ITEM 8.A.
AN ORDINANCE TO AMEND SECTION
10.30.010 OF THE SEASIDE MUNICIPAL
CODE TO AUTHORIZE THE DESIGNATION,
MODIFICATION, AND REMOVAL OF ONEWAY STREETS BY RESOLUTION May 7, 2026 | City Council
Thomas Korman, P.E., Public Works Director/City Engineer 2 • Additions, modifications, or removal of one-way streets currently requires approval by ordinance
• Ordinance approvals require two readings and then become effective 30 days after adoption (44 – 51 days from first council meeting)
• Resolutions still require City Council action but become effective immediately upon approval
• Changing designation of one-way streets by resolution would increase efficiencies while maintaining City Council control
Background
3 • Public concerns raised about ensuring adequate notice before one-way streets are considered
• Proposed revision adds:
• A minimum of 10-day notice before Council action
• Notice to affected residents and businesses
• Opportunity for additional public input
• Council approval still required by resolution
• Proposed one-way streets still proceed through TAC
recommendation process and notifications
First Hearing Feedback & Ordinance Revision
4 • Suggested Language
• 10.30.010 Designated. The following named streets are hereby designated as one-way streets and vehicular traffic flow thereon shall proceed only in the direction indicated. Appropriate signs shall be posted on these streets designating traffic flow direction.
• The City Council may, by resolution, designate, modify, or remove any of the one-way street restrictions on any street or portion thereof after a 10- day notice has been provided to residents and businesses affected by the change. Any such action shall become effective upon the installation or removal of appropriate signage.
Proposed Ordinance
5 Staff recommends modifying the language of Section
10.30.010 of the Seaside Municipal Code to authorize the designation, modification, and removal of one-way streets by resolution
Recommendation
ITEM 8.B.
ADOPT A RESOLUTION APROVING THE
2026-2027 ANNUAL ACTION PLAN FOR THE
COMMUNITY DEVELOPMENT BLOCK GRANT
PROGRAM
May 7, 2026 | City Council Meeting
Haroon Noori, Administrative Analyst II
2 • Federal program administered by HUD
• Funded through annual CDBG allocation and program income • Funds may be used for public service programs, program administration, and capital improvement projects.
• HUD caps public services at 15%; planning/administration at 20% • Program operates on a two-year funding cycle
• Applications solicited through Notice of Funding
Availability (NOFA)
CDBG PROGRAM OVERVIEW
3 • November 10, 2025: issued NOFA for FY2026-2028
• Feb - March 2026: Application review and scoring;
Homeless Commission recommendations to City Council
• March 19, 2026: City Council approved funding allocations • April 1-30, 2026: Draft AAP public review and comment • April 3, 2026: HUD announced the City will receive
$306,060 ($31,060 more than projected) in FY26/27
• May 7, 2026: City Council consideration of AAP
• June 2, 2026: HUD submission deadline
TIMELINE & RECAP
4 PUBLIC SERVICE PROGRAMS
Agency
March 19
Approved
FY26-27
Revised
FY26-27 FY27-28
Meals on Wheels $12,000 $12,000 $12,000
The Village Project $12,000 $12,000 $12,000
Girls Inc. of Central Coast $8,280 $8,920 $7,670
Legal Services for Seniors $8,280 $8,902 $7,670
CASA of Monterey County $8,190 $8,830 $7,590
Gathering for Women $7,870 $8,523 $7,300
Greater Victory Temple $7,870 $8,523 $7,300
ECHO Fair Housing $7,790 $8,469 $7,220
Int’l School of Monterey $7,482 $8,254 $6,250
Subtotal $79,762 $84,421 $75,000
5 PROGRAM PLANNING AND
ADMINISTRATION
Program March 19 Approved
FY26-27
Revised
FY26-27 FY27-28
CDBG Program
Planning/Admin $21,238 $47,639 $20,000
Additional funding applied proportionally following HUD allocation increase.
6 PUBLIC FACILITIES AND
INFRASTRUCTURE PROJECTS
Organization FY26-27 FY27-28
Boys and Girls Club
Clubhouse Re-Roof
$150,000 $75,000
Seaside Public Works
ADA Curb Ramps
$250,000 $250,000
Community Human Services
Genesis & Elm Houses
$40,000 $40,000
Meals on Wheels
Community Kitchen
$40,000 $40,000
Subtotal $480,000 $405,000
7 FUNDING SUMMARY
Source March 19
Approved
Revised
FY26-27
Public Services $79,762 $84,421
Public Facilities & Infrastructure $480,000 $480,000
Planning & Administration $21,238 $47,639
TOTAL $581,000 $612,060
FY2026-2027 Funding Summary
Additional FY2026–2027 funding was
distributed proportionally to eligible public service
activities and program administration.
•Public Services
• Maintain funding within HUD 15% cap and adjust
proportionally if necessary
•Public Facilities & Infrastructure
• Maintain approved project allocations to the extent
feasible
•Planning & Administration
• Adjust proportionally while remaining within HUD cap
requirements
CONTINGENCY PLAN
8 9
• April 1, 2026 - Draft Annual Action Plan posted
•Public notice published in English and Spanish
• 30-day public review period conducted from
April 1–30, 2026
•Any comments received will be incorporated
into the final plan submitted to HUD
PUBLIC OUTREACH
10 1. Approve the FY2026–2027 Annual Action Plan; and,
2. Authorize the City Manager, or designee, to execute all required certifications, assurances, and subrecipient
agreements; and,
3. Authorize submission of the FY2026–2027 Annual
Action Plan to HUD on or before June 2, 2026.
RECOMMENDATION
ITEM 9.A.
ADOPT A RESOLUTION TO APPROVE A DENSITY BONUS
AND INCLUSIONARY HOUSING AGREEMENT WITH KB
BAKEWELL SEASIDE VENTURE II, LLC AND GREATER
VICTORY TEMPLE CHURCH OF GOD IN CHRIST TO
DESIGNATE 21 NEW UNITS AS AFFORDABLE TO VERYLOW-INCOME HOUSEHOLDS AT 1620 BROADWAY May 7, 2026 | City Council Meeting
Andrew Myrick, Housing and Planning Manager
2 • Campus Town Subdivision approved in March 2020
• As part of approval, KB Bakewell Seaside Venture and
the City entered into an Affordable Housing Agreement
• Agreement includes on and off-site affordable housing • Amendment in 2024 specified 21 very-low-income
units at Greater Victory Temple
• KB Bakewell Seaside Venture is responsible for
constructing the units
Background
3 • Property is located at
1620 Broadway Avenue
• Owned and Occupied by
Greater Victory Temple
Church of God In Christ
• 109 Parking Spaces in
two parking lots (shared
with residences)
• Adjacent to multi-family
dwellings
Proposed Location
4 • Project consists of three-story apartment building
• 21 Very-Low-Income units
• Project approvals nearing completion:
• Rezone to High-Density Residential approved by City
Council in June 2023
• Design review approved by Planning Commission in
January 2024
• Building permits have undergone first round of review with resubmittal anticipated shortly
Proposed Project
5 Proposed Project
6 Proposed Project
7 Proposed Project
8 Proposed Project
9 Proposed Project
10 • Designates all 21 units as being affordable to
very-low-income households.
• Affordable to households making 50% or less of
Area Median Income (AMI)
• Ex: Two people in a one-Bedroom, rent + utilities may not exceed $1,446 per month, and income may not exceed $57,850 • Units must remain affordable for 55 years
• Greater Victory Temple will own and manage units
Inclusionary Housing Agreement
11 • California’s Density Bonus Law provides additional units and development incentives/concessions for construction of
affordable housing
• City is required to approve unless it makes finding that the project will have specific impacts
• For this project this includes:
• Waiver of open space requirements
• Reduced setback (20 feet to 17 feet)
• Increased FAR (0.45 to 0.47)
• Modification of physical noticing requirements (flagging) Inclusionary Housing Agreement
12 Adopt a resolution to approve a density bonus and
Inclusionary Housing Agreement with KB Bakewell
Seaside Venture II, LLC and Greater Victory Temple
Church of God in Christ to designate 21 new units as
affordable to very-low-income households at 1620
Broadway Avenue
Recommendation
ITEM 9.B.
ADOPT A RESOLUTION APPROVING THE
RECOMMENDATION FROM REGEN MONTEREY TO INITIATE
A COMPETITIVE REQUEST FOR PROPSAL (RFP) PROCESS
FOR SOLID WASTE, RECYCLING, AND ORGANICS
COLLECTION SERVIES, ALLOWING GREENWASTE
RECOVERY, LLC (GREENWASTE) AND OTHER SERVICE
PROVIDERS TO COMPETE FOR THE FRANCHISE
May 7, 2026 | City Council Meeting
Thomas Korman, Public Works Director/City Engineer
Kirstin van Gend, Administrative Analyst II
Sara Parral, Project Manager at HF&H Consultants, LLC
• Engagement Results:
• Residential
• Multi-Family
• Commercial
• Industry
• Key Considerations
• Infrastructure and Readiness
• Timeline and Next Steps
• Final Recommendation
Agenda
2 Statistically Valid
• 450 survey participants
• What we heard:
• 93% satisfaction with GreenWaste
• 28.9% feel bill is too high
• Community values affordability over
convenience, quality of service, and
environmental impact
Residential Survey
3 February 24 - 26, 2026
• 3 virtual meetings
(Spanish option available)
• 17 community participants
• What we heard:
• Overall satisfaction with GreenWaste
• Need for additional education and
outreach
• Improvement to app features and
customer service
Community Meetings
4 February 9 – March 4, 2026
• Targeted outreach attempts to 46 sites
• 7 interviews completed
• Properties ranged from 8 to 106 units
• What we heard:
• Overall satisfaction with GreenWaste
• Sensitivity to rates and cost
• Need for consistent, high-quality service
• Need for improved customer service
• Need for additional education and
outreach, including illegal dumping
mitigation
Multi-Family Engagement
5 February 13 – March 2, 2026
• Targeted outreach attempts to 34
businesses
• 15 interviews completed
• What we heard:
• Mixed satisfaction with GreenWaste
• Sensitivity to rates and costs
• Need for reliable, consistent service
• Challenges with carboard collection and
difficult-to-access locations
• Need for additional education and
outreach
Commercial Engagement
6 • Five (5) service provider presentations
• Mid Valley Disposal
• Recology
• Republic Services
• Waste Connections
• Waste Management
• All expressed interest in future
partnerships
• All noted that ReGen facilities provide
a turnkey operation
Industry Engagement
7 GreenWaste Recovery
• Enthusiasm to continue providing
service to the community
• Openness to sole-source
negotiations
• Projected potential future cost
increase greater than typical
inflationary amount
• Indicated risk of acquisition or sale
8 • Ensures a transparent and
defensible procurement process
• Delivers best value through
competitive pricing and
performance
• Builds public accountability and
confidence in long-term contract
decisions
Good Governance
9 • Sole-source discussions suggested
potential cost increases above typical
inflation
• Preliminary pricing involved trade-offs
for Member Agencies and customers
• Competitive proposals would validate
pricing and improve insight into cost
drivers
Affordability
10 • High customer satisfaction across
the service area
• Strong performance attributed to
frontline drivers and customer
service staff
• TAC Subgroup strongly supports
GreenWaste’s participation in an
RFP
• Labor protection provisions would
help maintain service continuity
Satisfaction with Service
11 • Prior ownership change resulted in
greater management turnover than
expected
• Private equity ownership introduces
long-term uncertainty
• RFP allows strengthened contract
protections for future ownership
changes
Assignment Risk
12 • Public ownership of key collection,
processing and disposal assets
• Turnkey infrastructure lowers barriers
for qualified operators
• Asset control supports cost-effective,
competitive service delivery
ReGen Infrastructure
13 • Late 2026: RFP development and release to qualified service providers
• 2027: Proposal review, interviews, evaluations, and multi-agency coordination
• Early 2028: Contract negotiations and approval by Member Agency elected bodies
• 2028-2030: Transition period for vehicles, infrastructure, and community outreach
Timeline and Next Steps
14 Adopt a resolution approving the recommendation
from ReGen Monterey to initiate a competitive
Request for Proposals (RFP) process for solid waste,
recycling, and organics collection services, allowing
Greenwaste Recovery, LLC (Greenwaste) and other
service providers to compete for the franchise
Recommendation
15 ITEM 9.C.
ADOPT A RESOLUTION APPROVING AN AMENDMENT TO
THE 2025 ON-CALL LANDSCAPE ARCHITECTURE AND
SITE DESIGN CONTRACT WITH BFS LANDSCAPE
ARCHITECTS TO INCREASE THE TASK ORDER LIMIT
FROM $75,000.00 TO $300,000.00 FOR DESIGN SERVICES
RELATED TO THE LAGUNA GRANDE TRAILS PROJECT
AND APPROPRIATE $250,000.00 FROM THE GENERAL
FUND TO THE LAGUNA GRANDE RECREATION TRAIL
PROGRAM PROJECT
May 7, 2026 | City Council Meeting
Greg McDanel, City Manager
• City of Seaside has been awarded $1,621,418.00 in Recreational Trails Program (RTP) grant funding from California Department of Parks and Recreation
• Project will renovate and expand approximately 1.5 miles of multi-use trails in Laguna Grande Park
• Includes benches, signage, drinking fountains, trash and recycling receptacles, and shade structures
• Existing BFS Landscape Architecture contract has a $75,000 task order limit, which is not sufficient for full design scope • Proposed amendment would increase task order limit to $300,000 • Action supports timely delivery within the grant performance period Purpose
2 • Project is primarily grant-funded, with a required local match
• Grant performance period: November 5, 2025 through May 31, 2027 Project Funding Summary
3 Funding Item Amount
RTP Grant Award $1,621,418
Estimated Total Project Cost $1,842,520
Estimated City Match $221,102
RTP Reimbursement Share Up to 88%
Local Match Share Approx. 12%
Laguna Grande Trails Project builds on prior planning by the Laguna Grande Joint Powers Authority (JPA)
• 2020: JPA initiated a maintenance strategy to assess trail conditions, vegetation, encampment impacts, and long-term park needs. • 2021: Community outreach included online engagement, virtual town hall, and a community site walk.
• 2022: Master Plan Maintenance Strategy was completed. • 2023: City Council authorized submission of the RTP grant application.
• 2026: Accepted the RTP grant and is now advancing project design.
Project Background
4 Current trail conditions require investment to improve safety, access, and long-term maintenance.
• Trail surface deterioration and uneven asphalt
• Root damage affecting trail usability
• Vegetation overgrowth along portions of trail
• Ongoing inspection and response to encampment related-impacts • Need for improved amenities and user experience
Existing Trail Conditions
5 6
Existing Trail Conditions
Community input helped shape the park maintenance and trail strategy • Project info/materials: HaveYourSayMonterey.org
• Community members able to review plans, comment, and follow progress
• Outreach included:
• Virtual Town Hall – July 28, 2021
• Community Site Walk – August 14, 2021
• Public comments, plan drafts, and design team meeting materials
Community Outreach
7 Planned Improvements include:
• Renovation and expansion of approx. 1.5 miles
of multi-use trail
• Benches and seating areas
• Interpretive signage
• Drinking fountains
• Trash and recycling receptacles
• Shade structures
• Trail connectivity and accessibility improvements
Proposed Trail Improvements
8 Proposed Trail Plan
9 RTP grant requires compliance with:
• Grant reporting and reimbursement procedures
• Environmental review and project documentation
• State and federal procurement requirements
• Applicable Buy America provisions
• Completion within performance period – May 31, 2027
Funding:
Appropriate $250,000 from General Fund planned for FY 2026-2027 Project Requirements
10 Project Timeline
11 Date Milestone
2020 JPA initiates maintenance strategy
Feb. 2022 Master Plan Maintenance Strategy completed
May 2023 Council authorizes RTP grant application
Feb. 2026 City accepts $1.6 million RTP grant
May 2026 Begin design for trail improvements
Fall 2026 – Spring 2027 Construct trail improvements
May 31, 2027 Grant performance period ends
12 Adopt a resolution approving an amendment to the 2025 On-Call Landscape Architecture and Site Design
Contract with BFS Landscape Architects to increase the
task order limit from $75,000.00 to $300,000.00 for
design services related to the Laguna Grande Trails
Project and appropriate $250,000.00 from the General
Fund to the Laguna Grande Recreation Trail Program
Project
Recommendation
ITEM 9.D.
STRATEGIC PLAN QUARTER THREE REPORT
AND FY 2026-2027 PRIORITY UPDATES
May 7, 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)
Q3
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 Q3 Action Items – Selected Contributions
Pillar 1: Effective Accessible
Governance (EAG) Q3
• Completed 99 registrations for critical safety and compliance trainings • Actively managed 24 new worker’s compensation and liability claims • Managed 10 full-time recruitments (241 applicants and 37 interviews) • PW Engineering staff attended Public Works Officer’s Institute • Began implementation of AI tools for internal and external searches • DLAMP Kids Club After School staff attended various trainings • Adopted new MOU with MPUSD regarding shared facilities • Legislative Advocacy Visit & NLC Congressional Cities Conference • Expanded Movies in the Park & STEM R.O.V. Programs
• Delivered PAL Basketball and Mini Athletes programs
• Held Strategic Planning Retreat with Department Heads • Began FY 2026-2027 budget process
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
Q3
7 Q3 Action Items – Selected Contributions
Pillar 2: Vibrant Local Economy (VLE)
Q3
• Completed mass grading at Campus Town, Phase 1A
• Began storm and sanitary installation of Campus Town, Phase 1A • Advanced Campus Town, Phase 1B demo to 80%
• Executed contract for soil sampling services on Campus Town, Phase 2 • Conducted in-market visit with Retail Strategies, LLC • Held First Quarterly Auto Mall Stakeholder Meeting
• Executed Community Partnership Agreement with Monterey Bay FC • Secured intermediate construction loan for Grand Hyatt Hotel & Resort • Continued monthly trainings and reports with Placer.ai • Appointed full board to revitalize C-JOBS commission
• Completed RFP process, developer selection, execution of ENA for Main Gate 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
Q3
9 Q3 Action Items – Selected Contributions
Pillar 3: Diverse, Inclusive Community
(DIC) Q3
• Hosted successful annual Surviving the Game Conference • Coordinated Mexican Consulate Outreach Event at Oldemeyer • Assisted 22 qualified households through Rental Assistance Program (RAP) • Facilitated due diligence for Seaside Housing Collaborative housing proposals • Issued Community Social Services Grant Survey through Survey Sparrow • Accepted and submitted 2025 Housing Element Annual Progress Report • Performed various inspections on city-owned affordable housing units 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 Q3
11 Q3 Action Items – Selected Contributions
Pillar 4: Enhanced Physical
Infrastructure & Abundant
Water Supply (EPIAWAS) Q3
• Environmental documents completed for new water well on golf course • Staff began development of a Storm Water Master Plan
• Completed design for CDBG Citywide Curb Ramp Project
• Application for FY 2026-2028 CDBG Citywide Curb Ramp Project • Began design of Pavement Rehabilitation Project using StreetSaver • 90” outfall repair project to construction
• Completion of the Canyon Del Rey Landscaping NIC project • Completed design of Broadway Complete Streets Project • Held community open house for Broadway Complete Streets Project • Repaired 10 inoperable streetlights along Sand Dunes Drive • Completed City Hall landscaping improvements
• Secured $850,000 in federal funding for San Pablo Pedestrian Bridge Project • Selected 2-5 year old play equipment at Lincoln Cunningham Park (LCP) • Executed contract for 5-12 year old play equipment installation at LCP • Purchased various equipment for street maintenance efforts 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
Q3
13 Q3 Action Items – Selected Contributions
Pillar 5: Community Safety &
Quality of Life (CSQL) Q3
• Completed and released the 2025 Fire Department Annual Report • Provided 2025 Annual Crime Report
• Assisted American Red Cross with smoke detector installations • Held Fire Department promotion and badge pinning ceremony • Hired second Parking Compliance Specialist
• Hosted Street Racing/Modified Vehicle Prevention Training through CHP • Installed signage prohibiting unsafe and aggressive panhandling at key locations • Hired third Community Resource Specialist
• Presented AB481 Military Use Equipment to CSAC Commission • Partnered with US Marshals for arrest of 2015 homicide suspect • Graduated 3 police officer recruits from academy and began field training • PD featured on Bloodline Detectives and CBS 48 Hours
• Completed installation of crosswalk flashers at Broadway & Calaveras • Facilitated wide range of community events at city facilities 14 Tracking Progress
Quarterly updates available at www.ci.seaside.ca.us
Progress Indicators
In Progress
Delayed
Completed
Not Yet Started
15 Not a new strategic plan – a one-year priority update to maintain momentum, align with budget limitations, and prepare for a full 2027 process.
FY 2026-2027: Priority Updates
• Carry forward current Council priorities
• Sharpen near-term action items
• Align department work plans with the FY 2026-2027 Budget • Improve accountability and measurable progress
• Prepare for comprehensive post-election strategic plan and branding process
16 From Momentum to Execution
Key Themes for 2026-2027
• Implementation over planning
• Fiscal resilience and funding discipline
• Infrastructure, water, and mobility readiness
• Economic development as a citywide strategy
• Neighborhood quality of life and public safety
• Partnerships, identity, and civic trust
17 What Is Being Refined?
Priority Shifts by Pillar
1. Governance: technology, cybersecurity, ADA access, fiscal strategy, staff capacity
2. Economy: Campus Town, Main Gate, Grand Hyatt, West
Broadway, tourism, workforce
3. Community: housing tools, cultural programming, youth civic engagement, local identity
4. Infrastructure: water resilience, Broadway, sidewalks, parks, facilities, capital assets
5. Quality of Life: Fire Station No. 2, homelessness impacts, traffic safety, fireworks, neighborhoods
18 Direction Needed Before June
Requested Council Feedback
• Are these the right near-term priorities?
• Are any major initiatives missing?
• Should any items be elevated, reduced, or deferred?
• Feedback on 2027 strategic planning approach.
19 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.