Homeless Shelters for Women and Families:
Funding Shortfall and Program Impact
WHAT WE DO
PROGRAM DESCRIPTION
• 35-bed emergency shelter serving homeless women and families with children, with a typical length of stay of approximately six months • Annually serve ~25 women and ~15 families (approx. three members per family).
• Program goal: stabilization and transition to permanent housing with improved income, self-sufficiency, and well-being
WRAPAROUND SUPPORTS
• Basic needs: meals, hygiene supplies, laundry, clothing, and computer access
• Housing-focused supports: case management, housing navigation, and rapid rehousing financial assistance
• Stability supports: connections to physical and behavioral health care, mainstream benefits, employment services, and financial stability planning
SCALE AND OUTCOMES
Statewide Benchmark (FY 2023–24)
• 23% of crisis response exits resulted in
permanent housing (Cal ICH HDIS)
Casa de Noche Buena (operated by GFW + CHS)
• ~42% of women and ~57% of families to
permanent housing
• 3-year average: 50% permanent housing
exits
• 74% positive exits when temporary housing is
included
Shuman Heart House (operated by CHS)
• 2-year average (opened mid-2023): 57%
permanent housing exits
• 74% positive exits when temporary housing is
included
HOW CDNB CAME TO BE
• Applied/received ~$1.3m of HEAP funds to
establish program
• Raised additional ~$400k from community
• Repaired and improved the County-owned
modular building
*SHH was developed with private philanthropy
funding
SUSTAINING SHELTER BEDS
• CDNB and SHH Annual Operating Costs:
approx. $1.2m per year each
• CHS and GFW established a Special Purpose
Fund through the Community Foundation, for
community fundraising
• Government grants including but not limited to:
HHAP, ESG, CDBG, community support
CURRENT & NEAR-TERM FUNDING GAP
Operating Costs & Projected Funding Gap
• Annual Operating Costs: approx. $1.2M each
Projected Annual Funding Shortfall (Non-cumulative; assuming no new funding) •
Key drivers of the gap:
• FY 2025–26: Deferred income, HHAP-5, and City of Monterey PLHA funds are fully depleted.
• FY 2026–27: Remaining reserves are exhausted, including $345,179 in CDNB Special Purpose Funds, HHAP-3 and HHAP-4, and $764,353 in deferred revenue.
This marks the beginning of a structural deficit without intervention.
Fiscal Year CDNB SHH
2026–27 ~$267K ~$655K
2027–28 ~$649K ~$905K
2028–29 ~$702K ~$958K
2029–30 ~$757K ~$1.01M
PROGRAM IMPACT WITHOUT INTERVENTION
Objectives:
• Avoid service reductions or shelter closure
• Phase in reductions or closure while pursuing funding options
Without additional funding or system-level support:
• Reduction in services or capacity
• Elimination of case management
• Conversion to overnight emergency shelter only
• Partial or full program closure
Any reduction significantly weakens outcomes and
increases long-term system costs.
WHAT’S AT STAKE
WITHOUT INTERVENTION
• Reduced funding scenarios
• Reduced shelter capacity (fewer people served)
• Reduced staffing levels (longer stays, fewer exits to PH) • Reduced services (limited case management)
• Severe funding reductions
• Elimination of case management and housing navigation • Conversion to overnight emergency shelter only
(beds/meals only)
• Worst case scenario
• Partial or full program closure
WHAT WE ARE ASKING FOR
• Partnership on stabilization or bridge funding for FY26–27 • Exploration of replacement funding or coordinated system solutions
• Commitment to preserving services that propel independence These programs work.
With support, they remain a pathway to stability.
Without it, homeless families and women remain stuck
in crisis and system costs rise.
Thank you for your partnership and consideration.
[email protected] [email protected]
Item 7.A. – Annual Crime Report
February 5, 2026 | City Council Meeting
2 2025 UCR PART I CRIME
OVERALL PROPERTY PERSONS
38% 33% 56%
3 5 Year Comparison
TOP COLLISION LOCATIONS
4 Overall Crime – 5 Year Comparison
0 100
200
300
400
500
600
2021 2022 2023 2024 2025
596
520
326 312
249
481
413
252 241
214
115 107
75 71
35 Overall Crime Property Crime Persons
388
436
385 397
443
335
356
292
334
353
53 80 93
63 90
11 15 28
8 14 11 9 13 9 13 3 0 4 3 3
0 100
200
300
400
500
600
2021 2022 2023 2024 2025
Total Accidents Non Injury Injury Pedestrians Bicyclist Motorcycles 5 Traffic Collisions – 5 Year Comparison
6 Top Collision Locations
73 72
78 72
94 30
44 37
52 48
37 41
24 31 31 29 27
32 28
31 21 21
16 16 15
0 10
20 30
40 50
60 70
80 90
100
2021 2022 2023 2024 2025
Fremont Del Monte Canyon Del Rey Broadway Noche Buena
• Fremont:
•Failure to Yield Right of Way
•Unsafe Turns
• Del Monte:
•Unsafe Turns
•Lane changes
• CDR:
•Speed
• Broadway:
•Visibility
•Unsafe Turns
• Noche Buena:
•Unsafe Turns
7 Primary Accident Factors
Streets of Community Concern
8 15
17 14
10 16
5 5
7 4
3 8
10 6
8 9
16 15
11 7
12 0
2 4
6 8
10 12
14 16
18 2021 2022 2023 2024 2025
Hilby Kimball La Salle Ave San Pablo
• 9 crashes occurred between
January and July
(Mostly parked cars)
• 2 were minor injury
(DUI & Red Light )
• 5 occurred between July and
December
(Visibility and parked cars)
All but 1 accident occurred west of
Noche Buena
Total: 16
9 Hilby Ave Accidents
• 1 crash
occurred start of
the year
(Parked car)
• 2 during
holidays
(Visibility, Pursuit)
•All non-injury
• Total: 3
10 Kimball Ave Accidents
Crashes occurred during summer & end of year
• 2 Minor injury
(DUI & Visibility)
• 1 Rear ended
• 1 unsafe start
(entering roadway)
• 1 unsafe lane change
• 1 running stop sign
• 1 car vs. bike
(non-injury)
• 2 unknown info exchanges
All crashes occurred between the 1100-1400 block
Total: 9
11 La Salle Ave Accidents
• All crashes occurred during
Spring and Summer
• All between Baker and Lincoln
• 5 Hit and runs
(2 were parked, 2 Failure to
Yield right of way, 1 DUI )
• 4 Failure to Yield Right of Way
• 2 DUI non-injury crash
• 1 backed into another
Total: 12
12 San Pablo Ave Accidents
13 Traffic Citations
1,012
1,635
2,096 2,062
1,774
0 500
1,000
1,500
2,000
2,500
2021 2022 2023 2024 2025
14 Parking Citations
1,044
4,413
5,491 5,445
4,070
0 1,000
2,000
3,000
4,000
5,000
6,000
2021 2022 2023 2024 2025
Domestic Violence Reports
15 0
10 20
30 40
50 60
2021 2022 2023 2024 2025
41 50
56 53
58 41
50 56
52 57
Domestic Violence Report Case Resolved by Arrest/DA File Police Dept:
• 5 Referrals
• 1 Diversion
SYRC:
• 48 Referrals
• 1 Diversion
16 Youth Diversion
• Total Calls For Service:
• Family & Community
Support Team:
• 55 Callouts
• 200+ support activities
17 Calls For Service
33,904
• Only archives data for 30 days
• Do NOT share data with Federal or
out of state agencies (Las Vegas)
• Alerts on state data entered into the
CLETS System
(Stolen Cars, Felony Vehicles, Missing
Persons, Amber Alerts, Silver Alerts)
• 1,054 alerts/hits in the past 30 days
(Each camera passed is an alert)
• 32 LPR’s / 18 Sound Detection
• Attempted homicide, stolen cars, drug
dealing, robberies, reckless vehicles,
hit & runs, fireworks, gunshots,
missing persons
18 FLOCK SAFETY
19 Achievements
20 New Hires
21 Community Outreach
22 Fireworks
23 Enforcement
24 Training
25 Acts of Kindness
• Increase Traffic Enforcement
• Publicize Additional Traffic
Safety PSA’s
• Reduce Traffic Accidents
• Fireworks Enforcement
• Minimize Unlawful
Encampments (blocking)
• Increase FCST Engagement
• Begin Budgeting New Fleet
26 2026 Priorities
Questions…
Seaside Police Department
Item 7.B
Quarter 2 Strategic Plan Update
(October – December 2025)
February 5, 2026 | City Council Meeting
Greg McDanel, City Manager
2 “More than a document – it’s a commitment to action and progress” Why Strategic Planning Matters
Clarifies Vision
Focuses Resources
Drives Accountability
Builds Community Trust
Translates Council’s priorities into a clear and actionable roadmap.
Aligns staffing and budget to what delivers the greatest impact.
Sets measurable goals with transparent trackable results.
Shows our shared commitment to results and collaboration. 3 How the Plan is Structured: From Vision to Action
Strategic Plan Framework
Pillars (5)
Strategies
Goals
Action Items
Council’s top level strategic priorities.
Broad methods designed to advance
each Pillar.
Focused outcomes under each strategy.
Specific projects and efforts led by departments.
4 Strengthen delivery of high quality efficient & financially sound operations, and welcoming services for the community.
Pillar 1: Effective Accessible Governance (EAG)
Q2
Pillar 1 Strategies
• 1.1 Enhance Effective Communication & Stellar Service • 1.2 Optimize Technology to Streamline Process &
Operations
• 1.3 Fortify Fiscal Health, Resilience & Stewardship
• 1.4 Empower High Performance Talent & Culture
• 1.5 Develop Collaborations & Partnerships
5 Q2 Action Items – Selected Contributions
Pillar 1: Effective Accessible
Governance (EAG) Q2
• YEC & SYRC staff obtained “Be There” mental health certification • Implemented field inspection training for Public Works staff • Completed citywide upgrade to Windows 11 and Office 2024 • Participated in multi-agency cybersecurity tabletop exercise • Advanced digital records organization and retention alignment • Increased website traffic and newsletter subscriptions by 25% • Advanced transition to .gov domain for City email and website • Developed internal agenda preparation and distribution toolkit • GFOA Certificate for Achievement for Excellence in Financial Report • Held Ad Hoc Legislative Committee meeting to align goals for 2026 • Advanced planning to relaunch Citizens Police Academy (English/Spanish) • Joined National League of Cities with UCC & MCC integration 6 Foster economic growth to further develop a vibrant, diversified, and sustaining local economy with greater economic mobility opportunity for our community members to flourish.
Pillar 2: Vibrant Local Economy (VLE)
Pillar 2 Strategies
• 2.1 Accelerate Mixed-Use & Commercial Development
• 2.2 Enhance Business Retention & Attraction Services
• 2.3 Advance Workforce Development
Q2
7 Q2 Action Items – Selected Contributions
Pillar 2: Vibrant Local Economy (VLE)
Q2
• Launched “Seaside at Your Fingertips” providing local business with free data • Evaluated and advanced Main Gate Mixed-Use Development proposals • Campus Town, Phase IA began utility installation and roadway modifications • Advanced Campus Town, Phase IB demolition to 80% complete • Began reviews for Campus Town, Phase 2 conceptual plan • Facilitated new business establishments on Fremont and Broadway corridors • Conducted strategic meetings with Seaside Grand Hyatt Hotel & Resort • Reopened Community Development Block Grant application cycle • Sponsored 2026 iiED Winter Night Market at CSUMB
8 Advance cultural vibrancy and belonging by advancing housing affordability, honoring Seaside’s rich diversity, and ensuring all community members have ample opportunity to participate in civic life and contribute to wellbeing for all.
Pillar 3: Diverse, Inclusive Community (DIC)
Pillar 3 Strategies
• 3.1 Advance Housing Affordability
• 3.2 Expand Cultural Programming
• 3.3 Foster Greater Civic Engagement
Q2
9 Q2 Action Items – Selected Contributions
Pillar 3: Diverse, Inclusive Community
(DIC) Q1
• Launched Rental Assistance Program (RAP) assisting 22 applicants to date • Released RFP for Seaside Housing Collaborative development opportunity • Participated in the first annual Seaside Music Festival • Provided $20,000 in emergency funding for local food-assistance programs • Held 50th Community Holiday Luncheon for Older Adults Program • Celebrated ReGen Monterey “Black Gold” Mural along Fremont • Launched Postcard Program celebrating Seaside’s heritage and local artists • Hosted 4th annual Seaside Stars Program at 705 Broadway • Held Speaking Series with lead detective and witnesses from OJ Simpson case • Organized and completed Fire & PD Christmas Toy Drives 10 Address water issues and infrastructure priorities to increase sustainable vibrancy.
Pillar 4: Enhanced Physical Infrastructure &
Abundant Water Supply (EPIAWS)
Pillar 4 Strategies
• 4.1 Expand Water Infrastructure & Supply Resilience
• 4.2 Enhance Safe Streets, Mobility & Accessibility
• 4.3 Advance Sustainability & Environmental Stewardship • 4.4 Maintain Infrastructure, Public Facilities & City Assets Q2
11 Q2 Action Items – Selected Contributions
Pillar 4: Enhanced Physical
Infrastructure & Abundant
Water Supply (EPIAWAS) Q2
• Secured additional $4 million for the Broadway Complete Streets Project • Completed sidewalk improvements near Coe & Paralta Avenues • Successfully vacated the Public Works boneyard
• Completed Seaside Green Initiative with >100 employees participating • Secured permits for Laguna Grande Park Trail Improvement Project • Completed Fremont/Monterey Road sidewalk improvements • Replaced failed storm drainage infrastructure on Mingo/Kenneth/Douglas Ct • Demolished Corporation Yard Tower eliminating a blighted safety concern • Police Parking Lot Rehabilitation is substantial complete and awaiting fencing • Completed San Pablo Traffic Calming Project
• Completed Hilby Traffic Calming Project
• Installed traffic/safety improvements near DLAMP
• Duckbill ordered and spillway in fabrication for 90” sanitary outfall 12 Protect and uplift community well-being through proactive public safety, engaged and connected community members and neighborhoods, and enriched environments that support a thriving, healthy Seaside.
Pillar 5: Community Safety & Quality of Life (CSQL)
Pillar 5 Strategies
• 5.1 Enhance Public Safety, Crime Reduction & Emergency Preparedness
• 5.2 Deliver High Quality Recreation Services & Amenities • 5.3 Promote Vibrant Well-Maintained Neighborhoods
Q2
13 Q2 Action Items – Selected Contributions
Pillar 5: Community Safety &
Quality of Life (CSQL) Q2
• Secured funding for PD electric golf cart to assist community engagement • Received Cold Case Project of Monterey County funding to assist 1982 homicide • Two Police Officers completed field training and cleared for independent patrol • Completed Fire Station Kitchen Remodel
• Installed pedestrian crosswalks along Broadway at Hillsdale & Calaveres • Received delivery of Type 3 apparatus from BME purchased in 2022 • Fire Station No. 2 plans complete and submitted prior to year-end • Replaced Oldemeyer Center fire alarm system
• Partnered with CalFIRE Gabilan Crew on vegetation management/fuel mitigation • Enforcement of multiple Seaside Car Week violations
• Restriped Seaside Library parking lot to improve safety and circulation 14 Tracking Progress
Quarterly updates available at www.ci.seaside.ca.us
Progress Indicators
In Progress
Delayed
Completed
Not Yet Started
Item 7.B
Quarter 2 Strategic Plan Update
(October – December 2025)
February 6, 2026 | City Council Meeting
Greg McDanel, City Manager
Specific Plan Amendment SPA-2025-
002 to Modify the Review Processes
for Development Applications in the
Campus Town Specific Plan
February 5, 2026 | City Council
2 • Campus Town Specific Plan was adopted in March
2020.
• Provides a blueprint for development throughout the
Specific Plan area.
• Includes processes for the review of Development
Applications within the Specific Plan Area.
Background
3 • The Specific Plan includes the following:
• All Development Applications are required to undergo
a Peer Review process
• All ministerial decisions are to be posted in Zoning
Administrator Hearing Agendas
• Includes separate reviews for application
completeness and project compliance
• Requires both physical and digital submittals
Background
4 • The Proposed Amendment would:
• Eliminate Peer Review for projects that do not include an architectural/design component
• Change posting of ministerial decisions to Planning
Commission Agendas
• Combine reviews for application completeness and
project compliance into a single review
• Allow for digital-only submittals
• Various other clarifications and clean-ups
Proposed Amendment
5 • Staff Recommends that the Council adopt the
proposed Resolution approving SPA-2025-002.
Recommendation
Zoning Ordinance Amendment ZOA2026-001 to Modify the Definition of Public Safety Facilities
February 5, 2026 | City Council
2 • Staff has received an application regarding potential operation of an ambulance service by AMR Medical
Services
• AMR is a private company but provides ambulance
services under contract with the County of Monterey
• Neither the County of Monterey nor other local
governments provide ambulance services to the
general public.
Background
3 • Two main potential definitions:
Public Safety Facility. A facility operated by a public agency including fire stations, other fire prevention and fire fighting facilities, police and sheriff substations and headquarters, including interim incarceration facilities. May include ambulance dispatch facilities on the same site.
Specialized Transportation Dispatch Facility. A base facility where ambulances, taxis, limousines, armored cars, tow trucks and similar vehicles for specialized transportation are stored, and from which they are dispatched, and/or where ambulance vehicles and crews not based at a hospital or fire department stand by for emergency calls. Does not include storage facilities for towed vehicles, which is classified under “Vehicle Storage.”
Background
4 • Each definition has particular challenges:
Public Safety Facility. A facility operated by a public agency including fire stations, other fire prevention and fire fighting facilities, police and sheriff substations and headquarters, including interim incarceration facilities. May include ambulance dispatch facilities on the same site.
Specialized Transportation Dispatch Facility. A base facility where ambulances, taxis, limousines, armored cars, tow trucks and similar vehicles for specialized transportation are stored, and from which they are dispatched, and/or where ambulance vehicles and crews not based at a hospital or fire department stand by for emergency calls. Does not include storage facilities for towed vehicles, which is classified under “Vehicle Storage.”
Background
5 • Staff has determined that neither definition applies to the proposed use.
• However, Public Safety Facility is closer to the operations and intent of the proposed use.
• Staff recommends modifying the definition of Public Safety Facility to also allow for facilities operated by private entities under contract with a public agency.
• Planning Commission recommends that Council adopt the revised language.
• Use Permit application by AMR will be considered separately.
Proposed Ordinance
6 • Suggested Language
Public Safety Facility. A facility operated by a public agency or another entity operating under contract with a public agency including fire stations, other fire prevention and fire fighting facilities, police and sheriff substations and headquarters, including interim incarceration facilities. May include ambulance dispatch facilities on the same site.
Proposed Ordinance
ITEM 10.A.
ADOPT A RESOLUTION AWARDING A
CONSTRUCTION CONTRACT TO JMS CEMENT FOR
AN AMOUNT NOT TO EXCEED $61,725.00 PLUS A
10% CONTINGENCY FOR CONSTRUCTION AND
ASSEMBLY OF THE LINCOLN CUNNINGHAM PARK
5-12 YEAR-OLD PLAYGROUND STRUCTURES, AND
PROVIDE AN UPDATE ON THE 2-5 YEAR-OLD
PLAYGROUND STRUCTURES
Andreas Baer, P.E., Senior Engineer
Thomas Korman, Public Works Director / City Engineer
February 5th, 2025 | City Council Meeting
• Lincoln Cunningham Park
• ADA adjacent parking
• ADA multi-use trails
• Basket Ball Court
• 5-12 year old playground
• 2-5 year old playground
• Central Plaza
• Fitness Area
• Basketball Court
• Utilities
Conceptual Plan
2 Phase 1 Arterial Trail Project included:
• ADA adjacent parking
• ADA multi-use trails
• Storm Water/drainage improvements
Phase 1 Trail - Initial Scope
3 • $1,849,100 total budget
• Low bid from MPE
• $994,837.35
• Included all additive bid items
• $315,457.70 under next low bid
Phase 1 Trail - Initial Project Savings
4 • Underground utilities below hardscaped areas
• Purchase and installation of 5-12 year old playground** • 2-5 year old playground area hardscape
• Construct Central Plaza
• Build hardscape for additional park components
• Authorize additional construction building
**Additional scope resulted in funding shortfall to complete installation of 5-12 playground
Phase I Trail - Additional Scope of Work
5 • Released RFP for selecting the LC Park 5-12 year old playground • Established a joint committee for playground selection • Received eight proposals
• Proposals exceeded the City’s available budget
• Committee selected a playground design by SPEC play
• Equipment & Installation cost of 291,271.99
• Staff negotiated the price down to $209,662.88
• Staff to assemble the park with in-house to save money • Playground equipment was received September 2025,
• Staff has not had the resources to complete the installation 5-12 Year Old Playground
6 • August 2024 – Public Works requested $160,000
• November 2024 - Funding approved by City Council
• Additional funding needed for installation
• January 2026 - Council reallocated $250,000 to project NIC Funding Request
7 5-12 Year Old Playground Equipment
8 Construct 5-12 Year Old Play Area
3/1/2026-4/1/2026
Execute Contract with JMS Cement
3/1/2026
Award Construction Contract
2/5/2026
5-12 Year Old Playground
Construction Schedule
9 • Not included in initial scope
• Additional funding needed
• Funding reallocated at
1/15/26 City Council Meeting
• Currently soliciting proposals
for design an installation
2-5 Year Old Playground
Installation
8/24/2026-9/25/2026
Material fabrication and Shipping
4/21/2026 – 8/21/2026
Review/Approve Submittals
4/6/2026-4/17/2026
Finalize Material purchase
4/3/2026
Council Authorize Purchase of Equipment & Installation
2/19/2026
Anticipated Schedule
10 Before & After
Before & After
FOSPA’S Partnership
• Adopt a resolution approving additional construction scope for a playground and additional amenities for the Lincoln Cunningham Park (Phase 1 - Arterial Trail Project) from the Lincoln Cunningham and Havana Solitz Park Master Plan, amending the construction agreement to add the additional scope and raise the contract amount by up to $742,800.00 bringing the total project construction cost including contingency to a not to exceed value of $1,886,862.95, authorizing the City Manager to execute and approve any amendments, extensions, and change orders until completion of the project in accordance with the master plan up to the total project construction amount, and directing the use CIP project surplus funds to Lincoln Cunningham Project Account.
Recommendation
14 ITEM 10.B
REPORT ON COMMERCIAL
VACANCIES IN SEASIDE
February 5, 2026 | City Council Meeting
Jose Bazua, Economic Development Director
Greg McDanel, City Manager
• Request by Councilmember Garcia Arrazola
• Provide high-level snapshot of commercial vacancies
• Discuss factors influencing vacancies
• Highlight efforts to activate and fill vacant spaces/lots Background
2 • 26 identified commercial vacancies
• Includes 9 vacant lots
• Does not include potential redevelopment sites
• Concentrated in the Broadway & Fremont corridors
• Majority are small to mid-sized retail suites
Commercial Property Vacancies
3 ADDRESS
1130 Fremont Blvd., Suite 101-A
1165-1173 Fremont Blvd., Suite 1165
1534 Fremont Blvd.
1280 Fremont Blvd.
1588 Del Monte Blvd.
755 Broadway Ave.
1523-1533 Del Monte Blvd.
1725 Fremont Blvd.
1721 Fremont Blvd.
520 Broadway Ave.
635 Broadway Ave.
650 Broadway Ave.
768 Broadway Ave.
795 Broadway Ave.
305 Amador Ave.
1540-1546 Del Monte Blvd.
1775 Del Monte Blvd.
1410 Fremont Blvd.
2040 Fremont Blvd.
1271 Canyon Del Rey Blvd.
1965 Del Monte Blvd. (adjacent)
542 Broadway Ave.
550 Broadway Ave.
1130 Broadway Ave.
1203 Broadway Ave.
1601 Fremont Blvd.
• Retail and consumer behavior shifts
• High tenant improvement (TI) and construction costs
• Water availability and infrastructure limitations
• Access to viable financing
Factors Influencing Vacancies
5 • Building Size: 3,300 SF
• Sprinkler System Costs: $36,000
• MPWMD Fees for .4AF water: $17,000
• M1Water/SCSD Fees: $25,000
• City Permits/Fees: $10,000
• Tenant Improvement Cost: $480,000
• Timeline: 24 months
• Anticipated Expenses: $568,000
Development Cost Example - Broadway
6 • Data-driven support using Placer.ai analytics
• Supports site selection and tenant recruitment
• Improves transparency for property owners and entrepreneurs • Coordination and predictability for permitting and water allocations • Retail Strategies, LLC
• National retail recruitment
• ICSC representation
• Development of recruitment plan, property catalog, prospect list • Activation of C-JOBS (Item 8.D.)
• Economic Development Action Plan
Efforts to Address Vacancies
7 • Pillar 2: Vibrant Local Economy
• 2.1 Accelerate Mixed-Use & Commercial Development
• 2.2 Enhance Business Attraction & Retention Services
• Pillar 4: Enhanced Physical Infrastructure & Abundant Water Supply • 4.1 Expand Water Infrastructure & Supply Resilience
• Pillar 5: Community Safety & Quality of Life
• 5.3 Promote Vibrant Well-Maintained Neighborhoods
Strategic Plan Alignment
8 Recent Successes
9 Receive and discuss report.
Recommendation
10