City Proposed Budget Fy 2016-2017

City of Carmel-by-the-Sea
Fiscal Year 2016-2017

PROPOSED BUDGET
Steve Dallas, Mayor

Carrie Theis, Council Member
Jan Reimers, Council Member
Bobby Richards, Council Member
Carolyn Hardy, Council Member
Chip Rerig, City Administrator
TABLE OF CONTENTS
CITY ADMINISTRATOR'S MESSAGE

BUDGET SUMMARY
REVENUES & OTHER SOURCES
ORGANIZATION CHART
AUTHORIZED POSITIONS
PAGE 1
CITY COUNCIL
PAGE 2
APPOINTEES: LEGAL, ENGINEER, & TREASURER
PAGE 3, 4
ADMINISTRATION/ADMIN SERVICES
PAGE 5
MARKETING & ECONOMIC DEVELOPMENT.
PAGE 6
NON DEPARTMENTAL
PAGE 7
COMMUNITY PLANNING & BUILDING
PAGE 8, 9
LIBRARY & COMMUNITY SERVICES
PAGE 10
PUBLIC SAFETY
POLICE
PAGE 11
FIRE
PAGE 12
AMBULANCE
PAGE 13
PUBLIC WORKS
PUBLIC WORKS/FOREST, PARKS & BEACH/ FACILITY MAINTENANCE
PAGE 14 (1-34)
CAPITAL IMPROVEMENT BUDGET

POLICIES & GLOSSARY
M ~ r C.FFWE llOX CC
CAIU.Ifl- BV- n l..~r..A. CA :!;\~.: i
1 :H 1li'O !~XI
7 JLne ~016
Mayor Da,l;w.s and Members Qfthe City Co until

C:ity Ha ll
City o{ Citrmel-by-tfle-.Se-a
Mav-or Dallas and Council Mem bers,

I am pleased and honored to provide the revise-d draft 'Ope rating Budget and CaJnta I Improvement Pian
f<tr Fiscal Year :2016- 2011 for your -OOnslderi!tJOfl and 11.doption. Tl'i~ ~i.sl!!d draft Operating IJ.udcet
rern:alns bi!I~I\Wd ii!nd fillecf Wi~h >t:onsel'\'a! ve reve:nue es.timCJtes. an d e)(penditures. and refl ~s
ad~u:st.mem:s and preffmlnary C:ound l dlrerctlon since th!'!! budi;~l was Lmlially presente-d on 2 May 201&.
dfilft Operadn,s BU-dget serves as a rrollc:y document. flnanclal pla:n. aparatlcns. gui.de:, and
mmmunitatiO n$ dl!Vit::e. It lm:ludes six !}t!ttions. First is ttli:S ~udcet message that lndurles. a b\ldget
The
revl5ed
overview alld distus5lon of f<ev ~5\!es

The second' section prn\'Jdes rumm<~ry scncdule:s of the
propo~ed budget lnc:luding revi@'filJ@
t!>:l'endlt
u,.,e, staffing, and debt service oblisations. The third
1
.se<:tlolll lncvde5 page.s tha,t provi de ijiTI operi.ttlonal overview and some pertormanoe dlat~ for @Dch
dep.arrtn'll:!.l'll. Fo.urt h Is tllj,! list of f.nOpo5ad (apltdl r! XpE!ntiilure~ l:tla t Is nEl.i'l rlv ident1~:a~l to that reviewed
by t l'lP Ctty Counctl in M art"..h, with tJhe eli:CP.ption of one additlnnljil IT project. We a~"e lnch.!dlog tM droft
Capib l lmprovement Program budget vet"batim for U'IE! ibe;nefit of the new council. The fifth se~on
octudll!--s the Citys fin an~l porir;ies. The final sectio-n s a glo.sSG ry of term:s :tnd ;:u::mnyfl'n". The propos.e(f
budget Jrwd udQs $'22 m I~ liOn of r@IJQnu" and ~ q>I:H'Idltur es, or a tl'lree f>e:ICr:mt iMrt?ase over the Fi S:Ci!l
Year 2015-2016 Adopted BudgE!t, and is. de-sig;ned to best serve tile comf'llYJ'lity In a sustafnnblc and saf~
manner. Operatkl nalty, the ~udg..et focU!!.eS em tl'te contlnuinc theme of re buikflng ttle foundation of t he
orgaol:r.atlon~ whl e either ma n:t.1b1ing or enbancins thll!' same sertJ~ levels cf previous Vfl~ rs, and
m:;.intaining fis.cal prudt:!nce . Accardi nglv, t he revised draft budget c;:ontinues. nearly jtf'entic~lleveJs of
iJJ ... ~Stm~nt for market l ng pa rt:ll4!'rs a:s w'ell as the manage111ent or .Su n~@t C@nte... S.ta ff r ~u~sts that
Council p rovjd e !ipedfic dir~ction 011 these m"uers as well as fu ndtng fo r discretlo ni ry run dlng for
.specia Ieveflts .lind no11pmfit.s.
Consi!:tent with the C!h&mc of mbuiJdlnE the foundaUon and M ha1"1Cing !.~r-..k@.!.. twa !5:i{ilnifk anl
adjustments hav e ihe"en made ~Q I' he ~evis.ed d l"il Ft Opetatlng ~utlget. The first change- augments efforts
to rebu ild tlu! foundation and al oCCJt4!ts. $12.0,000 for re,plad ne the- citywide netwcd ~rvie!s and
creCJtlns; a redundant wc:;tem tCJ tle>lp s.idegual"d a.gajnst the loss of City d.a t41. Auamerntina stafflns: [OS.ts
b';' $27,000 to :.110'1.\1 tht! Man library tu open on Sunday as. W(!LI as atlding flo urs for consistency in
"Pe,~ttnil M:hedules of the two branch llbraJlt!ts. is the se-c-ond l!ldj ustment t hat Ite-rates tne theme of
enhancins s.ervic~s. OthE!r i:djus.tmenu. .are t ategorf:red as refineme-nt of the e:sli~miJtes. rre~nted In
May a nd mc:ludt! sueh itams as thE:!' Metnta~v 'Pe-n m:ula !Regional Wafer AtJlhotitl' JI'A memrbe~ip 1$10,000) ;md an adjustment (+$13,000] lo t he Mont~m',' Counry Convf!'ntlon and Vls~or Buffi.an.J to
refle-tt three per-~;ent of t he Gty'$ transient ocwp;mr.y til x:.
tn keeplllj wU;tl the City goal and objective of fisca l st.a llllilV~ (here incrnsecf expe nd~ture s. ar-e offset b\' a
projected increa.se in pt,opoerty ratx: rev-enue, resulting rn a balanced bucfgE'!L Corl'~s.JXIndin.g, as explained
In the revenue narrative, property talC' revenue has Increased from $5.8M to SS,9M. the
lnc~ase-
was
made possible when the fi nal large tranche of property taxes were received (after t he draft budget was
issuecJ) and we were able to increase the propert't' ta)( projections for ~iscal Year 2016 201?.
4
As explained in detail later in this document, total proposed capital investment is $3.5 mllllon Into
infrastructure. Althougtl we cootinue to undetfund replacement of our key pieces of building
lnfrast ruct ure, the passag~ o f Me:tsur~ 0 PfOvldes an Income stream that significantly bolsters past
levels of investment. B-ased on t he vision of the City voters, and the direttion of Council, our proposed
capital expenditures are funded entirety from Measute 1), In t um, the operational budget Is almost
entirely funded usiQB sources that do not Include Measure D. I propose to enhance staffing by adding
four {4) positions: a fviH ime Code Compliance Coordinator, an Assistant City Administrator, :m
Environmental Compliance Manager, and' a second Capital Projects Manager. The Code Compli~tnc:e
Cootdinator would supplant the parttime contract work cuttently coordiJlated In the Community
Plannil"(g and Building Oepart menL The Environmental COmplfance MaMger would deal with the
myriad of regulatory storm water issues facing the Cirv. a nd the additional Capital Projects Manager is a
term limited (three year) position designed to address the bac.:klog of incomplete capital improvements.
4
REVENUE
Revenues are projected to rise moderately during Fisca1 Year 20162017 mostly due co lnc:.reased
property taJ(eS and marelnalfy looe.ased translent occupancy taxes.
Actual
FY1415
Property Taxes
Transient occupancy Tax
Sales Tax (Bn~d leyBu ms)
$
$
YOY
Est. Actual
5,100,335
5,593, 689
2,197,810
FY1516
5,470,998
5,929,332
2,288. 741
Budget
FY16 17
lnc:r.
YOY
I ncr.
7.1%
5,905,000
8.~
6.~
6,103,754
2.9%
2,350,000
2.~
4. 1"
Projected revenues do not include any modification to fees for servi~e that is ~urrently being studied bv
t he City and commurdty.
EXPENDITURES
Expenditures can b~ classlfied in the following way:
of Expenditures
Operoting Expenditures
capltallmptovements
Marketing.. Sunset Center. COTA
Cl assi fiG~ti on
$ 17.6 M
$ 3.5 M
$ 1.1 M
We have proposed a significant tr.llning budgel increase fo r naff, boafds ond commi!>Sion, as ~~~ as
Council based oo the number or individuals in new positiOns as well as the perceived dearth of
investment in the pasL The citywide training budget for Fiscal Year 2016-2017 is $11S,840, an increase:
of $87,000 over tht $28,500 in the current nscar yeat's budget.
TM City will incur tlsing expenditures in rwo significant areas. The retirement co ntributions made to
C'aiPERS that started the current fiscal yeilr ($559,56?) will be Increasing to $671,449, an lnete:asc of
$111.&82. In addition, the City's woc1t.ers com~nsatlon premium wHI be: increasing from S4.SS,600 to
$555,801. an increase of $100,201.
OTY GOALS AND OBJECTIVES
The City council, has uadltionally csc vetopcd goals a nd objectives on an annual basis coinciding with the
stare of the budget cvde. The previous Citv Councn adopted objectives and key projects identified
below. I would like to conduct a workshop retreat in the near future to similartv develop goals a nd
objectives tor the current Council.
COMMUNITY CHAAACTtR
Prosetve the community's beach, park, public space, and fofest assets by having thoughtfuJ
policies, public dialogue1 and active partnerships with community groups and strategic
partners.
f'reserve and maintain village cha ractet In Carmel through dear land us.e potid~s. appropriate
zoning regulations, detailed design guidelines, and eq ult<~ ble and consistent code compliance.
Promote community cleanliness to protect, conwrve ;md enhance the unique natural beauty
a~ resoutces or the village.
ONGTERM VITAUTY
E)(amine new (evenue sourct:!s 10 suppon services to the community.

..ocus on mafkeung tM tommunlty as a Cltsti.MtJOn for ovem1gnt VI SitOrs, oouuque
conferentes, i nd ecotourism.
Assume a leadership rote in developing a long-term solution to the reg1on~s water supply.
0RGAN12ATtONAL EffECTIVENESS
Enhance organjzatlonal pe rformance through implementing a sttucture that is responsive to

meeting Internal operatiooal needs and objectives and the delivery or hlgh-quaflty customer
service.
Focus on accountability, efficiency a nd q uality customer service through the individual
pertonnance o f employees. connecting their work to the business and strategy of the
organization and create a performance process that will ensure a nd promote the goals of the
organitatlor'l.
FISCALSTABILITY
financial tr.)dtoffs lnvolv~d in analyzing business de-cisions whNher

suategk~ operationat~ or financial.
Ptoll'tOte efficiency throuah an organlza1ional culture chat identifies and implements pcocess
improvements a nd strives to develop more effrdent methods of providing service and utilizing
taxpayer dollats.
Routinely <:ompau! cost-s and effects to assess the e)(tent to which a service detive.y decision
can be regarded as providing value ror money. This Informs dedsJon-ma1ters who must
dete rmine where to allocate limited taxpayer tesources.
Pay attention to
t~
CAPITAl IMPROVEMENT PROGRAM OVERVIEW

The City's Cap~ I Improvement Program (CtPI fs a budgeting and strategic pl:an.ning tool intended to
address t'h~ City' s C3f)ital needs and is ba$td on public benefit$ availabla funding, and funding
restrictions,. It is guided primarily by the City's mf.ssion statement, os enunciated In Ordinance No. 96, as
well as a series of contemporary poliCy documents.
Similar to the operating btldget, this year, the list of specific. G:C~pftlll projeas propo-sed for fuMing is
intended to rebuild the founda tion of the orga niution enterprise-wide to address: 1) deferred
infrastructure and naturaJ asset ma intenance a nd Improvement, lj deferred .structural facilities

malntenanGe and imptovement.. and 3) deferred fnvestment in overdue t.e<:hnologlcal systems..
Focusing on the foundational aspects fn these areas will help to et'ls.ure that ruwre improvements and
inve$tments ate buill on the most contemporary systems, and that unnecessary future expenses will oot
be Incurred. For example, st-aff proposes employing foresight aod emplrk.al analysis to ov~rlay certain
street segments now, iMtead o f having to reMbuild the same in the future. Staff also propos;es to update
our (Omputer svstems: to add effic::iency 3nd transparency to our work, lnsteactof contlnuhlg to patch
together disparate systems that have lost their usefulness and/or are challenging to maintain.
Tht> fiscal value drtvef'S overlaying each of the specific project recommendations are intended to
provide: l) efficiency throughout the organization .and $Uppou for processes thilt provide effective
ser"Vice utiltzl.ne taKpayer money, at1d 2) appropd:ate spending of Measurto o funds consistent with the
voterapproved initiat;ve.
AUGNMENT WITH GOAL AND OBJECTIVES
The list of proposed capital improvements support o ne or more of the following (Ommunity objectives
established by t~ Ory Council at Its Janvary 5, 2.01S Spcci-.;J:I Meetrng: 1) CharilctCf' Presel'\laUon, 2)
Organizational Effectiveness~ and/or 3) tongTerm Economic Vitality and Sustainabi.lity. Below are listed
the three objectives with brief key lnitiati\e des.criptions for each, as wen as examples of the CclPit.ll
projects that are- planned to achieve the obje'cli'les.
COMMUNITY CHARACTER
In order to support the objective of preserving community character, Coum:il adopted an initiative that
includes pr('str'Vation and enhane:etnent of the ~~ch.. parks. publk: space, and fo tcst 3SStts throu&h
thoughtful poticies, public dialogue, and active partnerships \vith communitY groups and strategic
partners. The Counc~l dll'<!cted staff to worlc to prescf\'e aod maintain the Villaae chotact~r and ptomote
sustainability of t he City through dear land use policies, appropriate zoning tegutations, detailed design
guidelines, and ~qultabl t and ooMistent code complian<e effotts.
Sp~dfic proJeCts
that are proposed to s.upport meeting this obje-ctive ~re necesS-(try improvemenu ;;~t
Sunset Center and both lfbrary buildings. Also includ!!d are the Implementation of the Missio n Trails
Nature Prtservt Master Plan, dune habitat restoration, and Scenic Road landscaping and pathway
improvements. These projects will preserve and enhance both the built and natural assets of the Village
.and enhance and I)(Ornot~ the social and e(.()oomic wellbting of the community.
ORGANIZATIONAL EFFECTIVENESS
The second objective identiO~d by council was a focus on orean1ntional effectiveness achi(!ved through
build Ins a n institution that enhances perform.ance, delivers high..qualitycustomer se.rvice, and meets
inte1nal operational objectives. Staff has uncfettaken meeting this obJective through tl'le use of policy
planning and management systems to continue to drivE! th~ organizat ion to meet adopted Council goals
by the most effective meall$ pOS$Ible.
Projects th.itstaff proposes to meet this objective include: t he imp1ementatjon of an agenda a nd
recordsmanagement system to automate and redu<e agenda packet pteparation time and distribution,
as well as inctease t ranspa rency and access to government work; several information systems upgrades,
a part of the key "'rebuikllng"' ptojects, which will provide the Citv with a more secure and .stable
Information lnfrastmc;ture on whith to build in future years; and new City of Carmel bythecSea website,
which wm represents a halhnsrk project under thisorganilational goal. Importantly, staff also proposes
a replacement audiovisual system f.n the Council Chambtf to provide better accessibility of public
meetings to the viewing ooblk.
LONG-TERM VITALITY AND SUSTAINABILITV

The. third key goal adopted by the Council was to support the long-term vitality and sustainability of the
organization. Although this goal is wide rai'lglngln Its scope, the focus Is retaining a sustainable and
reglon.alfv vital community. It directs the City to effectively manage fe'll@'nue source-s to support service-s
to the community, focusing onl) enhancing the qual1ty of life for residents, 2~ marketlng th.e community
as a destination for the arts and ecotourism, 3) maintaining a regional community leadership role, and 4)
promoting the City for the sodal Md economic \veiJbetng of current and fulure generatloos.
The profectsund ertak~n to meet this objective are those that enhance the natural beuty of our built
envtronment, ensure the s.afety of the Crty's assets, and repair and maintain infrastructure including: a
significant investment in pavement $814,000, which is supported by empirkal data from the City's
pavemem management system, as well as more subjective measures such as roadVJav appearance and
trafflcvolumes,lnstallatiOJl and utilization of an irrigation meter on 4 111 Avenue for landscape watering,
rebuilding of beac:h stairs and repair/replace shoreline landscape barriers. and the des!en for s.VgnificMt
repairs and r!!novatlon that are long overdueiit the Polft-e Department facility.
CAPITAL IMPROVEMENT PROGRAM SUMMARY

COMPLETED PROJECTS
The Oty will ha~ completed 13 projects by June 30, 2016 including:
Suns.et Center Roof Repairs

carmel 'fouth Center Repairs
Parking Management Study
Sunset Ce1ller Parking l ot \V-all
2015-2016 StreN~ and Qoad Proje-cts
Carpenter Street Drainage & Paving
Forest Theater RenovatiOn
North Dunes Restoration Year 1 of S
Sunset center Planter A.econstn..u:tlon

2016 Sidewalk Repair
Dolores Streel5id~wa l k
Streets & Roads (PG&E Related)
$unset Center Master P&an
NEW PROJECTS
fourteen new projects are recommended for fund ing. The fist include$:
Scenic Road Landscaping Priority Ateas

20162017 Stre e ts and Road Projects
MissiOn Trail Nat ure Presetve.. Improvements

4111 Avenue irrigation Mtter
Dunes Habitat Restoration- Y~ar 2 of s
Police Department Renovations
Beach Stair Maintenance
Park Branch libr ary HVAC System
Main library Heating System
Shoreline Landscape Barrier
Park Branch library Painting-Interior

Park Branch library Carpeting
Sunset Center Awning
201617 Sidewalk Repair
In addition to the 14 (new) proposed projects listed below, staff recommends that we carry OVN 10
prevlously-appfoved projects-. None of these ptojects require any additional funding. The list iodudes:
ADA Study
Ocean Avenue Median
Facilities Safety Maintenance
VIsta Lo-bos Roof
1>1 Murphy House Painting
Fotest & Beach ~ntennlal Marshall Plan
Sm11ll Water Projec-ts

Fire Beach 8o:tskets
Shoreline Assessment and
Implementation
Pat\ Br'atld'l Basem ~nt Restoration
tisolate and abate hazard)
Staff is proposir'!S to earry--ovet etght (8) projects wtlfch fequfre additional fundii'IS to oomplet~. The
projects include:
Polite Dept./PubliC WOr'kS
Roof/Patio Rept.acement
Sunset Center Railing Repli!r.ement
Sunset Center Ramp Construction
(de.sign only)
Su n~t cemer Door Replacement
BikeW<Iy Projws (Larson/Rio Pork Tr'3il..
permitting onlyJ
Mission Trail Entrance (Movntain View
enttance)
Mis,sion Trail Nature Preserve Invasive
SpeCies Removal St\.ldy
Waterfront Area Signs (Design only)
Total
$ 51,438
33,350
10,000
$ 25,000
$
S$000
55,000
$ 50,000
$ 12,000
s 241,788
Many of the proposed and existing proJects \Viii be funded with MeasureD, and supplemented by the
General Fund, PEG funds, Traffic Safety Fund, and Road Impact Fees. Council will SC!<' general buHdlng
maintenance fund ing for seve.ral facUlties, Including Sunset Center, as progf<'Jms in the upcoming
operatln,g budget. Stiff will also identify the Pacific Gas and Efectric restitution for the street work we
completed as a result of theit mai1nenance neghgence as a tecelvable In the opetatlng budget.
6
In 2014, Lh!! City gtallfi:s'het:! a Sl!plilr.th! fund [the Vehicle and Equipment SJnkins F'undJ to deprecl.lrte
OPfTi!rrn ii!;Sets soch as VEhicles ;md equipment . Th~s mett.odoo.av p~m1rts the CIP tC) be- used for ~arger
projects that .are fixed as~e1s lhat also- ha\1 a ,f;tttilltf!, clirt!tt boer ~fir: lor mmmutlity memben. The FiStt~1
Year 20162017 draft budget and corresponding Cl P also propose.:;; t o f1.1nd sever.a I projects ancl vg.hidE:J:r.
totallns: $'738,500. utrll dns thl" fund .
Agenda andl R~:M:ards Management System
Poiip;: Training Veo
Suruel Ct.!fllCr Th~a Lr ctJ I Ughtmg b nd Pu\ver

Coundl Cll.a mbers AV UpgrJ de
Police
Citywide Mana~ed Sec'IJrity
Police Bo-dy Cam-eras

Poi i~De ()a ta Room and Main Library
,Qisa~er Rerove ry
Notwork S@ cutity
Ntlt'I.'Ork.lJpgr.Jdct
Citywide Servers
Annual De5ktop Computer- RepiQ1:em ent
Waterfront Area S.ign,;. ~Design onlvJ

City Website
Cl L'J'Wkle Ph.on~ Sl(s-tem Replac.emenit
de
fnvestigatio~
Vehicle
KEY ISSUES AFIFE"CTING THE' BUDGET

De"!IE:!Iapinjll and malntainif\g a balatllced !budget imolv~s a number of trade~fu. but oftel'l Jr.dude!-s a
h!mdful of key issues. Two key issues affectl"~ the City's; oodgN ate< r~vcnue torpc~li a~d t he coSt of
providing retirement bEnefits.
REViNUE TORPOR
The revenue lrom the City's 1hree primary revenue sourr;.es (~roperty tax, sates taoc.., and transJent
o.ccup~ncy tax] ~!i. projected to Increase $ 1,681,5$1 from tho Fi:u:&~l Ye1r 2015.- 2016 budge-t. However,
the ~e o f these aeiditi:Onal flln~$ must be pn,~dent. arid bet:au$e o t 1,:1nte11tai11 eco nomrc. -tonditions,
shcuk:l not he Invested m rccurrlns e_xp-ense-s.
Reveo~ sjrowth is arrocipilte(1j to be flat over ltle nelrt few yeitrs due to worldwide econom lc.
ul'\00r-ta1nly.
Tlus ll'll'>'C! nuc tter\d may re!!ult In conUI"'tJins ch"Ucnses to provtde n~nent levels or S~ervlcc to thil!' public
;n'ld wuld make increasing sel\lices, dfffkLJJt. Continuinlll dialojllue Wiith 'the communfty s.teiki::hchters w ill
be valuobtll to determine tl"e preferred Jew! of .servke ond potential ttadcoffs such as lntrca:ws. [r'Otn
eX).stio.g revenue stre~ms or developing oew revenue :sc;.u:rc:~s. We vtill wnr'k tlo~e ly ..,vQih the COIJI'lCii to
both monitor revel'l!ue~. all\d antlctpa te :si!1:5 of potential rev~l"lue stagnation,
llE11 REMENT SlDE FU ND

In the current yeat, Ct!IPERS mad~ c:hartgt!:~ to lh@ contnbutJOfl !iiructu~ of the stat.~wrde retirement
pan. Instead of raiS"il'l'g rates (tbat the Cit~ and ernplg.yee$ shillrel anv higher, they decided to reduce
r.ates in some instan~s and eslablish another sid(! fund for c:iti~s to pa'p' nto. Our OJtr~nt vear liability'
ftOr U1i1!' sid'e fund is S559.5'67, and wUI Increase Co $671,449 to, th~ comlrtg lbudRet ye.ar. CaiFli!FI.Si
continues to use fnvestmenl ~c;J:u.arinl calculal!iDn$ that ex~d si:x perct'!!nt '6%~ when c~~oufa1tlng each.
~gem:y's contrllbutlol'l rates. We believe this will be vel)' difficult for them lo a-chieve and expecL our
Jlabfli Ly fur thi:'i side funcl tp &nnw between 11) and 20 per(P.n t per year, until inve-:sfment p-eturns. aver.;~ge
7
greater than $ix pe-n:~tu (6%). Whd~ 'M~. at~ not alone In t his chaUenge, st;aH
sltuati~n ~nd anticipating inueas.ec;l side lUnd tontribut:iorts in our out years.
i~ prudently moF~Jittorin,g
the
These, and othe , dliii~len~e:5 , illu~trate ~he types of i$SUii!~ tile City's workforte f4Jt.eS ii!ntl the ne~d of tbe
organltatlon to furthef de.monstfate illecount.abliJty. ;a custom121 fCN::Us~ tJI'an!pill'r!ne,', ilndl @ffitiem::y.
Several initia tw'es. in lfle o per'illl:ing pi:an. demcnstr.ate the benefTt ot community pa rtne rships and sl!li!ired
services. The explGratiol'l of otner fundlJlR rnemanis:ms, the promotion of regio:n~l cooperation and
pubric-pr~Yate parlncrshi,ps, ilncf contin uc-d C'IJ lliJ~ ration with tl"\e City's workforce will be 1mporta nt
oomponent!i to ensuring a fiS(;(II~v su:sli! inijtbfe oo urse of action while m aintaininE servloes 01 nd
o:~mpleting projects In accotdan~ with the cnaracter of too village.
Thll! Flual YUI' 2016~2017 l"~'tilsed drllft OpeliltlttB BUdgN ~nd CIP JS Lh<! Oty staff's best t!ffurt It
delfverinR ~ nand~l pl;:m tQ the City Council th~t i~ c;onservativoe in its rproj!l}tted use ot e:xp;ell(!itures
while laylrlg ti"le sro..md wort fc r re butlding the Qt:y' s fo LJ ndiltlon of pl'lVSitO.I lnrrastnlcbm!~ pc-~!100~
a nd systems.
~
appredatG tlliel' City c:ourlcil's .sc.~ppon. of s.tafrs C!Ffotts and council's d!lig~.noo and th~~r takine a
In crafijng tfli5 b\ldget and it$ th-oughtful d~litH;!raticn Qf 'l}le l>udl!!et a111j :assoc;i.atec:f
polides.
lr:;:~oership rolii!'
BUDGET SUMMARY BY FUND TYPE

General
Revenues
Taxes
Franchise Fees
Fees and Permits
Fines & Forfeitures
Use of Money & Property
Charges for Services
Other Governmental Agencies
Grants
User Fees
Miscellaneous
Carryover CIP Fund Balance from FY15-16
TOTAL REVENUES
Transfers In - from TOT
Transfers In - from Gas Tax
Transfers In - from Measure D
Transfers In - from Measure D Fund Balance
Transfers In - from General
Transfers In - from Road Impact Fees
Transfer In - from COPS Grant
Transfer In - from Traffic Safety
Transfer In - from Parking Meters
Transfer In - from Deposits
Transfer from Reserves
TOTAL TRANSFERS IN
TOTAL REVENUES AND TRANSFERS IN
Expenditures
City Council
Legal
Engineeering
Treasurer
Administration
Comm Planning
Fire
Ambulance
Police
Public Works
Sunset Center
Comm Srvcs
Library
Economic Revit
Capital Expenditures (Improvements)
Debt Service
Non-Departmental
TOTAL EXPENDITURES
Transfers Out - to CIP
Transfers Out - to Ambulance
Transfers Out - to Debt Service
Transfers Out - to General
Transfer Outs - to Vehicle & Equipment
TOTAL TRANSFERS OUT
TOTAL EXPENDITURES AND TRANSFERS OUT
NET REVENUE OVER (UNDER) EXPENDITURES
TOT
Measure D
8,729,877
592,820
546,781
18,685
129,500
33,610
422,927
290,000
62,800
110,000
6,103,754
10,937,000
6,103,754
Ambulance
3,011,000
700,000
3,011,000
700,000
6,103,754
126,348
357,183
421,399
100,000
6,687,285
421,399
17,624,286
6,103,754
3,011,000
1,121,399
265,246
485,639
12,400
2,400
3,231,470
1,043,401
2,130,933
1,121,399
3,473,682
3,136,951
750,000
240,797
1,012,738
357,218
356,672
16,499,547
6,103,754
1,531,088
421,399
701,331
357,182
535,927
1,121,399
General Fund
17,844,631
592,820
546,781
18,685
129,500
733,610
422,927
290,000
62,800
110,000
20,751,754
6,103,754
126,348
357,183
421,399
100,000
7,108,684
27,860,439
1,119,427
6,103,754
3,011,000
17,618,974
6,103,754
3,011,000
1,121,399
5,312
(0)
Traffic
Safety
Road
Impact Fees
COPS
Grant
Debt
Service
17,620,946
Deposits
Vehicle & Equip

Replacement
Capital
Improvements
CIP &
Equip Replace
126,348
150,000
100,000
200,000
126,348
150,000
200,000
100,000
701,331
535,927
583,500
805,961
805,961
1,276,738
254,350
200,000
150,000
32,000
-
1,237,257
615,500
1,881,088
126,348
150,000
200,000
100,000
1,237,257
615,500
2,687,049
265,246
485,639
12,400
2,400
3,231,470
1,043,401
2,130,933
1,121,399
3,473,682
3,136,951
750,000
240,797
1,012,738
357,218
356,672
1,531,088
421,399
1,237,257
6,460,936
583,500
583,500
Gas Tax
615,500
2,687,049
615,500
2,687,049
1,237,257
150,000
200,000
126,348
1,237,257
100,000
32,000
total
805,961
805,961
1,276,738
254,350
583,500
200,000
150,000
32,000
17,970,979
592,820
546,781
18,685
129,500
733,610
572,927
390,000
262,800
110,000
805,961
22,134,064
6,103,754
126,348
2,335,252
254,350
1,540,826
200,000
100,000
150,000
32,000
2,496,588
3,302,549
10,842,529
32,976,593
3,302,549
-
265,246
485,639
12,400
2,400
3,231,470
1,043,401
2,130,933
1,121,399
3,473,682
3,136,951
750,000
240,797
1,012,738
357,218
3,302,549
1,237,257
356,672
3,302,549
22,160,752
1,881,088
421,399
1,237,257
6,687,285
615,500
10,842,529
33,003,281
(26,688)
10,234,180
27,855,127
126,348
150,000
200,000
100,000
32,000
126,348
150,000
200,000
100,000
1,237,257
32,000
615,500
2,687,049
3,302,549
5,312
(32,000)
REVENUE
GENERAL FUND
Actual
Actual
Actual
MID- YTD
Budget
13-14
14-15
15-16
15-16
Account
Budget
Budget
16-17
17-18
TAX REVENUE
$
4,464,090
$
FRANCHISE FEES
4,671,857
3,041,355
4,671,949
01-31801
Property Tax - Secured
5,410,000
5,572,300
170,685
189,983
183,898
178,383
01-31802
Property Tax - Unsecured
198,000
201,960
46,869
49,110
28,691
47,008
01-31803
Property Tax - Unitary
52,000
52,520
167,313
189,385
98,867
175,000
01-31805
Property Transfer Tax
245,000
248,675
5,100,335
3,352,812
5,905,000
6,075,455
5,209,030
5,593,688
3,598,030
5,373,000
01-55002
Hostelry Tax Revenues
6,103,754
6,225,829
2,180,517
2,097,810
1,894,027
2,231,863
01-31811
Sales & Use Tax - Bradley-Burns
2,350,000
2,397,000
2,935,362
2,948,235
1,556,499
2,920,000
05-31812
Use Tax - Measure D
3,011,000
3,010,000
587,417
606,128
597,032
583,000
01-31820
Business License Tax
583,000
583,000
$ 10,998,400
$ 16,180,203
17,952,754
18,291,284
4,848,957
15,761,283
$
FEES AND PERMITS
5,072,340
Total Property Taxes
Subtotal:
186,016
189,687
101,470
250,000
01-32801
Garbage
245,000
249,900
151,923
155,983
80,500
150,000
01-32802
Cable Television
153,000
156,060
88,585
84,760
105,000
01-32803
Gas & Electric
107,100
109,242
86,065
86,407
81,000
01-32804
Water
87,720
89,474
430,430
268,377
592,820
604,676
17,687
512,589
586,000
Subtotal:
17,487
14,999
8,931
17,000
01-33351
Business Application Fees
17,340
32,080
26,956
11,026
25,000
01-33402
Parking Stall Use Permits
25,500
26,010
224,833
311,785
147,638
299,450
01-33404
Building Permits
305,439
311,548
119,098
91,304
49,591
131,250
01-33405
Planning Permits
133,875
136,553
11,581
9,030
2,769
10,000
01-33407
Building Trade Permits
10,200
10,404
28,042
15,666
7,990
18,000
01-33408
Encroachment Permits
18,360
18,727
11,040
10,420
2,740
11,360
01-33528
Parking Permits
11,587
11,819
15,235
14,877
1,145
15,000
01-33549
Other Licenses & Permits
15,300
15,606
6,235
9,382
5,728
9,000
01-33626
Tree Removal Permit
9,180
9,364
504,419
237,556
546,781
557,717
30,283
9,103
4,438
18,000
01-34801
Court Fines (Criminal & Court)
18,180
18,362
206
142
124
500
01-34802
Other Fines & Forfeitures
505
510
9,246
4,562
18,685
18,872
$
465,631
FINES & FORFEITURES
$
30,489
USE OF MONEY & PROPERTY
536,060
Subtotal:
18,500
Subtotal:
23,767
40,499
6,325
25,000
01-35801
Interest
25,500
26,010
9,180
37,212
13,291
35,300
01-35805
Rents
28,000
28,560
138,641
230,636
92,784
40,000
01-35825
Parking Lot Fees
76,000
77,520
308,347
112,400
Subtotal:
129,500
132,090
1,560
1,863
2,397
2,500
01-36276
Administration
2,550
2,601
2,195
7,015
3,154
1,500
01-36351
Administrative Services
2,500
2,550
392
3,506
1,689
2,000
01-36401
Planning
2,040
2,081
25,639
26,992
14,669
26,000
01-36526
Police
26,520
27,050
01-36576
Public Works
$
33,610
34,282
$
171,588
CHARGES FOR SERVICES
$
29,786
REVENUE FROM AGENCIES
16,346,196
39,376
21,909
$
$
100,300
32,000
Subtotal:
1,069
6,873
3,963
3,000
01-37529
Post Reimbursement
3,030
3,060
182,143
382,145
207,423
376,000
01-37801
Motor Vehicle In Lieu
400,000
404,000
8,504
27,640
4,194
8,200
01-37804
Hoptr
8,282
8,365
575
500
01-37805
Damage Restitution
505
510
3,479
18,468
6,816
4,000
01-37810
State Mandates
4,040
4,080
4,933
5,134
6,000
01-38526
Public Safety Augmentation (1/2%)
6,060
6,121
1,740
1,681
1,000
01-37899/38899
Other Agencies
1,010
1,020
Subtotal:
422,927
427,156
202,443
436,807
227,529
398,700
REVENUE
Actual
Actual
MID- YTD
Budget
13-14
14-15
15-16
15-16
Account
Budget
Budget
16-17
17-18
GRANTS
$
209,117
RECREATION USE FEES
280,000
100,000
438,488
232,663
01-41050
01-48021
380,000
Carmel Library Foundation

Grant Funds
TAMC
Subtotal:
290,000
292,900
290,000
292,900
3,500
3,500
01-40726
Programs
3,500
5,415
10,983
2,695
6,700
01-40727
Facility Use
6,700
6,700
12,000
01-41100
Homecrafters' Fair
12,000
12,000
2,000
01-41110
Arts & Crafts Classes
2,000
2,000
18,100
01-41010
Library Operations
18,100
18,100
01-41020
CA State Library
19,000
01-41030
Friends of HML
19,000
19,000
1,000
01-41040
Interest Income
1,000
1,000
500
01-41060
Library Donations
500
500
2,695
Subtotal:
62,800
62,800
545,683
217,193
111,266
01-46801
Miscellaneous
110,000
112,200
545,683
$
$
217,193
111,266
01-46801
Donations
Subtotal:
$
$
110,000
$
$
112,200
93,871
123,871
01-48003
Gas Tax (See Gas Tax Fund)
126,348
128,875
$
$
$
01-48008
01-48010
01-48012
Debt Service
Road Impact Fee
Traffic Safety
$
$
$
01-48013
01-48016
01-48017
Capital Projects Reserve

Benefit Liability
Workers Compensation
01-48018
General Fund/Operating Reserve
01-48060
Forest Theater Fund
126,348
128,875
20,286,226
$
5,415
MISCELLANEOUS REVENUE
$
75,901
$
$
75,901 $
TRANSFER FROM OTHER FUNDS
$
60,000
$
$
$
10,983
60,000
17,524,242
93,871
19,163,846
62,800
150,000
273,871
$ 12,323,285 $ 18,679,700
Subtotal:
Total Sources
$ 20,662,853
REVENUE
Property Taxes
5,905,000
TOT
6,103,754
Sales Tax
5,361,000
Business License
583,000
Franchise Fees
592,820
Fees & Permits
546,781
Other
1,193,870
Total
$ 20,286,226
Carmel-by-the-Sea
Franchise
Fees
Fees & Permits

3%
Other
6%
Business License
3%
Property Taxes
29%
Sales Tax
26%
TOT
30%
Hostelry
Sales
Property
83/84
1,497,249
1,085,415
500,550
84/85
1,988,718
1,275,693
598,419
85/86
2,206,087
1,407,641
666,037
86/87
2,378,408
1,556,017
712,055
87/88
2,503,311
1,704,092
896,219
88/89
2,535,534
1,779,148
1,055,461
89/90
2,526,075
1,725,303
1,066,826
90/91
2,552,575
1,786,077
1,183,795
91/92
2,624,441
1,600,057
1,305,428
92/93
2,714,639
1,624,929
1,205,549
93/94
2,830,663
1,677,108
1,277,725
94/95
2,742,978
1,658,676
1,346,579
95/96
3,079,080
1,856,933
1,401,024
96/97
3,468,095
1,886,899
1,465,134
97/98
3,591,096
1,991,586
1,571,720
98/99
3,546,616
1,831,408
1,708,813
99/00
3,791,509
1,918,365
1,954,236
00/01
5,007,868
2,468,093
2,160,738
01/02
3,637,875
2,102,321
2,389,858
02/03
3,417,902
1,860,079
2,592,756
03/04
3,490,805
1,960,441
2,882,206
04/05
3,611,990
2,064,776
2,957,970
05/06
3,879,083
2,169,093
3,346,065
06/07
4,123,602
2,143,171
3,725,693
07/08
4,395,329
2,339,916
3,867,213
08/09
4,080,750
2,181,263
4,028,236
09/10
3,799,156
1,619,968
4,149,686
10/11
3,878,772
1,805,510
4,157,789
11/12
4,390,816
1,743,748
4,567,560
12/13
4,609,003
2,760,414
4,628,057
13/14
5,209,030
5,115,879
4,848,957
14/15
5,593,688
5,283,560
5,072,340
CBTS - Top 3 Revenues

6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
Hostelry
Sales
Property
Estimated Fund Balances
At 7/1/2015 and 6/30/2016
Estimated
7/1/2015
Balance
5
Measure D
Committed streets, infrastructure, POB debt service, other general fund expenditures
8
16
Debt Service
Benefit Liability
Restricted by bond issuance for debt service on Sunset bonds

Committed for post-employment benefit plans (retirement sick and vacation pay-out)
13
17
Capital Improvements
Workers' Compensation
Committed for capital improvements

Committed as reserve for potential workers' compensation self-insurance claims
18
Operating Reserve
22
Natural Disaster
Committed for operational reserves (10% of annual operational revenues) as required by Muni
Code Section 3.06.040 and Ordinance 85.23
Committed for unanticipated expenses for overtime, damage response and recovery costs during
emergency events and recovery periods of an unexpected event such as a severe storm
25
OPEB Liability
Committed for post-retirement benefits (other than retirement benefits) liability exposure (OPEB)
50
1
Deposits
Long Term Budget Stability
Committed for deposits held for others

Assigned to maintain services
Assigned - Equipment/Vehicle Replacement
Hostelry
Committed for community, cultural and recreational activities, parks, public facilities and
municipal structures, parking lots, acquisition and improvements of parks, recreation land, or
other municipal purposes that are in accordance with the General Plan of the City and for usual
and current expenses of the General Fund Budget
3
4
12
20
21,31,32,33
51
60
7
Gas Tax
Parking In-Lieu
Traffic Safety
Road Impact Fees

Grants - Various
Employee Benefits Plan
Forest Theater
Ambulance
Committed for construction, improvements and maintenance of public streets

Committed for creating public parking in or near the business district
Committed for traffic control devices and the maintenance thereof, the maintenance of
equipment and supplies for traffic law enforcement and traffic accident prevention, maintenance,
improvement or construction of public streets, bridges, culverts, or the compensation of school
crossing guards who are not regular full-time members of the Police Dept
Committed for street and road maintenance
Restricted for grant expenditures
Committed for employee benefit plans
Assigned to Forest Theater improvements
Assigned to ambulance service
Assigned - by policy or Council recommendation, can be undone by same
Committed - by Council resolution, can be undone by same
Restricted - by law, statute or covenant
FY14-15
Interest/
Other Income
2,040,853
400,015
414,293
414,460
207,976
1,916,165
Releases &
Transfers
In/Out
Estimated
6/30/2016
Balance
2,040,853
$
$
$
400,015
414,293
414,460
207,976
1,916,165
250,000
1,794,985
$
$
596,087
943,076
510,845
550,000
1,000
$
$
136,000
703,444
8,751
21,929
2,197
$
$
$
$
$
31,724
53,881
20,000
18,798
10,000
11,034,531
250,000
1,560,049
596,087
943,076
510,845
$
$
234,936
550,000
135,000
700,760
$
$
2,684
13,178
29,527
53,675
20,000
18,012
10,000
10,783,972
206
785
2,889
247,669
CITIZENS
City Council
Commissions
City Administrator
City Attorney
City Clerk
Assistant City Administrator

Admin / HR / IT
Public Safety
Public Works
Library & Community

Activities
Ambulance
Public Works
Fire
Forest, Parks &
Circulation
Police
Beach
Facilities &
City Treasurer
Reference
City Engineer
Marketing & Economic

Development
Community Planning
& Building
Planning
Building Safety
Local History
Vehicles
Youth Services
Community Activities
Code Compliance
AUTHORIZED POSITIONS
Department Name
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Administration
Ambulance
City Council
City Council
Comm Planning/Building
LB Community Services
Legal
Library
Library
Library
Library
Library
Library
Library
Library
Library
Library
Library
Library
Library
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Police
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
PW Facilities Maintenance
PW Facilities Maintenance
PW Forest & Beach
PW Forest & Beach
PW Forest & Beach
PW Forest & Beach
PW Forest & Beach
Title
City Administrator
Assistant Administrator
City Clerk
Director of Budgets and Contracts
Finance Manager
HR Manager
Info. Svcs/Network Manager
Executive Assistant
Deputy City Clerk
Administrative Analyst
Administrative Coordinator
Administrative Specialist
Office Asst. (24 hrs/wk)
Paramedic/FireFighters
Councilmember
Mayor
Assistant Planner
Associate Planner
Building Inspector
Building Official
Code Compliance Officer
Permit Technician
Plan & Bldg. Svcs. Director
Senior Planner
Community Services Asst.
City Attorney
Circulation Supervisor
Director of Library and Community Services
Librarian I (17 hrs/wk)
Librarian I (10 hrs/wk)
Librarian II
Librarian II (Local History)
Library Assistant
Library asst. (16 hrs/wk)
Library Asst. (15 hrs/wk)
Library Asst. Pool (average rate)
Office Assistant
Community Services Officer
Community Services Officer/Animal Control
Corporal
Hourly Police Officer (Hourly) 600/2080)
Police Commander
Police Officer
Police Officer
Police Officer
Police Officer
Police Officer - Hourly (17 HRS/WK)
Police Officer/Detective
Police Officer/FTO
Police Services Officer
Police/Patrol Officer
Public Safety Director
Sergeant
Director of Public Works
Enviromental Compliance Manager
Maintenance Worker
PW Superintendent
SR Maint Worker - Equip Operator
SR Maint Worker - Mason
SR Maint Worker - Mechanic
SR Maint Worker - Sweeper Oper.
Street Supervisor
Facilities Maint. Specialist
Project Manager
Assistant Forester
City Forester
Forest Care Worker
Maintenance Worker/Gardener
Tree Care Specialist
FTE
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
0.60
6.00
4.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.43
1.00
1.00
1.00
0.86
0.25
2.00
1.00
3.00
0.35
0.38
0.86
0.75
1.06
0.30
3.00
1.00
2.00
0.29
1.00
1.00
1.00
1.00
1.00
0.43
1.00
2.00
6.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
Total funded
95.56
CITY COUNCIL
Summary of Functions:
The City Council is a five-member legislative body elected by the residents of Carmel-by-the-Sea that serves as the
governing body of the City. The Council's purpose is to establish policy, make laws and to ensure the delivery of
governmental services. It approves the municipal budget and is responsible for review and adoption of local laws by
passage of ordinances and of policy direction through passage of resolution. Council appoints the City Administrator,
Attorney, Treasurer, and the Engineer.
The budget for the City Council includes the Mayor and four Councilmembers, who receive a monthly stipend for their
service. Also included within this budget are the costs of memberships for participation in regional organizations related to
air quality, Fort Ord, land use, planning, transportation and water; membership in the statewide league of cities and a
contribution to Monterey County to fund substance abuse, mental health and recovery services. Discretionary funding of
approximately $94,500 is included within the proposed budget for contributions to organizations.
Services and Supplies: Training line increased to provide training for all Councilmemebers as well as including training for
all board and commissioners.
Actual
FTE = 5.00
Account No.
60010
60014
60015
60017
Description
SALARIES
SOCIAL SECURITY
MEDICARE
MEDICAL PROGRAM
60030
60033
60073
60095
60207
TRAINING
EVENT FEES/DUES/MEMBERSHIPS
OFFICIAL PUBLIC MEETINGS
OPERATIONAL SUPPLIES/SERVICE
COUNCIL DISCRETIONARY
Departmental Totals
Actual
FY2013/14
7,950
493
116
12,439
20,998
FY 2014/15 FY 2015/16
6,750
7,200
418
446
98
104
10,026
27,140
17,292
34,890
91,260
(666)
49,962
140,556
$ 161,554
Proposed
Budget
Revised
Budget
Page 1
84,001
2,261
92
50,761
137,114
3,000
74,324
500
350
46,100
121,274
154,406
$ 156,164
Proposed
Budget
Proposed
Budget
FY 2016/17
9,600
595
139
27,140
37,474
FY 2017/18
9,600
595
139
27,547
37,881
FY 2018/19
9,600
595
140
27,960
38,296
30,000
95,177
500
350
94,500
220,527
30,450
96,605
508
355
95,918
193,385
30,907
98,054
515
361
97,356
196,286
258,001
231,266
234,581
APPOINTEES
The City Attorney provides legal services to the City Council, the City Administrator and to City departments.
Legal services include legal advice, litigation counsel, code compliance guidance and the preparation of documents.
The City Engineer provides technical expertise, advice, scope, design and supervision of City Road construction
projects, drainage, flood control programs and other special engineering services. The Treasurer manages the City's
investments and reviews monthly bank statements. The City Treasurer's responsibilitie's are to coordinate the
management of City investments and to provide the City Council with monthly investment reports.
LEGAL
Actual
Actual
FTE = 1.00
Account No.
61010
61014
61015
61016
61017
61051
Description
SALARIES
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
Proposed
Budget
Projected
Budget
Projected
Budget
FY 2013/14 FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
PROFESSIONAL SERVICES
Departmental Totals
Revised
Budget
126,000
7,812
1,827
96,885
126,000
6,200
1,450
133,650
801,502
801,502
222,662
222,662
90,000
5,580
1,305
90,000
5,580
1,305
96,885
381,400
381,400
135,639
126,000
7,812
1,827
135,639
126,000
7,812
1,827
135,639
350,000
350,000
250,000
250,000
250,000
250,000
$ 478,285 $ 898,387 $ 356,312 $ 485,639 $ 385,639 $ 385,639
ENGINEERING
Account No.
62051
62053
Revised
Proposed
Projected
Projected
Budget
Budget
Budget
Budget
FY 2013/14 FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Actual
FTE = CONTRACT
Description
CONTRACTUAL SERVICES
Departmental Totals
8,213
2,400
10,613 $
Actual
5,111
2,400
7,511 $
15,000
2,400
17,400 $
10,000
2,400
12,400 $
16,000
2,400
18,400 $
17,000
2,400
19,400
TREASURER
Account No.
63053
Revised
Proposed
Projected
Projected
Budget
Budget
Budget
Budget
FY 2013/14 FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Actual
FTE = CONTRACT
Description
Departmental Totals
Actual
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400
2,400 $
2,400 $
2,400 $
2,400 $
2,400 $
2,400
Page 2
AD M I N I S T R A T I O N
The City Administrator is the administrative head of the government of the City, under the direction and
control of the City Council. The City Administrator manages all aspects of the Citys operations, including
the enforcement of laws; fiscal and budgetary matters. This also includes the control of expenditures and
purchasing; direction of departments; and supporting the City Council. The City Administrator's office
provides functional oversight of the City Clerk, which serves as the official recorder of all City Council
actions and the custodian of all municipal documents.
Administration is responsible for implementing and managing finance programs, information technology,
and human resources management. Management responsibilies included financial oversight, insurance
programs, asset management, budget preparation, administration of payroll, business licenses and
renewals, hiring procedures, employee training and safety programs, personnel evaluation programs,
employee assistance and coordination of the City Workers' Compensation claims program. The
department monitors all departmental and general City operational revenues and expenses during the
fiscal year.
The Administration budget includes 11.6 positions: City Administrator, Assistant City Administrator, City
Clerk, Deputy City Clerk,Finance Manager, Human Resources Manager, IT Manager, Director of Budget
and Contracts, Executive Assistant, Administrative Analyst, Administrative Specialist, Administrative
Coordinator, and part time Office Assistant.
Salaries and Benefits:
The FY16-17 salaries and benefits increase due to the added position of Assistant City Administrator and
merging of IT and Administrative Services Department into Administration.
Services and Supplies:
Training: City Clerk and IT training has been added in the amount of $30,000. Records management has
been added for $11, 000. Printing and Noticing has been increased and is offset by the decrease in use of
outside printing services. Legal noticing will be centralized to the Administration office rather than by
department. IT Contractual services increases by $119,000 due to the purchase of the financial system.
Contractual and recruitments significantly decreased by filling vacant positions in the prior fiscal year and
also limited use of outside contractors.
Page 3
ADMINISTRATION
FY 2013/14
963,138
609
11,698
68,483
86,083
937
17,253
3,643
27,105
FY 2014/15
1,056,133
14,734
74,008
78,776
1,187
22,693
3,019
16,458
FY 2015/16
900,466
12,892
74,102
127,886
1,278
9,600
8,400
-
Proposed
Budget
FY 2016/17
1,270,114
2,000
3,995
18,538
89,503
66,252
1,154
83,298
16,200
131,844
1,178,949
1,267,007
1,134,624
1,682,898
1,703,051
1,729,620
Actual
FTE = 11.60
Account No.
67010
67011
67014
67015
67016
67017
67018
67019
67020
67021
67023
Description
SALARIES
OVERTIME
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
WORKERS COMPENSATION
DEFERRED COMPENSATION
MOU OBLIGATIONS
PART-TIME ASSISTANCE
Actual
Revised Budget
Projected
Budget
FY 2017/18
1,289,165
18,817
90,846
68,240
1,171
84,547
16,443
133,822
Projected
Budget
FY 2018/19
1,308,503
19,099
92,208
70,287
1,189
85,815
16,690
135,829
65030
67030
67032
67033
67034
67035
65036
67039
67040
67042
67043
65045
65049
67051
65053
67053
67100
67110
67120
67130
67170
67400
67428
80022
80424
IT TRAINING
TRAINING
CREDIT CARD BANK FEES
DUES/MEMBERSHIPS
DOCUMENTS/PUBLICATIONS
RECORDS MANAGEMENT
IT TELEPHONE/COMMUNICATIONS
PRINTING
LEGAL NOTICING
OFFICE MACHINE SUPPLIES
OFFICE SUPPLIES
MATERIALS/SUPPLIES
EQUIPMENT MAINTENANCE
IT CONTRACTUAL SERVICES
RECRUITMENT
PRE-EMPLOYMENT
EMPLOYEE ASSISTANCE PROGRAM
EMPLOYEE IMMUNIZATION PROGRAM
ERGONOMIC STUDIES/MODIFICATION
AUDITS
EMPLOYEE RECOGNITION
UNEMPLOYMENT
WORKERS COMP CLAIM RUN-OUT
11,498
27,542
4,194
1,506
46,687
6,943
2,493
4,067
10,436
19,500
6,000
233,576
39,000
539,700
15,829
12,077
1,775
1,568
32,722
6,790
66
16,225
4,822
29,769
45
998
40,417
9,845
1,797
3,374
13,440
3,270
16,345
253,083
321,031
21,677
6,691
1,849
1,685
25,353
6,210
21,478
14,640
10,850
10,580
2,650
1,500
77,000
7,400
9,550
4,000
11,600
20,000
3,000
95,350
111,760
59,590
12,000
2,000
2,500
2,500
34,250
6,500
11,000
14,400
15,800
17,375
10,000
5,700
1,500
11,000
50,000
10,000
20,000
4,000
18,100
15,000
13,600
23,700
118,892
55,000
18,000
4,000
2,000
2,500
4,000
44,000
7,500
18,000
22,000
16,037
17,636
12,000
5,786
1,523
11,165
50,750
10,150
20,300
4,060
18,372
15,225
13,804
24,056
120,675
55,825
18,270
4,060
2,030
2,538
4,060
36,000
7,613
18,540
8,240
16,278
17,900
12,000
5,872
1,545
11,332
51,511
10,302
20,605
4,121
18,647
15,453
14,011
24,416
122,486
56,662
18,544
4,121
2,060
2,576
4,121
36,000
7,727
19,096
8,480
80425
80426
80016
LIABILITY INSURANCE-PREMIUMS
RETIREE INSURANCE PROGRAM
PERS UNFUNDED LIABILITY
355,103
42,638
-
237,250
39,243
-
281,800
38,000
559,567
320,456
45,000
671,449
330,070
46,350
801,780
339,972
47,741
801,780
1,437,935
1,074,311
1,389,347
1,548,572
1,676,912
1,695,359
2,616,884
2,341,318
2,523,971
3,231,470
3,379,962
3,424,979
Departmental Total
Page 4
MARKETING & ECONOMIC DEVELOPMENT

The City of Carmel's budget includes funding for regional destination marketing to promote travel and tourism
related businesses. In addition, funds are budgeted for economic development including establishing the City's
Economic Revitalization Strategic Plan.
The Sunset Cultural Center complex including the Theater is managed by a non-profit organization on behalf of the
City. The non-profit organization is responsible for administration staffing, routine maintenance of the facilities,
booking and operation of the Theater and Community Rooms, marketing first-rate performances, community events,
and fundraising. The non-profit organization operates under a management agreement and receives a operating
management funds from the City to ensure operatation is at maximum utilization. The funds also helps support
marketing the facility, programming events, and managing the day to day operations of the facility.
Jurisdiction Marketing is funding to the public relations and marketing firm for maintaining the official travel website
of Carmel-by-the-Sea and other marketing and advertising efforts.
Regional Destination Marketing and Economic Development funds various entities contributing to the Citys
economic vitality through such efforts as marketing and advertising of the City as a visitor destination, supporting the
operations of the performing arts and conference center and providing financial support to special events. As the
Citys top revenue sources include sales tax and transient occupancy tax, marketing efforts encourage guests to visit
and stay overnight within the Village where they can partake of dining, shopping, and cultural and community
opportunities.
The Carmel Chamber of Commerce promotes the community, helps create a strong local economy, and represents
the interest of business with local government.
Grants and subsidies includes additional funding to support the cost of projects and special events taking place within
the City. Council has the discretion to reduce or waive City event fees for special event organizers.
Account No
80900
85200
85203
85301
85305
Description
SUNSET CENTER OPERATING/MGT
JURISDICTION MARKETING
REGIONAL DESTINATION MARKETING
CARMEL CHAMBER OF COMMERCE
GRANTS & SUBSIDIES
Actual
Actual
FY 2013/14
FY 2014/15
650,959
179,337
125,987
40,000
1,010,213
Page 5
650,000
120,000
138,780
57,000
965,780
Revised
Budget
FY 2015/16
750,000
120,000
146,528
57,000
27,500
1,101,028
Proposed
Budget
FY 2016/17
750,000
120,000
167,656
40,000
27,500
1,105,156
Projected
Budget
FY 2017/18
750,000
121,800
172,686
40,000
27,500
1,111,986
Projected
Budget
FY 2018/19
750,000
123,627
177,866
40,000
27,500
1,118,993
NON-DEPARTMENTAL
These accounts capture costs of operations that are shared amoung the various departments. Previously, these expenses
were either located within one department's budget or were allocated to each department period.
Summary of Significant Changes:

The FY 16-17 Vacation buyback has been added. Vacation Buyback is a program for employees to cash in their unused
vacation up to 80 hours. The program is to help employees maintain vacation accruals without losing hours that are over
the cap. This account previously was combined with each departments salaries . To better determine and allocate this
expense, projected cap accruals were factored.
Workers Compensation line has been removed from non-department and is in each departments budget. This is to better
determine workers compensation liability premiums within each department.
NON-DEPARTMENTAL
Actual
Account No.
01-60019
01-64026
01-80038
01-80801
01-80300
01-80400
Description
WORKERS COMP
UTILITIES
POSTAGE
PROPERTY TAX ASSESSMENTS
ELECTION
VACATION BUYBACK
CITY CENTENNIAL
Actual
FY 2013/14 FY 2014/15
273,239
533,186
186,978
204,195
7,186
6,445
44,049
50,065
28,165
539,617
793,891
Page 6
Revised
Budget
FY 2015/16
455,600
203,442
9,000
57,600
38,000
40,000
803,642
Proposed
Projected
Budget
Budget
FY 2016/17 FY 2017/18
202,000
208,060
8,000
8,240
66,200
68,186
20,000
60,472
356,672
284,486
Projected
Budget
FY 2018/19
214,302
8,487
70,232
293,021
COMMUNITY PLANNING & BUILDING

The Community Planning and Building Department consists of the Planning, Building and Code Compliance Divisions
and is responsible for preserving community character and fostering a vibrant community that supports economic wellbeing and a high quality of life for its residents, businesses and visitors. The Planning Division is responsible for the
management of land use and enviromental quaility in Carmel-by-the-Sea. The department also provides staff support to
the Planning Commission, Historic Resources Board and the Design Review Board.
The department processes current development applications, maintains the General Plan, and ensures that capital
programs, zoning and other activities of the City are consistent with the goals and policies of the Plan. The Building
Safety Division is responsible for review of construction plans and inspections of City and private development projects
to ensure compliance with building codes. The Code Compliance Division ensures compliance with the City Municipal
Code. This function includes resolving code violations, public outreach and the development and implementation of
prevention programs.
The budget includes the Director, Building Official, Building Inspector, Senior Planner, Associate Planner, Assistant
Planner, Permit Technician, Administrative Coordinator and a Code Compliance Officer.
Contractual services and Professional Services expense line has been combined. Last fiscal year, the Community
Planning and Building department has filled full-time staff positions elimating the need for contract staff. This budget
includes a full-time Code Compliance Officer, which will further support the departments needs.
FTE = 9
Account No.
69010
69011
69015
69016
69017
69018
69019
69020
69021
69030
69033
69034
69039
69043
69053
Description
SALARIES
OVERTIME
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
WORKERS COMPENSATION INS.
MOU OBLIGATIONS
TRAINING
DUES/MEMBERSHIPS
PRINTING
OFFICE SUPPLIES
Departmental Total
Revised
Proposed
Projected
Projected
Budget
Budget
Budget
Budget
FY 2013/14 FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Actual
Actual
409,057
1,803
5,704
33,710
47,044
450
725
498,493
369,476
5,010
18,299
57,467
326
300
6,458
457,337
431,356
4,000
6,401
46,176
56,319
1,179
1,140
6,552
553,123
717,460
1,000
8,942
58,176
55,709
611
42,514
2,460
1,698
2,008
20,460
3,030
484,948
512,144
955
3,437
1,819
5,177
3,470
509,440
523,343
1,010,637
980,680
Page 7
886,872
728,222
1,015
9,076
59,049
56,544
620
43,152
2,497
900,175
739,145
1,030
9,213
59,935
57,392
629
43,799
2,534
913,678
2,804
4,000
2,258
2,000
401,934
412,996
12,890
2,180
4,000
1,500
3,500
132,459
156,529
8,000
2,213
4,060
1,523
3,553
134,445
145,793
8,000
2,246
4,121
1,545
3,606
136,462
147,980
966,119
1,043,401
1,045,968
1,061,658
LIBRARY
The library provides programs, materials, and reference services to cardholders and visitors, and offers an outreach
program that delivers books to the homebound in the Carmel area. The print and online collections include books, ebooks, movies, recorded books, large print materials and music; emphases include the history of Carmel-by-the-Sea,
travel, art and medical reference. Community Services' primary role is to manage and coordinate the delivery of a variety
of new and ongoing public and private special events within the community.
Library Salaries and Benefits: The budget outlined below maintains current library open hours and staffing levels. The
Harrison Memorial Library Board of Trustees is requesting additional funding (not included below) in the approximate
amount of $27,000: $18,000 to open the Main Library on Sunday afternoons from 1:00 - 5:00 p.m., and $9,000 to add to
existing weekday morning hours so as to provide consistent opening times between the two buildings.
LIBRARY
Revenue
70-48001
41010
41020
41030
41040
41050
41060
Account No.
84010
84014
84015
84016
84017
84018
84019
84020
84021
84023
Projected
Budget
FY 2017/18
Projected
Budget
FY 2018/19
1,043,044
14,450
21,000
1,000
280,000
500
1,359,994
1,027,596
18,100
19,000
1,000
292,000
500
1,358,196
1,012,110
18,372
19,285
1,015
280,000
500
1,331,281
1,025,277
18,647
19,574
1,030
280,000
500
1,345,029
Revised
Budget
FY 2013/14 FY 2014/15 FY 2015/16
Proposed
Budget
FY 2016/17
Projected
Budget
FY 2017/18
Projected
Budget
FY 2017/18
660,389
14,793
12,497
49,650
81,074
1,252
8,770
2,700
23,419
183,500
1,038,044
559,944
10,757
10,459
50,892
94,593
1,279
56,654
2,700
23,347
211,971
1,022,596
568,343
10,919
10,616
51,655
96,012
1,298
57,504
2,741
23,697
184,250
1,007,035
576,868
11,083
10,775
52,430
97,452
1,317
58,367
2,782
24,053
185,000
1,020,126
900,345
5,000
5,000
1,043,044
5,000
5,000
1,027,596
5,075
5,075
1,012,110
5,151
5,151
1,025,277
39,618
24,950
174,805
8,548
18,428
13,361
279,710
44,799
164,162
44,859
8,798
27,790
11,006
301,414
55,550
180,690
27,590
9,700
28,070
14,100
315,700
53,999
181,644
17,459
9,950
45,854
14,250
7,840
330,996
1,163,541
1,201,759
1,358,744
1,358,592
1,012,110
1,025,277
Actual
883,830
18,100
19,000
1,000
280,000
1,200
1,203,130
948,596
15,000
19,000
1,200
280,000
500
1,264,296
Actual
Actual
519,035
4,043
9,385
70,705
98,707
1,164
Personnel Related
2,700
3,951
169,543
879,233
548,111
4,040
9,092
61,199
90,142
1,467
13,107
2,700
14,162
156,324
900,345
Facilities/Other Related
Total City Responsiblitiy
4,598
4,598
883,831
Description
Transfer In - General Fund
Library Operations
CA State Library
Friends of HML
Interest Income
Carmel Library Foundation
Donations
Description
SALARIES
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
MOU OBLIGATIONS
84060
FINE ART/MAINT/PRESV
84100
84410
84420
84430
84440
84450
ADMINISTRATION
DOCUMENTS
EQUIPMENT
CATALOGING
INFORMATION SYSTEMS
PROGRAMS
STRATEGIC PLAN IMPLEMENTATION
Operations Related
Departmental Total
Proposed
Budget
FY 2016/17
Revised
Budget
FY 2013/14 FY 2014/15 FY 2015/16
Actual
FTE = 12.53
Page 8
COMMUNITY SERVICES
The primary role of the Community Services department is to manage and coordinate the delivery of a
variety of new and ongoing public and private special events within the community. Community Services
oversees car week activities.
The FY 16-17 salaries and benefits increased due to the addition of a part time assisitant. This additional
assistant will provide adequate staffing as Community Services has relied on staff from other departments
for support.
Contractual services has been increased due to reclassification of expenses.
Actual
Actual
FY 2013/14
FY 2014/15
Revised
Proposed
Projected
Budget
Budget
Budget
FY 2015/16 FY 2016/17 FY 2017/18
FTE = 1.68
Account No.
82010
82014
82015
82016
82017
82018
82019
82020
82021
82023
Description
SALARIES
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
MOU OBLIGATIONS
82030
82033
82036
82039
82040
82042
82043
82053
82055
82058
TRAINING
DUES AND MEMBERSHIP
TELEPHONE
PRINTING
ADVERTISING
OFFICE SUPPLIES
COMMUNITY ACTIVITIES
CAR WEEK EXPENSES
Departmental Total
30,229
119
928
8,025
4,025
143
45,311
121
678
4,840
236
78
1,925
45,394
1,925
53,188
142,280
6,052
2,063
3,802
8,608
142
2,714
2,475
168,136
98,835
1,418
1,451
6,853
8,063
142
5,857
300
2,640
22,863
148,421
100,318
1,439
1,472
6,956
8,184
144
5,944
305
2,680
23,206
150,647
101,823
1,460
1,494
7,060
8,306
146
6,034
309
2,720
23,554
152,907
1,980
6,615
4,461
3,520
33,500
12,300
30,000
92,376
2,010
6,714
4,528
3,573
34,003
12,485
30,450
93,762
2,040
6,815
4,596
3,626
34,513
12,672
30,907
95,168
240,797
244,409
248,075
270
381
35,599
834
186
182
18,397
27,732
36,250
47,331
225
1,215
300
400
3,150
40,200
28,200
73,690
81,644
100,519
241,826
Page 9
Projected
Budget
FY 2018/19
PUBLIC SAFETY
Public Safety encompasses the Police Department, Ambulance Services and oversight of the Fire Department
Contract with the City of Monterey. The Police department enforces all laws and regulations enacted by the
local, state and federal governments.The essesntial goal of the Department is "to protect and serve" with
primary responsiblitiy for ensuring the rights of citizens to live in peace and safety.
The Police Department is comprised of 25.72 positions including the Public Safety Director/Police Chief,
Commander, Sergeants, Corporals, Police Officers, Police Services Officers, Community Services Officers and
Reserves.
The Police Department oversees the management and operation of the Emergency Operations Center which can
be activated during emergency situations. The police department also runs a Volunteers in Policing Program
(VIP) which has 11 volunteers. Volunteers assist the police department with daily clerical activities, errands,
public outreach and special events. The police department also oversees the City Community Emergency
Response Team (CERT) which has 20 highly trained volunteers ready to assist the community during emergency
situations.
The prior fiscal year, the Police Department filled seven vacant positions. As a result, the training budget for this
fiscal year has been increased $10,000 for necessary training of new and existing employees.
POLICE
Account No.
74010
74011
74012
74013
74014
74015
74016
74017
74018
74019
74020
74021
74023
Description
SALARIES
OVERTIME
HOLIDAY-IN-LIEU
UNIFORM ALLOWANCE
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
MOU OBLIGATIONS
74030
74031
74033
74034
74036
74037
74038
74039
74042
74043
74049
74050
74051
74053
74054
74055
74056
74057
74095
72601
TRAINING
CLOTHING EXPENSE
DUES/MEMBERSHIPS
TELEPHONE/COMMUNICATIONS
RADIO EXPENSE
POSTAGE
PRINTING
OFFICE SUPPLIES
OUTSIDE LABOR
EQUIPMENT/SUPPLIES
PHOTOGRAPHIC SUPPLIES
SAFETY EQUIPMENT
OPERATIONAL SERVICES/SUPPLIES
EOC SUPPLIES/SERVICE
Departmental Total
Proposed
Projected
Budget
Budget
FY 2016/17 FY 2017/18
Actual
Actual
Revised Budget
FY 2013/14
FY 2014/15
FY 2015/16
1,810,078
141,359
68,534
11,782
89
21,107
372,277
309,158
2,808
2,071,225
43,544
35,113
8,019
20
21,742
362,594
271,421
3,499
111,250
16,350
15,606
2,960,381
1,863,800
155,000
103,160
18,900
27,845
315,712
283,344
2,957
21,268
6,300
2,798,286
2,075,443
150,000
105,129
32,400
3,964
28,104
307,554
279,059
2,886
189,384
7,500
5,557
1,467
1,045
182,753
16,695
9,908
1,075
1,029
358
29
3,234
1,491
2,587
4,401
5,860
454
143,572
11,334
1,650
70
8,450
1,553
10,421
224,168
2,956,059
3,184,550
FTE = 25.72
14,238
21,876
2,773,306
16,540
12,600
1,515
996
7
2,694
1,659
2,456
4,483
5,631
1,031
122,266
1,634
1,173
Page 10
Projected
Budget
FY 2018/19
3,181,423
2,204,430
106,706
32,886
4,024
28,525
312,167
283,245
2,929
192,225
7,613
3,174,750
2,237,497
155,001
108,307
33,379
4,084
28,953
316,850
287,493
2,973
195,108
7,727
3,377,372
17,000
20,000
1,450
1,685
1,100
3,500
1,500
2,600
5,000
6,000
229,259
2,500
1,500
15,000
2,500
8,500
319,094
25,000
13,200
1,675
1,935
8,984
1,500
500
3,900
10,900
6,100
5,402
185,663
3,000
14,000
10,500
292,259
17,000
22,000
1,675
1,935
1,500
100
3,700
1,700
2,800
5,500
6,300
184,000
2,500
1,500
15,500
2,600
10,500
280,810
19,000
24,000
1,875
2,200
1,700
100
3,900
1,900
3,000
6,000
6,600
186,000
2,562
1,500
3,117,380
3,473,682
3,455,560
3,667,414
15,914
2,652
11,139
290,042
FIRE
The Fire Departments primary responsibility is to save lives and protect property through the prevention and
control of fires. Fire service is provided by the City of Monterey.
The FY16/17 budget reflects no significant increases.
Revised
Proposed
Budget
Budget
FY 2015/16 FY 2016/17
Projected
Budget
FY 2017/18
Projected
Budget
FY 2018/19
2,183,910
7,975
240
289
1,200
1,971,633
257
3,569
474
6,476
1,992,155
1,418
500
3,500
1,750
2,074,427
3,000
3,000
5,000
5,000
7,416
3,000
750
2,108,761
1,350
500
5,000
39,423
2,057,494
3,000
3,000
5,000
5,000
7,416
3,000
750
2,130,933
1,350
500
5,000
1,750
37,673
2,119,219
3,000
3,000
5,000
5,000
7,416
6,000
750
2,195,658
1,505
530
5,305
1,857
40,983
2,182,795
3,183
3,183
5,305
5,305
7,868
6,365
796
2,264,980
2,214,620
2,020,249
2,108,761
2,130,933
2,195,658
2,264,980
Actual
Actual
FY 2013/14
FY 2014/15
30,710
28,094
8,928
3,617
50
3,633
3,100
23,712
2,132,607
721
1,286
5,725
531
-
FTE = CONTRACT
Account No.
72010
Description
PERSONNEL RELATED EXPENDITURES
72026
72037
72047
72049
72050
72053
72053-0006
72054
72055
72057
72095
72602
72603
72604
UTILITIES
RADIO EXPENSE
AUTOMOTIVE PARTS
OUTSIDE LABOR
CONTRACTUAL Mtry Agreement
TOOLS/EQUIPMENT/SUPPLIES
SAFETY EQUIPMENT
OPERATIONAL SERVICES/SUPPLI
FIRE EQUIPMENT/SUPPLIES
MEDICAL SUPPLIES
HYDRANT MAINTENANCE
Departmental Total
Page 11
AMBULANCE
The Carmel Fire Ambulance provides advanced life support ambulance service to the residents of Carmel-bythe-Sea and surrounding areas.
The Carmel Fire Ambulance consists of 6 full time Paramedic/Firefighters and 4 per diems to provide front line
medical emergency response. There are two vacant per diem positions.
The ambulance personnel are also trained firefighters and respond to fire related calls. The Carmel Fire
Ambulance crews work directly with the Monterey Fire Department when responding to emergency calls.
The FY16/17 budget reflects increase in Safety Equipment as a result of merging Safety Equipment and Outside
Labor accounts. Training was increased to provide the required EMS training and licensing for all ambulance
personnel. Equipment Maintenance increased to purchase an updated ESO electronic administrative console
for ambulance-hospital patient care reporting.
Actual
Actual
FTE = 6.00
Account No.
07-73010
07-73011
07-73012
07-73013
07-73014
07-73015
07-73016
07-73017
07-73018
07-73019
07-73020
07-73021
07-73023
07-73024
Description
SALARIES
OVERTIME
HOLIDAY IN-LIEU
UNIFORM ALLOWANCE
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
MOU OBLIGATIONS
PAID CALL FIREFIGHTERS
07-73030
07-73032
07-73043
07-73047
07-73049
07-73050
07-73053
07-73053-0006
07-73057
07-73603
07-73110
TRAINING
PERMITS, LICENSES & FEES
OFFICE SUPPLIES
AUTOMOTIVE PARTS
OUTSIDE LABOR
CONTRACTUAL Mtry Agreement
SAFETY EQUIPMENT
MEDICAL SUPPLIES
PRE-EMPLOYMENT
Departmental Total
FY 2013/14 FY 2014/15
385,473
126,188
28,503
2,787
6,931
61,608
24,001
321
389
68,242
704,443
560,573
85,569
45,710
932
7,741
74,967
86,119
767
40,087
37,459
12,634
952,558
825
58
428
141
283
10
191,567
83,854
6,924
19,299
Revised
Proposed
Budget
Budget
FY 2015/16 FY 2016/17
Projected
Budget
FY 2017/18
Projected
Budget
FY 2018/19
476,851
110,000
42,172
542,816
110,000
50,167
-
8,172
98,962
78,477
826
5,000
820,460
8,598
85,044
78,477
826
49,532
5,000
930,459
569,957
115,500
52,675
9,028
89,296
82,400
867
52,009
5,250
976,982
578,506
117,233
53,465
9,164
90,636
83,636
880
52,789
5,329
991,637
4,100
1,100
200
6,200
47,100
92,000
9,500
30,740
190,940
4,100
212
1,100
1,000
6,500
49,455
96,600
9,975
32,277
201,219
4,100
212
1,100
1,000
7,000
51,928
101,430
10,474
33,891
211,134
1,121,399
1,178,201
1,202,771
825
58
428
141
283
10
191,567
83,854
6,924
19,299
303,389
303,389
1,500
200
500
2,500
3,500
3,000
96,100
86,575
5,000
25,240
3,000
227,115
1,007,832
1,255,947
1,047,575
Page 12
PUBLIC WORKS
The Public Works Department is responsible forthe maintance of all municipal infrastructure involving the
construction,improvment and repair of streets, sidewalks, pathways, and storm drainage systems, implementing
capital projects, maintaining facilities, vehicles, and managing the Village's forest, parks and shoreline area.
The Public Works Department also includes the Forest, Parks, & Beach and Facilities functions.
There are 21 positions: Public Works Director, City Forester, Public Works Superintendent, Project Managers ,
Environmental Compliance Manager, Streets Supervisor, Assistant City Forester, Facilities Maintenance Specialist,
Senior Maintenance Workers, Maintenance Workers, Tree Care Specialists, Coastal Gardener, Forest Care Worker,
and an Administrative Coordinator.
The FY 16-17 salaries and benefits increased due to the addition of two new positions: limited time (3year term)
Project Manager, and a second Tree Care Specialist.
The three divisions Public Works, Forest Parks & Beach, and Facilities have been merged into one department. With
this consolidation, increases in line items for the operational budget are apparent, as previous budget year data were
solely for the Public Works function. With the addition of new staff and the filling of several vacancies last fiscal
year, the City will be less reliant on outside contract labor to meet the community's needs.
PUBLIC WORKS / FOREST & BEACH / FACILITIES

Actual
Revised Budget
FY 2013/14
FY 2014/15
FTE = 21.0
Account No.
76010
76011
76013
76014
76015
76016
76017
76018
76019
76020
76021
76023
Description
SALARIES
OVERTIME
UNIFORM ALLOWANCE
SOCIAL SECURITY
MEDICARE
RETIREMENT
MEDICAL PROGRAM
LIFE INSURANCE
MOU OBLIGATIONS
76030
76031
76032
76033
76034
76037
76039
76041
76043
76045
76046
76047
76048
76049
76050
76053
76054
76055
76057
70920
TRAINING
CLOTHING EXPENSE
PERMITS, LICENSES & FEES
DUES/MEMBERSHIPS
RADIO EXPENSE
PRINTING
RENT/LEASE EQUIPMENT
OFFICE SUPPLIES
MATERIALS/SUPPLIES
FUEL
AUTOMOTIVE PARTS/SUPPLIES
TIRES/TUBES
OUTSIDE LABOR
TOOLS/EQUIPMENT
STORM WATER RUNOFF PROG EXP
SAFETY EQUIPMENT
OFFICE MODERNIZATION
Departmental Total
Revised
Budget
FY 2015/16
Projected
Projected
Budget
Budget
FY 2016/17 FY 2017/18
Projected
Budget
FY 2018/19
885,013
9,146
2,594
2,479
9,349
104,674
155,788
1,542
3,000
13,481
40,799
1,227,865
1,044,665
7,819
3,036
9,593
101,870
193,883
1,838
6,000
30,902
16,000
1,415,606
1,098,375
16,000
3,036
3,163
12,400
86,180
194,390
1,837
6,000
26,702
42,000
1,490,083
1,412,342
16,000
3,432
17,487
115,170
220,470
2,071
128,876
8,100
6,034
1,929,981
1,433,527
16,240
3,483
17,749
116,898
223,777
2,102
130,809
8,222
6,124
1,958,931
1,455,030
16,484
3,536
18,016
118,651
227,134
2,134
132,771
8,345
6,216
1,988,315
913
4,750
3,118
640
918
421
86,393
66,627
787
7,517
101,353
253,552
200,244
1,268
81,886
909
850,726
2,000
4,300
10,000
1,350
100
1,000
4,100
400
90,000
80,000
6,000
5,000
80,000
280,000
154,000
3,700
132,000
3,500
857,450
6,500
7,861
1,163
180
1,300
14,896
3,520
102,904
37,472
5,000
5,000
70,000
379,657
394,139
917
95,172
2,500
48,000
1,176,181
10,675
6,180
9,475
2,820
500
1,715
2,700
4,845
100,010
58,000
5,000
5,000
69,400
307,621
429,047
128,000
4,700
1,145,688
10,835
6,180
9,475
2,820
500
1,800
2,700
4,000
100,010
58,870
5,075
5,075
70,441
312,235
435,483
129,920
4,771
1,160,190
10,997.65
6,180
9,475
2,820
500
1,800
2,700
4,000
100,010
58,870
5,075
5,075
70,441
312,235
435,483
129,920
4,771
1,160,352
2,078,591
2,273,056
2,666,264
3,075,669
3,119,121
3,148,667
Page 13
Fiscal Year
2016-2017
PROPOSED
Capital ltmprovemQnt ~l~n
CARRYOVER PROJECTS FROM FY15 - 16
FUND
OBJT
FUND Name
13 70915 ADA STUDY

13 70916 FACILITIES SAFETY MAINTENANCE
13 70918 VISTA LOBOS ROOF
13 70913 1ST MURPHY HOUSE PAINTING
13 76906 OCEAN AVE MEDIAN
13 76911 SMALL WATER PROJECTS
13 78907 SHORELINE ASSESS AND IMPLEMENT
13 78910 BEACH FIRE BASKETS
13 78918 F&B CENTENNIAL MARSHALL PLAN
13 84903 PARK BRANCH BASEMENT RESTORE (isolate and abate hazard)
13 70901 PD/PW ROOF/PATIO REPLACEMENT
13 70905 SUNSET CTR RAILING REPLACEMENT
13 70911 SUNSET CTR RAMP CONSTRUCTION (design only)
13 70909 SUNSET CENTER DOOR REPLACEMENT
13 76904 BIKEWAY PROJECTS (Larson Field/Rio Park Trail-permitting only)
13 78908 MISSION TRAIL ENTRANCE (Mountain View entrance)
13 78915 MTNP INVASIVE SPECIES REMOVAL STUDY
13 78913 WATERFRONT AREA SIGNS (Design only)
FUND TOTAL
Funding Source
Measure D
Measure D
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Measure D/GenF
Measure D
General Fund
Measure D
General Fund
Measure D
Measure D
Measure D
Measure D
Fund Balance
Carryover to
Unused FY15- FY15-16 CIP
16 Budget
Funding
,
100,000
50,000
70,000
9,275
30,000
42,500
70,628
30,000
201,274
38,550
28,562
6,650
10,000
15,000
49,968
28,750
24,804
$ 1,460,620 $
100,000
50,000
70,000
9,275
30,000
42,500
70,628
30,000
201,274
38,550
28,562
6,650
10,000
15,000
49,968
28,750
24,804
805,961
Additional Budget
Requested for FY1617
51,438
33,350
10,000
25,000
5,000
55,000
50,000
12,000
241,788
Total FY16-17
Budget
100,000
50,000
70,000
9,275
30,000
42,500
70,628
30,000
201,274
38,550
80,000
40,000
20,000
40,000
54,968
55,000
78,750
36,804
1,047,749
Carry-over
Additional Req
Ttl frm FY15-16
General Fund $
475,327
33,350
508,677
Measure D
$
330,634
208,438
539,072
$
805,961 $
241,788 $
1,047,749
NEW CAPITAL IMPROVEMENT PROJECTS

13
13
13
13
13
13
13
13
13
13
13
13
13
13
Police Department Renovations

Park Branch Library Painting - Interior
Park Branch Library Carpeting
Park Branch Library HVAC System
Main Library Heating System
Sunset Center - Awning
Sidewalk Repair
Scenic Road Landscaping Priority Areas
Streets & Road Projects
Beach Stair Maintenance
Mission Trail Nature Preserve - Improvements
4th Avenue Irrigation Meter
Dunes Habitat Restoration
Shoreline Landscape Barriers
75,000
23,100
46,000
12,000
9,000
180,000
92,000
66,000
814,000
216,450
50,000
20,000
25,750
10,000
1,639,300
General Fund
Measure D
Measure D
Measure D
Measure D
Measure D
Measure D
General Fund
Meas D/RIF/TS
Measure D
General Fund
General Fund
Measure D
General Fund
TOTAL CAPITAL PROJECTS BUDGET FOR FY16-17

CARRYOVER FUNDS
NEW FUNDING FOR CARRYOVER PROJECTS
NEW PROJECTS FUNDING
NEW PROJECT FUNDING SOURCES:

GENERAL FUND
MEASURE D
ROAD IMPACT FEES
TRAFFIC SAFETY
TOTAL
2,687,049
805,961
241,788
1,639,300
2,687,049
221,000
1,068,300
200,000
150,000
1,639,300
EQUIPMENT REPLACEMENT
40
40
40
40
40
40
40
40
40
40
40
40
40
CA - Agenda and Records Management System

Sunset Center - Theatrical Lighting and Power
PD - Training Vehicle
PD - Investigations Vehicle
PD - Body Cameras
IT - Council Chambers AV Upgrade
IT - Police Data Room and Main Library Disaster Recovery
IT - Citywide Managed Security
IT - Network Security
IT - Citywide Network Upgrade
IT - Citywide Phone System Replacement
IT - Annual Desktop Computer Replacement
IT - City Website
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
Equipment Repl
TOTAL EQUIPMENT BUDGET FOR FY16-17

VEHICLE/EQUIPMENT FUNDING SOURCES:
GENERAL FUND
PEG
TOTAL PROJECTS
CARRYOVER PROJECTS
NEW PROJECTS
EQUIPMENT/VEHICLES
TOTAL PROJECT FUNDING

MEASURE D
GENERAL FUND
ROAD IMPACT FEES
TRAFFIC SAFETY
PEG
Total FY16-17
Budget
70,000
30,500
35,000
25,000
20,000
176,500
40,000
13,000
40,000
16,500
110,000
30,000
44,000
650,500
618,500
32,000
650,500
1,047,749
1,639,300
650,500
3,337,549
1,607,372
1,348,177
200,000
150,000
32,000
3,337,549
City of Cannel-by-the-Sea, CA
f'Yl0/6-2017 Projects
' 1 ~17
ihN '20f21
PROJECTS JlV DEPARTMENT

Projttt#
Department
jAdmln1~trllthe. S~trvku
Priorlt-y '161'17
Councf(;I!PW$ AV l~r.ede
,4S(HSJ6-01
Fdtlt 01$ Room .ar.lllo!'b U!r.t:y O:Usltt Re:ttltll
.'SO.I51U1
C~\:St \Wo!l}td Sew~/
ASlH6t~
...... S.W<ly
ASD-1615-i
AS0-1516-06
ASO-t5tii{l7
ASD-1516- U
AS!)-1611..1'
Q!po11t N~INM~tq111~
01(11'-(!t Plllnt St~Um Rep~OIImelt

AmWf 0$:;~ C:o:r:plllel' f{fa*!Cin
C'f \\'l:llstt
t!J/'lO
'101'11
Total
176.500
116,S'.iJ
'~.000
'"""'
I!~C)
U,O)J
40,000
16,SOO
~~WJ
16.500
m,GOO
30.000
JO,OW
)O.OW
" -""
418,010
lO.tOO
""'
"'""'
,..,,
;~.GXI
I<,JXYJ
!40.001
!cu:v Adntini.S(fnrion
AJt4..01-lf f1
~ei'Qa'll Rc'CISMIIf180~~
l!J/)00
!Libnirl' & <:.'onwuudty AetMdes

1"111: 8nmdl l.hMJ Poi'!~ nwilr
P<~llt Sllll'dl Lbre.y C$1Jl$!ng
t.l810t1-01
~3.100
lJ,tOQ
w 1517.0:t
..,eoo
''""
.....
~~t~Limuy HMitQ S)'SIErlt
IJ8.J(I11
900>
Pal\ ~ tli!!W)' HVAC S,wm
118lff141
It@
Poke Dellll!tn~ Rei'(W.I(JMe

Tlllbflv\'~
POHGt1.0t
I'OI.AG!U4
,...,..
S$,01))
&.7y CaJ"tlliJ
Sl111ris a~ Ro.sd Pfo!td$

6i!cw.c~:r
Sc!rvkn-! Pttblit
Wor~
"'"'
no,ooo
/W-H1~-t,
81A~
81.4,~
J:w.t4t$.01
P.l.OOO
"'"'
SIJU!O
'I"O,Ijl
~''itllr. FadJHI~!t
S11mtt Ct<11!11Allnfli
1h!lll't:ai U;h):.g ~ I'IJII'fl'
Fadnttts Tot!
,.~.0
158,000
SAkCy: l'olkt 1'0CII
[su~ l'dbUe Wol'b'
......
F"C t416G5
FA~11IIt.ft1
llSJXI>
J5.GOO
,.,.,
"'""
""'
Pt')(.ti1J.iJ3
POt!IJff.a.
tt\e~~h:m Yei;ie
f~Gm
90,1')0
Libr ry & CMtnlul llf A<'ti.vleks r(Jtal
Warrty: ('(ltic~
PJ.(/JC
,...,,
"~'"
Clly Ad~nlnb.tntio1 'rt:oc11t
~~rvk~:
'181'19
uo,ooo
Admin.bcra tivt Sff'Oicet" Tu.l
$~ Cen1111
'l1f l8
'
l
tll6,t00
180,000
t t.&lll
tl.OOO
......
...ooo
,.....,
MU.,O
.J,6i UQf
&I.C.OCO
J.1",0CO
..,.,
lOll""
>Mill
16-.5!0
l tUDO
!I,StO
....,
tll$.01
"'""'
Dtpnrfmtol
l'r<jc:ctlf
r- -Parks,
- &..8tarbSn-T:F(lrtst.
'17f l3
'181'19
'19/'20
300.00)
~~~.coo
10,0
..... "'"
"""'
""'"
..."'"".,.
'"'""
"'""'
FPtJ.-mtct
~IS,t.SO
Alii Al.._ltA lfl1;alolt '-'lfl
FPB.-,314.(/f
6wi; Roell i.-a~ F!lortyA.~'

1o0M' lnoV~~eSpeoes~SIIdy
F.PiJIB;lfl
,,'' '"'"'
Lanlhta~~
R>B.J61111
D.IMS H~Mat Rc;ltc:ri:ft
SIV$! Fo,.-ut,
FPIJ.t314.f
f:fJ>f6t].l0
U .HO
....110
50,000
10,000
11,).!0
'0.000
4500
96th TGUI
"'"''
o~
tlf,500
18,500
CIWI'D TOTAL
2JJ9,31
1,107,ot0
t,CIW,$00
"""'
p.,t,, &
Total
:lilt:II S1alrliflr{trof(IC$
Shc!CII"'
'201'21
Priorlfy ' l<il'11
fr(},~!tJ
f21,1~
~.~
City ofCarmel-b)Hhe-Sea~ CA
J ~ 2016-2017 I roiecrs
'16r n Llln.J 'l:Oi?. 1
J~ltOJECT~
Snurc~
Pru 1(!..-: t#
~: C111eitw~ huE~.m l.!mrn"i
' )(ll'l7
Pt lur~n
Ff'S. tJl~{:'f
rP-B 11:iH ra
I=.P'B f6fi'.1 J
FPfJ ~ct7 11
POl f61/.,01
ln1Jaton Mel!! I
Ibid UHJ:t=irtng Poaii)' ~
[liP lnnslta SjJKie11i:ffil!rRi SILd~
s~.-.e ~peo ~m~11
P-lliiGI! Dapa;trlrl'! !k,orKJ'
I!;
"17/'UI
"J8J'l9
rgrza
"liJ/ '21
Tot:tl
2DCOO
6500D
!'.000;:1
'10,(){0
10,DXI
<1S,lW
55,1)!1~
1"5.0:0
mt.r:t.:a
615.1))~
zt'JtoO
:1~5"011
2
i
1
21i.ro1
E6.00'0
~00,00'0
IC.lOI
r,OUAilP
11!,Q0t
IMns:11n: D
I
gII ""ZZ' t:e.::oH II ...'11 i'9
14f~
JBj,ll))
fP8t ~15-M
~ .\100
f.AC
P:eostM
- l~u li 't'!!!l8
16t7-~i
;?16,-415(1
i!Ji'II{J
~3 ,00
u'oiWi17~
~&.000
tf6of51'T
l.Jill11517 '11
Pitt 111~f.1
PWf,OS01
E,l)llj
F~ 121J"'l
Bl~t:t; ~til' P.tlfnk~
OuJH. Hatibr. Rtslxotttt
fJP,!J.rJ14~2
!':!.., llmrC! Lt:llll P~,.g llii=Ji:lr

P;J,, ~Td"' Ln:ny Cu f'!!t:f\8
UlJ
IJ;m Wn'P ~r,g S'bOdll

Pll"t !llllndl uh'Sf lfV'.C S'flllilln
S7~e~ lll'll
0 RCI!:
G f : Cap,ltallm PrtJ'~'e&nftllf Tfl~aJ
M~n lnll Pbl~
1u. Dl c
~lh Aol!ll,.'tl
~iii
BY
Rlllll ~
~"'Rtp.11
i1l'a,.ure D Toad
(2c
1IJII.D[ij!
~.(l!.\0
JIXI.~P
1QO.Cl
1-:I,OOD
11 !.OD
B.50D
e,.'IX
fi ~(!o,
~11~
iJ 1~1}
~fi.
:-oo
r:J,IJOO
t2,~00
1t,DX
4?;1,[l:fl
H4,()-:il
~-4,)00
~liC~Dil
1 .156,000
~.~o
~.~~0
~2::-oo
92..000
Jli5.000
U18J.QO
17J..il)ll
W .500
Sfo4.xll
J ii'3D..IOO
C11..ndl Cllllrr.b~n ~J Jpg-l!!!la
J.SO t51Bt:t
rrGTuM
:l,Dto
J2.COO
l2,DIO
J'2~"\\
[Road Jm~:nd F'011d

s~ p!D Rnzl ~
PW.H12.1U
Ro1d fui!'I~C h!M.I ioml
:M)(IJ]OJ
'0000:1
JDII,.(II})
:uo.cro
~.1.00
XO,DIO
m ,oco
~BM
2(l],lml
81)1j,tll)ll
150.000
150.000
15D.CCC.S
150.000
~001
150.tl0fl
150.00fl
150,&00
1~.00,
&:lll,bllO
fTrnJRcsafi.tr
Sl~ll~R~~
~t 1 ' ,~{11
Trantr Snlny T(lfal

d1kh.:/E~ 1.11~mn:~ t R~~la'lD.:Dl Fand
M&"'JliJ ~ FAro!11~ Mlfii):Nfll ~1 ara~
,IOJ,f.(i1-1f-r1
70,:'1:-J
ro.ooo
couro=.J tl'il.tel'ji ,_.v U~ ra:lt
j(ol; 1).1~16-01
1 ~4 .!!fA
P~~ IJil'oi ~tK~'"' li":olm Lalill) P~W!r '"~""
"'.SD-t ~ r8-D.i
40,.J)Il
..... 51.'10
.. 0,009
Cf o'A~ ~ li4Potlt~
A8D-f51~
J~
fJ.G\lll
r.::., !'i
l"rnj,c1r;:
Sonr
r-le~~ St:ello1t,
ct,....;~ t!i~u'lo
U=gradf
Clfo'olo:!tl i'M"<' ~ !!"'l";acr ~"'llrt
Pri~ rit ~
'IC!r H
,d.!(IJ
1ro,wo
i1o!l,i'IOO
'I
110o.~
Jll;t.{J
o4A.,COO
r-~c;..jtifiJ~
fin.H$1 7..f/1
PO.!. rdH -63

~, r!lH,Oof
f.'<:l11 (..:ITII!';IS
~llldtvt.qll'pmt>nt Jt~pl.aee'rrwnt
f'IIDrJ
n~tal
-41).~
o\S.P-'~1t-f
'ltiJCi'!
JUf'~ I
1~~
ASP..1GH'.D1
-s~
J~WZIJ
~r;o
tJJr .-;~:~t~~ro
llfot:Ptglllom 'll!lhtH
~o-11~
..s.~1:\f!';.or
Fuar
'ISI''J~
~so-r.5r~
*"t11121Cle~ .;;0'1'~1 ~ R~!ll~l
'Sl.!. . Cf1'1t1r "Uh\allgtrt~ n
'l ?I'll!
lll.SOO
:'ID,C<tO
l':,fr.(l
XI.IKIO
~. tiro
.4'!1,00)
1!. 5[it
!500,
~ro::
2~,.0))
~w
2'11,0:-J
211W
li1Ul0
4&.~
2.339 .8DO
Z'.ft'T.DID
lli,DCD
JD.ODD
11'f!m
~.~
lf.~s~
Tlilill
GRAND TOTAL
l,i:So1.W
'J6/'l7 lhru '20/ '21
FY 2016-2017 Project.
City or Carmel-by-the-Sea, CA
l)cpllrl-
AIIIIIMlflfiiUW:$tniUA
C:..w o
l ) pt
AS il-151~0 I
u"''' u r(
,.YOj('d N~<.-. Couocil <.:bamb~rs ,.\ V Upgudc
C llttJolll')'
~lprtltt'.l
10 ~~"'
f.qU.Ipftml: Compll!tB
l"fiHb)' 2 Very lmpO!'WII
AllUI ol 4
h lioi')' l'h ol
Rq~Jaee the 10+ '1f:MI file!
Tete! l'nj_( el COR:
Des(ripcim
&17,.~
AN 1Y!I!C"m. Include$, c:crmens, 1udio compQncn~. \'Idea lind wdio mixlng cumpooena, a:ul imcgvrion with C r:mcu:;
.$)';S{(ll;tl.
Jwtiliution
C\uler.4 ~"::lt'.lll i1 ctrt.mely outclll!cd \OOlltlsntnd
b"p~ud llutts
fm,JOI'
tornpOGt<JI~tulvtng <:omp!tttl)" illalo:l,
'16/'11
comw:er Scftw<ln~H~
con~tlotVProjeQ
Manaoemon1
Toe.l
Fundi11jl: So.u.rces
'17/ 18
'181'19
'19/'10
'101'11
'"'""'
"""
r(l t.al
"'""'
17f;10J
' 16/' 17
,.,.,
176,$00
'171'1 8
'18/'19
'19/'20
'20/'2 1
T otu.l
PEG
12,000
Veh~Qulprncn!
IU~OO
tA4,!1
t1UOt
11&,500
R~l808!1tflflt F"""
Total
Budg<-tlmcacr/Od.er
"'""
'161'17 ..... '201'21
FY 201 6-2017 Pruject<
City of Cannel-by-the-Sen, CA
Admutu.t~e Sosva"es
Co t11t1
r ~!lot 1?.{\tipmCII
ASD-1516-02
I'I'OjtiC II
~Hp~~nn~enl
, .'. .,ful LiiO
f' uJI ""ow Pa1kc Dlllll Room find Maln Library Olu.Jte.r Rec:over
C-t(~ry
} )UI'S
Et~ll..,ntm; CoPl..tt:l
l'tlll"'' ' I Oit~a~l
Oe~cnpdon
roll J'rJ,.c.t C111
s.o.ooo
Purt'.hll$e n.KI;matsofl;.~~and ha1d.,.,-uc ~~~ for n:cowryofiT ~)'1tCI!liJ tn thocvcm Qfd:iSlllll,
Ju'idfiutlon
C urn:ul dQaS!CT IC\.XI..\'t)' p.llltlllli!d
ttp11biht!t~
ExpettdJi ttm
' 161' 1?
C<lmP<~tcr Somt;t;~re
T ot'll
Fu.ndi11g Sources
Budgd lmpact/OtiJC'r
10 1~
'18/'19
11)!'2(1
'!Of21
......
Tc1111l
' (1.000
......
~o.ooo
.;cmcni Fund
'17f18
<CC,IX()
'J6f l7
V eh do.'Equlpmt'f"tt
lit<' l!ICOmpk\t and p 10YidC .ftll Vd)' b1111t<.'<l SCI of diWtl:f J!IO!Ct'tloolro.
t~,Otlt
'17f l8
'lllf'J9
'19/'10
'201'!1
TO"Ial
O,olO
fO,OOO
'16/ '17
J"Y 201 6-2017 Projects

City of Camtel-by-the-Sea, CA
lh~
'20/'21
Admiaklrnl~ St-ices.
Co!Mid
Typt
ASD-1516-04
J>rojMtN
0-tj rrmall
SofT~ or .S'~bKd~
u,.r.d Lif' $ .,.,..,.
'"Ju11"(r CHywldt Managed Se<:urity
C'te~ry s;o.ti......-eSIIbscrif(iUlls
f',.ril)
!\ct0iU11t
I Critau.l
J'olitr l'h111
Ot t('ription
To;t.t Pov)Jc CO'tl1 Sl:l.+H
This projc;;t wvutd o;()ll~t!l ofa Cnd0:1 !dt1M prooess ~)tfC Ill~ C'rty ...rould ~bl.loO~ 111:a~cd Jlltl.ty produe1to protect b<ah diem rnm:binn
llf)(J cil)' 5(;J'Vt:l'$1
Jusdfic~tioo
Cl!r'h~lllh I~ city Is DOt C0''C1ed b)! I DlllnQ<ld &e<:~~Oty llf'Odu"
A mb: of !Tee or unl>oc:.o$C'd produc($11f"C- cumody In use.hel do OOl ji(GW:llh<'
eity a~!Utltc !y.
Expvadilurtll
'16/'11
Ccmp<~let SOI!war~ard\14rfl
Ttot=-1
'191"20
'!0/'1 1
TocaJ
"""
f3..00t
'1&1'11
V911ii::~Equ!f)mM!
'181"19
""""
,..,.
l~nul fng S t~ tt~ts
' J7l 1S
13..00t
'11r1 s
' 131'19
' 19f21)
' lOJ2J
TotJIJ
l l ,(I}O
Re &CE(nent f"unel
Tohd
Budf::d hlatl"Otbe-r
U,OOO
13,0011
.....
r1
~ U 1 6-2{J 17
Prnjed.-.
II I
City of Cmmel-11}'-tbe-S~~ CA
1uno
nt
T ~""
f.
LlUl U*
1-, lr~:oo r,'

rourol~
111u p l t'Jet.:t ~'t'lu!d rc:pJ~.('
l11m""'l
,em
IJ<ii '11'"'111 r.r:c%PIIrn.

I [ r'<tt al
f ttUII't jt"tl if1 'I 14ft,OIJII
D,csc rlpgon
!ui::!ioistnnl' ~ Su.t...~
{tt.~ oH'I
lllr. rwo SC~t<1f3lC ~tO I "~ i:JI~ Clf)o
litt::'l\aPI~
\ Ill .tllilh of lm:walh. cpt:J.bllrl.J! 111 .a lt3tJ~al ~ t c.duod.wt ldlllo.n,
.Jiu!tJ fir; ll.illJI
~ cu~t n~'w<~l~ ~c!'
'INlre tlm11 fhe Jll!om P(d and wt"l ~Poor~ hr.red il.fo cr-tl (1( ltf~ tJy rhe ~mu-uf;11.!W11!1 13cguenfthi!T ae.~~pnrc for
upd.l!k Cilp.;.bJitl)' I 1 riii:E\:<I:olf'l!!ly CJO;pcll!:.IO,.T ..::.d lbcJr (:._..dttl[?;!> 11:1 j!'l ~rei I~ L:lf)' lrum t:\.'EUTTL;M'Ii ful11r1: t.hn:D.I..> 3~ 11111!11..1.
u.J7
bprrlldiruT~
'17i' HI
'Jil/'19
'J91'1tl
".201'' :1:3
Tul~l
COt'11P!ller SOIIIIHf!rQIHBRf~&r~
l0.{:0
C(]llf'lr Jrllo!lof'ro,lflf:l
11&11~er-ne nf
,QI)]D
30..10!1
ID.OOO
cD,GDD
.U,DCO
Total
.Eo'uod'in~ Sourto~5
'161"17
-40,tr:c
Vet)ach.:IEQvlpl"'l911
R.!IE:biit:RJe..nt F'':.11!-d
'l7t'IS
'Ill/' 1'9
'19f'!Cl
'lDJ'21
T ufJI]
10,CCD
41!AO~
lJ INEJ!'f'C hT!JI.Ii!lo'UIJlu
l~.r
'l(ifl7 tbru '201'21
FY 2016-2017 Projects
City of Cannel-by-dte-Sea, CA
lkp1rt_.
Cau.u
T1pc fqu:pm011
ASI>-151 6-06
u~tf'leol u1~
Catttorr
5 )'IWt
Eq,.,~;~mmc: c~
P'Tiorl()' I CriliCII
"((.llll 11:
~Ucy
Adlunht:mii~Serrio:eJ
Plu:
T 11tM Pl oj4o:l CoR: $ 16,5(1(1
0dtripdOII
_Rep~ the ne!WOrk Swi!d~in
or 1\i1we tircwaiJ6.
theCity With 1'1\~lc~ capable with p!)wet 0\'tr<:thM'et CSQ'Iabihty alld ll'ltt gf&fion 'wi!h nCIWi!tk lltWrily lCBtiltti
Justification
CUrt<11t SW!It.Jits do IW' !".ave 3btfi!Y t(l wppofl IX'""ct o~crecl~e:mec ufiKfl will bel'!~ t(l moo;e cny ru VOIP pJ!Qrn: qnc(n and nvoed costly
0\iriQJ. c~ M50Cu.ltd ~~oitb n- ~e system. Nt w ,,.ttdlef; Will abo 11llow for an ~puafoo of our w\1dtt'9; llllpllb1hbn tit a lvruro &at;:,
,...,
'16rn
Etpe-ndhur e,;
PIDnllifl9>'D~OII
comp~
SOI\'4fe.ltfaldw<tre
Totlll
Fund ilt~ Soucts
rota!
' 191'10
'lOJ'lJ
,.,,
,...,
Total
t6,!;JG
'17/ ' 18
''~
Rel!la6rn&nt F~.~r~o
'18rl9
16,5(10
' 161'17
VeiiiCJe/EiQtJpmor(
Budget lmp11d/Olht r
....,
'171' 18
'111fl 9
' l9f10
'101'2'1
'f oflll
1&500
......
15,500
r'l"' II
FY 2016-2017 l'rujecis
Oty of Carmel-by-the-Sea, CA
'16/'17
thr11
'201'21
lhpao1111o:n1
Adltl oftifltMo~O: Sttuce~.
route~
't.) pt ll;plpmcn1
thdul Uft JO }'t'\13
l'nr"ct ~-- Citywide Phone. Synem Replacement
C.lttlll")
l't'IOn"
Dcscripdon
l'!q~ipmcnl; C010pa1cn
I Cnl:tol
'I til l l'rojffl Co.~: 1110,000
Replace mb. of<il(ll llii<I8YYl piii\TitUYS!Orll Wcth CII>C intqr;,sc.), modem S)'Stall
J1e.1ifictiu a
OmCilt phonc$)lfCmsarc l)q'()llod then nonnal llt;efi.ll npna11ng t:aw<l8 a:nd ll4VC ,.anm~s p:Ohle~r.;o~ u~U'dtd ..~lh o:lkmg etw.g~ lind rflp!OanS
f11ull)' cqu1pn1C1'1I.
Expcodilur~
'16/'11
PlaMin~DeSigl'l
CCCIIOUit
Soll...aretH&r~e
Te~tl
FondJng SouR"~
'Ill!' I?
'JCJrzo
' 201'2)
'"'"
Tot11l
10.<00
100.000
co~
llf.OOG
no,coo
'16/' 17
110.000
V~quprnent
'17/'1$
'17/'"U:
't8fl9
'19/'1(1
'lfltzl
rvt-~~:1
\ IQ..DQ)
Re;;taeement Fund
Tow
Budgti lmpKtfOtber
110,1100
110,0;10
'161'J 7
W 2016-2017 Projects
tltnr
'2 0/'21
City of Cannel-by-lhe-Sea, CA
Oc-pan - "' /nJmllli:fl,oNiv.c Sa-'*.q

(:I!IIUC'I
f)pc P"l"lftm"'l
ASD-1516-U
thdwlllft S)aB
f>oJt.NallM A11nuul Deskto)) Computtt Rtpllcemcnt
Calttllt,r llq~ Ct>mjliiiM
P,lorlry I C'W!rieal
Aot nUI;
f:lt.Jkr Plu:
'f11111.-.jc.a Co'l:
n~tdpdor~
$1~.00
Provide a -SOurce.Cff!Ulditlg tt> p:uv{;k l(lf'(lnt;hiag Kplkmli:ni Of uida- cttmput..'f~
Ju$ci0catioa
COtlljH1CI'l baveauulilllifeS011T~t:re bei'Ar! *'r $nd li\'C)-Sin onk:t 1(1 ~ tJJ! Willi d!Biljes tn lbo rT t ll<lll81t)' 'hllhffgfll'd 10 11pcrtltnjl
f.Y$Ums, compc~ler SOC'lln1y .and nttwurk -Spot!dll.

We
btl~e wn11Met'S 1Nc ate tm )'"-<US o1cl
~. flmd
trior-
'161'17
''i!J
".0001
f:xpt"ndlitlr<":S
Computo1 SOflwa1CIIHOrd~rc
Total
Tou.l
Funding 50IIr(t5
rrfor
3!l.OO!l l Vellid'eil:Qul~e,'ll
T4ltal
Ri!pJate.'ll~!'!C fur.d
Budgtllmp..:tf~r
To!al
..
,,
w.wld allow f ibc ltpl:tOell:!l ofII city ccompuun o~e 11 period offi\<e 10 six ycof1,
' W2t
'17f18
'18fl9
'191'10
3:0.00)
......
.00'
lO.OW
'""""
'1_6/'17
'L7/'18
'181'19
'191'10
30.000
30.000
30))00
;JO,OOO
110,000
......
,.....
lt,Oilt-
30,000
110,000
)),0)0
To1al
121lPJO
)t.tlf)t
120.000
lot21
TCJI.AJ
'J6/'J 7
F\ 2016-2017 Projects
City of Camtcl-by-thc-Sca, CA
(/IIU
'20/'21
Ufjlllnu
.,..
Admlll$llli!..!Ye StrYius
('c.,un Adloil Sr'IIJ Dir101'
ASJ).t617-01
S<JI"Pl.l w Sullnp1ioo
l]ld'l 0 111' l
f'rft.J.,ur "'.~o11111 City Website

A(f.OII-111 -''
)'c.\1$
C<tJMY Sefl...ue l"un:t.Joe
Ui>11b0
f"t!Ot")
1 Cnxl
f'flloey J'lu , fl' Slmtti' Pffm
rnl-.J f'tGjrCtCo
0\'J(...riptil)ll
S4<f..te0
De11gn and bml new puhlio: fno:ltll we~uo 10 rcp!nce niiJn& M~m~ pliJiMm
Juscifiuti l)u
Munu1 v.-eb,;tl.eV'tlllli dtfficult lo pll!th Md h"Cp Uj) u (\lit<~. CsmC"::Il ..'aldOf hin ' wllme.J l'llllll.Vlj!.CIIngm"rn!A:niiUOC bi.'tCcmns ntllret:~pt!!liiVC 1md
SOiln ~til be 1tnpo.siblc d'uc: t~st'"'-'til)' ft)tC:Itlll<lf older &Otlware platfonu.
&1.,pcndiluN!J
(om.j)ti:IH' $cltwor$o'~rt~
rotnl
f\uadJng-Sou.rtf:t
'171'18
TOCAl
' 19/'20
'20f!l
Tt~lld
,.,.,
"'"
44,0(1)
44,&tt
'11t'lll
44,000
Vchitl!!'.f!upment
'181"1tl
30~
'161'1 7
Roplo-oemcm Fund
81111j:tt hnpxt/Oibu
....
'16/'17
PlannirQIOS$10n
'I B/'19
' 19/ '10
' 20! 11
Torl
4tfJOO
.....
4~,4~0
P~el-4
'16/')7 rimr '201'21
F\' 20 16-20 17 Pmjecll<
l>fiJif f(IOI\"111
co..u.,
City of Camn>l-by-tl!e-Sea, CA
Cily Mr::u11l~iuo
Ci!yClm
Typt F,tjli 'I)IJKI!I
Lwf111 Uf.t 101M3

Ol,ea.41t CqaipmCIII' Mi$.:t:!llna)m
l"rnJtal'i1 m" Agenda and Record$ Mnnagemenl S)tJtem

~.
... . 11:
Po1~ f'lu 1
l 'f'lot.IU)'
I (:tll:ul
trSmuq;oftlu
Descriptioo
To tal i'foJt Ccc:: $70,000
This p<ljeieil would timd an t~dl1I'Jillflllfcme!ll sync:m oo htiiJ s~irw: lb~~~~ J!fOOI!S$ ford1e ('lcr!( and $.lJif)OI11!Wl for Bouds 111oJ
Commi~rir.n~~o u.rw~lt a~ lntprcw~pubUt a~ei:Si. lbts projetl ....ould atso lUnd a rtiCOtds tlllin~l ~)'SIn to<S\lrlllhal r<nls are inde:.tOO,
bcing.n:tllHI~ (Of 1~ tpptopraite lestglh ofome. ar..d a~ll1e Mr tfl.cs~affand lbc pOOJi'-
Jurtificllft(lt1
Cur.rt~~dy, ltlcn- }l; ne1.thel' an ~~.Bt:nda m~:Mgttnl'llllll}'$:1tm nctr' a rords managtfnt1~1 system u pi~ H avi~ thde bolh M
....ould.siSJ~ilicaolllr imf)fO\'C ....OOCOow fo1 ~IJ ltld Jlrcady ltllf)J Ove*'tiztn ~> ploi\J)it dcc.llnenl&
'16ni
(\).pendjl urtJ
EQuii)Net!ICIIHii~U'TI.,~
1'ot:il
Fundillc S<~ ur('ts
'1 7fl8
'181' 1.'>
' WM J
'ro,eoo
"""
't6r l7
Veh;cfe-.!1:qui(lmcnl
th..'!:;le :!l)'.stemS 111 pl11ce
~
'17ft 8
'18fl9
' 19fl0
~:or2t
To(al
70.000
ft.epleccrncnl Fund
10,10
.._..
his t.."'ltktpil.tcd ~~(lief$ wfll b.: uoplcnerttatiC<O c:og~' ofp~lWotlld)' $$0.000 f!l\6 llll.Mflt.l<lil COISI of<~pptOXI!NICI)' S20.000 per year totnQ
'16117 1Ar ~0/'Zl
fV 20 16-2017 Pmject<
City of Cam!elby-tlte-Sea, CA
0.-putmr-..l libmy A c-mtil) o\cDVfli
Conuoo
-r~11r
LIB 161702
ru1ttc ru '''" Jark Branda Ubrtr)' Pniudng IAierlor
c.,.~
f'ntlliiJ
Dt:se.np(ion
UnU~o'"'""'
l ,utoll Uk
H eal
fJWt C..-t
Vu'*'P'C"J
I r nlb l
s,a.
lh1S pr<)o1 mvl)l~-ct ptlintu'l{;.lbc mt.:nur ofdu: Pllrfo. Brlm~h l1brtcy.
Jmdfiutioo
I
lhc IIIICOOJOftbc I'm 8nnw:tl hbfel)' bl~ ntX bectl r'loced since lbe bmldlli3Crpc:tlc0 In 198?. 2"1 yc:msgo. 1bc V.'llliS IIIC Sie\II'J'cd, llllldt<J Cld
dupped. Tflto pain1 h111 WCm l)tf, C~pCCi~ll)' in ct~rr.cr.t.
' t6f11
E.xpcnditures
ToUII
l'uudjng Sourcts
M$8f;Uf$ 0
Btadee.t Jmpac.t.'Otttf.r
'171'18
'18fl9
'19rzo
'101'21
,....
!3,100
2MOD
'161'17
1otal
"'"'
23.100
0!1'1!!1
'17r18
'181"19
' 1.91'20
' 201'11
Totill
23,1W
23,100
13.100
2UOO
Tho: pmjo:cl u C':\pl:ct.l toQh1 S2J,IOO lf QJm;tktcd i:n rl~ital Yur 2016f17.
' J6fl7
'17fJ8
' ISJ' t9
'19r10
'20/"11
?JJ((l
"''"
'16/'[7 Ibn.
~0/'ll
City of Cam1el-by-tbe-Sea, CA
-..I'll,
IJb!Wy ,\ COtlllll""~ ,\dl'<tli
Cll!obd
'l) flt
LIB 1617-03
~J~"~
Otju.tlm "'
Unoli:i'l&'llo;d
l'ful Llk
Park Urucb Library Cllrpd.iog
t-..lc::~r)
l'rion:l)'
J\<c.u :
I C I'IIIUI
j'olicy Pln1
Description
ToQII frojm CC~J~: tdAM
Thi$prpjcct bvo!ves rtclirpi:tm,& th~ l'vk Bnmcb U'l!r.: ry.
]$,.-cir.caeion
EXJstltlJI, e~~f'J'l(:dng ~11s ln~111Jed ~~o-hcn !he build:inll openod. ond b 1i yc11rs old lliS tra)od .,.d strlocd ThC'I't t. tlutadb,uc :t;t"d llllht: local
,.Ji111ory ~d V<lU:h Servitd d~llnmentS.
'161'11
Rxptnditurcs
Oth'"
l'ot:d
ToiJIJ
'191~0
'l.0/'2 1
"""
T9lal
"""'
.......
46.001
'lti/'17
(I'I Jiidl!lg SO UI'\'ei

).le;!GIMCI 0
' J8rl9
'17fJ8
nrn
'Uii'l'l
' l9r2lJ
'lOI'll
Total
o.ooo
46,0
4$,t00
4&,001'
Budgtc [mpB<$fOtbe-r
I
I(IJu! prOJ<'t Is eofl'qllmcd in Fiscal Yw 2016111, Jr 18 C"-PIX'!CI to eo~1 $46,000.
Budaec Hems
'16ft?
CII,OOG
ft.\lllntcnance
ToW
'J7rJ8
'18/'19
'19r20
'2<1f ll
rotal
<46,~
---~~~~'----------------------------------~~~~
FY 20 16-20 17 PmjecU\
r._,r
Oty of Carmel-by-the-Sea. (:A

r.
<niiiiiLiftll\' A~I ~ I LI
J~~'
C ui._mm
he ul Ll f
Main l.Jbrury Reill ringS) 11tem
C.::t.l tt;un.
l'.iDr
rn10r111l f
~'nhn
I ~ hltll'YIIi'
f nu JuLI
Ll0.16i7
l'roj tn '
tlu 11
Lnusen!Y.I
I CniliCIJ
Pa.w
l t I I....,J..n t.:'om
DMtripuGn
:lY,IIIJU
.Rcpl~n'T)ti:rA of L<te .:v!am Lkt:!till} JJ ~llllll~ 5y;!LM!
btilir a li an
111 ~ Mwn whr.Jr!
I
rurr~"!.;e. ~Pi t,;h
lllieqn~td j/; 111111C J1C:ll'lii.. i.J:Q.!:,
......~ 11'1~11~ \ 1o1Tth 191J,!;,
~~ I ll yc:rro nld lll!d ncilr lhc r;ruf nf IS r:.qn!~ lcd iifa, ,, doe ~m lw21 the IY.Hldm~
fCI.Yl"\-t: tllll iC"I>I 111:1 l ~-4t. nn.~ , to, II nl [llC" .a"" 1!5 IW L lttaOC".d 8( 1JIJ SM1 ft'l It!>
SC'Idl c r~tl.'f~ In Ill~ otlirc >.tl"eil lUNI
JlUbltt J u ' J~'- J ~l~. >Nlticl po~ -11 po~llllfll
t*
o>fdN\o b~JMJd aM Ddd rG 0<11;1 of~o;mc btlF<
'Uil'17
' ln/'1 1
'Y1P l8
9.0:G
"l6.r'17
"l 'l'r Ul
' HI.'" II#
' 161'11
'17r 18
"11/' 19
9D
' 19Pl0
' lOtu
To ~
4-
~---~~--------------~~--------------9,1d0
9,!dD
sr
'161'17 , '201'2 1
fY 2016-20 17 Proj ects

City of Carmel-by-the-Sea, CA
lk..,_. nnt lll Ubr:Jry .t C011lllhllhy M wt:l

Couua
Type Uru.!iSigocd
LJBJ617-0J
V'kCu.l Lif<.
C;~ucel')
UJ.1A<pd
Pno:nty I Criunl
n~rc..tpdo-,
Tll rr.jt'Ct CHI.
ua.oot
Rcplncelf)Cit ofh:-k Bnsm:h Ubnsry l iVAC qstcm.
1u~>tiffudon
Tbe P&i"k Braooh l!bra,y ttVAC 6}1Stc:m does Ml..,'Otk and is 01 111e~d orll$uSdbl life. Heilrlng and llircondlclonirl& woTk m Me attl ofthe
librroy Qflly: !he "midd ~ :tf)tle" "'-bich comprikS tho: Yolllh Scrvkc.f and Ti!thnicnl St.'f'liccr dcp;rt~oent:t. Tht: front ar.d R':tr t'fthe buildi~are l!Qt
ht~~!eC<lr couk ll Stc.IY on-d dcportmmt:t J!l tl~t mrti:S v~e !~hc11tcrs dun:!! <id ri\O!I!hl, p0$i.nsa pOU:n tiaJ (~tC-b::u:ard $nil lne'retilnll d>.e Cil)'11
tileoolc:el OOSIS.
Expendjtuns
'161'17
EquipN~It!$)Fumishir.gs
Total
runcling Scmr-te$
ru1.11t
Budstt lmpMtf<>dJ<>r
' Uif19
' 19/'lO
'l0/'21
Total
upoo
12.0JO
12.00(1
'IIW'I7
M II8Wf t P
'17f JI
ll,O:JO
'17f 18
'18/' 19
' 19r;!O
'lW21
''~'"'
U,Ot4
'fOia l
12,000
U,fOO
I bis PJOjCX'!!, 1ftb:l~ tllld e:oruplelcd In Fl:;tal Vwr 2016117.1S n pw! to OOS! 1 12,000,
fhutge.1 fu:mt
eov~prnonl
' l W'l ?
12.(()0
' )1/ '18
' 181' 19
'19rl0
'20/' l l
T otaJ
12.000
ToW ---'~'1>~'~'----------------------------------~'z~~~
fY 2016-2017 Project,;
"16ttl 7 tAru '20/'21
City ofCamlel-by-the-S ea, CA
lkfM't l mr-111 S..lay l'c!lh.:11
C01"11 hbbc Sfctl' ['lt~'lllf

l)'P~
POL-161701
~'~-lilt
"'me:
I,Mt11I 1Jtc
PoUee Department ReoO\o"ttdons
O~cdption
25 ye~n
Ct~ry
OuildiiiJ:J
f't'-ri~y
1 Crilwl
r ..u ,
,.,......
r..tl *' j"':l
ln\Pftn"Cma'
lluil tt l!. 1'"'0 pilrtpt'i>Jeetdes!gncd w t~f1!fu"'e w<ulons cc.u.tit.iuui, ll&fCI)' .nd.spaee IIi I.M t'amltl l'nti. DtpiirllntnL If llpllfi'\I'N dlerr~tlt:l v.>lll
b~brol:e" 00"'1111110 (\\><) ti~l }UI$. FYI61J7 W'!ll ~ ci)c planning pblse oftbe pro~ aod FYI ?118 " ,11 b 1be 0011$(11.u;:tion pbsc: of tbepr~.
Thi" ptoji lll\~tlvl."!'ti!K"OiJt;lllfi~'MII 111:~ that ~!d be: sddre!o'tld $0 cn~urc buth Afrty w empluyc:n 1:11! ~edt& lhe public r11c: !HI(
cc>p&rdizcd.
Pbase NI FY 16fl7 the hlt1tlf: ortil ard!I!OOI II) l!<l\'di)J) plotll fOJ ttot. 01UIJ'IICtl011 of all tJ!fro pu~ll(:(g ~lhln dte p!Oposil.
1)))$ t2 FY 17113- 11lC <:Ue~Slluedon pl-.as.: <lf lht pn!j<, wllith II)OOrpiW..ttJ lll lb.rct idtutifXd p1~1C!;:I3
Proj~ NI The dc"t~loprncul o( a kameb.n; aru:. fvr dl)s, Gb .:~d ~Jan aninu l:;.
rrojo:t IQ AQ ~de ofthoc Dsp~e-h uM 11) ux hNit. CJ.Pelldlll_g lh( are.1.nd II)Ot!U'fliZI!Io$ Ill<' <q:UJJ'tlfllttl
Pro't n1 The bo.rild1nll: 11hn e'\'idmce room. wbid; I;( ad uatc m $iu_ to:'llntv W~d \'er.-.nlaror..
Jtntl.fic.atfon
Tile Carmel f><ll1ec: O\."Pfn1tuc:n!l; U'o'C SO yc.tf!l old. In dl!ll bmc.lil:rlloo&oz;y, .scrvii.'CS And polu:ensba'f"Cclum&ed ct~r.,tdtn~itly. lhL'ft lire thrtt
eas "'hldl\ltc no- ll)lliU nJIUble for tilt I}'J)C< ofr~flOICleY and tie:rY'' we JlfCII'ide: nu: Eo,""ll!trtOC Room, Ol!ifl&l~b CCiuc:r and A.nunal
Keunchng.
"flle F\'ldence Rooll) WllHico.-'t!ll)peO m,;id.e a Rlli'tl Ctffite -.idun he Pul1ce Department In 201 I an a udla l'f(II. pol~ ctq~nmcn1 r !liletlY 1 1"0~
l)thelltcd the W-lllilm.on ..... ullld!tiute, The re.mlt S lhe eom1;1ant odor of IUJ(I()t,;:s and Qtbn Jl<ptrty a:.d cved...'ll .sto n:d 10 lbe room
.Wd!tlo:n. he.,mounl ofevjd~ b<i~: $tOred in 1bt propcnyroom ht fl'l()ft: 1hlrn "'<e CAA property ~ort. A.J otVi6oc.JII.' j;.nhenn,e tlmfques ba\'e
eh:tnl'tl., ;:.o llll'<t the J<qbJI'\:~:mub (c" p:6p1:rly .uonng e'hdt:nCtt. Th~ Cannel Pol~ Ot:pcrtmen! dol:~< nut ha\'C' lhl' ruom or 1he ('I{IIJPmrnl aoedcd
10.d~uat<:l)' ~ CVIdenu. 8~1ldi11g: lhoftooloftllt lh)l~ depanmen1OUI'o\-atd Ofl dte ptc.-l!liiS1ui' fot.slldabill) 'o'Ollt pt0\'1de tdi\\IIW rOOin,
\ c.nu.!:1rion Jotu.Sto:lmol~>gy to MS\'C d!r. drpQ:nment f<~~ n111ny )'tJn.
1'bc Dlspu1d! Cro!o!T >U.IW 0\~ .SD YCilnl oM. AJitlovgh t..il6ok/gy bll~ .kept up, l ~c l llfnUili\ICIIR has ftOI An $ 'C'<ld1At was Ol1giiXIIIYd~gDOCI tO
hold a JCu'lgll: ~<wlichbllard llnd ltdlo de..;oc: 1!(11 ma~o1 11\l~am ntulrip!cct1111puk1 ~$!1!mf,lnl.lDI)ton nnd llu: 911 plfonc,;)~ttm. Wilh d1e in:cn* Ill
111:\ld fur ~\I!Pft'Clll JI )C""l') liM booftic.Jndfc~l.i"C lQI~ Wlwft f....l U11tf. 'tJI(; Jl'liM: Jepnr1SIII:UI tfaJS bad mu.Jiip3c.t ef,SUIWm!l: Jludu:JOU!l!plt:Wd on
the(X'ntCf i'U rt'l'.Uit Mrnulriplc: qjutydlltrrn' over die pn,t (ew~'(.V3 d~ l(l~:t~nf!dC<PIIlC CIJ111pmenc nnd $C1 up()fchCVICf
n1c kC.tlllCiin&: ~lltillfl ~ fuffiOII!Iit'!l trUfiMIIi WOSfC<III)' lta'IO\'Cd ~Ahen IC:poiiJS V.'Cfe OO&de10 d)C foulldoUM Oflbc bu1ldsog. The k(fttldU~
fence and \JO'OOd. 1'he 1:mnd' were ;tbu:h t:n a 1cmpa101ry IIJoCiUIOII-$(111111 or fico J)l)httdeli'Yfme"' Olll()
sbc old ~ll!trial8. Th~ sy~cm c&. 0013(}qo8tC lbt bOOSW!: antmtl' and u Imulct! cod~ only. A nc:~' -')':llfm s:hould be b~eh illdi ~I)' arw..'$
U$ o t'lre f<Jr nnil!lllll ~ fllf <bnn pa;oo, .,r nmc while 1be ownen11n: ~wcQC!
J.)'~" ill ''C:f)' old :md ~:on~oi)i!. ofd!limlink
To vt~O'il6 it iuoicpluc.S nil Wee <lfl.ltoe:Sc l::fO~S0011Id kOOO!pl.:t:OO t~tcbu&ll'IC Li1ne. P'u~ug lt!c f1v11t ufthed\'p&tWII.'Ilt Cl'lltward U:~ the
aildma foond:uion ~uld p!milk ncc:dmry rat1m fnrllll1lm:e llf~ pfi\Ced fnt dte pnhcz ek:pnnment Th~c c.NnF v,,t;ld !K'na- ~crw:<~~.~r S(Bff
!l..d OUJ cooununily for maiJy )'W'&, Olllii~ d10 t!qli!CI<IIlb-o(~o1' tlOI! dtplltttnem_
' t9fl0
1'cHill
x-pt:ndJturn
' 161'17
' 11/ 'UI
Pfarml.,gr'OM,'gn
CoMtn.ICiictl
"""
750..000
750,000
IS.ON
1&6,800
a'.S,O:JO
' 161'17
' 171'18
7!1.(00
no.o
71.000
HO.tOO
'fot.al
FnDd.iog Sour('fl
Gf: C8P\8111'1'1Pf0vemet~...
Tuwl
'18fl9
' 201'21
15>0
'181'19
'1 f/'1(1
'10/'ll
l'ulal
.,...,,
"'""'
'161'17
Cily of Cannel-by-the-Sea, CA
th~
'201'21
T)l\1
u..Nt ur,
"''*" f'o'amc TrainJng Vehicle

n~crtpdoo
Safa1: Pollee
Conlltl l'ldtc. Sdnf D b:teiPr
POL-161101
...J..ts#
IHplllliiiWI
Cat~t)"
,.,...,;.,.
.. ,...
5q~i~nt'CII
Vchieks
v'FY ,.,pon,m
T(IUl rfOjW (;o.t;_ $3$,(100
or
Pur4a*ufll vchicl~ ustd Rn II'Ahtint. TheCa.m1d Polaoe Dql:irtmtrlt biK ottdUM!r.lly '*I ~IICCit,Y trII~II.S ~'CtlleJc as. -a pa~ t ofOlt Ou1
vebidt<J. In 20J2. tbc cni'li(IJ. \<ellit!e R'idlcd .n age wb:re il V.'iiSIXI IOJtJ.c rtdlible, The ~-chick h11.~ r..nl been n-plaud liSOOicrprojc.:.ts took
priori~, R.epbc:ioathc ll'ilini~~& ~-mick would pu! UJ b~ck On Ulld: will! ihc \<ti-JC!t>tcpl!leemen! ~!cdu)e. n !e Ciiy is looklnglvc- way~ to rcd l.lOe It
C::l1bcln tbotpnt!I SI!d purcbasl:fl$ s.H)'brid vcbicl~ fOr tr1in1ng llfOU\d bclp lbc CuywiQI Ulie pl.
.M-dfi cadon
J
Thc.putclllls.of e n,;w trett~~ng vt:bt(fc !e eo;t cffcetive ~ons~g 01-~lounl ofr.-:itios v.ilicll requtr rnwd, C\ftlri)o 'A'm pofll)g t\~
fmiiCtr.ec ond wi!/1 the amcHJI!( orreq OJir< tninin,E in the pctlice.hp1111mi:O! tlt<<OMS jus<ify the p-.m:.hi&t of t. dcdicaleO V'Chic!e.
Expen.dJluns
' IW''J?
t qutpNe.'lir.I!!IJf"umlshing!l
Total
Vellfd&'EQ<J!P'flOnl
R-c~oltlt Fo'XI
Total
BUL'lgt l lroJutr/Od lt.r'
'18f J9
'19,""20
'201'2 1
TobJ
"""
"'""
3SJ)
'16.1'17
1-'ILOdiog Swrf:e$
' 17/'UI
35.000
'17fl 3
'18r l~
' J~rzo
'l0t 21
'foCI
J5,0GO
35.000
3SAOO
3S.OJO
l &r] 7 ;krv "20/'21
J.-41" 20 f <1-2U 17 Proj{!ClS
IIJllll
Cit}' of Cannc! - by~the-Sea, C.o\
Ull
IILd
1 .... ~wprtmi
POl.HH7-413
ll~dull
or.
I U ~"''*
t-:ulrpry
Vcbu:~ lo:s
l'ri<N11~
Uel[lnipt!~m
I
S:Offiy l'.nhr<l'
p ..Jdtr S[et)' 0Jra:D"
I f"ntrCLJ
'Tll'lf i'rDJU'I Co tr ilM
'
Purcl~e of llrqJit~r;~m~cn1 vd1~d!!. The t:DT'JDlL lto:m~ ve \~bJt:l t;: l!li 1DycarK ~~old 1md w;,t!l t,KStnlllly pun.:hliKd :u w1l!rnt'tlJCu:y l'll!pla..: ...TIIn1 .lllr tile
onguml dcw..u ...t dt i.k -whl b ~ifcr;;d a f l111 e -MltdJ """'-" hl~tct d'.a:~ c1tC' (-'>. uf :J rcpluoc:nltrll 'lcl.lck
.TlldUl....nl<~n
~ dc11:ctl\'t: ra.x.l:> tul UIJJt;.u kln:motk 111

depMilll~'frt hR8
t1 flel ~l\'1: \ 1!~
u,rL?
F. i:Jk' 11dlJtDl'U
!::.qupt.klllt: I ~:::S.~um~rng$
f uul
0111
"4lld the
.. alb.m.C, Jl..\..."\.'1ltr~, Ul
t:L m'TIL
.:1 \'K:Yt', I~JI' IISG W
10. 'lll"C
~ LiL' 'J11~
\'t\tlrt:..ll' 1!11 ft!'lfil'.l! ro 111 il~ wb!!l'C II <;han d h.e: ll!fllt~cr,il
~ 7J118
1CW2J
hlb l
25,!)..~
25 . ~
~.010
'16.1'~;
Foodi11 g: Soul"t'I!S
V~kte.r'Er!!LIII)tr
'Jill t'L/4lfiG!.1lXU., ~r
tde ~ ll [lllrr ~ lilC: flerf
.3.:00
"n/'UI
'Jal' JO
'191"20
"lO.r":ZJ
rotal
75000
:?500!!
;t)\0[
~Q~
Rcmi;Jccm 11n1 Ful'ld
Tut.al
Bwlg~t
lmpa.ctiOtbrr
pt)Jfr.,c
'1 6/'17 lim; '201'21
FY 2016-20!7 Prujecll<
City of Cannel-by-rbe-Sea, CA
S*'lf;ly: Pl)loolo:
COMUI Jlubhe :,afr~t b otoll$lW'

'l'~P" E:q;ripma,o,
u.f,f Tif~ 5 ~vn
P0l.1617-l)4
$>rojtN~'" '
btjlloHfllltiiC
Body Cameras
C..ucory
J'riCirfl)'
'-'JU!p~Mftt' Mi$OI'It,u.tCIIS
I Critlull
l'otl h-.jt C""l $JUOO
0(':5Cri{l60n
~ putc~ofboCy cwnern systemt for rnfl"'J oRktn. alcmg ~,~oith !he atongdr~, clwgillgJiati\"lnS and '"'lmVIIit!s ulnciltbOd with the sy~,o--:em...
Tl!e 5)'Sltnn we wnu!d purduc,:e WcMJ!d be llll L3 model body Wmtra 'Mus ~)'1tan \O'uulcl k OOittpatlbl~ with d~ U bt-ctr y.,tcm~~ .,.'l:l cum'Jttl7 u~
~d wou)d reduce COOl$ The wr<:}la~ ofdlot0.1U11)fllef)l W()l)ld i.nv~e. 13l;l()dy w Qro c:11merA to)'$1.ml~;, t"a'\'er, profcsciQ!lil $e~Vlt.e5 & ~fl~:e.
Jm.tiHcath)
Th w.e o(polioc worn body t :mlClls is t~t:toomag lhll nona m pQ!icln!;. Nwr.uous incKicuts lhi0\J.8hlo\l( the n1.1ion Ita'' brouSh the issue~'ll'fbody
.,_'Om C8:0Cl'aS CO tbe ftOlll. ne \lie ofC!ltntrn it ._ Wll)' rQf !he pollct: ~lep;mrnenl (I' hli~'C Cl~r (l\""l'f$i&h! Q(Oflenl{iQIIII, IICiioririey and ICSJ)Oil$.;:5 II>
the pub!.ics no:dt.- Oif,tnot J\1u1mey ()flil':ts ue ir..cmlsin,gly ~qut$1mg.offitt.Tsdlml-'fil fuc'luge m cdtn.i1'1:311 tllstS. ThetoehnciJOSY be:tter hdpll
11'1011i!()r and n:gulasc puliccae~ivi!ic.~ as -.cll11.1 bu1.ldirt: u-us1 itl OOfl'llrhlflil)'lhtOO.gh ~ lflli!Sp&rtt:l politirlg.
J$J~I'!.flldUur~s
EqvPNqM:te5.1FI.ffli&h.,gs
To,.,
Fundina Sou.rcn
Vehk:~~.t;m'le"ll
..
'171' 18
'1til'l7
' 11fJS
Tot~;l
'Uif 19
'19/120
'201'11
""'
ToUt.!
lO,O:O
,.,,
"''"'
Re9l;oemnl Fund
Bud&d hupad'Otbcr
,...,.
'161'17
20,(1)0
t8J' J9
'191'20
:or.u
,,.,
Totl
,.,.,.
FY 20 16-20 17 l'rojccl\
rutjN t 11
PW-11 12-01
"'"'"'' t'.n1c
Struts and Road Projcds
'l 6/'17 Wlr '20/'21
Dtpat11111lllt
('11 a 111~1
Se"'lter; PubtL \\'mh

l'ubllo: Wc.b OllfO::I'
I Yi>< iltlll'll"-111
llooful Ll lC' :u )'Cal'
C a!C'$Ory Sttftrll Roe..cr.ctmo
rrlo~:r
I Cnlta l
hiii i,..Jeti C..u $6)1S,400

Oc.uription
I
rJllt$ jlro~l JnvoJvt$ me PltCht D.E \ffld 1)\'CfliJY of\W'IOU$1511ccl~ td~mnficd Wtthm lbo Nlcho~ Pll\WI'IOOi ~hn"'&!!TICII1 Study (2013) ha)Cd (lf'l n
:St"'t"C'lii."Onditkln, u dctcunlnod byiL~ f :h'CIICOI C(llxliltM ln<ltlt (PCI) n.b b~~ S314.000M!1UIIIIy f'Us ltllllliC!U.I!Ce t(l tl'l8i!lblU181! a\~'tl
PCI of63. FY IS I~ Ronds. WC$pbltMO 1'1\'0 phues: (I} Jllly.. Deecmber2()1S for $400.000 for rotd liYIJ!lll'locl by PCS:E work Uld (2} M
Wclllinanl S419,000 for ~nnt 2016 cydt wwl:
Jll\dfiutiun
Tl-.e .ut''ttupn;~~emc:nt prionttG ttjlfel:tlll lfiM Ihwn the Nkhalt; Pavmtcnl SiiJdy, lltul)!dll :nul ob:ser11111111 fium Ncdl Engine'ftl' lil:d
Coet ~ti~(;$Jtngc ifotl'l noo per .Jqllate foot {Of 8 l'iloQ-U'IO:I\ Uuck Otphalt ovedat iO$22,00 per
!hi.-.k com-rete Jlil~ctnCI\1 r~r &oeiM:lo pl!.t! 20'!4 for r.lla:ilwxri.&a and wruflttnCiS
rtton:.nctl~t{le5 ftOln Pllblzc Works t>call

~11.ve fool
for
I'Tror
.te~c:n.iXM;h
1 1.e&i.:o 1
Con&tr!iWol'l
rotll.l
Totld
C'rio,-
Ircuu.l
'""""I
FundJar:, S<IIU'tf!l'
Mt;~;t$1.100
Roa~
brp;a.ct Fend
To"'
Dodge! ~r..I/Otbcr
'171' 18
1t2.0
'18i'IJ
19/"lO
!1)?,800
tn2t
~uoo
&~l.XO
11i2.600
iS1,20Q
2.601.800
.....oco
U 'APII
t14,(40
614,WI
J)Si,OOO
'161' 17
'17/' Ul
' 181'19
' 19/'26
4$1,0
'64,1100
-464,000
IOOJ)I)O
160.COO
""'""'
I.!C,(O)
"""
t:,O.QO;I
60000
U4p!l8
t14,000
114,0(0
).,.1!16.000
"'""'
'"""
llli)J)I)O
lr~elo Sttfccy
'l0f21
,.,....
'161'17
&,pendilllre)
PleMi~'Dt&lgr(l
U&,.OI
FY U- 1~ as.swnoes futu:tuv: ll'tnn llhlityoompatly ro1 com tl} rcs10re (Oad plll'ttnmt
Total
'"'""'
20/'21
r otl
1,~,(1
0)1)!)00
oor:J~hlion .o 513\uS prior to t~t o.f PO&E proJU
h oo~ k la ut n-o&m:lnn 8 Sl.lctltll ,goo4 l'l'lndition than totqJalf 11. s_ucm rJw ba) f.xilo:l. Fundan1 l11r pNYC!llllUI\'C m:~ira~,umc~hdpl n:dncc oltc tot~J
assodatod wwh dd'o:rred maiOI('flMCC: ofrollds.

J)rlcu
Rudtet hem~
'l&f l7
o.oco 1 Sladf Co$:

rotul
1$,000
S"POI~ttn.~~l
MOO
1'oul
20,000
' 17r13
lS.Im
'18/'19
'19/'Ul
l5Jl00
'""
S..OOll
"""'
Zt.ON
20,0011
JO,tOO
5,000
'20!'21
iiJtal
EO.tw:C
"'""'
......
'161'17
FY 2016-2017 Proj~ets
CJty of Cam~el-by-tbc-Sea, CA
thrli
'201"21
lkpuunrru S.:.Vi'-'t$: l'ublu: Weds

Cnllla Pob!ic Worb Dil'fXXt
Typt: MIIIRWI!ll~
PW-1415-01
IJ'~tul
Uf
c.~
l',.,lty
ntsr:rfpdrm
I
1'ht.5 prnjec1 in.vohoetlh&r'mu.wal and rl-plllte~D(:Jit ofstgnla)IS ore.t.isuns S-idewalk asGetdoe<l
.T~dnuriou
T(lllll f'rojt C~1
ll ) 1111"'
St!'t r.-q
I Qiljr;l
...,....
RepLIICO:nm:l 11W~ iM.safo.:cy ofpc;~i31u~d AO/o cwnpllGn; improo,.'e9 \l$lf rel(ir1Qfl tfld ~lu.nee' d:e iottlhetJ.CJ of $idew~lk,~ tn ~
bU:Sf:u:ss<'QOmltw:rd ai d~rict.
PriM
ll$..o 1
T~ tul
'171' 18
,~.,.
12,000
c~s!ruce.on
30.000
40.~0
u.oot
n.ooo
ao,.;m
n.eoo
'J&/'17
'17/~ l ll
'18f19
t91'l0
"'""
"'""
t2,t00
Ot,OO)
92,000
3U,OXI
$2,010
91.0110
318,100
funding S9urttl
!t::S,O:O
MM&ilt&tl
,.utl
TotuJ
BgeC lq)11ct'Other
t2;1GO
'18f l9
,...,
Toul
'19f 20
.,,.,
~8.o;c)
l?.OO!l
m:.ooo
""'
J68,.000
'10,1"21
To1aJ
k~'pleetll'ltllt of c:.YIStina ~dcW111,k tcdu.:.q: t,he1f! to JniDnlmrl llml :cpalr .tJiOt sldc'll'alk
Prlur
ToCal
'l6rl1
Pbm~(II'Oe!ign
Tow
PTfo.
zorzt
Exptndltures
'161'17
Budget hems
I St'"""
0
0
Su~~Sit.<&tel'iel9
T ot l
'J1f18
0
'"'"
' LS/'J~
anQ retfutct pol.cr.rtl~lli:Uuhl)' (rom tnp nnd f11.ll dafl'l'l$.
'191"20
'2W'll
r<tlll
J:Y 20! 6-2017 l'rojects
16/'17 ''"' '20/ '21
City of Cam1el-by-the-Sea, CA
Otpan~Moll
S""lts Fanlit.itl
Cotu t l'ubiK Sl'o~JDil

T)pt lmpvv-
FAC 141506
U. fW Uf~
llrojwl\'J.mt Sunset Cente-r - Awrdo~:
nl
U WJ..t'
Ceu c_ory Blrildilnl

l'riuroty 4 ~ hnJIC'"AIIII
l)~c:ription
T<1t.l l'rojtn Cf!t: 5"180,000
C.~nWuc:1 ~ iiV.'Ililli II) Oil\"a 1!\u t~ltdOOr ~JX~>:-e Jlear lltc: Co!K!0:h1a 11n:11. Tlu~ 22' x 4<1' strud.lltl:' W()(tkt bt &.si(;.IV:d ar.d buih t~<lOIWO.'t tatbc
J>tOtr~i'Md~ l..d.lb)' roof'at)~! Sllpportt\1 by dlC.C':liSttng Otborcohm'lJlil Thif pro~ \\'(lllld J)TO\flde OllltiOOt ~rnt 'fi!JIX: lind nn ellflllr.dcd I:OCICe$11iOO
liCf'ftOC nn:u ycor-rot~ml
PtArt~lng Rt\icw Uld
HR9 Review r~rrt>d.
J ll\116udoo
nte l''totl<'ls:t'd ~U~ ltS$ tll llfbur wtOl dltnblngpla.."lb, ~4 t.i aoc tlloc1;oonl 10 SUP9M: lhrottt or lobby f:'-'CillS. this pro~ propoonl It in rcspo.nsc ta
fcOOba'-* tloot tbC;~~lcr I)Mrons as. w~ll O$ev~n 01.(:11WT.~; ~$C:Cking met'~ and U!tt~nS<.;;rp.ity for c~cnt~ ttl the JOOby. The new ootdoor
q~;u:e waurd r renllycrllantr Suruct ~ntcr''> ilhihty CIJ. u:n kc Qut cum:r.1 u>cr t;mu~. f!:lr.t ntwb.ulnt~ lllltl
read! tpab el) uf)gradt
tonUSSIQIUstrvt<;C Add!I.IWIIilllf, lht 11'"'1'lltl@: ...~!d btJp P'fC'liOCI ' llC p3rl(tflbt' bY!ldlhg pr<l\'CtiiO bf J'IIOA ''llttl(f\'lbk 1ft h11rtJI we.!~I~ CUbOOtl",
e:spocia!ly
ooil dtiVIOK lain lml li~~J Alll:lldy bcJm ~ deu:rior~!C lhC SJniCIIJn:, R~ommCJI!Wiort m 201J F.oilil)l ....~~Citl Rcpo:n.
....nw
JI'..JpnuJhurti
' 161' 17
Pl~nll'9i'OH~9"
lO.<
C OI!$tfl.jQIOf'l
1'otuJ
Fll.adin~ SG\IM.'t:S
lluctAel lmpattiOihf'r
t9/'2:0
'2orz1
'f utal
:!0,0:0
1!0
ftoAH
INJ)OO
110,000
To""
'Jfl/"19
uo.coo
'161'17
Mc;~swe D
'171'13
1~0~0
'l?'rJ8
'Ulf J9
'191'1 0
'201'11
T ow!
...,..,
1613.00:
fY 2016-2017 Pro.feets
Ctty of Camel-hy-the-Sea, CA
'16/ '17 thro '20/ '21
Crl
Scrvlc.. hcl-lt:~>
P11bllc WQfkJ Dil~v
1)pt P.qllUl(fll)lll
FAC-161?-15
"' 0
DC'JI&I'i,...nf
lliduJ Lift 20)\lm

Caueor'}' Eoilllflit!On!" >.t.&lltlleoil$.
1 N.m~ Sun~er Ct'-o hr TbulricaJ Lighting a.od .Power
l'rUII'fl)'
l)e$Crlplion
i (qlo:lam
T..l l'n>jttt Cost: S4UH
~i$ pn~J mvohcstbtt llp!;falk ()(the l_isbting li)'SII:!DJ (or the !heater,
would be edlle!cd Ill ~wo
fim5et
as v.-cllM dte po'ol>.:r di~rril.ltJttOO I)"$1C'!l. Tlw: liii:IMJ: ~l<e'IS IIPV116c
Jusdfit'atiOtl
Thu p!OjCCI WOUld CO\'tf !idlcdlllcd tlfespao t"t'l)Jactment needs ro1 Cbt1t liglllltlS itld po...tt l'aet..IJtt. Tlti~ W!)!I!d ltde u:ll(b] and !abnr 1!4
during rmductknu .
E:~peodiitt.rn
Equ~Mthicl~umishi"ll'
Total
Fanding $"4)urtt$
V~qu!ponent
tacemenl Fund
Total
Budget lsnplld'Otbotr
'161'17
'J7f'l8
"'""
18,500
'9,000
lUlO
18;500
4i.ODC
'1(1('17
'17rts
"""
16.~
49,{130
18,!00
19,060
ro.~o
'181' 19
'l8fi!J
'19/'20
' l~f!O
'101'2 1
'lO .~.U
Tolal
Tolll
'161'17 tbn
FY 20 16-20 17 Project
~0/21
City of Cam1el-by-the-Seo, CA
Cntatt
'I n11
FPB 1415-08
l'rojtd II
.0qiii1'UIICO.l
Sro~ f'Ofe:SI
Plll'lu.. 4
~r.
C.ty roc..M~n-o~Ce"
lt,t.hll uro~: n>'11

Ott~
Pn.ri~)
<\rt'Oitlll
1'\,rfr
Mou o!)ol Tn~ol
l VQ"_)' lmpl)ff m
.......
l'~tult'toJeott (:"""r
0ts(;rip0on
I
Rcmov:~! ul'mvll$1ve.fpoettS. eacbdins E.:nj;,h!h Ivy, Cape Ivy 8:16 1nV.SStw ti'S, pdft'lllllJ)'C\iC&I)'prus and l.(;J18.!, atld otbtt lar{!.c non-native trCCSc
t,~.'{lhin Mission Tnu1 Nwre P~-e Thh b.1) been idcnci(iod a-1 un irnpiOOICJ~~Iioo item o(lile Miui(m Trai1 N~M~- Presen-e Ma$lt:r Plan.
.btiication
EtlgiiAit h')'. cape JlfY. ccueabl)~ and :1\!11 uces ~ 1n l;u:ub:tapeOJ of M I NP Tbese piMP lind 1n:es re 1101 fl~tiVC.IIIId COilfiltCred IRIJ3q~e
tptcie$ 1h:.t need to be eradicutcd from dtoe Pre~~~ U~tduectcd in tbc MTNI' M at~ l' lol!'l. SOmt' Oflhl' ~ :lrl' qu1!e laT: and 1uch larp bffi> ...,,1)
require $lgnitirnne lnbc11 a.,d equlpmou to tcll'JC)\U
Ptlor
"""I
1'oral
Prior
....,.
FutldiA& SourS
'1"'11
A~ .Q)Q J Measure 0
Toul
Budget lmpaclfOt.IM'r
Totill
$0,f00
' 171'18
'J81'_tQ
'191'20
' 20f:U
'J6/'17 tllrtJ '20/ '21
City of Carmel-by-tile-Sea, CA
Df'p.rl tlll Srv1: f'oi'Qt, Pulu. &llao.:h

Co!!llft Plattie"Siv Dir
1)'pr Maifllt8QwU
FPB-12U-O I
U.e11Uic 10 )'Gn
f'nit ~'~"'' Beat'b Stair Maintenance

A t - 1 " '
Csua~r,
Bc:11d
,_..ltric,. I Cn1lu.t
13.89621
f'ulitf Phd: SlilineMII.IllJe::Jntll~ Plan

1'o~al l'rojtd
Dc:~cripljou
Qltll
$6U,4Stl
Many of r.ho berdlofllreu.vl wood dcutem; or the 81ltiJ'$1001\& Ibe ""WtrUon1 relihowin-'I-Jilifiqra dcp,mdAbooo d11e to ull exposure, oxid.a.oon efld
An lll:S\'!Ismtllt of tht.. c:ondl!.loo or the !>11111ways .,.u conducted by Oraebec and AlStle!AI!e' h~ 201 l-. n,easflfSSmc:nl ~otm:~cndW lll:~'\*1'111
ltplurtMid tlllitlt.el'llliKX: ilelioflll, P"ollo-.'-\lp l:u.:peeooM by a fQ'\ICMIII c.ngjnccr win also~ ioolladed 10 ossul'C lbc SCll.od~ a!ld ~et)' oflht
;~gc.
bea~~
r.tnil:'$.
Jmr.incatr~a
R~lucmmt ill ~:.e~'lacy 10 mllla!llln tall,piibbe aecen to C'a'md Beach. Cumh!U(Id deg,adauon or lht hllrd....:sre UK! swr mmcri:.tls wOI
t!h~ ii\C.Icased 1isk of ~Me to key ~1'1\$ Jc:wldn.g. in don11c uf !x$d) &O(l(!:MMd po$$ible il,jl)ry
thc'!)l.ib)IC:.
1..-lur
ExprJidhurtll
..s.o:o 1 Con:m.u;lion
'I'Qml
1'ollll
Prl(lr
Ji\uldi na Sounes
.. s.ooo 1 M$a.wutD
TouJ
Blldgtt J.qJact.IOcber
Tollll
'161'17
'17f18
'18f l9
' 19/'20
2 1 ~!4
'lOOtc
100,00>
10.00)
Q6,4."<)
MG,tSO
""'"'
1-:'!3,010
1 0,0~
616,.C30
' 16f l 1
' l i/ 'UI
' 18fl9
'19fl0
216,.(5)
""'Pl>
10)~
}1),000
218,l!iij
308,00t
10J,OW
tt,OOO
'Z0/'21
' Z0!'21
lend to
1'ocal
T<llill
""'""
$~(!.0
M inur repam 10 :.t:rlrs :!Ire pt'rlom~ed u neoood lllld ab107bed 11t p:trt or tl~ Op.'l\ltiOnal budg willl repalrnladl! by S:!lltf or ou~de lltbor Ill
wutum!cd. At~ U..'.llliys!s of the wnd1l1M ofme~ was pcrioonc:d b)' a SINCI.ml cnefnccr in 20 I S
'16117
F'{ .Z OUa ~Zin 1 P'mJcclS
~llf J
'20/"1 1
U p.u I
City of Canne1-b~r-tfle.Sen CA
Ull
ul
1l
I
(lL
f11J l fr
O. l r ~o[}
ll-ll':!ttJI'i
hi10fl l)
Te~IM
DrMripl~nu
Thjc. projc" illvtl ~C$ in<:!nnln11. .11 v.j'ljr;r ml'!lcr .and lll!~a- equl'j'lnu!n' Cf'<t< 11~!1;.'1[-..- ta ul!il~ the ""'11CJ
lmu:br:apio!! uc lh.: A:lh A hi:AJC Wajbt'a)l v. tb n~n11ota It: 11..Jii u!i rcCJ'~ ;<I 3-!r.JJ. Jill "OOfl(l Orl l'rl ..
...~ 5:.ii\'~, !llel~, ~ flOIA ,1!1rl!~UJ1!
f'..arl.S:,
&!i:. l:ieu.IJ
I unli&Ci Pibhc 'ln. tlh
FPB-B 14- CI T
\ r;.twluJ "
i>.~J ~
t N }Ln r
1:
.f.qU!plllm'
2l
~W I
f;quipac:nL ),fj ~;uuu...

~
hnpo:M.;!UI
S":l!l.trol
hn~:
ctn CnnrxhJ .'\ '-'t::!Hic lo ung.trli> 1bro

m;-- f}l't41 hn~ f~1 n1ru:""'
rc;d11r:~r, COilllC:CnQTI'IIilr ~C 'l.ll'llll U:Hf1nlhe lmpDC\11 maiD, lll1d l:'l!~vmg 1bJ! JliolV~I .:uc;, ~dj~J:Cn~ 00 cltr..
anclv~-= a;-.Jl\1~<;
'W.SCII hoc1 ~
,Jullfidc:a.iJO.li
T1u! pmJ!!I:I
11o 11 :IJII)w tl11.: Cu~ I'IJ~..o..>E an ~tlt:JII S}'!o!L"ITI
asu3
rc:cycl~ wadLT
r;UJII:r lha1 h.a!Jd WllLCtrti lilt rulkr,~,ll)', Un:Jdr; lt'(l]l:aIJI~ 'foillO
coos:tz,;lLl~ il.fld rftJC;~cy Jn mililltiill:i.ln.lllhe Jruwl~m~ .
'1:111"19
l'oM
GF; ColfAt::IIIIMP'D'O'STUinl:s
'10/'21
:N-OOJ!
ai.,OOG
:tn,::al
-------------------------------------------------------------------T otal
2Mil0
2D.OOD
I
There. 'lo'iU tic a oo~tnD!: r;OO <tf 1r.~'lt1!1111,; lfle meter 7llilllll
!Wl(t0111J.I: openmoonl ~s: n~o.cJtrlo:l ,.,,~Jt f~f. t]1e rr:r~-;1~ Vi nt:er e.qtJillltl:!rl Co .be.
~'2 ,000 rulllil31l}
'UIJ"J7
Bud;ct Ucms
T tl iJI
"l 7/' ]i
' l8t" L9
'l1)f:U
TotaJ
11,8f15
11,1165
11.8.5
11..8&5
'l6/'17 rhnt '201'21
FY 20162017 Projects
Op.a:tlfl'ltJol
C'..OIIlad
l.tpc
u~r'llt
t.ir,
s:r.s: r~1. P~tb, .l Dm:t.

hibbo WB!b Dir~
,,...
MllllllleDUfC
C.tq) 1'1<111
"(',.IIAt # 1
IJ3~
lm~ltn'(lll,.,.,
Pri..-ity ) lmr.U~I
P91ity "'": Od MatM*~ l'b11
T111.-l Projn:l Co.r: SU,.l5t
OtKription
rnus
proje
iJ).iC$ includir-s t OO 1'idt:5:tom lupu-.e plnw:'
U1W.hl'$1!lC7tmOVfll of~n&l~-e $pOC!C6 tllhe Dunes 111Clulli ~ ict plant. lk'aCta!W'ld lt~vurw. gra!l."'t::S ami !11c pl:'l!l!l ~g t~fr.tliYC
~1 Wtl IC)c:lliQm-within intlle ~ott!I Ou r~l!f,. Tlte Nor;b Ounll'$fe:f~(lf111iOO pl;m out.hnes 8 pba.OO
ospptNK:h to lhe tt$1(11f11M pf'O(Ctl:S. The> City hat <DtO'Cd lnl!l a rh.:.)'C4J C1lfliA!I.hlli ii,SJt~t to C!l:{llr<:Ote Kqll!nXI &urveym,, r.lQ:ItiQring, and
&'d col)oction ISOO propQ&IIrion " e ~rWne61$0U~Iin.r:d ~idlin
d~oe Pi8n
P!~nnin~ R.eYitw rqtured,

Ju~ti{kJ!tiOil
Tbe Del M~r M~1e:r Pb:n 111d the N(lrfh Oun~ ;(1(1 ()el M;as- 0~11-:s H-.ital Jte~onr.cie>.n Phm adtir~ l'f)MIIgerne"' po1iCJWid Pf*Cltces rel&tcd
10 the DWKs- ii\Ciuding cnSUnflg il:atiOQ.&h!rm niO'Sf'llmtFM&o.:uvitit$ tnr.l17hun lbo n&tvnll tlunoc!l(lgy uf(,)mntl 0C'I:Kb 111 e. nw:m C(!IUI.'CIA:nl
wUh p\lbllc sa!try: prtu:eionllld cnbaflfl')CM of ltlc ft'Qgile pfanu. and fautu Ul1.he Dunt.J ~tin;~ .111))' SJ:nlt'icat~t disruption of 1\llu!m Y~~tue,., nnd
idmtify, proto:t 11nd mlttllll!.c Envirom:nc~tsall)' Stm;lli\'e Habitllt An:u (o ~11$111~ tl-.eil kms-tcrm inlt:gily and she biolujlc:W productili~ ofthetc
htbJhiU
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Tutlll
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T'Jt.11l
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Total
rotaJ
....
....
'W'ZI
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.....
19no
'161'17
'111' J1J
'18fl?
'J91'20
' 20/':U
"'"'
l7,500
8,500
' 161'17
'17/'18
~,1$3
Z$,750
"'"
H,SOO
'JSJ'19
..,,,
..,,,
J,SOO
Totl
60.l53
...,,.
Total
'""
60.2St
ft,l(lgd l~;~llil~tl'Ocber
.MinoP,IIIflle'IIII:\U c.n<~t.'C life' C\ltumdy n~e:ludcd
wilhin lbcqpeutms 1)'11~. Voluntem efft.m.'C aim OQOinbete co tbe t~\'a.l oftnv3Si\ot plano
'16rl7
FY 20 16-20 17 Projects
rl11u
'201'21
('(lfl <:l
FPB-16)710
fmN, I*ioi\~ .\BP~{.
u..-..,.11no nt Sn-,.
c:;.,.,._,,,
l.\f.foll Lilt' U ~#on
,_Jtc1 s . .., Scenic Road U nd.s(~tJ>Ing Pdorlty Arus
(:s lcj:(ot-y
l'rin ;,,
\("UJI'I~
lkto:h
l! Vay bnpon.t~nl
"""kr 1'111 Sltordme M.&n:-.~:~ P!..

t..uJjr.jed { ,t\1: SM....
Ot:s-cription
lmplem!W.iM of lundll(;l!pll'lg <CSigt'l Jb.l Sor 6 ~iOII !tY atQ\S along tbe&-;cuc RD11d Pfllh,
Plarnnng Rcvu:w Kqum:d.
JuJQfiu tion
This WO\Ild be the nnpJtn'M!niiiiKIO l)fl"c CIPTn'IIJy budgecod lorxl&eyrng rc~lsn <~f 5~~leca. higt..* ml!l!S ;!)una ,~o.e p:nh~ The nd lin 1bh;
pro~l Wli$ idc!ltifi<
m lhe lOIS Sbo:clu!l: At~~en t Repud
'" /' 17
E:xptoodltu us
Comsi!'UdiCll'l
Total
GF~
C81)ita! !l"'l)fO't(lmeJ)IS
ToiJII
Blllftec bopM&tOdlu
'18f J9
' 1.9/'20
'20rll
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.....,
'J6fl 7
Funding Sour ce'f
'171''18
ToiJ:I
'"""
66.000
' 17/'18
'181'l9
'191'1 0
'201'1!
Tvt11l
W,Di
66.00:.
""'
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6vdgc1 1t(mt
'16!'1?
SW!PiesiMatenaiS
Total
'
'J7f l8
'18rJ9
' 19/ 'lO
'2.01'1 1
Tot'ld
'
'
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FY 20 J620 17 Projects
Cily of Carn>el-by-the-Sea, CA
th,.n,...,..
Sm: r-t.rm. & U<llo;h
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U.d'III I.Uc
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l'ril)l'il)' l Vt:ty lul pon",CA
.,...111 l'~jcn Con J106.9o!l

Df.st:riptioJI
I
TlriJ Pf'OJCCI ....ouJd 1\lud V41JO'IIS tf10118 tf'l MisslOll irnil }.'i\Wft p,~ tnduding 'Wintl! limKed to !ldditionaJ lf1Vash-e51><cies f<Oval, o.-11
tlla.G\<:t.ll:mc;.e and rr~i1s, lll'llinll~ lmpro\'mlt:l'illl, ~md )isn.tst.
Pltnnil)g ReviC\\' rt'!llin:6,
JmtifkOO
Tbe Mt~oorneil N:acure P'R:$1!Nehll$ IIQ'I find lldequ:llr upkp :.nd trtmmcnnncc llYI!f Lhe lnt ~I )'C'.en: Mile tll&!.Cicy b!\$ 11 matu:r plun f'.lr
numte~.'lto acu,ibc:t&nd in!pr<wunmlpr!J}etu fo llle P"~sc:n-t, a C~&l J>cveJopmenl Petn.'llt fOt rouci ~e ntint.:MJIOO aeuviet wat Je~ aetive in.
tbc mld2000s. In 201S. til CitY reocntly fCWnc:d 11 btolctist tOdeYelop 1!8)o1otlc:al A~~mtntand f'llllllqemcfllA::Wn'\Il\COdnioM (Of ibe
pruen>c:, an.d J tslf l!. u~>ing th~ ;,...,~sment ~i tl!e.bmU ((!r a ntw multi)'$ COllst:d ~!opcri:n1 fl:mdl fur a ran~ MmlliJlteumcead!vit ld
JmPtortmeut projceu., wbi~b W11111d b~ catried OIJl under this: projt.
Expl::mSitures
Co~tt~liOI'I
Totl
FuudJna SGurtf'!J
ar:~ ~lll!al l ""flralemClliU
Tw
Bldgv.t lmp~~ttl'()chu
' J9tl0
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'1 71"18
'1 Hfl9
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......
'0-0:IC
!0.110'
1Q),~
4o,tl0
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100.000
' 161'17
' 171'18
' i lt/' 19
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' 19/'l{J
' l .Q/' :ZJ
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fY 2016-2017 Projects
'16/'17 ''"' '20/'21
City of Cam1el-by-the-Sea, CA
Cotl1atl
Clcy l~ue.
TYPI' M4i1ulll~
FPB-16171Z
l'nlji "
lk,..-1-n1 Srw FntoM., l"a'lb, A. H~
t uful LIJl;
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U ~n
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f'riun1.r 2 Va:y im;~Malll
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I otUol r,.jec( Cu:
DfS<riptiilD
R cp~r.t:nl l~' lltotshurdl!l<: IIIDd~t btlrno.'IS tllon1 lhe Sc:e)k R(lll.! P!llh'o1111Y and
Jmifind:it~n
m.ooo
r.:roounx of'xlov!td .qmmt~.
1'tlt llll!dsea:pc blll'rier~ are rn II'IIS$illsfac!Ol) shapl', (etutung ~~~ bolb sakcy iSSUC*IIIflil &I'Sd!tdc ~ . 11le.CII)''s 2()U s.t.or.ehtl<' !.S&f!tSu')e!ll
rcwmrncnc.i< ro:pli,cmem (tfthcCilt~re. lcngth of.fJIIJ:Ie>rn!l llamen ;.pel .dM'! re~oromend~~ minor rc.Jo.;~ion ofcertfllli 9tf;IDems.
'JS/'10
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ruial
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'161'17
'17J' 18
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'161'17
'17fl8
.....
45,'0
55,000
""'
ss.ooo
Cons!NCbOII
TomJ
Fundillc S()cln.
ID.OOO
GF! Cll$)1181 l'nP!OYelflet!!!
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'1&1'19
l~r.plcmlot'(ltatMin of1h111 pt'OJO:l w11l r~h
'20fll
in ocnt -'<1\,nJ:$ for "l)Jlu;,lll"'iisniCO~tu;t.cO&
'19f20
'101'11
ro1al
FINANCIAL AND BUDGET POLICIES

BUDGET POLICIES AND PROCEDURES
The budget process for the City of Carmel-by-the-Sea involves the citizens, City Council, and
staff. Each person plays a critical role in the development of the budget for the upcoming year.
The annual budget and operating plan balances the public service demands of the community
with the fiscal resources of the City. It is intended to achieve the goals and objectives
established by the City Council.
The goal of the City Administrator is to present a balanced budget to the City Council for review
and adoption. A balanced budget is a budget in which sources meet or exceed uses. Available
funding sources shall be at least equal to recommended appropriations. As a general rule, the
year-end undesignated General Fund balance should not be used to fund ongoing operations.
As set in the Carmel Municipal Code prior to the beginning of each fiscal year, the City Council
shall adopt a budget for expenditures and anticipated revenues. On or before February 15th of
each year, the City Administrator will present to the City Council a proposed budget schedule.
The City Administrator prepares and submits to the City Council a proposed operating and
capital budget for the forthcoming fiscal year. The City Council shall adopt the budget by July
1st.
The City Administrator shall have the right to approve the transfer of appropriations within a
departmental budget; however, no additional positions shall be created without the
authorization of the City Council. All transfers of appropriations between departments or in
regards to capital items or projects shall be approved by the City Council. The City
Administrator shall be charged with the responsibility of controlling the expenditures for all
departments in accordance with the approved budget. A report on current year revenues,
expenditures and fund balances shall be maintained.
The accounts of the City are organized on the basis of funds. A fund is an independent fiscal
and accounting entity with a self-balanced set of accounts. The minimum number of funds is
maintained consistent with legal and managerial requirements. Annually appropriated budgets
are legally adopted on a budgetary basis for the governmental fund types (General Fund,
Special Revenue Fund, Debt Service Fund, and Capital Projects Fund) and are controlled on a
fund and departmental level. These funds are used to account for most of the Citys general
government activities. Governmental fund types use the flow of current financial resources
measurement focus and the modified-accrual basis of accounting and budgeting.
Expenditures are recognized as encumbrances when a commitment is made. Unencumbered
appropriations lapse at year-end.
FINANCIAL POLICIES
The City of Carmel-by-the-Sea has strong financial policies that provide City Council direction to
allow staff to provide sound fiscal planning and continued management of fiscal integrity. The
financial policies are divided into five categories: Capital Budget Policies, Operating
Management, Fund Balance Policy, Debt Policies, and Investment Policies. The City has financial
policies that are adopted by the City Council with review every two years during the budget
development process. The financial policies help ensure that the City maintains a healthy
financial foundation into the future.
The goal of these policies is to promote:
An extended financial planning horizon to increase awareness of future potential
challenges and opportunities
Setting aside reserves for contingencies, replacement of capital equipment, and other
similar needs
Maintaining the effective buying power of fees and charges and increasing cost recovery
where directed to do so
Accountability for meeting standards for financial management and efficiency in
providing services
Planning for the capital needs of the City
Maintaining manageable levels of debt while furthering quality bond ratings
Communication to residents and customers on how the community goals are being
addressed
CAPITAL BUDGET POLICIES
The City develops an annual five-year plan for capital improvements; it includes project design,
development, implementation, and operating and maintenance costs. Each project in the
Capital Improvement Plan (CIP) shows the estimated capital and on-going maintenance costs,
known and potential funding sources and a design/development schedule. As used in the CIP,
projects include land acquisition, buildings and facilities construction; these projects do not
have a cost threshold. A capital outlay (fixed asset) purchase is any single item or piece of
equipment that costs more than $10,000 and has an expected useful life exceeding one year.
The development of the Capital Improvement Plan is coordinated with the development of the
operating budget. The CIP is a planning document; the City Council appropriates funding for
capital projects in the annual operating budget. Costs for professional services needed to
implement the CIP are to be included in the appropriate years operating budget.
Annual operating budgets should provide adequate funds for maintenance of the Citys
buildings and maintenance and replacement of the Citys capital equipment. The City will make
all capital improvements in accordance with an adopted and funded capital improvement
program. Prior to ratification of the capital budget for the forthcoming year by the City Council,
the Planning Commission shall review the capital improvement plan and shall advise the City
Council as to its recommendations regarding the proposed capital projects in accordance with
the Government Code.
Capital (Policy No. C94-01)
Capital expenditures shall be effectively planned and controlled.
Guidelines:
1. The level of capital improvement expenditures, excluding road maintenance program
expenditures and lease payments, is established at three and one-half percent (3.5%) of
total revenues.
2. Funding for the road maintenance program should improve the pavement condition
index.
3. The City shall maintain a Five-Year Capital Improvement Program (CIP), which shall be
updated at least annually as part of the budget review process.
4. The City shall annually establish a phasing calendar for capital improvement
expenditures.
5. At least ten percent (10%) of the unrestricted funds designated for capital project
expenditures shall be set aside for unanticipated expenditures.
6. The City shall conduct periodic reviews of property and facilities to determine the
appropriate use and disposition of said property and facilities.
7. The City shall consider the ongoing impact of operations and maintenance expenses
before undertaking any capital improvement expenditure.
8. The City shall maintain a capital reserve policy as described in the Reserve Policy.
9. Public participation in the Capital Improvement Program is a priority concern for the
City.
10. All projects included in the Capital Improvement Plan shall be consistent with the Citys
General Plan.
11. Capital projects that are not encumbered or completed during the fiscal year are
required to be rebudgeted to the next fiscal year and subsequently approved by the City
Council. All rebudgeted capital projects should be so noted in the proposed budget.
OPERATING MANAGEMENT (Policy No. C94-01)
Operating revenues shall exceed operating expenditures.

Guidelines:
1. The annual operating budget shall contain a current surplus (or revenue buffer) of at
least five percent (5%) of projected expenditures.
2. A balanced budget is a budget in which total funding sources meet or exceed uses.
3. An appropriated City Discretionary Account of at least one-half of one percent (0.5%) of
total projected General Fund expenditures shall be maintained.
4. Ongoing expenses shall not be funded with one-time revenues.
5. The City shall establish internal service funds for the repair, operation, and replacement
of rolling stock and data processing equipment.
6. The level of capital outlay expenditures is established at three percent (3%) of total
revenues.
7. The City shall annually establish a phasing calendar for capital outlay expenditures.
8. The City shall develop a five-year forecast of operating revenue and expenditures.
9. The City shall establish salary adjustments in conjunction with the budget process.
10. The City shall review the relationship between fees/charges and the cost of providing
services at least every three years.
11. The Citys fees and charges for services shall be adjusted annually, based upon the San
Francisco-Oakland Consumer Price Index.
12. The City will seek to comply with suggested criteria of the Government Finance Officers
Association in producing a budget document that meets the Distinguished Budget
Presentation criteria.
FUND BALANCE POLICY
The Fund Balance Policy is designed to develop standards for setting reserve levels for various,
significant City funds. Adequate fund balance and reserve levels are a necessary component of
the Citys overall financial management strategy and a key factor in external agencies
measurement of the Citys financial strength. The City shall maintain reserves at a prudent
level, and shall use reserves appropriately with a focus on contributing to the reserves in good
times and drawing on the reserves in times of difficult budget periods to maintain a consistent
level of service and quality operations. Use of reserves are to supplement the annual budget.
Guidelines:
1. General Fund and Hostelry Fund reserves shall be maintained at no less than ten
percent (10%) of their annual projected revenues.
2. The City shall maintain prudent reserves for identified liabilities
a. A Vehicle Replacement reserve will be maintained sufficient to replace vehicles
and heavy equipment at the end of their useful lives, with the target being 10%
of the total City fleet replacement value.
b. Technology equipment replacement reserves will be maintained sufficient to
repair covered equipment and for replacement at the end of its useful life.
3. The City will maintain a long-term budget stability reserve consisting of any unassigned
General Fund balance. When available, the year-end General Fund operating surplus
will be dedicated to the long-term budget stability reserve.
4. A general capital reserve fund will be maintained with a targeted balance of 20% of the
estimated total five-year capital improvement plan project expenditure. Net proceeds
from the sale of City owned property will be dedicated to the general capital reserve.
Funds in the general capital reserve will be allocated through the budget process for
capital projects.
5. Reserves shall be used only for established purposes.
6. Depleted reserves shall be restored as soon as possible.
7. A minimum level for each of the reserve funds shall be established (see chart below).
8. The City shall maintain reserves required by law, ordinance and/or bond covenants.
DEBT POLICIES
The City considers the use of debt financing for one-time capital improvements that benefit the
residents of Carmel-by-the-Sea when the term of the financing is no longer than the project life,
and when specific resources are found to be sufficient to provide for the debt. Use of long-
term debt is limited to capital projects or special projects or obligations that cannot be financed
from current revenues. The City has traditionally kept annual debt service payments to less
than 5% of the budget.
Use of Long-Term Debt Policy
The City recognizes that it may need to enter into long-term financial obligations to meet the
demands of providing a high quality level of government services to our community. The
following long-term debt policy sets the considerations for issuing debt and provides guidance
in the timing and structuring of long-term debt commitments by the City.
General Practices:
1. The City will strive to maintain good relations with credit rating agencies, investors of
the Citys long-term financial obligations and those in the financial community that
participate in the Citys financings and demonstrate City officials are following a
prescribed financial plan. The City also will strive to maintain and, if possible, improve its
current AA+ bond rating in order to minimize borrowing costs and preserve access to
credit. The City will follow a policy of full disclosure by communicating with bond rating
agencies to inform them of the City's financial condition.
2. Bond issue proposals are to be accompanied by an analysis defining how the new issue,
combined with current debt, impacts the Citys debt capacity and conformance with City
debt policies. Such analysis shall include identification of the funding source, an
assessment of the ability to repay the obligation, the impact on the current budget,
commitments to future budgets, maintenance and operational impact of the facility or
asset and the impact on the Citys credit rating, if any.
3. City Council must review such analysis, including existing debt level, ability to pay debt
service, impact on City services, and make a finding that use of debt is appropriate.
4. Debt service costs (COP, Lease Purchase Agreements and other contractual debt that
are backed by General Fund Operating Revenues) are not to exceed 25% of the Citys
General Fund operating revenues.
5. The City recognizes that it is of the utmost importance that elected and appointed City
officials, and all others associated with the issuance of City debt, not only avoid the
reality of a conflict of interest, but the appearance thereof as well. City officials must
conduct themselves in a fashion consistent with the best interests of the City and
taxpayers.
6. Bonds will be sold on a competitive basis unless it is in the best interest of the City to
conduct a negotiated sale. Competitive sales will be the preferred method. Negotiated
sales may occur when selling bonds for a defeasance of existing debt, for current or
advanced refunding of debt, or for other appropriate reasons.
The City will consider the issuance of long-term obligations under the following conditions:
1. The City will use debt financing for one-time capital improvement projects and specific
nonrecurring equipment purchases or refunding of existing liabilities, and only under
the following circumstances:
a. When the project is included in the Citys adopted five-year capital improvement
program (CIP) and is in conformance with the Citys adopted General Plan.
2.
3.
4.
5.
b. When the project is not included in the Citys adopted five-year capital
improvement program (CIP), but the project is an emerging critical need whose
timing was not anticipated in the five-year capital improvement program, or it is
a project mandated by State or Federal requirements.
c. When the projects useful life, or the projected service life of the equipment, will
be equal to or exceed the term of the financing.
d. When there are designated General Fund revenues sufficient to service the debt,
whether from project revenues, other specified and/or reserved resources, or
infrastructure cost-sharing revenues.
e. Debt financing (other than tax and revenue anticipation notes) is not considered
appropriate for any recurring purpose such as current operating and
maintenance expenditures.
The City will follow all State and Federal regulations and requirements related to bonds
and debt financing instruments regarding bond provisions, issuance, taxation and
disclosure.
Costs incurred by the City, such as bond counsel and financial advisor fees, printing,
underwriters discount, and project design and construction costs, will be charged to the
bond issue to the extent allowable by law.
The City will monitor compliance with bond covenants and adhere to federal arbitrage
and disclosure regulations.
The City shall continually review outstanding obligations for opportunities to achieve
debt service savings through refunding and shall pursue refinancing when economically
feasible and advantageous.
Debt Limit
The City will keep outstanding debt within the limits prescribed by State of California statutes
and at levels consistent with credit objectives. California Government Code provides that a
city may incur indebtedness for any municipal improvement requiring an expenditure greater
than the amount allowed for it by the annual tax levy (43602). A city shall not incur an
indebtedness for public improvements which exceeds in the aggregate 15 percent of the
assessed value of all real and personal property of the city. Within the meaning of this section
"indebtedness" means bonded indebtedness of the city payable from the proceeds of taxes
levied upon taxable property in the city (43605). The limit is relative to the principal amount
of bonds sold and delivered (43606).
The City of Carmel-by-the-Sea, Policy No C94-01
establishes the Citys debt shall not exceed predetermined levels. The guideline in that policy
is that the Citys debt service level shall not exceed eight and one-fourth percent (8.25%) of
total expenditures.
INVESTMENT POLICIES
This is a time to be particularly cautious. Municipal moneys not required for immediate
expenditure will be invested. The City will maintain adequate cash availability and yield on
invested idle funds while insuring that invested moneys are protected. The Carmel Municipal
Code requires the City Administrator to prepare investment policies and guidelines for adoption
by the City Council. The adopted investment policy follows.
INVESTMENT POLICY AND GUIDELINES

Policy
In accordance with the Municipal Code of the City of Carmel-by-the-Sea and under authority
granted by the City Council, the City Treasurer is responsible for investing the unexpended cash
in the City Treasury.
The investment of the City of Carmel-by-the-Sea funds is directed to the goals of safety,
liquidity and yield, in that order. The authority governing investments for municipal
government is set forth in the California Government Code, Sections 53601 through 53659.
The primary objective of the investment policy of the City of Carmel-by-the-Sea is SAFETY OF
PRINCIPAL. Investments shall be placed in those securities as outlined by type and maturity
sector in this document. Effective cash flow management and resulting cash investment
practices are recognized as essential to good fiscal management and control. The Citys
portfolio shall be designed and managed in a manner responsive to the public trust and
consistent with state and local law. Portfolio management requires continual analysis, and as a
result the balance between the various investments and maturities may change in order to give
the City of Carmel-by-the-Sea the optimum combination of necessary liquidity and optimal yield
based on cash flow projections.
Scope
The investment policy applies to all financial assets of the City of Carmel-by-the-Sea as
accounted for in the Annual Financial Report. Policy statements outlined in this document
focus on the City of Carmel-by-the-Seas pooled funds, but will also apply to all funds under the
City Treasurers control unless specifically exempted by statute or ordinance.
Prudence
The standard to be used by investment officials shall be that of a prudent person and shall be
applied in the context of managing all aspects of the overall portfolio. Investments shall be
made with judgment and care, under circumstances then prevailing, which persons of
prudence, direction and intelligence exercise in the management of their own affairs, not for
speculation, but for investment, considering the probable safety of their capital as well as the
probable income to be derived.
It is the Citys full intent, at the time of purchase, to hold all investments until maturity to insure
the return of all invested principal dollars.
Safety
Safety of principal is the foremost objective of the City. Each investment transaction shall seek
to ensure that capital losses are avoided, whether from securities default, broker-dealer
default, or from erosion of the market value.
Liquidity
Historical cash flow trends are compared to current cash flow requirements on an ongoing basis
in an effort to ensure that the Citys investment portfolio will remain sufficiently liquid to
enable the City to meet all reasonably anticipated operating requirements.
Yield
The investment portfolio should be designed to attain a market average rate of return through
budgetary and economic cycles, consistent with the risk limitations, prudent investment
principles and cash flow characteristics identified within the financial statements.
Performance Evaluation
Investment performance is continually monitored and evaluated by the City Treasurer.
Investment performance statistics and activity reports are generated on a monthly basis for
presentation to the City Administrator and City Council.
Delegation of Authority
For short-term investments, the Administrative Services Director has authority to make
transfers to and from the Citys Local Agency Investment Funds (LAIF) account in order to
maximize interest earned and meet cash flow requirements. The transfers are made to and
from the Citys general checking account to the LAIF account, with a minimum balance
maintained in the general checking account to meet daily cash requirements.
The City Treasurer is responsible for investment of all unexpended City funds as per California
Government Code section 41000 et seq. The City Treasurer makes long-term investments after
review and approval by the Administrative Services Director and the City Administrator.
Ethics and Conflict of Interest
Officers and employees involved in the investment process shall refrain from personal business
activity that conflicts with the proper execution of the investment program, or impairs their
ability to make impartial investment decisions. Additionally, the City Treasurer and the
members of the investment committee are required to annually file applicable financial
disclosures as required by the Fair Political Practices Commission (FPPC).
Safekeeping of Securities
To protect against fraud, embezzlement, or losses caused by a collapse of an individual
securities dealer, all securities owned by the City shall be held in safekeeping by a third party
bank trust department, acting as an agent of the City under the terms of a custody agreement
or PSA agreement (repurchase agreement collateral). The third party bank trust department
must have safe keeping as a professional business line with expertise in this particular service
area. All trades executed by a dealer will settle Delivery vs. Payment (DVP) through the City's
safekeeping agent. Securities held in custody for the City shall be independently audited on an
annual basis to verify investment holdings. All exceptions to this safekeeping policy must be
approved by the City Treasurer in written form and included in quarterly reporting to the City
Council.
Internal Control
Separation of functions between the City Treasurer's Office and the Administrative Services
Department would be an ideal situation. Time and necessity, however, dictate a different
approach. Due to the lack of personnel dedicated to the investment function alone, a proper
balance must be maintained between Treasury activities and Administrative Services
Department functions. The City Treasurer will make the appropriate arrangements to buy and
sell securities that are deemed permissible by the Laws of the State of California as time
permits. The Administrative Services Director and/or City Administrator will have the power as
granted under the section titled Delegation of Authority in the absence of the City Treasurer.
The City Administrator will have the authority to enter into agreements on securities so long as
written policies set by the City Treasurer and State Legislature are followed.
The investment portfolio and all related transactions are reviewed and balanced to appropriate
general ledger accounts by the Administrative Services Director on a monthly basis. An
independent analysis by an external auditor shall be conducted annually to review internal
control, account activity, and compliance with government policies and procedures.
Reporting
The City Treasurer shall review and render monthly reports to the City Administrator and the
City Council, which shall include the face amount of the cash investment, the classification of
the investment, the name of the institution or entity, the rate of interest, the maturity date,
and the current value and accrued interest to date due for all securities.
Qualified Broker/Dealers
The City shall transact business only with banks and broker/dealers that are properly licensed
and in good standing. The Administrative Services Director and the City Treasurer shall
investigate dealers who wish to do business with the City to determine if they are adequately
capitalized and if they market securities appropriate to the Citys needs.
The City Treasurer shall annually send a copy of the current investment policy to all
broker/dealers approved to do business with the City. Confirmation of receipt of the Citys
policy by the broker/dealer shall be considered evidence that the broker/dealer understands
the Citys investment policies and intends to sell the City only appropriate investments
authorized by this investment policy.
Collateral Requirements
Collateral is required for investments in certificates of deposit. In order to reduce market risk,
the collateral level will be at least 110% of market value of principal and accrued interest.
In order to conform with the provisions of the Federal Bankruptcy Code that provide for
liquidation of securities held as collateral, the only securities acceptable as collateral shall be
certificates of deposit, commercial paper, eligible bankers acceptances, medium term notes or
securities that are the direct obligations of, or are fully guaranteed as to principal and interest
by, the United States or any agency of the United States.
Authorized Investments
Investment of City funds is governed by the California Government Code Sections 53600 et seq.
Within the context of the limitations, the following investments are authorized as further
limited herein:
1) United States Treasury Bills, Bonds, and Notes or those for which the full faith and credit
of the United States are pledged for payment of principal and interest. There is no
percentage limitation of the portfolio that can be invested in this category, although a
five-year maturity limitation is applicable but current market conditions and interest
rate projections may call for shorter terms.
2) Local Agency Investment Fund (LAIF), which is a State of California managed investment
pool, may be used up to the maximum permitted by the California State Law. LAIF is a
demand account so no maturity limitation is required.
Investments detailed in items 3) are further restricted to percentage of the cost value of the
portfolio in any one-issuer name to a maximum percentage of 15%. The total value invested in
any one issuer shall not exceed 5% of the issuers net worth. Again, a five-year maximum
maturity is applicable unless further restricted by current policy. Market conditions should be
evaluated as an important consideration and may indicate a shorter maturity.
3) Negotiable certificates of deposit issued by nationally or state chartered bank or state or
federal savings institutions. Negotiable certificates of deposit shall be rated in a
category of A or its equivalent or better by two Nationally Recognized Statistical
Rating Organizations. Purchases of negotiable certificates of deposit may not exceed
30% of the total portfolio. A maturity limitation of up to five years is applicable after
considered evaluation of the financial markets.
Ineligible investments are those that are not described herein, including, but not limited to,
common stocks and long term (over five years maturity) notes, bonds, and time deposits,
unless specifically allowed both by state law and City Council approval. It is noted that special
circumstances may arise where these methods of investment may become necessary. When
this becomes necessary, the City Council will be asked to take the appropriate action to ratify
the means of investment necessary, provided that it is allowable by California Code.
Legislative Changes
Any State of California legislative actions that further restrict allowable maturities, investment
type, or percentage allocations will supersede any of the material presented herein. In this
case, the applicable law will become part and parcel of this investment policy.
Interest Earnings
All moneys earned and collected from investments authorized in this policy shall be allocated
monthly to the General Fund and various special funds of the City that legally require interest
proration or when City Council action dictates such proration. This distribution will be based on
the cash balance in the fund as a percentage of the entire pooled portfolio.
Policy Review
The City of Carmel-by-the-Seas investment policy shall be approved by resolution of the City
Council. This investment policy shall be reviewed at least annually to ensure its consistency
with the overall objectives of preservation of principal, liquidity and yield, and its relevance to
current law and financial and economic trends. Any amendments to the policy, other than
State and Federal laws that automatically supersede the relevant sections shall be forwarded to
the City Council for approval by resolution.
GLOSSARY
Accounting System: The total set of records and procedures which are used to record, classify
and report information on the financial status and operations of an entity.
Accrual Basis of Accounting: Proprietary and non-expendable trust fund types utilize the
accrual basis of accounting. Under this method, revenues are recorded when earned, and
expenses are recorded at the time liabilities are incurred, such that revenues and expenditures
are recognized when the underlying event or transaction takes place.
Actuarial: The statistical calculation of risks, premiums, etc. for insurance purposes.
Adjusted Budget: The budget that reflects all legal changes made to the original budget
subsequent to the start of the year (even those that occur after the end of the year)
Amortization: The gradual reduction of a financial commitment according to a specified
schedule of times and amounts.
Appropriation: An authorization granted by the legislative body of a government, which
permits officials to incur obligations against and to make expenditures of governmental
resources. Appropriations are usually made for fixed amounts and are typically granted for a
one-year period by the City Council.
Appropriation Resolution: The official enactment by the legislative body establishing the legal
authority for officials to obligate and expend resources.
Assessed Value: The value placed on real and other property as a basis for levying property
taxes. For all agencies in the State of California, assessed value is established by the County for
the secured and unsecured property tax rolls; the State Board of Equalization establishes
assessed value of utility property tax rolls.
Assets: Resources or property owned or controlled by a government, as a result of a past
transaction or other event, that have recognizable monetary value.
Balance Sheet: A statement purporting to present the financial position of an entity by
disclosing the value of its assets, liabilities, and equities as of a specific date.
Balanced Budget: A balanced budget is a budget in which sources meet or exceed uses.
Basis of Accounting: The timing of recognition, that is, when the effects of transactions or
events are recognized for financial reporting or budgeting purposes. The three bases of
accounting for governmental agencies are: (1) cash basis (when cash is received or paid), (2)
accrual basis (when the underlying transaction or event takes place) and, (3) modified accrual
basis (revenues recognized in the accounting period in which they become available and
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measurable and expenditures recognized in the accounting period in which the fund liability in
incurred).
Basis of Budgeting: Basis of budgeting refers to the method used for recognizing revenues and
expenditures in budget. The City uses the modified accrual basis of accounting for budgetary
purposes, which is in compliance with Generally Accepted Accounting Principles.
Bond: A written promise to pay (debt) a specified sum of money (principal or face value) on a
specific future date (the maturity date) along with periodic interest paid at a specified
percentage of the principal (interest rate). Bonds are typically used for long-term debt to
finance large-scale capital projects such as buildings, bridges, streets, and utility infrastructure.
Bond Rating: An evaluation of a bond issuers credit quality and perceived ability to pay the
principal and interest on time and in full. Two agencies regularly review city bonds and
generate bond rating: Moodys Investors Service and Standard and Poors Ratings Group.
Budget: A plan for the expenditure of financial resources covering a specific time period,
usually one year, which, by adoption, constitutes legal authority to spend. The City of Carmelby-the-Sea adopts an annual budget from July 1 June 30. The budget contains appropriations
needed to continue the Citys operations for the year and the revenues anticipated to finance
them.
Budget Document: The official written statement prepared by the City Administrator and
supporting staff which presents the proposed budget and operating plan to the City Council.
Also refers to the final budget as adopted by the City Council.
Budget Amendment: Under the municipal code, the City Council has the sole responsibility for
adopting the City's budget, and may amend or supplement the budget at any time after
adoption by a majority vote. The City Administrator has the authority to approve administrative
adjustments to the budget, as long as the adjustments will not affect the bottom-line
appropriations for any given department.
Budget Calendar: A schedule of key dates and milestones that a government follows in the
preparation and adoption of the budget.
Budgetary Basis of Accounting: The method of accounting applied to the budgetary accounts
and the process used to determine when revenues and expenditures are recognized for
budgetary purposes. The City of Carmel-by-the-Sea uses the modified accrual basis for
budgeting all funds, including proprietary funds.
Budgetary Control: The control or management of a government or enterprise in accordance
with an approved budget for the purpose of keeping expenditures within the limitations of
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appropriations and available revenues. The level of budgetary control for City Council is at the
department level. For the City Administrator, budgetary control is within a department, at the
program level and at the major object level (groupings of individual line-item expenditure
categories, for example, salaries and benefits, supplies and services, special projects, and noncapital equipment categories). For departments, budgetary control is at the line-item level
within a particular major object group.
Budget Message: A general discussion of the budget presented in writing as a part of, or
supplement to, the budget document. The budget message explains the principal issues against
the background of financial trends and the priorities set forth in the budget.
Capital Asset: A tangible, fixed asset that is long-term in nature, of significant value, and
obtained or controlled as a result of past transactions, events or circumstances. Fixed assets
include land, buildings, equipment, improvements to buildings, and infrastructure (i.e., streets,
bridges and other immovable assets). A capital asset is defined as an asset with a useful life
extending beyond a single accounting period. The capitalization threshold for the City of
Carmel-by-the-Sea is $10,000.
Capital Expenditure: An amount expended for fixed asset acquisitions and improvements. The
capitalization threshold for the City of Carmel-by-the-Sea is $10,000.
Capital Budget: A plan of capital expenditures and the means of financing them. The capital
budget is adopted as part of the complete annual budget, including both operating and capital
outlays.
Capital Improvement Plan (CIP): A formal long-term (multi-year) plan for the acquisition and
improvement of major assets, such as land, buildings, machinery and equipment, and
infrastructure (i.e., streets, bridges, and other immovable assets). The CIP identifies the
expected beginning and ending date for each project, the amount to be expended in each, and
the method of financing those expenditures. The City of Carmel-by-the-Sea prepares a five-year
CIP and the threshold for inclusion in the CIP is $10,000.
Capital Lease: An agreement that conveys the rights to use property, plant or equipment,
usually for a stated period of time.
Capital Projects Fund: A governmental fund type used to account for financial resources used
for the acquisition or construction of major capital facilities (other than those financed by
proprietary and trust funds). See also Governmental Fund.
Carryover: Expenditure originally planned in the current year but, because of delays, is
postponed to the following fiscal year.
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Certificate of Participation: A form of lease-purchase financing used to construct or acquire

capital facilities and equipment.
Change in Service: A change in the nature, type or level of service provided by a City program
from that provided in the prior fiscal years adopted budget, as amended.
Compensated Absences: The value of unused vacation, sick and other leave time for which
employees will be paid when they retire or otherwise cease to work for a government.
Contingency: An appropriation of funds to cover unforeseen events that occur during the fiscal
year, such as shortfalls in revenue and similar eventualities, natural disasters, and federal
mandates.
Contractual Services: Expenditures for City services performed by firms, individuals or other
city departments.
Cost-Reimbursement Basis: The setting of service charges and fees such that costs are
systematically recovered on a break-even basis over time. This term is used in connection with
internal service funds.
Debt Instrument: A vehicle for borrowing funds, including general obligation bonds, revenue
bonds, lease/purchase agreements, lease-revenue bonds, tax allocation bonds, certificates of
participation, and assessment district bonds. See also Bond.
Debt Service: Payment of interest and repayment of principal to holders of a government's
debt instruments.
Debt Service Fund: A governmental fund type used to account for the payment and
accumulation of resources related to general long-term debt principal and interest; debt service
payments related to enterprise operations are directly accounted for in the enterprise fund
itself. See also Governmental Fund.
Debt Service Requirement: The amount of money required to pay interest and principal on
outstanding debt and the required contributions to accumulate monies for future retirement of
long-term bonds.
Department: An operational and budgetary unit designated by the City Council to define and
organize City operations, or a group of related operations within a functional area.
Depreciation: The expiration in the service life of fixed assets (buildings, machinery,
equipment, etc.) attributable to normal wear and tear. The portion of the cost of the expiration
in the service life of a capital asset is charged as an expense during a particular accounting
period in the Statement of Net Assets.
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Encumbrances: Amounts committed to pay for goods and services a government contracted
for but did not yet receive. Encumbrances outstanding at year-end are reported as reservations
of fund balances and do not constitute expenditures or liabilities because the commitment will
be honored during the subsequent year.
Enterprise Fund: A proprietary fund type used to account for operations that are financed and
operated in a manner similar to private sector enterprises, such that the costs of providing
goods and services to the general public are financed or recovered primarily through fees
charged directly to the users of the goods or services provided. The City of Carmel-by-the-Sea
has ten enterprise funds, including Ambulance. See also Proprietary Fund.
Enterprise Fund Accounting: Accounting used for government operations that are financed
and operated in a manner similar to private sector enterprises, and for which preparation of an
income statement is desirable. Enterprise Funds use the accrual basis of accounting.
Estimated Revenue: The budgeted projected revenues, which are expected and realizable
during the budget fiscal year, to finance all or part of planned expenditures.
Expenditure: The outflow of funds paid, or to be paid, for goods and services received during
the current period. Note: an encumbrance is not expenditure; rather it represents a reservation
on fund balance.
Expense: The incurrence of liabilities or the consumption of assets arising from the delivery or
production of goods, rendering services or carrying out other activities that constitutes the
entitys ongoing major or central operation. This term applies to the Citys Enterprise and
Internal Service Funds.
Fiduciary Fund: A major fund type used to account for assets held by the City in a trustee,
agency or custodial capacity for others. The City of Carmel-by-the-Sea has pension trust,
expendable trust, non-expendable trust, and agency funds within the fiduciary fund type.
Expendable trust funds are accounted for in the same manner as governmental funds, using the
modified accrual basis of accounting. Pension trust and non-expendable trust funds use the
accrual basis of accounting. An agency fund is custodial in nature in that it does not measure
results of operations and the assets equal liabilities (i.e., all assets are held solely for the benefit
of others).
Fiscal Year: The 12-month period to which the annual operating budget applies, at the end of
which a government determines its financial position and the results of its operations. The City
of Carmel-by-the-Sea operates on a fiscal year from July 1 through June 30.
Fixed Asset: See Capital Asset.
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Full-Time Equivalent (FTE): The standardized unit of measurement of staffing equal to 2,080
hours of work per year. For all positions and employee types, FTE equals the number of total
hours worked divided by the maximum number of compensable hours in a work year as defined
by law. 1.0 FTE means the position is funded equivalent to a full-time worker, while an FTE of
0.5 signals that the position is funded half-time.
Fund: A separate fiscal and accounting entity with a self-balancing set of accounts in which
cash and other financial resources, all related liabilities and residual equities, or balances and
changes therein are recorded and segregated to carry on specific activities or attain certain
objectives in accordance with special regulations, restrictions or limitations. There are three
major fund types: governmental, proprietary, and fiduciary.
Fund Balance: From a strict accounting perspective, fund balance represents the excess of
assets over liabilities. It also represents the cumulative effect of revenues and other financing
sources over expenditures, and other financing uses that are available for reservation,
designation or appropriation. A negative fund balance is called a fund deficit.
General Fund: The primary operating fund of a governmental organization that accounts for
activities and services not required to be accounted for in another fund, and traditionally
associated with governments, such as police and fire service, which are financed primarily
through tax, intergovernmental and other non-exchange revenues.
General Obligation Bond: A bond sold to generate financing for various purposes, and to be
repaid with normal, unrestricted operating revenue, usually from the General Fund.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and
guidelines for accounting and reporting. These standards govern the form and content of the
annual financial statements of an entity. The primary authoritative body on the application of
GAAP to state and local governments is the Governmental Accounting Standards Board (GASB).
Governmental Accounting Standards Council (GASB): The GASB was organized in 1984 as an
independent, professional body (by the Financial Accounting Foundation) to establish standards
of financial accounting and reporting for state and local governmental entities. Its standards
guide the preparation of external financial reports of those entities. The Foundation is
responsible for selecting the members of the GASB and its Advisory Council, funding their
activities, and exercising general oversight (except with regard to the GASBs resolution of
technical issues).
Governmental Activities: Activities generally financed through taxes, intergovernmental
revenues, and other non-exchange revenues, and usually reported in governmental and
internal service funds.
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Government Finance Officers Association: An international professional governmental finance

association. The GFOA distinguished budget award presentation is an attainable goal set by the
majority of municipalities in the United States.
Governmental Fund: A major fund type generally used to account for tax-supported activities.
Governmental funds use the modified accrual basis of accounting. The City of Carmel-by-theSea uses four types of governmental funds: general, special revenue, debt service, and capital
projects funds.
Grant: Contributions of cash or other assets donated from one governmental agency or
organization to another, and usually restricted for a specific purpose. Typically, these
contributions are made to local governments from state and federal governments.
Infrastructure: Facilities that support the daily life and growth of the City, for example, roads,
waterlines, sewers, public buildings, parks and airports.
Interfund Reimbursements: Payments from one fund to another to reimburse costs to the
recipient fund.
Interfund Transfers: Payments from one fund to another to finance the operations of the
recipient fund.
Internal Service Fund: Funds used to account for the financing of goods or services provided by
one department or agency to other departments or agencies of a government on a costreimbursement basis. See also Proprietary Fund.
Liability: Debt or other legal obligations arising out of transactions in the past that must be
liquidated, renewed or refunded at some future date. Note: the term does not include
encumbrances.
Line-Item Budget: A budget that lists detailed expenditure categories separately, along with
the amount budgeted for each specified category. The City of Carmel-by-the-Sea uses program
rather than line-item budgeting; however, detailed line-item accounts are maintained and
recorded for financial reporting and control purposes.
Major Object: Categorized groupings of individual line-item expenditures that are similar in
nature. For example, the City's major object categories include salaries and benefits, supplies
and services, special projects, non-capital equipment, capital equipment, and miscellaneous.
Mandate: Legislation passed by the state or federal government requiring action or provision
of services and/or programs. Examples include the Americans with Disabilities Act, which
requires actions such as physical facility improvements and provision of specialized
transportation services.
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Materials and Supplies: A category of expenditures which includes goods or services that are
consumed in achieving cost center objectives.
Modified Accrual Basis of Accounting: Under the modified accrual basis, revenues are
recognized when susceptible to accrual (i.e., when they become measurable and available).
"Measurable" means the amount of the transaction that can be determined, and "available"
means collectible within the current period or soon enough thereafter to be used to pay
liabilities of the current period. Those revenues susceptible to accrual include property taxes
remitted within 60 days after year-end, interest on investments, and certain intergovernmental
and other revenues. Expenditures are recorded when the related fund liability is incurred.
Principal and interest on general long-term debt are recorded as fund liabilities when due, or
when amounts have been accumulated in the debt service fund for payments to be made early
in the following year. All governmental fund types, expendable trust funds and agency funds
use the modified accrual basis of accounting.
Objective: Quantified, outcome-based statements of what will be accomplished during the
budget year. These annual performance goals are specific, measurable, time-bound, and
realistic, yet challenging. Objectives cover day-to-day activities as well as one-time initiatives.
Operating Budget: A plan of financial operations embodying an estimate of planned
expenditures for a given period (typically a fiscal year) and the proposed means for financing
them (revenue estimates). The annual operating budget, as distinguished from the capital
program budget, is the primary means by which most of the financing, acquisition, spending
and service delivery activities of a government are controlled. The City of Carmel-by-the-Sea
generally adopts a two-year financial plan that includes the adoption of actual budget
appropriations for the first year of the financial plan, and recommendations for year two.
Operating Deficit: The deficiency of operating revenues under expenditures during a single
accounting period.
Operating Surplus: The excess of operating revenues over operating expenditures during a
single accounting period.
Ordinance: A formal legislative enactment by the City Council. If it is not in conflict with any
higher form of law, such as a state statute or constitutional provision, it has the full force and
effect of law within the boundaries of the city.
Other Financial Sources: A category of revenues which includes operating (interfund)
transfers-in, appropriated reserves and appropriated fund balance.
Other Financial Uses: A category of expenditures which includes operating (interfund)
transfers-out and the reserve for contingency.
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Outstanding Bonds: Bonds not yet retired through principal and interest payments.
Performance Measure: Quantifiable indicators that measure program workload or progress in
achieving program objectives.
Position: All legal regular positions, whether funded or unfunded, multiplied by the percent of
time authorized.
Program: A group of activities, operations or organizational units organized to accomplish
specific purposes, goals or objectives. It is a distinct functional unit within a department,
consisting of a significant service provided using City resources.
Program Budgeting: A method of budgeting that focuses on services provided to customers at
the functional (or program) level.
Proposed Budget: This refers to the status of an annual budget, which has been submitted by
the City Administrator and is pending public review and City Council adoption.
Proprietary Fund: A major fund type used to account for operations that are financed and
operated in a manner similar to private sector enterprises, in that goods and services are
provided to the general public (external users) or other City departments (internal users), and
the costs of which are financed or recovered primarily through fees and service charges
charged directly to the users of the goods and services. Proprietary funds use the accrual basis
of accounting.
Reserves: Accumulated funds legally restricted or otherwise designated by management
and/or City Council for specific purposes. See also Fund Balance.
Resolution: An order of the City Council requiring less legal formality than an ordinance.
Revenue Bond: A bond sold to construct a project that will produce revenues pledged for the
repayment of principal and related interest.
Revenues: Total amount of income received, earned, or otherwise available for appropriation.
Self-Insurance: A term often used to describe the retention by an entity of a risk of loss arising
out of the ownership of property or the activity of the agency.
Service Charge: See User Fee.
Special Revenue Fund: A governmental fund type used to account for the proceeds from
specific revenue sources, other than trusts or major capital projects, that are legally restricted
to expenditures for specific purposes. See also Governmental Fund.
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Traffic Safety: Violation fines and penalties which by State law money must be used for traffic
safety related expenditures including traffic enforcement and capital projects.
Transient Occupancy Tax (TOT): Tax collected by hotel operators and imposed on hotel guests
for transient lodging (30 days or less) within the City. The current TOT rate is 10%.
User Fee: The voluntary payment of a fee for direct receipt of a public service by the party
directly benefiting from service.
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APPENDIX: List of Acronyms

ABC Alcoholic Beverage Control
ACCEL Authority of California Cities Excess Liability
ADA Americans with Disabilities Act
AF Acre Feet
ALS Advanced Life Support
AMBAG Association of Monterey Bay Area Governments
AMR American Medical Response
A/P Accounts Payable
APWA American Public Works Association
ARRA American Recovery and Reinvestment Act
BLS Basic Life Support
BPO Blanket Purchase Order
C&D Recycling Construction and demolition recyclable waste
CA-DHS California Department of Health Services
CAD Computer Aided Dispatch System
CAFR Comprehensive Annual Financial Report
CAL-ID State of Californias automated fingerprinting identification system
CALPERS California Public Employees' Retirement System (CalPERS) is an agency of the State of
California that administers the Citys retirement plans
CAO Carmel-by-the-Sea City Administrator Office
CAPER Consolidated Annual Performance Report
CARB California Air Resources Board
CCC Combined Communications Center
CCTV Closed Circuit Television
CCWA Central Coast Water Authority
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CDBG Community Development Block Grant

CEQA California Environmental Quality Act
CERT Community Emergency Response Training
CIP Capital Improvement Program
CMC Carmel-by-the-Sea Municipal Code
COP Citizen-Oriented Policing
COP Certificate of Participation
COPS Community Oriented Problem Solving
CPBD Carmel-by-the-Sea Community Planning and Building Department
CPD Carmel-by-the-Sea Police Department
CPUC California Public Utilities Commission
CRFA Carmel Regional Fire Ambulance
CSMFO California Society of Municipal Finance Officers
CWQCB California Water Quality Control Board
DA District Attorney
D.A.R.E. Drug Awareness Resistance Education
DOJ Department of Justice
DUI Driving Under the Influence
EE Employee
EIR Environmental Impact Report
EMS Emergency Medical Services
EMSA Emergency Medical Services Agency, an agency of Monterey County
EMT Emergency Medical Technician
ENF Enforcement
EOC Emergency Operations Center
EPA Environmental Protection Agency
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ERAF Educational Revenue Augmentation Fund

FBI Federal Bureau of Investigation
FMLA Family and Medical Leave Act
FMS Financial Management System
FORA Fort Ord Reuse Authority
FTE Full-time Equivalent Job Position
FY Fiscal Year
FYE Fiscal Year End
GAAP Generally Accepted Accounting Principles
GASB 34 Governmental Accounting Standards Board Statement No. 34
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographical Information Systems
GOA Gone on Arrival
GPU General Plan Update
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HLC Historic Landmarks Commission
HML Harrison Memorial Public Library
HOME Federal Home Investment Partnership Program
HUD Housing and Urban Development
ICMA International City/County Management Association
IIPP Injury and Illness Prevention Program
IOD Injury on Duty
IPM Integrated Pest Management
JPA Joint Powers Authority
G-13
LAFCO Local Agency Formation Commission

LAIF Local Agency Investment Fund
LEA Local Enforcement Agency
LED Light-Emitting Diode
LEED Leadership in Energy and Environmental Design
LIUNA Laborers International Union of North America
LUFT Leaking Underground Fuel Tank
MCCVB Monterey County Conference and Visitors Bureau
MDC Mobile Data Computer
MPRWA Monterey Peninsula Regional Water Authority
MRE Mobile Reporting Equipment
MOU Memorandum of Understanding
MST Monterey-Salinas Transit District
NIMS National Incident Management System
NPDES National Pollution Discharge Elimination System
OSH Occupational Safety and Health
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PC Planning Commission
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POB Pension Obligation Bond
POST Police Officers Standards & Training
PQI Pavement Quality Index
PRT Pre-Application Review Team
PSA Public Service Announcement
G-14
PUC Public Utilities Commission

RFP Request for Proposal
RFQ Request for Qualifications
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RWQCB California Regional Water Quality Control Board
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SOP Standard Operating Procedures
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SWPPP Storm Water Pollution Prevention Plan
TAMC Transportation Agency of Monterey County
TDA Transportation Development Act
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USGS U.S. Geological Services
USPS United States Postal Service
UST Underground Storage (Fuel) Tanks
UUAD Underground Utility Assessment District
UUT Utility Users Tax
VAPP Visual Arts in Public Places
VOIP Voice Over Internet Protocol
WAN Wide Area Network
G-15

City Proposed Budget Fy 2016-2017

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City Proposed Budget Fy 2016-2017

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City of Carmel-by-the-Sea

Fiscal Year 2016-2017

Steve Dallas, Mayor

CITY ADMINISTRATOR'S MESSAGE

APPOINTEES: LEGAL, ENGINEER, & TREASURER

MARKETING & ECONOMIC DEVELOPMENT.

COMMUNITY PLANNING & BUILDING

LIBRARY & COMMUNITY SERVICES

CAPITAL IMPROVEMENT BUDGET

Mayor Da,l;w.s and Members Qfthe City Co until

Mav-or Dallas and Council Mem bers,

overview alld distus5lon of f<ev ~5\!es

E)(amine new (evenue sourct:!s 10 suppon services to the community.

Enhance organjzatlonal pe rformance through implementing a sttucture that is responsive to

financial tr.)dtoffs lnvolv~d in analyzing business de-cisions whNher

CAPITAl IMPROVEMENT PROGRAM OVERVIEW

infrastructure and naturaJ asset ma intenance a nd Improvement, lj deferred .structural facilities

LONG-TERM VITALITY AND SUSTAINABILITV

CAPITAL IMPROVEMENT PROGRAM SUMMARY

Suns.et Center Roof Repairs

North Dunes Restoration Year 1 of S

Sunset center Planter A.econstn..u:tlon

Scenic Road Landscaping Priority Ateas

MissiOn Trail Nat ure Presetve.. Improvements

Police Department Renovations

Beach Stair Maintenance

Park Branch libr ary HVAC System

Main library Heating System

Shoreline Landscape Barrier

Park Branch library Painting-Interior

Sunset Center Awning

201617 Sidewalk Repair

Ocean Avenue Median

Facilities Safety Maintenance

VIsta Lo-bos Roof

1>1 Murphy House Painting

Fotest & Beach ~ntennlal Marshall Plan

Sm11ll Water Projec-ts

Polite Dept./PubliC WOr'kS

Agenda andl R~:M:ards Management System

Poiip;: Training Veo

Suruel Ct.!fllCr Th~a Lr ctJ I Ughtmg b nd Pu\ver

Citywide Mana~ed Sec'IJrity

Police Bo-dy Cam-eras

Waterfront Area S.ign,;. ~Design onlvJ

KEY ISSUES AFIFE"CTING THE' BUDGET

llE11 REMENT SlDE FU ND

BUDGET SUMMARY BY FUND TYPE

Vehicle & Equip

Property Tax - Secured

Property Tax - Unsecured

Property Tax - Unitary

Property Transfer Tax

Hostelry Tax Revenues

Sales & Use Tax - Bradley-Burns

Use Tax - Measure D

Business License Tax

Total Property Taxes

Gas & Electric

Business Application Fees

Parking Stall Use Permits

Building Trade Permits

Other Licenses & Permits

Tree Removal Permit