Date: May 7, 2026 Change Requested by: _ _ City/District _ _ Consultant Contract Date Project Name
___06/05/2025 ___2025 On-Call Landscape Architecture and Site Design To (Consultant): BFS Landscape Architects, 425 Pacific Street, Suite 201, Monterey, CA 93940 You are directed to make the following changes to the Contract Documents or amend the following described work not included in the contract documents for this project.
The purpose of this addendum is to provide additional professional services related to the project named above. The contract terms and conditions shall not be modified except for as stated herein.
MODIFY the following text in Exhibit “B” “Payment” is amended to increase the task order limit from $75,000 to $300,000 and shall now read as follows:
I. Progress Authorization
Written authorization to proceed from the City authorizes the Consultant to generate the not-to- exceed cost of $500,000 per contract and $300,000 per assigned task.
MODIFY the following text in Section 1 “Instructions and Conditions” is amended to increase the task order limit from $75,000 to $300,000 and shall now read as follows:
Terms of Work:
B. The aggregate not-to-exceed fee for all tasks provided during the initial two-year term of the Agreement shall be $500,000.00. No task may be awarded pursuant to this contract that exceeds $300,000.00. Tasks estimated to cost over $300,000.00 require a separate RFP.
C. During the course of the Agreement the City will identify tasks and ask the Consultant to prepare a task proposal, which, at minimum, will include:
a. scope of work
b. schedule, and
c. “not-to-exceed” cost based on the scope of work, with a hard not to exceed cost of $300,000 per task.
A Notice to Proceed will be issued by the City for each task under this Agreement.
Packet Page 347
CONTRACT AMENDMENT #1
PROFESSIONAL SERVICES
City of Seaside
Original Contract
Amount
Previous CCO Total (Not
including this
Amendment)
This
Amendment
Total
Revised Contract
Amount
$500,000.00 $0 $0 N/A
Original Contract
Time
Original Completion Date
Days To Date
(Including This
Amendment)
Revised Completion
Date
12 Months June, 5, 2026 0 N/A
SUBMITTED BY:
Thomas Korman
PW Director / City Engineer
Signature Name and Title Date
CITY APPROVAL BY:
Greg McDanel
City Manager
Signature Name and Title Date
CONSULTANT
ACCEPTANCE BY:
Larry Foster
Principal-in-Charge
Signature Name and Title Date
Packet Page 348
CITY OF SEASIDE
STAFF REPORT
Item No.: 9.D.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Greg McDanel, City Manager
DATE: May 7, 2026
SUBJECT: STRATEGIC PLAN QUARTER THREE REPORT AND FY 2026-2027
PRIORITY UPDATES
RECOMMENDATION
Receive the Strategic Plan Quarter Three progress update, review and provide feedback on the proposed FY 2026–2027 priority updates, and direct staff to return with a final Strategic Plan priority update for consideration with the FY 2026–2027 Budget in June 2026.
BACKGROUND
The City Council Strategic Plan organizes City priorities around five strategic pillars:
1. Effective, Accessible Governance
2. Vibrant Local Economy
3. Diverse, Inclusive Community
4. Enhanced Infrastructure, Mobility, and Water Resilience
5. Community Safety and Quality of Life
The Strategic Plan is intended to guide City operations, policy decisions, departmental work plans, capital planning, and resource allocation. The plan also provides a structure for quarterly progress updates to the City Council using a status-tracking system to identify initiatives that are in progress, delayed, completed, or not yet started.
Packet Page 349
Item No. 9.D. Page 2 of 4
In March 2026, Department Heads participated in an internal strategic planning retreat to review ongoing projects and initiatives, update implementation priorities, and identify refinements to strengthen alignment, accountability, and measurable progress for FY 2026–2027. The resulting draft reflects staff’s recommended priority updates for the next fiscal year while preserving the existing Council-adopted framework.
DISCUSSION
Quarter Three Progress Update
Staff will first provide the City Council with a Quarter Three (January 1, 2026 - March 31, 2026) progress report in presentation format. The update will highlight accomplishments, current implementation status, delayed items, and major projects or initiatives requiring continued attention. The Quarter Three update is intended to support transparency and accountability by showing how current work aligns with the City Council’s adopted strategic pillars.
FY 2026–2027 Priority Updates
Following the Quarter Three report, staff will present the proposed FY 2026–2027 priority updates. These updates are intended to:
• Carry forward ongoing initiatives from the current Strategic Plan; • Reflect updated project status and implementation needs; • Add greater specificity to major City priorities;
• Align department work plans with the FY 2026–2027 Budget; • Improve accountability, timelines, and measurable progress; • Position the City for a more comprehensive post-election strategic planning process beginning in 2027.
The proposed updates include several notable refinements across the five pillars.
Pillar 1: Effective, Accessible Governance
Proposed updates strengthen the City’s focus on service delivery, technology, fiscal resilience, staff capacity, partnerships, and continuous improvement. New or refined priorities include ADA accessibility planning, cybersecurity, citywide management software implementation, a revenue diversification and cost-recovery analysis, grant and legislative advocacy, defense community partnerships, and a new focus area for accountability and continuous improvement.
Pillar 2: Vibrant Local Economy
Packet Page 350
Item No. 9.D. Page 3 of 4
Proposed updates make Pillar 2 more project-specific and better aligned with Seaside’s major economic development opportunities. Priority areas include Campus Town, the Seaside Grand Hyatt Hotel & Resort, Main Gate redevelopment, West Broadway Urban Village activation, tourism positioning, business retention and attraction, workforce development, and the development of a 5-Year Economic Development Action Plan guided by the General Plan.
Pillar 3: Diverse, Inclusive Community
Proposed updates strengthen the housing, cultural programming, and civic engagement components of the plan. Key priorities include Housing Element implementation, creation of a Housing Resource Playbook, rental assistance funding strategies, cultural programming, public art, local history, youth civic engagement, and stronger community identity.
Pillar 4: Enhanced Infrastructure, Mobility, and Water Resilience Proposed updates broaden the prior infrastructure and water focus to include mobility and water resilience. Priority actions include recycled and reclaimed water, water credit strategy, municipal water reliability, General Jim Moore Boulevard right-of-way, the Broadway Avenue Complete Streets Project, a Sidewalk Master Plan, trash capture improvements, Climate Action Plan implementation, facilities maintenance, parks, and capital asset management.
Pillar 5: Community Safety and Quality of Life
Proposed updates sharpen the City’s focus on public safety, traffic safety, homelessness-related quality-of-life impacts, illegal fireworks, Fire Station No. 2 funding, recreation programming, older adult services, and clean, safe, well-maintained neighborhoods. The updates also clarify neighborhood improvement strategies related to property maintenance, nuisance properties, illegal dumping, unsafe conditions, and recurring complaints.
FUTURE STRATEGIC PLANNING PROCESS
The FY 2026–2027 priority update is not intended to replace a full multi-year strategic planning process. Instead, it serves as a one-year implementation update to maintain momentum, align with limited financial resources, and ensure current projects remain organized within the Council’s existing strategic framework.
Following the November 2026 election, staff anticipates initiating a more comprehensive multi-year strategic planning process beginning in January 2027. This future effort is intended to be more robust than prior planning efforts and would include Council visioning, department assessments, stakeholder mapping, community engagement, Packet Page 351
Item No. 9.D. Page 4 of 4
fiscal capacity review, capital project prioritization, performance measures, communications planning, and an implementation matrix to guide future budget cycles and departmental work plans. A key component of the process will be translating the final plan into a clear public-facing narrative, visual branding framework, and communications strategy that strengthens Seaside’s identity, aligns community and regional partners, and helps residents, businesses, and stakeholders understand the City’s priorities, progress, and long-term direction.
FISCAL IMPACT
There is no direct fiscal impact associated with receiving the Quarter Three update or providing feedback on the proposed FY 2026–2027 priority updates.
However, many of the proposed priorities may require future funding, staff capacity, consultant support, grant pursuit, interagency coordination, or policy direction. Specific funding recommendations will be evaluated through the FY 2026–2027 Budget process, Capital Improvement Program, grant opportunities, and future City Council actions.
STRATEGIC PRIORITY
Effective Accessible Governance, Vibrant Local Economy, Diverse and Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life, Not Applicable
ATTACHMENTS
1. Seaside Strategic Plan 2026-27
Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
Packet Page 352
City Council
Strategic Plan
440 Harcourt Ave, Seaside, CA 93955 | ci.seaside.ca.us
DRAFT
2026-2027
Packet Page 353
EFFECTIVE, ACCESSIBLE GOVERNANCE (EAG)
PILLAR 1
PILLAR 2
VIBRANT LOCAL ECONOMY (VLE)
PILLAR 4
ENHANCED PHYSICAL INFRASTRUCTURE &
ABUNDANT WATER SUPPLY (EPIAWS)
PILLAR 3
DIVERSE, INCLUSIVE COMMUNITY (DIC)
PILLAR 5
COMMUNITY SAFETY & QUALITY OF LIFE (CSQL)
The City of Seaside stands at a transformative moment—proud of our momentum, cleareyed about our challenges, and energized by new leadership and renewed commitment to our shared vision.
Adopted in 2025, Seaside’s streamlined Strategic Plan centered five powerful priorities:
For FY 2026-2027, the City is updating this plan as an internal implementation refresh to carry forward current priorities, sharpen near-term action items, and align department work plans with the upcoming budget cycle. A more comprehensive, multi-year strategic planning process is anticipated to begin in January 2027.
Over the past three years, Seaside’s departments have made meaningful progress across these priority areas, shifting major initiatives from planning into implementation. From continued momentum on Campus Town, to infrastructure progress supporting the Seaside Grand Hyatt Hotel & Resort, advancement of the Main Gate redevelopment process, public safety and infrastructure investments, expanded recreation programming, and stronger community partnerships, Seaside has demonstrated that focused priorities, dedicated staff, and strategic partnerships can deliver results even with limited resources.
Building on the City Council’s adopted Strategic Plan framework, Department Heads held an internal strategic planning retreat in March 2026 to review ongoing projects and initiatives, update implementation priorities, and identify refinements to strengthen alignment, accountability, and measurable progress in FY 2026–2027.
City Council Strategic Plan
2026-2027
DRAFT Packet Page 354
The following list outlines the initiatives and projects that various City of Seaside Departments will undertake, as well as concepts to be explored during the FY 2026–2027 internal implementation period, to advance the Council’s Strategic Pillars. This dynamic plan reflects the City’s commitment to progress and adaptability, allowing for additional projects and initiatives to be incorporated as community needs evolve. The Council will continue to reassess and refine these efforts as part of ongoing evaluations of the Strategic Plan or in response to emerging operational requirements.
To the right of each subgoal, you will find a list of impact factors, highlighting the critical elements necessary for successful goal achievement. Each goal will be accompanied by an indicator that identifies progress toward success. These impacts are defined as follows:
Work Plan
ONGOING
Initiatives that require consistent attention, maintenance, or implementation over time to ensure sustained progress and impact.
PUBLIC ENGAGEMENT
Initiatives that require significant outreach to, and input from, the public. This includes community meetings, stakeholder feedback, surveys, and other participatory planning efforts essential to the goal’s development or execution.
POLICY
Applies to goals that will result in or require updates to municipal policy, ordinances, or regulatory frameworks. This may include adopting new rules, revising codes, or implementing standards aligned with city priorities.
CAPITAL PROJECT
Refers to goals involving substantial physical infrastructure investments, including construction, renovation, or major equipment purchases.
PROGRAM
Structured services or initiatives delivered by City departments to address specific needs, promote community well-being, or advance strategic priorities.
PLANNING
Strategic or operational efforts involving research, studies, or strategic planning processes. This includes feasibility studies, master plans, needs assessments, and related analytical efforts to guide future decisions.
FUNDING
Highlights that financial resources—such as grants, bond measures, or budget reallocations—are essential to the success of the goal. This includes identifying, securing, or allocating funds necessary to proceed.
EXTERNAL COLLABORATION
Partnerships with outside organizations, agencies, or jurisdictions that enhance capacity, share resources,
DRAFT
or align efforts for regional impact.
Packet Page 355
Pillar 1: Effective, Accessible
Governance (EAG)
Strengthen delivery of high quality, efficient
& financially sound operations, and
welcoming services for the community.
1.1 ENHANCE EFFECTIVE COMMUNICATION & SERVICE DELIVERY
Timely, proactive and responsive communication to enhance service for all citizens.
CITY DEPARTMENTS
LEADING THE WORK:
1.2 OPTIMIZE TECHNOLOGY TO STREAMLINE PROCESSES & OPERATIONS Leverage technology to streamline processes, advance user friendly accessible services, operational efficiencies, and decision-making.
1.3 FORTIFY FISCAL HEALTH, RESILIENCE & STEWARDSHIP
Improve fiscal health and funding capacity through prudent planning and fiscal stewardship, including public-private partnerships, bond measures, grant-writing, and other approaches.
1.4 EMPOWER HIGH PERFORMANCE TALENT & CULTURE
Empower high performance talent, leadership, and organizational culture to retain and attract top talent.
1.5 DEVELOP COLLABORATIONS & PARTNERSHIPS
Develop collaborations and partnerships to advance community services and the City Mission, Vision, & Goals.
City Attorney City Clerk City Manager Finance Human
Resources
Information
Technology
Police
Department
Fire Department Public Works Economic
Development
Community
Development
Recreation
Department
DRAFT Packet Page 356
1.2 OPTIMIZE TECHNOLOGY TO STREAMLINE PROCESSES & OPERATIONS Leverage technology to streamline processes, advance user friendly accessible services, operational efficiencies, and decision-making.
1.1 ENHANCE EFFECTIVE COMMUNICATION & SERVICE DELIVERY
Enhance timely, proactive and responsive communication and stellar service for all community members ONGOING PUBLIC ENGAGEMENT POLICY CAPITAL PROJECT PROGRAM PLANNING FUNDING
EXTERNALCOLLABORATION
Strengthen delivery of high quality,
efficient & financially sound
operations, and welcoming services
for the community.
Upgrade digital platforms, public notices, and customer-service tools to improve mobile access, multilingual access, user experience, and public engagement.
Strengthen civic trust by reducing response times to citizen inquiries and service requests.
Launch comprehensive public outreach campaigns annually, highlighting themes such as economic vitality, community pride, public safety, and civic participation.
Adopt cohesive mutli-lingual communication standards for messaging. Deploy digital tools, emerging platforms, and practical AI tools to ensure faster, more transparent, accessible, and user-friendly processes for residents, businesses, and staff.
Complete a cybersecurity risk assessment and implement priority improvements for system security, backups, disaster recovery, staff training, and continuity of operations.
Implement a comprehensive digital library that enhances staff efficiency, promotes information accessibility, and supports long-term archival integrity.
Leverage innovative financial technologies to modernize fee collection and revenue operations, improving efficiency while enhancing transparency, accessibility, and convenience for the public.
Procure and begin phased implementation of a citywide management software solution to improve permitting, asset management, work orders, service requests, inspections, payments, project tracking, and interdepartmental workflows.
How Do We Achieve This Goal? Pillar 1: Effective, Accessible Governance (EAG)
Develop an ADA accessibility work plan that identifies near-term digital, facility, communication, and service-delivery improvements.
Translate evaluations, audits, assessments, and department findings into assigned process improvements, timelines, budget needs, and quarterly progress updates.
DRAFT Packet Page 357
1.4 EMPOWER HIGH PERFORMANCE TALENT & CULTURE
Empower high performance talent, leadership, and organizational culture to retain and attract top talent.
1.3 FORTIFY FISCAL HEALTH, RESILIENCE & STEWARDSHIP
Improve fiscal health and funding capacity through prudent planning and fiscal stewardship, including publicprivate partnerships, bond measures, grant-writing, and other approaches. ONGOING POLICY CAPITAL PROJECT PROGRAM PLANNING FUNDING Develop a comprehensive funding strategy for major infrastructure projects, including Fire Station No. 2, that evaluates grants, loans, bonds, capital funds, development-related revenues, and other financing tools.
Complete citywide fee study to align current rates with actual service delivery costs, and explore models that support diversified revenue streams.
Identify long-term capital improvement needs and grant funding opportunities.
Conduct a revenue diversification and cost-recovery analysis to evaluate sales tax, service fee, TOT, grant, public-private partnerships, and other funding options that support long-term fiscal sustainability.
Recruit and retain qualified, mission-driven professionals to ensure alignment with current and future organizational and community needs.
Formalize an employee recognition program that celebrates positive contributions to the organization and community.
Support professional development that fosters continuous learning, strengthens safety and field skills, builds cross-functional capacity, communication, and advances career growth.
How Do We Achieve This Goal? PUBLIC ENGAGEMENT EXTERNAL
COLLABORATION
Strengthen delivery of high quality,
efficient & financially sound
operations, and welcoming services
for the community.
Pillar 1: Effective, Accessible
Governance (EAG)
Evaluate staffing levels, succession planning needs, training gaps, and workload capacity in departments with expanding service, maintenance, permitting, public safety, and capital project responsibilities.
DRAFT Packet Page 358
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
How Do We Achieve This Goal?
1.5 DEVELOP COLLABORATIONS & PARTNERSHIPS
Develop collaborations and partnerships to advance community services and the City Mission, Vision, & Goals.
Expand partnerships with MPUSD, CSUMB, Monterey Peninsula College, and regional workforce agencies to support internships, youth career pathways, and public-sector workforce development.
Develop and implement the Chevron Fab Lab in collaboration with MPUSD, CSUMB and the Fab Foundation, to expand access to STEM education and workforce readiness.
Champion a regional intergovernmental approach to address local governance opportunities and challenges through coordination with neighboring jurisdictions, regional agencies, Cal Cities, and relevant policy committees.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
Strengthen delivery of high quality,
efficient & financially sound
operations, and welcoming services
for the community.
Pillar 1: Effective, Accessible
Governance (EAG)
Strengthen town-gown coordination with CSUMB and MPC through regular leadership meetings focused on Campus Town, Main Gate, housing, transportation, workforce development, public safety, and shared economic development opportunities.
Develop a coordinated grant and legislative advocacy strategy to secure regional, state, and federal funding for identified priority projects.
Partner with community-based organizations, nonprofits, and neighborhood groups to expand outreach, volunteerism, civic engagement, recreation programming, and resident support services.
Strengthen defense community partnerships with local, regional, and national partners to support military installations and missions, economic resilience, workforce development, infrastructure, housing, and quality of life.
DRAFT Packet Page 359
Pillar 2: Vibrant Local
Economy (VLE)
Foster economic growth to further
develop a vibrant, diversified, and
sustaining local economy with greater
economic mobility opportunity for our
community members to flourish.
2.1 ACCELERATE MIXED-USE, COMMERCIAL & DESTINATION
DEVELOPMENT
Advance priority development projects that expand housing, retail, hospitality, employment, tourism, and private investment opportunities.
CITY DEPARTMENTS
LEADING THE WORK:
2.2 ENHANCE BUSINESS RETENTION, ATTRACTION, TOURISM AND
SMALL BUSINESS SERVICES
Strengthen services and partnerships that support business retention, attraction, tourism, entrepreneurship, small business growth, and high-wage industry development.
2.3 ADVANCE WORKFORCE DEVELOPMENT & CAREER PATHWAYS
Connect residents to quality jobs, career advancement, and long-term economic mobility through targeted partnerships and training.
City Manager Public Works Economic
Development
Community
Development
Recreation City Attorney
Department
DRAFT Packet Page 360
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Advance Campus Town milestones for all phases through regular development coordination meetings, infrastructure coordination, retail recruitment, hotel operator outreach, and site-control efforts for properties as feasible.
Support the development of the Grand Hyatt Seaside Resort to elevate the local tourism economy and expand hospitality-driven commercial growth.
Complete due diligence with the selected Main Gate developer and advance a transformative mixed-use plan addressing public input, environmental review, appraisal work, site planning, retail, hospitality, housing, and connections to CSUMB, Cardinale Stadium, and surrounding areas.
Activate the West Broadway Urban Village by amending the Specific Plan as necessary, evaluating targeted incentives, integrating California Main Street principles, supporting additional events and public art, and attracting investment that creates a vibrant, walkable district.
Develop a 5-Year Economic Development Action Plan guided by the General Plan and informed by data-driven market analysis and demographic insights, to support targeted business recruitment, retention, tourism, and workforce development.
Provide targeted resources, outreach, and support services to help small businesses thrive and strengthen the local economy.
Implement tourism initiatives that identify, brand, and promote Seaside’s local assets, natural beauty, cultural identity, sports and recreation opportunities, hospitality destinations, and regional partnerships to attract visitors and drive sustainable economic growth.
Pillar 2: Vibrant Local How Do We Achieve This Goal?
Economy (VLE)
Foster economic growth to further
develop a vibrant, diversified, and
sustaining local economy with greater
economic mobility opportunity for our
community members to flourish.
2.1 ACCELERATE MIXED-USE, COMMERCIAL & DESTINATION DEVELOPMENT Advance priority development projects that expand housing, retail, hospitality, employment, tourism, and private investment opportunities.
2.2 ENHANCE BUSINESS RETENTION, ATTRACTION, TOURISM, AND SMALL BUSINESS
SERVICES
Strengthen services and partnerships that support business retention, attraction, tourism, entrepreneurship, small business growth, and high-wage industry development. PUBLIC
ENGAGEMENT
EXTERNALCOLLABORATION
Process foundation and vertical development permits necessary to maintain Campus Town construction momentum.
Secure retail opportunities and hospitality partners that strengthen Campus Town as a mixed-use destination adjacent to CSUMB and Cardinale Stadium.
Partner with C-JOBS, See Monterey, local businesses, hotel operators, CSUMB, MBFC, and regional tourism partners to position Seaside as a visitor-serving and destination-oriented community.
Create a local business ambassador program to support business retention, welcome new businesses, identify business needs early, and strengthen communication between the City and business community.
DRAFT Packet Page 361
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Strengthen workforce partnerships to expand youth-focused training for the jobs of tomorrow.
Develop programs to equip residents with the skills and training needed to access future-ready, high-quality jobs across diverse industries.
Pillar 2: Vibrant Local How Do We Achieve This Goal?
Economy (VLE)
Foster economic growth to further
develop a vibrant, diversified, and
sustaining local economy with greater
economic mobility opportunity for our
community members to flourish.
2.3 ADVANCE WORKFORCE DEVELOPMENT & CAREER PATHWAYS
Connect residents to quality jobs, career advancement, and long-term economic mobility through targeted partnerships and training.
Foster workforce partnerships with higher education and regional trade industries to create career pathways. PUBLIC ENGAGEMENT EXTERNAL COLLABORATION Survey businesses and organizations to identify current and future workforce needs.
Develop workforce programs through the Chevron Fab Lab and related partnerships to support STEM, skilled trades, digital fabrication, entrepreneurship, youth training, and future-ready career pathways.
DRAFT Packet Page 362
Pillar 3: Diverse, Inclusive
Community (DIC)
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.
3.1 ADVANCE HOUSING AFFORDABILITY, HOUSING ACCESS, AND
HOUSING ELEMENT IMPLEMENTATION
Advance housing access, affordability, and Housing Element implementation across public and private housing opportunities.
CITY DEPARTMENTS
LEADING THE WORK:
3.2 EXPAND CULTURAL PROGRAMMING, COMMUNITY IDENTITY, AND
BELONGING
Celebrate Seaside’s culture through events, arts, and programs that build belonging, connection, and civic pride.
3.3 FOSTER GREATER CIVIC ENGAGEMENT
Strengthen civic participation, local leadership, and community connection.
City Attorney City Clerk City Manager Finance Human
Resources
Information
Technology
Police
Department
Fire
Department
Public Works Economic
Development
Community
Development
Recreation
Department
DRAFT Packet Page 363
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Evaluate and expand opportunities to accelerate affordable, workforce, and mixed-income housing development on public, partner-owned, and private properties.
Develop a Housing Resource Playbook to guide affordable, workforce, and mixed-income housing efforts through funding tools, development pathways, partnerships, incentives, and policy options.
Strengthen partnerships with affordable housing focused entities (i.e.
Seaside Housing Collaborative).
Create engagement strategies to amplify awareness, participation, and pride in local cultural events.
Establish a permanent, publicly accessible location to preserve and showcase the City’s historical archives.
Design and launch programs that inspire civic participation and local leadership.
Partner with community organizations to expand cultural programs that celebrate Seaside’s diversity and strengthen civic pride.
Enhance existing community centered programs that educate, empower, and activate citizens (i.e Police & Fire Cadet programs).
Pillar 3: Diverse, Inclusive How Do We Achieve This Goal? Community (DIC)
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.
3.1 ADVANCE HOUSING AFFORDABILITY, HOUSING ACCESS, AND HOUSING
ELEMENT IMPLEMENTATION
Advance housing access, affordability, and Housing Element implementation across public and private housing opportunities.
3.2 EXPAND CULTURAL PROGRAMMING, COMMUNITY IDENTITY, AND BELONGING Celebrate Seaside’s culture through events, arts, and programs that build belonging, connection, and civic pride.
3.3 FOSTER GREATER CIVIC ENGAGEMENT
Strengthen civic participation, local leadership, and community connection Increase youth civic engagement through targeted programs, internships, and leadership development opportunities. PUBLIC ENGAGEMENT EXTERNAL COLLABORATION Identify new funding sources, partnerships, and program models to sustain and expand the Rental Assistance Program for residents.
Connect cultural programming, public art, special events, tourism, and West Broadway activation to strengthen Seaside’s identity and community pride.
DRAFT Packet Page 364
Pillar 4: Enhanced Infrastructure,
Mobility, & Water Resilience
(EIMWR)
Invest in infrastructure, mobility, and water
systems that support safety, sustainability,
and long-term community vitality.
4.1 EXPAND WATER INFRASTRUCTURE, RECYCLED WATER, AND
SUPPLY RESILIENCE
Strengthen water infrastructure, expand recycled and reclaimed water use, and improve long-term supply reliability and resilience.
CITY DEPARTMENTS
LEADING THE WORK:
4.2 ENHANCE SAFE STREETS, MOBILITY AND ACCESSIBILITY
Enhance safe streets, mobility, and accessibility.
4.3 ADVANCE SUSTAINABILITY AND STORMWATER QUALITY
Protect environmental quality through sustainability, stormwater, and resource conservation efforts.
City Manager Finance Public Works Economic
Development
Community
Development
4.4 MAINTAIN INFRASTRUCTURE, PARKS, PUBLIC FACILITIES
AND CITY ASSETS
Sustain safe, accessible, and reliable infrastructure, parks, facilities, and City assets.
City Attorney
DRAFT Packet Page 365
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Develop strategic partnerships and agreements to ensure long term water stability, including recycled water, reclaimed water, conservation, groundwater reliability, water credit strategy, and regional supply coordination.
Modernize and expand aging water infrastructure. Implement green infrastructure and stormwater management projects that maximize rainwater capture, enhance infiltration, and support long-term recharge of the Seaside Groundwater Basin.
Review and assess public parking capacity in the West Broadway Urban Village.
Address ADA upgrades and transit enhancements for pedestrians and bicyclists safety.
Develop and implement a pavement management strategy for timely repairs and maintenance of all public right-of-ways.
How Do We Achieve This Goal?
4.1 EXPAND WATER INFRASTRUCTURE, RECYCLED WATER AND SUPPLY RESILIENCE Strengthen water infrastructure, expand recycled and reclaimed water use, and improve long-term supply reliability and resilience.
4.2 ENHANCE SAFE STREETS, MOBILITY AND ACCESSIBILITY
Enhance safe streets, mobility, and accessibility.
Increase the use of recycled and reclaimed water to preserve limited potable water supplies and support future development capacity.
Pillar 4: Enhanced
Infrastructure, Mobility, &
Water Resilience (EIMWR)
Invest in infrastructure, mobility, and
water systems that support safety,
sustainability, and long-term
community vitality. PUBLIC
ENGAGEMENT
EXTERNALCOLLABORATION
Evaluate opportunities to claw back, replace, or offset limited potable water supply through surplus recycled water, conservation, infrastructure improvements, and regional partnerships.
Secure an additional water well for the Seaside Municipal Water System to improve reliability and meet applicable state requirements.
Secure right-of-way for General Jim Moore Boulevard future improvements.
Develop a Sidewalk Master Plan that inventories sidewalk gaps, ADA barriers, Safe Routes to School needs, and priority pedestrian connections.
Bid, award, and begin construction of the Broadway Avenue Complete Streets Project, with regular updates to affected businesses, residents, stakeholders, and general public.
DRAFT Packet Page 366
ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Modernize and upgrade aging public facilities, including ADA accessibility, safety, energy efficiency, customer-service functionality, and long-term maintenance needs.
Revitalize and sustain City parks, open spaces, landscaping, trails, and recreation assets through coordinated maintenance, capital planning, partnerships, and funding strategies.
Develop a Capital Asset Management and replacement plan.
How Do We Achieve This Goal?
4.4 MAINTAIN INFRASTRUCTURE, PARKS, PUBLIC FACILITIES, AND CITY ASSETS Sustain safe, accessible, and reliable infrastructure, parks, facilities, and City assets.
Improve major corridors with refreshed streetscapes, gateway signage, wayfinding, landscaping, lighting, public art, and beautification projects that elevate community pride and strengthen Seaside’s identity. PUBLIC ENGAGEMENT EXTERNAL COLLABORATION Pillar 4: Enhanced
Infrastructure, Mobility, &
Water Resilience (EIMWR)
Invest in infrastructure, mobility, and
water systems that support safety,
sustainability, and long-term
community vitality.
Implement recommendations from the Climate Action Plan. Conduct a Comprehensive Energy Audit of city facilities to identify potential for energy efficiency, sustainability, infrastructure renewal, and other improvements.
4.3 ADVANCE SUSTAINABILITY AND STORMWATER QUALITY
Protect environmental quality through sustainability, stormwater, and resource conservation efforts.
Expand access to clean transportation by installing EV charging infrastructure in high-traffic and underserved areas.
Design and implement improvements to coastal-facing, stormwater, and climate-vulnerable infrastructure.
Identify and secure funding for the design of trash capture improvements and related stormwater quality infrastructure to meet state requirements.
Increase maintenance workforce capacity, contract support, equipment, and funding to keep pace with City-owned properties, parks, buildings, streets, sidewalks, stormwater facilities, landscaping, and infrastructure.
DRAFT Packet Page 367
City Manager Police
Department
Fire Public Works
Department
Economic
Development
Community
Development
Recreation City Attorney
Department
Pillar 5: Community Safety &
Quality of Life (CSQL)
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.
5.2 DELIVER HIGH QUALITY RECREATION SERVICES & AMENITIES Strengthen recreation programs, facilities, partnerships, and amenities that support community health and quality of life.
CITY DEPARTMENTS
LEADING THE WORK:
5.3 PROMOTE CLEAN, SAFE & WELL-MAINTAINED NEIGHBORHOODS Strengthen neighborhood quality of life through code enforcement, property maintenance, nuisance abatement, beautification, and consistent standards.
5.1 ENHANCE PUBLIC SAFETY, CRIME REDUCTION & EMERGENCY
PREPAREDNESS
Advance safer neighborhoods through crime reduction, traffic safety, emergency readiness, and community engagement.
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Strengthen collaborations with regional safety, emergency response, homelessness response, traffic safety, fire prevention, and public health partners.
Establish a Police volunteer program to strengthen community safety capacity.
Continue architectural design and develop a funding roadmap for Fire Station No. 2, including grants, loans, bonds, capital project funds, development-related funding, and partnerships.
Expand Youth Leadership through skill-building and mentorship programs. Coordinate recreation programming with youth development, older adult services, community health, tourism, outdoor recreation, and neighborhood activation goals.
Enhance after-school offerings through collaborations and partnerships that support diverse and interest-based programs.
How Do We Achieve This Goal?
5.1 ENHANCE PUBLIC SAFETY, CRIME REDUCTION & EMERGENCY PREPAREDNESS Advance safer neighborhoods through crime reduction, traffic safety, emergency readiness, and community engagement.
5.2 DELIVER HIGH QUALITY RECREATION SERVICES & AMENITIES Strengthen recreation programs, facilities, partnerships, and amenities that support community health and quality of life.
Review and prioritize public safety related technology, training, equipment, fleet, and facility needs through the annual budget and capital improvement process.
Pillar 5: Community Safety &
Quality of Life (CSQL)
Protect and uplift community wellbeing through proactive public safety, engaged and connected community
members and neighborhoods, and
enriched environments that support a
thriving, healthy Seaside.
Strengthen quality of life for older adults by expanding inclusive programs, services, and engagement opportunities that support active aging, social connection, and lifelong well-being.
Implement goals and strategies outlined in the 2024 Parks & Recreation Master Plan.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
Address homelessness-related nuisance and quality-of-life impacts through coordinated outreach, service referrals, enforcement, encampment response, code enforcement, regional partnerships, and legally appropriate public-space management.
Continue refinement of illegal fireworks reduction strategies that include education, reporting tools, enforcement planning, regional coordination, and post-event evaluation.
Expand targeted traffic enforcement and collision-reduction efforts using collision data, priority corridors, neighborhood complaints, engineering coordination, and public education.
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Adopt the 2025 Title 24 California Code of Regulations to reinforce commitment to energy efficiency, sustainability, and climate resilience.
Update Zoning Ordinance to Align with the 2040 General Plan Vision.
How Do We Achieve This Goal?
5.3 PROMOTE CLEAN, SAFE & WELL-MAINTAINED NEIGHBORHOODS Strengthen neighborhood quality of life through code enforcement, property maintenance, nuisance abatement, beautification, and consistent standards.
Launch targeted data-driven initiatives, funding tools, and outreach campaigns, and enforcement strategies that promote property upkeep, improve housing conditions, reduce nuisance impacts, and support clean, safe neighborhoods.
Align zoning, planning, and code enforcement with clear, equitable standards that reflect current community needs. Pillar 5: Community Safety & Quality of Life (CSQL)
Protect and uplift community wellbeing through proactive public safety, engaged and connected community
members and neighborhoods, and
enriched environments that support a
thriving, healthy Seaside. PUBLIC ENGAGEMENT EXTERNAL COLLABORATION Develop coordinated neighborhood improvement strategies for property maintenance, abandoned or nuisance properties, illegal dumping, unsafe conditions, homelessness-related impacts, and recurring neighborhood complaints.
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STRATEGIC IMPLEMENTATION
The City of Seaside Strategic Plan FY 2026-2027 is a living document—intended to remain dynamic, relevant, and adaptable as community needs evolve. It reflects a clear vision for Seaside’s future while allowing flexibility in implementation as priorities shift or new challenges emerge. This plan will guide City operations, policy decisions, departmental work plans, budget recommendations, capital planning, and the allocation of limited resources throughout FY 2026–2027.
MONITORING PROGRESS
This visual approach supports a shared understanding of project timelines and accountability across departments and with the community.
PREPARING FOR THE NEXT MULTI-YEAR STRATEGIC PLAN
Following the November 2026 election, the City anticipates a more comprehensive strategic planning process to establish future multi-year priorities. That process should include Council visioning, department assessments, public engagement, stakeholder input, fiscal capacity review, capital project prioritization, performance measures, and alignment with future budget cycles.
STAY CONNECTED & PROVIDE INPUT
The Strategic Plan represents a collaborative effort—and your input matters. Community members are encouraged to stay engaged and help shape Seaside’s progress through ongoing dialogue and feedback.
If you have questions or ideas about the Strategic Plan, please contact:
City Manager’s Office
Email: [email protected]
Phone: (831) 899-6700
Website: www.ci.seaside.ca.us
To ensure transparency and momentum,
the City of Seaside will provide quarterly
updates to the City Council on
implementation progress. These updates
will include a color-coded tracking system
to reflect the status of each initiative:
In Progress (show blue dot)
Delayed (show yellow dot)
Completed (show green dot)
Not Yet Started (show hollow/white dot)
Implementation Overview
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