerical personnel;
delegate authority and responsibility.
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, Jaws and regulations.
Exercise good judgment, flexibility, creativity, and sens itivity in response to changing situations
and needs.
Communicate clearly and concisely, both orally and in writing.
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.
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.

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
I $119,928
I $125,916
I $ 132,204
I $138,816
I $145,764
Exhibit
11
G11
Finance Analyst
Definition:
Under general supervision, performs complex financial analysis and manages complex financial
processes and operations. Perform difficult research and analysis as a staff assistant to study the
organization, procedures, administrative policies and practices of the department and to prepare
reports and recommendations. Perform related work as required
Exercises limited supervision over lower level and temporary staff.
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.
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.
Maintains inventory of fixed assets, maintains grant fund files and records, and assist with
accounts payable.
Processes timesheets; runs, proofs, processes, and transmits payroll; assists with payroll as
needed.
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.

Compiles financial data and prepares reports relating to grants, contracts and programs, and yearend 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 inhouse 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.
Business statistics and general economic principles.
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.
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.
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 knowledge,
Experience:
3 years of experience in administrative or operational research or analysis.
Training:
Equivalent to graduation from an accredited college with a degree in public administration,
business administration, economics, statistics, accounting, operations research or a related field.
Salary Range: 317
I $73 ,764
I $77,46o
I $81 ,324
I $85,392
I $89,678
Exhibit "H"
Deputy City Clerk
DEFINITION:
Under general direction from the City AdministratorClerk and/or Assistant City
Administrator, this position manages the day-to-day activities of the City Clerk's
Office, all aspects of agenda management, a s s i s t s w i t h administering the
City's election processes, serving as filing officer, records custodian, and managing
the citywide records management program. In addition, this position provides
assistance to the City Administrator and Assistant City Administrator in conducting
the managerial and administrative functions necessary to the operation of the City,
including performing complex administrative and other management analyses,
policy and fiscal analysis, monitor proposed and passed legislation, and perform
legislative analysis.
DINSTINGUISHING CHARACTERISTICS:
This position is established as a flexible classification with the ability to function at
either the City Clerk or Deputy City Clerk level.
SUPERVISION RECEIVED/EXERCISED:
Receives general direction from the City Administrator Clerk and/or Assistant City
Administrator.
EXAMPLE OFIMPORTANT AND ESSENTIAL DUTIES:
Under general direction, this incumbent plans, organizes and sets pnonttes to meet
critical deadlines and carry out day-to-day operations and activities of the City Clerk's
office; interprets and applies policies and procedures, governing laws to areas of
responsibility; prepares agendas and maintains records of all proceedings associated
with the City Council; administers oaths of office and schedules public hearings
before the City Council.
Administers and manages all City election, and aActs as resource for technica1/legal
information related to elections, Fair Political Practice Commission, records
management, and noticing requirements under the Brown and Maddy Acts.
Provides assistance to candidates and/or proponents of ballot measures,
initiation of public noticing and other requirements, written submittal of
certification of election results for ratification by City Council; accepts processes
and verifies proposed petitions.
Administers legally required procedures/regulations for compliance with campaign
financing and disclosure and conflict of interest regulations; serves as filing officer for
campaign statements and filing official for statements of economic interest; updates the
City's Conflict of Interest Code as required by law.
Assists in research, policy analysis, legislative analysis, and special studies in needed
areas, with recommendations for appropriate action.
Assists in the preparation, organization, printing, and distribution of the agenda and
agenda packet materials for City Council and other meetings.
Assists and provides support services to the City Administrator and Assistant City
Administrator in planning, organizing, and directing a variety of City services and
activities of City departments and programs!; relieve the Assistant City Administrator of
day to day routine associated with the operations of the City Clerk's office.
Assists the public in answering questions or in handling citizens' complaints.
Receive City Council agenda requests and assume responsibility for the preparation,
organization, printing, and distribution of the agenda and agenda packet materials for
City Council and other meetings.
Transcribe all official proceedings and prepare official minutes of proceedings for
signature.
Assumes responsibility for the publication, filing, indexing and safekeeping of all
proceedings of the City Council; establish and maintain systems for the indexing,
organizing and filing of minutes, resolutions, ordinances, and other related documents;
maintain current books of minutes, ordinances and resolutions.
Maintains the City's Municipal Code; update amended Ordinance after adoption by City
Council; coordinate with departments seeking input for suggested Code changes.
Provides official notification to the public regarding public hearings including legal
advertising of notices.
Monitor the City's appointment process; maintain application books; contact applicants
and notify City Council and the public of pending vacancies; prepare draft Appointment
Policy and amendments to current Appointment Ordinances.
Research and prepare data for City Council, staff members, other governmental agencies,
citizens, and news media; answer questions and give out information on the telephone, by
correspondence, and in person.
Evaluate complex problems, develop a positive course of action, and accomplish policy
objectives
Receive, compile, and organize information for the preparation of correspondence,
documents, and reports as assigned; prepare a variety of correspondence, documents, and
reports; compose confidential correspondence, documents, and reports; maintain
confidentiality of information.
Ability to develop and implement a comprehensive Legislative Program.
Maintain awareness of constantly changing laws, rules, and regulations governing all
aspects of City Administrative Operations.
Monitor departmental expenditures; prepare purchase orders and process invoices for
payment.
Receive, publish, and hold bid bonds and related documents.
OWER JOB RELATED DUTIES:

Perform other related duties and responsibilities as assigned.
JOB RELATED AND ESSENTIAL QUALIFICATIONS:

{The following are minimal qualifications necessaryfor entry into the classification.)
KNO"'LEDCE/ABILITIE8/8KILL8:
(The follo'f'p'i7qg t~re t1 represente:tive
dotfies &/the positiort.}
st~mple
crf the KAS 's
necesst~J)'
to perform essential
Knowledge of:
Applicable federal, state and municipal laws and procedures, including election laws and
procedures, and political reform requirements; standard procedures and rules for the
conduct of meetings; and state legislative procedures.
Principles and practices of records management including records retention laws.
Practices used in minute taking and preparation.
Principles and practices of basic fiscal, statistical, and administrative data collection
and report preparation.
Modern office procedures, methods, and equipment including computer equipment
and applicable software programs,
including word processing,
spreadsheet,
PowerPoint and data base applications.
English usage, spelling, vocabulary, grammar, and punctuation.
Principles and practices of business letter writing, drafting of staff reports,
proclamations and other acknowledgements.
Legislative procedures and operations.
Principles and techniques used in dealing with the public.
Principles and practices of public administration and policy analysis.
Skill to:
Use modem office technology including computer equipment, copier/scanner. Type at
a speed necessary for successful job performance.
Ability to:
Properly interpret, explain and act in accordance with laws, regulations and policies.
Work under limited supervision within a broad framework of standard policies

and procedures
Use independent judgment, initiative , and good human relations and problem
solving skills in the application and follow through on decisions.
Understand the organization and operation of the City and of outside agencies
as necessary to assume assigned responsibilities.
Provide information and organize material in compliance with laws, regulations
and policies.
Assist withf>.ffeet the retention/destruction of official records in accordance with
applicable laws and regulations.
Prepare official minutes, resolutions, and ordinances.
Prepare clean and concise written reports

Work under pressure and meet deadlines
Communicate effectively, both verbally and in writing
Develop and maintain good working relationships with City officials and good public
relations with the community.
Maintain confidential data and information. Independently prepare correspondence and
memoranda.
Compile and tabulate data and information and prepare summaries and reports. Plan and
organize work to meet schedules and timeliness.
Exercise good judgment, flexibility, creativity, and sensitivity in response to changing
situations and needs.
Certification as a Municipal Clerk is desirable. Certification as a Notary Public is
desirable.
EDUCATION, EXPERIENCE, AND TRAINING:

A typical way to obtain the
knowledge, skills, and abilities would be qualifying.
knowledge, skills, and abilities would be:
Education:
- -- Equivalent to graduation from an accredited college with a major in Public or
Business Administration or a closely related field.
Experience:
- - -Training and certification from IIMC, three years of increasingly responsible
administrative, supervisory, or specialized clerical experience involving taking and
transcribing minutes of meetings, maintaining complex records and files, and explaining
policies, procedures, and regulations to staff or the public including experience in a
City Clerk's Office. Experience serving as an Elections Official and conducting
municipal elections as well as experience as a Filing Officer for the Fair Political
Practices Commission.
Certification by the International Institute of Municipal Clerks as a Certified Municipal
Clerk is desirable.
Mental function: Includes reading, writing, mathematical computations, operating a
computer, problem solving, managing multiple projects, calmly handling complaints and
problems from irate citizens or contractors, decision making under stressful conditions,
and executing assignments within established deadlines.
Productivity: Incumbents must perform the work in an efficient, effective and timely
manner with minimal direction.
Mobility: Incumbents must have the ability to work in an office environment;
sustained postme in a seated position for prolonged periods of time.
Vision: Vision sufficient to read small print, computer screens, and printed
documents, and operate assigned equipment.
Hearing: Incumbents are required to hear in the normal audio range without
correction.
Environment: Normal office setting with required traveling by auto or public
transportation for training or job assessments. Possession of a valid California
Driver's License and satisfactory driving record is required.
Other factors: Must be willing to attend meetings outside of normal business hours,
and be available to work weekends and evenings.
Effective Date: October 2013
Exhibit "I"
Community Activities Assistant
ExeBlpt/At Will
Definition
Under general direction, performs a variety of responsible duties in support of the Community
Activities department; to assist in planning, organizing and coordinating support activities
operations and functions related to the assigned office; and to provide general information and
assistance to staff and the general public.
Distiagaishing Charaeteristies
Salary and benefits are subject to contractual agreement with the City i\dministrator.
Supervision Exercised/Received
This position reports to the Library and Community Activities Director, but is able to use
discretion and independent judgment under general supervision.

Coordinates the Special Event Permit process, including conducting and attending planning
meetings with special event organizers to interpret and convey guidelines for City event policies
and procedures.
Oversees administrative processes, requirements, and permits for all special event applications
ensuring compliance with governing codes and policies.
Serves on the City's Special Event Team, coordinates with outside agencies and internal
customers.
Determines fees and charges for all special events, prepares invoices and supporting
documentation, bills events, and ensures payments are collected; completes deposits.
Plans, coordinates and stages City-sponsored special events, festivals, concerts, and related
activities; serves as a liaison to said events.
Assists with pre-special event planning, identifies and anticipates the needs of events, and
provides on-site monitoring including set up and tear down of specific events. Duties may also
include posting of no parking signs, setting barricades, crowd control, and traffic assistance.
Evaluates strengths and weaknesses of all special events, measures customer satisfaction, solicits
feedback from all involved parties and the special events team. Schedules and conducts afteraction review meetings and implements changes and improvements.
Takes and transcribes minutes at meetings of designated committees and commissions; prepares
and distributes meeting packets; represents the assigned department in meetings and groups as
assigned.
Operates modem office machines and equipment; routinely uses a full range of word processing,
spreadsheet, desktop publishing other computer software applications and the internet, and has
the ability to learn and maintain proficiency in said programs.
Negotiates and monitors contracts for service providers, e.g., sound, portable toilets, trash
disposal, performers, vendors, suppliers, contract employees and barricades, for city-wide special
events while adhering to budget constraints
Orders, receives, inventories, stores and distributes supplies, forms, and related items; prepares
purchase orders.
Assists in the preparation and monitoring of departmental budget, including securing purchase
orders, processing invoices, and monitoring account balances. Maintains and accounts for limited
office funds including petty cash fund.
Prepares ads and public service announcements; coordinates with communications staff for
dissemination of announcements.
Manages, oversees, and distributes the master calendar for all City special events.
Coordinates and schedules use and/or rentals of City facilities. Performs duties related to facility
rentals, including giving out information on facility rental procedures and procurement of
insurance, following up when changes or cancellations.
Receives, compiles, and organizes information for the preparation of correspondence,
documents, and reports as assigned; prepares a variety of correspondence, documents, and
reports including those pertaining to confidential, sensitive, and other matters.
Establishes and maintains complete records and files including financial, budget, personnel,
operational and administrative records.
Performs all work duties and activities in accordance with City policies and procedures.

Possesses excellent communication and customer service skills.
Performs related duties and responsibilities as assigned.
Knowledge of:
Planning, administrative, organizational, scheduling, coordination, and promotional activities
related to the staging of special events, concerts, festivals, and related activities
Coordination of materials, services, and support systems required for staging special events
City regulations and policies regarding special events, risk management and safe work and
recreational practices
Project management and implementation
Negotiation and conflict management
Principles and practices of basic fiscal, statistical, and administrative data collection and report
preparation
Modern office procedures, methods, and equipment including computer equipment and
applicable software programs
English usage, spelling, vocabulary, grammar, and punctuation
Principles and practices of business letter writing
Principles and procedures of record keeping
Principles and techniques used in dealing with the public
Word processing methods, techniques, and programs including spreadsheet and database
applications
Practices used in minute taking and preparation
Basic mathematical and bookkeeping principles
Ability to:
Assess community needs for special event activities

Coordinate the planning, scheduling, implementation, promoting and staging of special events,
concerts, and festivals
Prepare and deliver oral and written reports, maintain activity records
Follow set spending levels and reconcile to budgets
Assist with coordination with other city departments for event support and services
Operate standard office equipment related to the position and operate a personal computer using
program applications appropriate to assigned duties
Work under pressure and make decisions using sound judgment
Display a high degree of customer service orientation
Attend to administrative details of several special event projects simultaneously
Convey information to employees, departments and the public in a clear and concise manner
Work with a team of city participants from various departments in the planning of events
Maintain courtesy and tact while dealing constructively with conflict
Display an attitude of cooperation and work harmoniously with all levels of City employees, the
public and other organizations
Communicate concisely and effectively- both orally and in writing- in the English language at a
level necessary for efficient job performance
Complete assignments in a timely fashion; plan and organize work to meet schedules and
timelines
Understand and comply with all City rules, policies and regulations
Maintain prompt and regular attendance
Learn the procedures and functions of assigned position.
Interact with public/community on a regular basis.
Learn, interpret, and apply pertinent Federal, State, and local laws, codes and regulations
including administrative and departmental policies and procedures
Work under general supervision within a framework of standard policies and procedure
Use independent judgment, initiative, and good human relations and problem solving skills in the
application and follow through on decisions
Understand the organization and operation of the City and of outside agencies as necessary to
assume assigned responsibilities
Respond to questions from the public and City personnel regarding policies and procedures for
the assigned area
Perform responsible and difficult administrative and secretarial work involving the use of
independent judgment and personal initiative.
Compile and tabulate data and information and prepare summaries and reports.
Maintain confidentiality of sensitive information and data.
Exercise good judgment, flexibility, creativity, and sensitivity in response to changing situations
and needs

Experience:
Two years of increasingly responsible event planning experience and one year of experience in a
position meeting and dealing with the public.
Training:
Equivalent to the completion of the twelfth grade.
Assignments require a valid California Motor Vehicle Operator's license. Individuals must be
capable of operating vehicles safely and have an acceptable driving record.
Essmtial duties require the following physical skills and work environment:
Ability to work in a standard office environment to include heavy periods of word processing
Ability to sit, stand, walk, kneel, crouch, stoop, squat and lift 50 lbs.
Exposure to outdoors and noise
Ability to travel to different sites and locations
Scheduling flexibility for evening, weekend, and holiday events
CLASS HISTORY
Adoption Date: November 3, 2014
Resolution Number: Resolution 2014-067

Revised: November 2014

Number: 06
SUBJECT:
CAPITAL IMPROVEMENTS PLAN (CIP)
BUDGETED?
YES
FISCAL IMPACT:
$3,754,000 {2015-16}
NOD
DESCRIPTION:
The Provisional CIP was presented to the Council and the community on 31 March 2015 and dispatched
to the Planning Commission for its state mandated review as to General Plan conformity. The
Commission voted 4-1 at its meeting of 8 April finding the CIP in conformity with the General Plan.
(Commissioner Reimers voted no; in her judgement the renovations being completed and planned for
the North Dunes are not in line with the General Plan and are "being overlooked to the detriment of a
sensitive habitat and one of Carmel's scenic treasures.")
As noted in the CIP text and in the Budget Message, the projects for 2015-16 are bifurcated into the first
six (6) months of the year and the latter months. The City Council would need to "trigger" the projects
for the second half of the fiscal year at its meeting of 5 January 2016 if the Cease and Desist Order is
favorably altered. If it is not favorably altered, I would recommend to the Council that the January-June
2016 projects be placed in abeyance and the monies assigned not spent in anticipation of the possibility
of water restrictions impacting the hospitality industry and thus, the City's revenues.
In addition to the fourteen (14) projects listed in the CIP for 2015-16, the Capital Fund will retain nearly
$1,400,000 for the pursuit and/or completion of projects in the 2014-15 budget that are not completed
or begun. Some examples of these projects include the parking lot wall at Sunset Center, the sidewalk
replacement at Seventh and Dolores, numerous minor projects at Sunset Center, waterfront signage,
and Del Mar landscaping enhancements.
Since the distribution of the CIP in March, the City has received, and the Forest and Beach Commission
has begun its review, of the Shoreline Assessment. The Commission's introduction to the assessment
was on 23 April 2015. The report identifies significant actions the City should undertake for safety and
aesthetic reasons. Staff will be working with the Commission to prioritize the needs listed in the
assessment and to identify possible monies. I expect that there will be some available monies from the
2014-15 CIP for projects that come in (or have come in) under budget. Staff may recommend that some
of those carry-forwarded projects be dropped and the monies redirected to shoreline projects. The
2016-17 CIP forecasts $500,000 for the commencement of work along the beachfront.
One of the municipal facilities with the most significant needs is the Police/Public Works complex. The
2013 Facilities Report prepared by Harris and Associates lists numerous deficiencies at the facility
including: roof leaks, structural concrete failing due to roof leaks/water intrusion, ADA non-conformity,
outdated electrical-plumbing-mechanical systems, asbestos, non-conformity to current codes and
regulations. Like the Forest Theater and the shoreline, remedial work can be expected to exceed
$1,000,000.
As noted in the CIP, no public monies are forecast for implementation of the Master Plan for the Forest
Theater once the "triage" phase is completed.
OPTIONS:
1) Approve the CIP as recommended by the Planning Commission.

2) Amend the CIP recommended by the Planning Commission, proposing alternate projects.
3) Direct staff to return in 2015-16 with cost estimates, priorities and funding options fo r shoreline
work and for the Police/Public Works complex.
RECOMMENDATION:
Adopt Options 1 & 3.

ATTACHMENT:
Resolution No. 2015-01
CITY OF CARMEL-BY-THE-SEA
PLANNING COMMISSION
RESOLUTION NO. 2015-01
CONSIDERATION OF A RESOLUTION TO DETERMINE THAT THE PROPOSED
CAPITAL IMPROVEMENT PLAN IS CONSISTENT WITH THE CITY'S GENERAL PLAN
WHEREAS, The City of Carmel-by-the-Sea is a unique coastal community that prides

itself on its community character; and
WHEREAS, the City has adopted a General Plan and Municipal Code that strive to
protect the village character through clear policies and regulations; and
WHEREAS, pursuant to Government Code Sections 65401 and 65402, the Capital
Improvement Plan (CIP) for Fiscal Year 2015116 was reviewed by the Planning Commission;
and
WHEREAS, the Planning Commission has determined that the proposed CIP is
consistent with the General Plan; and
WHEREAS, the detennination of consistency does not approve, deny, or modify any of
the projects outlined in the CIP; and
WHEREAS, the act of detennining General Plan consistency will have no impact on the
environment and is not considered a project requiring compliance with the California
Environmental Quality Act (Section 21065 of the California Public Resources Code).
NOW, THEREFORE, BE IT RESOLVED THAT THE PLANNING COMMISSION OF
THE CITY OF CARMEL-BY-THE-SEA does hereby:
Determine that the 2015/16 Capital hnprovement Plan is consistent with the City's
General Plan.
PASSED AND ADOPTED BY THE PLANNING COMMISSION OF THE CITY OF
CARMEL-BY-THE-SEA this 8th day of April2015, by the following roll call vote:
AYES:
NOES:
ABSENT:
ATTEST:
LEPAGE, GOODHUE, PATERSON, MARTIN

REIMERS
NONE
SIGNED:

Number: 07
SUBJECT:
MARKETING AND ECONOMIC DEVELOPMENT
BUDGETED?
YES [ ; ]
FISCAL IMPACT:
$160,000 (in play)

$306,528 (total amount budgeted)
NO
DESCRIPTION:
The budget proposes $306,528 for Marketing and Economic Development activities during 2015-16. The
City is a member of the Monterey County Tourism Improvement District {TID) and has contractually
committed to allocating three {3) percent of its previous year's Transient Occupancy Tax {TOT) receipts
to the District. Marketing with the monies committed by the member agencies is administered by the
Monterey County Convention and Visitors Bureau {MCCVB.)
In 2013-14, the City Council allocated $179,337 for regional marketing {Burghardt+Dore) and $40,000
for local revitalization programs {Chamber of Commerce.)
Last year, regional marketing monies were $120,000 and local programs $57,000. The Chamber's
allocation was $40,000 towards the operation of the Visitor Center and $17,000 for studies.
For the forthcoming fiscal year, the Chamber has requested $120,000 {see attachment.)
The Provisional Budget contains $160,000 in a line item called "Council Determination." There are no
specific allocations listed for regional or local programs.
The budget has been structured this way because I believe, based upon comments I have heard from
Council Members independently, that the Council needs a study session to discuss its intentions, wants,
desires for the City's marketing monies. Here are various comments {paraphrased) I have been told by
Council Members which has led to the recommendation to hold a study session:
1} The Burghardt+Dore contract, which expires 30 June, should be extended;
2) Because Burghardt+ Dore {previously Anda/Burghardt Advertising) has held the contract since
2006, the City should rebid;
3} The Marketing and Economic Development budget dollars should be redirected to the
"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.
The Chamber has requested $3000 for Centennial related expenses and $8000 for operating a shuttle on
Tuesday and Thursday of Car Week. Separate allocations are contained in the budget for Centennial and
Car Week related expenses and, should Council approve the requests, the funding could come from
those accounts .
OPTIONS:
1) Determine allocations for regional and local marketing efforts before budget adoption;
2} Increase and/or decrease the Marketing and Economic Development proposed allocation and
determine the assignment of the remaining monies, if any, to regional and local programs;
3} Schedule a study session for Council and community discussion; provide staff direction on
bidding or the renewal of the regional marketing program; allocate the monies between
regional and local efforts;
4} Schedule a study session for Council and community discussion; do not allocate monies until
determination is made on bidding or renewal.
RECOMMENDATION:
Adopt Option Number 4
ATTACHMENT:
Carmel Chamber of Commerce Budget Request
TO :
Doug Schmitz, City Administrator
FROM:
Graeme Robertson, Board Chair

Menta Potter, Chief Executive Officer
DATE:
March 24, 2015
SUBJECT:
Chamber of Commerce Budget Request
Enclosed is the budget request to the City of Carmel-by-the-Sea for the Carmel
Chamber of Commerce for 2015-16.
We are asking for funding for the visitor center, research and other project
expenses.
I. Visitor Center
Visitor Center Costs
2014
$132 ,071
2015
$133 ,526
2016
$136 ,000
Request for Vis Cent
$60,000
$66,000
$68 ,000
The amount requested represents approximately 1/2 of the cost of running the visitor
center for one year. The Carmel Chamber of Commerce runs a Visitor Center on San
Carlos between 51h & 61h which is open 7 days a week. The current annual visitor-serving
expense of running this center is $133 ,526. This includes:
Two part-time paid managers

Rent, insurance, utilities, phones, cleaning, office suppl ies
Computers , copy & fax machines, website costs
Distribution of Visitor Guides, Wedding & Relocation brochures, Wine

Walk passports, brochures, and event information
Visitor Center Stats
2014
# of walk-in visitors
# of phone calls
# of rooms booked
23,162
6,386
566
2015
2016
25,000
6,400
600
27,000
6,400
600
Utilizing research provided by the Monterey County Convention & Visitors Bureau for
2013, the average amount spent per overnight stay per party is $515 per day or $1495
per trip (Dean Runyon study).The 566 rooms booked by the visitor center represent
$291 ,490 per day/night or $846,170 per trip. While many of these visitors were already
in town and planned to stay here, some may have gone to another city or decided not to
stay overnight without the encouragement of the visitor center staff.
II. Research
Research/data is a critical element to supporting the marketing efforts of the Carmel
Chamber of Commerce, the City of Carmel-by-the-Sea, and the Hospitality Improvement
District Research attained during 2014 includes the report from Visa Vue which has
been shared with the Chamber membership and the HID board and hopefully will be
shared during a city council meeting
Additional research is planned utilizing Smith Travel Research and an intercept survey.
The STR reports will help to measure the progress of marketing initiatives compared to
other destinations with similar visitor bases. The intercept surveys capture the
demographics of visitors on the street.
These are the research vehicles recommended by the research department of Visit
California (formerly California Travel & Tourism Commission) to provide us access to
various research and expertise. This will help us benchmark visitor information in order
to evaluate progress of collective marketing programs and assist in developing key
messaging.
201415
201516
201617
Visa Vue
$5,000
$5,000
$5,000
Smith Travel
Research
$3,000
$3,000
$3,000
Intercept
surveys
$18,000
Visa Vue- international visitor cardholder counts and spending on Visa cards. This tells
us where visitors are coming from and what they spend.
Smith Travel Research- summary lodging metrics- this is the cost to acquire statistics
from Carmel and comparative cities of our choosing such as Monterey,
Yountville, Laguna Beach, Mendocino, Cambria, and Santa Barbara on a
monthly basis.
Intercept surveys- individual visitor interviews sampled four times a year to get
demographic/travel information which we select. (Amount based on a
similar survey conducted for Sonoma Valley.)
Ill. Emerging markets

Based on the research acquired from Visa Vue, the Chamber's marketing committee will
explore how best to reach visitors from China.
$10,000
$7,000
Translate and print a basic brochure in Chinese and other dialects if

needed
Partner with Visit California to distribute in China as well as locally at the
Visitor Center and other sites
IV. Traffic mitigation

The Chamber is willing to organize shuttles from the Carmel Mission to Carmel during
the Tuesday and Thursday car events in August, 2015. The estimate from National
Parking is for approximately $4,000 per day.
V. 100 Anniversary Project

The Chamber is organizing a 1OOih anniversary lantern project which will celebrate the
centennial and will also bring business to town in December, 2015 and December, 2016.
While project costs will be borne primarily by the Chamber and individual businesses,
the chamber is asking for advertising support of $3000.
OVERALL REQUEST for 2015-16: $120,000
2014-15
2014-15
2015-16
2016-17
Requested
Received
Requested
Requested
I. Visitor center
support
$60,000
$66,000
$68,000
II. Research
$23,000
$26,000
$8,000
Ill. Emerging markets
$17,000
$17,000
$15,000
IV. Transportation
$8,000
$8,000
V. 100th Ann Project
$3,000
$3,000
$120,000
$102,000
$
Total request
$100,000
57,000
We appreciate your consideration of our request. Please contact Monta Potter at

831 .624.2522 or monta@carmelcalifornia if you have any questions.

Number: 08
SUBJECT:
WARNING LIGHTS
BUDGETED?
YES
FISCAL IMPACT:
Unknown
NO
DESCRIPTION:
The "Warning Lights" Paper is not about revenues or expenses on the cusp of 2015-16; it is like the seer
peering into the unknown on matters a year - or years - ahead. It draws our attention not to what is
known---the number of budgeted positions, the costs of an ambulance, the delivery of books to shut-ins
by the capable staff of the HML---but to the unknowns that Carmel-by-the-Sea may encounter as it goes
rumbling down the corridor of time. These may not be situations of crisis that need our immediate
attention; however, they are matters that probably will impact the village and the municipal
government in the future.
WATER
The first is water, but alas, not the water situation that is the subject of the Cease and Desist Order. It is
the blood vessels of pipes owned by Cal Am that delivers the water that is the focus of the COO. To look
at the map and to read the correspondence that CaiAm provided to the City in February instills deep
concern: the cast iron pipes on Dolores immediately south of Ocean Avenue were installed in 1924; on
Monte Verde between Ocean Avenue and Eleventh----cast iron, 1923; Ridgewood Road, cast iron, 1936;
Scenic Drive, Ocean Avenue to Tenth, cast iron, 1933; Dolores north of Ocean Avenue, galvanized, 1930;
San Carlos south of Ocean Avenue, galvanized, 1927. According to information provided by CaiAm in
February, cast iron pipe has a "useful life" of 100 years; galvanized pipe a useful life of 75 years.
To read the narrative without looking at the map is even more harrowing. In Quadrant 2 (the Northeast
neighborhood) the pipes " .... range between 88 to 6 years since installation." For Quadrant 3 (Northwest)
" .... range between 99 to 14 years ....." Quadrant 4 (Southeast) " ... range between 91 to 6 years ...... ", and
Quadrant 5 (Southwest) " .... range between 91 to 6 years since installation."
At the current time, the only planned schedule of work by the utility in the village is: 1) the replacement
of sections of galvanized lines along Palou, Lopez and North San Antonio that were installed in 1914,
1915, 1920, 1923 and 1928 and, 2) the removal and replacement of cast iron lines along Lobos that were
placed in the ground in 1924.
CALPERS
Issues and Options Policy Paper #1 addresses the new "side fund" and the growing liability each year
out, for at least the next six years. The pension obligation swallows more and more discretionary money
each year, depriving the village of funds for services and capital projects.
JOB DESCRIPITONS AND SALARIES

The City of Carmel-by-the-Sea long ago left the era of former Mayor Gunnar Norberg who stated that
employees should pay the village for the privilege of working in such a glorious locale. As we have
prepared to commence recruitment processes in recent months, Sullivan Carey-Lang has found that for
most positions, the job descriptions are out of date and salaries are low. As part of this budget, Council
is asked to approve adjustments to certain job descriptions and to alter the sa lary ranges of several key
positions such as Information Systems/Network Manager, and the Library and Community Activity
Director.
Whether our cu rrent salary ranges impacted the recent recruitments for City Clerk and Human
Resources Manager is unknown. Both recruitments resulted in a dearth of qualified candidates,
especially for a community w ith the rich history and cachet of Carmel-by-the-Sea.
Once a Human Resources Manager is on-board, we will begin a comprehensive analysis of the job
descriptions and salary ranges attached to our positions.
THE FUTURE OF RETAIL IN THE VILLAGE
Former Mayor McCloud has addressed the Council on this matter, the "de-retailization" that
communities in developed countries are experiencing. With the growth of purchases on the internet,
with the cost per square foot for re nting escalating, what is the futu re of our downtown retail? Palo Alto
recently undertook an examination of this subject due to requests to convert ground floor reta il to office
from owners of mixed-use properties. A city that I am familiar with in the Portland, Oregon region has a
pending application from the owner of a mixed use project in its downt own to allow offices on the
ground floor due to vacancies and the lack of interest from retailers.
Carmel-by-the-Sea may be different, or, it may not be. Perhaps we should ask for the assistance of a
national planning group such as the Urban Land Institute to come to the village and undertake a case
study or, possibly it is time for the creation of a "2016+Score" Committee to look into our future in
2036.
THE POST OFFICE
We are all familiar with the importance of this institution in our community; it is our social center, our
community cente r, our domicile away from home w here we encounter friends. But, ..... w ith the USPS
running billion dollar deficits, with the usage of bill paying increasing on the internet, how much longer
will we have a postal station downtown? How much more time is left on the lease? Should we, as "the
City" be seeking answers so as not to be caught by surprise at some time in the future?

Number: 09
SUBJECT:
"GOOD CAUSES" CAMPAIGN
BUDGETED?
YES
FISCAL IMPACT:
VARIES DEPENDING UPON PROJECT
NO
(Not at this time)
DESCRIPTION:
Council Member Beach has proposed that the City initiate, in time for the 2016 Centennial, a "Good
Causes" Campaign to identify worthy efforts that citizens could contribute money towards. Donations
would be placed into a Deposit Fund with accounts identified for each cause. The monies would be
withdrawn for usage as the project proceeds.
A framework currently exists to handle the financial aspect of such an effort. There would need to be
identification of projects, prioritization of those efforts, coordination and scheduling of people-power
and construction .
If Council is interested in pursuing a "Good Causes" Campaign, the initial step could be the appointment
of a citizens group to work with a member{s) of Council and staff to identify, or work with the
community to identify, a number of manageable projects, cost estimates and timelines and to bring the
list to the Council for consideration .
OPTIONS:
1) Appoint a member{s) of Council to work with staff and create a charter for a citizens committee{size, role, duties, approval process, naming rights for contributors?, etc), and present the
charter to Council for approval.
2) Do not pursue the concept.
3) Appoint a member{s) of Council to proceed with the concept with or without a charter and/or
citizen's panel.
RECOMMENDATION:
Adopt Option Number 1

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,.

Carmel Beach - 1947

Saidee Van Brower

Establishment of PERS Fund

Proposed Equipment & Vehicle Purchases

What, Where, Why?

Capital Improvements Plan (CIP)

Marketing & Economic Development

"Good Causes" Campaign

THE ISSUES AND OPTIONS POLICY PAPERS

CAPITAL IMPROVEMENTS PLAN

ISSUES & OPTIONS POLICY PAPER

ESTABLISHMENT OF PERS FUND

ISSUES & OPTIONS POLICY PAPER

ISSUES & OPTIONS POLICY PAPER

PROPOSED EQUIPMENT & VEHICLE FUND PURCHASES

$567,000 (Amount in Fund)

ISSUES & OPTIONS POLICY PAPER

WHAT, WHERE, WHY?

Community Services: Salaries reflect full-time Community Services Assistant (Perotti.)

ISSUES & OPTIONS POLICY PAPER

Assistant Forester (Range 296}

Deputy City Clerk

Information Systems/Network Manager

Staff recommends the following adjustments to the range as follows:

Recommended Range: 403

Adopt Option #1.

Title and Salary Adjustments (Exhibit "A")

Building Maintenance Worker

Title and Salary Adjustments

Increase to: S53,796 (Range 244, Step 2)

Removed Positions/Decreased Positions FY 2015-2016

Added Positions/ Increased Positions FfY 2.015-2016

- -Executive Ass istant

..li1frm~..t:~n I.ec~_~]om_: --=~1_1,omat~ci Systell}~ T~ch:

----~~~?... ---~0.~~?-. ~ ~:.?.o__=-~-3o__

Library & Community Activities

Library & Community Activities

Community Services Asst.

Administer payments to contractors.

Other job related duties as assigned.

Enforce the City's Tree Protection Ordinance.

Ability to: (cont.)

Examples of Important and Essential Duties (cont.)

Ability to: (cont.)

Experience and Training Guidelines:

Any combination equivalent to bachelor's degree from an accredited college or university in

Valid California Drivers License.

Examples of Important and Essential Duties (cont.)

Perform related duties and responsibilities as required.

Methods, materials, and equipment used in general maintenance work.

Perform unskilled and semi-skilled tasks in a variety of maintenance activities.

Examples Of Important And Essential Duties:

Other Job Related Duties

Job Related and Essential Qualifications

Experience and Training Guidelines:

Travel to/from meetings and various locations.

Salary Range: 440

Examples of Important and Essential Duties (cont.)

Other Job Related Duties

Job Related and Essential Qualifications

Methods of reducing costs, improving productivity, and evaluating program effectiveness.

Communicate effectively, both orally and in writing.

Salary Range: 317

Carmel FY 2015-16 Issues & Options Policy Papers Book

Carmel FY 2015-16 Issues & Options Policy Papers Book

----~~~?... ---~0.~~?-. ~ ~:.?.o=-~-3o