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CITY OF SALINAS 2025-2028 STRATEGIC PLAN – WORK PLAN
APRIL 21, 2026
GOAL 1: ECONOMIC DEVELOPMENT Dept YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Complete an agriculture Technology Plan and engage with key stakeholders to offer innovative workforce training Action
1.1 Explore partnerships with Hartnell College and
other higher education institutions to create
new certificate and degree pathways in
robotics, automation, drone technology, and
data analytics for agriculture.
CM X
Support and engage both new and established businesses to drive economic growth and job creation Action
1.3 Establish an Economic Development Division in
the City Manager’s Office: Develop a 2-Year
workplan; Create a Dept. Dir of Economic
Development Position and fill by Nov. 2025.
CM Completed: Staff presented the 2-year
workplan to the Finance committee in
August 2025. Council approved the
position, and it was filled in December
2025.
Action
1.4 Create an Economic Development Website &
Dashboard
CM Initial meetings are taking place to
discuss new website framework, est.
completion early 2027. Key feature
Implement a real estate tracking program
to track available properties, vacancies,
and opportunities that can be showcased
X
Action
1.5 Issue $250,000 is microgrants and forgivable
loans to support outdoor dining, facade
improvements, and technology and marketing.
CD 15 Marketing and Technology grants were
issued totaling $32,000. To date there are
three Downtown Outdoor dining
applications in process, with no
grant/loan awards issued. Facade
Improvement Grants and Loans: Seven
applications for approximately $110,000
have been received since launching in
October 2025.
Action
1.6 Create a Business Retention & Expansion
Program to connect business with resources to
grow and expand.
CM/
CD
Launch a Business Retention &
Expansion program by end of 2026 using
direct outreach and an annual small
business survey to connect Salinas
businesses with City permitting,
X X
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technical guidance, capital access, and
facade improvement resources
Action
1.7 Partner with small business support providers
such as the Central Coast Small Business
Development Center to provide education and
training on business planning, marketing and
management and access to capital.
CM/
CD
Continue co-hosting workshops with
MCBC through the Business
Development Navigator to connect small
businesses and entrepreneurs with
training on business planning, marketing,
and access to capital
Action
1.8 Promote Salinas as a vibrant destination by
coordinating marketing efforts with other
tourism organizations, creating a robust media
program; explore a re-branding effort for the
city; promoting existing facilities and
attractions.
CM X
Action
1.9 Attract New Businesses: Create a “New
Business Tool Kit” on the City’s website,
develop an interactive business Portal to
provide prospective businesses with data;
Create a web-based tool to track available
properties, and vacancies.
CM X X
Action
1.10 Implement a retail store “pop-up” pilot program
in downtown corridor to activate vacant
commercial spaces.
CM Partially Completed: Street Front to Store
Front was created in August 2025 and
staff will begin implementation in Spring
2026.
Revitalize residential and commercial blighted areas through targeted initiatives, private investment and community partnerships
Action
1.11 Chinatown Revitalization: Complete final
design and obtain planning entitlements for
mixed-use affordable housing developments at
34-40, 37-39, and 45 Soledad Street.
CD In progress. Application for 34-40
Soledad entitlements submitted in
December 2025. Consultant is
completing conceptual design for 45
Soledad. Contracts for emergency
stabilization, remediation and restoration
of 37-39 Soledad is underway.
Action
1.12 Design and install a mural and monument at
Closter Park
CD/
LCS
In Progress. A call for Art was completed
in 2025 and four (4) submitted mural
proposals were selected as finalists. The
project was temporarily paused due to
construction at Closter Park. A new mural
has been selected to be installed on the
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Boxing Club in Closter Park. The section
was made by the public through an
online survey and pop-ups conducted by
City staff at locations throughout the
Alisal community. It will be installed over
the Spring and Summer with the goal of
being completed by the reopening of
Closter Park.
Action
1.13 Finalize design and install banners and
receptacles with wraps along E. Alisal Street
(Alisal District Identity Master Plan)
CD/
PW
In Progress. Following successful calls
for art for the banners and wraps, the City
selected Central Coast Sign and Design
to complete the installation of twenty
(20) banners and twenty-eight (28) wraps.
Installation will be completed Spring of
2026.
Action
1.14 Design and construct sidewalk and ADA curb
improvements in Chinatown extension
neighborhood.
PW/
CD
Status: Underway. Public Works has
developed concept plans for the scope of
work. Environmental Review to be
completed by July 2026. Project will then
move to design and construction phases
in late summer into Fall of 2026.
X
Action
1.15 Activate the Intermodal Transportation Center
by working with stakeholders to brand the
Center, develop a marketing strategy, and bring
events & activities to the Center.
CM/
ED
In Progress: Staff is working to complete
by summer 2026.
Action
1.16 Explore a binational economic development
strategy for the Alisal Marketplace as an
innovation hub, connecting US and Mexico for
growth opportunities in industries such as
Agtech, Food logistics, education and
workforce development.
CM/
ED
City has contracted with Beacon
Economics to prepare a strategy – to be
completed Spring 2026
X
Maximize the use of the airport property (SNS) to boost economic growth
Action
1.17 Air Tax/eVTOL (Electric Vertical Takeoff and
Land). Support, market and collaborate to meet
the growing demand for this technology.
Prepare to meet this demand which will help
with job growth, and an increased demand for
hotels and restaurants.
CM Status: Ongoing. Working directly with
MBEP , Monterey Bay Tech Hub, DART, and
Watsonville, Marina, and Hollister
Airports to collaborate and support joint
efforts.
X X
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Action
1.18 Bob Hoover Academy- Currently chartered by
the Monterey County Office of Education
(MCOE). Broadly expand the size of student
enrollment at the SNS campus, and introduce a
Rancho Cielo program.
CM Status: Rancho Cielo and SNS expected
to enter into an agreement on April 7th,
2026.)
X X
Action
1.19 Capital Infrastructure Improvements- Raise
obsolete and end of life hangars and construct
two executive hangars to house additional
private small to medium jets and twin-engine
turboprops. Hangar questionnaire to be sent
out to appropriate aircraft owners to gauge level
of interest in basing out of SNS.
CM Status: SNS working with Kimley Horne
consultant, architect, and PW. In the
procurement phase.
X
Action
1.20 SNS to become the private jet and turboprop
airport over MRY . Capitalize on Super Bowl
2026. Working with Gate One and FAA to
register SNS as a reliever airport for SJC and
SFO. Fuel sales, car rental and hotel sales.
CM Status: Along with 15 other airports, SNS
was designated as a reliever and
hosted/handled 30 jets. cost-effective
success for both GateOne FBO and SNS.
To continue the momentum, both the
airport and GateOne manager to attend
NBAA (airport conference) 10.19-21
2026. Airport will use this conference to
leverage awareness of SNS as a more
cost-effective alternative to MRY .)
Action
1.21 Core Area (13-acre, nearly shovel ready, leased
out to a builder/investor). Designed for light
industrial and approved for either non-
aeronautical or aeronautical. Status: 03.17.26
At the request of Borelli, additional soil testing
completed.
CM Submission to DSTC by 05.2026 to
determine soil and status of shovel-
ready.
X X
Action
1.22 Recurring Sunday flea/farmers market
(viability/discussion phase)- Inside the fence on
the main tarmac.
CM Status: Funds budgeted for FY27 for
$105,000 fencing, and RFP to go out by
05.2026 for interested parties to partner
with.
X X
Action
1.23 Runway extension for both runways. Conduct a
study to determine if it is compatible with
nearby homes and road.
CM Status: Study completed by Garver with
report delivered JAN-2026. Runways
26/08/13 are not feasible due to the
proximity of homes and roads. Runway
31 is the only feasible option which
requires substantial infrastructure. This
could occur with a P3 mechanism.
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GOAL 2: HOUSING YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Continue to pursue transit-oriented housing development opportunities
Action
2.1 Intermodal Transportation Center (ITC): Identify
and evaluate ITC activation and residential
development opportunities including site
naming, signage and branding, the expansion of
current activities, the addition of new activities
such as events, food truck pod, farmers’ market,
etc., and the feasibility of transit-oriented
housing development.
CD/
PW
Status: Staff presented survey results and
draft existing conditions and opportunity
memo to HRB in February 2026. Next step
is to expand community engagement and
finalize reports in Spring 2026.
X X
Action
2.2 Develop strategy to catalyze the development of
opportunity sites within the Alisal Market Place
that would support MST’s evaluation of the
feasibility of establishing Bus Rapid Transit along
the Alisal Street Corridor.
CM/
CD/
PW
CM – Engaged Kosmont. Working with
MST to study the corridor.
X X
Effectively promote the health and safety of unsheltered residents through supportive services and housing with our regional partners and non-profit Community Based Organizations
Action
2.3 Develop, launch, and maintain a housing
production/RHNA progress dashboard tracking
applications and the number of units applied for,
approved, issued and finalized.
CD Status: Developed and presented
Housing Dashboard to HLUC and City
Council in November 2025. HLUC
conducting testing. Dashboard to launch
in March 2026.
Action
2.4 Evaluate the city’s role in homeless services and
develop a strategic plan to leverage city and
county real estate assets and services to
maximize impact. Work collaboratively with city
and regional partners to develop strategies to
implement the Lead Me Home Plan, focusing on
housing navigation and placement.
CM/
CD
Status: In Progress Housing/Homeless
Services staff meet weekly with County
to discuss homeless services
coordination related to SHARE Center,
and upcoming funding opportunities for
EL Rey. Updated SHARE Center MOU and
developed new MOU for renovation and
operation of El Rey Motel as a low barrier
navigation center, contingent upon grant
funding award. Staff also participate in
the County Monitoring & Evaluations
X X
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Committee to standardize performance
measures and compliance throughout
CoC/County/City agreements with
subrecipients.
Action
2.5 Identify opportunities to partner with non-profits
to own and operate city purchased homes.
CM/
CD
Status: Met with non-profit housing
organizations, CHISPA and HACM to
discuss interest/ability own and operate
city owned properties. Transfer is on hold
until FHC grant is expended in June 2026.
Issued RFP for property management;
anticipated start date is April 2026. On
January 5, 2026, CDD issued a Request
for Proposals soliciting interest/
identification of partners to identify and
purchase and manage property under the
Family Homeless Challenge Grant.
Through the LOI/Funding opportunity
HACM was selected through the rater
and ranking panel to be implementation
ready. Agreement to be approved by CC
on March 10, 2026, and acquisition of
turnkey ready property by April 10, family
move in by May 30th.
Action
2.6 Support the acquisition of Salinas Inn by the
Housing Authority of Monterey County to operate
a 44-room permanent supportive housing facility
(Fairview Homekey). Collaborate with County of
Monterey, Behavioral Health and Coalition of
Homeless Service Providers to identify and place
individuals experiencing chronic homeless at
Fairview.
CA/
CD
Completed: As of 1/23/26 HACM owns
Fairview Homekey. Coordinated entry
referral through CoC is in process with
rolling lease up. Operations provided by
the City will cover from February 24,
2026, to February 24, 2027. With HACM
anticipated voucher release in 2027.
Action
2.7 Develop a sustainable funding strategy for the
city Street Outreach Team (SORT)
CD/
CM
Status: Identified grant funding (HUD
ESG, CDBG, HCD ESG, HHAP , Opioid
Settlement Funding) for SORT members
through 1/31/28. Applied/applying for
$1.5M in additional grant funds (ERF 5 &
CoC NOFO).
Action
2.8 Work with the County to develop a sustainable
funding source for the SHARE Center.
CD/
CM
Status: Exploring offering recuperative
care beds which will be a sustainable
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funding source to offset the General
Fund.
Facilitate the addition of the overall production of market rate, workforce, low-income, farm worker housing and ADU development while minimizing impacts to neighborhoods.
Action
2.9 Update Pre-Approved ADU Plans to be compliant
with the 2025 Building Code (2026-2028)
CD Status: In process with estimated
completion of 5/1/2026
Streamline the entitlement and permitting of residential developments by implementing efficient workflows and ensuring timely reviews and approvals.
Action
2.10 Develop workflows and increase staffing
capacity to process West and Central Future
Growth area entitlements, final maps,
subdivision improvements, building permits and
inspections.
CD/
Status: Hired Senior Planner and filled
Associate Planner through promotion.
Management Analyst recruitment
completed with pending start date of
March 23, 2026. PW/GIS led coordinate
development of project management
tracker to outline workflows, tasks and
responsible party to facilitate processing
coordination and communication.
Currently in testing.
Permit Services hired a Supervising Plan
Checker, 2 Plan Checker I, a Combo
Inspector I and II, 1 Permit technician, 2
Permit Clerks and recruiting for two Plan
Checkers. We hired at a lower level with
the commitment to train up. Currently all
Plan Checkers have Residential Plans
Examiner Certifications, and all
Inspectors have their Residential Building
Inspector Certifications.
Public Works completed a reorganization
to create a Division Manager. This
position was filled which created an open
Assistant Engineer position. We are
currently recruiting for the position.
Public Works also has on-call contracts
in place in case workflow becomes a
bottleneck.
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GOAL 3: INFRASTRUCTURE
Dept YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Improve the condition of the City’s streets and sidewalks through proactive and creative maintenance and strategic infrastructure investments
Action
3.1 Review emerging technologies for compatibility
with City’s work force.
PW In Progress: Staff is meeting with a sidewalk
cutting service to determine if is viable in
the City.
Reviewing new pothole filling machine.
X X
Action
3.2 Apply for grants to help expand the purchasing
power of the City’s money.
PW Status: Staff has been successful in
obtaining safe routes to school, active
transportation, and safe streets for all
grants.
X X
Explore innovative ways using technology to improve the flow of traffic throughout the City Action
3.3 Apply for grants to interconnect and upgrade the
City’s traffic light system
PW Ongoing: The City continues to look for
grants for the interconnect and timing of
traffic signals
X X
Continue to invest in recreational and public facilities to support our community.
Action
3.4 Complete Renovation of Closter Park LCS/P
W/CD
Ongoing: Project under construction X
Action
3.5 Complete Renovation of El Gabilan Park
LCS/
PW/C
D
Ongoing: The project has bid and is
scheduled to be awarded in April 2026
X
Action
3.6 Firehouse ADA Restroom Project LCS/P
W
Finalizing Plans and bid specifications.
Anticipate going out to bid in May 2026
X X
Action
3.7 District 5 Recreation Center Feasibility Study LCS Completed. Working on identifying scope of work for next phase of design.
X
Evaluate capacity of City infrastructure systems in anticipation of future development Action
3.8 Review new developments impacts to existing
traffic flow.
PW Ongoing: The City has an on-call Traffic
Engineer who reviews traffic plans and
studies to ensure they address the impacts
of the developments
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GOAL 4: CITY SERVICES Dept YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Complete the Vision Salinas 2040 General Plan
Action
4.1 Present General Plan/Vision Salinas 2040, Climate
Action Plan, and East Area Specific Plan and their
associated environmental documents to Planning
Commission and City Council for consideration of
adoption and certification.
CD Status: Draft General Plan released for
public comment in December 2025.
Workshop planned for March 7, 2026. On
track to bring General Plan and CAP for
consideration late Summer/early Fall
2026.
X
Action
4.2 Develop Comprehensive Zoning Code Update (ZCU)
community engagement strategy including
formation of key stakeholder oversite committee.
Prepare and adopt Phase 1 Zoning Code
Amendments to streamline permitting and comply
with updated state laws.
CD Status: Presented ZCU community
engagement strategy and scope of work to
Planning Commission and City Council
Draft Phase 1 amendments are being
reviewed by staff. On track for
consideration of adoption in June 2026.
X
Promote equitable access to City services and foster inclusive development Action
4.3 Upgrade technology for online permitting, record
keeping, building and code inspections, and grant
management.
CD/
IT
Status: Trakit and ProjectDox services
agreements end 6/28. Generating list of
potential vendors and participating in
demos. Next step is to convene city-wide
committee to develop scope of work and
solicit outside consultant support with
project management and implementation.
X X
Action
4.4 Explore technology to improve access to
information (including a multilingual chatbot
improving access to website content and opening
SalinasConnect service requests)
IT X X
Ensure fiscal responsibilities and financial management
Action
4.5 Annual Audits – improve on issuance date with the
goal of December 31.
FN Ongoing: Improved issuance date. Issued
2025 ACFR in January 2025. In progress
X X
Action
4.6 Obtain the GFOA ACFR Award - Certificate for
Excellence in Financial Reporting:
FN In progress: Submitted for 2025 ACFR.
Pending response from GFOA.
X
Action
4.7 Implement revised GASB Statement 101 –
Compensated Absences:
FN Completed: Implemented in 2025 audit.
Action
4.8 Implement revised GASB Statement 103 – Financial
Reporting Model Improvements
FN In progress: Implementation is mandatory
in the 2026 Audit.
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Action
4.9 PCI Compliance – replace credit card terminals: FN In progress: Updated Finance and Airport credit card terminals. Other credit card
terminals currently under review and
anticipate completion by December 2026.
X
Action
4.10 Monitor ARPA encumbrances and ensure
expenditures occur before December 31, 2026:
Fn/
Fire/
CD/L
CS/P
W
In progress: The current encumbered and
unexpended amount is $1.9 million and it
is anticipated that it will all be expended
by Dec 31, 2026.
X
Action
4.11 Update Purchasing Policy: FN Completed: Updated September 2025 Action
4.12 Wind down Legacy Deferred Compensation – Trust
Deeds Plan
FN In progress: This project is in the IT
Workplan parking lot. However, the City
entered into a contract with a firm that will
continue to assist with the legacy system.
X X
Action
4.13 Update and consolidate Travel Policy (staff and
Council)
FN In progress: Staff prioritized the drafting
and adoption of the Citywide Purchasing
Policy which is currently in the
implementation phase. After full adoption
of the Purchasing Policy, Finance will
begin updating the Travel Policies which
will most likely occur in Year 3.
X
Action
4.14 Update Cal-Card Policy FN In progress: Staff prioritized the drafting and adoption of the Citywide Purchasing
Policy which is currently in the
implementation phase. After full adoption
of the Purchasing Policy, Finance will
begin updating the Travel Policies which
will most likely occur in Year 2.
X
Action
4.15 Produce Monthly or Quarterly Investment Reports: FN Completed: Started producing quarterly treasurer’s reports beginning with Q3 on
12/9/25 (City Council)
Action
4.16 Annually Update Financial Forecast at Mid-Year: FN Completed: Presented revised forecast to City Council on 3/24/26
Action
4.17 Coordinate a Citywide Fee Study: FN In progress: Anticipate starting in Year 2 Anticipate issuing RFP in the first quarter of
FY 2026/27
X
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Action
4.18 Coordinate a Citywide Cost Allocation Plan: FN In progress: Anticipate starting in Year 3
Anticipate issuing RFP
in the first quarter of FY
2027/28
Action
4.19 Enhance the City’s sewer utility credit rating and City’s overall credit rating:
FN/
PW
In progress: Anticipate initiating
discussions with S&P in October 2026 and
request their review when we received the
2026 ACFR draft (tentatively Dec 2026)
X
Provide high quality customer service
Action
4.20 Develop customer service training for all employees HR In Process: HR is reviewing Customer Services training resources for
administrative, front counter, and field
staff, with goal to provide basic
introduction to customer service at New
Employee Orientation for all new
employees; together with regular training
for existing staff. Expect to roll training out
by Fall.
Action
4.21 Increase “available unit hours” in the Fire
Department to improve response times city-wide.
Fire Pilot initiated Engine 7 Pilot program
commenced 1/5/2026. Budget request for
permanent staffing pending.
X X
Action
4.22 Expand City Hall hours to 8-5pm beginning August
1, 2025
CM Completed
Action
4.23 Fully staff the Police Department’s Front Desk to
ensure timely service to in-person customers and
timely processing of reports submitted online.
PD X
Expand the City’s volunteer programs
Action
4.23 Launch Salinas Youth Council Pilot Program CM Completed: Program was launched in summer of 2025
Action
4.24 Expand the Amor Salinas Community Service Camp
from one week session to two
LCS Will be hosting 2 weeks in summer of 2026
Action
4.25 Promote and increase participation in the City’s
Adopt a Park Program
LCS X
Action
4.26 Revive the Volunteers in Police Service (VIPS)
program
PD At this time, we have only one volunteer
and need more staffing to support the
program moving forward.
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Engage residents and improve communications to the community Action
4.27 Develop performance Dashboards to communicate
Community Development department mission,
performance, and impact.
CD Status: Currently launching Housing
Dashboard. FGA will serve as model to
track other programs and projects.
X X
Action
4.28 Implement the Communication, Outreach &
Engagement Strategy
CM/
PIO
PIO team is working is establishing
monthly internal trainings, supplementing
with consultant support for training and
implementation of the communications
strategy, and developing quick reference
guides for staff.
X
Action
4.29 Develop Website Governance Guide, conduct
website accessibility review, conduct website
clean-up with DOTgov transition
PIO/I
T
PIO team is working on development of a
website governance guide for staff that
includes accessibility requirements. The
PIO team is working on website and digital
accessibility requirement updates for all
website and public facing platforms and
providing staff with mandatory digital
accessibility training in April and May.
X
Action
4.30 Reintroduce the Building Strong Neighborhood
meeting series
LCS COMPLETED
Action
4.31 Launch the Fire Department’s Real-Time Statistical Dashboard to the website.
FIRE COMPLETED
Action
4.32 Add a Communications Specialist to the Police
Department: Completed – New title Public Safety
Information Officer.
PD COMPLETED
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GOAL 5: PUBLIC SAFETY Dept YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Encourage emergency preparedness and resiliency throughout the community Action
5.1 Hire one FTE civilian Deputy Fire Marshal to
implement a Commercial Fire/Life Safety
Inspection program.
Fire COMPLETED
Action
5.2 Develop a comprehensive Community Risk
Reduction plan with a companion community
engagement and education component.
Fire X X
Enhance recruitment initiatives to increase staffing for police and fire departments with a focus on hiring local talent.
Action
5.3 Conduct a fire academy for local high
schools….(Expand the fire cadet program)
Fire Ongoing: 2025 Expansion from 15 to
25 completed
Action
5.4 Conduct an entry level firefighter recruit
academy focusing on local candidates.
Fire Planned for spring 2026
pending budget
approval.
Action
5.5 Establish an MOU with Mission Trails
ROP/SUHSD for development of training facilities
at E. Laurel campus
Fire In Process: Kickoff meeting
completed to identify stakeholders
and program goals
X
Action
5.6 Support public safety hiring initiatives and
continue local hiring efforts
Human
Resources
In Process: Human Resources will
continue to collaborate and
coordinate with the Public Safety
Departments on hiring initiatives and
will continue efforts at local hiring. In
the current FY , Human Resources
attended events together with public
safety de
partments at Rancho Cielo
Career Day, CSUMB Career Fair,
California Int’l Air Show, National Night
Out, State of the City, Hartnell College
Job Fair later this month. Human
Resources data shows public safety
staff residing locally in Salinas
increased 1% from 47.5% to 48.5%
since May 2025.
X X
Action
5.7 Add a Personnel & Training Specialist allocation
to the Police Department workforce to provide
dedicated focus on recruitment activities.
PD X
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Expand code enforcement capacity to address City-wide issues of blight, nuisance, parking, health and safety and unpermitted vending
Action
5.8 Add additional PT fire inspectors to implement
the Commercial Fire Inspection Program
Fire Pending budget approval.
Action
5.9 Establish two code enforcement teams to
expand capacity to provide education, and
proactive health and safety enforcement and
blight removal citywide. Establish A/B Team
rotation to cover weekdays, afterhours, and
weekend enforcement.
CD Established two teams and
conducted 4/10 pilot program for six
months. Pilot is on pause while
develop performance metrics and
proactive enforcement strategy, and
hire additional CEO’s.
X X
Action
5.10 Support recruitment and retention of Code
Enforcement. Continue to assist with
development of job descriptions updates and
policy development to support expanded
coverage and staff safety standards.
HR/CD COMPLETED: Job description for
Code Enforcement Officer I/II
completed and all CEO have been
filled as of December 2025.
Increase collaboration with partner agencies to address public safety & public health issues.
Action
5.11 Develop an MOU for provision of Hazardous
Materials Response service to the County of
Santa Cruz hazmat JPA.
Fire In Process: Draft MOU complete,
pending response from SCC J.P .A.
Action
5.12 Establish a regional Hazardous Materials
Response Team in collaboration with other local
allied agencies.
Fire In Process: Draft MOU in approval
phase w/ City of Monterey and County
of Monterey
Action
5.13 Mobile Crisis Response Program: Continue to
collaborate with the County of Monterey to
maintain this program and obtain sustainable
funding source for the program
CM MOU extension completed for FY25-
26 Pending Approval – 2
Year MOU to continue
the program.
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GOAL 6: YOUTH AND SENIORS Dept YEAR 1
FY25-26
YEAR 2
FY26-27
YEAR 3
FY27-28
Improve, expand and develop youth and senior facilities and programs Action
6.1 Complete design, bid and construct El Gabilan
park improvements
LCS/CD/
PW
In Process: Design complete and
project currently out to bid.
X
Action
6.2 Complete construction of the new Hebbron
Family Center
LCS/PW COMPLETED
Action
6.3 Complete construction of the Closter Park
Renovation
LCS/PW In Process: substantial completion is
anticipated in April and will trigger a
120 day maintenance period.
Anticipate opening in late
August/early September.
X
Action
6.4 Complete construction of the Northgate Park
Inclusive Playground and ADA path of travel
LCS/PW In Process: Playground installation
complete. Seeking additional quotes
for the ADA path of travel
Action
6.6 Complete ADA restroom improvements at Closter
Park Recreation Center
LCS/PW COMPLETED
Action
6.7 Complete ADA restroom improvements at the
Firehouse Recreation Center
LCS/PW Finalizing plans and bid
specifications. Anticipate going out
to bid in May
Action
6.8 Complete a feasibility study of Northgate Park to
include a new recreation center
LCS Completed
Action
6.9 Expand enrollment in the Police Department’s
Youth Cadet Program
PD X
Action
6.10 Expand capacity to serve youth through the Police
Department’s Youth Diversion Program.
PD Implemented a Youth Diversion
program, that has been impactful,
program will continue.
X X
Consider joint use agreements with school districts for community use of recreational space Action
6.11 Establish MOU with School Districts to expand
use of public spaces.
LCS/CM X
Increase community events throughout the City for youth and seniors Action
6.12 Host a Teen Talent Show LCS X
Action
6.13 Support community events through an efficient
special event process
LCS LCS be hosting a Building Strong
Neighborhood Meeting in April 2026
with a focus on educating event
organizers on the process.
X X
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Action
6.14 Police Department to expand Community
Engagement activities with an increased focus on
the senior community
PD PD has increased the department
community engagement efforts in
2025, over 130 events, with close to
24,000 community contact.
X X
Action
6.15 Explore opportunities to have more community
events in downtown such as a concert series,
movies, art shows, First Friday, etc…
ED First Fridays began in winter of 2025.
Staff will continue to explore more
events and activities in partnership
with the Salinas City Center.
X
Partner with regional stakeholders to improve access to arts.
Action
6.16 Install murals and temporary exhibits in public
areas
LCS X X
Action
6.17 Support Arts Education by offering summer and
after school art programs
LCS X X
Action
6.18 Fill vacancies on the Public Art Commission and
complete an annual plan each year to identify
priorities and projects.
LCS In Process: D2 Vacancy was filled in
2025. D6 vacancy remains.
X X
Action
6.19 Identify local art organizations, educational
institutions, nonprofits and community
organizations to collaborate on how to expand
existing art programs and create new
opportunities for public art in the community.
LCS X X