Welcome to the Manifest; a weekly summary that cares more about brevity than grammar, and what is about to or could happen in Seaside than what did or didn’t. Contributions to future editions are welcome at cmalin@ci.seaside.ca.us prior to noon on Fridays. The Week That Was

City Manager Loses It – The outburst caused staff to come running. Sort of. It was more a walk than a gallop and there’s not an overabundance of staff late on Fridays anyway. But there was a ruckus, which I’ll get to later.

Thanks, But We Can Do Better – The new website is coming along, on track to go live in early May. The company working on the site delivered a rather handsome front page, but … well … not to be ungrateful, but ... well … that ain’t our oceanfront. Rather than rely on stock photography, we’ve issued an RFP for photographers to create a photo library for us, featuring our beautiful city. The RFP is available on our website (click on RFPs & Bids on the home page) The deadline for proposals is Noon, Friday, March 11.

Go Otters – CSUMB President Ochoa was kind enough to work me into his schedule Monday, and even more kind to entertain a few basic notions about Seaside and CSUMB’s relationship. In sum, my view is CSUMB and Seaside need to be each other’s strongest partners. In a fit of bibliophile urban planner meets growing university opportunity, I blurted out that compromising a university library’s viewshed is a crime against humanity. So, let’s not do that. After the blurting, we agreed that not enough Seaside kids go to CSUMB due to lack of resources, and chatted about fixing that. More to follow.

3.7.

16 MANIFEST

The Lead Dog Sets The Pace – With potential investors stacked up from down the street to China, I take some planning workload off staff. The Main Gate RFP draft is a weekend project. DCM Ingersoll no longer has to keep me from making mistakes at FORA Admin Committee meetings, and has more time for her work at City Hall. An unsolicited proposal to develop 34 homes along General Jim Moore Boulevard has me breaking out my engineer’s scale to suggest improvements to the concept plan. All great fun.

The Lead Dog Can’t Pull The Sled Alone (Part 1) – Staff may be recommending hiring a part-time planner on a temporary basis to clear up some backlog and be more prompt in replying to those interested in investing in Seaside. Big picture views - #1 This is a good problem to have. #2 – Step #1 to more resources for better service delivery is a bigger taxbase.

The Lead Dog Can’t Pull The Sled Alone (Part 2) – At the end of Tuesday’s Team Meeting,

Chief Dempsey delivered an article (attached) for us to read. Thanks Chief, always good to read / talk shop about leadership. More to follow later, but the essence of the effort is to put a team of leaders on the playing field.

Fire & Econ Dev Reports – Both attached, with the fire report including a great picture of

our newest firefighters. Welcome aboard. On a related note, every now and then I author something I’m not embarrassed by five minutes later. On the topic of swearing in police officers and firefighters, here’s one of those rare pieces: https://www.craigmalin.info/siftings/oaths-other-promises

Monthly Budget Report - Thanks Daphne, for the extra effort to produce a monthly budget report (attached). You manage what you measure. And measuring the money regularly is important.

Q & A – I recall a meeting on Thursday (the one with the whistling and concierge quality invitation by Deputy Chief Lumpkin for a gentleman to enjoy the cool, outdoor evening air) where many questions were asked and the vast majority were answered. The following day, a few more questions came over the transom, directed to me (attached). I’ll whistle my own happy tune as I take a shot at answering them.

Feds Continue CDBG Funding Decline - Seaside's CDBG grant award for 2016-2017 will be $363,306. This is nearly $16 thousand dollars less than Seaside's $379,027 CDBG grant award for 2015-2016. The Community Development Advisory Committee is in the process of reviewing applications for the Public Service awards for next year and will be holding a special meeting on March 14.

The Pool Re-Opened ! – A good time was had by all. A wet time was had by most.

The Weeks Ahead

RUDGers Hand Off To FORAdians – Twenty (?) months in the making, the Regional Urban Design Guidelines have a special meeting to be introduced to the FORA Board. Monday, 4:30 until (dark, would be my guess). Carpenters Union Hall, Marina.

3.17 Agenda In Progress

o The $800K Pie Slicing Project returns, with a combined staff recommendation

that will be finalized this week. We’re sharpening project scopes, trying to maximize the ratio of people happy to dollars remaining in reserves, and thinking through a bigger scale City Hall / Library energy management project that could reduce annual expenses … and keep a little extra ice up north for polar bears.

o The General Plan Outreach plan is planned to be presented for Council / community review.

o An ENA for a potential luxury auto mall on the south side of Lightfighter should be on the agenda. Let me know when Lancia arrives and has Stratoses (Strati?) on the lot to drool over.

o A presentation on water rates is expected. Spoiler alert (not getting cheaper).

Student Art Adorns City Hall – The best most mind-expanding art is, invariably, produced by kids. Stop by City Hall and check it out.

The Ruckus – Optional Reading

Late Friday, I flip open the board packet for FORA’s Special Meeting and semi-shout “Drat”. The categories of design guidelines includes “Landscaping”. I hate landscaping. I hate landscaping with a passion that could fuel seven de-sal plants.

While I hate landscaping, I love landscape. Landscaping is done. Landscape is. Landscaping (at least the bad landscaping) is artifice. Landscape, by definition, is authentic. Authentic wins that contest as assuredly as landscape shapes our perspective and character. Olmsted (Frederick Law Olmsted) is landscaping. Jensen (Jens Jensen) is landscape. Jensen’s on my team, not Olmsted. In more contemporary terms, landscape is Taylor Swift, landscaping is Madonna.

This remarkable part of the planet is landscape. It ain’t, nor should it ever be, landscaping.

So, when I read that “landscaping” was a RUDG guideline category rather than “landscape”, I swore – out loud – “Drat!”. Watch for a shocking act of civilly disobedient protest at the FORA meeting.

Have a great weekend.

BEST IN A SUPPORTING ROLE

Illustration by Bjorn Rune Lie

From the March 2016 issue of The Rotarian

I believe I am safe in assuming that most of you are not regular readers of the Journal of Leadership Studies. Nor that you had the pleasure of perusing the article in that magazine’s Winter 2014 issue titled “Followership in Leadership Studies: A Case of Leader-Follower Trade Approach.” To save you the trouble, let me summarize the argument put forward by the author, Petros G. Malakyan:

While an abundance of research is devoted to leaders – an entire literature, in fact –almost nothing is written about followers.

The reason for this is not particularly elusive. From presidents to mob bosses, from generals to drug lords, we love narratives that center on figures who hold, or aspire to hold, absolute power.

This bias is even more pronounced in the world of business, which is predicated on the notion that worth can be measured by your place in the pecking order. People don’t think about how they function as followers because the very idea that they might be followers – as opposed to leaders-in-waiting – strikes them as insulting.

The huge and unsung irony here is that most leadership studies conclude that lousy followers wind up making lousy leaders. “He who has never learned to obey cannot be a good commander,” is how Aristotle put it a couple of thousand years ago.

This dynamic is particularly fraught for Rotarians, because Rotary is, by its nature, filled with people who are leaders in their profession or their business who must adapt, or re-adapt, to being followers in order to function within the organization. For this reason, I’ve spent several weeks studying the concept of followership and trying to compile a few crucial tips to being a good follower.

It’s certainly fair to ask what my qualifications are for this task, so let me set out my bona fides as a follower. Ahem. Aside from editing my college newspaper, I’ve never actually been a leader of anything – and that includes my family, a small, volatile start-up operation that is indisputably helmed by my wife.

What’s more, I make my living mostly as a freelance writer. To remain employed, I have to be not only a good follower, but a good follower to about two dozen leaders, each of whom has a different style. The only thing they appear to have in common is a tendency to ignore my emails.

***

There are four essential qualities to being a good follower, at least according to Robert Kelley, a scholar at Carnegie Mellon University who enjoys the odd distinction of being the world’s leading authority on followership.

A couple of these are pretty straightforward. Good followers have to be committed to the mission of the group, and they have to be competent in their given role. The more nuanced attributes are what Kelley refers to as self-management and courage. Good followers have to be able to work independently and maintain their ethical standards.

The most common misconception Kelley encounters is that being a “good follower” is tantamount to passive obedience. In fact, a good follower must be engaged in an active collaboration with the leader, and that requires critical thinking. Followers must be candid with superiors, especially in offering constructive criticism that might aid the larger cause. In the absence of critical thought, groupthink inevitably takes hold.

What’s most fun about reading Kelley’s work is the spot-on taxonomy he provides of follower types. Anyone who works in an office will recognize them.

The “sheep,” for example, require constant supervision. The “yes people” put blind loyalty before all else. Then there are the “pragmatics,” who wait until a consensus has emerged before taking a position on anything. And, of course, the “alienated,” who are motivated mostly by grievance, the not-very-secret sentiment that they are the ones who should be in charge.

My sense is that most followers struggle with all of these tendencies. They are natural responses to the dilemma of the follower, which is that you are expected to devote yourself entirely to a cause that brings more glory (and riches and a bigger office) to the leader, not to you.

This expectation may be especially difficult for Americans to accept because it runs up against a basic tenet of our culture: exceptionalism. As a political system, of course, capitalism has been wildly successful in motivating people to strive for greatness. But it also defines greatness in narrow terms. To put it bluntly, you are the top dog or a nobody.

But the hallmark of what Kelley calls the effective follower is precisely this: an ability to check your ego at the door, to remain positive and self-motivated even if you’re not setting the agenda. This person succeeds even without the presence of a leader precisely because she embodies the ideals of leadership.

Kelley’s point is ultimately the same as Aristotle’s: The key lessons of leadership are learned as a follower.

***

As a resident of New England for going on two decades, I’ve been a witness to one of the most striking exemplars of this maxim. His name is Tom Brady. The quarterback of the New England Patriots is widely regarded as one of the best players in history and the league’s most natural leader: gifted, smart, hardworking, and able to inspire the best in his teammates.

But fans tend to forget how the Brady saga began. When he came to the University of Michigan, Tom Terrific was a tall, gawky kid from a private California high school. He was listed as seventh on the depth chart and spent his first two years as a backup.

Despite two outstanding seasons in college, Brady wasn’t considered athletic enough to make the pros. He was lucky to get drafted late in the sixth round. He arrived in training camp with three quarterbacks ahead of him, including a star named Drew Bledsoe.

Once again, Brady accepted his role as a follower. He never complained to coaches or allowed bitterness to infect his work ethic. He carried Bledsoe’s clipboard and remained eager to learn from him.

Early in his second season as a pro, Brady was called upon to replace Bledsoe, who had been injured during a game. Within a few weeks, it was clear that Brady would hold the job for the rest of his career. But the seeds of his success as a leader were planted during those months and years of toil as a backup, when Brady made the largely invisible decision to embrace the role of a follower.

This is not to say that Brady has always adhered to the highest ethical standards – the “Deflategate” saga clearly raised questions about his willingness to win at all costs. But most of those criticisms have come from outside the sport. His teammates have supported him unconditionally.

You can trace the same pattern in the lives of figures such as Joshua (who faithfully served Moses and led the Jews into the Promised Land), Winston Churchill (who remained loyal to his predecessor Neville Chamberlain but questioned his appeasement of Hitler), and even

Rudolph the Red-Nosed Reindeer. They all succeeded as leaders only after having to learn the lessons of good followership.

***

I fibbed a bit when I said I have no experience as a leader. As a teacher, I’m technically a leader whenever I step in front of a class. But any success I’ve had as a teacher arises directly from my experiences as a student.

This started years ago, when I took my first writing workshop. Our leader was a novelist named John Dufresne, one of my literary heroes. I expected, and hoped, that the class would consist of Dufresne holding forth to his acolytes.

Instead, he pushed us acolytes to take the lead, serving more as a guide and swooping in to steer the conversation only when we veered off course. It was from him that I learned the essential goal of teaching, which isn’t to show students how brilliant you are, but to inspire their own brilliance.

A class succeeds not because the leader has all the answers (thank God), but because followers come to recognize the value of developing their own critical faculties. Without exception, the students who learn how to critique with both ruthless and tender precision are the ones who wind up publishing books down the line. I’ve seen this pattern play out over and over in my own workshops.

So far as I can determine, being a good follower boils down to acceptance. You have to be OK with the idea that you can achieve simply by contributing.

To offer your full devotion as a follower isn’t an act of acquiescence or resignation. On the contrary, it’s evidence of a healthy ego, of a person bright enough not to need a constant spotlight.

The question for all of us is whether we can find the grace required to be a follower in good faith – to accept that cooperation is not the enemy of ambition and that recognition never brings us enduring happiness unless it comes from within.

By Steve Almond The Rotarian 1-Mar-2016

M E M O R A N D U M City of Seaside

Fire Department Date: March 4, 2016 To: Craig Malin, City Manager From: Brian Dempsey, Fire Chief Subject: Weekly Report It’s Official! On Monday, February 29th, we had the honor of swearing in our newest members: Ben Flores, Nicholas Hall, Nathyn Purganan, Travis Simpson, Josh Sisneros, Ben Smith and Lee Whitney. We are privileged to have such outstanding individuals join our department as Firefighters and Firefighter Reserves. If you see these guys around, be sure to introduce yourself! We would like to especially thank the friends, families and city staff who came out to show their support.

Welcome to Seaside!

Fire Department Training Summary from February 26, 2016 through March 3, 2016: Training Type Date Hours

Company Training Documentation 2/26/2016 1 Company Training Documentation 2/26/2016 1 Physical Fitness 2/26/2016 1 Physical Fitness 2/26/2016 1 Tactical Tailgate Session 2/26/2016 1 Tactical Tailgate Session 2/26/2016 1 Fleet Program Legal Considerations for Emergency Vehicle Operators 2/26/2016 1 NFPA 1001 Fire Prevention and Public Education 2/27/2016 1 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 Vehicle Trip Inspection 2/27/2016 0.5 Vehicle Trip Inspection 2/27/2016 0.15 Vehicle Trip Inspection 2/27/2016 0.5 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 SCBA Daily Checkout 2/27/2016 0.2 NFPA 1001 Firefighter Orientation and Safety 2/27/2016 1 Asbestos Awareness 2/27/2016 1 Physical Fitness 2/27/2016 1 Company Training Documentation 2/28/2016 3.5 Building Evacuation and Emergencies 2/28/2016 1 Physical Fitness 2/28/2016 1 SCBA Daily Checkout 2/29/2016 0.2 SCBA Daily Checkout 2/29/2016 0.2 Vehicle Trip Inspection 2/29/2016 0.5 SCBA Daily Checkout 2/29/2016 0.2 SCBA Daily Checkout 2/29/2016 0.2 SCBA Daily Checkout 2/29/2016 0.2 Vehicle Trip Inspection 2/29/2016 1 Vehicle Trip Inspection 3/2/2016 1 Vehicle Trip Inspection 3/2/2016 1 Vehicle Trip Inspection 3/2/2016 1 Vehicle Trip Inspection 3/2/2016 1 Scott X3 SCBA Daily and Weekly Checks 3/2/2016 0.5 SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2

SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2 Vehicle Trip Inspection 3/2/2016 1 Vehicle Trip Inspection 3/2/2016 1 SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2 SCBA Daily Checkout 3/2/2016 0.2 Vehicle Trip Inspection 3/2/2016 1 Vehicle Trip Inspection 3/2/2016 1 EMS Sudden Infant Death Syndrome (SIDS) 3/2/2016 1 Physical Fitness 3/2/2016 1 Physical Fitness 3/2/2016 1 Physical Fitness 3/2/2016 1 Physical Fitness 3/2/2016 1 NFPA 1001 Firefighter Orientation and Safety 3/2/2016 1 Fleet Program Dangers of Speeding for Emergency Vehicle Operators 3/2/2016 1 SCBA Daily Checkout 3/3/2016 0.2 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 Pump Operations - Drafting Procedures 3/3/2016 1.5 SCBA Daily Checkout 3/3/2016 0.2 NFPA 1001 Fire Streams 3/3/2016 1 SCBA (SCOTT X3) 3/3/2016 2

Total: 52.95

Fire Department Activity Summary from February 26, 2016 through March 3, 2016 Date Description

3/2/2016 C of O Inspection 3/3/2016 Inspection Activities

The fire department answered 63 alarms (listed by: date, time, type of call, and location) from February 26, 2016 through March 3, 2016: Date Time Description Street

2/26/2016 7:42:13 Water or steam leak COSTA 2/26/2016 10:31:10 EMS call, excluding vehicle accident with injury PLUMAS 2/26/2016 10:45:16 Smoke/Odor Investigation SAN LUCAS 2/26/2016 13:18:35 Motor Vehicle Accident with no injuries LA SALLE 2/26/2016 13:52:39 Person in distress, Other TRINITY 2/26/2016 14:07:15 Arcing, shorted electrical equipment CALAVERAS 2/26/2016 14:44:10 EMS call, excluding vehicle accident with injury DEL MONTE 2/26/2016 15:05:33 EMS call, excluding vehicle accident with injury CARSON 2/26/2016 18:12:40 Person in distress, Other WARING 2/26/2016 18:34:04 EMS call, excluding vehicle accident with injury FLORES 2/26/2016 21:00:02 EMS call, excluding vehicle accident with injury ECHO 2/26/2016 21:13:23 EMS call, excluding vehicle accident with injury HAMILTON 2/26/2016 22:01:27 EMS call, excluding vehicle accident with injury HILBY 2/26/2016 22:24:00 EMS call, excluding vehicle accident with injury FREMONT 2/27/2016 5:04:13 EMS call, excluding vehicle accident with injury GRANADA 2/27/2016 13:50:34 EMS call, excluding vehicle accident with injury BROADWAY 2/27/2016 17:35:26 Motor vehicle/pedestrian accident (MV Ped) HILBY 2/27/2016 18:09:20 Building fire Montecito 2/27/2016 19:31:02 EMS call, excluding vehicle accident with injury HIGHLANDER 2/27/2016 22:09:12 EMS call, excluding vehicle accident with injury HILBY 2/28/2016 0:50:09 EMS call, excluding vehicle accident with injury MESCAL 2/28/2016 8:35:49 Dispatched & cancelled en route PORTOLA 2/28/2016 10:08:31 EMS call, excluding vehicle accident with injury FREMONT 2/28/2016 12:48:58 EMS call, excluding vehicle accident with injury HIGHLAND 2/28/2016 13:17:10 EMS call, excluding vehicle accident with injury CIRCLE 2/28/2016 18:07:20 EMS call, excluding vehicle accident with injury SONOMA 2/28/2016 20:58:24 EMS call, excluding vehicle accident with injury SONOMA 2/28/2016 23:54:19 EMS call, excluding vehicle accident with injury MAIDEN 2/29/2016 1:19:05 EMS call, excluding vehicle accident with injury WARING 2/29/2016 1:59:46 EMS call, excluding vehicle accident with injury MESCAL 2/29/2016 3:19:25 Dispatched & cancelled en route FREMONT 2/29/2016 4:25:54 EMS call, excluding vehicle accident with injury FREMONT 2/29/2016 9:14:47 EMS call, excluding vehicle accident with injury SONOMA 2/29/2016 9:57:25 EMS call, excluding vehicle accident with injury LUZERN 2/29/2016 15:12:04 EMS call, excluding vehicle accident with injury OLYMPIA 2/29/2016 18:25:22 EMS call, excluding vehicle accident with injury CANYON DEL REY 2/29/2016 22:09:11 EMS call, excluding vehicle accident with injury TRINITY 2/29/2016 22:34:12 EMS call, excluding vehicle accident with injury VIA VERDE 3/1/2016 2:45:27 EMS call, excluding vehicle accident with injury GRANADA

3/1/2016 9:02:27 EMS call, excluding vehicle accident with injury FREMONT 3/1/2016 14:57:26 EMS call, excluding vehicle accident with injury FREMONT 3/1/2016 17:02:07 EMS call, excluding vehicle accident with injury PLUMAS 3/1/2016 17:22:22 EMS call, excluding vehicle accident with injury ANCON 3/1/2016 17:59:39 EMS call, excluding vehicle accident with injury WHEELER 3/1/2016 19:00:40 Service Call, other VIA VERDE 3/1/2016 19:29:49 Smoke/Odor Investigation SUNNYHILL 3/1/2016 20:29:52 Motor vehicle/pedestrian accident (MV Ped) AMADOR 3/2/2016 1:56:41 Person in distress, Other WANDA 3/2/2016 8:02:35 EMS call, excluding vehicle accident with injury YOSEMITE 3/2/2016 10:25:43 Hazardous condition, Other KIMBALL 3/2/2016 13:02:00 EMS call, excluding vehicle accident with injury BROADWAY 3/2/2016 15:35:40 EMS call, excluding vehicle accident with injury HARCOURT 3/2/2016 20:18:02 Smoke detector activation due to malfunction COE 3/2/2016 20:31:33 EMS call, excluding vehicle accident with injury ROUSCH 3/3/2016 7:52:56 EMS call, excluding vehicle accident with injury HIGHLAND 3/3/2016 7:53:25 EMS call, excluding vehicle accident with injury PRIMROSE 3/3/2016 11:05:53 EMS call, excluding vehicle accident with injury WANDA 3/3/2016 14:40:43 EMS call, excluding vehicle accident with injury FREMONT 3/3/2016 15:39:39 EMS call, excluding vehicle accident with injury ROUSCH 3/3/2016 16:53:09 Motor Vehicle Accident with no injuries DEL MONTE 3/3/2016 17:46:54 EMS call, excluding vehicle accident with injury COE 3/3/2016 18:50:24 Alarm system activation, no fire - unintentional BROADWAY 3/3/2016 18:57:37 Gas leak (natural gas or LPG) PHEASANT RIDGE

Economic Development Projects March 4, 2016

Page 1 of 1

PROJECT CURRENT STATUS NEXT STEPS 1. Seaside Resort Development DDA Amendment • Amended DDA approved

• Phase I – Hotel construction plans to be submitted by April 2016

• Received letter regarding equity partners 2. 1350 Del Monte Boulevard

In-N-Out • Under Construction • Construction to be completed early March

2016, weather permitting. 3. Shoppette at Monterey Road & Coe Ave.

Assisted Senior Living & Memory Care • 2nd Amendment of ENA

approved

• Initial Study to be completed by March 2016 Release to public April 2016

• Negotiate Development & Disposition Agreement

4. 26 Acres south of Lightfighter Dr. & Surplus II • Appraisal and Major Business terms accepted

• 2nd Amendment to ENA approved

• Refined conceptual plan to be submitted.

• RFP for EIR consultant to be prepared.

5. Monterey Downs & Horse Park & Veteran’s Cemetery

• Comments to Administrative Draft EIR being responded to

• 3rd Amendment to ENA approved.

• Working on an MOU w/ County & FOR A regarding land and water

• Design recommendations to be considered by BAR at their March 16th meeting.

• Draft Appraisal expected in May 2016 6. Glover Unsolicited Proposal • Submittal of unsolicited

proposal being reviewed by staff

• Presentation to City Council on March 17, 2016 or April 7 2016 meeting for consideration and direction

7. Luxury Auto Mall ENA • Directed by Council to prepare an ENA

• Present to City Council for consideration at the March 17, 2016 meeting

8. The Projects at Main Gate • Draft RFP by staff

• Send draft RFP to CSUMB & FOR A in March for comments.

• Release draft RFP in April 2016

GENERAL FUND

January 31, 2016

PERCENTAGE

BUDGET ACTUAL OF BUDGET

TAX REVENUES 24,349,000$ 9,612,064$ 39% (a)

OTHER REVENUES 3,256,619$ 1,295,472$ 40% (a)

TOTAL GENERAL FUND REVENUES 27,605,619$ 10,907,536$ 40%

EXPENDITURES BY DEPARTMENT

City Council & Commissions 354,809$ 169,057$ 48%

City Manager 438,103$ 251,472$ 57%

City Clerk 200,852$ 91,491$ 46%

Human Resources 636,348$ 270,340$ 42%

CalGrip Grant 886,151$ 184,777$ 21%

City Attorney 557,733$ 315,989$ 57%

Finance 1,119,432$ 506,146$ 45%

Police 11,058,472$ 6,028,363$ 55%

Fire 5,513,556$ 3,245,757$ 59%

Community Development 2,384,179$ 782,908$ 33%

Public Works 2,597,625.00$ 1,192,742$ 46%

Transfers Out 1,310,633.00$ -$ 0%

Engineering 392,636$ 231,746$ 59%

Recreation 1,799,875$ 1,034,237$ 57%

29,250,404$ 14,305,025$ 49%

(a) The revenues appear low because of the timing of collections. Revenues are accrued only at

June 30th and are received one to three months in arrears. Therefore, revenues are as anticipated.

58% of the Year

Page 1 of 2

Craig Malin - Monterey downs financial report questions

From: Chris Mack <gelffmack@gmail.com>To: <cmalin@ci. seaside. ca. us>Date: 3/4/2016 1:27 PMSubject: Monterey downs financial report questionsCC: Christopher Mack <gelffmack@gmail.com>

Dear Mr Malin,

I attended last nighta Ts meeting on Monterey Downs . I came away with many questions unanswered.It appeared some needed to be asked twice to get a answer, many times I was left confused. It was continually stateda oewe will sharpen our pencils in the futurea . What does this mean? and How does it pertain to current approvaldecisions?

Could you help to clarify the questions and subjects below?Where can I find these financial reportsOne comment here, 1 thought it was unfortunate that Ms Palmer cut off the consults answers to answer the questionherself. Did she write these financial report?.Also, I thought Mayor Rubio intimaded one commenter by saying a rethats about enougha halfway throughher allotted 2 min. speaking time. The speaker before her spoke on behalf on the hospitality group and seemed to goover his 2 min. without comment. What can be done to make this a level playing field?

1. A question was posed about visitor numbers to horse park shows/events and what were those numbers based upon.Did they get them from a similar sized horse show venue somewhere else, and what is the venue. I believe this was thequestion.

Before the Monterey Downs Wilden consultant could answer , Ms. Palmer interjected that in the public comments,some one speaking on behalf of the horse park will answer your question. Why did Ms Palmer not want to accept theconsultants numbers?

So 1 ask, why wasna Tt the consultant able to answer you question? Wasna Tt the question for the consultant whowrote the report and not the developer. Was the Horse Park named in the report as a reference for contributingdata, analyzing and writing some of the report.. I did not hear the question posed by Pacheco answered by Horse Parkduming public comment.

2 Currently Pebble Beach is the venue provider for most of the high end equestrian events. PB is a private for profitcorp. and they look very closely at the profit and loss conditions for events.Christine Monteith (chair person for Monterey Horse Park) told me three years ago, Pebble Beach Corp. does not wantto continue to sponsor these events. Asked why, her response was they dona Tt bring in enough money.

She said there are very few non participant attendees. That is, most of the people at the event are entered in the eventand not paying spectators. Ia Tm sure if these events were a money maker for PB, they would keep them there. Anex horse owner public commenter stated , to have one of these horses costs tens of thousands of dollars a year.I ask my self is anyone in Seaside going to be able to afford one of these horses and use the Horse Park? I ask you is avenue like this really a benefit for the genera] public of Seaside? It appears it is not for Pebble Beach residents.The bottom line, horse events are out of PB, no money in them and no benefit for those who can afford a horse or two.What is the average income of the Seaside resident. Is there an interest in horses in the community.

3. In the beginning 5 years ago , Monterey Downs stated the tennis and swim center was a public facility, a gift to theresidents of the peninsula so to say. Now it is a private club with membership fees and dues supported by the homeowners association.. Will Seaside residents be able to afford this facility. What about all the promised event revenue?

file:///D:/Users/cmalin/AppData/Local/Temp/XPOrpWise/56D98D24COSIS_P0100177696... 3/4/2016

Page 2 of 2

What else has changed? Why the turn around? How does one become a member? What are the costs.

4, The event center/race track is to be owned by the state ofCA or who? It was very confusing, when Ms. Palmer saidthe state owns the track and she used Del mar track as an comparable example. What is the probability that a govt.agency would build something like this.. Who is going to build the track/event center and when? Who pays for it? Ifnot built then what becomes of the land? This was a very unclear and confusing segment of the presentation.

5. There are currently many venues on the peninsula that hold music events. I believe Mr Pacheco asked a questionabout population relationship to venue sizing and attendance numbers. I did not hear Ms. Palmer answer yourquestion , but rather talk around it by using San Jose as a city that has music events held in multi purposebuildings. Are the existing event venues attended to capacity and is there a need for more event venues of this kind?

6. This project is to be built in phases. Each phase dependent upon the economic balance sheet at the time. The wildenreport stated it is impossible to realistically analyze for phases in the future. Our pencils will be sharpened in thefuture. 1 ask, how can one make a decision for the project as a whole based upon very S dulla pencils. The task isto evaluate if the developer will follow through on the entire project and will it be successful financially and civicwise. I asked myself, Has this developer built any successful projects of this size or near this size? Has he? and where

7. Why commit all this land to one developer when the one thing he tells us he wants is a horse race track and this isthe last item to be built, maybe. As stated above, who owns the track and who builds it. What is in it for the developerand his backers if their face value interest is horse racing? How much are they going to pay for the land and whatincentives is Seaside willing to give back to the developer are a couple of questions that came up duming the Marinanegotiations with the Dunes developer. do we know this information?

8 The city consultant put a big emphasis on the big bar graph in brown and blue. 1 never really understoodtheir explanation and how they got to their conclusions based upon the graph. As I read the graph ,1 came to a notpositive result but a negative or a net zero figure at best. I think two council members asked questions about this too,Was it clear for you? How it works it and how to read the bars so as to come to the consultants conclusion. Can youexplain this bar graph to me?

9. If only the housing portion was built, does it financially support ita Ts self? or one hotel? The some of land forthe hotel belongs to MST. Are they willing to sell this land to the developer

10. It sounds like the hotels are a big income source. Possibility the only. Why not build a hotel on another Seasideparcel closer to CSUMB? Also, Mr Campbell's questioning income vs operations cost was not clearly answered by theconsultant. It sounded like the employee incomes were overstated.Could you clarify the final answer for me.

11. In the past the MHP was not to be funded by the developer. What is the likely hood that the MHP has the money tobuild this facility? Is the city in a separate ENA with the MHP? It has been stated by the MHP that theyare separate from Monterey Downs. How does the city create contracts with the MHP as the ENA is with MontereyDowns?

12. There was questions about a private police patrol. Can you describe the entire relationship between the Seas depolice and this private patrol. Is Monterey Downs a gated community? How is this patrol paid for? How would thepublic access the public Fort Ord lands such as the Oak Oval?

thank you for your timechris mack

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