Agenda packet — Soledad City Council, November 5, 2025

I. CALL TO ORDER
II. ROLL CALL
III. PUBLIC COMMENT - CLOSED SESSION ITEMS
IV. CLOSED SESSION
V. CLOSED SESSION REPORTS
VI. PLEDGE OF ALLEGIANCE

CITY OF SOLEDAD

JOINT CITY COUNCIL/SUCCESSOR AGENCY/HOUSING AUTHORITY AND SUCCESSOR

HOUSING AGENCY REGULAR MEETING AGENDA
WEDNESDAY, NOVEMBER 5, 2025

CITY HALL, COUNCIL CHAMBERS
6:00 PM
The public meeting will open at 6:30 p.m.
https://cityofsoledad.zoom.us/j/89194265719
Or Call:
1-669-900-6833 and use Meeting ID: 891 9426 5719
Welcome to your City of Soledad City Council/Successor Agency Meeting. Your City Councilmembers/Agencymembers are:

Mayor Anna Velazquez
Mayor Pro Tem Fernando Cabrera
Councilmember Fernando Ansaldo-Sanchez
Councilmember Evarista Banuelos
Councilmember Ben Caldera
At this time, any member of the public may address the Council/Agency on Closed Session items appearing on the agenda. Speakers shall have limited time of three (3) minutes. Please be brief and to the point.

1. The City Council will recess to closed session pursuant to Government Code Section 54956.9(a) to confer with its attorney regarding pending litigation which has been initiated formally and to which the City is a party: Claim of Chavez 1 1
VII. ADDITIONS/MODIFICATIONS TO THE AGENDA
VIII. PUBLIC COMMENT
IX. YOUTH COUNCIL REPORT

1. Soledad Youth Council Update
X. COUNCIL PRESENTATIONS
XI. CONSENT CALENDAR

1. Minutes

2. Warrants

3. Human Resources Activity Log
Items of business may be added to the agenda upon a motion adopted by a minimum 2/3 vote finding that there is a need to take immediate action and that the need for action came to the attention of the City subsequent to the agenda being posted. Items may be deleted from the agenda upon request of staff or upon action of the Council.

At this time any member of the public may address the City Council on items not appearing on the agenda and items of interest to the public that are within the jurisdiction of the Council. A public comment card should be filled out completely to ensure the speaker is called upon to give comment. Public comments are generally limited to three (3) minutes; the mayor may further limit the time for public comments depending on the agenda schedule. Please be brief and to the point.

No action or discussion shall be taken on an item not appearing on the agenda.

Attachments:

Staff Report
A Proclamation of the City Council of the City of Soledad Recognizing October 2025 as National Alzheimer's Disease Awareness Month.

A Proclamation of the City Council of the City of Soledad in Support of Shop Local and Small Business Saturday.

A Proclamation of the City Council of the City of Soledad Commemorating November 11, 2025, as Veterans Day.

Attachments:

Staff Report
Minutes of 10/15/2025
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
10/08/2025 - 10/28/2025
COUNCIL ACTION: _______________________________
Attachments:
2 2

4. Parks and Recreation Activity Report

5. Community and Economic Development Department Activity Report

6. Fire Department Activity Report

7. Public Works Activity Report

8. Police Department Activity Report

9. Resolution No. 6296, A Resolution of the City Council of the City of Soledad Establishing 2026 Staff Report
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
September 2025
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
General Plan Steering Committee - members
General Plan Steering Committee Meeting 10/09/25
General Plan Steering Committee Meeting 10/09/25
General Plan Steering Committee Meeting 10/09/25
General Plan Steering Committee Meeting 10/22/25
General Plan Steering Committee Meeting 10/22/25
General Plan Steering Committee Meeting 10/22/25
Building Permits Log - 10/25
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
Call Volume 10/2025
Soledad Activity Report 10/2025
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
PW Activity Report
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
Police Department - 10/25 Activity Report
COUNCIL ACTION: _______________________________
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City Council Meeting Dates

10. Resolution No. 6297, A Resolution of the City Council of the City of Soledad Approving Sponsorship and Street Closure of Front Street Between Main Street and Soledad Street for the 39th Annual Christmas Parade and Festivities Event and the 2nd Annual Christmas Tree Lighting Event at Cesar Chavez Park

11. Resolution No. 6298, A Resolution of the City Council of the City of Soledad Approving a List of Proclamations for the Calendar Year 2026
XII. PUBLIC HEARING

1. Public Hearing Before The Soledad City Council For Discussion of Possible Community Development Block Grant (CDBG) Applications For the 2024 Funding Cycle Public Hearing XIII. BUSINESS

1. Resolution No. 6299, A Resolution of the City Council of the City of Soledad Approving a Contract Change Order for Construction Services with Monterey Peninsula Engineering (MPE) for the Amount of $110,588.42 for a Total Amount of $4,681,478.38 for the Front Street Attachments:

Staff Report
Resolution No. 6296
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
Resolution No. 6297
Event Parade Route
Cesar Chavez Park
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
Resolution No. 6298
Exhibit A
COUNCIL ACTION: _______________________________
Receive the Staff Report
Open the Public Hearing
Close the Public Hearing
Council Action
Attachments:

Staff Report
Attachment A - Public Notice
COUNCIL ACTION: _______________________________
4 4
Maintenance Project and Authorizing the City Manager to Execute said Contract Change Order on Behalf of the City of Soledad
Resolution No. 6300,A Resolution of the City Council of the City of Soledad Accepting the Front Street Maintenance Project as Complete by Monterey Peninsula Engineering (MPE) and Authorizing the Release of Retention in the Amount of $234,073.92

2. Resolution 6301, A Resolution of the City Council of the City of Soledad Adopting the 2025-2030 Soledad Strategic Plan
XIV. MAYOR'S REPORTS AND ACKNOWLEDGEMENTS
XV. COUNCILMEMBERS' REPORTS AND ACKNOWLEDGEMENTS
XVI. CITY MANAGER'S REPORT
XVII. FUTURE AGENDA ITEMS
XVIII.ADJOURNMENT
Attachments:

Staff Report
Resolution No. 6299
Exhibit A - CCO No. 9
Resolution No. 6300
COUNCIL ACTION: _______________________________
Attachments:

Staff Report
Resolution No. 6301
Exhibit A - 2025-2030 Soledad Strategic Plan
Strategic Plan - Timeframe and Measures
COUNCIL ACTION: _______________________________
In compliance with the American with Disabilities Act, if you need special assistance to participate in this meeting, please contact Deputy City Clerk Darlene Noriega at (831) 223-5014. Notification of at least 48hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (RCRF 35.102-35.104).

Any writing or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at City Hall located at 248 Main Street, Soledad, California during normal business hours.

En caso que usted necesite ayuda en leer o en entender este aviso de Junta Publica, usted puede ponerse en contacto con la oficina del Edificio Municipal en 248 Calle Main o llamar al número (831) 223-5014, y el aviso será traducido para usted.

Cualquier escrito o documento proporcionado a la mayoría del Concejo Municipal con respecto a cualquier asunto en esta agenda se pondrá a disposición para inspección pública en el Ayuntamiento ubicado en 248 Main Street, Soledad, California durante el horario laboral. 5 5
Advanced submittal of public comments via email are due by 2:00 P.M. on the day of the scheduled meeting to the Deputy City Clerk at [email protected] Comments are limited to 250 words or less and effort will be made to read your comment into the record, but some comments may not be read due to time limitations. The City Clerk will read email comments, provided that the reading shall not exceed three (3) minutes. The email comments submitted shall become part of the record.

La entrega anticipada de comentarios públicos por correo electrónico debe presentarse antes de las 2:00 p.m. del día de la reunión programada a la Secretaria Municipal al email [email protected]. Los comentarios están limitados a 250 palabras o menos y se hará un esfuerzo para leer su comentario en el registro, pero es posible que algunos comentarios no se lean debido a limitaciones de tiempo. La Secretaria Municipal leerá los comentarios del correo electrónico, siempre que la lectura no exceda los tres (3) minutos. Los comentarios enviados por correo electrónico pasarán a formar parte del registro.
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10/31/2025

CERTIFICATION
I, Megan Hunter, City Clerk of the City of Soledad, do hereby certify that a copy of the foregoing Joint City Council/Successor Agency Regular Meeting Agenda was posted at City Hall by Friday, October 31, 2025, at 5:00 p.m.

Megan Hunter, City Clerk/Manager
7 SUBJECT: Soledad Youth Council Update
TO: Honorable Mayor Velazquez and City Council
FROM: Jessica Potts, Parks and Recreation Director
MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 1.

Recommendation
Receive a presentation providing a program update on the Soledad Youth Council and Youth Commissioner Program.

Executive Summary
The Soledad Youth Council (SYC) and Youth Commissioner program continue to make meaningful strides in youth leadership development, civic engagement, and community-based service. Since the October Council meeting, the Youth Commissioners have led efforts to solidify SYC’s annual priorities, increase visibility, and initiate community-based projects that align with the Council’s mission to empower young residents.

The Commissioners and Council members participated in community engagement efforts, including attending the Toledo Basin Park Youth Workshop, and have finalized SYC’s goals for the 2025–26 term. Youth-led planning and collaboration remain at the core of the program’s structure and momentum
Presenting: CindyAlcaraz, Giovanni Bravo, and Marilyn Ramirez-Peña Background
The Soledad Youth Council was established to elevate youth voice in civic processes and decisionmaking. In 2025, the program transitioned fully under the Parks and Recreation Department, with the creation of a structured Youth Commissioner role to lead and support broader SYC initiatives. This model promotes consistent mentorship, increased civic education, and youth-led engagement across City departments and programs.

Review & Analysis
Program Goals and Community Projects
The Youth Council has selected three guiding goals for the program year:
8 Primary Goal:

Advocate for safer walking conditions in Soledad by identifying and reporting faded or poorly marked crosswalks and road lines, with a goal of improving pedestrian safety for youth and community members.

Secondary Goals:

Organize monthly city-wide clean-up events to promote civic pride and environmental awareness.

Establish a partnership with Eden Valley Care Center to promote intergenerational connection through visits, social activities, or shared events.

Additional ideas:

Hosting recycling drives
Installing Little Free Libraries in neighborhood parks to increase access to free books and promote reading
Toledo Basin Youth Engagement
Ten SYC members participated in the October 21 Toledo Basin Park Youth Workshop. Commissioners led peer recruitment and facilitated feedback from attendees, ensuring youth priorities were heard in the planning process for the new park. Their input emphasized the importance of inclusivity, active recreation, and social gathering spaces that reflect the needs of teens. They provided insight into design features that would make the space welcoming and functional for all age groups, from younger children to older adults, from a youth perspective. This intergenerational lens highlighted the value of flexible spaces and thoughtful amenities that serve the broader community.

Youth Council Branding and Visibility
SYC launched its new logo in October following a youth-led design process. The updated brand identity embodies energy, youth pride, and a vision for a connected and engaged community. The logo will be used across promotional materials, social media, and outreach events moving forward.

Ongoing Leadership and Visibility
Youth Commissioners continue to attend biweekly Youth Council meetings to guide planning and coordination.

Social media and school-based outreach remain core strategies for recruitment and engagement.

Financial Considerations
Youth Commissioners are paid through the Parks and Recreation operational budget at a rate of $16.50 per hour, with work hours not to exceed 10 per week per commissioner.

Alternatives
This is a report on the activities of the Youth Council. No action is required.

Planning/CEQA
This action is not a project under CEQA pursuant to Section 15378(b)(5), as it is an administrative activity of government that will not result in any direct or indirect physical changes in the environment.

Public Notice Requirements
N/A
9 SUBJECT: Minutes
TO: Honorable Mayor Velazquez and City Council
FROM: Darlene Noriega, Deputy City Clerk

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
AGENDA ITEM NO. 1.
10 Minutes
City of Soledad
Joint City Council/Successor Agency/Housing Authority/Successor Housing Agency/ Regular Meeting
October 15, 2025

CALL TO ORDER
Mayor Pro Tem Cabrera called the Joint City Council/ Successor Agency/ Housing Authority/ Successor Housing Agency/ Regular Meeting to order at 6:00 p.m.

ROLL CALL
The Following Councilmembers/Agency members were present when the meeting was called to order:

Mayor Pro Tem/Agency Member Fernando Cabrera
Councilmember/Agency Member Fernando Ansaldo-Sánchez
Councilmember/Agency Member Evarista Bañuelos
Councilmember/Agency Member Ben Caldera

THE FOLLOWING COUNCILMEMBER WAS ABSENT
Mayor/Chair Anna M. Velazquez
The City Manager informed the Council that the Mayor had notified her in advance that she would be unable to attend the meeting.

PLEDGE OF ALLEGIANCE
Councilmember Evarista Banuelos led the Pledge of Allegiance.

ADDITIONS/MODIFICATIONS TO THE AGENDA
None

PUBLIC COMMENT
Soledad Chamber of Commerce member Maria Corralejo announced that the Soledad Chamber of Commerce has launched the Soledad Chamber of Commerce e-gift card. The e-gift card can be purchased at www.soledadchamber.com.

PRESENTATIONS
Soledad Cemetery Board member Desiree Barba provided a verbal update on the Soledad Cemetery District, including new details about development.

There were no public comments.
11 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

Page 2 of 7 ends

CONSENT CALENDAR
There were no public comments.

Motion: Councilmember Ansaldo-Sánchez motioned to approve items C-1, C-2, C-4, C-5, and C-6. Motion was seconded by Councilmember Bañuelos and passed by the following vote:

Action
Ayes: Ansaldo-Sánchez, Caldera, Bañuelos, Cabrera
Noes: None
Abstain: None

Absent: Velazquez
There was one amendment to the motion to exclude item no. C-3.

Councilmember Caldera recused himself from voting on item C-3 due to a family member being employed by Pacific Ag Rental.

Motion: Councilmember Bañuelos motioned to approve items C-3. Motion was seconded by Councilmember Ansaldo-Sánchez and passed by the following vote:

Action
Ayes: Bañuelos, Ansaldo-Sánchez, Cabrera
Noes: None
Abstain: Caldera

Absent: Velazquez
C-1. Minutes of 10/01/2025
C-2. Warrants of 09/25/2025 – 10/07/2025
C-3. Resolution No. 6285, A Resolution of the City Council of the City of Soledad Approving the Purchase of One (1) Pre-Owned Tractor for the Water Reclamation Facility from Pacific Ag Rental in the Amount of $152,950 and Authorizing the City Manager to Execute the Purchase C-4. Resolution No. 6291, A Resolution of the City Council of the City of Soledad Approving a Purchase of 300 Trojan Ultraviolet (UV) Lamps from Trojan Technologies in the Amount of $133,455.45 C-5. Resolution No. 6292, A Resolution of the City Council of the City of Soledad Authorizing the City Manager to Execute Amendment No. 3 to the Professional Services Agreement with Benitez Security Services, Inc., Extending the Term Through December 5, 2025, and Increasing the Total Contract Amount to Not Exceed $155,520
C-6. Resolution No. 6293, A Resolution of the City Council of the City of Soledad Approving a Contract Change Order No. 2 for Construction Services with Zara Construction for the Amount of $106,902.60 for a Total Not-To-Exceed Amount of $327,890.60 for Pedestrian Safety Improvement Project (HSIP 10) and Authorizing the City Manager to Execute said Contract Change Order on Behalf of the City of Soledad
12 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

Page 3 of 7 ends

Public Hearing
Public Hearing to Consider Waiver of Reading, Adoption, and Read by Title Only Ordinance No. 773, An Ordinance of the City Council of the City of Soledad Announcing Findings and Approving a Planned Unit Development (PUD-23001) and Vesting Tentative Subdivision Map (TM-23002) to Allow a 4.05 Acre Subdivision Located on the East Side of Orchard and Cedar Lane in the R-3 Residential High Density Zoning District (APN 022-522-037)
Senior Planner Ariana Mora presented the staff report.

The Public Hearing opened at 6:29 p.m.

One written public comment received; read into the record by Deputy City Clerk Darlene Noriega.

The Public Hearing closed at 6:30 p.m.

Councilmembers had numerous comments and questions that were addressed by both City staff and the Project Developer.

Project Developer Laith Agha was also present and added further information regarding the item.

Motion: Councilmember Caldera motioned to approve the consideration of Waiver of Reading, Adoption, and Read by Title Only Ordinance No. 773. Motion was seconded by Councilmember Bañuelos and carried by the following vote:

Action
Ayes: Caldera, Bañuelos, Ansaldo- Sánchez, Cabrera
Noes: None
Abstain: None

Absent: Velazquez

BUSINESS
B-1. Discussion and Direction Regarding Retail and Commercial Map and Storefront Marketing Initiative.

Economic Development Coordinator Tencia Vargas presented the staff report.

Hartnell Intern Alejandro Medina-Ruiz presented the Technology portion of the presentation.

There were no public comments.

The council thanked staff and had a few questions and comments.

Council Action:

This item was an informational presentation, and no action was taken.

The presentation was received by the City Council, and direction was provided to staff. 13 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

Page 4 of 7 ends

B-2. Receive a Presentation on the Soledad Wastewater Reclamation Facility (WRF) Assessment and Improvements Project
Public Works Director Don Wilcox introduced Black & Veatch.

Black & Veatch Project Manager Phil Giori and Client Services Director Ashutosh Shirolkar presented the report.

There were no public comments.

Councilmembers had numerous questions.

City Manager Hunter stated that the rate study has not yet begun, and proposals are due by October 31, 2025. The council will receive updates as costs become known. She clarified that taxes do not fund utilities.

Operations for water and wastewater and related capital projects are funded by utility rate payers Council Action:

This item was an informational presentation, and no action was taken.

The presentation was received by the City Council, and direction was provided to staff.

B-3. Resolution No. 6294, A Resolution of the City Council of the City of Soledad Accepting a Water & Energy Efficient Grant (WEEG) Grant No. R24AP00470-00 in the Amount of $1,402,531 from the United States Bureau of Reclamation for Soledad’s Smart Metering and Water Use Efficiency Project
Public Works Director Don Wilcox presented the staff report.

There were no public comments.

Motion: Councilmember Bañuelos motioned to approve Resolution No. 6294. Motion was seconded by Councilmember Caldera and passed by the following vote:

Action
Ayes: Bañuelos, Caldera, Ansaldo-Sánchez, Cabrera
Noes: None
Abstain: None

Absent: Velazquez
B-4. Resolution No. 6295, A Resolution of the City Council of the City of Soledad Approving a Memorandum of Understanding (MOU) between the City of Soledad and the Soledad Chamber of Commerce
Economic Development Coordinator Tencia Vargas presented the staff report.

There were no public comments.

Sandy Fuerte, President of the Soledad Chamber of Commerce, was present at the meeting and available to answer any questions.

Other members of the Soledad Chamber of Commerce were also present in the meeting: Executive Director Maria Corralejo, Vice President Frank Corralejo, Secretary of the Board Ruby Salazar, Chief Financial Officer Max Schell, and Chief Information Officer Brett Reed. 14 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

Page 5 of 7 ends

Councilmembers had numerous questions.

Councilmember Ansaldo-Sánchez recommended that the MOU be for one year, instead of three years.

Staff explained why the MOU has been set for a three-year term to be consistent with similar MOU for El Pajaro CDC.

City Manager Hunter added that an annual report will be presented to the council and that the MOU could be canceled anytime with a 30 day written notice if the agreement was not working for either party.

Motion: Councilmember Ansaldo-Sánchez motioned to approve Resolution No. 6295 with an amendment of the contract being for one year. There was no second motion.

Motion failed.

Motion: Councilmember Bañuelos motioned to approve Resolution No. 6295 as it is. Motion was seconded by Mayor Pro Tem Cabrera and passed by the following vote:

Action
Ayes: Bañuelos, Cabrera, Caldera
Noes: Ansaldo-Sánchez
Abstain: None

Absent: Velazquez
B-5. Receive a Report and Provide a Possible Downtown Specific Plan Amendment to Allow Veterinary Clinic Services
Senior Planner Ariana Mora presented the staff report and PowerPoint presentation.

Society for the Prevention of Cruelty to Animals (SPCA) President & CEO Scott Delucchi was present in the meeting and added further detailed information.

Council Action:

This item was an informational presentation, and no action was taken.

The presentation was received by the City Council, and direction was provided to staff.

MAYOR PRO TEM’S REPORTS AND ACKNOWLEDGEMENTS
Mayor Pro Tem Cabrera had one item to report:

1. On 10/08 – 10/10, he attended the League of California Cities Annual Conference.

2. The Mexican Consulate in San Jose has a new local representative who oversees community outreach and services and has been meeting with Community members and leaders in the South County cities.

COUNCILMEMBERS’ REPORTS AND ACKNOWLEDGEMENTS
Councilmember Caldera had two items to report:

1. On 10/08 – 10/10, he attended the League of California Cities Annual Conference.

2. He has also had ongoing interviews with Soledad High School students. 15 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

Page 6 of 7 ends

Councilmember Ansaldo-Sánchez had three items to report:

1. On 10/14, he attended a lecture on low riding at Monterey Peninsula College.

2. On 10/13, he attended the Badge Pinning ceremony for local police officers hired from 2020 to present.

3. On 10/08 – 10/10, he attended the League of California Cities Annual Conference.

Councilmember Bañuelos had fourteen items to report:

1. On 10/02, she had a phone interview with two senior students from Soledad High School.

2. On 10/08, she attended the Citizen Advisory Committee at Salinas Valley State Prison.

3. On 10/09, she attended the Q&A at the Methodist church and the Mexican Consulate.

4. On 10/09, she attended the Soledad Cemetery Board meeting.

5. She announced that on 11/02, Soledad Cemetery will be hosting a Dia de los Muertos event at 5:30 p.m.

6. She attended a Q&A at Soledad High School.

7. On 10/10, she attended the Soledad High School Homecoming Parade

8. On 10/10, she attended the Soledad High School Homecoming game.

9. On 10/13, she attended the Police Officers Badge Pinning ceremony.

10. She praised Soledad Police Department Admin Services Manager Patricia Alviar, Victim Assistance Advocate Caitlan Zamudio, and Chief Valenzuela for organizing the Soledad Police Department Officers Pinning ceremony.

11. On 10/14, she met with City Manager Hunter for the agenda briefing.

12. On 10/14, she attended the Christmas Parade committee meeting.

13. She asked if the City could please support the neighboring cities; King City will be having a Ciclovia event on Sunday, 10/19, from 12:00 to 4:00 p.m.

14. The City of Greenfield will be having its Harvest Festival this coming weekend.

CITY MANAGERS REPORT
City Manager Hunter had nine items to report:

1. She thanked Councilmember Ansaldo-Sánchez and Councilmember Banuelos for attending the Badge Pinning ceremony.

2. On 10/21, there will be a Toledo Basin Workshop at the Soledad Community Center.

3. On 10/24, there will be a Haunted House at the Soledad Community Center.

4. On 10/31, the Spookfest event will be held at Cesar Chavez Park.

5. On 11/01, there will be a Dia de los Muertos event at the Soledad Community Center.

6. On 11/1, the City is launching the Veterans Day Banner promotion. She thanked Supervisor Lopez for funding $6,000 towards the Veterans Day banners.

7. She will be out of town 11/14 through 11/25.

8. She will not be here for the 11/19 council meeting.

9. She knows that councilmembers have expressed interest in doing community engagement, and she will be reaching out to each councilmember for the use of funding.

CITY ATTORNEY
City Attorney Mike Rodriquez had two items to report:

1. The council neglected to add Contract Amendment No. 3 to Consent Item No. C-5. The item was thoroughly described in the staff report in terms of what the council was approving. The Clerk will ensure that the document is incorporated into the meeting record.

2. A local councilmember can be a member of the local Chamber of Commerce, as long as the Chamber of Commerce is not doing something that would create a conflict for the councilmember. 16 City of Soledad City Council/Successor Agency Regular Meeting Minutes of October 15, 2025

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FUTURE AGENDA ITEMS
Councilmember Bañuelos had no request.

Councilmember Ansaldo-Sánchez had three requests:

1. He would like to bring back the City Council Policies and Procedures.

2. He would like to explore a City Ordinance addressing porta-potties in City limits and being serviced in City limits and have a presentation by Code Enforcement.

3. The allocation of funds for community events and having clean-up efforts outside of City limits.

Councilmember Caldera had no request.

Mayor Pro Tem Cabrera had one request:

1. He would like an update regarding the communication boards.

ADJOURNMENT
Meeting adjourned at 9:10 p.m.

Minutes Approved: November 5, 2025
_______________________________________
ANNA M. VELAZQUEZ, Mayor/Chair
________________________________________
MEGAN HUNTER, City Clerk
17 SUBJECT: Warrants
TO: Honorable Mayor Velazquez and City Council
FROM: Mike Howard, Finance Director

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
AGENDA ITEM NO. 2.
18 10/28/2025 5:48:33 PM Page 1 of 27
Check Report
Soledad, CA By Check Number
Date Range: 10/08/2025 - 10/28/2025
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Bank Code: APRAB-Mechanics Bank
MITIERRA MI TIERRA LINDA LLC 10/09/2025 EFT 0.00 3,338.42 10342 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 100725 Invoice 10/08/2025 Oct 2025 Pro-Rated Rent 0.00 3,338.42 122-0000-52190 RENT/UTILITY ASSISTANCE Oct 2025 Pro-Rated Rent 3,338.42 ADQUAL A&D AGRICULTURAL & SAFETY SUPPLIES 10/20/2025 EFT 0.00 138.59 10343 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 278715 Invoice 10/17/2025 Supplies - Collection Vehicles 0.00 40.79 310-0000-52134 COLLECTION SYSTEM MA… Supplies - Collection Vehicles 40.79 278988 Invoice 10/17/2025 Rain Gear 0.00 97.80
309-0000-52052 SAFETY EQUIPMENT Rain Gear 97.80
BENITEZ BENITEZ SECURITY SERVICE INC 10/20/2025 EFT 0.00 10,752.00 10344 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3189 Invoice 10/17/2025 Security - Encampment 0.00 5,376.00 121-0000-52200 PROFESSIONAL SERVICES… Security for Encampment 5,376.00 3210 Invoice 10/17/2025 Security - Encampment 0.00 5,376.00 121-0000-52200 PROFESSIONAL SERVICES… Security - Encampment 5,376.00 DASH M DASH MEDICAL GLOVES, LLC 10/20/2025 EFT 0.00 450.65 10345 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV1339215 Invoice 10/17/2025 Property / Evidence Supplies 0.00 450.65 100-1400-52050 PROPERTY EVIDENCE RO… Property / Evidence Supplies 450.65 CULLIG QUALITY WATER ENTERPRISES, INC. 10/20/2025 EFT 0.00 318.07 10346 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1263138 Invoice 10/17/2025 POU Cooler Upgrade 0.00 318.07 310-0000-52518 FACILITIES EXPENSE POU Cooler Upgrade 318.07 SIRCHI SIRCHIE ACQUISITION COMPANY LLC 10/20/2025 EFT 0.00 640.55 10347 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0695156-IN Invoice 06/30/2025 Property/Evidence Supplies 0.00 380.68 100-1400-52050 PROPERTY EVIDENCE RO… Property/Evidence Supplies 380.68 0701728-IN Invoice 10/17/2025 Property/Evidence Supplies 0.00 102.98 100-1400-52050 PROPERTY EVIDENCE RO… Property/Evidence Supplies 102.98 0709669-IN Invoice 10/17/2025 Property/Evidence Supplies 0.00 156.89 100-1400-52050 PROPERTY EVIDENCE RO… Property/Evidence Supplies 156.89 SPECIALTIYCONST SPECIALTY CONSTRUCTION INC 10/20/2025 EFT 0.00 1,263,474.51 10348 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 02 Invoice 10/17/2025 Recycled Water Proj. Construction 0.00 1,263,474.51 213-0000-52200 PROFESSIONAL SERVICES… Recycled Water Proj. Constructi… 1,263,474.51 TORPET TORO PETROLEUM CORP. 10/20/2025 EFT 0.00 3,544.40 10349 19 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0722769-IN Invoice 10/17/2025 Fuel 0.00 914.50
100-1400-52085 FUEL Fuel 914.50
0722770-IN Invoice 10/17/2025 Fuel 0.00 1,302.49
100-1400-52085 FUEL Fuel 1,302.49
0722784-IN Invoice 10/17/2025 Diesel For Encampment 0.00 295.17 121-0000-52200 PROFESSIONAL SERVICES… Diesel For Encampment 295.17 0722928-IN Invoice 10/17/2025 Diesel for Encampment 0.00 273.70 121-0000-52200 PROFESSIONAL SERVICES… Diesel for Encampment 273.70 0722956-IN Invoice 10/17/2025 Diesel for Encampment 0.00 335.38 121-0000-52200 PROFESSIONAL SERVICES… Diesel for Encampment 335.38 0722962-IN Invoice 10/17/2025 Diesel for Encampment 0.00 423.16 121-0000-52200 PROFESSIONAL SERVICES… Diesel for Encampment 423.16 USABLU USABLUE BOOK 10/20/2025 EFT 0.00 1,930.58 10350
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV00841391 Invoice 10/17/2025 Ammonia Reagents - Lab Process Control 0.00 434.76 310-0000-52053 LAB ANALYSIS & TESTING Ammonia Reagents - Lab Process… 434.76 INV00843678 Invoice 10/17/2025 Calibration of Bench Top MTU Meter 0.00 582.11 310-0000-52053 LAB ANALYSIS & TESTING Calibration of Bench Top MTU … 582.11 INV00845436 Invoice 10/17/2025 City Influent C+Flocc. St. Probe 0.00 221.16 310-0000-52053 LAB ANALYSIS & TESTING City Influent C+Flocc. St. Probe 221.16 INV00845630 Invoice 10/17/2025 pH Probe Replacement Parts 0.00 415.20 310-0000-52053 LAB ANALYSIS & TESTING pH Probe Replacement Parts 415.20 INV00845829 Invoice 10/17/2025 Nitrate Reagents - Op Process Control 0.00 277.35 310-0000-52053 LAB ANALYSIS & TESTING Nitrate Reagents - Op Process C… 277.35 VASQUEZ SHOT VASQUES SHOTOKAN KARATE ACADEMY LLC 10/20/2025 EFT 0.00 2,365.65 10351 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 100225 Invoice 10/17/2025 Instructor Pay - Karate September 2025 0.00 1,430.10 100-2200-52200 PROFESSIONAL SERVICES… Instructor Pay - Karate Septemb… 1,430.10 100225B Invoice 10/17/2025 Instructor Pay - Sat Karate August 2025 0.00 935.55 100-2200-52200 PROFESSIONAL SERVICES… Instructor Pay - Sat Karate Augus… 935.55 CURZA ANGELA CRUZ 10/20/2025 Regular 0.00 -63.75 58393
MONTEREYCOMPUTER MONTEREY COMPUTER CORPORATION 10/08/2025 Regular 0.00 5,157.50 58569 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount I124802 Invoice 10/08/2025 IT Services 0.00 393.75
100-1320-52200 PROFESSIONAL SERVICES… IT Services 393.75 I124869 Invoice 10/08/2025 IT Services 0.00 4,763.75
100-1320-52200 PROFESSIONAL SERVICES… IT Services 4,763.75 TEAMCIVX TEAM CIVX 10/08/2025 Regular 0.00 6,500.00 58570 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 4067 Invoice 10/08/2025 Parcel Tax Consulting Service 0.00 6,500.00 100-8000-52200 PROFESSIONAL SERVICES… Parcel Tax Consulting Service 6,500.00 USBANK U.S. BANK 10/08/2025 Regular 0.00 1,175.00 58571 20 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 7868896 Invoice 10/08/2025 Trustee Admin Fees 0.00 1,175.00 648-0000-52200 PROFESSIONAL SERVICES… Trustee Admin Fees 1,175.00 USBANK U.S. BANK 10/08/2025 Regular 0.00 2,450.00 58572 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 7868897 Invoice 10/08/2025 Trustee Admin Fees 0.00 2,450.00 648-0000-52200 PROFESSIONAL SERVICES… Trustee Admin Fees 2,450.00 ROYALSIERRA CRISELIA G SERRANO 10/10/2025 Regular 0.00 2,075.00 58573 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 100925 Invoice 10/10/2025 October 2025 Rent and Application Fee 0.00 2,075.00 122-0000-52190 RENT/UTILITY ASSISTANCE October 2025 Rent and Applicat… 2,075.00 MONTEREYCOMPUTER MONTEREY COMPUTER CORPORATION 10/10/2025 Regular 0.00 693.92 58574 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount I124885 Invoice 10/10/2025 IT Services 0.00 693.92
100-1320-52200 PROFESSIONAL SERVICES… IT Services 693.92 AFLAC AFLAC HEADQUARTERS 10/14/2025 Regular 0.00 2,373.25 58577 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000894 Invoice 10/17/2025 AFLAC CONTRIBUTION 0.00 946.54 100-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 262.86
213-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 2.44
309-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 186.89
310-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 472.19
311-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 15.38
312-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 3.97
410-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 2.81
INV0000895 Invoice 10/17/2025 AFLAC CONTRIBUTION 0.00 1,426.71 100-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 716.67
213-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 0.51
309-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 177.59
310-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 499.68
311-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 21.70
312-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 3.74
410-0000-21140 AFLAC PAYABLE AFLAC CONTRIBUTION 6.82
CALIFS CALIFORNIA STATE DISBURSEMENT UNIT 10/14/2025 Regular 0.00 955.83 58578 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000898 Invoice 10/17/2025 CHILD SUPPORT CONTRIBUTION 0.00 955.83 100-0000-21194 CHILD SUPPORT/GARNISH… CHILD SUPPORT CONTRIBUTION 844.38 309-0000-21194 CHILD SUPPORT/GARNISH… CHILD SUPPORT CONTRIBUTION 19.53 312-0000-21194 CHILD SUPPORT/GARNISH… CHILD SUPPORT CONTRIBUTION 16.74 410-0000-21194 CHILD SUPPORT/GARNISH… CHILD SUPPORT CONTRIBUTION 75.18 COMM F COMMUNITY FOUNDATION FOR MONTEREY COUNTY 10/14/2025 Regular 0.00 90.00 58579 21 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000897 Invoice 10/17/2025 CAPITAL CAMPAIGN DONATION 0.00 90.00 100-0000-21195 MISC. PAYROLL DEDUCTI… CAPITAL CAMPAIGN DONATION 64.31 309-0000-21195 MISC. PAYROLL DEDUCTI… CAPITAL CAMPAIGN DONATION 10.28 310-0000-21195 MISC. PAYROLL DEDUCTI… CAPITAL CAMPAIGN DONATION 10.28 311-0000-21195 MISC. PAYROLL DEDUCTI… CAPITAL CAMPAIGN DONATION 5.13 VANTAG MISSION SQUARE-303584 10/14/2025 Regular 0.00 10,499.70 58580 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000893 Invoice 10/17/2025 EMPLOYEE DEDUCTION 0.00 540.32 100-0000-21210 ICMA PAYABLE EMPLOYEE DEDUCTION 170.89
309-0000-21210 ICMA PAYABLE EMPLOYEE DEDUCTION 62.15
310-0000-21210 ICMA PAYABLE EMPLOYEE DEDUCTION 283.87
311-0000-21210 ICMA PAYABLE EMPLOYEE DEDUCTION 20.83
312-0000-21210 ICMA PAYABLE EMPLOYEE DEDUCTION 2.58
INV0000899 Invoice 10/17/2025 Directors' 7% Ret. Contr. 0.00 487.02 100-0000-21171 PERS Directors' 7% Ret. Contr. 249.29
309-0000-21171 PERS Directors' 7% Ret. Contr. 95.09
310-0000-21171 PERS Directors' 7% Ret. Contr. 95.09
311-0000-21171 PERS Directors' 7% Ret. Contr. 47.55
INV0000900 Invoice 10/17/2025 DEFERRED-EMPLOYEE PORTION 0.00 8,205.00 100-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 4,011.43 213-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 39.77 309-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 1,576.25 310-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 1,913.69 311-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 202.76 312-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 129.74 410-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 331.36 INV0000901 Invoice 10/17/2025 DEFERRED-EMPLOYEE PORTION 0.00 1,267.36 100-0000-21145 DEFERRED COMP. PAYAB… DEFERRED-EMPLOYEE PORTION 1,267.36 PRINCI PRINCIPAL LIFE INSURANCE COMPANY 10/14/2025 Regular 0.00 3,771.10 58581 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000902 Invoice 10/17/2025 DENTAL INSURANCE 0.00 3,236.41 100-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 1,701.89 121-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 10.37 122-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 17.29 213-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 5.35 309-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 467.30 310-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 878.06 311-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 39.03 312-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 34.01 410-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 83.09 531-0000-21160 MEDICAL INSURANCE PA… DENTAL INSURANCE 0.02 INV0000923 Invoice 10/17/2025 VISION INSURANCE 0.00 534.69 402-0000-48011 CITY EMPLOYEE CONTRIB… VISION INSURANCE 534.69 SEIU L SEIU LOCAL 521 10/14/2025 Regular 0.00 1,395.10 58582 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000918 Invoice 10/17/2025 EMPLOYEE CONTRIBUTION 0.00 23.00 100-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 9.35 309-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 0.54 310-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 10.46 312-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 0.53 410-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 2.12 22 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number INV0000919 Invoice 10/17/2025 EMPLOYEE CONTRIBUTION 0.00 1,372.10 100-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 504.94 213-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 1.65 309-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 278.48 310-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 536.70 311-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 13.57 312-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 10.89 410-0000-21185 SEIU LOCAL 521 EMPLOYEE CONTRIBUTION 25.87 SPOA SOLEDAD POLICE OFFICERS ASSOCIATION 10/14/2025 Regular 0.00 840.00 58583 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000922 Invoice 10/17/2025 POLICE OFFICERS CONTRIBUTIONS 0.00 840.00 100-0000-21190 SOLEDAD POLICE OFFICE… POLICE OFFICERS CONTRIBUTIO… 840.00 STAEDD STATE OF CALIFORNIA E.D.D. 10/14/2025 Regular 0.00 12,088.34 58584 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000926 Invoice 10/17/2025 STATE TAX W/H 0.00 12,088.34 100-0000-21130 STATE TAX PAYABLE STATE TAX W/H 7,458.49 121-0000-21130 STATE TAX PAYABLE STATE TAX W/H 49.70
122-0000-21130 STATE TAX PAYABLE STATE TAX W/H 119.57
213-0000-21130 STATE TAX PAYABLE STATE TAX W/H 26.47
309-0000-21130 STATE TAX PAYABLE STATE TAX W/H 1,443.34 310-0000-21130 STATE TAX PAYABLE STATE TAX W/H 2,351.83 311-0000-21130 STATE TAX PAYABLE STATE TAX W/H 239.39
312-0000-21130 STATE TAX PAYABLE STATE TAX W/H 96.83
410-0000-21130 STATE TAX PAYABLE STATE TAX W/H 302.51
531-0000-21130 STATE TAX PAYABLE STATE TAX W/H 0.21
STPERS STATE OF CALIFORNIA PERS 10/14/2025 Regular 0.00 56,747.95 58585 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000904 Invoice 10/17/2025 CHIEF & LIEUTENANT 0.00 1,624.63 100-0000-21171 PERS CHIEF & LIEUTENANT 1,624.63
INV0000905 Invoice 10/17/2025 City of Soledad Conf PEPRA 0.00 304.57 100-0000-21171 PERS City of Soledad Conf PEPRA 152.30
309-0000-21171 PERS City of Soledad Conf PEPRA 60.91
310-0000-21171 PERS City of Soledad Conf PEPRA 60.91
311-0000-21171 PERS City of Soledad Conf PEPRA 30.45
INV0000906 Invoice 10/17/2025 EMPLOYEE CONTRIBUTION 0.00 10,349.43 100-0000-21171 PERS EMPLOYEE CONTRIBUTION 4,535.37
121-0000-21171 PERS EMPLOYEE CONTRIBUTION 96.09
122-0000-21171 PERS EMPLOYEE CONTRIBUTION 160.15
213-0000-21171 PERS EMPLOYEE CONTRIBUTION 8.62
309-0000-21171 PERS EMPLOYEE CONTRIBUTION 1,371.29
310-0000-21171 PERS EMPLOYEE CONTRIBUTION 3,452.76
311-0000-21171 PERS EMPLOYEE CONTRIBUTION 176.12
312-0000-21171 PERS EMPLOYEE CONTRIBUTION 126.13
410-0000-21171 PERS EMPLOYEE CONTRIBUTION 422.54
531-0000-21171 PERS EMPLOYEE CONTRIBUTION 0.36
INV0000907 Invoice 10/17/2025 City of Soledad Regular Empl 0.00 10,942.68 100-0000-21171 PERS City of Soledad Regular Empl 4,814.64 121-0000-21171 PERS City of Soledad Regular Empl 98.69
122-0000-21171 PERS City of Soledad Regular Empl 164.50 213-0000-21171 PERS City of Soledad Regular Empl 8.86
309-0000-21171 PERS City of Soledad Regular Empl 1,471.05 310-0000-21171 PERS City of Soledad Regular Empl 3,608.80 311-0000-21171 PERS City of Soledad Regular Empl 212.16 312-0000-21171 PERS City of Soledad Regular Empl 129.61 23 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 410-0000-21171 PERS City of Soledad Regular Empl 434.00 531-0000-21171 PERS City of Soledad Regular Empl 0.37
INV0000908 Invoice 10/17/2025 City of Soledad Police 0.00 8,375.08 100-0000-21171 PERS City of Soledad Police 8,375.08
INV0000909 Invoice 10/17/2025 City of Soledad Conf. Employee 0.00 341.53 100-0000-21171 PERS City of Soledad Conf. Employee 174.13 309-0000-21171 PERS City of Soledad Conf. Employee 83.70 310-0000-21171 PERS City of Soledad Conf. Employee 83.70 INV0000910 Invoice 10/17/2025 City of Soledad Reg Managers 0.00 573.86 100-0000-21171 PERS City of Soledad Reg Managers 151.26 213-0000-21171 PERS City of Soledad Reg Managers 13.66
309-0000-21171 PERS City of Soledad Reg Managers 140.05 310-0000-21171 PERS City of Soledad Reg Managers 140.05 311-0000-21171 PERS City of Soledad Reg Managers 56.02
312-0000-21171 PERS City of Soledad Reg Managers 28.01
410-0000-21171 PERS City of Soledad Reg Managers 44.81
INV0000911 Invoice 10/17/2025 City of Soledad Managers 0.00 835.37 100-0000-21171 PERS City of Soledad Managers 220.18
213-0000-21171 PERS City of Soledad Managers 19.89
309-0000-21171 PERS City of Soledad Managers 203.88
310-0000-21171 PERS City of Soledad Managers 203.88
311-0000-21171 PERS City of Soledad Managers 81.55
312-0000-21171 PERS City of Soledad Managers 40.78
410-0000-21171 PERS City of Soledad Managers 65.21
INV0000912 Invoice 10/17/2025 City of Soledad Police 0.00 628.53 100-0000-21171 PERS City of Soledad Police 628.53
INV0000913 Invoice 10/17/2025 City of Soledad Police 0.00 2,427.92 100-0000-21171 PERS City of Soledad Police 2,427.92
INV0000914 Invoice 10/17/2025 City of Soledad Police 0.00 1,437.62 100-0000-21171 PERS City of Soledad Police 1,437.62
INV0000915 Invoice 10/17/2025 City of Soledad Police 0.00 8,231.43 100-0000-21171 PERS City of Soledad Police 8,231.43
INV0000916 Invoice 10/17/2025 EMPLOYEE CONTRIBUTION 0.00 4,144.67 100-0000-21171 PERS EMPLOYEE CONTRIBUTION 1,638.88
213-0000-21171 PERS EMPLOYEE CONTRIBUTION 31.40
309-0000-21171 PERS EMPLOYEE CONTRIBUTION 1,023.33
310-0000-21171 PERS EMPLOYEE CONTRIBUTION 944.85
311-0000-21171 PERS EMPLOYEE CONTRIBUTION 66.62
312-0000-21171 PERS EMPLOYEE CONTRIBUTION 123.39
410-0000-21171 PERS EMPLOYEE CONTRIBUTION 316.20
INV0000917 Invoice 10/17/2025 City of Soledad Regular Empl 0.00 6,530.63 100-0000-21171 PERS City of Soledad Regular Empl 2,639.17 213-0000-21171 PERS City of Soledad Regular Empl 45.72
309-0000-21171 PERS City of Soledad Regular Empl 1,611.50 310-0000-21171 PERS City of Soledad Regular Empl 1,497.33 311-0000-21171 PERS City of Soledad Regular Empl 96.94
312-0000-21171 PERS City of Soledad Regular Empl 179.61 410-0000-21171 PERS City of Soledad Regular Empl 460.36 **Void** 10/14/2025 Regular 0.00 0.00 58586
**Void** 10/14/2025 Regular 0.00 0.00 58587
SUNLIF SUN LIFE ASSURANCE COMPANY OF CANADA 10/14/2025 Regular 0.00 2,347.29 58588 24 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000903 Invoice 10/17/2025 LIFE, AD&D, LTD 0.00 1,100.48 100-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 623.28 121-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 4.53
122-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 7.55
213-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 2.87
309-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 145.89 310-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 243.32 311-0000-21150 INSUARNCE PAYABLE LIFE, AD&D, LTD 22.29
312-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 14.03
410-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 36.70
531-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 0.02
INV0000920 Invoice 10/17/2025 LIFE, AD&D, LTD 0.00 935.34 100-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 524.30 121-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 4.29
122-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 7.14
213-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 2.00
309-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 122.46 310-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 213.83 311-0000-21150 INSUARNCE PAYABLE LIFE, AD&D, LTD 17.92
312-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 12.01
410-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 31.37
531-0000-21150 INSURANCE PAYABLE LIFE, AD&D, LTD 0.02
INV0000921 Invoice 10/17/2025 SUPPLEMENTAL 0.00 311.47
100-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 175.18
121-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 1.52
122-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 2.53
213-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 1.88
309-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 44.71
310-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 61.76
311-0000-21150 INSUARNCE PAYABLE SUPPLEMENTAL 11.05
312-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 4.28
410-0000-21150 INSURANCE PAYABLE SUPPLEMENTAL 8.56
AZCARES Support Payment Clearinghouse 10/14/2025 Regular 0.00 601.38 58589 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000896 Invoice 10/17/2025 CHILD SUPPORT CONTRIBUTION 0.00 601.38 100-0000-21194 CHILD SUPPORT/GARNISH… CHILD SUPPORT CONTRIBUTION 601.38 ACINDUSTRIAL AC INDUSTRIAL SERVICES INC 10/17/2025 Regular 0.00 62,425.00 58590 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101325 Invoice 10/17/2025 CDBG Bus. Loan- Food Trailer COSMI16 0.00 62,425.00 214-0000-52131 BUSINESS LOANS CDBG Bus. Loan- Food Trailer C… 62,425.00 ALCANA ALCANTAR ACE HARDWARE 10/17/2025 Regular 0.00 3,184.13 58591 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 10021 Invoice 10/17/2025 Edger Blades 0.00 15.27
651-0000-52522 PARK MAINTENANCE Edger Blades 15.27
10023 Invoice 10/17/2025 Vac. Trailer - Solar Battery 0.00 282.62 310-0000-52525 REPAIRS & MAINTENANCE… Vac. Trailer - Solar Battery 282.62 10030 Invoice 10/17/2025 Fasteners Munras Sample 0.00 9.47 309-0000-52525 REPAIRS & MAINTENANCE… Fasteners Munras Sample 9.47 10045/1 Invoice 10/17/2025 DEF Fuel - Shop 0.00 144.14
310-0000-52085 FUEL DEF Fuel - Shop 144.14
10047 Invoice 10/17/2025 Edger Blade Batteries 0.00 50.21 25 Check Report Date Range: 10/08/2025 - 10/28/2025
10/28/2025 5:48:33 PM Page 8 of 27
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 100-2100-52525 REPAIRS & MAINTENANCE… Edger Blade Batteries 50.21 10056 Invoice 10/17/2025 Rachet Pipe Cutter 0.00 54.59
309-0000-52051 TOOLS & MINOR EQUIPM… Rachet Pipe Cutter 54.59 10075 Invoice 10/17/2025 Tools - Flatbed 0.00 32.76
310-0000-52051 TOOLS & MINOR EQUIPM… Tools - Flatbed 32.76 10087 Invoice 10/17/2025 Tarp For Cover Backfill 0.00 142.00 309-0000-52051 TOOLS & MINOR EQUIPM… Tarp For Cover Backfill 142.00 10088 Invoice 10/17/2025 Bracket & Fasteners 0.00 22.69 100-2100-52525 REPAIRS & MAINTENANCE… Bracket & Fasteners 22.69 10101 Invoice 10/17/2025 Facility 0.00 7.64
100-2200-52518 FACILITIES EXPENSE Facility 7.64
10103 Invoice 10/17/2025 Facility 0.00 67.45
100-2200-52518 FACILITIES EXPENSE Facility 67.45
10106 Invoice 10/17/2025 Supplies for Encampment 0.00 49.80 121-0000-52525 REPAIRS & MAINTENANCE… Supplies for Encampment 49.80 10130 Invoice 10/17/2025 Supplies for Maintance 0.00 20.75 121-0000-52525 REPAIRS & MAINTENANCE… Supplies for Maintance 20.75 8544 Invoice 10/17/2025 Forklift Paint 0.00 449.84
310-0000-52525 REPAIRS & MAINTENANCE… Forklift Paint 449.84 8867 Invoice 10/17/2025 Well #10 Electrical Cover 0.00 8.28 309-0000-52051 TOOLS & MINOR EQUIPM… Well #10 Electrical Cover 8.28 8923 Invoice 10/17/2025 Battery 0.00 14.19
100-8000-52525 REPAIRS & MAINTENANCE… Battery 14.19
9413 Invoice 10/17/2025 Hose Adaptor 0.00 19.86
100-8000-52525 REPAIRS & MAINTENANCE… Hose Adaptor 19.86 9456 Invoice 10/17/2025 Muratic Acid 0.00 74.25
651-0000-52522 PARK MAINTENANCE Muratic Acid 74.25
9503 Invoice 10/17/2025 Facility 0.00 20.75
100-2200-52518 FACILITIES EXPENSE Facility 20.75
9579 Invoice 10/17/2025 Irrigation Repairs 0.00 8.27
100-2100-52525 REPAIRS & MAINTENANCE… Irrigation Repairs 8.27 9647 Invoice 10/17/2025 Edger Blade & Nozzle 0.00 29.48 100-2100-52525 REPAIRS & MAINTENANCE… Edger Blade & Nozzle 29.48 9651 Invoice 10/17/2025 Cleaner & Irrigation Parts 0.00 26.56 651-0000-52522 PARK MAINTENANCE Cleaner & Irrigation Parts 26.56 9675 Invoice 10/17/2025 Motor Oil - PW #5 0.00 25.09
309-0000-52080 FLEET SERVICES Motor Oil - PW #5 25.09
9747 Invoice 10/17/2025 Podium Repairs 0.00 2.01
100-8000-52518 FACILITIES EXPENSE Podium Repairs 2.01
9765 Invoice 10/17/2025 Podium Repairs 0.00 13.30
100-8000-52518 FACILITIES EXPENSE Podium Repairs 13.30
9774 Invoice 10/17/2025 WW Paint & Trailer Keys 0.00 67.87 310-0000-52518 FACILITIES EXPENSE Trailer Keys 31.85
310-0000-52525 REPAIRS & MAINTENANCE… Striping Paint WW 36.02 9784 Invoice 10/17/2025 Batteries For Dispenser 0.00 14.19 100-1500-52518 FACILITIES EXPENSE Batteries For Dispenser 14.19 9785 Invoice 10/17/2025 Driver Bit #2 0.00 9.38
100-1400-52518 FACILITIES EXPENSE Driver Bit #2 9.38
9786 Invoice 10/17/2025 Nozzle & Irrigation 0.00 61.08
650-0000-52421 PARK/LANDSCAPE ELECTR… Nozzle & Irrigation 61.08 9792 Invoice 10/17/2025 Wrench - Jetter 0.00 32.76
310-0000-52134 COLLECTION SYSTEM MA… Wrench - Jetter 32.76 26 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 9797 Invoice 10/17/2025 WRF Sign / Shop Supplies 0.00 184.53 310-0000-52051 TOOLS & MINOR EQUIPM… WRF Sign / Shop Supplies 24.42 310-0000-52518 FACILITIES EXPENSE WRF Sign / Shop Supplies 7.19 310-0000-52525 REPAIRS & MAINTENANCE… WRF Sign / Shop Supplies 152.92 9805 Invoice 10/17/2025 Fasteners 0.00 11.47
100-1400-52518 FACILITIES EXPENSE Fasteners 11.47
9806 Invoice 10/17/2025 Nozzle & Irrigation 0.00 40.99
650-0000-52421 PARK/LANDSCAPE ELECTR… Nozzle & Irrigation 40.99 9807 Invoice 10/17/2025 Gas Cans Plant Fuel 0.00 85.19
310-0000-52051 TOOLS & MINOR EQUIPM… Gas Cans Plant Fuel 85.19 9815 Invoice 10/17/2025 S. Vicente Manhole Repairs 0.00 25.12 310-0000-52134 COLLECTION SYSTEM MA… S. Vicente Manhole Repairs 25.12 9819 Invoice 10/17/2025 Fasteners 0.00 10.68
100-8000-52518 FACILITIES EXPENSE Fasteners 10.68
9835 Invoice 10/17/2025 Sanding Discs 0.00 14.19
100-2100-52518 FACILITIES EXPENSE Sanding Discs 14.19
9841 Invoice 10/17/2025 Cable Ties 0.00 45.54
651-0000-52522 PARK MAINTENANCE Cable Ties 45.54
9842 Credit Memo 10/17/2025 Return Post Hole Digger 0.00 -65.54 310-0000-52525 REPAIRS & MAINTENANCE… Return Post Hole Digger -65.54 9852 Invoice 10/17/2025 Spill Kit 0.00 135.87
309-0000-52525 REPAIRS & MAINTENANCE… Spill Kit 135.87
9854 Invoice 10/17/2025 Fasteners 0.00 2.33
100-2100-52525 REPAIRS & MAINTENANCE… Fasteners 2.33
9859 Invoice 10/17/2025 Flag Pole Repair 0.00 27.30
100-2200-52525 REPAIRS & MAINTENANCE… Flag Pole Repair 27.30 9861 Invoice 10/17/2025 Service Mini Excavator 0.00 375.19 309-0000-52525 REPAIRS & MAINTENANCE… Service Mini Excavator 375.19 9864 Invoice 10/17/2025 Service Small Vac. Trailer 0.00 253.13 309-0000-52525 REPAIRS & MAINTENANCE… Service Small Vac. Trailer 253.13 9874 Invoice 10/17/2025 Safety Paint 0.00 7.64
100-2100-52518 FACILITIES EXPENSE Safety Paint 7.64
9879 Invoice 10/17/2025 Irrigation Repairs 0.00 9.81
100-2100-52525 REPAIRS & MAINTENANCE… Irrigation Repairs 9.81 9888 Invoice 10/17/2025 Irrigation Repair 0.00 2.17
100-2100-52525 REPAIRS & MAINTENANCE… Irrigation Repair 2.17 9903 Credit Memo 10/17/2025 Return Spray Paint 0.00 -7.64 100-2100-52518 FACILITIES EXPENSE Return Spray Paint -7.64 9919 Invoice 10/17/2025 Hand Sanitizer UV Station 0.00 21.84 310-0000-52052 SAFETY EQUIPMENT Hand Sanitizer UV Station 21.84 9935 Invoice 10/17/2025 PVC Fitting 3/4" 0.00 29.24
309-0000-52525 REPAIRS & MAINTENANCE… PVC Fitting 3/4" 29.24 9936 Invoice 10/17/2025 Facility 0.00 7.84
100-2200-52518 FACILITIES EXPENSE Facility 7.84
9943 Invoice 10/17/2025 Wall Touch Up 0.00 55.89
100-1400-52518 FACILITIES EXPENSE Wall Touch Up 55.89
9945 Invoice 10/17/2025 Facility 0.00 19.63
100-2200-52518 FACILITIES EXPENSE Facility 19.63
9950 Invoice 10/17/2025 PVC Fittings 0.00 10.83
309-0000-52525 REPAIRS & MAINTENANCE… PVC Fittings 10.83 9954 Invoice 10/17/2025 Fence Post Repair 0.00 21.84
100-1400-52518 FACILITIES EXPENSE Fence Post Repair 21.84 27 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 9963 Invoice 10/17/2025 Cement 0.00 47.57
309-0000-52525 REPAIRS & MAINTENANCE… Cement 47.57
9965 Invoice 10/17/2025 Repair LMPR Counter 0.00 17.46
100-2200-52525 REPAIRS & MAINTENANCE… Repair LMPR Counter 17.46 9972 Invoice 10/17/2025 Diamond Blade 0.00 17.47
309-0000-52051 TOOLS & MINOR EQUIPM… Diamond Blade 17.47 **Void** 10/17/2025 Regular 0.00 0.00 58592
**Void** 10/17/2025 Regular 0.00 0.00 58593
AMAZON AMAZON CAPITAL SERVICES 10/17/2025 Regular 0.00 3,223.36 58594 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 11WR-NTDL-CJGL Invoice 10/17/2025 Ipad Case 0.00 145.29 100-1000-52040 OFFICE SUPPLIES Ipad Case 145.29
13C6-6GRG-91JJ Invoice 10/17/2025 VoIP handset 0.00 22.67 100-2200-52051 TOOLS & MINOR EQUIPM… VoIP handset 22.67 14GT-LVCR-RT9H Invoice 10/17/2025 Tools & Easy Bake 0.00 55.83 100-2200-52031 PROGRAM SUPPLIES Tools & Easy Bake 20.68 100-2200-52031 PROGRAM SUPPLIES Tools & Easy Bake 35.15 16WF-G9MW-6R… Invoice 10/17/2025 HVAC Filter / WW 0.00 37.70 310-0000-52518 FACILITIES EXPENSE HVAC Filter / WW 37.70 16WF-G9MW-CX… Invoice 10/17/2025 Maintenance Supplies - FD 0.00 590.61 100-1450-52525 REPAIRS & MAINTENANCE… Maintenance Supplies - FD 590.61 1DNP-MMWK-9J… Invoice 10/17/2025 Controller for PD Network 0.00 326.66 100-1320-52051 TOOLS & MINOR EQUIPM… Controller for PD 326.66 1GYH-FMJV-CHL9 Invoice 10/17/2025 Keyboard 0.00 71.00
100-1320-52051 TOOLS & MINOR EQUIPM… Keyboard 71.00
1J7Y-9XRC-CCDT Invoice 10/17/2025 Cable Tester Tool 0.00 123.50 100-1320-52051 TOOLS & MINOR EQUIPM… Cable Tester Tool 123.50 1J9J-6F1R-FH61 Invoice 10/17/2025 First Aid 0.00 92.05
100-8000-52040 OFFICE SUPPLIES First Aid 92.05
1KLC-C1GY-4Y1T Invoice 10/17/2025 Powerpoint Presentation Clicker 0.00 37.13 100-1320-52051 TOOLS & MINOR EQUIPM… Powerpoint Presentation Clicker 37.13 1LJH-VCJ9-94FW Invoice 10/17/2025 Paper Organizer 0.00 31.13 100-1300-52040 OFFICE SUPPLIES Paper Organizer 31.13
1N9G-QRL7-CFYD Invoice 10/17/2025 Ethernet Adapter 0.00 46.93 100-1320-52051 TOOLS & MINOR EQUIPM… Ethernet Adapter 46.93 1NY6-GWWN-4… Invoice 10/17/2025 Fuses - Equipment 0.00 71.00 310-0000-52525 REPAIRS & MAINTENANCE… Fuses - Equipment 71.00 1RYT-X6DM-WV6J Invoice 10/17/2025 Kitchen Essentials 0.00 297.04 122-0000-52200 PROFESSIONAL SERVICES… Kitchen Essentials 297.04 1TJH-9YJK-CR1V Invoice 06/30/2025 Business Prime Membership 0.00 851.06 100-8000-52520 MAINTENANCE AGREEM… Business Prime Membership 851.06 1VY6-3W4R-CLCP Invoice 10/17/2025 Controller for CH network 0.00 326.66 100-1320-52051 TOOLS & MINOR EQUIPM… Controller for CH network 326.66 1XVL-3GN9-X6V7 Invoice 10/17/2025 Cleaning Supplies 0.00 97.10 122-0000-52200 PROFESSIONAL SERVICES… Cleaning Supplies 97.10 AMESUP AMERICAN SUPPLY COMPANY 10/17/2025 Regular 0.00 954.64 58595 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0195028 Invoice 10/17/2025 Encampment Supplies 0.00 43.05 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Supplies 43.05 3066641 Invoice 10/17/2025 Encampment Supplies 0.00 261.49 28 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Supplies 261.49 3070557 Invoice 10/17/2025 Encampment Supplies 0.00 271.10 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Supplies 271.10 3072692 Invoice 10/17/2025 Encampment Supplies 0.00 196.66 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Supplies 196.66 3072802 Invoice 10/17/2025 Restroom Supplies 0.00 182.34 100-1500-52525 REPAIRS & MAINTENANCE… Restroom Supplies 91.17 309-0000-52525 REPAIRS & MAINTENANCE… Restroom Supplies 91.17 ANALGE ANALGESIC SERVICES, INC. 10/17/2025 Regular 0.00 262.25 58596 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0002003071B Invoice 06/30/2025 Oxygen - FD 0.00 0.50
431-0000-52041 OPERATIONAL SUPPLIES Oxygen - FD 0.50
0002016574 Invoice 10/17/2025 Oxygen - FD 0.00 261.75
431-0000-52041 OPERATIONAL SUPPLIES Oxygen - FD 261.75
ATTCAL AT&T 10/17/2025 Regular 0.00 126.15 58597
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 000023925743 Invoice 10/17/2025 PD Breathlyzer 0.00 31.24 100-1400-52410 TELEPHONE/DATA/PAGER PD Breathlyzer 31.24 000024073540 Invoice 10/17/2025 PD Breathlyzer / Dispatch 0.00 94.91 100-1400-52410 TELEPHONE/DATA/PAGER PD Breathlyzer / Dispatch 94.91 ATTONENET AT&T (OneNet Service) 10/17/2025 Regular 0.00 -1.28 58598 ATTONENET AT&T (OneNet Service) 10/17/2025 Regular 0.00 1.28 58598 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0282377768 Invoice 10/17/2025 PD Breathlyzer / Dispatch 0.00 1.28 100-1400-52410 TELEPHONE/DATA/PAGER PD Breathlyzer / Dispatch 1.28 AUTOZO AUTOZONE LLC 10/17/2025 Regular 0.00 291.87 58599 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 06290134777 Invoice 10/17/2025 Preventive Maint. 0.00 90.00 100-1400-52080 FLEET SERVICES Preventive Maint. 90.00
06290134977 Invoice 10/17/2025 Light Bulbs 0.00 20.30
100-2100-52080 FLEET SERVICES Light Bulbs 20.30
06290139335 Invoice 10/17/2025 Oil Absorbent - FD 0.00 19.92 100-1450-52525 REPAIRS & MAINTENANCE… Oil Absorbent - FD 19.92 06290142333 Invoice 10/17/2025 Gear Oil - 95 Tacoma 0.00 64.88 310-0000-52080 FLEET SERVICES Gear Oil - 95 Tacoma 64.88 06290142350 Invoice 10/17/2025 P.Steer Fluid PW #22 0.00 38.93 310-0000-52080 FLEET SERVICES P.Steer Fluid PW #22 38.93 06290142941 Invoice 10/17/2025 Relay Fuse 0.00 5.51
100-1400-52080 FLEET SERVICES Relay Fuse 5.51
06290143114 Invoice 10/17/2025 Preventive Maint. 0.00 52.33 100-1400-52080 FLEET SERVICES Preventive Maint. 52.33
BADGER BADGER METER, INC. 10/17/2025 Regular 0.00 1,391.95 58600 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 80211776 Invoice 10/17/2025 Badger Cell Signal 0.00 1,391.95 309-0000-52521 METER REPAIR/REPLACE… Badger Cell Signal 1,391.95 PRIMO BLUE TRITON BRANDS INC 10/17/2025 Regular 0.00 17.28 58601 29 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 05J8720069420 Invoice 10/17/2025 Water 0.00 17.28
100-8000-52200 PROFESSIONAL SERVICES… Water 17.28
BLUEALLY BLUEALLY TECHNOLOGY SOLUTIONS LLC 10/17/2025 Regular 0.00 -2,696.15 58602 BLUEALLY BLUEALLY TECHNOLOGY SOLUTIONS LLC 10/17/2025 Regular 0.00 2,696.15 58602 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV53214 Invoice 10/17/2025 Dell Pro PC & Monitor 0.00 1,362.00 100-1500-57100 CAPITAL OUTLAY - COMP… Dell Pro PC & Monitor 1,362.00 INV54004 Invoice 10/17/2025 New Workstation 0.00 1,334.15 100-1400-57100 CAPITAL OUTLAY - COMP… New Workstation 1,334.15 BOUTRE BOUND TREE MEDICAL, LLC. 10/17/2025 Regular 0.00 221.12 58603 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 85939834 Invoice 10/17/2025 Med Supplies - FD 0.00 221.12 431-0000-52041 OPERATIONAL SUPPLIES Med Supplies - FD 221.12 BRENNT BRENNTAG PACIFIC INC 10/17/2025 Regular 0.00 6,721.96 58604 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount BPI552720 Invoice 10/17/2025 Well #11 Chlorine 0.00 1,704.42 309-0000-52044 CHEMICAL Well #11 Chlorine 1,704.42
BPI552721 Invoice 10/17/2025 Well #9 Chlorine 0.00 1,941.09 309-0000-52044 CHEMICAL Well #9 Chlorine 1,941.09
BPI552722 Invoice 10/17/2025 La Cuesta Chlorine 0.00 2,155.61 309-0000-52044 CHEMICAL La Cuesta Chlorine 2,155.61
BPI552723 Invoice 10/17/2025 Well #7 Chlorine 0.00 920.84 309-0000-52044 CHEMICAL Well #7 Chlorine 920.84
SOLISB BRIAN SOLIS 10/17/2025 Regular 0.00 423.64 58605 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 102225 Invoice 10/17/2025 SBSLI Session 5 - Training 0.00 423.64 100-1400-52091 TRAVEL, MEETINGS & TRA… SBSLI Session 5 - Training 423.64 CALWES CAL-WEST 10/17/2025 Regular 0.00 1,050.00 58606
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 250865 Invoice 10/17/2025 Preventive Maint. - Aug 25 2025 0.00 500.00 410-0000-57032 SIGNAL MAINTENANCE Preventive Maint. - Aug 25 2025 500.00 250866 Invoice 10/17/2025 Traffic Signal Calls 0.00 550.00 410-0000-57032 SIGNAL MAINTENANCE Traffic Signal Calls 550.00 CAROLL CAROLLO ENGINEERS, INC. 10/17/2025 Regular 0.00 44,273.75 58607 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount FB72846 - 22 Invoice 10/17/2025 Recycled Water Conveyance 0.00 43,933.75 213-0000-52200 PROFESSIONAL SERVICES… Recycled Water Conveyance 43,933.75 FB72847 - 7 Invoice 10/17/2025 Main St. Sewer Pipeline 0.00 340.00 310-0000-57000 CAPITAL OUTLAY - IMPR… Main St. Sewer Pipeline 340.00 CINTAS CINTAS CORPORATION NO. 3 10/17/2025 Regular 0.00 861.22 58608 30 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 4243415095 Invoice 10/17/2025 WW/Water Uniforms 0.00 433.44 309-0000-52520 MAINTENANCE AGREEM… WW/Water Uniforms 78.50 310-0000-52520 MAINTENANCE AGREEM… WW/Water Uniforms 354.94 4245601435 Invoice 10/17/2025 WW/Water Uniforms 0.00 254.22 309-0000-52520 MAINTENANCE AGREEM… WW/Water Uniforms 41.76 310-0000-52520 MAINTENANCE AGREEM… WW/Water Uniforms 212.46 4245601442 Invoice 10/17/2025 Parks/St. Uniforms 0.00 91.53 100-1400-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 6.94 100-1500-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 2.25 100-2100-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 44.43 311-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 0.76 312-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 8.39 410-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 28.76 4246341359 Invoice 10/17/2025 Parks/St. Uniforms 0.00 82.03 100-1400-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 6.22 100-1500-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 2.02 100-2100-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 39.82 311-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 0.68 312-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 7.52 410-0000-52520 MAINTENANCE AGREEM… Parks/St. Uniforms 25.77 CISO CITY OF SOLEDAD 10/17/2025 Regular 0.00 38,027.07 58609 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 091525B Invoice 10/17/2025 Water Services 0.00 38,027.07 100-1200-52400 UTILITIES Water Services 232.23
100-1400-52400 UTILITIES Water Services 488.62
100-1450-52400 UTILITIES Water Services 222.82
100-2100-52400 UTILITIES Water Services 20,395.27
100-2200-52400 UTILITIES Water Services 479.48
100-8000-52400 UTILITIES Water Services 891.71
410-0000-52400 UTILITIES Water Services 4,044.23
410-0000-52400 UTILITIES Water Services 353.90
647-0000-52430 PARK WATER CHARGES Water Services 511.62 647-0000-52431 PARKWAY WATER CHARG… Water Services 685.65 650-0000-52430 PARK WATER CHARGES Water Services 4,694.37 651-0000-52516 LANDSCAPE MAINT. (EAS… Water Services 5,027.17 CISO CITY OF SOLEDAD 10/17/2025 Regular 0.00 145.91 58610 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 091525 Invoice 10/17/2025 858 Mora Cir - Workforce Housing 0.00 145.91 100-1200-52400 UTILITIES 858 Mora Cir - Workforce Housi… 145.91 COASTCOUNTIES COAST COUNTIES TRUCK & EQUIPMENT COMPANY10/17/2025 Regular 0.00 69,318.71 58611 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0263255S.02 Invoice 10/17/2025 Motor Replacement - FD 0.00 69,318.71 100-1450-52080 FLEET SERVICES Motor Replacement - FD 69,318.71 COATRA COASTAL TRACTOR 10/17/2025 Regular 0.00 2,768.01 58612 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount IV33491 Invoice 10/17/2025 Mower Attach Skid Steer 0.00 2,768.01 310-0000-52525 REPAIRS & MAINTENANCE… Mower Attach Skid Steer 2,768.01 CORSA CORSA CONTROLS LLC 10/17/2025 Regular 0.00 10,538.14 58613 31 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1407 Invoice 10/17/2025 Composite Sampler 0.00 10,538.14 310-0000-52051 TOOLS & MINOR EQUIPM… Composite Sampler 5,269.07 310-0000-52053 LAB ANALYSIS & TESTING Composite Sampler 5,269.07 COUNSA COUNTY OF SANTA CLARA - OFFICE OF THE SHERIFF 10/17/2025 Regular 0.00 1,227.71 58614 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1800095250 Invoice 10/17/2025 Maintenance Agreement 0.00 1,227.71 100-1400-52520 MAINTENANCE AGREEM… Maintenance Agreement 1,227.71 CSG CO CSG CONSULTANTS, INC. 10/17/2025 Regular 0.00 445.00 58615 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 63096 Invoice 10/17/2025 CSG Services 0.00 150.00
100-1250-52200 PROFESSIONAL SERVICES… CSG Services 150.00 63226 Invoice 10/17/2025 301 Kidder St. 0.00 295.00
120-0000-52200 PROFESSIONAL SERVICES… 301 Kidder St. 295.00 GUERR DAMIAN GUERRERO 10/17/2025 Regular 0.00 19,500.00 58616 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 298 Invoice 10/17/2025 Encampment Clean up 0.00 750.00
121-0000-52200 PROFESSIONAL SERVICES… Encampment Clean Up 750.00 299 Invoice 10/17/2025 Main Irrigation Repair 0.00 1,750.00 650-0000-52421 PARK/LANDSCAPE ELECTR… Main Irrigation Repair 1,750.00 300 Invoice 10/17/2025 Rancho San Vicente Maint. 0.00 1,500.00 647-0000-52530 STREET LANDSCAPING Rancho San Vicente Maint. 1,500.00 301 Invoice 10/17/2025 Serra Bioswell 0.00 1,750.00
651-0000-52516 LANDSCAPE MAINT. (EAS… Serra Bioswell 1,750.00 302 Invoice 10/17/2025 Serra Cul-de-Sac 0.00 250.00
651-0000-52516 LANDSCAPE MAINT. (EAS… Serra Cul-de-Sac 250.00 303 Invoice 10/17/2025 Davalos Bioswell Maint. 0.00 1,750.00 651-0000-52516 LANDSCAPE MAINT. (EAS… Davalos Bioswell Maint. 1,750.00 304 Invoice 10/17/2025 Calle Val Verde 0.00 1,750.00
651-0000-52516 LANDSCAPE MAINT. (EAS… Calle Val Verde 1,750.00 305 Invoice 10/17/2025 Orchard Ln. Maint. 0.00 3,500.00 650-0000-52519 MAINTENANCE Orchard Ln. Maint. 3,500.00
306 Invoice 10/17/2025 Orchard Ln. Service 0.00 4,000.00 651-0000-52522 PARK MAINTENANCE Orchard Ln. Service 4,000.00 307 Invoice 10/17/2025 West St. Maint. 0.00 2,500.00
647-0000-52530 STREET LANDSCAPING West St. Maint. 2,500.00 DKF DKF SOLUTIONS GROUP, LLC 10/17/2025 Regular 0.00 836.20 58617 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 23126 Invoice 10/17/2025 Reg. Buddy to Boss Training 0.00 836.20 310-0000-52091 TRAVEL, MEETINGS & TRA… Reg. Buddy to Boss Training 836.20 EDGES EDGES ELECTRICAL GROUP, LLC 10/17/2025 Regular 0.00 2,454.45 58618 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount S6538775.001 Invoice 10/17/2025 Omni Wire Communication 0.00 384.57 309-0000-52051 TOOLS & MINOR EQUIPM… Omni Wire Communication 384.57 S6545064.001 Invoice 10/17/2025 Omni Wire Communication 0.00 2,069.88 32 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 309-0000-52051 TOOLS & MINOR EQUIPM… Omni Wire Communication 2,069.88 ELCAMI EL CAMINO ELECTRIC, INC. 10/17/2025 Regular 0.00 2,996.51 58619 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 7152 Invoice 10/17/2025 PA Speeder Replacement 0.00 2,996.51 100-1450-52518 FACILITIES EXPENSE PA Speeder Replacement 2,996.51 EMCPLA EMC PLANNING GROUP INC. 10/17/2025 Regular 0.00 5,429.15 58620 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 16-001-97 Invoice 10/17/2025 Miramonte 0.00 2,143.40
120-0000-52200 PROFESSIONAL SERVICES… Miramonte 2,143.40 25-017-8 Invoice 10/17/2025 Almond Acres 0.00 3,285.75
120-0000-52200 PROFESSIONAL SERVICES… Almond Acres 3,285.75 EVERBA EVERBANK, N.A. 10/17/2025 Regular 0.00 156.48 58621 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 10503981 Invoice 10/17/2025 Copier - C.H. 0.00 156.48
100-8000-52230 LEASE CONTRACTS Copier - C.H. 156.48
FERGUSONUS FERGUSON US HOLDINGS, INC 10/17/2025 Regular 0.00 121.40 58622 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1906199 Invoice 10/17/2025 3/4" Flared Brass 0.00 121.40 309-0000-52525 REPAIRS & MAINTENANCE… 3/4" Flared Brass 121.40 CIT FIRST-CITIZENS BANK & TRUST CO 10/17/2025 Regular 0.00 134.95 58623 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 47913288 Invoice 10/17/2025 Copier Lease 0.00 134.95
100-2200-52230 LEASE CONTRACTS Copier Lease 134.95
GANNET GANNET CALIFORNIA LOCALIQ 10/17/2025 Regular 0.00 735.46 58624 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0007308840 Invoice 10/17/2025 Publishings Parcel B / Parks+Rec Master Pl… 0.00 735.46 100-2200-52200 PROFESSIONAL SERVICES… Publishings Parks+Rec Master Pl… 364.52 120-0000-52030 ORDINANCE & PUBLISHI… Publishings Parcel B 370.94 GONZAC GONZALES ACE HARDWARE INC. 10/17/2025 Regular 0.00 25.31 58625 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 040878/3 Invoice 10/17/2025 Paint for Shovels 0.00 37.69 310-0000-52525 REPAIRS & MAINTENANCE… Paint for Shovels 37.69 F31660/3 Credit Memo 10/17/2025 Returned Paint 0.00 -12.38 310-0000-52525 REPAIRS & MAINTENANCE… Returned Paint -12.38 GRADEB GRADE BREAK ENGINEERING INC. 10/17/2025 Regular 0.00 14,898.00 58626 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 54-1557 CM Invoice 10/17/2025 San Vicente Storm Cleaning 0.00 4,966.00 310-0000-52525 REPAIRS & MAINTENANCE… San Vicente Storm Cleaning 4,966.00 54-1558 CM Invoice 10/17/2025 San Vicente Storm Cleaning 0.00 4,966.00 310-0000-52525 REPAIRS & MAINTENANCE… San Vicente Storm Cleaning 4,966.00 54-1559 CM Invoice 10/17/2025 San Vicente Storm Cleaning 0.00 4,966.00 310-0000-52525 REPAIRS & MAINTENANCE… San Vicente Storm Cleaning 4,966.00 33 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number GRAINE GRAINGER 10/17/2025 Regular 0.00 255.22 58627
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 9659601364 Invoice 10/17/2025 Striping Machine 0.00 255.22 310-0000-52134 COLLECTION SYSTEM MA… Striping Machine 255.22 GREENR GREEN RUBBER-KENNEDY AG 10/17/2025 Regular 0.00 789.06 58628 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount G-436575 Invoice 10/17/2025 S. Vicente M. Hole Repairs 0.00 508.73 310-0000-52134 COLLECTION SYSTEM MA… S. Vicente M. Hole Repairs 508.73 G-436624 Invoice 10/17/2025 S. Vicente M. Hole Repairs 0.00 280.33 310-0000-52134 COLLECTION SYSTEM MA… S. Vicente M. Hole Repairs 280.33 HILINE HI-LINE ELECTRIC COMPANY, INC. 10/17/2025 Regular 0.00 558.08 58629 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3150295 Invoice 10/17/2025 Thread Locker, Paint 0.00 44.41 100-1400-52080 FLEET SERVICES Thread Locker, Paint 44.41 3155320 Invoice 10/17/2025 Batteries / Shop Tools Restock 0.00 513.67 310-0000-52051 TOOLS & MINOR EQUIPM… Batteries / Shop Tools Restock 513.67 HILLYA HILLYARD, INC. 10/17/2025 Regular 0.00 36.07 58630 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 605970702 Invoice 10/17/2025 Janitorial 0.00 36.07
100-2200-52518 FACILITIES EXPENSE Janitorial 36.07
HDL CO HINDERLITER, DE LLAMAS & ASSOCIATES 10/17/2025 Regular 0.00 1,606.05 58631 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount SIN054752 Invoice 10/17/2025 Sales Tax Admin Fee July-Sept 2025 0.00 1,006.05 100-8000-52200 PROFESSIONAL SERVICES… Sales Tax Admin Fee July-Sept 2… 1,006.05 SIN054915 Invoice 10/17/2025 Tut Admin Fee July-Sept 2025 0.00 600.00 100-8000-52200 PROFESSIONAL SERVICES… Tut Admin Fee July-Sept 2025 600.00 HOLLOW HOLLOWAY ENVIRONMENTAL SOLUTIONS, LLC. 10/17/2025 Regular 0.00 18,574.80 58632 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV-HES-3659 Invoice 10/17/2025 Sludge Hauling - Sep 25 0.00 18,574.80 310-0000-52526 SLUDGE DISPOSAL Sludge Hauling - Sep 25 18,574.80 HZELEC HZ ELECTRIC 10/17/2025 Regular 0.00 4,590.00 58633 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 10-06-2025 Invoice 10/17/2025 New Fire Station PIV Power 0.00 3,550.00 772-0000-52200 PROFESSIONAL SERVICES… New Fire Station PIV Power 3,550.00 189 Invoice 10/17/2025 Well #10 Lighting/Outlets 0.00 1,040.00 309-0000-52525 REPAIRS & MAINTENANCE… Well #10 Lighting/Outlets 1,040.00 CORIX ICONIX WATERWORKS (US) INC. 10/17/2025 Regular 0.00 2,790.24 58634 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount U2516040772 Invoice 10/17/2025 8" Check Valve Well #6 0.00 2,576.82 309-0000-52051 TOOLS & MINOR EQUIPM… 8" Check Valve Well #6 2,576.82 U2516041909 Invoice 10/17/2025 Brass Fittings 0.00 213.42 309-0000-52525 REPAIRS & MAINTENANCE… Brass Fittings 213.42 J&SREF J & S REFRIGERATION, INC. 10/17/2025 Regular 0.00 489.16 58635 34 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 12552 Invoice 10/17/2025 AC Repair 0.00 489.16
100-1400-52518 FACILITIES EXPENSE AC Repair 489.16
JAV la J.A.V. Language Solutions LLC 10/17/2025 Regular 0.00 765.00 58636 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25-0535 Invoice 10/03/2025 Council Mtg - Translation 0.00 765.00 100-1000-52200 PROFESSIONAL SERVICES… Council Mtg - Translation 765.00 JARFAY JARVIS FAY LLP 10/17/2025 Regular 0.00 11,225.00 58637 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 20941 Invoice 09/30/2025 Attorney Services 0.00 10,854.00 100-1150-52215 ATTORNEY SERVICES Attorney Services 10,854.00 20942 Invoice 09/30/2025 Attorney Services 0.00 371.00
120-0000-52200 PROFESSIONAL SERVICES… Attorney Services 371.00 REYTIR JESUS REYES 10/17/2025 Regular 0.00 115.00 58638 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 013159 Invoice 10/17/2025 Wheel Alignment 0.00 115.00
100-2100-52080 FLEET SERVICES Wheel Alignment 115.00
JIMETI JIMENEZ TIRE SERVICE, INC. 10/17/2025 Regular 0.00 487.38 58639 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 9556 Invoice 10/17/2025 Tire Repair 0.00 35.00
100-2100-52080 FLEET SERVICES Tire Repair 35.00
9586 Invoice 10/17/2025 Tire Sensors - Service Rotation 0.00 382.38 310-0000-52080 FLEET SERVICES Tire Sensors - Service Rotation 382.38 9673 Invoice 10/17/2025 Flat Tire Repair 0.00 35.00
100-2100-52080 FLEET SERVICES Flat Tire Repair 35.00
9674 Invoice 10/17/2025 Flat Tire Repair 0.00 35.00
100-2100-52080 FLEET SERVICES Flat Tire Repair 35.00
ALVJOE JOEL ALVAREZ 10/17/2025 Regular 0.00 130.18 58640 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101425 Invoice 10/17/2025 Reimburse Lunch Meeting Recycled Water… 0.00 40.16 100-1500-52091 TRAVEL, MEETINGS & TRA… Reimburse Lunch Meeting Recyc… 40.16 101425B Invoice 10/17/2025 Reimburse Lunch Training 0.00 90.02 100-2100-52091 TRAVEL, MEETINGS & TRA… Reimburse Lunch Training 90.02 SANTIA JUAN SANTIAGO 10/17/2025 Regular 0.00 124.78 58641 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 100625 Invoice 10/17/2025 Fuel Reimbursement - FBI Academy 0.00 124.78 100-1400-52085 FUEL Fuel Reimbursement - FBI Acad… 124.78 KCGLAS KING CITY GLASS INC. 10/17/2025 Regular 0.00 127.24 58642 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount KC19561 Invoice 10/17/2025 Plexi Glass for Bulletin Board 0.00 127.24 651-0000-52522 PARK MAINTENANCE Plexi Glass for Bulletin Board 127.24 LAWPRO LAWSON PRODUCTS 10/17/2025 Regular 0.00 184.13 58643 35 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 9312894563 Invoice 10/17/2025 Gloves - Shop Restock 0.00 184.13 310-0000-52052 SAFETY EQUIPMENT Gloves - Shop Restock 184.13 LEGALN LEGAL NOTIFICATION SERVICES, INC. 10/17/2025 Regular 0.00 1,489.44 58644 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1528 Invoice 10/17/2025 iSubpoena License 0.00 1,489.44 100-1400-52520 MAINTENANCE AGREEM… iSubpoena License 1,489.44 MANUEL MANUEL PEREA TRUCKING, INC 10/17/2025 Regular 0.00 350.00 58645 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 9667 Invoice 10/17/2025 Encampment Movers 0.00 350.00
121-0000-52200 PROFESSIONAL SERVICES… Encampment Movers 350.00 VILLMA MARIA VILLAGOMEZ 10/17/2025 Regular 0.00 325.15 58646 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 090525B Invoice 10/17/2025 Women Leaders Training Symposium 0.00 325.15 100-1400-52091 TRAVEL, MEETINGS & TRA… Women Leaders Training Sympo… 325.15 VARGMA MARIO VARGAS 10/17/2025 Regular 0.00 301.00 58647 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101225 Invoice 10/17/2025 DRE - Field Certification 0.00 301.00 100-1100-52091 TRAVEL, MEETINGS & TRA… DRE - Field Certification 301.00 M&MBAC MICHAEL J. WOLF 10/17/2025 Regular 0.00 157.50 58648 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV-001995 Invoice 10/17/2025 Meter Efficency Test 0.00 157.50 309-0000-52521 METER REPAIR/REPLACE… Meter Efficency Test 157.50 MIKESI MIKESIGNS 10/17/2025 Regular 0.00 1,748.00 58649 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2018 Invoice 10/17/2025 RW Project Signs 0.00 1,748.00
213-0000-52200 PROFESSIONAL SERVICES… RW Project Signs 1,748.00 MNS MNS ENGINEERS, INC 10/17/2025 Regular 0.00 32,013.33 58650 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 91479 Invoice 10/17/2025 West St. Rd. Diet 0.00 152.50
410-0000-57000 CAPITAL OUTLAY - IMPR… West St. Rd. Diet 152.50 91488 Invoice 10/17/2025 HMGP Grant Writing / Generators 0.00 25,925.83 100-8000-52200 PROFESSIONAL SERVICES… HMGP Grant Writing / Generato… 8,641.95 309-0000-52200 PROFESSIONAL SERVICES… HMGP Grant Writing / Generato… 8,641.94 310-0000-52200 PROFESSIONAL SERVICES… HMGP Grant Writing / Generato… 8,641.94 91490 Invoice 10/17/2025 WRF Flood Protection 0.00 4,470.00 310-0000-57000 CAPITAL OUTLAY - IMPR… WRF Flood Protection 4,470.00 91491 Invoice 10/17/2025 UCDR Grant Admin 0.00 1,465.00 213-0000-52200 PROFESSIONAL SERVICES… UCDR Grant Admin 1,465.00 MOBAAN MONTEREY BAY ANALYTICAL SERVICES 10/17/2025 Regular 0.00 8,606.80 58651 36 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 2508SOL-DW Invoice 10/17/2025 MBAS Sampling Water 0.00 596.80 309-0000-52053 LAB ANALYSIS & TESTING MBAS Sampling Water 596.80 2508SOL-WW Invoice 10/17/2025 WW Monitoring 08/25 0.00 8,010.00 310-0000-52053 LAB ANALYSIS & TESTING WW Monitoring 08/25 8,010.00 MPEXPR MP EXPRESS, INC. 10/17/2025 Regular 0.00 351.78 58652 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 79524 Invoice 10/17/2025 Stickers 0.00 351.78
100-1400-52135 CRIME PREVENTION Stickers 351.78
OREAUT O'REILLY AUTO PARTS 10/17/2025 Regular 0.00 1,459.47 58653 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 3566-265315 Credit Memo 10/17/2025 Rental Tool Credit 0.00 -110.33 100-2100-52080 FLEET SERVICES Rental Tool Credit -110.33 3566-268788 Invoice 10/17/2025 Power Steering Rental Tool 0.00 43.69 100-2100-52080 FLEET SERVICES Power Steering Rental Tool 43.69 3566-268808 Invoice 10/17/2025 Power Steering Fluid 0.00 19.62 100-2100-52080 FLEET SERVICES Power Steering Fluid 19.62 3566-268885 Invoice 10/17/2025 Preventive Maint. 0.00 45.05 100-1400-52080 FLEET SERVICES Preventive Maint. 45.05
3566-268892 Invoice 10/17/2025 Preventive Maint. 0.00 34.34 100-1400-52080 FLEET SERVICES Preventive Maint. 34.34
3566-268925 Invoice 10/17/2025 Preventive Maint. (Mower) 0.00 56.52 100-2100-52525 REPAIRS & MAINTENANCE… Preventive Maint. (Mower) 56.52 3566-268942 Invoice 10/17/2025 PCV Valve 0.00 10.02
100-2100-52080 FLEET SERVICES PCV Valve 10.02
3566-269151 Invoice 10/17/2025 Absorbant - FD 0.00 82.99 100-1450-52041 OPERATIONAL SUPPLIES Absorbant - FD 82.99 3566-269199 Invoice 10/17/2025 Wiper Fluid Kwikweld 0.00 16.66 100-2100-52080 FLEET SERVICES Wiper Fluid Kwikweld 16.66 3566-269229 Invoice 10/17/2025 Rear Shocks 0.00 289.45
309-0000-52080 FLEET SERVICES Rear Shocks 289.45
3566-269247 Invoice 10/17/2025 Tail Light Bulb 0.00 8.73 100-2100-52080 FLEET SERVICES Tail Light Bulb 8.73
3566-269324 Invoice 10/17/2025 Preventive Maint. 0.00 90.46 100-8000-52518 FACILITIES EXPENSE Preventive Maint. 90.46 3566-269365 Invoice 10/17/2025 Oil Change 0.00 129.38
310-0000-52080 FLEET SERVICES Oil Change 129.38
3566-269399 Invoice 10/17/2025 Preventive Maint. 0.00 69.59 100-8000-52518 FACILITIES EXPENSE Preventive Maint. 69.59 3566-269863 Invoice 10/17/2025 Fuse 0.00 13.92
100-1400-52080 FLEET SERVICES Fuse 13.92
3566-269984 Invoice 10/17/2025 Generator Service - Encampment 0.00 128.46 121-0000-52525 REPAIRS & MAINTENANCE… Generator Service - Encampment 128.46 3566-270192 Invoice 10/17/2025 Supplies - 95 Tacoma 0.00 62.31 310-0000-52080 FLEET SERVICES Supplies - 95 Tacoma 62.31 3566-270193 Invoice 10/17/2025 Oil Change - 07 Exp 0.00 60.76 310-0000-52080 FLEET SERVICES Oil Change - 07 Exp 60.76 3566-270209 Invoice 10/17/2025 Service Small Generator 0.00 5.75 310-0000-52525 REPAIRS & MAINTENANCE… Service Small Generator 5.75 37 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 3566-270212 Invoice 10/17/2025 Preventive Maint. 0.00 90.78 100-1400-52080 FLEET SERVICES Preventive Maint. 90.78
3566-270238 Invoice 10/17/2025 Vac. Trailer - Battery 0.00 176.43 310-0000-52525 REPAIRS & MAINTENANCE… Vac. Trailer - Battery 176.43 3566-270760 Invoice 10/17/2025 Battery - Vac Trailer 0.00 73.20 310-0000-52134 COLLECTION SYSTEM MA… Battery - Vac Trailer 73.20 3566-270763 Invoice 10/17/2025 Generator - Encampment 0.00 39.64 121-0000-52525 REPAIRS & MAINTENANCE… Generator - Encampment 39.64 3566-270784 Invoice 10/17/2025 Electronics Cleaner 0.00 16.38 310-0000-52051 TOOLS & MINOR EQUIPM… Electronics Cleaner 16.38 3566-270809 Invoice 10/17/2025 Washer Fluid 0.00 5.67
100-1400-52080 FLEET SERVICES Washer Fluid 5.67
PACIAG PACIFIC AG. RENTALS 10/17/2025 Regular 0.00 152,950.00 58654 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101525 Invoice 10/17/2025 Resolution No. 6285 - Tractor 0.00 152,950.00 310-0000-57000 CAPITAL OUTLAY - IMPR… Resolution No. 6285 - Tractor 152,950.00 PACCRE PACIFIC CREST ENGINEERING INC. 10/17/2025 Regular 0.00 1,150.00 58655 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 15560 Invoice 10/17/2025 Site Work - Fire Station 0.00 690.00 772-0000-52200 PROFESSIONAL SERVICES… Site Work - Fire Station 690.00 15561 Invoice 10/17/2025 Expoxy - FD 0.00 460.00
772-0000-52200 PROFESSIONAL SERVICES… Expoxy - FD 460.00 RENDON PAUL RENDON 10/17/2025 Regular 0.00 155.00 58656 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101025 Invoice 10/17/2025 Papa Seminar 0.00 155.00
310-0000-52091 TRAVEL, MEETINGS & TRA… Papa Seminar 155.00 PENINS PENINSULA WELDING & MEDICAL SUPPLY, INC. 10/17/2025 Regular 0.00 3,683.60 58657 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 286303 Invoice 10/17/2025 Cylinders Tank Rental 0.00 132.00 310-0000-52525 REPAIRS & MAINTENANCE… Cylinders Tank Rental 132.00 286502 Invoice 10/17/2025 Grinding Wheels - Shop 0.00 197.82 310-0000-52051 TOOLS & MINOR EQUIPM… Grinding Wheels - Shop 197.82 286503 Invoice 10/17/2025 New Gun for Mig Welder 0.00 373.75 310-0000-52525 REPAIRS & MAINTENANCE… New Gun for Mig Welder 373.75 286504 Invoice 10/17/2025 New Plasma Cutter 0.00 2,703.94 310-0000-52525 REPAIRS & MAINTENANCE… New Plasma Cutter 2,703.94 286510 Invoice 10/17/2025 Repairs for Mig Welder 0.00 276.09 310-0000-52525 REPAIRS & MAINTENANCE… Repairs for Mig Welder 276.09 PURPOW PITNEY BOWES BANK INC PURCHASE POWER 10/17/2025 Regular 0.00 400.05 58658 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 091125 Invoice 10/17/2025 Non Dept. Office Supplies 0.00 400.05 100-8000-52040 OFFICE SUPPLIES Non Dept. Office Supplies 400.05 TERMIN RENTOKIL NORTH AMERICA INC 10/17/2025 Regular 0.00 129.90 58659 38 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 463693049 Invoice 10/17/2025 Pest Control - FD 0.00 64.95 100-1450-52400 UTILITIES Pest Control - FD 64.95
463696610 Invoice 10/17/2025 Pest Control 0.00 64.95
100-2200-52520 MAINTENANCE AGREEM… Pest Control 64.95
SALSOL SALINAS VALLEY SOLID WASTE AUTHORITY 10/17/2025 Regular 0.00 81,145.50 58660 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25628 Invoice 10/17/2025 AB939 Solid Waste Fees / Sept 2025 0.00 22,616.00 311-0000-52230 LEASE CONTRACTS AB939 Solid Waste Fees / Sept 2… 22,616.00 25743 Invoice 10/17/2025 Solid Waste Fees / Sept 2025 0.00 58,113.43 311-0000-52230 LEASE CONTRACTS Solid Waste Fees / Sept 2025 58,113.43 25750 Invoice 10/17/2025 Solid Waste Fees / Sept 2025 0.00 416.07 311-0000-52230 LEASE CONTRACTS Solid Waste Fees / Sept 2025 416.07 SANBEN SAN BENITO SUPPLY DBA SBS 10/17/2025 Regular 0.00 97.88 58661 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0016201-IN Invoice 10/17/2025 Rock - S.Vicente 0.00 97.88 310-0000-52134 COLLECTION SYSTEM MA… Rock - S.Vicente 97.88 MEDCLE SANDRA LOPEZ MEDINA 10/17/2025 Regular 0.00 5,057.50 58662 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1040 Invoice 10/17/2025 Janitor Gateway 0.00 1,035.00
100-1200-52520 MAINTENANCE AGREEM… Janitor Gateway 1,035.00 1044 Invoice 10/17/2025 WW / Water Janitorial 0.00 980.00 309-0000-52518 FACILITIES EXPENSE WW / Water Janitorial 196.00 310-0000-52518 FACILITIES EXPENSE WW / Water Janitorial 784.00 1046 Invoice 10/17/2025 Trailer Janitorial 0.00 450.00
310-0000-52518 FACILITIES EXPENSE Trailer Janitorial 450.00 1047 Invoice 10/17/2025 Janitorial - City Hall 0.00 2,257.50 100-8000-52518 FACILITIES EXPENSE Janitorial - City Hall 2,257.50 1048 Invoice 10/17/2025 Blue Building - Janitorial 0.00 335.00 310-0000-52518 FACILITIES EXPENSE Blue Building - Janitorial 335.00 SCHWHE SCHAAF & WHEELER 10/17/2025 Regular 0.00 3,487.50 58663 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 41959 Invoice 10/17/2025 Nestles Rd. Stormwater Proj. 0.00 3,487.50 310-0000-57000 CAPITAL OUTLAY - IMPR… Nestles Rd. Stormwater Proj. 3,487.50 SOLTRU SOLEDAD TRUE VALUE 10/17/2025 Regular 0.00 156.87 58664 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 361157 Invoice 10/17/2025 Flag Rope 0.00 93.02
100-1200-52525 REPAIRS & MAINTENANCE… Flag Rope 93.02
361692 Invoice 10/17/2025 Chain Links 0.00 15.67
100-2100-52525 REPAIRS & MAINTENANCE… Chain Links 15.67 362265 Invoice 10/17/2025 Irrigation Repair 0.00 7.82
100-2100-52525 REPAIRS & MAINTENANCE… Irrigation Repair 7.82 362487 Invoice 10/17/2025 Top Soil 0.00 21.80
100-2100-52525 REPAIRS & MAINTENANCE… Top Soil 21.80
362703 Invoice 10/17/2025 Glue for Soap Dispensers 0.00 18.56 39 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 100-2100-52525 REPAIRS & MAINTENANCE… Glue for Soap Dispensers 18.56 SPECT SPECTRUM 10/17/2025 Regular 0.00 130.03 58665
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 156875601100725 Invoice 10/17/2025 City Hall Back Up Internet 0.00 130.03 100-1320-52520 MAINTENANCE AGREEM… City Hall Back Up Internet 130.03 SPECT SPECTRUM 10/17/2025 Regular 0.00 14.98 58666
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 107895501100725 Invoice 10/17/2025 Corp Yard Internet 0.00 14.98 100-2100-52520 MAINTENANCE AGREEM… Corp Yard Internet 14.98 STAPLE STAPLES BUSINESS CREDIT 10/17/2025 Regular 0.00 197.34 58667 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 6037708955 Invoice 10/17/2025 Station Supplies - FD 0.00 69.02 100-1450-52041 OPERATIONAL SUPPLIES Station Supplies - FD 69.02 6043248995 Invoice 10/17/2025 Large Yellow Envelopes 0.00 39.32 310-0000-52040 OFFICE SUPPLIES Large Yellow Envelopes 39.32 6043249004 Invoice 10/17/2025 Janitorial / Office Supplies 0.00 89.00 310-0000-52040 OFFICE SUPPLIES Janitorial / Office Supplies 59.42 310-0000-52518 FACILITIES EXPENSE Janitorial / Office Supplies 29.58 SWRCB SWRCB ACCOUNTING OFFICE 10/17/2025 Regular 0.00 553.00 58668 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount EW-1051624 Invoice 10/17/2025 Enforcement Fee's Water 0.00 553.00 309-0000-52053 LAB ANALYSIS & TESTING Enforcement Fee's Water 553.00 TMOBIL T-MOBILE USA, INC 10/17/2025 Regular 0.00 212.82 58669 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 092125D Invoice 10/17/2025 Phone Service 0.00 212.82
100-2400-52415 CELLULAR PHONE Phone Service 212.82
TMOBIL T-MOBILE USA, INC 10/17/2025 Regular 0.00 141.88 58670 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 092125E Invoice 10/17/2025 Phone Service 0.00 141.88
100-1320-52415 CELLULAR PHONE Phone Service 141.88
TRINIP TRINIDAD ZAVALA 10/17/2025 Regular 0.00 950.00 58671 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25-1008 H Invoice 10/17/2025 Main Drain, & Toilets 0.00 950.00 121-0000-52200 PROFESSIONAL SERVICES… Main Drain, & Toilets 950.00 TYLER TYLER TECHNOLOGIES 10/17/2025 Regular 0.00 8,440.20 58672 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 025-530692 Invoice 10/17/2025 Online Fees 0.00 8,075.20 309-0000-52072 WEB INCODE FEES Online Fees 2,691.73
310-0000-52072 WEB INCODE FEES Online Fees 2,691.73
311-0000-52072 WEB INCODE FEES Online Fees 2,691.74
025-531144 Invoice 10/17/2025 Utility Billing Notification Calls 0.00 115.00 309-0000-52072 WEB INCODE FEES Utility Billing Notification Calls 38.34 310-0000-52072 WEB INCODE FEES Utility Billing Notification Calls 38.33 40 Check Report Date Range: 10/08/2025 - 10/28/2025
10/28/2025 5:48:33 PM Page 23 of 27
Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 311-0000-52072 WEB INCODE FEES Utility Billing Notification Calls 38.33 025-532615 Invoice 10/17/2025 Project Management Installed Accounts 0.00 250.00 100-2000-52200 PROFESSIONAL SERVICES… Project Management Installed A… 250.00 USBANP U.S. BANK CORPORATE PAYMENT SYSTEM 10/17/2025 Regular 0.00 8,642.36 58673 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 100625BT Invoice 10/17/2025 Credit Card Purchases 0.00 1,105.19 100-1200-52105 SPECIAL EVENTS Leadership Monterey Visit to So… 42.13 100-1200-52105 SPECIAL EVENTS Leadership Monterey Visit to So… 18.17 100-1200-52200 PROFESSIONAL SERVICES… 540 Gabilan Parcel 14.95 121-0000-52200 PROFESSIONAL SERVICES… Container Rental 358.52 121-0000-52200 PROFESSIONAL SERVICES… Service at Encampment 200.00 121-0000-52200 PROFESSIONAL SERVICES… Monthly Storage Fee 175.00 121-0000-52525 REPAIRS & MAINTENANCE… Client Supplies 162.62 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Food 91.25 121-0000-52525 REPAIRS & MAINTENANCE… Encampment Food/Supplies 7.55 122-0000-52200 PROFESSIONAL SERVICES… Application Fee 35.00 100625DN Invoice 10/17/2025 Credit Card Purchases 0.00 708.43 100-1000-52070 FOOD SERVICES Dinner - Strategic Planning Mtg. … 244.75 100-1100-52070 FOOD SERVICES Breakfast Curritos for Strategic P… 99.21 100-1100-52070 FOOD SERVICES Lunch - Strategic Planning Mtg. f… 139.98 100-1100-52115 SUNDRY Decorations For Staff Birthday Ca… 14.75 100-1100-52115 SUNDRY Halloween decor for City Hall fo… 61.27 100-1200-52105 SPECIAL EVENTS Fruit Platter - 9/11 Morning Cer… 49.99 100-1200-52105 SPECIAL EVENTS Food Items for 9/11 Morning Ce… 63.23 100-1200-52105 SPECIAL EVENTS Flowers needed for MIA/POW c… 21.84 100-1200-52105 SPECIAL EVENTS Items needed for 9/11 ceremony 13.41 100625DW Invoice 10/17/2025 Credit Card Purchases 0.00 1,393.88 309-0000-52520 MAINTENANCE AGREEM… Google Suite 310.80
310-0000-52051 TOOLS & MINOR EQUIPM… Folding Table (1) 76.11 310-0000-52051 TOOLS & MINOR EQUIPM… Folding Tables (4) 305.86 310-0000-52520 MAINTENANCE AGREEM… Google Suite 310.80
651-0000-52522 PARK MAINTENANCE Bromine Tables for Splash Pad 390.31 100625FU Invoice 10/17/2025 Credit Card Purchases 0.00 723.29 100-1000-52070 FOOD SERVICES Food 91.77
100-1000-52070 FOOD SERVICES Food/Supplies 60.48
100-1000-52070 FOOD SERVICES Coffee 22.00
100-1100-52070 FOOD SERVICES Food 34.45
100-1100-52070 FOOD SERVICES Food/Supplies 60.47
100-1100-52070 FOOD SERVICES Coffee 44.00
100-1200-52105 SPECIAL EVENTS Flowers 48.03
100-1200-52105 SPECIAL EVENTS Coffee 22.00
100-1200-52105 SPECIAL EVENTS Fruit Tray 59.99
100-1310-52100 EMPLOYEE FUNCTIONS Food/Supplies 69.39
100-1310-52100 EMPLOYEE FUNCTIONS Food 25.00
100-1310-52100 EMPLOYEE FUNCTIONS Supplies 178.34
100-1400-52070 FOOD SERVICES Food 22.89
100-1400-52070 FOOD SERVICES Food 65.58
100-1400-52091 TRAVEL, MEETINGS & TRA… Credit -81.10
100625HR Invoice 10/17/2025 Credit Card Purchases 0.00 2,468.75 309-0000-52091 TRAVEL, MEETINGS & TRA… Parking 2.50
309-0000-52091 TRAVEL, MEETINGS & TRA… Class Lunch 17.62 309-0000-52091 TRAVEL, MEETINGS & TRA… Class Fee Intro to Governmental… 82.50 310-0000-52091 TRAVEL, MEETINGS & TRA… WRF Training Lunch 56.00 310-0000-52091 TRAVEL, MEETINGS & TRA… Parking 2.50
310-0000-52091 TRAVEL, MEETINGS & TRA… Class Lunch 17.62 310-0000-52091 TRAVEL, MEETINGS & TRA… Class Fee NFPA 70 B 950.00 310-0000-52091 TRAVEL, MEETINGS & TRA… Class Fee NFPA 70 B 950.00 41 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number 310-0000-52091 TRAVEL, MEETINGS & TRA… Class Fee Intro to Governmental… 82.50 412-0000-57000 CAPITAL OUTLAY - IMPR… Aluminum Landscaping Signs 44.25 412-0000-57000 CAPITAL OUTLAY - IMPR… Aluminum Landscaping Signs 263.26 100625JP Invoice 10/17/2025 Credit Card Purchases 0.00 104.86 100-2200-52105 SPECIAL EVENTS Promotion Folklorico 39.97, Spor… 84.86 100-2200-52518 FACILITIES EXPENSE Open AI Subscription 20.00 100625MH Invoice 10/17/2025 Credit Card Purchases 0.00 2,137.96 100-1000-52070 FOOD SERVICES Windmill Mayors/CM's Meeting… 364.86 100-1100-52070 FOOD SERVICES Strategic Bagels Planning Mtg. 77.81 100-1320-52520 MAINTENANCE AGREEM… Grammarly IT 123.06
100-1320-52520 MAINTENANCE AGREEM… Microsoft IT 360.00
100-1320-52520 MAINTENANCE AGREEM… Dropbox IT 2.90
100-1320-52520 MAINTENANCE AGREEM… Kaseya IT 99.75
100-1320-52520 MAINTENANCE AGREEM… Dropbox IT 486.00
100-1320-52520 MAINTENANCE AGREEM… Dreamhost IT 15.00
100-1320-52520 MAINTENANCE AGREEM… Microsoft IT 192.00
100-1320-52520 MAINTENANCE AGREEM… Dreamhost IT 192.98
100-1320-52520 MAINTENANCE AGREEM… Microsoft IT 46.00
100-1320-52520 MAINTENANCE AGREEM… Microsoft IT 30.00
100-1320-52520 MAINTENANCE AGREEM… Microsoft IT 27.60
100-1320-52520 MAINTENANCE AGREEM… Mailchimp IT 120.00
**Void** 10/17/2025 Regular 0.00 0.00 58674
**Void** 10/17/2025 Regular 0.00 0.00 58675
VELOZCAFE VELOZ CAFE LLC 10/17/2025 Regular 0.00 3,000.00 58676 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 101325 Invoice 10/17/2025 CDBG Bus. Loan - Working Capital 0.00 3,000.00 214-0000-52131 BUSINESS LOANS CDBG Bus. Loan - Working Capital 3,000.00 VEOLIA VEOLIA WATER TECHNOLOGIES CANADA INC 10/17/2025 Regular 0.00 25,529.84 58677 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 25004343 RI 050… Invoice 10/17/2025 Escalator #2 Chain / Hardware 0.00 25,529.84 310-0000-57000 CAPITAL OUTLAY - IMPR… Escalator #2 Chain / Hardware 25,529.84 VERBUS VERIZON BUSINESS 10/17/2025 Regular 0.00 1,564.40 58678 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 6124142704 Invoice 10/17/2025 Phone Service 0.00 1,564.40 100-1400-52410 TELEPHONE/DATA/PAGER Phone Service 1,564.40 WILBUR WILLBUR-ELLIS COMPANY 10/17/2025 Regular 0.00 838.27 58679 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 17210878 Invoice 06/30/2025 Herbicide 0.00 838.27
100-2100-52044 CHEMICAL Herbicide 838.27
Z&M EN Z&M ENTERPRISE, LLC 10/17/2025 Regular 0.00 4,193.43 58680 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 1724 Invoice 10/17/2025 Wiper Cylinder Kit 0.00 4,193.43 310-0000-52525 REPAIRS & MAINTENANCE… Wiper Cylinder Kit 4,193.43 ATTONENET AT&T (OneNet Service) 10/17/2025 Regular 0.00 1.58 58681 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 0282377768 B Invoice 10/17/2025 PD Breathlyzer / Dispatch 0.00 1.58 100-1400-52410 TELEPHONE/DATA/PAGER PD Breathlyzer / Dispatch 1.58 42 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number BLUEALLY BLUEALLY TECHNOLOGY SOLUTIONS LLC 10/17/2025 Regular 0.00 2,696.71 58682 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV53214B Invoice 10/17/2025 Dell Pro PC & Monitor 0.00 1,362.56 100-1500-57100 CAPITAL OUTLAY - COMP… Dell Pro PC & Monitor 1,362.56 INV54004 B Invoice 10/17/2025 New Workstation PD Evidence 0.00 1,334.15 100-1400-57100 CAPITAL OUTLAY - COMP… New Workstation PD Evidence 1,334.15 CURZA ANGELA CRUZ 10/20/2025 Regular 0.00 63.75 58683
Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 090425 Invoice 09/19/2025 Fall Youth Soccer Refund 0.00 63.75 100-0000-48615 RECREATION REVENUE Fall Youth Soccer Refund 63.75 AUDRIX RUBEN ZAMORA 10/20/2025 Regular 0.00 450.00 58684 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount 110125 Invoice 10/20/2025 DJ for Day of the Dead Event 0.00 450.00 100-2200-52049 PRINTING & ADVERTISING DJ for Day of the Dead Event 450.00 EFTPS EFTPS 10/17/2025 Bank Draft 0.00 9,140.48 DFT0000100 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000924 Invoice 10/17/2025 MEDICARE W/H 0.00 9,140.48 100-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 5,400.52 121-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 34.52 122-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 122.48 213-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 21.28 309-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 1,081.42 310-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 1,923.32 311-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 154.44 312-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 102.86 410-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 299.52 531-0000-21110 FICA/MEDICARE PAYABLE MEDICARE W/H 0.12
EFTPS EFTPS 10/17/2025 Bank Draft 0.00 37,640.52 DFT0000101 Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000925 Invoice 10/17/2025 FICA W/H 0.00 37,640.52
100-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 22,208.70 121-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 147.58
122-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 523.68
213-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 90.98
309-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 4,398.96
310-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 8,000.14
311-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 549.38
312-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 439.70
410-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 1,280.84
531-0000-21110 FICA/MEDICARE PAYABLE FICA W/H 0.56
EFTPS EFTPS 10/17/2025 Bank Draft 0.00 28,083.47 DFT0000102 43 Check Report Date Range: 10/08/2025 - 10/28/2025
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Vendor Number Vendor Name Payment Date Payment Type Discount Amount Payment Amount Number Account Number Account Name Item Description Distribution Amount Payable # Payable Type Post Date Payable Description Discount Amount Payable Amount INV0000927 Invoice 10/17/2025 FEDERAL TAX 0.00 28,083.47 100-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 16,391.64 121-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 121.27
122-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 325.70
213-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 75.17
309-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 3,268.96 310-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 6,317.70 311-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 580.10
312-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 271.29
410-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 731.13
531-0000-21120 FEDERAL TAX PAYABLE FEDERAL TAX 0.51
Regular Checks
Manual Checks
Voided Checks
Discount
Payment
Payment Type Count
Bank Code APRAB Summary
Bank Drafts
EFT's
108
0 9
3 10

0.00 0.00

0.00 130 0.00
Payment
803,329.82

0.00 -2,761.18
74,864.47
1,286,953.42
2,162,386.53
Payable
Count
304
0 0
3 24
331
44 Check Report Date Range: 10/08/2025 - 10/28/2025
10/28/2025 5:48:33 PM Page 27 of 27
All Bank Codes Check Summary
Payment Type Discount
Payment
Count Payment
Payable
Count
Regular Checks
Manual Checks
Voided Checks
Bank Drafts
EFT's
108
0 9
3 10

0.00 0.00

0.00 130 0.00
803,329.82

0.00 -2,761.18
74,864.47
1,286,953.42
2,162,386.53
304
0 0
3 24
331
Fund Name Period Amount
Fund Summary
999 POOLED CASH 10/2025 2,162,386.53
2,162,386.53
45 SUBJECT: Human Resources Activity Log
TO: Honorable Mayor Velazquez and City Council
FROM: Francine Uy, Human Resources Manager

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
Open Recruitments:

Homeless Services Coordinator – Grant funded through 6/30/27 – Closes 11/7/25 Information Technology Manager – Closes 11/7/25
Police Officer Cadet/Trainee – Closes 11/4/25 (To establish an Eligibility List) Police Officer – Closes 11/4/25 (To establish an Eligibility List) Temporary Administrative Assistant (Police Department) – Closes 11/7/25 Water Reclamation Shift Supervisor – Open until filled
Recruitment/Vacancy Status Update:

Parks and Recreation Director – Coming soon.

Community Engagement Manager – Round 2 interviews with Internal Staff are scheduled for 11/6/25.

Police Lieutenant (Internal Promotion) – Oral board interviews scheduled for 10/30/25.

Police Officer Cadet/Trainee and Police Officer – Currently, four candidates are in the background process. Water Reclamation Operator OIT/I/II – In review, pending next steps.

New Hire:
(1) Temporary Maintenance Worker
(1) Temporary Utility Maintenance Mechanic
Other:

Promotion - Homeless Services Coordinator to Management Analyst (Housing) Promotion - Temporary Maintenance Worker to Maintenance Worker Reclassification - Assistant Engineer to Engineering Project Manager Temporary Staffing:
(1) Office Specialist (Community Development) – Peak workload in the Planning and Building Division
(1) Office Specialist (Finance) – Backfill for FMLA leave AGENDA ITEM NO. 3.
46 (2) Administrative Assistant (Police Department; currently (1) vacancy) – Peak workload in the Records Division
(1) Maintenance Worker – Parks Maintenance – Backfill for WC injury (2) Utility Maintenance Mechanic – (1) Backfill vacant WR Shift Supervisor, (1) Backfill for non-industrial injury on modified duty.
47 City of Soledad – Parks & Recreation Department
Monthly Activity Report: September 2025

1. Executive Summary
September marked a strong start to the fall programming season at the Soledad Community Center, with a total of 2,953 visits across drop-in use, memberships, and program participation. Youth sports took center stage with the launch of fall soccer and volleyball leagues, serving over 200 registered participants. Additional enrichment offerings included new youth culinary and art classes, as well as a continuing partnership with Acing Autism for inclusive programming.

Senior participation increased with the return of the SoCo Social, a travel program outing, and continued fitness and social activities. The Youth Council began its 2025–26 term with two successful meetings, launching new initiatives and engaging in leadership training. Staff also dedicated significant time to capital planning efforts, grant development, strategic planning, and fall program alignment.

Community partnerships and strategic outreach continued to shape departmental goals, including meetings with funders, nonprofit collaborators, and consultants on the Community Kitchen Incubator, Capital Campaign, and the finalization of the City of Soledad Park Standards.

2. Key Metrics Dashboard
Category Trackable
Total
Total Community Center Visits 2953
Active Memberships 469
Membership Visits 2019
Drop-In Fitness Center Visits 103
Drop-In Open Gym 317
Pre-K Programs: (Art& Science): Ages 2-5 (weekly sessions) 28 Youth Program Participants: (Art& Science, Dance & Drama): Ages 6-17 (weekly sessions) 116 Camp: Ages 5-12 (daily/weekly-seasonal. Camp-32 max) 0
Youth Sports: (Basketball League: 5-13, wkly practice & games), Karate (2 programs 2x wk/6 wk sessions) 279
Inclusive Programs: Acing Autism (6 weeks, once a week) 8 Adult Activities: 0
Senior Programs: Social, fitness, culinary, travel 66
Special Event/Activity: (Mobile Recreation in the Park Program) 17 City Sponsored/Waiver (Celebration Nation)
City Use/SPR Partnership: (City Staff Lunch)
48 3. Program Highlights
Pre-K Programs: Little Einsteins (10), Tiny Tots Football (cancelled due to low registrations), Folklorico (10)
Youth & Teen Programs: Easy Baking (9), Global Foodies (11), Clay Charm Making (10), Digital Doodles (5)
Youth Sports: Youth Fall Soccer (106), Youth Fall Volleyball (106), Karate (34), Hartnell Basketball Clinic (33-free)
Performing Arts: Folklorico Dance (8)
Senior Engagement: SoCoSocial (48), Cooking Demonstration (3), Sit and Stretch Class (7), Travel (8) Community Events: Pop Up in Rec in the Park (17)

4. Collaborations & Outreach
 Youth Council Launch
Kicked off the 2025–26 Youth Council term with two meetings. Members established roles, began brainstorming annual priorities, and initiated a logo redesign process.  Community Sponsorship Engagement
Conducted outreach meetings with local businesses and service providers, including Anytime Fitness, Subway, Grocery Outlet, and Benetiz Security, to discuss sponsorship opportunities in support of Parks & Recreation programs and events.
 Strategic Planning & Leadership Development
Participated in a two-day internal Strategic Planning Session to align department goals and prepare for upcoming program initiatives with long-term City goals. Staff also delivered a presentation to Leadership Monterey County, introducing key Parks & Recreation initiatives.  Capital Campaign & Incubator Partnerships
Continued development of the Community Kitchen Incubator project in partnership with El Pájaro CDC, and held follow-up meetings with TMD Creative regarding Capital Campaign strategy and donor communications.
 Park Planning & Master Plan Finalization
Collaborated with BFS Landscape Architects to finalize the Parks & Recreation Master Plan and associated Park Design Standards. Staff presented these to both the Planning Commission and internal stakeholders.
 Expanded Regional & Grant Development Networks
Explored new grant funding opportunities through a meeting with AMBAG focused on regional resiliency funding. Met with Alliance on Aging to explore senior program alignment through the LADAP initiative. Participated in a Monterey Bay Area Self Insurance Authority (MBASIA) webinar focused on Parks and Recreation operations and risk management. 49 5. Facilities & Rentals
Council
Waiver
City/SPR
Use
Rented
Sports Fields - Soccer Orgs, Warriors, Travel Ball,
SMRD, SPR Soccer Program 0 85 411.5
Sports Fields - Resident rent/use 0 0 6
SCC Facility - Celebration Nation, City Lunch 3 3 0

6. Staffing & Operations
 Fall Program Launch
Staff successfully transitioned from summer to fall programming, launching new sessions in youth sports, culinary, and enrichment classes. Preparations included scheduling, instructor coordination, promotional efforts, and supply procurement for all registered programs.  Youth Council Oversight
Staff supported the launch of the 2025–26 Youth Council term, assisting members in role definition, goal setting, and project planning. Youth Commissioners participated in training and contributed to the early stages of annual initiative development.  Strategic Planning & Department Alignment
The director participated in a two-day Strategic Planning Session focused on aligning upcoming program initiatives with long-term department goals.
 Master Plan Finalization & Presentation
Staff worked closely with BFS Landscape Architects to finalize the Parks & Recreation Master Plan and associated Park Design Standards. Staff also prepared and delivered a presentation to both the Planning Commission.
 General Operations & Facility Oversight
Daily operations continued across the Community Center, parks, and athletic fields. Staff managed facility reservations, ensured maintenance needs were addressed, and facilitated smooth transitions between seasonal programs. Staff also supported citywide events, including a City staff lunch.
 Bi-weekly staff program planning meetings
50 7. Visual Highlights
Fall Youth Soccer
Senior Travel – Mission San Miguel
Charm Making (Will be displayed at the Dia de Los Muertos event) 51 SUBJECT: Community and Economic Development Department Activity Report TO: Honorable Mayor Velazquez and City Council
FROM: Beatriz Trujillo, Community and Economic Development Director

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
ECONOMIC DEVELOPMENT UPDATES:

CDBG BUSINESS ASSITANCE LOAN PROGRAM
Staff continues to provide information, resources, and guidance to businesses interested in applying for funding through the CDBG Small Business Assistance Loan Program.

Currently, two potential applicants are working with staff to complete their loan applications. Both are existing businesses seeking funding to expand their operations and enhance the services they provide by upgrading equipment and machinery. Should these applications move forward for review and approval, they are expected to fully utilize the remaining program funds, which total approximately $190,000.

BUSINESS ENGAGEMENT
On October 9th, the City of Soledad, in collaboration with the Pájaro Community Development Corporation (CDC), hosted a Microenterprise Home Kitchen Operations (MEHKO) workshop. Representatives from the Monterey County Health Department were also present to answer questions related to health permits and regulatory requirements for MEHKO businesses. The workshop was well-attended, with 20 participants from across Monterey and San Benito Counties.

On October 22nd, the City of Soledad, in collaboration with the Small Business Development Center (SBDC), hosted “The Money Map” workshop, which focused on how to prepare and fund a business. Two separate sessions were held—one in Spanish and one in English—with a combined total of 15 participants.

Economic Development (ED) staff also assisted and supported the Soledad Chamber of Commerce’s 2025 Spookfest, held at Cesar Chavez Park on October 31st. This event continues to serve as a key community celebration, providing a safe and fun environment that brings residents and families together in Soledad’s Downtown District.

AGENDA ITEM NO. 5.
52 SOLEDAD CONTAINER VILLAGE PROJECT
Staff is currently working with Townsend Public Affairs to prepare a grant application focused on the preliminary development of the Soledad Container Village Project. Staff anticipates submitting the application to the U.S. Economic Development Administration (EDA) in early November.

HOUSING DIVISION UPDATES:

ENCAMPEMENT RESOLUTION
Now, in its fifth month, the encampment continues to operate smoothly, with participants adhering to program guidelines. Step Up remains onsite providing daily support services focused on housing stability and their well-being. Foods Co has continued their regular donations to support our individuals. Community donations of sheets and blankets, new tents and tarps have been distributed to all participants to prepare for the seasonal weather. To ensure safety, security services remain in place on-site 24 hours a day, 7 days a week.

To date, 12 participants have transitioned into permanent housing, are receiving rental assistance, and ongoing case management to maintain housing stability. Other participants continue to receive case management tailored to their needs.

The Motel Voucher program continues to serve six participants, while the 16-bed modular interim site is on track for completion in late November. Seven non-eligible participants, for modular units, have received 30-day notices regarding encampment closure, with extensions available as needed. Support will remain to ease their transition to permanent housing or other shelters available in the County.

Step Up, our service provider, has continued with direct wraparound services, connecting individuals to community services and navigating barriers to ease their transition to permanent housing. With the collaborative support of Caltrans, Soledad PD and Monterey County Sheriff’s Department, the riverbed has been cleared. Trespassing enforcement will continue to be enforced in the area to prevent re-camping.

YOUTH PROGRAM DEMONSTRATION PROGRAM
The Youth Homelessness Demonstration Program (YHDP) continues its operations at the Gateway Center, serving youth ages 18-24 experiencing homelessness.

Currently, 12 participants are enrolled in the program. Four have been housed in an affordable studio or apartment and are receiving rental assistance through December, while one participant has secured transitional housing. Housed participants have also received household and cleaning essentials to ease the transition to permanent housing.

Remaining participants receive supportive services, including housing searches, services, and employment referrals.

The City’s Homeless Services Coordinator and staff continue to build partnerships with service providers and connect more eligible youth with services. YHDP will operate through December, with efforts underway to secure additional funding to continue the program.
53 PLANNING & BUILDING UPDATES:

SOLEDAD GENERAL PLAN
As part of the ongoing 2045 General Plan Update, the City of Soledad continues to work closely with planning consultant PlaceWorks, Inc. and the General Plan Steering Committee to shape a long-term vision for growth, mobility, and land use in the community. Following the approval of the Land Use Alternatives, PlaceWorks has begun preparation of the Environmental Impact Report (EIR), the next major phase of the General Plan Update process. This stage focuses on analyzing how the proposed land uses and policies may affect the environment and community.

The Notice of Preparation (NOP) for the EIR was released on October 13, 2025, and the public comment period will remain open until November 13, 2025. As part of CEQA requirements, the City must host an EIR Scoping Meeting to allow the public and local stakeholders to provide verbal and written comments. Comment cards will be available for attendees to submit input that will receive a formal response in the General Plan EIR.

A flyer for the November 3rd meeting is attached to this report.

To ensure a transparent and community-led process, City staff has continued coordination with the Steering Committee, which is composed of community members and local stakeholders. A list of Steering Committee members is attached to this report.

Since the development of the Land Use and Circulation Map, staff has met with the Steering Committee on October 9 and October 22, 2025, to review the proposed land uses and circulation map and discuss their potential impacts on the City of Soledad. These discussions are intended to prepare the Committee for leading a broader community conversation.

The community discussion will take place during the General Plan EIR Scoping Meeting, scheduled for November 3, 2025. The meeting will be led by the Steering Committee in collaboration with City staff, providing an opportunity for community members to share input on the environmental topics that should be addressed in the EIR and identify areas of potential concern. This milestone represents significant progress toward completing a comprehensive, long-range plan that will guide Soledad’s development, infrastructure, and policy decisions through the year 2045. For more information about the General Plan Update, please visit the project website at www.soledadgeneralplan2045.com or obtain materials in person at City Hall.

SOLEDAD MARKETPLACE
Quick Quack Car Wash was returned for deficiencies and is currently working on resubmitting for Plan Check #2. At this time, no additional applications have been submitted to the City for development at the Marketplace.

HOLIDAY INN
The project applicant has submitted the Site Plan and Architectural Design plan for City staff to review. The application was incomplete, and comments/deficiencies were sent back to the applicant for additional information and submission. The city has been in communication with the applicant and expects to resubmit plans by end of the year.

SOLEDAD RENWABLE OASIS TRUCK STOP
54 Staff is currently working with the applicant towards a complete planning application to start with the environmental work that is needed to comply with CEQA. The developer anticipated resubmitting an application in late 2025.

ALMOND ACRES SUBDIVISION
The City, as the lead agency, has prepared a Draft Environmental Impact Report (EIR) for a proposed residential subdivision consisting of 55 single-family and 12 multi-family housing units, located on a 12-acre site between Cedar and Orchard Lane. The project would retain the existing mobile home neighborhood and develop the remaining 9.16 acres.

The public comment period began on June 27 and ended on August 7, 2025. Public comments were received by County agencies like the Air District, MST and state agencies like the California Department of Fish & Wildlife. Staff is currently reviewing the comments and making edits to the proposed draft in response to those comments. It is anticipated that the project will be before the Planning Commission in late 2025.

SUHSD HOUSING PROJECT
Staff is actively collaborating with SUSD to advance the construction process. The building permit has been issued as of April 4th, 2025. The City is working closely with the applicant to ensure that the remaining deferred items are addressed.

MIRAMONTE (FORMER MIRAVALE III)
Staff is actively working with the Local Agency Formation Commission (LAFCO) to secure the Certification of Completion. City Manager Megan Hunter has been leading discussions with LAFCO regarding the agricultural conservation easement, and staff will continue coordinating to meet all requirements.

It is important to highlight that the project already benefits several key approvals, including a certified Environmental Impact Report, an adopted Specific Plan, and a Vesting Tentative Tract Map. While the Development Agreement remains under preparation, much of the overall development framework is already in place. The Development Agreement will primarily address infrastructure phasing, financing strategies, and the affordable housing program.

In parallel, staff has been working closely with the Developer’s team to complete the draft Parks and Landscape Master Plan and the Fire Station/Police Substation Plan. These documents will provide further support for the Development Agreement’s approval.

On September 3, 2025, the Soledad City Council approved the formation of an Advisory Committee for the Miramonte Specific Plan during the Development Agreement process.

Given the Council and community’s emphasis on housing, staff recommends that the Committee focus on housing-related issues. Staff will coordinate with the Ad-Hoc Council members to schedule the Committee’s first meeting in early November 2025.

BUILDING DEPARTMENT UPDATES:

Building Permits Log is attached
55 Name
Jose Barajas Monterey-Salinas Transit District
Carissa McCann Community Member
Erika Librado Centro Binacional para el Desarrollo Indígena Oaxaqueño Alma Fausto-Valdez Community Member
Aaron Hernandez Transportation Agency for Monterey County Nadia Ochoa Community Member
Ida Chan Soledad Community Health Care District
Eugene Ivey II Community Member
Graig Stephens The Soledad Historical Society
Randy Bangs Soledad Unified School District
56 57
58 59
60 61
62 Permit List
25 Records
Permit # Issued Any Parcel Number Site Address Type Project Description Valuation Totals 250246 09/23/2025 022501003000 572 GARDENIA
PL

RESIDENTIAL

ELECTRICAL
ENERGY STORAGE SYSTEM: (1) TESLA: POWERWALL
3, FOR EXISTING SOLAR $7,000.00
250272 09/23/2025 22191069000 1778 JOHNSON
DR RESIDENTIAL RE-ROOF Remove old composition shingles an install newcomposition shingles 30 years roof. $14,000.00 250275 09/24/2025 022391023000 1129 Vista De
Soledad

RESIDENTIAL WATER
HEATER
Replace failed water heater 40 Gallon natural gas like
for like in same location $3,355.00
250278 09/24/2025 22341004000 380 VALLEY
RIDGE ST RESIDENTIAL RE-ROOF REMOVE EXISTING AND REPLACE WITH NEW COMP.SHINGLES $9,800.00 250281 09/24/2025 22073031000 295 4TH ST RESIDENTIAL
ELECTRICAL Electric Panel Upgrade to 200amps $3,500.00
250254 09/25/2025 022482025000 1112 Vista
Avenue
SOLAR / PV SYSTEM PV Roof Mount, 4.1KW, 10 Panels, 1 ESS, 1 EXPANSION PACK $21,790.00
250286 09/25/2025 022026001000 580 MONTEREY
STREET

RESIDENTIAL
ELECTRICAL 200 amp temp power pole, circuits 20, 50 $1,000.00 250215 09/26/2025 22521056000 500 FERREL
WAY

ACCESSORY DWELLING
UNIT
Convert part of the garage to a JADU 475 sq. ft. $48,872.75 250181 09/29/2025 22518045000 529

TANKERSLEY ST

ACCESSORY DWELLING
UNIT
CONSTRUCT 434 S.F. ATTACHED ADU ADDITION,
TOTAL ADU WILL BE 434 S.F. W/ 1 KITCHEN & 1
BATHROOM, 1 BEDROOMS - 398 S.F. PATIO ADDITION
$99,732.66
250279 10/01/2025 22023004000 237 EAST ST RESIDENTIAL WALL HEATER
Replace natural gas wall furnace with a natural gas
direct vent furnace. $3,500.00
250179 10/02/2025 22231023000 138 INCA DR ACCESSORY DWELLING UNIT
New Attached ADU 392 SQ. FT. $80,000.00
250273 10/06/2025 22141006000 323 DIXI ST RESIDENTIAL
ELECTRICAL Full house rewire w/electrical panel upgrade. $26,000.00 10/27/25, 12:00 PM office.smartgovcommunity.com/Permits/PermitList/Print https://office.smartgovcommunity.com/Permits/PermitList/Print 1/2 63 Permit # Issued Any Parcel Number Site Address Type Project Description Valuation Totals 250289 10/06/2025 22511019000 1038 SAN
RAFAEL

RESIDENTIAL WATER
HEATER

REPLACE GAS WATER HEATER WITH ELECTRIC
WATER HEATER 65 GAL $2,500.00
250188 10/07/2025 022351008000-9 315 Gabilan Drive

COMMERCIAL TENANT

IMPROVEMENT
Tenant improvement of existing credit union branch. $200,000.00 250280 10/07/2025 2.57082E+11 34520 MORISOLI

RD CITY PROJECTS
Replacement of Swing Gate with an Automatic Sliding
Gate 96 Sq. Ft. $113,140.00
250291 10/07/2025 22461027000 733 LOPEZ ST SOLAR / PV SYSTEM ROOF MOUNT SOLAR 12 MODULES, 4.92 KWD, 1ESS $27,000.00 250145 10/09/2025 022311041000 696 ANDALUCIA
DR

ACCESSORY DWELLING
UNIT
ADU ATTACHED GARAGE CONVERSION 440 SQ FT $45,271.60
250290 10/09/2025 022491006000-18
3016 H.

DeLaRosa Sr.

Street

COMMERCIAL

PLUMBING

INSTALLATION OF BACKLOW DEVICE/ SUBWAY
LOCATION $1,700.00
250295 10/09/2025 22483071000 893 ENTRADA ST SOLAR / PV SYSTEM ROOF MOUNT SOLAR 17 MODULES, 6.89 KWS, 1ESS $20,081.00 250288 10/10/2025 22361017000 1001 HIGHPOINT
CT

RESIDENTIAL

PLUMBING
NEW 67 FT. OF GAS LINE TO ADU TO SERVICE GAS
STOVE $700.00
250297 10/10/2025 22442011000 936 LAS FLORES
ST SOLAR / PV SYSTEM ROOF MOUNT SOLAR 7 MODULES, 2.87 KWS, 1ESS $19,453.00 250298 10/10/2025 22151018000 1245 WALKER
DR

SOLAR PV WITH

ELECTRICAL PANEL

UPGRADE
ROOF MOUNT SOLAR 22 MODLUES, 9.02 KWS, 1ESS &
MAIN PANEL UPGRADE $35,138.00
250232 10/16/2025 022251001000-2 501 Andalucia
Drive

ACCESSORY

STRUCTURES
New stair and deck repairs for Jardines De Soledad
Apartments
$80,000.00
250296 10/16/2025 22361083000 373 ENTRADA
DR

RESIDENTIAL
PLUMBING Install Water Treatment System $9,150.00
250303 10/21/2025 022323031000 962 PRADO DR RESIDENTIAL RE-ROOF REMOVE EXISTING & REPLACE WITH 40YR COMP SHINGLES $18,000.00
10/27/25, 12:00 PM office.smartgovcommunity.com/Permits/PermitList/Print https://office.smartgovcommunity.com/Permits/PermitList/Print 2/2 64 SUBJECT: Fire Department Activity Report
TO: Honorable Mayor Velazquez and City Council
FROM: Jason Luckenbach, Battalion Chief

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
Fire Department Activity Report for October 2025
AGENDA ITEM NO. 6.
65 Station 37 - Call Volume
19 106
8 7
9 149
20 145
23 11
11 210
0 50 100 150 200 250
Fires
Medicals
Traffic Accidents
Hazardous Conditions
Public Service Assists
Total Calls (Last 30 days)
Fires Medicals Traffic Accidents Hazardous
Conditions
Public Service
Assists
Total Calls
(Last 30 days)
Current 20 145 23 11 11 210
2024 19 106 8 7 9 149
SEPTEMBER 21ST - OCTOBER 25TH
Current 2024
66 City of Soledad Fire Department
525 Monterey Street, Soledad, CA 93960

STAFF REPORT
October 27th, 2025

To: Mayor and City Council
From: Jason Luckenbach, Battalion Chief
Subject: Activity Report – October 2025
BUSINESS INSPECTIONS / PRE-PLANS:
 (6) Life/Safety Business Inspections have been completed  (4) Re-Inspections completed
 (3) Preplans Completed
TRAINING:
 October – Multiple ongoing trainings utilizing the new ladder truck 67 OPERATIONS:
 10/19/2025
o Soledad Fire Department responded to a significant vehicle accident on Hwy 101 x Front St. Multiple patients were flown out to nearby hospitals.

PUBLIC RELATIONS:
 October 14th, 2025 –
o Sation personnel attended a fire prevention week presentation at Jack Franscioni Elementary School
 October 16th, 2025 –
o Welcomed Senator Laird and Staff for a walk-through of the fire station. 68 SUBJECT: Public Works Activity Report
TO: Honorable Mayor Velazquez and City Council
FROM: Alex Ramos, Assistant Engineer and Don Wilcox, Public Works Director

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
AGENDA ITEM NO. 7.
69 PUBLIC WORKS DEPARTMENT ACTIVITY REPORT

MEETING
DATE: November 5, 2025
Projects and Activities
 Community Center Modernization Project
 The Community Center Modernization Project is under discussion with the Contractor regarding the Gym Lighting scope of work and finalizing items regarding contractual obligations.
 FD Apparatus Bay Project
 The App Bay Project Phase 2 for the sitework is now completed with the recent installation of the gate, motor, and other items. The Contractor is tidying up some miscellaneous items before Staff takes the project for acceptance and retention release.

Additionally, the Fire Monitoring System is currently under permitting review and is the final item to close out the building phase.
 WRF Metal Building
 The WRF metal building structure has completed construction, and the final item to complete is the fire monitoring system for the fire alarm, which is currently under permitting review.
 WRF Manhole Replacement Project
 The WRF Manhole has commenced with the recent demolition of the worst manhole located behind the blue building. The manhole is under construction and will soon be rebuilt.
 RW Conveyance Project
 The RW project continues to move through the City along alignment B. Work is scheduled to continue down Vista Avenue and then Toledo Street.  West St Road Diet
 The West Street Road Diet will now consider other improvements outside of the original grant scope of work, including street lighting, sidewalk upgrades, and hydrant spacing.
 WRF Entry Gate
 The WRF Entry Gate has officially commenced! Plummerbuilt is scheduled to pour the track for the new sliding gate and the foundation for the intercom system within the next few days.
70 Projects out for Bids (PlanetBids) Updates:
 RFP for Arc Flash Analysis that was posted on October 21 and is due November 18, 2025.

Water Department Activities
 Regional Recharge Basin
 PW Staff started preparations for the upcoming rain season and the time and effort paid off.

The regional recharge basin worked as intended with the sudden downpours experienced in the past few weeks.
 Storm Drain Cleaning
 Storm drain cleaning continues, with the recent cleanings on West/Market and San Vicente and will continue through various parts of the City in preparation for the rainy season.  Utility Breaks/Repairs
 PW Staff worked on a service leak near Palm & 5th Street and assisted with a sewer repair on Dixi Street.

Water Reclamation Facility Activities:
 WRF Repairs
 Staff pulled Aerator 1 out of the sludge stabilization basin one and mixer six from sludge stabilization 2 and are being replaced with a spare unit.  The polymer manhole for the WRF Manhole Replacement Project has been delivered.

Manhole 11 is being worked on and will soon be the first manhole to be completed using a polymer manhole.
 Tractor Delivery
 The WRF Tractor is to be delivered next week! Staff are excited to showcase the newly acquired tractor at the next council meeting.

PW Streets Department:
 Parks and Street Maintenance
 Streets/Park staff continue routine maintenance of city parks and streets, and have identified areas where striping needs to be refreshed. Soliciting bids through the Engineering Division.  Staff will work on identifying additional streetlights throughout the City and populating the Streetlights GIS data with updated information to begin asking PG&E for additional streetlights.  Streets/Park Staff are performing routine maintenance of the storm drains in the City and addressing night calls during the recent downpours.
71 Figure 1 - PW Staff pulling Aerator 1 from the Sludge Basin 72 Figure 2 - PW Staff Assessing the Demolition: WRF Manhole Replacement Project Figure 3- Storm Sewer Cleaning
73 Figure 4 - Regional Recharge Basin Working as Designed! 74 Figure 5 - Service Leak Repair (Palm & 5th Street)
75 Figure 6 - PW Parks & Streets Night Storm Drain Cleaning 76 SUBJECT: Police Department Activity Report
TO: Honorable Mayor Velazquez and City Council
FROM: Patrick G. Valenzuela, Chief of Police

COUNCIL COMMUNICATION
THROUGH: Megan Hunter, City Manager

MEETING
DATE: November 5, 2025
AGENDA ITEM NO. 8.
77 SOLEDAD POLICE DEPARTMENT
Monthly Crime Date and Calls for Service 2025
Jan. March April M"y Jule Jrly Aug. Nov. I)cc. Yearly
Totals
Activity
Murder/Atrcmpted Murder I 0
0 I 0
00000
2 Sexual Assau.lt
0 I 0
000 I 0
4 202,1-Armed Robbery
00 0
0 00 I 00
000 I
Armed Robbery
0 00 I 0
00 1
2024Srong Arm Robbery
0 I 0
00 I 000000
2 Stong Arm Robbery
0 0
0 0
0 0 I 0 I
Aggrarzted Assault
2 4
2 03
2 3
Arson
0 0000000
B"rglrry
0 4 I I 4026
Auto Theft I I I d005 L7
DUI Stops at checkpoint
0 0000000
Minor ABC/TOBACCO Violations
000
00000
00 0
Youth Violence Related Incidents
22 2
0 2 l9
Trafr c Citations/Warnings Issued tt2 76 60 63 68 41 7t 52 129 105 777 Total Arrests 30 l5 35 22 t4 t4 t7 28 l6 228
Dogs Impounded 16
0 4 l8 l0 t7 t4 39 136
Cats & Other Impounds
201
000 I I 23 l0
ACO Contacts 30
3 7 47 32 34 4t l9 36 56 305
Animals transported to SPCA
422 14
476 I 58 54
Code Enforcement Contacts 22
4 l5 t7 2t 60 77 77 53 110 456
Parking Enforcement CitationsAMarnings 106 89 20 25 43 47 30 46 50 32 488 Vehicle Abate ment Contacts 25
2 18 58 6l 68 105 65 18 453
Commercial Enforcement Contacts
505
200 t2
Community Policing 535 518 409 433 518 655 260 r,422 243 5,271 Victim Advocate Contacts 74 72 7l r04 101 100 105 15 50 759 Domestic Violence
056 l0 l0
6 4 l3
5 61
Total Calls for Service 1,392 r,367 8t7 t,377 t,277 973 r,392 t,716 1,505 12,722 TOTAI, MON'I'HLY ACIIVTIY 2,369 2,176 2,218 2,17r 2,024 2,138 2,631 2,381 2,258 21,822 IIIIIIIIIIIIrIIIIIIIIIIIIIITIIITIIIIIIIIrIIIII
l'eb,
0 2
00 0
00 3 I 23 0 0 0 2 0 20 00 0 0 0 2
15 0000
278
67 s.n, I o.,.
1,456
2 906
78 Credit Card Holder Name :

Statem.nt Closing Date: (ktober 6, 2025
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Credlt Card Purch.se Loa
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79 CityofSoledad
Cr.dlt Card Pu.chase Log
Credlt C.rd Holder Name : OEPUTY O{IEF FREDERICX LOMSARDI Slatement Closhg Oate: September 8,2025
9l9lZO25 ENTERPRISE RENf A CAR TRAINING: LT. SANnAGO 10Gr40(}52091 $811.78 9ltolzo25 olRECr lv CABLE SERVICE 1@riurc-52ztoo Srr2.9E thLlzozs TNIERPRISE RENTA CAR 100-r400-52091 ($204.25)
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TRAININ6: VICIIM ADVOCATE
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9l\sl2025 fooDs co OUI CHECI(POINT: ORiNX5 100-r400-52070 s28.46 t/rsl2025 CACEO 100-1400-52091 9550.oo N
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912912025 CACEO TRAINING: IOE ESCIRSEGA.REaUND. 100-l4oo-520:[ (5550.00) 1Ol3l2O2s POLICE EXECUTIVE RESEARCH r00-1400-52091 5Es0.oo N tol3l2025 CLEARS InANING:GARCIA 100-l4oo-52091 N
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80 O9/23/202s to
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Prep.red by: Acling Lieutenant Santiago
202s
lsolcdad Poltce lreD.rtreat

COMMUNITY ENGAGEMENT REPORT
Citizen Contacts: Offic€rs tra
this reporting period ( DoEeatic Violence Vigil 6 Comunity Iorn Halt) Business Checks: Officers conducted 27 sa outreach contacts.

Apartrent/Residonti.l contactg: O
vell-being checka.
ts made ilg contactr yith residents on
Schools: Officors conduct patrols of school zones auring higrh traffic time.

City Parka: Continuous patrols and y s
Youth Outleach: Youth provided stickeEr throughout the rcporting pariod.

Special Event8: Domcatic Violence Vigil e CotrErunity ToYn EalI Social- media: fnatagr..D- 756,976 viexa, 87.715 accounta reached, 10,108 plofile visits. Eacabook - 76/t,601 vievs, 5,915 int€ractionB, 192 nar follorers. Thig number continues to inc!€aae aa the d6p!rtE6nt, s hard rork i8 being dilplay€d for the comnunity to s€e.

Cburches: Daily patlol of churches throughout tha city.

Voluntecr/BeservG/Enplo!.r Utlitr/t{isc : N,/A
-t
.or.E_Pat
Police
81 Soledad Police Departnent
Departuent Activity Report
CSO:AI,EIANDRE Jan. Feb. March April May June July Aug. SepL OcL Nov. Dec.

Abandoned Vehicles
72-Hour Tag: Public
0 I 6 20 25 37 ,lii t7 20
5 72-Hour Tag: Private
000
39 I 0
00 I 6
052 I Vehicles Towed r)
Total AV Contacts0 I 6 22 34 4A 57 20 20
000
Commercial Enforcement
,
Commercial Enforcement Conhcts
000
000
Animal Conrol
Dog Licenses
00 0
57 1
58 10 ?) Issued
Dogs In Custody
002 l3
7 10625 a1
Other Animals In Custody
0 0
0 00
0 I I
Animd Bites
00 I 3
3 I 4 I 3
SPCA Transport
0 2
9 (1
44 1o
Deceased Animals
000
2 I 2 I I 2
o
Citatioru
0 0
0 2 I 00
o
WamingCiatiom
000
00000
Breeding License Applications
0 0
00 00
0 0
o
Contacts regarding Breeding
000
000000
Total Animal Control Contacts
5 34 22 18 2t l3 2t
000
Municipal Code Violations
Complaints
010
9 456 I 3 3q
Wamings
00 I 2
0604
Citations
00 I 0 I 0
0 a
Total Municipal Code Contacts
0 I I 25 t55 1317000
Calls for Service ct7
99 Other Calls for Service 0 7 148 tt7 38 56 30 48 5a
Total Calls for Scrvice
0 1l 34 229 188 104 147 64 96000
II fTIII
I'III
-r--II
II
r6*
06 0
0 I0
2 000
o
0 Z I 01 l5
012
0 010 0100
82 83
Soledad Police Departuent
Departnent Activity Report
CSO: ESCARSEGA Meflh April May Jrme Juty Aug. Sept Oct Nov. Dec.

Abandoned Vchides
72-Hour Tag: Public
0 6
7lHour Tag: Priyarc
000
602000
0 Vehides Torred
0 20
Total AV Contacts
000 t2
6 25 23 183
60 Commercial Enforcement
Commcrcial Enforccment Conacts
000
0 0
0 0
0 0000
Animal Control
Dog Liccnses Issued
0 1
0 0 I 6 I 0 I 3
Dogs In Custody
002
337609 t2
Other Animals In Custody
000
0000 I 00
Animal Bircs I 0
0 000200
SPCA Tranrport
0 303 I 0 I 1
Deceascd Animals
000
0 20202 I
Citarions I 0
0 000000
Waming Citariom
000
000000
Breeding Lic€Dsc Applications
0 0
000
00 00
Contacts regarding Breeding
000
0 0 I 000
Total Animal Conuol Contacts
202
66 16 t7
0 0
Municipal Code Violations
Complainu 24 I 20 50
0 55 40 53 32 42
Wamingt I 0
0 300 I 000
Citarions
27 700
0 000
Total Municipal Code Conarts 32
2 27 60
0 55 4l 53 32 4200
Calls for Sewice
Other Cdls for Service 37 28 30 6l0 25 57
u 58 40
Toal Calls for Scwice 30 139 t2t 133 ll8 105
IIIIII

IIIIIIIIITIIIIITIIII
IIIIrI
II
2t3 I 0 0 00 0 0
7L 59 t2 106
n
0 12 lB lls
0 o l2l2lo
0ll
010
1l6l?Jl2rl16 lB
Jan" I rel.
84 Soledad Police Deparhent
Deparment Aaivity Report
CSO: P. C,eleya Jan. Feb March April May June July Aw. Sepc OcL Nov. Dec.

Abandoned Vehicles

79.Hour Tag: Public r3
0 I l8 t7 15 l9 l99
5 79Hour Tag: Prirarc
0005203300
Vehicles Towed
502 I 2
235 I 0 3 24 2t t7 q( Total AV Conorts 18 27 l0
700
Commercial Enforcement
Commercial Enforcemcnt Conacts
5 4
2000
0 0000
Animal Control
Dog ticcnscs Issucd
000
000 I 0
0 0
Dogs In Cugtody
00 0003 I 0
6 Odrer Animals In Custody I 0
0 02000 I 2
Anima.l Bites
000 I I 00000
SFCA Transport
0 0
20 I I I
Deceased Animals
00 00 I 3 I 0
0 Citations
00 0
0000000
Waming Citarions
000
00 00000
lrcsding Uccns€ Applicatiorr
0 0
0000000
Contacs regarding Brceding
00 0
00000
0 1
5 I I 83
9 ToaI Animal Control Contacts 7 I 0
0 Municipal Codc Violations
Complaints
0 6 18
6 15
8 l3
Wamings t2
0 I I I 02 I 5
Citations 38
07 15
788 136
5 Total Mrmicipd Code Contacts 50
0 15 34 t4 l1 23 23 t4 23
00 Calls for Scrvice
Othe.r Calls for Servicc t1 27 45
N
Tocl Calls for Sewicc 80
0 26 39 43 56 80 7l 67
0 0
IIIIII
IIIIrIIIIIIIIIrIIIII
IIIIII
IIIII II 2 0 I I I 0 0 0 0 5 2 7 2
65 0
L
85 E d m Victim Assistance Advocate activity report- C, Zamudio September 28t'2025- Ocotber 28',,. 2025
Referral Services:05
On-scene crisis response: 0
Community Outreach: 12
Meetings:03
Follow ups:8
Social Media/ Website: 15
Victim Advocate Training: 01
Schools visited: 01
Other Details:20
TOTAL:57
86 SUBJECT: Resolution No. 6296, A Resolution of the City Council of the City of Soledad Establishing 2026 City Council Meeting Dates
TO: Honorable Mayor Anna Velazquez and City Council
FROM: Darlene Noriega, Deputy City Clerk
MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 9.

Recommendation
It is recommended that the City Council adopt Resolution No.6296 , "A Resolution of the City Council of the City of Soledad Establishing the 2026 City Council Meeting Dates".

Executive Summary
Pursuant to Section 2.04.010 of the Municipal Code, the Council may, by resolution, set times and dates for regularly scheduled meetings. Typically, the City establishes the meeting schedule in December before the start of a new calendar year. The resolution may be changed as necessary based on the needs of the Council.

Background
On December 2, 2020, the City Council changed the meeting times to 6:00 PM to accommodate work schedules and better accommodate the public and established the annual meeting schedule. This item will set the regular meeting schedule for calendar year 2026. At present, no changes are proposed to time the meetings are scheduled.

Review & Analysis
In November 2024, staff recommended canceling the January 1, 2025, Council meeting due to the proximity of the Christmas and New Year holidays, which typically result in both staff and Council members being out of town. Limited staff availability to complete reports also contributed to this recommendation.

For similar reasons, staff now recommends that no meeting be scheduled for the first Wednesday of January 2026, which falls on January 7.

In addition, over the past three years, the Council has consistently canceled its second meeting in July to allow for a summer recess. In keeping with this established practice, staff recommends canceling the 87 Resolution No. 6296
July 15, 2026, meeting.

Financial Considerations
This is a routine administrative action, and no additional costs are anticipated. Canceling one meeting in January and one in July would result in minor cost savings by reducing expenses for translation services and staff overtime.

Alternatives
The Council may consider alternatives and provide appropriate direction at the meeting.

Public Notice Requirements
None.

Attachment(s):
88 RESOLUTION NO. 6296

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLEDAD ESTABLISHING

CITY COUNCIL MEETING DATES AND TIMES
WHEREAS, the Soledad City Council’s meeting schedule currently establishes the Council’s regular meeting date and time as the first and third Wednesdays of each month at 6:00 PM; and WHEREAS, Soledad Municipal Code Section 2.04.010 provides that the time of the City Council’s regular meetings shall be fixed from time to time by City Council resolution.

NOW THEREFORE, BE IT HEREBY RESOLVED by the City Council of the City of Soledad that the City Council regular meeting schedule shall be established as the first and third Wednesday of every month at 6:00 PM. The City Council shall adopt a calendar of meetings for each succeeding year in accordance with this schedule, subject to exceptions for meeting dates scheduled on holidays or during any period in which the Council decides in advance to modify the schedule. The regular meeting schedule for the year 2026 shall be as follows:

January 21
February 4, 18
March 4, 18
April 1, 18
May 6, 20
June 3, 17
July 1
Aug. 5, 19
Sept. 2, 16
Oct. 7, 21
Nov. 4, 18
Dec. 2, 16
PASSED AND ADOPTED by the City Council of the City of Soledad at a regular meeting duly held on the 5
th day of November 2025, by the following vote:

AYES, and in favor thereof Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:
____________________________
ANNA M. VELAZQUEZ, Mayor
ATTEST:
_____________________________________
MEGAN HUNTER, City Clerk
89 SUBJECT: Resolution No. 6297, A Resolution of the City Council of the City of Soledad Approving Sponsorship and Street Closure of Front Street Between Main Street and Soledad Street for the 39th Annual Christmas Parade and Festivities Event and the 2nd Annual Christmas Tree Lighting Event at Cesar Chavez Park
TO: Honorable Mayor Velazquez and City Council
FROM: Darlene Noriega, Deputy City Clerk
MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 10.

Recommendation
It is recommended that the City Council of the City of Soledad consider and adopt Resolution No.6297, “Approving Sponsorship and Street Closure of Front Street Between Main Street and Soledad Street for the 39th Annual Christmas Parade and Festivities Event and the 2nd Annual Christmas Tree Lighting Event at Cesar Chavez Park.”
Executive Summary
The City of Soledad has historically partnered with the Soledad-Mission Chamber of Commerce to host the annual Christmas Parade and Festivities. With the Chamber’s disbandment, a community-based organization, the Christmas Committee, was been formed to carry forward this tradition in 2024. Now in its 39th year, the celebration will feature a community parade, nonprofit food vendors, children’s games, and live entertainment.

In 2024, the City enhanced the celebration by introducing a Christmas Tree Lighting Ceremony, held the evening prior to the parade. Continuing this tradition, the 2025 Christmas Tree Lighting is scheduled for Friday, December 5, 2025, at 5:30 p.m., followed by the Christmas Parade and Festivities on Saturday, December 6, 2025, from 2:00 p.m. to 8:00 p.m. It is requested that the City Council approve sponsorship of this event and related street closure.

Background
For 37 years, the Soledad-Mission Chamber of Commerce organized the annual Christmas Parade and Festivities at Cesar Chavez Park. Beginning in 2021, the City of Soledad partnered with the Chamber to support these cherished community traditions. Following the Chamber’s dissolution, event coordination was assumed in 2024 by the Christmas Committee (“Committee”), in collaboration with 90 the City.

The annual celebration traditionally features a street parade, children’s activities with Santa Claus, and food sales hosted by local nonprofit organizations at Cesar Chavez Park. These events foster a safe, family-friendly environment where residents can celebrate the holiday season while bringing vibrancy to Downtown Soledad and supporting local businesses.

In 2024, the City successfully expanded the celebration by introducing a Christmas Tree Lighting Ceremony, held the evening prior to the main event, featuring the City’s Christmas tree, local entertainment, and festive activities. Building on this success, the City and the Committee propose to once again host the Christmas festivities this year, pending City Council approval for a temporary street closure, fee waivers, and in-kind support. These continued efforts aim to strengthen community engagement and enhance the festive atmosphere established in previous years.

Review & Analysis
The 2025 Christmas Festivities are proposed to take place over two days, beginning with the Christmas Tree Lighting Ceremony on Friday, December 5, 2025, from 5:30 p.m. to 7:00 p.m., followed by the Christmas Parade and Festivities on Saturday, December 6, 2025, from 2:00 p.m. to 8:00 p.m. Both events will include an additional hour before and after for setup and cleanup. This will mark the second year that the Christmas Committee (“Committee”) serves as the lead organizer. The Committee has requested City sponsorship and in-kind support, consistent with prior years.

The festivities will take place at Cesar Chavez Park and extend into adjacent parking areas. To ensure pedestrian safety, staff requests City Council approval for the temporary closure of Front Street between Main Street and Soledad Street during event hours. The street closure will accommodate key activities, including the tree lighting, nonprofit food vendors, games, photos with Santa Claus, and live entertainment. A street closure and traffic flow map is included as Attachment 1.

In coordination with event organizers, the City Manager's Office met with the Committee to identify inkind services that can be provided within existing City resources. With the exception of the Public Works and Police Departments, staffing needs can be accommodated within current departmental budgets. The Parks and Recreation Department will provide park reservations for December 5 and 6; however, staff are not expected to be on-site during the event. Public Works will assist with barricade setup and removal for the street closure and handle trash and restroom servicing before, during, and after the festivities.

The Police Department will provide full support, including security coverage, routine patrols, and parade coordination to ensure public safety given the expected attendance. The Fire Department will participate by showcasing the City’s new fire ladder truck and serving as the main carrier for Santa Claus during the parade finale. Their involvement underscores the City’s commitment to safety and community engagement.

The City Manager's Office will oversee coordination between the City and the Committee, facilitate community and business outreach along Front Street, assist with event marketing, distribute public notices, and provide on-site supervision. The Committee will be responsible for completing all application materials (including liability insurance), coordinating volunteers, designing promotional materials, organizing games and activities, and securing private security services.

The Christmas Festivities have become a signature Soledad tradition celebrated as a safe, family91 Resolution No. 6297
Event Parade Route
Cesar Chavez Park
friendly event that strengthens community connections, supports local businesses, and enhances the vibrancy of Downtown Soledad. Building on the success of recent years, City departments recommend continued sponsorship, in-kind support, and participation in the 2025 event to ensure another successful and memorable celebration.

Financial Considerations
The Committee is a non-profit organization; therefore, the event permit fee will be waived upon submission of their IRS non-profit status documentation. The action before the Council is to review the requested in-kind services, which include staff time and certain fee waivers. Specifically, the Chamber has requested a waiver of the park reservation fee of $150 per day. The park is reserved for two days, one day for setup and preparation for the tree lighting ceremony, and the second day for the main event, which will feature vendors, photos with Santa Claus, and other holiday activities, for a total of $300.

In addition to the park reservation, there will be minimal staffing costs. While most staffing needs can be absorbed within departmental budgets, the Public Works Department will need to adjust schedules and allocate overtime to provide restroom servicing and trash maintenance. This is anticipated to result in approximately $375 in overtime costs from the Public Works Department budget.

Alternatives
Approve the Resolution for street closure, fee waiver, and in-kind services for the 39th Annual Christmas Parade and Annual Tree Ceremony; or
Reject the Resolution for the street closure, fee waiver, and in-kind services for the 39th Annual Christmas Parade and Annual Tree Ceremony and provide other direction to Staff.

Planning/CEQA
The proposed sponsorship and associated request for the temporary street closure, waiving of the park fee, and in-kind services are considered exempt under the CEQA Guidelines Section 15304 (e) Class 4 Minor Alteration to Land. Pursuant to CEQA minor temporary land use with minimal or no permanent effects on the environment, such as carnivals and Christmas tree sales, are exempt.

Public Notice Requirements
None.

Attachment(s):
92 1
RESOLUTION NO. 6297

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLEDAD

APPROVING SPONSORSHIP AND STREET CLOSURE OF FRONT STREET BETWEEN MAIN STREET AND SOLEDAD STREET FOR THE 39
th ANNUAL
CHRISTMAS AND FESTIVITIES EVENT AND THE 2nd ANNUAL CHRISTMAS TREE

LIGHTING EVENT AT CESAR CHAVEZ PARK
WHEREAS, for 37 years, the Soledad-Mission Chamber of Commerce (Chamber) has been organizing annual Christmas Parades and Festivities at Cesar Chavez Park, however, as of 2024 the Christmas events have been being organized by the Christmas Committee and the City of Soledad. Due to the positive benefit for the community, the City has long been a partner; and WHEREAS, the Christmas Committee has requested the use of the Cesar Chavez Park and a waiver of fees for their annual Christmas Parade and Festivities and the Christmas Tree Lighting events, and the closure of Front Street from Main Street to Soledad Street. The Christmas Tree Lighting event is scheduled to take place on Friday, December 5th, 2025, from 5:30 to 7:00 p.m. and the Christmas Parade and Festivities are expected to take place on Saturday, December 6 th
, 2025, from 2:00 p.m. to 8:00 p.m., with an additional hour allocated for set-up and clean-up; and
WHEREAS, The Christmas Parade and Festivities event will include a street parade, children's activities, food sales from non-profit agencies, and pictures with Santa. The Christmas Tree Lighting event will include free hot chocolate and cookies for families, children's activities, Christmas characters, and a Christmas dog contest; and
WHEREAS, the Christmas Committee also requested in-kind services of the Soledad Police Department to lead the parade efforts, the Public Works Department to ensure that the streets are closed and park and restrooms maintained, and the Fire Department (Cal Fire) to showcase Santa Claus at the end of the parade; and
WHEREAS, the Council desires to support safe, family-friendly events that benefit the community and instill a sense of social cohesion and Soledad pride.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Soledad hereby approves sponsorship of the 39
th Annual Christmas Parade and Festivities Event, and the 2 nd Annual Christmas Tree Lighting along with the fee waiver for Cesar Chavez Park, in-kind services of city staff, and the street closure of Front Street from Main Street to Soledad Street.

PASSED AND ADOPTED by the CityCouncil of the City of Soledad, at a regular meeting duly held on the 5
th day of November 2025, by the following vote:

AYES, and in favor thereof Councilmembers:

NOES, Councilmembers:
93 2

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ANNA M. VELAZQUEZ, Mayor
ATTEST:

MEGAN HUNTER, City Clerk
94 Attachment 1
95 96 Attachment 2
SUBJECT: Resolution No. 6298, A Resolution of the City Council of the City of Soledad Approving a List of Proclamations for the Calendar Year 2026 TO: Honorable Mayor Velazquez and City Council
FROM: Darlene Noriega, Deputy City Clerk and Megan Hunter, City Manager MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH:

AGENDA ITEM NO. 11.

Recommendation
It is recommended that the City Council consider and adopt Resolution No.6298, "Approving the List of Proclamations for Calendar Year 2026".

Executive Summary
In 2024, the Office of Community Engagement and the City Clerk compiled a list of proclamations for calendar year 2025, typically presented to recognize the achievements of individuals and organizations, both past and present. The 2025 proclamation list was presented to the City Council in November 2024 for approval, with the goal of streamlining the preparation and scheduling of proclamations on future agendas. During that meeting, the Council added several new proclamations, which have been incorporated into the updated 2026 list now presented for Council’s consideration. Given the increasingly full meeting agendas, the Council may wish to consider reducing the number of proclamations in the coming year.

Background
Proclamations allow the City to celebrate both national and local heroes and organizations while raising awareness of important issues, such as breast cancer. The City Council has expressed its desire to present proclamations as a way to honor nonprofit organizations, community groups, and businesses that positively impact our local community and encourage greater engagement at City Hall. In 2024, the Soledad City Council approved an annual list of proclamations. Prior to this, staff addressed Council requests for proclamations on a case-by-case basis. With the implementation of this annual calendar, our goal is to draft and present these proclamations proactively and in a timely manner.

Review & Analysis
In 2024, the Office of Community Engagement and the City Clerk compiled a list of proclamations typically presented to recognize the achievements of individuals and organizations, both past and present. These proclamations include annual observances, such as Women’s History Month, and 97 initiatives that promote awareness of important issues, such as Domestic Violence Awareness Month.

Below is the proposed list of proclamations for the 2026 calendar year. Approval of this list does not preclude the addition of other significant proclamations. As long as the Council provides staff with adequate notice of the desired proclamation, along with the name and contact information of the organization or individual to receive it, staff will accommodate those additional requests.

January
Jan. 19th - Martin Luther King Jr. Day
February
Black History Month
March
American Red Cross Month
National Women’s History Month
April
April 19th-25th - National Library Week
April 19th-25th - National Volunteer Week
April 15th - Purple Up! For Military Kids!
May
May 1st-31st - Asian Pacific American Heritage Month
May 1st-31st - Mental Health Awareness Month
May 3rd-9th - Small Business Week
May 3rd-9th - Public Service Recognition Week
May 10th-16th - National Police Week
May 17th-23rd - National Public Works Week
June
June 1st-30th - Pride Month
June 3rd - World Bicycle Day
June 14th - Dia Del Niño
June 19th - Juneteenth
July
July 1st-31st - Parks and Recreation Month
August
Aug. 4th - National Night Out
September
Sept. 15th-Oct.15th - Hispanic Heritage Month
Sept. 1st-30th - Childhood Cancer Awareness Month
Sept. 1st-30th - National Recovery Month
Sept. 12th-20th - Latino Conservation Week
Sept. 18th - POW/MIA Recognition Day
October
Oct. 1st-31st - National Breast Cancer Awareness Month Proclamation Oct. 1st-31st - Substance Use Prevention Month
Oct. 1st-31st - Domestic Violence Awareness Month Proclamation November
Nov. 1st-30th - National Alzheimer’s Disease Awareness Month Nov. 3rd-9th - National Small Business Week
Nov. 28th - Small Business Saturday/Shop Local
There is no record of Proclamations in the month of December. 98 Resolution No. 6298
Exhibit A
Financial Considerations
There are minimal supply costs associated with producing the proclamations.

Alternatives
Approve the Resolution.

Approve the Resolution with modifications.

Reject the Resolution.

Planning/CEQA
The approval of Proclamations for the calendar year 2026 is not considered a project pursuant to the California Environmental Quality Act (CEQA) Guidelines Section 15378.

Public Notice Requirements
None.

Attachment(s):
99 RESOLUTION NO. 6298

A RESOLUTION OF THE CITY COUNCIL APPROVING A LIST OF
PROCLAMATIONS FOR THE 2026 CALENDAR YEAR
WHEREAS, proclamations allow the City to celebrate both national and local heroes and organizations while raising awareness of important issues, such as breast cancer; and WHEREAS, the City Council has expressed its desire to continue presenting proclamations as a way to honor nonprofit organizations, community groups, and businesses that positively impact our local community and encourage greater engagement at City Hall; and WHEREAS, in 2024, the Soledad City Council approved an annual list of proclamations compiled by the Office of Community Engagement and the City Clerk; and WHEREAS, prior to this, staff addressed Council requests for proclamations on a case-bycase basis; and WHEREAS, with the implementation of this annual calendar, our goal is to draft and present these proclamations proactively and in a timely manner.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Soledad hereby approves the proclamations list for the 2026 calendar year, incorporated herein as Exhibit A, and may, from time to time, update the list by action of the City Council.

PASSED AND ADOPTED by the City Council of the City of Soledad at a regular meeting duly held on the 5th day of November 2025 by the following vote:

AYES, and in favor thereof, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ANNA M. VELAZQUEZ, Mayor
ATTEST:

MEGAN HUNTER, City Clerk
100

EXHIBIT A

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLEDAD APPROVING A LIST OF PROCLAMATIONS FOR THE 2026 CALENDAR YEAR January
 Jan. 19th - Martin Luther King Jr. Day
February
 Black History Month
March
 American Red Cross Month
 National Women’s History Month
April
 April 19th-25th - National Library Week
 April 19th-25th - National Volunteer Week
 April 15th - Purple Up! For Military Kids!
May
 May 1st-31st - Asian Pacific American Heritage Month
 May 1st-31st - Mental Health Awareness Month
 May 3rd-9th - Small Business Week
 May 3rd-9th - Public Service Recognition Week
 May 10th-16th - National Police Week
 May 17th-23rd - National Public Works Week
June
 June 1st-30th - Pride Month
 June 3rd - World Bicycle Day
 June 14th - Dia Del Niño
 June 19th - Juneteenth
July
 July 1st-31st - Parks and Recreation Month
August
 Aug. 4th - National Night Out
September
 Sept. 15th-Oct.15th - Hispanic Heritage Month
 Sept. 1st-30th - Childhood Cancer Awareness Month
 Sept. 1st-30th - National Recovery Month
 Sept. 12th-20th - Latino Conservation Week
 Sept. 18th - POW/MIA Recognition Day
October
 Oct. 1st-31st - National Breast Cancer Awareness Month Proclamation  Oct. 1st-31st - Substance Use Prevention Month
 Oct. 1st-31st - Domestic Violence Awareness Month Proclamation November
 Nov. 1st-30th - National Alzheimer’s Disease Awareness Month  Nov. 3rd-9th - National Small Business Week
 Nov. 28th - Small Business Saturday/Shop Local
There is no record of Proclamations in the month of December. 101
SUBJECT: Public Hearing Before The Soledad City Council For Discussion of Possible Community Development Block Grant (CDBG) Applications For the 2024 Funding Cycle Public Hearing
TO: Honorable Mayor Velazquez and City Council
FROM: Beatriz Trujillo, Community and Economic Development Director MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 1.

Recommendation
It is recommended that the City Council of the City of Soledad hold a Public Hearing to gather community input and provide direction to staff on the submittal of grant applications for Community Development Block Grant (CDBG) funding under the 2025 Notice of Funding Availability (NOFA) for up to $3.6 million.

Executive Summary
The City of Soledad can apply for financial support from the California Department of Housing and Community Development (HCD) for a variety of City projects and programs via competitive grants under the 2025 CDBG NOFA released September 30, 2025. City staff anticipate maximizing the opportunity with three applications for funding that will support an Economic Development Planning application and Public Facility funds to assist with upgrades for the Community Center.

Background
The General and Economic Development Components of the State CDBG program publish Notices of Funding Availability (NOFA’s) annually. Eligible cities and counties may submit applications for CDBG funds under these NOFAs. Up to $3,600,000 is available under this year’s General Allocation NOFA. Up to $1,500,000 is available for Programs, including housing counseling, single family homeownership, rehabilitation, energy efficiency improvements, code enforcement, and economic development - direct financial assistance, technical assistance, and microenterprises assistance. Up to $300,000 is available for Planning Grants to conduct studies and/or predevelopment work, with up to $300,000 available for Public Services, such as a Food Pantry, Senior or Youth Service, while up to $3.3 million is available with Projects, such as community facilities, infrastructure improvements.

Eligible activities under the above NOFA Allocations consist of infrastructure in support of new housing construction projects; housing acquisition and housing rehabilitation programs; community 102
facility and public work projects; and public service programs and planning studies. Economic development programs and projects and planning activities are also eligible for grants. All activities paid for with State CDBG funds must meet one or more of the three National Objectives listed in CDBG Federal Statutes as follows:

1. Benefit to low- and moderate-income households or person(s) (also called Low- Moderate Income (LMI))

2. Aid in the prevention or elimination of slums and blight

3. Meeting an urgent community development need (a need resulting from a State or Federally declared disaster).

The City of Soledad anticipates submitting applications under the State CDBG NOFA published during the 2025 program year. Applications are anticipated under the General and Economic Development Components as well as the Planning and Technical Assistance Components. A separate public hearing will be held to discuss and approve each proposed application prior to submittal to the State.

The purpose of this Public Hearing is to give citizens an opportunity to make their comments known regarding what types of eligible activities the City should be applying for under the State CDBG program.

Review & Analysis
Staff anticipate applying for 2025 CDBG funding and would like to request ideas on needs and suitable projects from the Soledad City Council and the public. Not all concepts may qualify or be competitive, however, at this point we are seeking to identify community priorities, so Staff can then discuss these with the HCD representative to determine which may be most successful.

The proposed applications listed below are expected to be competitive; however, it is unknown to what extent the community and/or City Council may or may not support these projects. They are offered only for discussion purposes.

1. The proposed applications listed below are expected to be competitive; however, it is unknown to what extent the community and Soledad City Council may or may not support these projects.

They are offered only for discussion purposes.

2. Staff recommends to seek funds for a Public Facilities application. An application under the Public Facilities component of the NOFA could continue funding improvements to the City’s Community Center such as ADA compliance improvements and an emergency generator that will support the facility’s use as a cooling/heating center for the City. As a "shovel ready" project, this would be the most competitive Public Facilities application.

3. A Planning grant to develop construction plans and specification for the development of the “Container Village” project.

Financial Considerations
There is no fiscal impact from this item, aside from publication costs for the public hearing notice.

Grant writing expenses are covered under existing contracts with Susan Long of Dragonfly Business Consulting and Angel Johnstone, who is funded by the CDBG Program Income Fund.

Alternatives
Accept staff recommendations to approve development of applications as suggested by staff.

Recommend alternative CDBG applications under the 2025 CDBG NOFA. 103
Attachment A - Public Notice
Decline pursuing the submittal of applications for CDBG Funding.

Planning/CEQA
Pursuant to Section 21065 of the CEQA guidelines, a "project" is defined as a "whole action" subject to a public agency's discretionary funding or approval that has the potential to either (1) cause a direct physical change in the environment or (2) cause a reasonably foreseeable indirect physical change in the environment. The proposed consideration is to submit applications in response to the 2025 CDBG NOFA. This action will not cause a direct physical change to the environment. Any development project resulting from the application and approval of the Homebuyer Assistance and Business Assistance Programs, as well as the Community Center improvements, may be subject to subsequent CEQA review and analysis.

All federally funded activities are also subject to the National Environmental Protection Act (NEPA).

Public Notice Requirements
A public notice was published in the The Salinas Valley Tribune on October 15, 2025, see Attachment ‘A’. The notice was also posted at Soledad City Hall located at 248 Main Street, at the Gateway Center located at 502 Front Street and on the City of Soledad’s official website.

Attachment(s):
104

CITY OF SOLEDAD

PUBLIC NOTICE
Notice of Public Meeting for Discussion of State Community Development Block Grant (CDBG) Program 2025 Notice of Funding Availability.

NOTICE IS HEREBY GIVEN that The City of Soledad will conduct a public hearing meeting on Wednesday, November 5, 2025, at 6:00 pm, in the Soledad City Council Chambers located at 248 Main Street, Soledad, CA 93960, to discuss the State Community Development Block (CDBG) Program 2025 Notice of Funding Availability (NOFA) and solicit public input on potential activities to be included in the City’s application.

The California Department of Housing and Community Development (Department) is pleased to announce the release of the Notice of Funding Availability (NOFA) for approximately $27 million in federal funds under the 2025 Community Development Block Grant (CDBG) program. Funding for this NOFA is available to the state from the United States Department of Housing and Urban Development (HUD), pursuant to the Housing Community Development Act of 1974, as amended ad 24 Code of Federal Regulation (CFR) Part 570 Subpart I “State Community Development Block Grant Program”. These regulations require the state to make funds available to units of general local government in the state’s non-entitlement areas. Units of general local government are defined by HUD as political subdivisions of the state, which in California are towns, cities, and counties. Only non-federally recognized Tribes can receive funding through applications submitted by non-entitlement cities and counties. No direct funding from the Department can be provided to Tribes, Tribal Designated Housing Entities, or nonprofits.

CDBG funds are provided as grants for a wide range of activities directed toward Economic Development (ED), improvement of community facilities and infrastructure, neighborhood revitalization, and public services. All CDBG activities must meet one of the following National Objectives: benefit low and moderate -income persons; aid in the prevention of slums and blight; or meet certain urgent community needs.

The City of Soledad anticipates preparing and submitting a grant application for up to $3.6 million in 2025 CDBG Grant funds.

The purpose of this public hearing is to provide an opportunity for community members to comment on the City’s proposed application and potential project activities.

Anyone may attend the public hearing and be heard in person or via Zoom at https://cityofsoledad.zoom.us/j/84520803290 or call: 1-669-900-6833 and use Meeting ID: 845 2080 3290.

If you wish to submit comments in advance or are unable to attend the public hearing, you may direct written comments to:

City of Soledad
Attn: Beatriz Trujillo, Community and Economic Development P.O. Box 156, Soledad, CA 93960
Email: [email protected]
You may also drop-off written comments at Soledad City Hall located at 248 Main Street, Soledad, between the hours of 8:00 a.m. and 5:00 p.m. Monday – Friday.

The City of Soledad promotes fair housing and makes all its programs available to low and moderate- income families regardless of age, race, color, religion, sex, national origin, sexual preference, marital status, or handicap.

If you require special accommodations to participate in the public hearing, please contact Darlene Noriega, Deputy City Clerk at (831) 223-5014 at least 24 hours prior to the scheduled hearing.

POSTED ON: October 15, 2025, City Hall, 248 Main Street, Soledad 105

CITY OF SOLEDAD
Audiencia Publica
Aviso de audiencia pública para discusión del Programa Estatal de Subvención en Bloque para el Desarrollo Comunitario (CDBG) – Aviso de Disponibilidad de Fondos 2025.

POR LA PRESENTE SE NOTIFICA que la Ciudad de Soledad llevará a cabo una reunión de audiencia pública el miércoles 5 de noviembre de 2025, a las 6:00 p. m., en el ayuntamiento de la ciudad de Soledad, ubicada en 248 Main Street, Soledad, CA 93960, para discutir el Aviso de Disponibilidad de Fondos 2025 del Programa Estatal de Subvención en Bloque para el Desarrollo Comunitario (CDBG) y solicitar la opinión del público sobre las posibles actividades que se incluirán en la solicitud de la ciudad.

El Departamento de Vivienda y Desarrollo Comunitario de California (Departamento) se complace en anunciar la publicación del Aviso de Disponibilidad de Fondos (NOFA) por aproximadamente $27 millones en fondos federales bajo el programa de Subvención en Bloque para el Desarrollo Comunitario (CDBG) de 2025. Los fondos para esta NOFA están disponibles para el estado del Departamento de Vivienda y Desarrollo Urbano de los Estados Unidos (HUD), de conformidad con la Ley de Desarrollo Comunitario de Vivienda de 1974, según enmendada por 24 Código de Regulación Federal (CFR) Parte 570 Subparte I "Programa Estatal de Subvenciones en Bloque para el Desarrollo Comunitario". Estas regulaciones requieren que el estado ponga fondos a disposición de las unidades del gobierno local general en las áreas sin derechos del estado. Las unidades del gobierno local general son definidas por HUD como subdivisiones políticas del estado, que en California son pueblos, ciudades y condados. Solo las tribus no reconocidas por el gobierno federal pueden recibir fondos a través de solicitudes presentadas por ciudades y condados sin derechos. No se pueden proporcionar fondos directos del Departamento a las tribus, entidades de vivienda designadas tribales ni organizaciones sin fines de lucro.

Los fondos CDBG se proporcionan como subvenciones para una amplia variedad de actividades dirigidas al Desarrollo Económico (ED), la mejora de las instalaciones e infraestructura comunitarias, la revitalización de vecindarios y los servicios públicos. Todas las actividades de CDBG deben cumplir con uno de los siguientes objetivos nacionales: beneficiar a personas de ingresos bajos y moderados; ayuda en la prevención de barrios marginales y deterioro; o satisfacer ciertas necesidades urgentes de la comunidad.

La Ciudad de Soledad anticipa preparar y presentar una solicitud de subvención de hasta $3.6 millones en fondos de subvención CDBG 2025.

El propósito de esta audiencia pública es para brindar la oportunidad para que los miembros de la comunidad comenten sobre la solicitud propuesta por la Ciudad y las posibles actividades del proyecto.

Cualquier persona puede asistir a la audiencia pública y ser escuchada en persona o a través de Zoom en:
https://cityofsoledad.zoom.us/j/84520803290 o hablar al 1-669-900-6833 con ID de seminario web: 845 2080 3290.

Si desea enviar comentarios por adelantado o no puede asistir a la audiencia pública, puede dirigir sus comentarios por escrito a:

Ciudad de Soledad
A la atención de: Beatriz Trujillo, Desarrollo Comunitario y Económico P.O. Box 156, Soledad, CA 93960
Correo electrónico: [email protected]
También puede dejar comentarios escritos en el Ayuntamiento de Soledad ubicado en 248 Main Street, Soledad, entre las 8:00 a.m. y las 5:00 p.m. de lunes a viernes.

La Ciudad de Soledad promueve la vivienda justa y pone todos sus programas a disposición de familias de ingresos bajos y moderados, independientemente de su edad, raza, color, religión, sexo, origen nacional, preferencia sexual, estado civil o discapacidad.

Si necesita adaptaciones especiales para participar en la audiencia pública, comuníquese con Darlene Noriega, Secretaria Municipal Adjunta al (831) 223-5014 al menos 24 horas antes de la audiencia programada.

PUBLICADO: 15 de octubre de 2025, City Hall, 248 Main Street, Soledad 106
SUBJECT: Resolution No. 6299, A Resolution of the City Council of the City of Soledad Approving a Contract Change Order for Construction Services with Monterey Peninsula Engineering (MPE) for the Amount of $110,588.42 for a Total Amount of $4,681,478.38 for the Front Street Maintenance Project and Authorizing the City Manager to Execute said Contract Change Order on Behalf of the City of Soledad
Resolution No. 6300, A Resolution of the City Council of the City of Soledad Accepting the Front Street Maintenance Project as Complete by Monterey Peninsula Engineering (MPE) and Authorizing the Release of Retention in the Amount of $234,073.92
TO: Honorable Mayor Velazquez and City Council
FROM: Alex Ramos, Assistant Engineer and Don Wilcox, Public Works Director MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 1.

Recommendation
It is recommended that the City Council of the City of Soledad consider and adopt Resolution No.6299, “A Resolution of the City Council of the City of Soledad Approving a Contract Change Order for Construction Services with Monterey Peninsula Engineering for the Amount of $110,588.42 for a Total Amount of $4,681,478.38 for the Front Street Maintenance Project and Authorizing the City Manager to Execute said Contract Change Order on Behalf of the City of Soledad”.

It is recommended that the City Council of the City of Soledad consider and adopt Resolution No.6300, “A Resolution of the City Council of the City of Soledad Accepting the Front Street Maintenance Project as Complete by Monterey Peninsula Engineering (MPE) and Authorizing the Release of Retention in the Amount of $234,073.92”.

Executive Summary
Changer Order #9 (CCO #9): This change order captures the miscellaneous items completed by the contractor throughout the project's life, tracked on time and materials, and small ticket items. This includes the additional time and effort expended on having to account for unforeseen conditions and utility conflicts when installing the PG&E conduits across Front Street, having the contractor paint curbs blue at the five ADA stalls installed, the additional support from the contractor’s sub for traffic control operations during the Bird Netting Project occurring simultaneously as the Front Street 107
Maintenance Project, and the further scope of work to have the contractor install a dedicated water service connection to address pressure deficiencies at Cesar Chavez Park. Also, CCO #9 includes the additional rental of portable changeable message boards on Front Street to notify residents of the construction work and road closures, as well as ample notification of having installed all new stop signs, flags, and boards along Front Street. Due to unforeseen conditions, the existing valve cans were broken beyond use, thus requiring ordering and installing all new replacements.

Additionally, CCO #9 accounts for the bid quantity adjustments for bid line item 20, Hot Mix Asphalt (HMA), bid line item 51, Pavement Markings, and bid item #58, Install New Sign & Post, to cover the additional tonnages of HMA and the new stop signs, which included the posts, signs, and striping.

Staff recommends, therefore, that the City Council approve and consider CCO #9 with MPE in the amount of $110,588.42.

Acceptance and Retention Release: MPE's work has been completed and inspected. Staff recommends the acceptance of the Front Street Maintenance Project and the release of the retention payment to MPE.

Background
On May 15, 2024, the City Council approved a contract for Construction Services with Monterey Peninsula Engineering (MPE) in the total not-to-exceed amount of $3,916,245 for the Front Street Maintenance Project.

As described during the award of the contract for construction services with MPE for the Front Street Maintenance Project, the project scope also includes incorporating enhancements to the project such as decorative crosswalks, art, landscape lighting and an overall planting refresh in addition to the main tree replacements, concrete and asphalt core elements of the project to upgrade the aesthetics of Front Street as well as the hardscape portions.

On November 6, 2024, the City Council approved Change Order #1 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $147,000 to install two 4-inch conduits at three selected locations along Front Street to provide future power to the city-owned parcels.

On December 4, 2024, City Council approved Change Order #2 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $388,200 to cover the additional costs associated with the tree removal, to perform the transfer and application of the Asphalt Grindings, and the costs to install the stamped asphalt crosswalks.

Change Orders #3, #4, and #5 have been approved administratively, utilizing the approved construction contingency to keep the project moving forward. Change Order #3 captured the remaining work that resulted in installing Tree Well Lighting Conduits and adding extra concrete work in trenching said lighting conduit. Change Order #4 captured the additional work that resulted from unforeseen conditions that were encountered when removing an existing storm drain (that was previously identified to have collapsed) at the intersection of Dixi St, the reconnection of the abandoned storm drain inlet, and lastly, the additional cost to replace the valve boxes to accommodate the new irrigation along Front Street.

Due to the safety issues regarding the storm drain inlets located on Front Street between Oak Street and Nestles Road, Staff requested a contract change order from MPE to remove and replace the existing 11 108
storm drain inlets to bring them up to grade and fix the significant dips currently witnessed. Given the age of the surrounding infrastructure, salvaging the grates and frames will prove to be extremely difficult and may result in the need to have the storm drain inlets replaced regardless. Considering MPE is already performing similar work under the ongoing Front Street Maintenance Project, Contract Change Order #5 captured the necessary work to make the repairs.

On March 5, 2025, the City Council approved a contract change order #6 for construction services with MPE for the amount of $196,093 plus a 20% contingency for a total not-to-exceed amount of $205,703 to account for the additional work about ADA improvements, sidewalk repair, and replacement beyond the estimated quantities, and to install wet-set truncated domes.

The Front Street Maintenance Project contract time has been extended multiple times through the various Change Orders to accommodate the additional work required of MPE. However, significant delays resulting from long lead times with traffic camera equipment, poor weather conditions, and unsuitable temperatures for paving resulted in periods where no work could be performed despite the contract time elapsing. To prevent the contract from expiring and to allow MPE to complete the remaining work, a no-cost change order was executed to extend the contract time. This extension is documented in Change Order #7.

On July 2, 2025, the City Council approved a contract change order #8 for construction services with MPE for the amount of $24,443 for a total not-to-exceed amount of $4,856,289 for the additional scope of work performed during the project and modifications based on additional information. This change order included exploratory work for manhole depths, condition, and pipe material assessment, the additional scope of work necessary to achieve ADA compliance at the ACE Hardware Store, and the additional cost to switch from surface-mounted to wet set-mounted truncated domes, and the additional work required to install photocell retrofit kits on the streetlights found along Front Street.

Review & Analysis
CCCO #9: This CCO reflects the miscellaneous items completed by the contractor throughout the project's life that were tracked on time and materials (T&M) and small ticket items. The breakdown of the change order is as follows:

PG&E Conduits – Unforeseen Conditions $34,739: During the installation of the PG&E conduits unforeseen conditions and utility conflicts during the installation of the PG&E conduits across Front St required the conduits to be placed deeper than originally proposed in the change order due to a discovered storm drain. This item accounts for all the labor, materials, and equipment to account for these changes as tracked on a (T&M) basis.

ADA Parking Stall Blue Curb Paint $1,000: As part of this project's ADA accessibility assessment, 5 ADA Parking Stalls were installed, and blue curb paint was applied to enhance them further.

Traffic Control Support for the Bird Netting Project $13,196: In addition to the Front Street Maintenance Project, the City performed the Bird Netting Project to address the pigeon issues at the underpass. During the Bird Netting Project, Staff requested that the Traffic Control Team that conducted the Front Street Maintenance traffic control also support the installation of the Bird Netting under the railroad bridge to reduce costs and expedite the overall installation.

Chavez Park Hot Tap - $10,823: Given the existing pressure deficiencies at the Cesar Chavez Park Restrooms, Staff requested assistance from the contractor to install a new water service to the restroom 109
building. Due to their availability, capacity, and cost savings given their ongoing efforts on the Front Street Maintenance Project, the Staff directed this work to be performed on a T&M basis. This item includes all the labor, equipment, and materials to perform potholing, hot tap, and backfill of a new water service at Cesar Chavez Park.

PCMS Rentals – Base Project and Stop Signs - $22,182: The original base project had specified a single (1) Portable Changeable Message Sign (PCMS) on Front Street to provide notification of the construction work and road closures. A second rental PCSM was procured from November 2024 to April 2025. This item also includes the additional PCMS boards, signs, and flags required for ample notification of the newly installed stop signs on Front Street.

Valve Can Material Replacement - $919: Due to unforeseen conditions, multiple existing valve cans were broken or damaged beyond repair and required replacement. This item includes the cost for the replacement material only, as the labor was included in the base bid.

Bid Line Item 20: Hot Mix Asphalt Bid Quantity Increase -$27,729.64: The original base project had included 5507 tons of HMA Type A for a 2-inch overlay. As the paving operations were completed, approximately 151.05 tons of additional HMA were used to complete the overlay. Traditionally, pavement treatments such as hot-mix asphalt (HMA) grind and overlay are bid out in units of tons, especially in larger projects such as this one. A few assumptions are made to obtain the estimated quantities; however, differences in roadway widths, pavement depths, and construction methods typically result in more or less material being placed than initially planned.

This project's final change order formally accounts for the outstanding work not encapsulated in the original project base bid or any of the previous contract change orders. Therefore, Staff recommends that the City Council consider and approve this contract Change Order to formalize the final contract modification, allow the contractor to begin requesting payment of these items, and begin the project closeout. A full description with supporting documentation is attached to this Staff Report as Exhibit A.

Acceptance and Retention Release: During the project's construction phase, some modifications were made to the agreement to reflect the needs and goals of the project in a total of nine (9) CCOs. A breakdown of the individual CCOs can be found in the financial consideration section of this staff report below.

Public Works Staff have inspected and reported that the Front Street Maintenance Project work has been completed according to the project documents, and all work performed by MPE is now complete.

Therefore, Staff recommends that the City Council accept the project as complete and release the retention.

Financial Considerations
This contract change order will be funded by Measure X, under Capital Projects: 412-0000-57000. The breakdown of the construction contract costs is as follows:
$3,729,757 – Original Construction Contract Amount
$123,000 – CCO #1
$323,500 – CCO #2
$45,944 – CCO #3
110
Resolution No. 6299
Exhibit A - CCO No. 9
Resolution No. 6300
$20,904 – CCO #4
$107,250 – CCO #5
$196,092 – CCO #6
No Cost – CCO #7 (Contract Time Extension)
$24,443 – CCO #8
$110,588 – CCO #9
$4,681,478 – Final Construction Contract Amount
Alternatives
Approve the resolution as presented; or
Modify the resolution; or
Do not approve the
Planning/CEQA
The proposed project is categorically exempt under Class 1 Existing Facilities, having met the qualifying criteria provided under CEQA Guidelines Section 15301. Class 1 consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features involving negligible or no expansion of existing or former use. Section 15301 provides some, but does not limit the project scope to, examples of such projects, existing highways and streets, sidewalks, gutters, bicycle and pedestrian trails, and similar facilities (this includes road grading for public safety and other alterations such as the addition of bicycle facilities, including but not limited to bicycle parking, bicycle-share facilities and bicycle lanes, transit improvements such as bus lanes, pedestrian crossings, street trees, and other similar alterations that do not create additional automobile lanes). As detailed above, the Front Street Maintenance Project would be categorized under this description.

Public Notice Requirements
None required.

Attachment(s):
111
RESOLUTION NO. 6299

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLEDAD

APPROVING A CONTRACT CHANGE ORDER FOR CONSTRUCTION SERVICES

WITH MONTEREY PENINSULA ENGINEERING (MPE) FOR THE AMOUNT OF $110,588.42 FOR A TOTAL AMOUNT OF $4,681,478.38 FOR THE FRONT STREET

MAINTENANCE PROJECT AND AUTHORIZING THE CITY MANAGER TO

EXECUTE SAID CONTRACT CHANGE ORDER ON BEHALF OF THE CITY OF

SOLEDAD
WHEREAS, on May 15, 2024, the City Council approved a contract for Construction Services with Monterey Peninsula Engineering (MPE) in the total not-to-exceed amount of $3,916,245 for the Front Street Maintenance Project; and WHEREAS, WHEREAS, during the award of the construction services contract with MPE for the Front Street Maintenance Project, it was noted that the project scope would include enhancements such as decorative crosswalks, landscape lighting, and tree replacements, complementing the primary sidewalk and roadway improvements to improve the overall aesthetics Front Street; and
WHEREAS, on November 6, 2024, City Council approved Change Order #1 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $147,000 to install two 4-inch conduits at three selected locations along Front Street to provide future power to the city-owned parcels; and
WHEREAS, on November 6, 2024, City Council approved Change Order #2 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $388,200 to cover the additional costs associated with the tree removal, to perform the transfer and application of the asphalt grindings, and the costs to install the stamped asphalt crosswalks; and WHEREAS, change orders #3, #4, and #5 have been approved administratively utilizing the previously approved construction contingency to have the project continue moving forward.

The work included items such as the additional work to complete the tree well lighting conduits, the extra work that resulted in unforeseen conditions when removing and replacing the storm drain at the intersection at Dixi and Front, and the reconstruction of the storm drain inlets found along Front Street between Nestles Rd and Oak Street; and
WHEREAS, due to significant delays associated with long lead times with traffic camera equipment, poor weather conditions, and unsuitable temperatures for paving resulted in periods in which work could not be performed thus depleting the remaining contracting time, Staff to prevent the contract from expiring, a no-cost change order to extend the contract time was executed and documented as Change Order #7; and
WHEREAS, on July 2, 2025, the City Council approved a contract change order #8 for the exploratory work for manhole depths, condition and pipe material assessment, the additional scope of work necessary to achieve ADA compliance at the ACE Hardware Store, and the 112
additional cost to switch from surface mounted to wet set mounted truncated domes, and the additional work required to install photocell retrofit kits on the streetlights found along Front Street; and
WHEREAS, this change order reflects the miscellaneous items completed by the contractor throughout the life of the project that were tracked on time and materials (T&M) and small ticket items; and
WHEREAS, this change order includes the additional work required to install the PG&E Conduits due to the unforeseen conditions and utility conflicts during installation, the painting of the curbs blue of the 5 ADA parking stalls in the Front Street corridor, the traffic control support for the bird netting project utilizing the contractor’s traffic control subcontractor, the Cesar Chavez Park hot tap installation to provide the park restroom building a dedicated water services due address pressure deficiencies, the additional portable changeable message sign rentals for the base project and the notification process of the newly installed stop signs along Front Street in addition to the flags, boards, and signs, and lastly, the valve can material replacement that was unfortunately damaged and required replacement during this project; and WHEREAS, this change order accounts for bid quantity increases that occurred during this project to account for the additional tons utilized to complete the hot-mix asphalt overlay, the extra work and materials required to install new stop signs and posts, which also required additional pavement markings for brand new stop bars and stop legends to be installed; and WHEREAS, staff, therefore, recommends approval of a contract change order for Construction Services with MPE in the amount of $110,588.42 for a total not-to-exceed amount of $4,780,390 for the Front Street Maintenance; and
WHEREAS, this contract change order and construction contingency is to be funded by Measure X under Capital Projects: 412-0000-57000; and
WHEREAS, this project is Categorically Exempt under Class 1 Existing Facilities, having met the qualifying criteria provided under CEQA Guidelines Section 15301.

NOW THEREFORE, BE IT HEREBY RESOLVED, by the Council of the City of Soledad that a Contract Change Order for Construction Services with Monterey Peninsula Engineering in the amount of $110,588.42 for a total amount of $4,681,478.38, a copy of the Change Order is attached hereto as “Exhibit A”, and by this reference incorporated herein, is hereby approved and the City Manager is hereby authorized and directed to execute the same on behalf of the City.

PASSED AND ADOPTED by the City Council of the City of Soledad at a regular meeting duly held on the 5
th day of November 2025 by the following vote:

AYES, and in favor thereof, Councilmembers:

NOES, Councilmembers:
113
ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ANNA M. VELAZQUEZ, Mayor
ATTEST:

MEGAN HUNTER, City Clerk
114
City of Soledad 10/2/2025

CONTRACT CHANGE ORDER
CCO Number CIP Number Change Order Requested by:
09 (Revision 2) T23-01 Engineer Contractor
CONTRACTOR: Monterey Peninsula Engineering (MPE)
Cost Summary:

Original Contract Amount 3,729,756.75$
Current Contract Amount 4,570,889.96$
Current Change Order 110,588.42$
Pending Revised Contract Amount 4,681,478.38$
Net Cost of this Change Order: 110,588.42$ increase decrease Net Time for this Change Order: 0
increase decrease working days
Valve Can Material Replacement (PCO_025)
Contract Price Increase: $918.94
Contract Time Increase: 0 days
Description: Due to unforseen conditions, m ultiple existing valve cans were broken or damaged beyond repair and required replacement. This change order covers the cost of the replacement material as the labor to install was included in the original contract.

Comments
ADA Parking Stall Blue Curb Paint (PCO_021)
Contract Price Increase: $1,000.00
Contract Time Increase: 0 days
Description: Provide all labor, equipment, and materials to perform the painting of 5 pairs of blue ADA curb stall paint as directed by the City.

Bid Item #20 Quantity Increase: Hot Mix Asphalt (Type A) - 2 Inch Overlay Contract Price Increase: $27,729.64
Contract Time Increase: 0 days
Description: Original Qty: 5,507 tons;
Due to variations in the existing roadway, the actual asphalt quantity placed to overlay Front St increased by 151.05 tons. Based on a unit price of $180/ton * 151.05 tons = +$27,729.64
Project Name
Front St Improvements Project
You are directed to do the following described work not included in the plans and specification for this contract. NOTE: this change order is not effective until all approval signatures are received.

Change Required:

This change order provides full compensation for the below scope and incorporates all labor, equipment, and materials:

Future PG&E Conduits - Unforseen Conditions (T&M) (PCO_018) Contract Price Increase: $34,738.78
Contract Time Increase: 0 days
Description: Unforseen conditions and utiltity conflicts during the installation of the future PG&E conduits across Front St required the conduits to be placed deeper than originally bid due to a discovered storm drain. This change order provides for all labor, materials, and equipment to account for these changes as tracked on a time and materials basis.

Traffic Control Suport for Bird Netting Installation (PCO_022) Contract Price Increase: $13,196.25
Contract Time Increase: 0 days
Description: Additional traffic control scope performed on Front St in support of the Bird Netting Installation under the railroad bridge.

Chavez Park Hot Tap (PCO_023)
Contract Price Increase: $10,823.13
Contract Time Increase: 0 days
Description: Provide all labor, equipment, and materials to perform potholing, hot tap, and backfill of a new water service at Cesar Chavez Park. This work was performed on a time and materials basis.

PCMS Rentals - Project + Stop Signs (PCO_024)
Contract Price Increase: $22,181.68
Contract Time Increase: 0 days
Description: Additional Portable Changeable Message Signs (PCMS) were requested on Front St to provide notification of the construction work and road closures. One board owned by MPE was provided free of charge, but a second rental board was procured from November 2024 to April 2025. In addition, as part of the added scope of the creating new "stop sign intersections", additional PCMS boards, signs, and flags were required for the notification of motorists. x
x
X
115
Notice to Proceed Date: 7/29/2024
3,729,756.75$ 120
Original Completion Date: 11/26/2024
841,133.21$
178
110,588.42$ 0
4,681,478.38$ 298
New Completion Date: 5/23/2025
Construction Manager's Recommended Acceptance (Wallace Group) DATE
City Manager's Approval
DATE
CONTRACTOR'S ACCEPTANCE (Monterey Peninsula Engineering) DATESIGNATURE: (PRINT NAME & TITLE)
Peter Bruno
Project Manager
SIGNATURE: (PRINT NAME & TITLE)
Megan Hunter
City Manager
New Contract Price: New Contract Time:

SIGNATURE: (PRINT NAME & TITLE)
Zach Teske, Project
Manager
Net Change from Previous Change Orders:

Net Change from Previous Change Orders:

Net Change from this Change Order: Net Change from this Change Order:

We the undersigned contractor, have given careful consideration to the change proposed and agree, if this proposal is approved, that we will provide all equipment, furnish the materials, except as may otherwise be noted above, and perform all services necessary for the work above specified, and will accept as full payment therefore the price shown above. Contractor waives any claim for further adjustments of the Contract Sum and the Contract Time related to the above described change in the Work.

CHANGE IN CONTRACT PRICE CHANGE IN CONTRACT TIME (Calendar Days) Original Contact Price: Original Contact Time:
10/2/2025 10/03/2025
116
June, 4
th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 018.01 – Conduit T&M and T&M Mandrel Testing
M.P.E. has provided all labor, equipment, and materials to perform the 4” conduit mandrel testing with PGE on T&M. In addition, during the installation of the 4” conduit, the lump sum did not account for conflicting underground utilities that required MPE to go deeper than originally priced. MPE incurred additional costs for labor, off haul trucking, and slurry backfill.

MPE performed the installation as directed by the City of Soledad.

Extra Work Performed
• T&M Existing Utility Conflicts
Add: $21,019.15
• T&M Mandrel Testing
Add: $3,260.98
• Additional Slurry for Extra Depth and Off-haul Spoils o Proposal Slurry CY = 63.27 CY
o Actual Slurry CY = 119.71 CY
o Delta CY = 56.44 CY
o Slurry @ $142/yd = $8,014.48
o Export = 8 hours Trucking @ $135/Hr = $1,080
o Allowable Markup
Add: $10,458.65
Total Change to Contract: $34,738.78
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
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Extra Depth Theoretical Analysis Location #1 Location #2 Location #3 33" 89"
East half of
Front Street
33"
53"
West half of
Front Street
33"
65"
East half of
Front Street
33"
53"
West half of
Front Street
33"
65"
East half of
Front Street
33"
53"
West half of
Front Street
Per proposal:

Trench Volume:

2.75' Deep x 2.5' Wide x 85' Long
= 21.64 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= - 0.55 CY
Total Trench Volume Total = 21.09 CY
Actual:

Trench Volume East:

7.42 Deep x 2.5' Wide x 42.5' Long
= 29.2 CY
Trench Volume West:

4.42' Deep x 2.5' Wide x 42.5' Long
= 17.4 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= -.55 CY
Total Trench Volume: 43.35 CY
7"
AC Proposal Actual AC AC AC AC AC Proposal Proposal Proposal Proposal Actual Proposal Actual Actual Actual Actual 7" 7" 7" 7" 7"
Per proposal:

Trench Volume:

2.75' Deep x 2.5' Wide x 85' Long
= 21.64 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= - 0.55 CY
Total Trench Volume Total = 21.09 CY
Actual:

Trench Volume East:

5.42 Deep x 2.5' Wide x 42.5' Long
= 21.33 CY
Trench Volume West:

4.42' Deep x 2.5' Wide x 42.5' Long
= 17.4 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= -.55 CY
Total Trench Volume: 38.18 CY
Per proposal:

Trench Volume:

2.75' Deep x 2.5' Wide x 85' Long
= 21.64 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= - 0.55 CY
Total Trench Volume Total = 21.09 CY
Actual:

Trench Volume East:

5.42 Deep x 2.5' Wide x 42.5' Long
= 21.33 CY
Trench Volume West:

4.42' Deep x 2.5' Wide x 42.5' Long
= 17.4 CY
Subtract Pipe Void:
2 EA 4" Diam. Pipe x 85' Long
= -.55 CY
Delta: 17.09 CY Total Trench Volume: 38.18 CY Delta: 17.09 CY Delta: 22.26 CY Total Delta: 56.44 Yards of Slurry and Export 135
June, 6
th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 021.00 – BLUE ADA CURB PAINT
M.P.E. proposes to provide all labor, equipment, and materials to perform the installation of 5 pairs of blue ADA stall curb paint as directed by the City of Soledad .

Extra Work Performed
• 5EA pairs of ADA Stall Blue Curb Paint
Total Change to Contract: $1,000.00
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
136
June, 11th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 022.00 – BIRD NETTING TRAFFIC CONTROL
M.P.E. has provided all labor, equipment, and materials to perform the traffic control related to the bird netting installation as directed by the City of Soledad .

Extra Work Performed
• Traffic Control for Bird Netting
Total Change to Contract: $13,196.25
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
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139
140
141
142
143
June, 18
th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 023.00 – WATER SERVICE T&M
M.P.E. has provided all labor, equipment, and materials to perform the potholing, hot tap, and backfill for the Cesar Chavez park water service as directed by the City of Soledad .

Extra Work Performed
• Potholing
• Hot Tap
• Backfill Water Service
Total Change to Contract: $10,823.13
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
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145
146
147
148
149
July, 25th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 024.00 – CMS BOARD RENTAL AND NEW STOP SIGN ADVANCED

WARNING
M.P.E. has provided all labor, equipment, and materials to perform the CMS board rental during the project and the advance warning for the new stop signs as directed by the City of Soledad .

Extra Work Performed
• CMS Board Rental November 3, 2024 – April 3, 2025
Subtotal: $7,815.50
• Advance Notice for New Stop Sign Installation
o CMS board rentals
o Sign / Barricade Rentals
o Stop Sign Flags and Brackets
Subtotal: $14,366.18
Total Change to Contract: $22,181.68
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
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September, 9
th 2025
Zachary Teske
Wallace Group
Director of Construction Management
612 Clarion Court
San Luis Obispo, CA 93401
805–226-9132
[email protected]
Re: PCO 025.00 – VALVE CAN MATERIALS
M.P.E. has provided a total of 9EA valve can materials to replace broken existing boxes for water valves and recycled water valves as directed by the City of Soledad .

Extra Work Performed
• Purchase a total of 9 EA valve cans
Total Change to Contract: $918.94
Please review the above cost proposal and, if acceptable, issue a change order for the work described.

If you have any questions, please feel free to contact me by phone at (831) 277-4191, or by email at [email protected]
Sincerely,
Peter Bruno
Estimator / Project Manager
171
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RESOLUTION NO. 6300

A RESOLUTION OF THE CITY COUNCIL OF SOLEDAD ACCEPTING THE FRONT

STREET MAINTENANCE PROJECT AS COMPLETE BY MONTEREY PENINSULA

ENGINEERING (MPE) AND AUTHORIZING THE RELEASE OF RETENTION IN THE AMOUNT OF $234,073.92
WHEREAS, on May 15, 2024, the City Council approved a contract for Construction Services with Monterey Peninsula Engineering (MPE) in the total not-to-exceed amount of $3,916,245 for the Front Street Maintenance Project; and WHEREAS, during the award of the construction services contract with MPE for the Front Street Maintenance Project, it was noted that the project scope would include enhancements such as decorative crosswalks, landscape lighting, and tree replacements, complementing the primary sidewalk and roadway improvements to improve the overall aesthetics Front Street; and WHEREAS, on November 6, 2024, City Council approved Change Order #1 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $147,000 to install two 4-inch conduits at three selected locations along Front Street to provide future power to the city-owned parcels; and
WHEREAS, on November 6, 2024, City Council approved Change Order #2 with Monterey Peninsula Engineering (MPE) for a total not-to-exceed amount of $388,200 to cover the additional costs associated with the tree removal, to perform the transfer and application of the Asphalt Grindings, and the costs to install the stamped asphalt crosswalks; and WHEREAS, change orders #3, #4, and #5 have been approved administratively utilizing the previously approved construction contingency to have the project continue moving forward.

The work included items such as the additional work to complete the tree well lighting conduits, the extra work that resulted in unforeseen conditions when removing and replacing the storm drain at the intersection at Dixi and Front, and the reconstruction of the storm drain inlets found along Front Street between Nestles Rd and Oak Street; and
WHEREAS, due to significant delays associated with long lead times with traffic camera equipment, poor weather conditions, and unsuitable temperatures for paving resulted in periods in which work could not be performed thus depleting the remaining contracting time, Staff to prevent the contract from expiring, a no-cost change order to extend the contract time was executed and documented as Change Order #7; and
WHEREAS, on July 2, 2025, the City Council approved a contract change order #8 for the exploratory work for manhole depths, condition and pipe material assessment, the additional scope of work necessary to achieve ADA compliance at the ACE Hardware Store, and the additional cost to switch from surface mounted to wet set mounted truncated domes, and the additional work required to install photocell retrofit kits on the streetlights found along Front Street; and
177
WHEREAS, on October 15, 2025, the City Council approved a contract change order #9 (CCO #9) that included the additional effort tracked on time and materials (T&M) to account for the unforeseen conditions and utility conflicts when installing the PG&E conduits across Front Street, having the contractor paint curbs blue at five ADA stalls, additional support for traffic control operations for the Bird Netting Project, the additional scope of work to run a dedicated water service connection to the Cesar Chavez Park Restrooms. Additionally, this change order captures the additional rental costs of portable changeable message boards to notify residents of the construction work and road closures and the ample notification of new stop signs, flags, and boards along Front Street. Due to unforeseen conditions, the existing valve cans were broken beyond use, thus requiring the replacement and installation of all new valves. CCO# 9 also accounted for bid quantity increases with hot-mix asphalt tonnages, new pavement markings for stop bars and stop legends resulting from the rise in quantities of new stop signs and posts; and WHEREAS, Public Works Staff have inspected and reported that the Front Street Maintenance Project, as completed by the project documents and all work performed by MPE, is now complete, therefore, Staff is recommending that the City accept the project as complete and release retention in the amount of $234,073.92.

NOW THEREFORE, BE IT HEREBY RESOLVED, by the City Council of the City of Soledad, that the Front Street Maintenance Project work is hereby accepted and the release of the agreement retention payment to MPE is hereby authorized.

PASSED AND ADOPTED by the City Council of the City of Soledad at a regular meeting duly held on the 5
th day of November 2025 by the following vote:

AYES, and in favor thereof, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ANNA M. VELAZQUEZ, Mayor
ATTEST:

MEGAN HUNTER, City Clerk
178
SUBJECT: Resolution 6301, A Resolution of the City Council of the City of Soledad Adopting the 2025-2030 Soledad Strategic Plan
TO: Honorable Mayor Velazquez and City Council
FROM: Megan Hunter, City Manager, and Jesus Yanez, Management Analyst (Finance)
MEETING DATE: November 5, 2025

CITY OF SOLEDAD

STAFF REPORT
THROUGH: Megan Hunter, City Manager
AGENDA ITEM NO. 2.

Recommendation
It is recommended that the City Council of the City of Soledad approve Resolution No.6301, a Resolution of the City Council of the City of Soledad "Adopting the 2025-2030 Soledad Strategic Plan."
Executive Summary
The 2025-2030 Soledad Strategic Plan establishes a clear vision, mission, and set of priorities to guide City operations, resource allocation, and decision-making over the next five years. The Strategic Plan was developed collaboratively by the City Council and staff, incorporating input from community stakeholders and residents gathered through various planning efforts to ensure it reflects Soledad’s shared values and long-term vision. Each priority is supported by specific goals, measurable objectives, and key initiatives that align with the City’s budget, capital planning, and departmental work programs.

Implementation will be monitored through regular progress reports and performance indicators to ensure accountability and transparency.

Approval of the Strategic Plan will provide a unified framework for advancing Council’s policy direction, focusing organizational efforts, and promoting coordinated service delivery across all City departments.

Background
In February 2025, the City of Soledad began a strategic planning process to define a unified vision and direction for the organization and community. The City’s previous Strategic Plan, developed in 2021 and updated in 2022 during the pandemic and under a different Council composition, provided a general framework to guide decision-making during a period of transition. However, as community needs, organizational priorities, and fiscal conditions have evolved, the previous plan has reached the end of its useful planning horizon. An updated Strategic Plan is therefore necessary to reflect current 179
community priorities, address today’s fiscal realities, and position the City to take advantage of emerging opportunities.

After an extensive search involving outreach and interviews with various consulting firms to assist in the development of a new Strategic Plan, the City Manager learned about the University of Kansas Public Management Center’s work in helping cities create comprehensive, fully integrated strategic plans that align with their budgets. This introduction took place at an ICMA conference, where the City Manager was particularly impressed by a presentation from Alex Terwilliger of the University of Kansas. Following the conference, the City Manager contacted the University to engage their assistance in developing the City’s Strategic Plan.

The development of the new Strategic Plan featured extensive collaboration with the City Council and staff, drawing on surveys and plans created in partnership with community stakeholders as the foundation. The process was facilitated by Alex Terwilliger, from the University of Kansas Public Management Center, and included:

A City Council retreat to identify priorities and desired outcomes.

A staff leadership workshop to align operational goals.

Community engagement through surveys.

A review of existing plans, performance data, and service delivery outcomes.

Review & Analysis
Strategic Priorities
The Strategic Plan is structured around the Siempre Soledad General Plan Guiding Principles, which were shaped by input from hundreds of community stakeholders. These Guiding Principles establish nine foundational pillars that align directly with the nine elements of the Strategic Plan and support the same overarching community vision. A tenth element—focused on internal operations—was added to ensure that City staff and the Council have the organizational capacity and resources necessary to effectively implement the Strategic Plan’s goals and objectives.

To ensure the Strategic Plan is both action-oriented and provides a long-term roadmap for more complex initiatives, the plan spans a five-year horizon (2025–2030). Projects and objectives are categorized by priority level to guide implementation:

Urgent Priorities: To be completed within the next 1–2 years Semi-Urgent Priorities: To be addressed within 2–4 years Long-Term Priorities: To be pursued within 5 years or more The 2025–2030 Soledad Strategic Plan serves as a comprehensive roadmap for achieving the City’s vision. Its ten overarching strategic priorities reflect the community’s core values and the City organization’s ongoing commitment to service excellence, sustainability, and quality of life.

Economy: We cultivate a thriving economy that supports quality retail for our residents’ shopping needs, small businesses, and regional tourism. We aim to provide our residents with secure and well-paying jobs that will serve as the background of their livelihoods. Residents are able to shop locally for their essential needs.

Housing: We ensure access to quality, safe, and diverse housing near schools, jobs, retail, and parks that is affordable to residents of all income levels.

Environmental Justice and Equity: We improve the health and well-being of our local 180
community by addressing environmental, social, and economic obstacles. We are committed to diversity, equity, and inclusion and believe everyone has a voice in shaping Soledad. We engage together as equal partners in local decision-making processes to reduce inequalities and disparities in our community.

Community Places: We value parks, public gathering spaces, recreation, cultural events, and vibrant community places that are comfortable and welcoming to all regardless of age or abilities. We advance our beautiful park and recreation system with amenities that offer moments of play and connection with our neighbors. Mobility: We have high-quality road and public transit systems that help prevent traffic fatalities and severe injuries, minimize traffic congestion, and allow convenient access to daily destinations. We are proud of our safe, walkable, accessible, and bikeable neighborhoods that promote non-automobile modes of transportation.

Safety: We prioritize a safe and open community with streets that have ample lighting, well maintained sidewalks and roads, highly visible crosswalks, protected bike lanes, and convenient freeway access that accommodates routes for emergency evacuation. Our safety and law enforcement providers are our partners in preventing crime, developing community-based intervention programs, and preparing for emergencies. We are committed to building long-term resilience and embracing environmental sustainability to protect all residents from negative environmental impacts.

Youth: We invest in our youth by providing safe communities, access to health care, workforce development, educational pathways, quality housing, and parks and recreational opportunities for their well-being and growth.

Health: We promote both physical and mental health services through our infrastructure, facilities, stores, and services. This includes walking, biking, and access to healthy and safe foods. Healthcare and social services are plentiful and accessible to everyone in the community.

Education: We foster the prosperity of our community by investing in and expanding a range of educational opportunities including higher education and vocational training and resources that prepare our workforce for well-paying jobs. We are proud to provide educational and vocational services in Spanish, English, and other languages spoken locally.

Internal Operations: Foster a high-performing, transparent, and customer-focused organization.

Implementation andAccountability
The Strategic Plan was a significant undertaking with almost 100 pages of detailed actions. Each priority includes some measurable objectives, key performance indicators (KPIs), and implementation strategies. However, over time more KPIs will be added to better track success. Staff will track progress annually and provide regular updates to City Council and the public. Following adoption, staff will create a public-facing dashboard on the City’s website to transparently report progress toward achieving the plan’s objectives.

The Strategic Plan is intended to serve as a guiding document for future policy development, budget preparation, and performance management efforts.

Next Steps
Upon Council approval, staff will:

Integrate the plan’s goals into departmental work plans and the annual budget process.

Establish reporting mechanisms to track and communicate progress to the community including the online dashboard.

Publish the final Strategic Plan on the City’s website and distribute it to stakeholders. 181
Resolution No. 6301
Exhibit A - 2025-2030 Soledad Strategic Plan
Strategic Plan - Timeframe and Measures
LookingAhead
The 2025–2030 City Strategic Plan is a living document. As conditions and priorities evolve, the City Council will review and update the plan annually to ensure it continues to reflect Soledad’s vision and community goals.

Financial Considerations
Approval of the Strategic Plan has no direct fiscal impact. Implementation of specific strategies or projects identified in the plan will be subject to City Council approval through future budget appropriations and work programs.

Alternatives
Approve the resolution as presented; or
Approve the resolution and report with modifications; or Reject the proposed resolution and reports and provide direction to Staff Planning/CEQA
The adoption of the Soledad Strategic Plan is exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15262, as the Plan is a planning document that does not commit the City to any specific project or physical improvements. Environmental impacts of any future projects identified in the Plan will be evaluated separately in accordance with CEQA prior to their implementation.

Public Notice Requirements
None required.

Attachment(s):
182
RESOLUTION NO. 6301

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SOLEDAD ADOPTING THE 2025-2030 STRATEGIC PLAN
WHEREAS, the City Council of the City of Soledad recognizes the importance of establishing a clear and unified vision, mission, and strategic direction to guide municipal operations and policy decisions; and
WHEREAS, in February 2025, the City initiated a strategic planning process to develop a comprehensive plan that reflects community values, organizational goals, and long-term sustainability objectives; and
WHEREAS, the City Council and staff collaborated to develop the Strategic Plan, incorporating input from hundreds of residents and community stakeholders gathered through prior planning efforts, to guide the City’s goals, priorities, and resource allocation over the next five years; and
WHEREAS, the Strategic Plan is organized around the Siempre Soledad General Plan Guiding Principles, which establish nine foundational pillars that correspond to the nine elements of the Strategic Plan and support the City’s overarching vision; and a tenth element focuses on internal operations to ensure that City staff and the Council have the capacity and resources to implement the plan effectively; and
WHEREAS, the Strategic Plan provides a five-year implementation horizon (2025–2030) and categorizes objectives by priority level—Urgent (1–2 years), Semi-Urgent (2–4 years), and Long-Term (5 years or more) to balance action-oriented initiatives with longer-term projects; and WHEREAS, the Strategic Plan reflects the City’s mission, vision, and core values, and establishes strategic priorities in areas including Economic Development, Housing, Environmental Justice and Equity, Community Places, Mobility, Safety, Youth, Health, Education, and Internal Operations; and
WHEREAS, the City Council has reviewed the proposed Strategic Plan and finds that it accurately represents the policy direction, priorities, and community values of the City; and WHEREAS, adoption of the Strategic Plan will provide a framework for decision-making, budgeting, and performance measurement, ensuring continued progress, accountability, and alignment with the City’s long-term vision.

NOW, THEREFORE BE IT HEREBY RESOLVED, by the City Council of the City of Soledad that the 2025-2030 Soledad Strategic Plan, attached hereto and incorporated herein as Exhibit A, is hereby adopted; and
183
BE IT FURTHER RESOLVED, by the City Council of the City of Soledad that City staff are directed to implement the strategies and initiatives contained in the Strategic Plan and providing periodic progress updates to the City Council.

PASSED AND ADOPTED by the City Council of the City of Soledad, at a regular meeting duly held on the 5
th day of November 2025, by the following vote:

AYES, and in favor thereof Council Members:

NOES, Council Members:

ABSENT, Council Members:

ABSTAIN, Council Members:

ANNA M. VELAZQUEZ, Mayor
ATTEST:

MEGAN HUNTER, City Clerk
184

SOLEDAD

STRATEGIC PLAN
2025-2030
185
2025-2030 Strategic Plan – November 5, 2025 Page 1 of 99 1 – Economy
We cultivate a thriving economy that supports quality retail for our residents’ shopping needs, small businesses, and regional tourism. We aim to provide our residents with secure and well-paid jobs that will serve as the background of their livelihoods. Residents are able to shop locally for their essential needs.

1.1 - Goal: Build a Resilient and Diverse Local Economy by Supporting Business Attraction, Retention, and Expansion

1.1.1 Increase Soledad’s marketability to attract business investment Responsible Department: CED
Priority: Urgent
- Invest in targeted data collection and analysis to identify local and regional retail demand and service gaps, with a focus on healthcare-related needs. - Develop a comprehensive marketing toolkit and strategic plan to attract developers and investors, prioritizing the Northern and Southern gateways as priority growth areas for major retailer expansion.
- Enhance Collaboration with Retail California to promote the Soledad Marketplace and support the timely completion and full buildout of the shopping center. - Develop a clear and engaging communication strategy to keep the community informed about upcoming retail opportunities and encourage them to support local businesses. - Engage proactively with healthcare providers to promote and market available vacant office space and underutilized parcels for potential medical and wellness-related uses. - Design and implement an incentive program to attract new retailers with the potential to generate substantial sales tax revenue to strengthen the local economy.

1.1.2 Provide technical assistance, resources, and engagement opportunities to help retain and grow Soledad businesses.

Responsible Department: CED
Priority: Urgent
- Conduct a business retention and expansion (BRE) survey annually to identify needs, barriers, and opportunities.
- Coordinate with the Small Business Development Center (SBDC), Soledad Chamber, and El Pajaro CDC to offer technical assistance on permitting, marketing, operations, and access to capital
- Strengthen partnerships with local organizations to help existing retail businesses diversify their products and services while increasing sales tax revenue. - Develop and launch a Small Business Resource webpage on the City’s website featuring local, state, and federal tools, funding opportunities, and best practices. 186
2025-2030 Strategic Plan – November 5, 2025 Page 2 of 99 - Work with our partners (SBDC, El Pajaro, Chamber) to offer training workshops and webinars on key topics (e.g., e-commerce, workforce, financial planning) - Establish a Business Recognition Program to celebrate local business achievements and increase community visibility.
- Identify and proactively support businesses at risk of closure or downsizing. - Host peer networking events to strengthen the local business community and foster collaboration.
- Work with landlords and property managers to promote lease stability and maintain affordable spaces for small businesses.

1.1.3 – Redevelop underutilized sites to support light industrial, office, and retail growth
Responsible Department: Economic Development
Priority: Semi Urgent
- Conduct a comprehensive land use and site inventory to identify underutilized or vacant properties suitable for redevelopment with a focus on sites along Nestles and Los Coches and the Northern Gateway.
- Develop a Redevelopment Opportunity Map highlighting priority sites with details on zoning, infrastructure, and development readiness.
- Collaborate with property owners and brokers to market strategic sites to target industries (e.g., logistics, small manufacturing, health services, retail). - Create a site readiness program to address infrastructure gaps, zoning barriers, or environmental issues that limit development potential.
- Pursue grant funding or public-private partnerships to support site preparation or soil remediation where needed.
- Offer development incentives (e.g., expedited permitting, fee reductions, infrastructure support) for projects aligning with economic development and community goals. - Integrate redevelopment efforts into broader economic development marketing and outreach materials to attract investment.
- Promote mixed-use or flexible-space concepts to encourage adaptive reuse and support modern employment needs.

1.2 - Goal: Promote Tourism, Hospitality, and Agrotourism

1.2.1 – Develop and implement a comprehensive tourism and hospitality strategy focused on local assets (Pinnacles, wineries, historic sites).

Responsible Department: Econ Dev, Finance, Community Engagement Priority: Semi Urgent
Strategic Planning
- Develop a Tourism & Hospitality Action Plan in coordination with regional partners, tourism agencies, and local stakeholders.
187
2025-2030 Strategic Plan – November 5, 2025 Page 3 of 99 - Establish short- and long-term goals to increase overnight stays, boost tourism revenue, and enhance visitor engagement.
- Gather visitor feedback to identify gaps and opportunities for improving the overall visitor experience.

Destination Marketing & Promotion
- Promote the brand identity for Soledad as the Gateway to Pinnacles through cohesive marketing and storytelling.
- Create a dedicated landing page on the city’s website featuring local attractions, itineraries, and regional events.
- Collaborate with local wineries, Pinnacles National Park, and tour operators to create bundled experiences and promote weekend getaway packages. - Install QR codes and kiosks to guide visitors toward local businesses, dining, and shopping opportunities in Soledad.
- Launch a targeted digital and social media campaign highlighting outdoor recreation, wine tourism, downtown events, and culinary experiences. - Produce multilingual print and digital marketing materials to engage and attract a diverse range of visitors.

Infrastructure & Amenity Readiness
- Assess and identify infrastructure and hospitality gaps (e.g., signage, lodging, EV charging, public restrooms) and prioritize necessary improvements. - Explore opportunities for eco-friendly lodging options, boutique hotels, or camping/RV facilities to accommodate park and wine visitors.
- Ensure downtown and tourism areas are walkable, well-signed, and accessible to improve the visitor experience.
- Collaborate with neighboring cities, wineries, and tourism partners to create and market a regional wine trail or tourism loop that includes Soledad as a featured destination, highlighting local tasting rooms, scenic routes, dining, and cultural attractions.
- Explore ridesharing between tourist attractions (shuttle to pinnacles & Wineries) or expansion of a public shuttle to Pinnacles.

Events & Cultural Activation
- Develop and support signature events (e.g., wine festivals, heritage celebrations, outdoor adventure weekends) that draw regional visitors. - Partner with local artists, culture, and food organizations to activate public spaces for tourism, particularly the Downtown and Community Center.

Partnership Development & Funding
- Collaborate with the Monterey County Convention & Visitors Bureau, Caltrans, State Parks, and Pinnacles National Park for coordinated promotion. 188
2025-2030 Strategic Plan – November 5, 2025 Page 4 of 99 - Pursue grants and sponsorships to support tourism infrastructure, signage, and regional promotional campaigns.
- Evaluate and develop sustainable funding models to ensure the long-term promotion and growth of tourism in South County and Soledad.

Sustainable & Wellness Tourism
- Promote eco-tourism experiences: biking, hiking, native plant trails. - Create a sustainability guide for tourism-related businesses to encourage environmentally responsible practices.
- Install bike-friendly infrastructure, recycling stations, and green transit options at key visitor destinations.
- Support agritourism initiatives, including farm tours and rural overnight stays, through streamlined permitting and targeted marketing assistance.

1.2.2 – Redevelop underutilized properties to construct a major hotel to strengthen tourism
Responsible Department: Economic Development
Priority: Urgent
- Revise and actively promote the Hotel Incentive Program, including financial tools, fasttrack permitting, and support services. - Evaluate the current program’s effectiveness, gather developer feedback, and revise to meet market expectations better.
- Build strategic partnerships with hospitality developers, brokers, and tourism agencies to increase Soledad’s visibility at hospitality and travel trade shows. - Highlight Soledad’s tourism assets (e.g., Pinnacles National Park, wine region, cultural events) in hotel recruitment and marketing materials.
- Consider rezoning key parcels to streamline hotel development and surrounding compatible uses (e.g., restaurants, retail, EV stations). - Update hotel feasibility study to include current market demand, visitor demographics, and traffic data, etc.
- Set a measurable goal to attract and approve at least one new hotel development within three years, with annual benchmarks to measure tracking outreach, site readiness, and investment interest.

1.2.3 – Assess the feasibility of high-Impact regional destination projects Responsible Department: CED / CM
Priority: Long Term
- Commission feasibility studies for two major destination concepts:
o A regional recreational attraction (e.g., Topgolf, waterpark, laser tag, indoor sports, or entertainment venue) targeting family, youth, and visitor markets. 189
2025-2030 Strategic Plan – November 5, 2025 Page 5 of 99 o Soledad Container Village offering retail, food vendors, local makers, and pop-up cultural experiences. (Urgent and under a separate objective) - Assess site readiness, including land availability, infrastructure capacity, traffic/accessibility, and utilities.
- Explore public-private partnership models and potential operators or anchor tenants for each concept.
- Conduct market demand and tourism revenue impact analyses to estimate visitor draw and economic returns.
- Evaluate development incentives and permitting needs to facilitate investment. - Host community input sessions to gather feedback and refine concepts based on resident interests and regional appeal.
- Develop a strategy to leverage county, state, and federal funding sources aligned with tourism, workforce development, and recreation.
- Engage industry experts and developers early to test viability and inform feasibility scope.

1.2.4 – Position Soledad as a Regional Destination through Branding, Gateway Enhancements, and Visitor Experience Improvements
Responsible Department: CED
Priority: Urgent
- Finalize the lease with Legacy Signs to implement a digital billboard campaign promoting Soledad as a tourism hub.
- Design a cohesive freeway signage and brand campaign, including digital maps, welcome signs, and themed messaging (e.g., food, wine, outdoor adventure). - Promote key destination assets such as Pinnacles National Park, local wineries, downtown walkability, cultural events, and the Container Village (when completed). - Work with Caltrans and regional tourism agencies to install coordinated gateway signage on major entry corridors.
- Review and update the city’s sign ordinance to allow for creative, destination-driven signage and branding elements.
- Integrate branding and streetscape strategies into a broader Tourism & Hospitality Master Plan.
- Seek grant funding (e.g., Caltrans, Clean California, ArtPlace, USDA Agrotourism) for gateway, signage, and placemaking improvements.
- Collaborate with wineries, ag producers, and cultural groups to develop agrotourism offerings and cross-promotion opportunities.
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1.3 - Goal: Enhance Downtown Revitalization, Placemaking and Infrastructure Improvements

1.3.1 – Create a cohesive city brand rooted in Soledad’s culture and activate Downtown spaces.

Responsible Department: Community Engagement
Priority: Semi Urgent
- Conduct a citywide branding initiative to capture resident input and define Soledad’s shared identity rooted in local culture, outdoor recreation, and wine heritage. - Launch co-branded products (e.g., Pinnacles Blend wine, branded outdoor gear) in partnership with local businesses.
- Integrate wine country and national park themes into downtown décor, wayfinding, and events.
- Support downtown businesses in adopting the city brand through workshops, toolkits, and marketing assistance.
- Host branding and visitor experience workshops for retailers, tourism operators, and community partners.
- Organize recurring themed downtown events such as wine walks, cultural nights, and seasonal food fairs to boost foot traffic and local pride.

1.3.2 – Develop the Container Village as a small business incubator and Downtown catalyst.

Responsible Department: Economic Development
Priority: Urgent
The Container Village Project is an innovative multi-use space made from repurposed shipping containers designed to host restaurants, retail shops, and incubator businesses. The City received a USDA Rural Development Grant to conduct a feasibility study. During the development of this study, it became clear that a private developer is unlikely to participate, and securing $10.2 million in funding will be very challenging.

With Council approval, the City is seeking funding from the Economic Development Administration (EDA) to implement a phased approach to reduce the City’s initial financial burden, better meet federal funding requirements, and provide greater flexibility as market conditions evolve. Adopting this approach offers a prudent path for revitalizing Downtown Soledad, creating new economic opportunities while managing risks and maximizing the chances of receiving grant funding. 191
2025-2030 Strategic Plan – November 5, 2025 Page 7 of 99 Planning (Year 1):
- Finalize the USDA Feasibility Study and phased development plan. - Apply for EDA funding to complete construction documents. - Issue an RFP and select a long-term site operator.
- Complete necessary site improvements for Phase 1 development. - Collaborate with small businesses to prepare for interim activation. - Partner with the SBDC, El Pajaro CDC, and Chamber of Commerce to recruit entrepreneurs, offering business coaching, branding, and mentorship. - Pilot seasonal pop-up businesses to test market demand.

Phase 0 – Interim Activation (Year 1):
- Launch a low-cost activation to test market interest, logistics, and community response. - Activate the site with food truck pods, temporary seating, string lighting, and small events (e.g., concerts).
- Rotate vendors and pilot a container stall to assess operations and strengthen future grant applications.

Phase 1 – Core Development (Years 2–4):
- Construct the first phase of the Container Village (3 containers), including essential infrastructure and select anchor tenants.
- Establish early operational success to attract future grants and investors. - Engage corporate and financial partners for sponsorships or naming rights.

Phase 2 – Expansion / Build-Out (Years 5+):
- Expand the Village into a full public market with up to 10 containers, a park, and an amphitheater with public art, landscaping, and permanent amenities. - Adjust phasing based on market demand and funding availability.

Phase 3 – Long-Term Operations (Years 10+):
- Plan for container lifecycle renewal and potential expansion.

1.3.3 – Beautify downtown with façade, signage, lighting, art, and landscaping programs.

Responsible Department: CED
Priority: Urgent
- Implement the Front Street Landscaping Project to refresh medians and bulb-outs. - Expand public art installations to strengthen downtown’s visual identity. - Revise and relaunch the Front Street Façade Grant Program to allocate funding toward storefront improvements.
- Develop a Downtown Sign Program with design standards, incentives, and workshops for local businesses.
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2025-2030 Strategic Plan – November 5, 2025 Page 8 of 99 - Offer business enhancement resources (window display guides, marketing tips) and handson technical assistance. - Collaborate with Code Enforcement to implement educational initiatives that promote compliance and maintain a clean, welcoming downtown environment.

1.3.4 – Update and implement Downtown Specific Plan (land use, design, pedestrian access).

Responsible Department: Community Development
Priority: Semi Urgent
- Align land use, zoning, and design standards with downtown revitalization goals to support mixed-use development and pedestrian access.
- Update and implement the Downtown Specific Plan to guide future growth and investment. - Promote form-based code, mixed-use nodes, and improved pedestrian/bike access. - Host public engagement sessions to inform business owners about the Downtown Specific Plan and discuss potential amendments.
- Ensure that the updated plan aligns with economic development, housing, and tourism objectives to create a cohesive vision for downtown Soledad.

1.3.5 - Develop and implement a comprehensive Downtown Streetscape Plan
- Refine the ELS Conceptual Plan into a detailed streetscape design for Front Street, including wayfinding, street furniture, landscaping, lighting, and public art elements. - Complete the Front Street Landscaping Project to enhance and refresh downtown’s visual appeal.
- Collaborate with Union Pacific Railroad to implement improvements to the underpass on Front Street as envisioned in the ELS design concept:
o Install a gateway sign on the bridge.
o Improve or replace deteriorating pigeon control netting with a more durable, effective, and aesthetic solution.
o Work with TAMC to create a safe pedestrian/biking connection with the potential of a protected bike lane.
o Install enhanced lighting for safety and aesthetics
o Add murals along the underpass inspired by Pinnacles National Park to create a welcoming and distinctive sense of place.
- Add lighting, trees, wind shelters, and seating to the streetscape to improve comfort and strengthen downtown’s identity.
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1.3.6 – Ensure that downtown infrastructure is shovel-ready (water, sewer, fiber, EV).

Responsible Department: Public Works / Planning
Priority: Urgent
- Complete current infrastructure improvements underway in the Downtown Core. - Conduct a comprehensive needs assessment of utilities, including water, sewer, broadband, and EV charging capacity.
- Develop a prioritized phasing plan to guide future capital improvement projects. - Pursue state and federal grants to support infrastructure upgrades on key catalytic development parcels.

1.3.7 – Activate the Downtown with regular cultural, culinary, and community events.

Responsible Department: CED
Priority: Urgent
- Continue hosting events such as Music in the Park to attract artists, food vendors, and families downtown.
- Establish a designated food truck pod as a pilot for the future Container Village. - Designate vendor zones and micro-storefronts for rotating cultural and local product vendors.
- Provide permitting assistance and joint marketing to support local makers, artists, and food entrepreneurs.
- Feature products and experiences that highlight Soledad’s heritage—wine, agriculture, and proximity to Pinnacles National Park.

1.3.8 – Explore the development of coworking and entrepreneur spaces.

Responsible Department: CED
Priority: Long Term
- Identify vacant or underused downtown buildings suitable for coworking or creative space conversion.
- Survey local entrepreneurs, freelancers, and remote workers to assess demand. - Host pilot monthly coworking pop-up events in community facilities to build interest. - Partner with broadband providers to ensure reliable high-speed internet access in potential sites.
- Pursue grants and public-private partnerships to establish a permanent coworking or innovation hub.
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1.4 - Goal: Evaluate Zoning, Land Use, and Sustainable Development

1.4.1 – Update general plan and zoning codes to support retail, industrial redevelopment, and highway access.

Responsible Department: Planning Department
Priority: Urgent
- Conduct a comprehensive review of zoning and land use designations to identify barriers to mixed-use, retail, and light industrial development.
- Draft and adopt zoning amendments that promote flexible, mixed-use, and employmentsupportive land uses. - Identify parcels constrained by outdated zoning and propose site-specific amendments to unlock redevelopment potential.
- Prepare an annexation strategy and economic justification for incorporating the 6-acre Northern Gateway property into city boundaries.
- Ensure zoning and annexation updates align with the City’s long-range land use map, economic development strategy, and sustainability goals.

1.4.3 – Explore special financing districts (CFDs, EIFDs) for infrastructure funding.

Responsible Department: Finance
Priority: Long Term
- Evaluate the feasibility of forming Community Facilities Districts (CFDs), Enhanced Infrastructure Financing Districts (EIFDs), or Community Revitalization Districts (CRDs). - Model potential tax increment and revenue scenarios based on current and projected assessed values.
- Engage property owners, developers, and regional stakeholders to gauge support and participation.
- Align proposed district boundaries with annexation areas, infrastructure corridors, and strategic growth zones.
- Develop policy guidelines for ongoing district management and performance monitoring.

1.4.4 – Activate city vacant land with tailored incentives and developer outreach.

Responsible Department: CED
Priority: Urgent
- Inventory and map all vacant and underutilized parcels, classifying them by ownership, infrastructure readiness, and market potential.
- Design tiered incentive programs (e.g., development fee reductions, expedited permitting, infrastructure cost-sharing, or tax incentives) to attract targeted investment. 195
2025-2030 Strategic Plan – November 5, 2025 Page 11 of 99 - Market priority sites through regional and state-level commercial real estate networks. - Conduct targeted outreach to developers, employers, and anchor tenants aligned with the City’s economic priorities.
- Evaluate the development feasibility of all city-owned parcels and identify partnership or disposition strategies.
- Develop a Public-Private Partnership (P3) framework emphasizing revenue generation, job creation, and community benefit metrics.
- Issue Requests for Interest (RFIs) and establish guidelines for unsolicited development proposals on high-value sites.
- Implement a tracking system to measure ROI, job creation, and community outcomes from redevelopment projects.

1.5 - Goal: Strengthen Workforce Development, Employer Partnership, and Economic Opportunity
Support inclusive economic growth by aligning education and training programs with local and regional industry needs, fostering employer partnerships, and expanding pathways to quality employment and economic opportunities for all Soledad residents.

1.5.1 – Strengthen relationships between local schools and employers to align educational programming with workforce needs, enhancing career pathways.

Responsible Department: Economic Development / Workforce Partners Priority: Long Term
- Collaborate with Hartnell and the local High School to develop school-to-career programs offering internships, mentorships, and summer job opportunities at the City. - Create partnerships with industry partners to help launch a career exploration series bringing industry professionals into the Community Center for presentations, site visits, and hands-on learning modules.
- Formalize a Workforce Partnership Council between the City, school district, and key industries to coordinate curriculum, training pipelines, and resource sharing. - Emphasize career pathways in high-growth sectors such as:
o AgTech and sustainable agriculture
o Public service and skilled trades
o Healthcare (nursing, techs, home care)
o Logistics and advanced manufacturing
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1.5.2 – Expand job training and employability programs for residents Provide residents, especially youth, career changers, and underserved populations, with access to skills training, job readiness support, and pathways to living-wage employment.

Responsible Department: CM, Council, CED
Priority: Long Term
- Collaborate with Hartnell College, adult schools, and nonprofits to deliver job readiness training, resume workshops, and interview coaching. - Collaborate with workforce development agencies and other groups to host regular local or regional job fairs and pop-up hiring events with major employers and staffing agencies.
- In alignment with the Youth Council, provide soft skills training (e.g., communication, professionalism, punctuality) with a focus on youth and first-time job seekers who work at the Community Center or serve as youth interns.
- Work with employment partners to offer microgrants or stipends to help residents attend training in high-demand fields (e.g., construction, healthcare, clean energy). - Partner with education providers to deliver technical training and industry-recognized certifications aligned with city workforce needs (i.e., water operators). - Work with First 5 and El Pajaro CDC to develop or support a childcare training and incubation center to expand early education workforce and small-business opportunities.
- Use labor market data to recruit new industry sectors and reduce dependence on ag and retail.
- Proactively attract and retain living-wage employers in sectors such as clean energy, logistics, healthcare, and manufacturing.
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We ensure access to quality, safe, and diverse housing near schools, jobs, retail, and parks that is affordable to residents of all income levels.

2.1 - Goal: Promote, Support, and Expand the Development of Diverse and Affordable Housing to Meet Community Needs

2.1.1 – Facilitate the development of 734 housing units by 2031 to meet the Regional Housing Needs Allocation (RHNA) through active pipeline projects and strategic developer partnerships.

Responsible Department: Community Development and Economic Development (CED)/Public Works/City Manager
Priority: Urgent
Progress Tracking
- Maintain a comprehensive housing pipeline with projected unit completions by year and submit an Annual Progress Report to the California Department of Housing and Community Development (HCD) by April 1st each year.
- Establish annual benchmark targets aligned with RHNA goals. - Develop and regularly update a public-facing housing dashboard with milestones, unit counts, and project timelines.

Developer Engagement & Incentives
- Identify and address program and policy barriers to project delivery; adjust programs and policies accordingly.
- Prioritize engagement with developers on shovel-ready sites and pre-entitled parcels. - Offer zoning incentives, density bonuses, and streamlined permitting for multi-family and affordable housing.
- Partner with developers on Low-Income Housing Tax Credit (LIHTC) and other competitive funding applications.
- Create and distribute educational materials outlining available development incentives and city support.

Pipeline Projects
- Advance key projects that are in the Housing Element pipeline including:
o 540 Gabilan - 100 Units of Affordable Housing Units
 Issue RFQ for 540 Gabilan affordable housing project and select a qualified developer.
 Provide technical assistance on assembling the LIHTC financing package. 198
2025-2030 Strategic Plan – November 5, 2025 Page 14 of 99  Conduct community outreach to raise awareness and gather input on development goals.
 Establish development milestones and reporting structure. o Santa Clara/Parcel E - 104 Small-Lot Homes + 100 Affordable Units (Eden Housing)  Coordinate infrastructure and permitting.
 Support Eden Housing in site planning and securing funding.  Host community engagement forums.
 Ensure interdepartmental coordination for timely reviews and approvals.  Deploy the first-time homebuyer assistance.
o Almond Acres Subdivision - 52 Small-Lot Homes + 12 Multiple Family Affordable Units (CHISPA)
 Complete subdivision and CEQA review.
 Provide technical assistance to CHISPA on the site and building design of the affordable housing project.
 Support CHISPA in securing external funding (e.g., HOME, CDBG) for the affordable housing portion of the project.
 Ensure ADA accessibility and age-friendly design.
 Track progress on the project for targeted demographics, including seniors, individuals with disabilities, and Transitional Aged Youth. o Parcel B – 37 Small-Lot Homes + 24 Units of Multiple Family  Complete project entitlements, including final map approval.  Finalize affordable housing agreement.
 Ensure interdepartmental coordination for timely reviews and approvals.  Evaluate and consider implementing a first-time homebuyer assistance program

2.1.2 – Expand innovative housing options (ADUs, Cottages).

Responsible Department: CED
Priority: Urgent
- Evaluate cost-effective housing models, including small-lot subdivisions, manufactured housing, ADUs, cottage clusters, and mid- to high-density infill projects. Identify necessary zoning and code updates to enable a broader range of housing types and reduce regulatory and bureaucratic barriers.
- Promote mixed-income and mixed-use developments that integrate innovative, diverse housing types into walkable, service-rich neighborhoods. - Update pre-approved design templates for ADUs and consider similar plans for other innovative housing types (i.e., cottage courtyards) to streamline permitting and reduce design costs
- Launch a public awareness and education campaign to promote the benefits of ADUs and other small home types, targeting homeowners, developers, and neighborhood groups. 199
2025-2030 Strategic Plan – November 5, 2025 Page 15 of 99 - Explore financial and regulatory incentives (e.g., fee waivers, expedited permitting, etc.) for property owners who build ADUs or cottage clusters. - Partner with local, regional, and industry-led architects, builders, and nonprofits to pilot demonstration projects and showcase successful small-scale infill housing. - Monitor the success of the program and gather feedback to refine policies and expand programs that support innovative housing types.

2.1.3 – Expand housing opportunities for all Soledad residents.

Responsible Department: CED
Priority: Urgent
Policy Review & Program Evaluation
- Evaluate local housing policies and programs to ensure fair and equitable access for people of all demographic and income groups.
- Evaluate the effectiveness of existing special needs housing programs, including those for seniors, individuals with disabilities, and extremely low-income households. - Identify gaps in housing and services for undocumented and mixed-status households, and assess potential policy solutions to address these needs.

Strategic Partnerships & Funding
- Collaborate with agricultural employers to evaluate worker housing needs and explore opportunities for employer-supported housing solutions. - Apply for state and federal grant programs to support the development of farmworker housing (e.g., Joe Serna Jr. Farmworker Housing Grant). - Explore partnerships with public agencies and employers to develop workforce and employee housing.
- Promote the co-location of housing near transit hubs and major employment centers to reduce commute burdens and support economic inclusion.

Inclusive Design
- Conduct cost analyses of various building types (e.g., low-, mid-, high-rise) to guide costeffective and inclusive development strategies. - Promote culturally responsive design standards and amenities tailored to the needs of multi-generational, farmworker, and senior households.
- Develop a comprehensive design guide for multi-generational, inclusive, and mixed-use housing projects to support developers and planners.
- Update community design standards to support and promote multi-generational and nontraditional household types, ensuring flexibility in layout, accessibility, and shared living arrangements.
- Incorporate universal design principles, ADA compliance, and age-features into all applicable housing and infrastructure projects to promote accessibility, safety, and inclusivity for residents of all ages and abilities.
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2.2 - Goal: Develop Infrastructure and Promote Smart Growth

2.2.1 – Align infrastructure with Smart Growth and transit-oriented development principles.

Responsible Department: CED/Public Works/City Manager
Priority: Semi Urgent
- Prioritize infrastructure investments in areas served by MST Circulator routes and other key transit corridors.
- Support the development of mixed-use nodes and higher-density housing around major transit corridors and other transit-accessible locations. - Integrate transit access and walkability considerations into zoning updates and capital improvement planning
- Coordinate with MST and regional transportation agencies to align land use and planning for projects that connect communities and improve access to transit and affordable housing.
- Foster interdepartmental collaboration to ensure housing, transportation, and infrastructure strategies are integrated

2.2.2 – Negotiate a Development Agreement for Miramonte to ensure adequate provision of infrastructure and public services at each stage of the project’s build-out.

Responsible Department: City Manager/CED/Public Works
Priority: Urgent
- Coordinate development phasing with utility and roadway capacity upgrades to ensure infrastructure keeps pace with growth.
- Finalize detailed improvement plans for sewer, water, storm drains, streets, sidewalks, parks, and landscaping to support full project buildout. - Establish and adopt a comprehensive financing plan for the Miramonte project that ensures long-term funding for infrastructure and public services. - Implement performance-based thresholds to trigger required off-site traffic and improvements at each phase of development.
- Ensure full implementation of the Mitigation Monitoring and Reporting Program (MMRP) and enforce all Conditions of Approval to maintain environmental compliance and project accountability.
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2.2.3 – Upgrade and expand critical infrastructure citywide (water, sewer, roads, etc.) to support housing development readiness and long-term community growth.

Responsible Department: Public Works/CED/City Manager
Priority: Semi Urgent
- Conduct a comprehensive infrastructure gap analysis to identify deficiencies in water, sewer, stormwater, transportation, and utility systems needed to support RHNAdesignated housing sites. - Pursue state and federal funding opportunities (e.g., Infill Infrastructure Grant Program, Clean Water SRF, Community Development Block Grants) to finance upgrades for critical infrastructure supporting housing growth.
- Maintain and regularly update GIS-based infrastructure maps to identify housing-ready parcels and guide investment in priority development areas. - Coordinate infrastructure investment to support inclusive and mixed-use development in rezoned or high-priority areas.

2.3 - Goal: Expand Housing Resources for Vulnerable Populations

2.3.1 – Expand permanent housing options for homeless individuals, seniors, farmworkers, large families, single parents, and other vulnerable groups.

Responsible Department: CED/City Manager/Monterey County Priority: Semi Urgent
Development Priorities
- Prioritize housing projects that serve seniors, farmworkers, large families, single parents, and fixed-income residents.
- Collaborate with nonprofit developers that specialize in housing for large families and vulnerable populations.
- Develop wellness-oriented housing models (e.g., senior villages, co-housing, shared living). - Ensure supportive services (e.g., childcare, transportation) are co-located with housing. - Reactivate the Soledad Housing Authority to unlock new funding opportunities.

Funding & Partnerships
- Pursue funding from state and federal sources (e.g., ESG, HHAP, USDA, CDBG). - Target subsidies and voucher programs toward single-parent families and farmworkers. - Support partners to offer tax relief and rent assistance programs to help seniors age in place.
- Support partners to educate seniors on property tax deferral and reverse mortgage options. - Reinforce aging-in-place initiatives with targeted CDBG support. - Promote senior co-housing models with integrated care or social programs. 202
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- Identify existing transitional housing providers and expand partnerships to support vulnerable populations.
- Coordinate with the County and other agencies to finalize project scopes and service delivery models.
- Ensure permanent supportive housing includes robust wraparound services and long-term funding sources.

2.3.2 – Implement comprehensive homelessness solutions grounded in Housing First and interim-to-permanent strategies to achieve functional zero homelessness.

Responsible Department: CED/City Manager/Monterey County Priority: Urgent
Case Management Coordination and Landlord Engagement
- Use Homeless Management Information System (HMIS) data to map inflow/outflow, monitor population trends, and track housing outcomes.
- Track interim housing exits and identify barriers to permanent housing placements. - Engage cross-sector leadership in monthly case reviews to monitor high-needs cases and coordinate interventions.
- Train public-facing staff and police department personnel on the principles and practices of the Housing First model.
- Include landlord mediation services and existing best practices in all transition-to-housing programs
Housing First and Interim to Permanent Pathways
- Develop permanent supportive housing with comprehensive wraparound services. - Partner with youth-serving organizations to deliver supportive services to unhoused or atrisk youth. - Advance priority projects aimed at reducing homelessness in Soledad:
o Encampment Resolution Fund (ERF)
 Complete development of the Soledad Interim Housing Facility (Year 1)  House all participants by June 30, 2027
o Youth Homelessness Demonstration Program (YHDP)
 Distribute at least $1 million in funding by December 31, 2025  Coordinate with the Coalition of Homeless Services Providers and Bay Area Community Services to continue administering YHDP in future years. o Transitional Aged Youth (TAY) Campus
 Work with the County, CHISPA, and Housing Authority to identify the location of up to 4 housing units for TAY participants.  Work with partners to facilitate the construction of up to 4 units by 2028 203
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2.3.3 – Provide temporary emergency housing in hotels for vulnerable populations
Responsible Department: CED/City Manager/Monterey County Priority: Urgent
- Identify and recruit local motels and hotels to participate in a crisis stabilization partnership program.
- Negotiate agreements with property managers covering nightly rates, availability blocks, and wraparound support services.
- Develop intake protocols in collaboration with behavioral health navigators and emergency responders to ensure smooth placement and care coordination. - Train hotel staff on trauma-informed response practices, guest privacy protections, and safety procedures.
- Secure grant funding to cover short-term crisis shelter costs, including Behavioral Health Bridge Housing funds.
- Establish a formal Memorandum of Understanding (MOU) outlining roles, responsibilities, duration, liability, and referral pathways between the city, hotels, and behavioral health partners.

2.4 - Goal: Promote Housing Preservation, Rehabilitation, and Conservation

2.4.1 – Preserve and improve existing housing stock.

Responsible Department: CED/Police (Code Enforcement)
Priority: Semi Urgent
- Identify new funding sources and implement multilingual outreach for home repair and rehabilitation programs.
- Partner with nonprofits to deliver or provide grants and low-interest loans for critical repairs, energy-efficiency upgrades, and weatherization services. - Offer compliance assistance for low-income property owners facing code violations. - Educate residents about lead abatement funding and health-related home improvement resources.

2.4.2 – Protect residents from displacement.

Responsible Department: CED/Police (Code Enforcement)
Priority: Semi Urgent
- Align code enforcement actions with tenant protection measures to avoid displacement. - Establish an emergency relocation fund for displaced or at-risk tenants. - Review and explore the enforcement of zoning and occupancy standards for H2A temporary worker housing and update the employee housing ordinance as needed. 204
2025-2030 Strategic Plan – November 5, 2025 Page 20 of 99 - Support the development of purpose-built H2A housing outside traditional residential zones.
- Identify and apply for funding for accessibility improvements (e.g., ramps, grab bars, walkin showers). - Partner with public health agencies to expand aging-in-place and home modification programs.

2.4.3 – Modernize mobile home units.

Responsible Department: CED
Priority: Semi Urgent
- Conduct a comprehensive assessment of mobile home park conditions, infrastructure needs, and habitability.
- Offer modernization grants or loans for energy efficiency, life-safety upgrades, and ADA improvements.
- Explore zoning and development flexibility to allow mobile home retrofits, replacements, or infill enhancements.
- Educate residents about state laws applicable to mobile home parks.

2.4.4 – Perform a citywide housing condition assessment and deploy proactive code enforcement to address substandard housing and support long-term neighborhood stability.

Responsible Department: CED/Police (Code Enforcement)
Priority: Semi Urgent
- Develop a Housing Conditions Assessment by parcel using survey data, inspection results, and code compliance history.
- Identify and map areas with high levels of disrepair and deferred maintenance. - Use data-driven tools to target rehabilitation funding and enforcement resources. - Conduct routine and proactive inspections in prioritized areas. - Explore funding opportunities to provide technical and financial compliance assistance to low-income homeowners and landlords.
- Track violations, case closures, and response times through digital case management systems.
- Launch a Rental Registration Program to monitor rental housing conditions and ownership trends by 2027.
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2.5 - Goal: Promote Homeownership, Financial Literacy, and First-Time Buyer Assistance

2.5.1 – Advance education on housing affordability and the homebuying process
Responsible Department: CED/Community Engagement
Priority: Urgent
- Partner with trusted organizations (e.g., housing counselors, financial institutions and educators) to host workshops on budgeting, credit repair and readiness, and mortgage education.
- Offer bilingual homebuyer education sessions in partnership with HUD-certified nonprofit housing counselors.
- Develop and widely distribute a user-friendly “Homeownership 101” guide covering steps to buy a home, eligibility for assistance, and FAQs. - Facilitate pre-qualification readiness assessments through partner lenders to help buyers understand their financial standing.
- Partner with local lenders and credit unions to streamline the loan and first-time buyer assistance process.
- Collaborate with schools, employers, and faith-based organizations to reach underrepresented and first-time homebuyer populations.
- Launch or expand a Down Payment Assistance (DPA) fund to support qualifying low- and moderate-income buyers.
- Create referral networks with real estate professionals, lenders, and community partners to promote programs and educate the public.
- Measure outcomes and progress

2.5.2 – Promote the Mortgage Credit Certificate (MCC) Program Responsible Department: CED/Community Engagement
Priority: Urgent
- Coordinate with the County and participating lenders to offer MCCs to eligible homebuyers. - Develop public-facing tools and calculators to demonstrate long-term MCC savings during homebuying.
- Host seasonal information sessions, especially during tax season, to educate residents on the MCC program and its benefits.
- Track and monitor annual MCC program participation, adjusting outreach and education efforts as needed.
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2.6 - Goal: Promote Fair Housing, Equity, and Inclusion

2.6.1 – Strengthen and enforce fair housing policies.

Responsible Department: CED/Community Engagement
Priority: Urgent
- Ensure Compliance with state and federal fair housing laws. - Develop local ordinances that reinforce and strengthen tenant protections. - Manage the tracking of housing complaints and their resolution timelines. - Ensure outreach materials are multilingual, culturally sensitive, and accessible. - Contract with a fair housing service provider for support with counseling, education, and landlord-tenant mediation.
- Contract a fair housing service provider to conduct fair housing-related workshops and assistance clinics.
- Monitor fair-housing compliance in subsidized and city-assisted housing.

2.6.2 – Revive the Solidad Housing Authority to access funding.

Responsible Departments: City Manager, Finance, CED
Priority Level: Urgent
- Review and update the Housing Authority board composition, roles, and governance structure.
- Modernize bylaws and the mission statement to reflect equity, affordability, and antidisplacement goals. - Engage residents with lived experience of housing insecurity in advisory or decision-making roles.
- Establish accountability metrics for oversight of affordable housing initiatives, compliance, and partnerships.
- Explore funding opportunities with the U.S Department of Housing and Urban Development.

2.7 - Goal: Evaluate and Activate City-Owned and Vacant Land for Housing Development

2.7.1 – Advance infill on underutilized or vacant property through re-zoning and updated standards.

Responsible Department: CED
Priority: Urgent
- Identify priority redevelopment corridors suitable for infill and housing-focused reuse. 207
2025-2030 Strategic Plan – November 5, 2025 Page 23 of 99 - Update zoning to support mixed-use, higher-density, and transit-oriented developments. - Adopt design standards that support walkability, sustainability, and neighborhood compatibility.
- Create and adopt financial and permitting incentives to encourage adaptive reuse of vacant or underutilized properties

2.7.2 – Activate city-owned sites for housing/public-private partnerships.

Responsible Department: CED/City Manager
Priority: Urgent
- Complete a comprehensive inventory and GIS mapping of all city-owned parcels with the potential for housing development.
- Develop and apply evaluation criteria based on location, infrastructure readiness, zoning, and market conditions.
- Issue Requests for Qualifications (RFQs) or Requests for Proposals (RFPs) for key cityowned sites, including the Corporation Yard and Lions Club Building, to partner with affordable housing developers for building affordable housing. - Utilize ground leases or long-term lease agreements to preserve public interest while enabling development and revenue generation.

2.7.3 – Expand strategic site acquisition.

Responsible Department: CED/City Manager/Finance
Priority: Semi Urgent
- Identify, acquire, and land bank properties for future affordable and workforce housing projects.
- Target private or underutilized parcels that fill Regional Housing Needs Allocation (RHNA) gaps or support site consolidation.
- Secure funding through state housing grants, infill infrastructure programs, or redevelopment successor funds.
- Develop transparent criteria and publicly accessible procedures for site selection, acquisition, and community engagement.
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2.8 - Goal: Develop Incentives and Sustainable Housing Funding Programs

2.8.1 – Pursue grants and establish a local housing trust fund.

Responsible Department: CED/City Manager/Finance
Priority: Urgent
- Identify and pursue state, federal, and philanthropic grants for affordable, infill, and mixedincome housing projects. - Build strategic partnerships with housing developers and nonprofit organizations to submit joint grant applications.
- Allocate local funds (e.g., General Fund, in-lieu fees, PLHA) for housing gap financing and seed capital.
- Establish clear criteria for matching funds to leverage external grants effectively. - Set annual housing funding targets aligned with RHNA progress and priority housing types. - Develop a Local Housing Trust Fund, including:
o Seed funding strategy (e.g., in-lieu fees, state/local grants, private donations) o Transparent application process, eligibility criteria, and award procedures - Complete HCD’s “Prohousing” designation and pursue the Prohousing Incentive Pilot Program funding opportunities.

2.8.2 – Update development impact fees to promote affordability.

Responsible Department: CED/Finance
Priority: Urgent
- Conduct a nexus study to assess housing-related infrastructure costs and justify impact fees.
- Develop a fee waiver or deferral program for affordable and workforce housing developments.
- Ensure transparency in how fees are calculated, assessed, and collected. - Align impact fee structure with the City’s Capital Improvement Plan (CIP) and RHNA goals. - Evaluate fees for consistency with state affordability mandates and inclusionary goals. 209
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2.9 - Goal: Ensure Regulatory Compliance and Implement Planning Updates
Maintain compliance with evolving state housing laws, streamline permitting and entitlement processes, and reform local zoning regulations to increase housing supply and reduce production barriers.

2.9.1 – Raise community awareness and streamline permitting processes.

Responsible Department: CED/Community Engagement
Priority: Semi Urgent
- Explore and implement a digital permitting system to increase efficiency and public access. - Develop standardized plan checklists for common housing types (e.g., duplexes, ADUs, small-lot homes).
- Host annual community engagement sessions to demystify zoning laws, permitting, and development standards.
- Publish and maintain an annual summary of state housing laws and local implementation steps on the City’s website.
- Distribute clear, multilingual fact sheets for developers, realtors, landlords, and neighborhood associations.
- Host annual training workshops for city staff, developers, and residents on new state housing legislation and implementation requirements.

2.9.2 – Advance zoning and land use reform to support housing goals.

Responsible Department: CED/City Attorney/City Manager/Council Priority: Semi Urgent
- Conduct an annual zoning map review to identify and address constraints on residential and mixed-use development
- Complete the General Plan and draft and adopt zoning code amendments to:
o Increase allowable densities
o Encourage mixed-use, infill, and transit-oriented development o Reduce regulatory and procedural barriers for affordable housing - Facilitate inclusive community engagement sessions, prioritizing input from historically underserved and underrepresented groups.
- Align local zoning updates with RHNA targets and regional housing goals. - Ensure zoning reforms support sustainability, infrastructure capacity, and smart growth principles.
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2.9.3 –Coordinate annexation for long-term housing needs.

Responsible Department: CED/City Manager/City Council
Priority: Long-Term
- Identify strategic parcels and priority districts for annexation based on long-term housing potential.
- Coordinate with LAFCO and follow formal annexation procedures and timelines. - Prepare and update fiscal impact reports and infrastructure readiness studies. - Conduct proactive engagement with adjacent property owners, stakeholders, and community organizations.
- Work with regional and state agencies to finalize mitigation agreements and service plans. - Update land use and CEQA analyses to reflect annexation scenarios. - Align annexation timelines with infrastructure buildout, tract map approvals, and housing pipeline targets.
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2025-2030 Strategic Plan – November 5, 2025 Page 27 of 99 3 - Environmental Justice and Equity
We improve the health and well-being of our local community by addressing environmental, social, and economic obstacles. We are committed to diversity, equity, and inclusion and believe everyone has a voice in shaping Soledad. We engage together as equal partners in local decisionmaking processes to reduce inequalities and disparities in our community.

3.1 – Goal 1: Embed Equity in All City Policies, Programs, and Services.

Responsible Department: CM (Lead) and All Departments
Priority: Semi Urgent

3.1.1 – Institutionalize an equity framework across all city departments. - Complete an Equity Impact Assessment for the draft General Plan to ensure that the policies and programs increase equitable outcomes for marginalized populations. - Require department directors and managers to assess major policies and programs and recommend expenditures through an equity lens.
- Complete an annual Equity Impact Assessment of the Strategic Plan and develop and an equity dashboard to measure outcomes.

3.1.2 – Provide city-wide equity training for all employees and councilmembers.

Responsible Department: IT Department / Communications
Priority: Semi Urgent
- Partner with an organization that provides Governing for Racial Equity training and tailors the curriculum to city staff, leadership, and elected officials. - Schedule mandatory training sessions for all city employees and council members. - Offer separate leadership-focused workshops for department heads and council. - Provide equity resource guides and toolkits for applying training to daily work based on real case studies.

3.2 – Goal 2: Strengthen Inclusive and Equitable Participation in all City Planning and Decision-Making Processes
The City is committed to ensuring that all residents—particularly those historically underrepresented in civic processes—have meaningful opportunities to influence planning and decision-making. Achieving equitable participation requires understanding who engages, who does not, and why.
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3.2.1 – Use data to advance equitable and effective community engagement.

Responsible Department: Community Engagement
Priority: Urgent
- Map demographic data and engagement patterns to identify underrepresented communities and participation disparities.
- Analyze past participation in city events, surveys, and advisory boards to understand barriers to engagement.
- Integrate real city data and local case studies into staff training to improve cultural competency and relevance.
- Establish a continuous feedback and evaluation system to measure participant satisfaction, learning outcomes, and training effectiveness. - Report findings annually to guide resource allocation and improve future engagement efforts.

3.2.2 – Update a citywide community engagement strategy with measurable and equity-focused goals.

To build a more inclusive, transparent, and responsive government, the City will update its Community Engagement Strategy to reflect the diverse needs, voices, and experiences of all residents. The updated strategy will establish clear performance measures, embed equity as a guiding principle, and modernize engagement practices to ensure meaningful participation in city planning and decision-making.

Responsible Department: Community Engagement
Priority: Urgent
- Review the city’s current community engagement practices, policies, and outcomes. - Conduct resident surveys, focus groups, and interviews to gather feedback on communication preferences and barriers.
- Benchmark against best practices from peer cities and national engagement models. - Develop clear equity-focused engagement principles to ensure inclusion of underrepresented groups.
- Establish measurable goals (e.g., participation rates, diversity of engagement, satisfaction levels).
- Create a multi-channel engagement framework (in-person forums, online platforms, social media, surveys).
- Identify and integrate translation, interpretation, and accessibility services; Consistently, provide interpretation for public meetings in Spanish
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3.2.3 – Build city capacity by hiring and training staff skilled in authentic community engagement.

Meaningful community engagement begins with a workforce that reflects the community it serves and possesses the skills, cultural awareness, and empathy to engage residents effectively. The City will strengthen its internal capacity by recruiting culturally representative and bilingual staff, providing continuous training in equitable engagement practices, and ensuring every department integrates community engagement principles into its work.

Responsible Department: CM/HR, Community Engagement (Lead), All Departments Priority: Urgent
- Hire culturally representative, multilingual staff who reflect the diversity of the city’s residents and bring lived experience to engagement efforts. - Deliver citywide training on cultural competency, equitable communication, and respectful civic engagement tailored to the local community context. - Support each department in developing clear, measurable community engagement goals for all public meetings, workshops, and initiatives.
- Train staff on the full spectrum of engagement—from information sharing to empowerment—using a consistent citywide framework.
- Train staff to prepare public-facing materials that are accessible, visually clear, and free of bureaucratic or technical language.
- Establish regular assessments and feedback mechanisms to measure staff competency, inclusivity, and the effectiveness of engagement practices.

3.2.4 – Enhance language and technology accessibility to promote civic engagement.

Responsible Department: Community Engagement and IT
Priority: Long-Term
To ensure that all residents can fully participate in civic life, the City will prioritize removing language and digital access barriers that limit engagement. - Provide translated materials and interpretation services in all major community languages, including Indigenous languages such as Triqui and Mixteco, during meetings, workshops, and outreach events.
- Conduct culturally responsive outreach to immigrant indigenous communities in collaboration with community leaders and organizations to ensure inclusion of underrepresented linguistic groups.
- Offer digital access and literacy training for residents unfamiliar with online tools used for surveys, virtual meetings, and city services.
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2025-2030 Strategic Plan – November 5, 2025 Page 30 of 99 - Develop offline participation options—such as printed surveys, phone hotlines, community liaisons, and in-person engagement events—for residents with limited internet access or digital devices.
- Ensure all digital platforms, websites, and engagement tools meet ADA and language accessibility standards, providing translation, captioning, and screen-reader compatibility.
- Track participation rates by language group and access type to identify ongoing gaps and inform continuous improvement in accessibility efforts.

3.2.5 – Strengthen District-Based Civic Engagement to Ensure Equitable Geographic Representation.

Responsible Department: Community Engagement, Council
Priority: Semi Urgent
To build an inclusive and representative civic culture, the City will ensure that all neighborhoods, especially those with lower incomes and historically limited access to civic processes, have equitable opportunities to connect with their elected officials and influence local decision-making.

District-based engagement will provide residents with accessible, trusted, and consistent channels to share input, raise concerns, and collaborate on community priorities. - Assign staff to support each council district with resident communications, event planning, and engagement follow-up.
- Allocate funding for district-level outreach, including translation of materials, community flyers, surveys, mailers, and neighborhood-based events. - Organize recurring “Walk and Talk,” “Coffee with a Councilmember,” or “District Dialogue” sessions in diverse neighborhood locations, prioritizing underrepresented and lowerincome areas. - Create a standardized toolkit for council offices outlining best practices for inclusive outreach, equitable meeting facilitation, and use of multiple engagement platforms (digital, print, and in-person).
- Collect and publish district-level engagement data (attendance, demographics, input themes) to identify gaps, celebrate successes, and guide future outreach investments. - Collaborate with community-based organizations, schools, and neighborhood/homeowners associations to co-host events and strengthen grassroots participation.

3.3 – Goal: Intentionally Allocate Resources to Eliminate Disparities in City Services and Outcomes
The City of Soledad will intentionally direct resources, funding, and staff efforts to neighborhoods and communities that have historically received fewer city services or faced systemic barriers to opportunity. By aligning investments with community needs, strengthening partnerships with local organizations, and building trust through transparency and accountability, the City aims to close 215
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3.3.1 – Strengthen community connections through partnerships and access to local resources.

Responsible Department(s): Community Development/Parks and Rec/Community Engagement Priority: Urgent
- Develop and maintain a comprehensive directory of local service providers and community resources (housing, health, education, employment, etc.). - Translate the directory into multiple languages and distribute it both online and in print through city offices, libraries, schools, and partner organizations. - Collaborate with schools, churches, and nonprofits to organize resource fairs and informational workshops connecting residents directly with service providers. - Train city staff to refer residents efficiently to appropriate community resources. - Formalize partnerships with trusted local organizations to reach underrepresented residents and improve service coordination.
- Work with partners to extend resources to undocumented immigrants who are facing cuts in aid due to federal policy changes.

3.3.2 – Identify and eliminate inequities in city service delivery.

Responsible Departments: City Manager’s Office, All Departments Priority: Semi Urgent
• Conduct equity audits to assess city services—such as parks, public safety, housing, and infrastructure—to identify gaps in service quality, accessibility, and investment. • Use demographic and geographic data to map inequities in service delivery and funding distribution.
• Direct new infrastructure improvements and program funding toward historically underresourced neighborhoods. • Develop an equity-based budgeting process to guide future resource allocation and performance reporting.
• Publish annual reports showing measurable changes in access and outcomes by district.

3.3.3 – Increase access and remove barriers to city programs and services.

Responsible Department(s): City Manager’s Office, All Departments Priority: Semi Urgent
- Streamline application and registration processes for city programs, permits, and grants to make them more user-friendly and language-accessible.
- Offer childcare, translation, transportation assistance, and similar services to increase participation rates in city programs for underrepresented populations. 216
2025-2030 Strategic Plan – November 5, 2025 Page 32 of 99 - Provide technical assistance and public computer access points to help residents navigate online services and applications.

3.4 - Goal: Promote Sustainable Infrastructure and Environmental Resiliency
Develop and implement sustainable, climate-resilient infrastructure that reduces environmental impact, enhances renewable energy use, and promotes equitable access to clean resources and healthy environments.

3.4.1 – Upgrade and modernize water, wastewater, and stormwater systems for long-term sustainability and efficiency.

Responsible Department: Public Works/Finance/CM
Priority: Urgent
Water System Improvements
- Complete well rehabilitation projects to enhance groundwater reliability and system efficiency.
- Replace the Oak Street pipeline to improve water delivery and reduce system loss. - Rehabilitate existing water storage tanks to extend asset lifespan and improve water quality.
- Implement the Bureau of Reclamation Smart Metering Grant to replace all city water meters, reducing water loss and improving monitoring accuracy. - Install or upgrade remote-controlled valves, telemetry, and water pressure management systems to enhance operational control and efficiency.
- Complete a comprehensive water assessment study to guide future infrastructure planning and conservation efforts.

Wastewater System Modernization
- Develop and implement major improvements at the Water Reclamation Facility (WRF) based on the findings of the 2025 WRF Assessment, including:
o Headworks improvements
o Overflow storage basin
o Secondary process upgrades
o Solids handling and dewatering facility improvements
o Effluent disposal and capacity study
o Electrical and control system upgrades
o Levee enhancement and flood protection improvements
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- Improve stormwater treatment capacity by lowering the regional recharge basin outlet between Front Street and Highway 101 to enhance groundwater recharge and reduce flooding.
- Ensure all water and stormwater systems meet drought, seismic, and multi-hazard resilience standards.

Financial and Strategic Planning
- Complete an updated utility rate study to ensure financial sustainability and equitable cost recovery.
- Align capital improvement priorities with available financing mechanisms and explore innovative funding options.
- Engage residents, businesses, and stakeholders in Capital Improvement Program (CIP) prioritization discussions.
- Secure additional state and federal grants to fund critical water, wastewater, and stormwater infrastructure projects.

3.4.2 – Advance renewable energy and climate-resilient Infrastructure.

Responsible Department: Public Works & Planning
Priority: Semi Urgent
- Apply for funding to install electric vehicle (EV) charging stations at city facilities and public parking (such as along Front Street), and promote private development to surpass EV charging station code requirements.
- Explore incorporating solar panels at city facilities and public parking lots to facilitate future renewable energy adoption.
- Partner with 3CE or solar and wind providers to install wind or solar arrays to benefit the community.
- Identify and assess city-owned properties suitable for renewable energy installations, such as the decommissioned landfill site.
- Prioritize infrastructure designs that enhance walkability, provide shade, and improve urban air quality in planning and capital projects.
- Raise community awareness about clean energy benefits and how to participate in reducing greenhouse gas emissions.

3.4.2 - Expand water reuse and conservation systems.

Responsible Department: Public Works
Priority: Urgent
- Implement the Recycled Water Project by the end of 2026. o Develop a rate study for users of reclaimed water.
o Highlight recycled water projects in parks and at schools to demonstrate sustainability and reduce potable water demand.
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2025-2030 Strategic Plan – November 5, 2025 Page 34 of 99 - Reach out to high utility users about the potential to use recycled water for future expansion.
- Consider incorporating purple pipe in major street projects for future use in residential/commercial areas.
- Apply for water sustainability grants to fund the adoption of advanced water reclamation technologies and expand recycled water infrastructure.

3.4.3 – Develop and implement a comprehensive Climate Action Plan integrated into all city operations.

Responsible Department: Community Development and Public Works Priority: Semi Urgent
- Secure funding and develop a comprehensive Climate Action Plan (CAP) to guide city-wide emission reductions and resilience strategies.
- Incorporate climate mitigation and adaptation measures into the City’s General Plan and all relevant planning documents, such as the Capital Improvement Plan. - Develop and implement a Vehicle Miles Traveled (VMT) reduction policy aimed at decreasing transportation-related carbon emissions.
- Initiate and complete the electrification of the City’s vehicle fleet to reduce reliance on fossil fuels.
- Partner with conservation organizations to increase passive recreation open spaces, enhancing urban biodiversity and community health.
- Implement urban heat island reduction strategies such as extensive tree planting and increased green space to cool vulnerable neighborhoods. - Establish baseline greenhouse gas (GHG) emissions benchmarks across all major sectors (transportation, buildings, waste, and industry) and regularly track and report progress on emissions over time.

3.4.4 – Promote environmental equity and community benefits.

Responsible Department: Community Development and Public Works Priority: Semi Urgent
- Conduct Environmental Justice (EJ) screenings to identify neighborhoods disproportionately burdened by pollution and climate risks. - Allocate at least 40-50% of green infrastructure and air quality improvement funds to EJidentified communities. - Develop heat action plans for frontline neighborhoods, prioritizing shade tree planting, cooling centers, and energy assistance programs.
- Establish Community Climate Advisory Councils inclusive of historically marginalized populations, with resources to ensure meaningful engagement. 219
2025-2030 Strategic Plan – November 5, 2025 Page 35 of 99 - Require equity impact assessments for all major climate infrastructure and sustainability projects.
- Promote community-led green projects focused on public health improvements and local climate resilience.
- Partner with non-profit organizations to conduct outreach and education to increase awareness about the impacts of pesticide use on human health and the environment and the Health Department monitoring system.
- Collaborate with agricultural stakeholders to design and promote the implementation of agricultural buffer zones between farmland and residential properties.

3.4.5 – Work with conservation organizations to expand passive open space, enhance urban greening, and restore the Salinas River Ecosystem.

Responsible Department(s): Community Engagement, Community Development, and Public Works
Priority: Long-Term
- Enhance Salinas River health and access
o Continue regular trash and debris removal efforts to improve river water quality and habitat health.
o Collaborate with County agencies and local stakeholders to explore opportunities for developing parks and recreational spaces along the Salinas River corridor. o Install and maintain surveillance systems to deter and reduce illegal dumping along the river and adjacent areas.
o Secure funding to implement cost-effective improvements for community access, including pathways, seating, and signage, enhancing safe and equitable recreational use of the river.
- Repurpose decommissioned landfill for passive open space o Conduct feasibility studies and community engagement to evaluate converting the decommissioned landfill site into passive open space, such as nature preserves, walking trails, or picnic areas.
- Create connectivity and multimodal access
o Develop pedestrian and bicycle connections between parks, passive open space, and Bryant Canyon Road.
- Advance urban forestry and greening initiatives
o Develop and implement a comprehensive urban forestry plan that targets tree planting in parks, along streets, and within open spaces. o Aim to increase tree canopy coverage in vulnerable communities by at least 20% to reduce urban heat island effects and improve air quality. 220
2025-2030 Strategic Plan – November 5, 2025 Page 36 of 99 - Integrate green infrastructure and sustainable design practices into stormwater management to improve water quality and reduce runoff impacts. o Encourage new developments and public projects to integrate stormwater treatment systems that serve as green spaces, such as bioswales or rain gardens. o Secure funding and initiate the design phase (FY 25/26) for a stormwater along Nestles Road; Consider the possibility of a roadway daylighting project at the terminus of Nestles Road to restore natural stormwater flow and provide enhanced treatment through natural systems. (Urgent)
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We value parks, public gathering spaces, recreation, cultural events, and vibrant community places that are comfortable and welcoming to all, regardless of age or abilities. We advance our beautiful park and recreation system with amenities that offer moments of play and connection with our neighbors.

4.1 - Goal: Enhance and Expand Public Parks, Open Space, and Community Facilities

4.1.1 – Ensure all city parks and public spaces are safe, accessible, and vibrant through improved amenities, infrastructure, and connectivity.

Responsible Department: Parks & Recreation / Public Works Priority: Semi Urgent
Systemwide Enhancements
- Update the Capital Improvement Plan (CIP) to reflect the recently adopted Parks and Recreation Master and Strategic Plans and to guide future investments and prioritize safety, accessibility, and equitable distribution.
- Install energy-efficient lighting, benches, and safe walking paths in major parks, prioritizing areas with the greatest safety needs.
- Improve wayfinding, signage, and park identity through clear entry signs, informational boards, and “Talk Me Technology” interpretive signs.
- Expand bikeable and walkable connections between neighborhoods, parks, and the Community Center.
- Improve adjacent infrastructure—sidewalks, crosswalks, and street lighting—to support active transportation and daily park access.
- Designate safe walking and activity routes that encourage daily physical activity and neighborhood connection.
- Expand wifi and technology access at parks whenever possible, prioritizing Gallardo/Chester Aaroe Parks.

Site-Specific Improvements
- Veterans Park:
o Develop a phased improvement plan. Consider designing Veterans Park as a usable wellness-oriented space for seniors and veterans.
o Repair or replace walking paths and install benches near the playground. o Enhance safety lighting and install a monument honoring veterans. o Add fitness equipment stations along the pathway.
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2025-2030 Strategic Plan – November 5, 2025 Page 38 of 99 - Vosti Park:
o Update lighting and replace the playground.
o Complete property acquisition at 1232 Monterey for park expansion; consider interim community garden use.
- Chester Aaroe/Gallardo
o Partner with the Little League and Softball Teams to improve the ballfields at both Chester Aaroe and Gallardo Parks.
o Resurface tennis courts and multi-racket court (Tennis/Pickleball) at Gallardo Park.

Citywide Tree and Shade Program in Open Spaces and Parks - Add trees and shade/windbreak structures to improve comfort and environmental quality at Front Street, Veterans Park, Vosti Park, Cesar Chavez Park, Ramirez Park, Santa Barbara Park, Ramus Park, and Peverini/Lum Park.
- Remove dead trees and enhance natural canopies where appropriate. - Add lighting to Peverini Park for safety.

4.1.2 – Develop new parks and sports fields/courts.

Responsible Department: Parks & Recreation / Public Works Priority: Semi Urgent
Expand recreational opportunities and ensure all residents have equitable access to high-quality parks and sports facilities. New park development and field improvements will create vibrant community hubs that support wellness, youth engagement, and neighborhood pride. The City has identified the following key projects:

Toledo Basin Park (Five-Year Development Plan)
- Complete conceptual design plans and conduct community outreach to inform the park’s layout, amenities, and features (Year 1).
- Pursue grant funding and alternative financing methods (e.g., public-private partnerships, state park grants).
- Upon funding approval, initiate phased construction focused on sustainability, accessibility, and recreational diversity.

Chester Aaroe (Little League Park)/Gallardo
- Reach out to community stakeholders to design a multi-use court at Chester Aaroe, repurposing the area once occupied by a skate park.
- Secure funding for this project and for resurfacing the basketball courts. - Assess opportunities to repurpose the old skate park area for interim uses such as public art, wellness spaces, or pop-up activity zones until the new court is constructed.

Santa Blas and Vosti Parks Recreation Enhancement
- Repurpose underutilized volleyball courts into flexible recreational spaces such as basketball, futsal, or pickleball courts based on public input and demand. 223
2025-2030 Strategic Plan – November 5, 2025 Page 39 of 99 Santa Barbara Park Playground Addition
- Install a new playground that incorporates inclusive and sensory-friendly play features for children of all abilities.
- Apply for a KaBOOM! grant and seek community partnerships to support design and installation.

Joe Ramirez Park Improvements
- Construct a new multi-use court to accommodate various recreational uses and increase activity options for residents of all ages.

Long-Term Planning Goals for New Parks
- Prioritize new park sites in underserved neighborhoods to promote equitable access. - Integrate green infrastructure, native landscaping, and sustainable design principles in all new park developments.
- Ensure connectivity between parks through safe walking and biking routes.

4.1.3 – Expand and modernize the Community Center for youth, seniors, and multicultural programming.

Responsible Department: Parks & Recreation / Public Works Priority: Semi Urgent
The City has developed plans to transform the Community Center into a modern, inclusive, and resilient facility that meets the diverse needs of residents—serving as a hub for recreation, culture, education, and community connection. Through federal funding, the City has been able to invest over $1.3 million in upgrades, but is launching a capital campaign to raise an additional $1.8 million to finish modernizing the Community Center. The key projects are outlined below:

Facility Modernization and Accessibility Upgrades
- Upgrade and modernize critical infrastructure to improve safety, efficiency, and compliance:
o Replace or upgrade emergency generator and HVAC systems (including climate control in the gym, which doubles as a disaster shelter). o Complete ADA restroom and facility upgrades to ensure full accessibility. o Install dimmable lighting in the gym and multi-purpose areas. o Improve parking lot infrastructure through slurry sealing, striping, landscaping, lighting, EV charging stations, and trash enclosure enhancements.

Expansion and Space Optimization
- Explore expansion options to increase capacity and programming flexibility:
o Add modular buildings on the back patio to provide additional program space. o Consider a 1,000-square-foot addition to the rear of the large multi-purpose room. o Add an outdoor classroom adjacent to the small multi-purpose room for educational and cultural programming.
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2025-2030 Strategic Plan – November 5, 2025 Page 40 of 99 o Achieve commercial kitchen status to allow use by small culinary entrepreneurs. o Evaluate expanded Saturday hours to better serve the community (subject to additional staffing funds).
- Explore the reuse of the housing units through the Encampment Resolution Funding Program to develop a Teen Innovation Center.
- Continue to work with the Lion’s Club to offer city programming at the facility during the remaining three years of the lease.
- Explore potential partnerships with Mission Recreation to utilize Rotary Park for expanded programming and events.

4.2 – Goal: Expand Recreational Programming
City residents passed Measure S to enhance quality of life by expanding recreational, cultural, and wellness opportunities citywide. Through collaboration, variety, and accessible design, the City will create a more active and connected community.

4.2.1 – Build the internal capacity and external partnerships needed to expand, diversify, and sustain recreational programming across Soledad.

Responsible Department: Parks & Recreation
Priority: Semi Urgent
- Expand Parks & Recreation Department staffing to support program growth, volunteer coordination, and partnership management.
- Collaborate with local organizations, schools, and nonprofits to co-develop youth, senior, and family-oriented programs.
- Establish a Community Programming Advisory Group to gather input from residents and ensure equitable access to programs citywide.

4.2.2 – Improve public awareness and access to recreational programming through multilingual and digital outreach
Responsible Department: Parks & Recreation
Priority: Semi Urgent
- Integrate technology access and language support within community centers and park facilities.
- Provide program information and materials in multiple languages and formats that reflect the community’s diversity and communication needs.
- Develop an annual citywide calendar of events, both digital and print, that highlights recreational, cultural, and volunteer opportunities.
- Utilize digital platforms and social media to expand public outreach and improve program participation tracking.
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4.2.3 – Encourage physical activity, social connection, and overall well-being by offering diverse wellness opportunities and accessible outdoor spaces for residents of all ages.

Responsible Department: Parks & Recreation
Priority: Semi Urgent
- Offer fitness, wellness, and health education programs in parks and community centers, including yoga, walking clubs, Zumba, and senior-focused activities. - Launch “Loneliness Reduction” initiatives and social connection campaigns, promoting outdoor meetups, walking groups, and community challenges. - Provide shaded seating, picnic areas, and gathering spaces in underserved neighborhoods to support outdoor recreation, relaxation, and community interaction.

4.2.4 – Expand cultural programming and opportunities for creative expression.

Responsible Department: Parks & Recreation
Priority: Semi Urgent
- Coordinate cultural festivals, community movie nights, and seasonal events that celebrate local heritage and foster community pride.
- Expand music, visual, and performing arts, craft, and culinary programming at the Community Center for both children and adults.
- Incorporate arts and music spaces within parks, gardens, and plazas to support creative expression and local performers.

4.2.5 – Develop new programming to promote environmental stewardship and local food access.

Responsible Department: Parks & Recreation
Priority: Semi Urgent
- Develop a community garden network, beginning with the proposed garden at Vosti Park, to support intergenerational learning, sustainability, and food security. - Provide city-supported garden beds for residents, schools, and nonprofits, managed through a shared stewardship model.
- Incorporate educational signage and workshops on native plants, composting, and healthy living to enhance environmental awareness and practical skills. 226
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4.3 - Goal: Promote Historical Preservation and Celebrate Soledad’s Culture and Heritage
Preserve and celebrate Soledad’s history, landmarks, and cultural heritage through partnerships, programming, storytelling, and public art, ensuring residents and visitors can connect with the city’s rich past.

4.3.1 – Determine city intent for Historical Society building.

Responsible Department: Historical Society / Community Development Priority: Semi Urgent
- Initiate discussions with the Historical Society about the overall vision for the Historical Society Building and develop a plan; consider improvements for both a museum and a cultural/performing arts hub.
- Consider short-term improvements for the Historical Society Building - Apply for funding for building improvements.
- Create joint programming opportunities such as historical walking tours or lectures. - Promote Soledad Historical Society as a core partner in citywide cultural initiatives. - Include Historical Society members in city planning for storytelling and tourism. - Consult with the California Office of Historic Preservation to explore designation. - Apply for historical landmark status for qualifying structures. - Seek state and federal grants for preservation, interpretation, and signage. - Promote Soledad as a destination on state and regional heritage trails.

4.3.2 – Support the preservation and rehabilitation of Los Coches Adobe Responsible Department: Historical Society / Planning
Priority: Long Term
- Stabilize the Los Coches Adobe by securing and boarding up. - Conduct a structural assessment and develop a phased redevelopment plan. - Install multilingual interpretive signage and visitor amenities at the Adobe. - Create event programming such as Pioneer Days or cultural heritage nights. - Host student field trips and educational programs on-site. - Promote Adobe stories online through video and social media campaigns. - Develop partnerships with State, County and Big Sur Land Trust to explore the restoration and preservation of Los Coches Adobe landmark.
- Restore physical features and add interpretive displays inside and outside the building. - Document the stories of veterans, workers, and cultural communities tied to the site. 227
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4.3.3 – Preserve local history and cultural diversity through storytelling, oral histories, archives, and community exhibits.

Responsible Department: Historical Society / CED / Community Engagement Priority: Long Term
- Digitize photographs, oral histories, public documents, and cultural artifacts into an online searchable archive
- Include contributions from Indigenous, immigrant, and farmworker communities - Work with schools and families to co-curate content and support intergenerational learning - Install physical kiosks in libraries and civic centers to allow residents to browse or contribute stories

4.3.4 – Develop a comprehensive plan for murals, banners, and installations celebrating local culture and history.

Responsible Department: Community Engagement / CED
Priority: Urgent
- Complete a public arts plan and policy with a map showing where we want to place public art.
- Extend the mural at the Gateway Center and create an annual program to install at least one mural at a city facility.
- Establish partnerships with local businesses to create a mural program for public-facing walls on private buildings.
- Design and execute a downtown banner program featuring cultural and seasonal themes. - Launch a rotating public art initiative with both temporary and permanent pieces. - Implement the public art fee for private development. - Integrate public art and cultural designs into parks, plazas, and transportation corridors.

4.3.5 – Honor influential figures, community leaders, and veterans.

Responsible Department: Community Engagement
Priority: Semi Urgent
- Install plaques and monuments honoring Cesar Chavez, veterans, and notable local leaders.
- Develop Veteran’s Park memorial and utilize city facilities and park spaces for naming or renaming in honor of community contributions.
- Highlight community champions through festivals, heritage months, and a “Soledad Hall of Service” recognizing annual honorees.
- Launch storytelling initiatives (e.g., “Flashback Fridays”) and build an oral history archive in partnership with schools, elders, and local historians. 228
2025-2030 Strategic Plan – November 5, 2025 Page 44 of 99 - Document and share untold and complex histories, including Japanese internment and labor history, in civic displays and educational programs. - Engage artists to interpret history through visual, written, or performance art, featuring artwork and quotes from residents of all ages.
- Create multilingual storyboards, QR-linked content, and digital resources to provide accessible historical information.
- Rotate content seasonally or during heritage celebrations to keep exhibits fresh and relevant.

4.4 - Goal: Promote Events, Entertainment, and Social Engagement

4.4.1 – Host citywide and recurring events.

Responsible Department: Community Engagement / Parks & Rec/Economic Development Priority: Urgent
- Maintain and expand flagship events such as Hot Summer Days, the Christmas Parade, and 4th of July.
- Establish recurring events with food, music, and local businesses. - Explore development of a signature “niche” event (e.g., Kite Festival or Wine & Wind Festival) to attract regional visitors.
- Partner with local and regional organizations to co-host and support events. - Create a multi-lingual annual calendar of events for online, print, newsletters, and social media promotion.
- Develop consistent branding, promotion, and event identity for Soledad.

4.4.2 – Celebrate Soledad’s cultural heritage.

Responsible Department: Community Engagement / CM
Priority: Long-Term
- Host listening sessions with cultural leaders and non-profit organizations. - Install seasonal decorations and banners celebrating community identity. - Support city-led and community-led cultural celebrations and land acknowledgments. - Highlight contributions of Indigenous, Hispanic, Swiss, Italian, and Anglo communities. - Feature community honorees and culture bearers at civic events

4.4.3 – Promote Arts, Live Shows, and Performance Engagement Responsible Department: Community Engagement / Parks & Recreation Priority: Urgent
- Host free outdoor performances such as “Music in the Park” and seasonal arts events - Organize monthly Open Mic Nights, comedy shows, and live music showcases. 229
2025-2030 Strategic Plan – November 5, 2025 Page 45 of 99 - Utilize community centers and Cesar Chavez Park for theater, dance, and spoken word events.
- Rotate themed performances: Jazz Nights, Latin Music Nights, Youth Talent Showcases. - Partner with schools, cultural groups, and nonprofits to expand performance opportunities.

4.4.4 – Provide opportunities for social engagement by connecting seniors, teens, and farmworkers to community activities.

Responsible Department: Parks and Rec
Priority: Urgent
- Offer weekly or monthly senior programming such as Bingo nights and SOCO Social, integrating senior-focused entertainment into festivals. - Partner with local senior centers to co-host wellness, game, and social events. - Ensure venues are accessible and programs serve multiple generations. - Provide free or low-cost programming through grants and sponsorships. - Develop partnerships with regional organizations, including the City of Hollister and Monterey County tourism, to expand event reach.
- Establish the Gateway as a resource hub for small businesses and underserved populations.
- Form an event coordination task force of city staff, nonprofits, and community representatives.
- Streamline permitting and promotion processes to support grassroots events. - Host quarterly convenings of community event partners to align programming and maximize impact.

4.5 - Goal: Improve City Facilities and Create New Community Spaces

4.5.1 – Activate third spaces and community hubs.

Responsible Department: CM/CED
Priority: Semi Urgent
- Identify, activate, and maintain indoor and outdoor gathering spaces citywide. - Co-locate services such as Amazon lockers, senior resource centers, and veteran business hubs within these spaces.
- Support extended-hour or mobile gathering models using temporary structures, pop-ups, or seasonal installations.
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4.5.2 – Expand broadband access in key areas.

Responsible Department: IT/Public Works/Parks and Rec
Priority: Urgent
- Implement public Wi-Fi coverage across all major parks, downtown, and community facilities
- Ensure broadband access planning is coordinated with South County tech efforts - Promote tech access in city spaces as part of business and tourism development

4.5.3 – Assess and modernize community facilities.

Responsible Department: CM/Public Works
Priority: Semi Urgent
The City is responsible for ensuring all facilities are safe, accessible, modern, and sustainable while maximizing community use.
- Conduct a citywide inventory of facilities including usage, accessibility, and safety audits. - Key Projects:
o Police Station: Roof improvements; Locker remodel; Task Force Building upgrades. o Fire Station: Structural, roof, and kitchen improvements. o City Hall: Roof repairs and HVAC upgrades.
o Soledad Water Tower (Vosti Park): Identify funding sources for critical railing repairs, exterior rehabilitation, and beautification.
- Evaluate feasibility of merging or partnering on recreational/open space districts. - Explore co-use of school district ballfields and facilities. - Prioritize underutilized assets for activation, redevelopment, or repurposing. - Integrate sustainability, climate resilience, and energy efficiency into facility planning. - Ensure ADA compliance and universal design standards in all facilities. - Gather input from disability, senior, and equity advocates during planning. - Design signage, wayfinding, and digital tools to be multilingual and accessible. - Publish public dashboards to track accessibility, inclusion, and community engagement metrics.
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4.6 - Goal: Strengthen Community Services, Engagement, and Social Support

4.6.1 – Establish a centralized community resource center.

Responsible Department: Parks and Rec, CM
Priority: Semi Urgent
- Develop a central facility for residents to access housing navigation, benefits support, legal aid, health education, workforce development, and financial coaching. - Partner with local organizations (e.g., CRLA, Promotors) to provide bilingual and culturally responsive services.
- Offer language-accessible hours, childcare, transportation assistance, and mobile service options for residents with nontraditional schedules.
- Include multipurpose spaces for classes, pop-up clinics, wellness programs, technology help, nutrition education, grief support, and intergenerational activities. - Integrate cultural artwork, peer-led programming, and intergenerational activities to foster social connection and reduce isolation.
- Expand senior services, including case management, wellness, and caregiving support. - Ensure ADA compliance and partner with local transportation providers to improve access for homebound residents.
- Provide Wi-Fi, refreshments, and culturally relevant media and activities to encourage participation.

4.6.2 – Strengthen community participation and civic engagement.

Responsible Department: Community Engagement
Priority: Semi Urgent
- Host quarterly neighborhood meetings in rotating locations with translation, childcare, mobility assistance, and refreshments.
- Organize deliberative forums that promote dialogue and consensus, integrating feedback into budget and program planning.
- Train staff and community partners in multilingual and intergenerational facilitation. - Share meeting summaries online, via utility bills, and in newsletters for transparency. - Launch a citywide volunteer matching system aligned with interests, age groups, and availability.
- Host volunteer fairs, youth internships, and peer mentoring programs connecting seniors, teens, and new immigrants.
- Recognize civic contributors through council meetings, newsletters, and public displays. - Support pop-up civic services such as voter registration, legal clinics, and health screenings.
- Promote partner-led events through city platforms and digital communications. 232
2025-2030 Strategic Plan – November 5, 2025 Page 48 of 99 5 – Mobility
We have high-quality road and public transit systems that help prevent traffic fatalities and severe injuries, minimize traffic congestion, and allow convenient access to daily destinations. We are proud of our safe, walkable, accessible, and bikeable neighborhoods that promote nonautomobile modes of transportation.

5.1 - Goal: Promote Active Transportation and Pedestrian Safety Promote safe, convenient, and connected options for walking and biking by developing new Active Transportation Program (ATP) corridors and infrastructure.

5.1.1 – Upgrade key transportation corridors near schools, parks, and transit stops to enhance safety, accessibility and comfort for pedestrians and cyclists.

Responsible Department: Engineering / Planning
Priority: Urgent
- Collaborate with TAMC to resubmit the Soledad Safe Routes to School Project (SSRTS) for Active Transportation Program (ATP) implementation funding through Caltrans and other applicable funding sources.
- Apply for funding for smaller ATP projects in the SSRTS for implementation. - Design improvements to the Front Street underpass based on the pilot project, including reconstructed sidewalks, ADA accessibility, bike lanes, and improved light and drainage. - Implement the West Street Complete Street Project (Road Diet), including a lane reduction, improved crossings, and additional bike and pedestrian amenities. o Complete construction plans and bidding package.
o Select a qualified contractor to build the improvements and initiate construction. o Evaluate traffic speeds, collision data, and community feedback before and after implementation.

5.1.2 - Develop safe and accessible bicycle infrastructure citywide.

Expand the city’s bikeway network to provide safe, continuous, and convenient routes for all users.

Responsible Department: Public Works
Priority: Semi Urgent
- Implement a phased buildout of Class II and Class III bike lanes across neighborhoods. - Install Class IV protected bike lanes along key arterials with high vehicle volumes. - Add bike signage, sharrows, and wayfinding along major and secondary roads. - Maintain real-time online maps and printed materials for bike routes and facilities. - Replace damaged or install new bike racks at key downtown hubs, parks, and schools. 233
2025-2030 Strategic Plan – November 5, 2025 Page 49 of 99 - Partner with regional transit agencies and nonprofits to launch bike rental or bike-share programs.

5.1.3 – Launch education and incentive programs to promote active transportation, particularly walking and biking.

Responsible Department: Parks and Recreation/Public Works Priority: Semi Urgent
- Partner with the Soledad Unified School District to promote active transportation to school as outlined in the Safe Routes to School Plan:
o Host pop-up bike repair clinics, student-led maintenance days, and community ride events.
o Launch “Walk and Roll to School” and “Walk to Work” campaigns. o Launch education campaigns promoting walking, biking, and transit use among students
o Engage youth to create videos, murals, and posters near school sites to encourage walking or biking to school.
o Pilot a walking school bus or enhanced crossing guard program at selected school sites to promote safe, active commuting for students.
o Hold school-based bike safety education and group ride events. - Provide helmet giveaways and lighting kits to improve student cyclist safety. - Expand community bike donation drives to support low-income riders. - Support walking and wellness through community partnerships:
o Launch a citywide walking campaign with branded signage, maps, and neighborhood loops.
o Partner with health organizations to link walking paths with wellness check-in stations
o Incorporate walking goals into community events, step challenges, or Blue Zones promotion.
o Create scenic walking trails with rest stops, historical signage, and nature features o Celebrate local 'Walk to Work' and 'Walk to School' days through city promotion - Monitor and analyze program participation to guide and improve future active transportation education initiatives.
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5.2 – Goal: Advance Vision Zero by Implementing the Safe Routes to School Plan and Other Safety Improvements
Achieve zero traffic-related fatalities and severe injuries through data-driven design, education, enforcement, and collaboration. Improve safety for all users—especially pedestrians, cyclists, students, and seniors—across Soledad’s transportation network.

5.2.1 – Implement the Safe Routes to School Plan
Enhance the safety, accessibility, and comfort of routes to and from schools through coordinated infrastructure and education efforts.

Responsible Departments: Engineering / Soledad Unified School District / Community Engagement Priority: Urgent
- Deliver Funded Projects through the Safe Routes to School Program including:
o Pedestrian improvements at Orchard Ln & Gabilan Dr (Jack Franscioni ES). o Intersection improvements at Main St & Gabilan Dr (Pinnacles HS). o Pedestrian upgrades at Benito St & Gabilan St (Soledad HS). o Sidewalk and safety enhancements on Orchard Ln (San Vicente ES). - Align curb colors, loading zones, and crosswalks with updated circulation and campus access plans.
- Adopt citywide school zone safety standards (speed limits, signage, and crossing treatments) consistent with state law.
- Launch a Back-to-School Safety Campaign via newsletters, social media, and city channels.
- Host annual joint city–school traffic safety planning sessions. - Engage students in safety awareness through youth-designed videos, posters, and murals near school sites.

5.2.2 – Improve school access and drop-off zone safety
Reduce traffic congestion and conflicts near schools by improving circulation, signage, and visibility.

Responsible Departments: Engineering / Soledad Unified School District Priority: Semi Urgent
- Assess and redesign school drop-off loops to reduce bottlenecks and improve pedestrian safety.
- Integrate parent and guardian orientation modules on safe drop-off/pick-up practices. - Restripe and add directional arrows to clarify one-way flow and entry/exit points. - Install stop signs, cones, and crossing supervision during peak hours. - Engage with the School District to explore adjustments to school start times in areas where traffic impacts are significant.
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2025-2030 Strategic Plan – November 5, 2025 Page 51 of 99 - Ensure reflective, multilingual, and ADA-compliant signage at all school driveways, including no-U-turn and directional signs.
- Evaluate signage effectiveness through field observation and community feedback.

5.2.3 – Enhance citywide pedestrian safety infrastructure.

Reduce pedestrian and cyclist injuries by improving infrastructure, visibility, and installing trafficcalming features citywide.

Key Implementation Programs: HSIP 10 (Highway Safety Improvement Program), Safe Routes to School, Vision Zero
Responsible Departments: Police Department / Engineering Priority: Urgent
- Install speed bumps, flashing beacons, and pedestrian signage in high-traffic and school zones.
- Repaint and refresh crosswalks, school zones, and road markings annually. - Integrate Class II or III bike lanes where feasible to promote safe multimodal travel. - Upgrade streetlights and pedestrian-scale lighting in priority corridors and intersections. - Evaluate and install curb extensions, raised medians, or pedestrian refuges to slow vehicle speeds.
- Develop a citywide walkability map to prioritize sidewalk and ADA upgrades. - Conduct pedestrian safety audits around schools, parks, and civic buildings to identify crossing and lighting gaps.
- Install tactile paving, ADA ramps, and accessible push-button signals at major intersections.
- Promote community participation through events like “Walk to School Week” and neighborhood walking events.

5.2.4 – Strengthen traffic enforcement and speed management.

Reduce speed-related and distraction-related crashes through data-driven enforcement and technology.

Responsible Department: Police Department
Priority: Urgent
- Conduct targeted enforcement in school zones and high-collision corridors. - Deploy mobile and fixed radar feedback signs to encourage compliance. - Publish an annual enforcement impact report tracking violations, speed trends, and safety outcomes.
- Use collision and citation data to inform enforcement priorities and community outreach. 236
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5.2.5 – Launch public awareness and education campaigns.

Foster a culture of safety and shared responsibility among drivers, pedestrians, and cyclists.

Responsible Department: Police Department / Community Engagement Priority: Urgent
- Launch a citywide campaign on speeding, distracted driving, and pedestrian safety using posters, yard signs, digital content, and social media. - Distribute driver safety tips via utility bills, newsletters, and city accounts. - Partner with schools, youth groups, and businesses to expand outreach and reinforce safe driving messages.
- Develop multilingual educational materials to ensure accessibility for all residents.

5.2.6 – Pursue funding and partnerships for Vision Zero implementation.

Secure sustainable funding and partnerships to implement high-impact safety projects.

Responsible Departments: Engineering / Police Department Priority: Urgent
- Develop a prioritized list of shovel-ready projects with cost estimates and safety impact metrics.
- Bundle small-scale projects into competitive grant applications to maximize funding potential.
- Host annual grant coordination workshops among engineering, planning, and police staff.
- Incorporate crash data, community input, and equity considerations into all safety funding proposals.
- Pursue collaboration with regional agencies (TAMC, Caltrans, Blue Zones) to align Vision Zero goals and leverage resources.
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5.3 - Goal: Enhance Public Transit, Senior Mobility, and Regional Connectivity (Regional)
Improve access, safety, and convenience for residents, seniors, workers, and visitors through coordinated regional transit, micro-mobility, and infrastructure investments. Strengthen partnerships with regional agencies and neighboring cities to create an equitable and connected transportation network.

5.3.1 – Strengthen local transit services and mobility options for seniors and underserved residents.

Ensure equitable, reliable, and accessible transit options that meet the mobility needs of all Soledad residents, particularly seniors, farmworkers, and underserved populations.

Responsible Departments: Engineering / Transit Partnerships / Community Engagement Priority: Semi Urgent
- Partner with Monterey–Salinas Transit (MST) to expand in-town service frequency and update routes based on ridership data and community input. - Coordinate with MST to ensure all bus stops feature adequate lighting, seating, shelter, and ADA-compliant access.
- Develop micro-transit or neighborhood shuttle pilot programs with flexible, on-demand scheduling to improve first/last-mile connectivity.
- Produce and distribute a multilingual transit access map highlighting routes, stops, and service options for underserved residents.
- Explore partnerships to offer subsidized ride-share or voucher programs (Uber/Lyft) for essential medical, employment, and educational trips.
- Host regular community feedback forums and online surveys to assess transit satisfaction and identify unmet needs.
- Expand the Parks & Recreation Travel Program for Seniors, offering affordable local and regional excursions.
- Partner with local organizations, clinics, and agricultural employers to coordinate transportation services for seniors and farmworkers, including extended-hour routes for H2A workers. - Establish a Transportation Liaison position to assist seniors, non-English speakers, and agricultural workers in navigating transit options.
- Collaborate with health and wellness organizations to align medical appointment shuttles with existing transit schedules.

5.3.2 – Improve tourism and regional transit connectivity Support economic development and sustainable tourism by enhancing transit connections between Soledad, regional attractions, and neighboring cities. 238
2025-2030 Strategic Plan – November 5, 2025 Page 54 of 99 Responsible Departments: Transit Partnerships / Community Engagement / Community Development/National Park Service
Priority: Long Term
- Partner with Pinnacles National Park, MST, and the City of Hollister to pilot a regional shuttle service connecting Downtown Soledad, Pinnacles National Park, and major visitor destinations.
- Promote Soledad as the southern gateway to Pinnacles National Park through marketing and MST route branding.
- Collaborate with local hotels, wineries, and tourism operators to develop bundled lodging + transit experiences
- Seek regional and inter-jurisdictional grants to fund tourism-related shuttle infrastructure and park-and-ride facilities.
- Coordinate with Monterey County, Hollister, and Caltrans District 5 on long-term tourism mobility strategies.

5.3.3 – Modernize Highway 101 Corridor and Gateway Infrastructure Enhance the safety, function, and aesthetics of Highway 101 interchanges and corridors serving Soledad’s community and regional economy.

Responsible Departments: City Manager / Planning / Engineering Priority: Long Term
- Collaborate with Caltrans to design and implement safety upgrades to Highway 101 onand off-ramps, focusing on Front Street and city gateway areas. - Improve lighting, signage, lane striping, and visibility to enhance driver awareness and pedestrian safety near ramps.
- Coordinate ramp and interchange design with city pedestrian and bicycle network improvements to ensure seamless connectivity.
- Conduct public outreach to engage residents and nearby businesses on proposed ramp improvement designs.
- Integrate future transit and commercial corridor growth into long-term corridor planning.

5.3.4 – Collaborate on regional multi-use trails and active transportation networks.

Expand regional connectivity and recreation opportunities by linking Soledad’s trail system to neighboring cities and regional routes.

Responsible Departments: Engineering / Planning
Priority: Long Term
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2025-2030 Strategic Plan – November 5, 2025 Page 55 of 99 - Partner with the Transportation Agency for Monterey County (TAMC) to develop a regional trail and bikeway plan connecting Soledad, Gonzales, and Greenfield. - Collaborate with TAMC and Monterey County to plan and design a segment of the Salinas River Trail through the Soledad area.
- Work with the County and TAMC to evaluate a trail connection from the old landfill site into town, integrating it with city park and bike networks.
- Ensure trail and bikeway connections link key destinations—schools, parks, neighborhoods, and commercial areas.
- Coordinate with regional partners and funding agencies to align trail alignments and pursue joint grant applications for design and construction.

5.4 - Goal: Improve Traffic Management, Road Safety, and Infrastructure Enhance roadway efficiency, safety, and durability through data-driven congestion management, proactive maintenance, and the integration of smart mobility technology. Ensure Soledad’s transportation network supports growth, accessibility, and long-term sustainability.

5.4.1 – Redesign congested corridors and modernize traffic control systems.

Reduce congestion and improve safety by reconfiguring key intersections and corridors using modern design standards and context-sensitive solutions.

Responsible Departments: Engineering / Public Works / Community Engagement / Caltrans Priority: Long Term
- Construct modern roundabouts or other intersection improvements where feasible to enhance safety and traffic flow.
- Conduct traffic signal coordination and optimization studies to improve performance along major corridors.
- Implement smart signal technology with adaptive timing to respond to real-time conditions. - Enforce truck routes to divert heavy vehicles from residential and sensitive corridors. (Urgent)
- Collaborate with Caltrans and regional agencies to evaluate the feasibility of new Highway 101 exits or ramp improvements that reduce local congestion. - Upgrade lane striping, signage, and turn guidance to eliminate bottlenecks and improve wayfinding.
- Engage the community in corridor redesign to balance mobility, safety, and neighborhood quality.
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5.4.2 – Improve roadway conditions through data-driven maintenance and capital planning
Preserve and extend the lifespan of city streets and sidewalks through preventive maintenance, coordinated utility planning, and performance-based investment.

Responsible Department: Engineering/Public Works
Priority: Urgent
- Slurry Seal & Micro-Surfacing Program (Year 1): Expand annual pavement preservation activities in alignment with the Pavement Management Program. - Sidewalk Replacement Program: Conduct a comprehensive assessment of sidewalks and needed ADA improvements to prioritize maintenance and upgrades. - Implement a five-year rolling Capital Improvement Plan (CIP) to guide street reconstruction and rehabilitation.
- Coordinate with utility providers to minimize redundant excavations and reduce road disruption.
- Integrate Pavement Condition Index (PCI) data into annual budgeting and project prioritization.
- Upgrade street signs, reflective striping, and pavement markers during resurfacing to enhance visibility and nighttime safety.

5.4.3 – Implement smart mobility and traffic monitoring systems.

Use technology and real-time data to improve traffic flow, enhance safety, and support proactive infrastructure management.

Responsible Departments: Engineering / Public Works / Information Technology / Police Department
Priority: Long Term
- Deploy traffic sensors, cameras, and vehicle-counting devices to monitor congestion, speed, and travel times along key corridors.
- Implement adaptive signal control systems that adjust light timing dynamically based on vehicle and pedestrian demand.
- Create a citywide traffic data dashboard to inform staff, emergency responders, and the public of real-time conditions.
- Integrate GPS and GIS-based analytics into maintenance scheduling and traffic management.
- Pilot smart parking and curb-management technologies in downtown or school-adjacent zones to improve turnover and reduce circling.
- Collaborate with regional transportation agencies and Caltrans to share mobility data and synchronize corridor performance.
- Utilize data from radar feedback signs and crash reports to identify high-risk locations and prioritize safety improvements.
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2025-2030 Strategic Plan – November 5, 2025 Page 57 of 99 - Explore grant funding under SMART Grants, HSIP, ATP, and Caltrans Technology Innovation Programs to support implementation.

5.5 - Goal: Promote Beautification, Streetscape Design, and Community Placemaking
Enhance Soledad’s visual identity and mobility experience through cohesive streetscape design, landscaping, art, and community-centered public spaces. Prioritize corridors and connections that promote walkability, safety, and civic pride.

5.5.1 – Transform key corridors through comprehensive streetscape design.

Create unique streetscapes that are inviting and memorable, celebrating Soledad’s character, improving mobility, and strengthening community identity.

Responsible Departments: Community & Economic Development (CED) / Public Works Priority: Semi Urgent
- Develop a more detailed streetscape plan for Downtown based on the ELS design concept. - Develop a comprehensive corridor design plan from Highway 101 to Downtown that aligns with Complete Streets principles and local character.
- Develop branding and design guidelines for public furniture, lighting, signage, and paving to ensure visual consistency across city projects.
- Upgrade and unify wayfinding and directional signage guiding residents and visitors to Downtown, Pinnacles National Park, parks, and civic destinations. - Expand and illuminate gateway monument signage that reflects Soledad’s identity as the “Gateway to Pinnacles.”
- Complete the Front Street Landscape Project (also in Chapter 4: Community Places). - Install native, drought-tolerant landscaping and decorative fencing along the freewayfacing side of Front Street and other key gateways. - Integrate public art, murals, and sculpture installations at underpasses, bridges, and highvisibility entry points. - Encourage temporary and permanent art installations, including murals, pop-up exhibits, and artist-led streetscape enhancements.
- Collaborate with schools, cultural groups, and local artists to celebrate Soledad’s agricultural heritage and diversity through art and landscape themes. - Incorporate cultural storytelling, interpretive signage, and historical markers along key corridors.
- Coordinate with Caltrans, Monterey County, and TAMC for shared investment in corridor beautification and maintenance.
- Host community beautification days, art walks, and planting events that engage youth and local organizations.
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5.5.2 – Strengthen pedestrian and bicycle connections between parks, neighborhoods, and housing developments.

Enhance walkability, recreation, and neighborhood cohesion through attractive, safe, and connected greenway and trail networks.

Responsible Departments: Engineering / Parks & Recreation / Community & Economic Development (CED)
Priority: Long Term
- Install pedestrian-scale lighting, benches, and wayfinding signage along key greenways and neighborhood connectors.
- Develop an interconnected walking trail system linking Gabilan Plaza, local schools, residential developments, and park facilities.
- Incorporate shade trees, fitness equipment, rest areas, and art installations along connector paths to encourage everyday use.
- Establish consistent streetscape design standards across residential frontages, trails, and adjacent public spaces.
- Collaborate with developers to integrate sidewalk, landscape, and public art features into new subdivisions to support active lifestyles and visual cohesion.

5.5.3 – Expand citywide urban forestry and green infrastructure.

Increase shade, comfort, and environmental resilience by expanding Soledad’s urban tree canopy and green infrastructure. (Some of these goals are also found in Chapter 3, Environmental Justice and Equity)
Responsible Departments: Public Works / CED
Priority: Long Term
- Implement a 5-Year Urban Forestry and Canopy Plan to plant native shade trees along parks, sidewalks, medians, and public buildings.
- Launch an “Adopt-a-Tree” program to engage residents, businesses, and community groups in ongoing tree planting and maintenance.
- Prioritize native and drought-tolerant species that support biodiversity and reduce water use.
- Integrate green infrastructure elements such as rain gardens and permeable surfaces into streetscape projects to manage stormwater sustainably.
- Include urban forestry metrics (canopy coverage, tree survival rate, and species diversity) in annual beautification reports and grant proposals.
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5.6 - Goal: Increase Mobility Innovation and Future Planning Capabilities Advance Soledad’s transportation planning capacity through technology, transparent project management, and forward-thinking mobility innovation. Build systems that enable efficient, equitable, and sustainable delivery of infrastructure improvements.

5.6.1 – Complete and implement the Circulation Plan outlined in the General Plan to enhance community connectivity.

Responsible Departments: CED/Public Works
Priority: Long Term
- Resubmit the Planning funding application for the Pinnacles Parkway Project to establish a second grade-separated crossing, create a multi-modal corridor, and construct two roundabouts connecting the east end of Los Coches Road to Metz Road. - Collaborate with residents to identify and design a pedestrian railroad crossing near Palm Avenue and 8th Street, as recommended in the General Plan. - Pursue opportunities to design and construct a third highway ramp to improve emergency access and overall mobility in Soledad, which currently has only two ramps.

5.6.2 – Create a Transparent Capital Improvement Project (CIP) tracking system.

Improve accountability, coordination, and public engagement by making capital projects and budgets accessible in real time.

Responsible Department: Public Works/Finance
Priority: Semi Urgent
- Develop an online CIP dashboard showcasing all active and planned transportation and infrastructure projects.
o Include timelines, budgets, milestones, and funding sources, updated quarterly or in real time.
o Integrate community feedback tools to allow residents to comment and ask questions about projects directly.
o Ensure the platform is mobile-friendly and available in English and Spanish. o Promote the dashboard at budget workshops, planning forums, and community meetings to increase transparency.
- Train department heads and project managers to maintain up-to-date information and coordinate data entry across departments.

5.6.3 – Conduct transportation impact fee and cost allocation studies.

Responsible Departments: Community & Economic Development/Public Works / Finance Priority: Urgent
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2025-2030 Strategic Plan – November 5, 2025 Page 60 of 99 - Complete the nexus study and update the current transportation impact fee to include Miramonte.
- Update the transportation impact fee after the completion of the General Plan if needed. - Engage developers, regional agencies, and community stakeholders to align fee structures with infrastructure timelines.
- Adjust fee programs to support infill and affordable housing while maintaining fiscal sustainability.
- Publish annual transparency reports showing how fees are collected and invested in infrastructure.
- Leverage impact fee revenue to secure regional and state grants for transportation and multimodal improvements.

5.6.4 – Coordinate Surplus Land Planning for Future Mobility Infrastructure Leverage city-owned and surplus land to advance long-term mobility goals and connectivity.

Responsible Departments: Planning / Public Works
Priority: Semi Urgent
- Identify city-owned and underutilized parcels for future use as trailheads, mobility hubs, park-and-ride lots, or shared-ride zones.
- Ensure compliance with the State Surplus Lands Act while maximizing local community benefit.
- Collaborate with regional planning agencies to establish mobility-supportive zoning for identified parcels.
- Prioritize parcels connecting affordable housing, parks, and transportation corridors. - Incorporate surplus land analysis into the City’s General Plan and Capital Improvement Program (CIP).
- Explore public-private partnerships (P3s) for EV charging, shared micro-mobility, or logistics staging areas.

5.6.5 – Advance Smart Mobility and Innovation Partnerships Position Soledad as a regional leader in smart and sustainable mobility by piloting innovative technologies and building collaborative partnerships.

Responsible Departments: Engineering / Public Works / Community Engagement / Regional Partners (TAMC, MST, Caltrans)
Priority: Long Term
- Partner with TAMC, MST, and Caltrans to pilot smart mobility technologies, such as adaptive traffic signals, connected vehicle sensors, and real-time travel data platforms. - Expand electric vehicle (EV) charging infrastructure in city-owned parking lots, community centers, and transit hubs. (Urgent)
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2025-2030 Strategic Plan – November 5, 2025 Page 61 of 99 - Launch a Smart Corridor Pilot Project integrating real-time traffic monitoring, dynamic signage, and pedestrian sensors to enhance safety and efficiency. - Develop a data-sharing framework with regional agencies to align transportation, environmental, and public safety data systems.
- Explore micro-mobility programs (e-scooters, e-bikes) to expand first- and last-mile connectivity between neighborhoods, schools, and downtown. - Pursue state and federal innovation grants (e.g., SMART, Carbon Reduction, Clean Mobility Options, ATP) to fund pilot projects.
- Incorporate climate resilience and carbon-reduction metrics into all transportation planning and reporting.
- Host annual Mobility Innovation Forums to showcase new technologies and invite feedback from residents, students, and businesses.
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2025-2030 Strategic Plan – November 5, 2025 Page 62 of 99 6 – Safety
We prioritize a safe and open community with streets that have ample lighting, well-maintained sidewalks and roads, highly visible crosswalks, protected bike lanes, and convenient freeway access that accommodates routes for emergency evacuation. Our safety and law enforcement providers are our partners in preventing crime, developing community-based intervention programs, and preparing for emergencies. We are committed to building long-term resilience and embracing environmental sustainability to protect all residents from negative environmental impacts.

6.1 - Goal: Strengthen Community Trust and Public Safety through Partnership and Community Policing
Community safety depends on strong, trusting relationships between residents, law enforcement, schools, local and regional organizations. This strategic goal emphasizes expanding community policing initiatives, increasing transparency, and fostering proactive engagement to prevent crime, reduce youth violence, support crime victims, and protect vulnerable populations.

6.1.1 – Strengthen relationships between police and residents.

The City will build stronger communication, trust, and cooperation between law enforcement and the community by providing consistent and meaningful opportunities for engagement. These initiatives will focus on transparency, accessibility, and cultural understanding, ensuring that every resident, regardless of background or immigration status, feels safe and comfortable interacting with police personnel
Responsible Department: Police/Community Engagement
Priority: Urgent
- Expand community policing initiatives by maintaining regular neighborhood patrols and hosting informal engagement events such as “Coffee with a Cop”, “Taco with a Cop”, and “Pizza with a Cop” in parks and neighborhoods.
- Continue collaborating with local organizations and immigrant advocacy groups to host workshops that reaffirm the City’s policy of not cooperating with ICE and its commitment to not asking about documentation status, while promoting the reporting of crimes and community concerns.
- Offer training sessions on digital safety and recognizing misinformation for parents, caregivers, and community members.
- Establish a youth-led media team to create public service announcements (PSAs) online, focused on safety and community trust, shared through social media and local media channels.
- Raise awareness of domestic violence prevention resources through public outreach campaigns and partnerships with health and social service organizations - Offer pedestrian and driver safety education programs in areas surrounding schools, parks, and the downtown corridor.
- Inform community members about how to identify and report online scams and misinformation.
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2025-2030 Strategic Plan – November 5, 2025 Page 63 of 99 - Create and share multilingual infographics, videos, and public service announcements through local radio, television, and digital platforms. - Establish policies for timely, multilingual communication during emergencies and other high-impact events.
- Train staff in proactive misinformation management, including social media monitoring and factual corrections.
- Integrate city communication channels into a centralized, mobile-friendly platform for alerts and information.
- Offer public workshops to help residents access, verify, and engage with official city information sources.

Objective 6.1.2 – Integrate Crime Prevention through Environmental Design (CPTED) principles across city projects.

The City will implement Crime Prevention Through Environmental Design (CPTED) principles in all public spaces and capital improvement projects to enhance safety, deter crime, and create vibrant, welcoming environments. By integrating CPTED strategies into planning, design, and maintenance, the City will create spaces that encourage positive community engagement, enhance visibility, and foster a greater sense of security and civic pride.

Responsible Department: Police/ Community & Economic Development (CED)/Public Works Priority: Semi Urgent
- Integrate CPTED in Planning and Design:
o Integrate CPTED principles, such as improved lighting, clear sightlines, and natural surveillance, into all capital projects, development reviews, and infrastructure designs. o Ensure CPTED design elements are required for all new development projects, public facilities, and park improvements.
o Design public restrooms, plazas, pathways, and courtyards to reduce hidden areas while improving visibility, accessibility, and perception of safety. o Use strategic landscaping, seating, and wayfinding signage to support natural surveillance and encourage appropriate public use.
o Apply safety-focused design strategies to all park planning, beautification, and streetscape projects to foster active, inclusive, and secure community spaces. - Improve Lighting and Visibility:
o Conduct a citywide audit of lighting in neighborhoods, parks, and key corridors to identify gaps and prioritize safety improvements.
o Upgrade existing street and facility lighting to energy-efficient LED fixtures for improved visibility, lower maintenance costs, and long-term sustainability. o Install pedestrian-scale lighting in Downtown areas, near schools, at park entrances, and along walking routes to enhance safety and accessibility. o Coordinate lighting improvements with sidewalk, stormwater, and other capital projects to minimize disruption and maximize efficiency. 248
2025-2030 Strategic Plan – November 5, 2025 Page 64 of 99 o Apply equity-based criteria to prioritize lighting projects, focusing on underserved and high-need neighborhoods.
o Maintain requirements for street lighting upgrades in new development to ensure consistent visibility and safety citywide.
- Address Blight and Environmental Safety
o Collaborate with Planning, Code Enforcement, and Public Works to address visible blight, vandalism, and environmental conditions that affect perceptions of safety. o Implement maintenance and landscaping standards that enhance cleanliness, visibility, and long-term safety in public spaces.
o Align CPTED strategies with ongoing beautification, infrastructure, and community engagement initiatives to ensure consistency and sustainability.

Objective 6.1.3 – Partner with Schools and Service Providers to Reduce Youth Violence
By fostering collaboration among schools, families, and community organizations, the City will support youth safety, prevent violence, and encourage positive development through education and mentorship programs.

Responsible Department: Police / Community Engagement
Priority: Urgent
- Collaborate with the Soledad Unified School District to refine and implement the existing School Safety Program and finalize the Memorandum of Understanding (MOU). - Establish a police liaison to improve communication and engagement with students. - Partner with Monterey County to complete the Build Safe and Thriving Communities Action Plan (Youth Violence Prevention Action Plan).
- Re-establish and expand the Explorer’s Program to include both the Police and Fire Departments, promoting early exposure to civic careers and leadership opportunities. - Formalize school-police partnerships for daily safety checks and joint community-building activities.
- Conduct anti-bullying and violence prevention workshops, co-led by youth leaders and school counselors.
- Create a confidential reporting app or text line for students to share safety concerns. - Coordinate with school administrators on incident response protocols and campus safety. - Host youth town halls to address safety needs, online behavior, and conflict resolution.

6.1.3 – Enhance senior safety and well-being.

Responsible Department: Police
Priority: Urgent
- Conduct safety audits of senior housing, care facilities, and common gathering sites. 249
2025-2030 Strategic Plan – November 5, 2025 Page 65 of 99 - Provide training for police officers and city staff on dementia awareness, elder abuse identification, and respectful communication.
- Launch a Senior Wellness Check Program, including phone outreach for isolated individuals. Partner with senior service providers to host pop-up workshops on scam awareness, digital safety, and personal protection.

6.2 – Goal: Strengthen the Capacity of the Police Department through Recruitment, Retention, and Strategic Investment
The City will strengthen the effectiveness, resilience, and community trust of the Police Department by cultivating a skilled and well-supported workforce, modernizing technology, and upgrading facilities and equipment.

6.2.1 – Recruit, Retain, and Develop Community-Oriented Police Officers Responsible Department: Police/CM/Human Resources
Priority: Urgent
- Broaden the recruitment pipeline by reopening and promoting the Police Cadet program to attract diverse local talent and maintain a steady flow of qualified applicants. - Foster internal talent by mentoring and supporting internal candidates toward pursuing a career in law enforcement.
- Promote officer well-being by increasing access to wellness programs, peer support, and mental health services for officers and first responders. - Invest in ongoing professional development by providing regular training on updated laws, de-escalation tactics, and community engagement to ensure professionalism and accountability.
- Cultivate future leadership by promoting a sergeant to a new lieutenant position and implementing a succession plan to develop the next generation of department leaders. - Improve retention by evaluating and implementing retention incentives such as housing support, career advancement opportunities, and performance-based pay to reduce turnover and increase job satisfaction.

6.2.2 – Modernize technology to enhance departmental capacity.

Responsible Department: Police/CM/IT
Priority: Urgent
- Complete the upgrade of the Police Department servers. - Upgrade Camera Systems: Transition existing cameras to the Flock Safety platform to enhance investigative capacity and real-time response.
- Improve Body-Worn Camera Program: Evaluate and upgrade to a more reliable, secure, and integrated body-worn camera system.
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2025-2030 Strategic Plan – November 5, 2025 Page 66 of 99 - Assess Records Management Tools: Review TracNet’s long-term viability as the department’s Records Management System and identify modern alternatives if needed. - Evaluate software needs to consolidate programs and use new applications to improve efficiency.

6.2.3 – Invest in Equipment and Facilities to Support Operational Readiness.

Responsible Department: Police/CM/Public Works
Priority: Urgent
- Upgrade protective gear by replacing aging bulletproof vests and helmets with state-of-theart protective equipment that meets current safety standards. - Replace obsolete tasers with the latest supported models to ensure reliability and compliance.
- Complete critical repairs (roof/HVAC) and upgrade the lockers. - Assess the Task Force Building and consider a future rehabilitation plan. - Enhance the work environment by reconfiguring the space to accommodate the workforce and investing in ergonomic and functional furniture to support productivity and morale.

6.3 - Goal: Improve Animal Control Services and Code Enforcement

6.3.1 – Improve local access to spay, neuter, and foster programs.

Responsible Department: Police /CM
Priority: Semi Urgent
- Support the establishment of an SPCA clinic in Soledad to expand affordable veterinary and sterilization services. (Urgent)
- Partner with animal welfare organizations to expand foster networks and implement humane catch-and-release programs for community cats, accompanied by education and outreach to reduce feral cat populations.
- Target a 20% increase in spay/neuter service capacity within three years through partnerships, grants, and city funding, as available.
- Maintain sustainable city funding for animal control operations and strategic community incentive programs.
- Track, monitor and report annual reductions in stray populations and shelter overflow, adjusting strategies as needed.
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2025-2030 Strategic Plan – November 5, 2025 Page 67 of 99 Objective 6.3.2 – Explore Regional Collaboration for Animal Control Services To improve efficiency and quality of service, the City will explore the creation of a regional animal services facility in partnership with neighboring jurisdictions. This shared model can help reduce costs, improve service reach, and improve care for animals across South County.

Responsible Department: Police/CM
Priority: Long-Term
- Collaborate with South County cities and agencies to plan a shared regional animal services facility.
- Develop cost-sharing models and interlocal agreements to ensure equitable contributions and benefits.
- Conduct feasibility and cost-benefit analyses to determine optimal facility size, location, and operational framework.
- Engage community stakeholders, animal advocates, and welfare organizations for input on facility design and programming.
- Review and apply best practices from other regional animal service partnerships in California.
- Develop a phased implementation plan outlining milestones, funding sources, and departmental responsibilities.
- Explore funding options available.

6.3.3 – Modernize and standardize city ordinances and enforcement tools Responsible Department: Police/CED/Legal/Council
Priority: Semi Urgent
- Conduct a comprehensive review of outdated ordinances in collaboration with the Police Department, Community & Economic Development Department (CEDD), and City Attorney’s Office.
- Update municipal codes to align with current community needs, standards, and equitable enforcement practices.
- Implement an administrative citation system for non-criminal infractions to streamline resolution and reduce reliance on the courts.
- Train staff across departments in new enforcement processes and community-first engagement principles.
- Launch a public education campaign to inform residents and businesses about updated code compliance expectations.
- Establish unified enforcement protocols across Police, CEDD, Fire, and Building divisions for greater consistency.
- Hold monthly interdepartmental case review meetings to coordinate responses to complex recurring violations.
- Assign clear follow-up responsibilities and set defined timelines for case resolution. 252
2025-2030 Strategic Plan – November 5, 2025 Page 68 of 99 - Reduce police involvement in non-criminal code enforcement to free patrol resources for public safety duties.
- Create quarterly performance dashboards tracking enforcement response times, case resolutions, and compliance trends.

6.4 - Goal: Foster Emergency Preparedness, Disaster Response, and Community Resilience

6.4.1 – Develop a comprehensive emergency preparedness and training program.

The City will enhance emergency readiness and interdepartmental coordination through updated planning, focused training, and active community engagement. A comprehensive, citywide preparedness program will ensure that staff, residents, and partner organizations are informed of their roles and equipped to act effectively in any crisis.

Responsible Department: Fire /Police/CM
Priority: Semi Urgent
- Update and modernize the City’s Emergency Operations Plan (EOP) and Continuity of Operations (COOP) protocols to reflect evolving hazards, organizational updates, and best practices.
- Conduct annual tabletop and full-scale field exercises to test communication systems, coordination procedures, and emergency response readiness. - Train city staff on Emergency Operations Center (EOC) activation, situational awareness tools, and departmental responsibilities during emergency operations. - Partner with schools, local businesses, and major employers to develop coordinated preparedness and evacuation plans tailored to their facilities. - Host public disaster readiness workshops to educate residents, families, schools, and business owners on emergency supplies, communication planning, and neighborhood safety.
- Ensure that emergency alerts and public communications are multilingual and ADAcompliant, providing access for all residents. - Integrate community-based partners—such as the Red Cross, CERT teams, and local nonprofits—into outreach, training, and emergency logistics planning. - Hold biannual safety coordination workshops with Police, Fire, Community & Economic Development (CED), Public Works, Parks, and Community Engagement to maintain operational alignment.
- Establish working groups on key cross-departmental issues such as emergency response coordination, traffic management, and resilient public facility design. 253
2025-2030 Strategic Plan – November 5, 2025 Page 69 of 99 - Use scenario-based planning and case studies to strengthen interdepartmental problemsolving and readiness. - Develop a Citywide Safety and Resilience Coordination Plan that clearly defines roles, responsibilities, and communication protocols during major incidents. - Track, monitor, and report progress and follow-up actions from drills and workshops to department heads and the City Council for continuous improvement.

6.5 - Goal: Maintain Adequately Staffed and Well-Equipped Fire and Emergency Services to Protect Life, Property, and Community Safety The City is committed to maintaining a professional and fully capable Fire and Emergency Services Department that protects lives, property, and the environment. This goal emphasizes sustaining adequate staffing levels, modern facilities, reliable infrastructure such as fire hydrants and water systems, and up-to-date equipment to ensure efficient and safe emergency responses.

In addition to operational readiness, the City will prioritize proactive fire prevention, public education, and hazard mitigation programs that reduce community risk and improve long-term safety. Through investment in personnel, facilities, and prevention initiatives, Soledad will continue to deliver high-quality, responsive fire and emergency services for all residents.

6.5.1 – Strengthen Fire Services, Staffing, and Emergency Medical Response Responsible Department: Fire/CM/Council
Priority: Urgent
- Recruit and onboard additional fire personnel to meet current and projected call volumes and maintain response coverage.
- Provide comprehensive training for all firefighters on the operation, safety, and maintenance of the new ladder truck.
- Develop and execute a local funding measure strategy to sustain emergency response services, improve staffing levels, and support EMS operations. - Conduct a staffing and service-level analysis to ensure compliance with state and national standards for fire and EMS coverage.
- Implement a comprehensive recruitment and retention plan for firefighters, emphasizing diversity and career development.
- Provide ongoing training and certification programs to maintain compliance with California Fire Marshal and EMS Authority requirements.
- Review and evaluate current EMS and paramedic service levels against state and national performance benchmarks.
- Explore partnership opportunities or service contracts with regional agencies (e.g., Cal Fire, AMR) to expand medical response capacity.
- Review and update mutual aid agreements with neighboring jurisdictions to strengthen regional response coordination.
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2025-2030 Strategic Plan – November 5, 2025 Page 70 of 99

6.5.2 – Maintain and Upgrade Firefighting Infrastructure, Equipment, and Facilities
The City will update and modernize fire service infrastructure to address the community’s growing needs and ensure safe and effective operations. Through investments in facility improvements, water system enhancements, and equipment replacement, Soledad will strengthen its emergency response capabilities and support the long-term sustainability of fire services.

Responsible Department: Fire Department / Public Works /CM Priority: Semi Urgent
- Conduct a comprehensive assessment of fire hydrants and water pressure to ensure the water system meets current and future firefighting demands. - Replace or rehabilitate aging fire hydrants, prioritizing locations near schools, housing clusters, and infill development.
- Complete a Fire Response Time and Coverage Analysis to identify service gaps and determine future station needs.
- Upgrade lighting, sightlines, and signage along critical routes and key facilities to enhance emergency visibility and access.
- Coordinate with Planning and Engineering to incorporate safety, access, and surveillance standards into all new development and capital projects. - Perform a full assessment of the existing Fire Station and develop a plan for rehabilitation or reconstruction based on facility requirements and safety standards. - Implement structural and kitchen upgrades at the Fire Station to improve functionality, safety, and operational efficiency.
- Maintain and service all engines, apparatus, and new ladder trucks to ensure readiness and reliability.
- Replace outdated, obsolete, and failing equipment to improve firefighter safety and operational performance.

6.5.3 – Expand Fire Prevention, Education, and Hazard Mitigation Programs Responsible Department: Fire/Community Engagement
Priority: Semi Urgent
- Conduct annual inspections of residential and commercial properties to identify overgrown vegetation, fire hazards, and compliance issues.
- Develop and enforce a comprehensive weed abatement ordinance with clear standards, timelines, and penalties for noncompliance.
- Launch seasonal public education campaigns on defensible space, vegetation management, and wildfire prevention.
- Establish assistance programs for seniors and low-income households to meet abatement and defensible space requirements.
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2025-2030 Strategic Plan – November 5, 2025 Page 71 of 99 - Coordinate with Public Works and Code Enforcement to maintain city-owned parcels, rights-of-way, and vacant properties.
- Conduct annual fire prevention inspections of all city businesses and high-risk facilities. - Educate the public on the importance of smoke and carbon monoxide alarms; create a residential alarm replacement program to provide free or low-cost devices to residents. - Initiate a city-wide public education campaign on the dangers of fireworks, emphasizing fire safety, injury prevention, and the environmental and legal impacts of illegal fireworks use. - Coordinate with the Police Department to develop and implement a coordinated enforcement and response plan for illegal fireworks activity, including public reporting mechanisms, targeted patrols during peak periods, and follow-up education for offenders.

6.6 - Goal: Secure Sustainable and Transparent Funding for Public Safety Operations
The City is dedicated to maintaining strong, well-funded public safety services that protect residents and foster community trust. This goal emphasizes securing sustainable funding sources, including Measure Y, grants, and partnerships, to ensure the Police and Fire Departments have the resources, equipment, and technology they need to operate efficiently and effectively.

Through transparent reporting, proactive grant applications, and careful financial planning, the City will enhance public safety infrastructure, maintain critical staffing levels, and invest in innovations that strengthen community well-being for years to come.

Objective 6.6.1 – Leverage Measure Y funding to modernize equipment, vehicles, and technology.

The City will strategically use Measure Y funds to replace outdated vehicles and equipment, ensuring that public safety personnel are equipped with the tools and technology necessary for efficient and effective operations. This approach prioritizes transparency, accountability, and longterm asset management.

Responsible Department: Police Department / Community Engagement Priority: Semi Urgent
- Develop and implement an equipment and vehicle replacement schedule to guide future investments in public safety infrastructure.
- Utilize Measure Y funding to replace outdated radios, computers, protective gear, and other essential tools that support safe and reliable operations. - Publicly report Measure Y expenditures through city communications channels to promote transparency and community confidence.
- Include training, maintenance, and lifecycle funding in all new equipment purchases to ensure long-term functionality and value.
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2025-2030 Strategic Plan – November 5, 2025 Page 72 of 99 - Evaluate emerging technologies—such as drones, cameras, and traffic sensors—to identify opportunities that enhance situational awareness, emergency response, and community safety.

Objective 6.6.2 – Assess and extend the impact of Measure Y through renewal and supplementary funding.

Responsible Department: Police Department / City Manager / Finance Priority: Semi Urgent
- Conduct a comprehensive Measure Y performance and impact assessment to demonstrate how funds have supported staffing, vehicles, and community safety programs.
- Engage residents through community forums, informational mailers, and digital platforms to educate and gather feedback on the renewal of Measure Y. - Prepare ballot language and outreach materials well in advance of renewal deadlines to support an informed and transparent public process.
- Develop a long-term funding strategy that integrates Measure Y revenues with state and federal grants, partnerships, and cost-sharing strategies. - Coordinate with City Council, Police, and Finance departments to align funding strategies with operational needs and public safety priorities.

6.6.3 – Explore a Local Parcel Tax to Sustain and Strengthen Fire and Emergency Services
To maintain reliable 911 emergency response, ensure adequate staffing, and replace outdated safety equipment, the City will explore a dedicated local funding measure such as a parcel tax to provide a sustainable, long-term revenue stream for Fire and Emergency Services. This initiative will be guided by transparency, community engagement, and alignment with public safety needs.

Responsible Department: Fire / CM / Finance / Community Engagement/Council Priority: Urgent
Key Initiatives:
- Evaluate potential funding mechanisms, including a local parcel tax, to provide stable, voter-approved revenue for maintaining and improving fire and emergency response services.
- Review models from nearby communities to identify best practices in structuring and communicating public safety funding measures.
- Engage residents through town halls, surveys, and educational outreach to build understanding of current service challenges, response-time concerns, and the need for sustainable local funding.
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2025-2030 Strategic Plan – November 5, 2025 Page 73 of 99 - Develop clear, transparent informational materials outlining how funds would be used (e.g., firefighter/EMT staffing, protective gear, equipment upgrades, and facility improvements).
- Prepare financial projections and ballot materials to ensure readiness should the City Council choose to advance a parcel tax measure for voter consideration. - Coordinate with the Finance Department and legal counsel to ensure compliance with all state and local requirements governing revenue measures.

Objective 6.6.4 – Pursue Public Safety Grants to Strengthen Police and Fire Services
Responsible Department: Police Department / Fire Department / City Manager / Finance Priority: Urgent
- Designate or hire a Grant Writer/Coordinator to identify, write, and manage public safety grant applications.
- Maintain a centralized grants calendar with deadlines, eligibility criteria, and department responsibilities.
- Establish an interdepartmental grant working group (Police, Fire, Finance, and City Manager’s Office) to coordinate proposals, share data, and align priorities. - Track and report grant performance quarterly, including awards received, applications submitted, and pending opportunities.
- Develop standardized application materials, including demographic data, letters of support, and community impact summaries, to streamline submissions. - Engage with regional, state, and federal partners to stay informed of new or recurring funding opportunities.

Police Department – Grant Priorities
- Apply for the U.S. Department of Justice Community Oriented Policing Services (COPS) Hiring Program to support recruitment and retention of sworn officers. - Pursue California Office of Traffic Safety (CA OTS) Grants to enhance traffic enforcement, DUI prevention, and public education campaigns.
- Seek technology and equipment grants for body-worn cameras, communications upgrades, and data-driven policing tools.

Fire Department – Grant Priorities
- Apply for FEMA’s Assistance to Firefighters Grant (AFG) to replace outdated safety and protective gear, breathing apparatus, and emergency medical tools. - Pursue the Staffing for Adequate Fire and Emergency Response (SAFER) Grant to maintain and expand firefighter/EMT staffing and improve response capacity. - Seek additional state and regional funding to support fire prevention, training, and equipment modernization.
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2025-2030 Strategic Plan – November 5, 2025 Page 74 of 99 7 – Youth
We invest in our youth by providing safe communities, access to health care, workforce development, educational pathways, quality housing, and parks and recreational opportunities for their well-being and growth.

7.1 - Goal: Enhance Career Readiness, Vocational Training, and Financial Literacy

7.1.1 – Develop youth entrepreneurship and mentorship programs.

Responsible Department: CED/Rec & Parks/ Community Engagement Priority: Long-Term
- Launch a Youth Entrepreneurship Incubator offering startup coaching, seed grants, and access to co-working space.
- Host an annual “Shark Tank”-style business pitch competition or youth pop-up marketplace in partnership with local sponsors and judges. - Partner with the Small Business Development Center (SBDC), Hartnell Community College, and local chamber of commerce to provide workshops, mentoring, and technical assistance.
- Offer hands-on training in business modeling, financial planning, marketing, and branding. - Develop a marketing and branding toolkit for youth entrepreneurs, including logo design and digital media guidance.
- Celebrate and promote youth-owned businesses during Economic Development Week or Youth Month.
- Provide microgrant funding to support youth-led startup initiatives.

7.1.2 – Strengthen financial literacy and life skills programming.

Responsible Department: CED/Rec & Parks/Community Engagement Priority: Semi Urgent
- Partner with local financial institutions to deliver engaging financial literacy workshops on budgeting, banking, credit management, and digital security. - Integrate financial education into after-school programs. - Implement interactive learning experiences, such as budgeting simulations and financial goal-setting activities.
- Create a “Life Skills for Independence” program covering essential soft skills, including time management, communication, and conflict resolution. - Collaborate with banks and credit unions to co-develop age-appropriate, co-branded curriculum materials for youth audiences.
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2025-2030 Strategic Plan – November 5, 2025 Page 75 of 99

7.2 - Goal: Promote Youth Leadership, Civic Engagement, and Mentorship

7.2.1 – Engage youth in leadership and skill development strategies through city governance.

Responsible Department: Parks & Rec/CM/Community Engagement Priority: Semi Urgent
- Establish an Interagency Youth Opportunities Working Group to align programs, share resources, and fill service gaps.
- Develop a shared set of competencies (e.g., communication, critical thinking, leadership) across all youth efforts.
- Implement a digital credential system or “Soledad Youth Passport” to track participation, achievements, and skill development
- Coordinate efforts among schools, nonprofits, local businesses, and city departments to reduce duplication and ensure program sustainability.
- Conduct annual evaluations using youth feedback to refine and improve program outcomes.
- Pair youth participants with mentors from local government, business, and higher education sectors.
- Offer targeted workshops in goal setting, team building, and project management. - Integrate leadership development opportunities within youth employment programs and city internships.
- Recognize and celebrate youth leaders annually through a City Council Youth Leadership Recognition Ceremony.
- Launch a summer Youth Leadership Academy focused on communication, advocacy, civic engagement, and community service.

7.2.2 – Reinvigorate the Youth Council to Strengthen Youth Voice and Civic Impact
Empower young residents to take an active role in local governance by revitalizing the Youth Council as a formal advisory body. Through leadership training, structured participation in City decision-making, and alignment with community initiatives, the Youth Council will serve as a platform for youth perspectives, innovation, and civic responsibility.

Responsible Department: Parks and Rec, Community Engagement Priority: Urgent
- Recruit a diverse and representative group of youth leaders to serve on a formal, restructured Youth Council.
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2025-2030 Strategic Plan – November 5, 2025 Page 76 of 99 - Establish a standing agenda item at City Council meetings for Youth Council updates, recommendations, and presentations.
- Provide training in parliamentary procedure, policy development, and public speaking to build confidence and civic competency.
- Allocate dedicated project funding and staff support to enable Youth Council–led initiatives and community projects.
- Integrate Youth Council priorities into citywide planning, policy development, and community engagement efforts to ensure meaningful youth participation in governance.

7.2.3 – Relaunch the Explorers Program to connect youth to public service careers.

Responsible Department: PD /Fire/Community Engagement
Priority: Semi Urgent
- Relaunch a comprehensive Youth Explorers Program through the Police and Fire Departments. - Provide hands-on training, mentorship, and professional development opportunities to prepare participants for careers in public safety.
- Supply uniforms, equipment, and leadership workshops to promote teamwork, responsibility, and civic pride.
- Host Public Service Career Days, facility tours, and ride-along experiences to expose youth to real-world government operations.
- Establish the Explorers Program as a long-term workforce development pipeline, fostering future talent for public sector careers.

7.3 - Goal: Expand Recreational Activities and Cultural Exposure

7.3.1 – Create youth-specific third spaces fostering creativity, wellness, and innovation.

Responsible Department: Parks & Rec/ CED
Priority: Long-Term
- Establish a Youth Innovation and Wellness Center featuring technology labs, creative studios, study lounges, and wellness areas.
- Co-design spaces with youth to ensure programs, amenities, and aesthetics reflect their interests and needs.
- Incorporate features such as Wi-Fi access, maker tools, gaming areas, art supplies, and coworking zones. - Maintain extended evening and weekend hours to provide safe, enriching environments for youth engagement.
- Partner with nonprofits, schools, and youth-serving organizations to deliver specialized programming and mentorship.
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2025-2030 Strategic Plan – November 5, 2025 Page 77 of 99 - Develop dedicated teen zones equipped with 3D printers, media production tools, and startup incubator labs.
- Offer rotating innovation themes such as ag-tech, green design, fashion innovation, and app development.
- Integrate soft skills training including teamwork, communication, pitching, and goal setting into daily activities.
- Partner with public libraries and makerspace networks to expand access to equipment, materials, and training opportunities.

7.3.2 – Expand recreational, cultural, and wellness programming.

Responsible Department: Parks & Recreation
Priority: Urgent
- Offer year-round recreation programs including sports, arts, outdoor education, and wellness activities.
- Launch pop-up recreation programs in underserved neighborhoods and housing developments.
- Collaborate with schools to coordinate schedules, facilities, and transportation for afterschool access. - Design intergenerational and family-friendly programming to strengthen community connections.
- Collect and analyze participation data and feedback to guide continuous program improvement.

Outdoor and Environmental Education
- Establish a Memorandum of Understanding (MOU) with schools and Pinnacles National Park for regular educational trips.
- Develop curriculum-aligned lesson plans focused on geology, ecosystems, and Native history.
- Provide transportation, meals, and bilingual guides to ensure equitable participation. - Offer teacher training and classroom materials to connect field experiences to academic learning.
- Host weekend family hikes and community outdoor events to extend learning beyond schools.

Cultural Engagement and Heritage Programs
- Organize multicultural festivals, film nights, and global food fairs led by youth and families. - Partner with schools and libraries to create cultural exploration curricula and highlight diverse heritages each month through music, art, and storytelling. - Facilitate peer exchanges and virtual dialogues connecting Soledad youth with peers in other communities.
- Support youth-led oral history, art, and storytelling projects celebrating Soledad’s history and cultural identity.
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2025-2030 Strategic Plan – November 5, 2025 Page 78 of 99 - Integrate Indigenous, farmworker, and local heritage into cultural and arts programming. - Host local heritage days where youth lead tours, performances, or exhibitions. - Display community murals, history timelines, and rotating exhibits in public spaces to promote civic pride.

Music and Performing Arts
- Create an MOU with Youth Orchestra Salinas (YOSAL) to outline shared goals, funding, and staffing.
- Identify school and community center locations to host orchestra rehearsals and performances.
- Recruit Soledad youth for after-school and weekend music instruction, providing transportation, instruments, and scholarships to remove barriers. - Host annual community concerts in Soledad to showcase youth talent and celebrate investment in local arts.
- Coordinate with schools to ensure music programming complements academic schedules and supports student success.

7.4 - Goal: Enhance Mental Health, Family Support, and CommunityBased Resources

7.4.1 – Strengthen youth mental health and wellness services through community partnerships
Responsible Department: /Parks & Rec/Public Health / Nonprofit Partners Priority: Urgent
- Partner with schools, clinics, and community organizations to embed mental health counselors in youth-serving spaces such as schools, libraries, and recreation centers. - Launch drop-in wellness clinics and telehealth kiosks at accessible public locations, including parks and youth centers.
- Establish peer support groups and mentoring circles facilitated by trained youth leaders and mental health professionals.
- Promote emotional wellness awareness through social media campaigns, school assemblies, and creative art or storytelling initiatives. - Ensure all programs and services are trauma-informed, culturally responsive, and available in multiple languages.
- Provide Mental Health First Aid and youth crisis response training for city staff, educators, and community leaders to strengthen early intervention capacity. - Coordinate with Monterey County Behavioral Health to align local initiatives with regional support networks and available funding opportunities.
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7.5 - Goal: Promote Public Art, Culture Expression, and Community Inclusivity

7.5.1 – Engage youth in public art projects that foster cultural pride and creative expression.

Responsible Department: Parks & Rec/CED / Community Engagement Priority: Semi Urgent
- Organize public art workshops and residencies where youth collaborate with local artists to co-create murals, sculptures, and installations.
- Designate rotating gallery spaces and public art walls in parks, libraries, and civic buildings to showcase youth work.
- Host youth-led art walks, performances, and cultural festivals highlighting civic identity and creative innovation.
- Offer art stipends, mini-grants, or competitions to encourage participation and recognize youth talent.
- Integrate Indigenous, immigrant, and farmworker histories into public art and storytelling projects that reflect Soledad’s cultural heritage.
- Feature multigenerational and multilingual narratives through oral histories, banners, and community exhibits.
- Incorporate themes of identity, belonging, and resilience in youth writing, media, and performance contests.
- Commission youth-driven public art installations that celebrate Soledad’s diversity and community pride.
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We promote both physical and mental health services through our infrastructure, facilities, stores, and services. This includes walking, biking, and access to healthy and safe foods. Healthcare and social services are plentiful and accessible to everyone in the community.

8.1 - Goal: Attract New Healthcare Services and Providers

8.1.1 – Strengthen partnerships with regional systems (Salinas Valley Health, Soledad Health District, Mee Memorial, Natividad) to establish satellite services.

Responsible Department: CED
Priority: Long Term
- Develop a community healthcare workforce pipeline through high school, community college, and internship programs.
- Market Soledad as a family-friendly, livable city to attract healthcare professionals. - Partner with local health systems to create recruitment incentives for bilingual and culturally competent providers.
- Secure housing or relocation incentives for incoming providers through city or partner funding.
- Host mobile health fairs and specialty clinics to address immediate needs while permanent facilities are developed.
- Collaborate with developers to construct new healthcare buildings near major transportation corridors or high-need zones.
- Update zoning and streamline permitting to make it easier for new medical, dental, vision, and mental health providers to locate in Soledad.
- Evaluate public land and partnership opportunities for future clinics and dental sites. - Conduct feasibility studies on demand for outpatient surgical, dental, or urgent care centers.
- Develop a comprehensive map of existing versus needed healthcare services to guide investment and funding proposals.
- Proactively reach out to Salinas Valley Health System and Mee Memorial to deliver specialty care locally.
- Establish regular joint-planning meetings with regional providers to identify service gaps and expansion opportunities.
- Develop cross-referral and data-sharing protocols to improve continuity of care between regional and local providers.
- Provide financial incentives such as reduced development impact fees to existing clinics that expand or the construction of new medical facilities. 265
2025-2030 Strategic Plan – November 5, 2025 Page 81 of 99 - Explore adding small medical offices in city community facilities that could be used for traveling medical providers, including specialty services (optical, dental, etc.). - Recruit a healthcare provider specializing in a Program of All-Inclusive Care for the Elderly (PACE) to enhance services for aging adults.
- Review and revise zoning regulations to facilitate the development of independent and assisted living facilities in Soledad.
- Build partnerships with senior-focused nonprofit organizations to expand access to nutrition, transportation, case management, and in-home care services, while educating seniors and their families about program eligibility and benefits.

8.2 – Goal: Expand Mobile Health, Crisis Units, and Mental Health Support

8.2.1 – Collaborate with the county to develop a mobile crisis unit for South County.

Responsible Department: CM/CED/Police/Fire/County Health / Medical Providers Priority: Semi Urgent
- Partner with Monterey County Behavioral Health and nonprofit providers to deploy a local mobile crisis unit staffed with licensed mental health professionals, peer support specialists, and EMTs or paramedics.
- Equip vans, RVs, or converted vehicles specifically for field stabilization, assessment, and referral services.
- Collaborate with Behavioral Health to track and analyze aggregated service outcome data, adjusting deployment schedules and staffing based on community needs. - Work with mobile health providers to deliver substance use treatment, harm reduction services, and medical care to the community’s most vulnerable populations. - Ensure all public safety personnel receive crisis intervention training and have direct access to the mobile crisis unit when responding to incidents.

8.2.2 – Partner with Monterey County Health Department and other services providers to expand mental health and substance abuse treatment programming.

Responsible Department: CED/Fire/Police/County Health / Medical Providers Priority: Semi Urgent
- Coordinate with the Health Department to expand the Wellness Navigator program, connecting residents with appropriate mental health and substance use treatment options. 266
2025-2030 Strategic Plan – November 5, 2025 Page 82 of 99 - Continue promoting the use of Narcan, including the installation of a dispenser at the Fire Station.
- Collaborate with case management teams to refer encampment participants to behavioral health and substance use treatment services.
- Partner with Behavioral Health to identify and establish potential drop-in counseling locations in city-owned facilities.
- Recruit mental health and substance use treatment providers who are trauma-informed, culturally competent, and Spanish-accessible.
- Raise community awareness of available programs through multiple channels, including flyers, social media, and local networks, beyond formal referral pathways. - Explore the use of opioid settlement or grant funding to expand substance use treatment services.
- Pursue new partnership opportunities with organizations such as Interim, Inc. and Sun Street Centers to support vulnerable populations struggling with mental health and substance use challenges.

8.3 - Goal: Promote Community Health Awareness and Preventive Care

8.3.1 – Promote holistic community wellness through education, physical activity, nature engagement, and access to health resources.

Responsible Department: CED/Parks & Rec/County Health / Medical Providers Priority: Semi Urgent
- Host the annual Overdose Awareness Symposium at the Community Center to educate residents and reduce stigma.
- Collaborate with the Monterey County Health Department to increase community awareness and education on substance use, opioid addiction, and fentanyl-related dangers.
- Develop and distribute multilingual public awareness materials on mental health, hydration, and healthy eating.
- Share health information broadly via the city website and social media platforms. - Support the Youth Council in partnering with schools and the Monterey County Health Department to adapt and repackage educational materials for youth audiences. - Create a health resource page on the city website and promote it through a QR code portal linking residents to urgent health and crisis services. - Collaborate with the Monterey County Health Department to measure the impact of campaigns locally and share results via a public dashboard. - Host an annual Ciclovía-style car-free event where families can walk, bike, skate, and engage with wellness activities.
- Design and maintain walking trails and loops near schools and parks, incorporating public art, hydration stations, and shaded areas.
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2025-2030 Strategic Plan – November 5, 2025 Page 83 of 99 - Launch a ‘100-Mile Challenge’ walking tracker program with incentives for families and seniors to encourage physical activity.
- Offer weekly fitness, stretching, and dance classes for adults at the Community Center. - Partner with Pinnacles National Park to provide nature-based wellness outings, including trail walks, mindfulness hikes, and outdoor yoga.
- Develop a nature prescription pilot program in collaboration with local healthcare providers to support mental and physical wellness.
- Encourage youth participation through nature clubs and school field trips that align with wellness goals.

8.3.2 – Implement the Blue Zones Framework to Promote Long-Term Wellness
Responsible Department: CED/Parks & Rec/ Community Engagement Priority: Long Term
- Integrate Blue Zones principles into city policies and planning, including food access, housing, streetscape design, and community spaces.
- Collaborate with schools, grocery stores, and restaurants to encourage healthy default options and support nutritious choices.
- Offer community programs such as cooking classes, volunteer opportunities, and community gardening that align with Blue Zones principles. - Train city staff and community leaders as Blue Zones ambassadors to promote healthy behaviors and support community-wide wellness initiatives. - Track and report annual progress on community well-being indicators tied to Blue Zones goals, sharing results with residents and stakeholders to ensure accountability.

8.3.3 – Promote community awareness and understanding of pesticide use, monitoring, and environmental health impacts.

Responsible Department: Parks & Recreation / Community Engagement Priority: Semi Urgent
- Partner with the County Health Department and agricultural agencies to share pesticide monitoring data with the public.
- Distribute multilingual educational materials (fact sheets, infographics, videos) on pesticide use and health impacts.
- Host a community workshop with health experts to help residents understand the monitoring results.
- Provide a link to pesticide and air quality monitoring data on the city website. - Encourage schools to integrate environmental health awareness into science and health curricula.
- Create agricultural buffers between farmland and developed areas in Soledad. 268
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8.4 - Goal: Provide Healthy Food Access and Nutrition Programs

8.4.1 – Expand access to nutritional programs.

Responsible Department: CED/ Community Engagement
Priority: Urgent
- Partner with the Monterey County Food Bank to increase the frequency and reach of food distributions each week.
- Identify and collaborate food assistance providers serving undocumented residents, such as Celebration Nation.
- Work with the Soledad Unified School District and Family Resource Center to distribute supplemental food to families in need.
- Organize an annual citywide food drive around the holidays to support local families. - Collaborate with WIC to promote program participation and provide additional resources to eligible families.
- Partner with Step Up to provide food assistance to participants of the Encampment Resolution Fund Program.
- Educate residents on how to apply for CalFresh and access other available nutrition assistance programs.
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8.4.2 – Support our local farmers' market, develop community gardens, and increase cooking programs.

Responsible Department: CED/Parks & Rec/ Community Engagement Priority: Urgent
- Partner with the Historical Society to expand the farmers’ market and potentially relocate to Front Street.
- Coordinate with the Chamber to expand the Night Market to offer local food and produce to Soledad residents.
- Provide reduced rates of subsidies for small farmers and local food entrepreneurs to join markets or participate in local events as vendors.
- Develop a community garden policy for local parks, including maintenance responsibilities and equitable access policies.
- Create culturally relevant cooking and nutrition programs in partnership with the schools. - Launch seasonal workshops (e.g., farm-to-table cooking, preserving foods, composting). - Promote farmers’ markets and cooking programs through social media, flyers, and multilingual outreach.
- Explore senior options for reduced meals and more healthy choices. - Expand on the Tiny Chef Program by offering more cooking classes for residents of all ages. 269
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8.4.3 – Partner with local farms to promote healthy food access.

Responsible Department: CED/Parks & Recreation / Community Engagement Priority: Long Term
- Establish agreements with local farms to provide fresh produce for schools and community programs.
- Launch a “farm-to-table” initiative connecting local farms with restaurants, city institutions, and community organizations.
- Collaborate with local farms to expand SNAP/EBT and WIC acceptance at farm stands and farmers’ markets.
- Organize seasonal farm tours and “meet the farmer” events to educate residents about healthy eating and strengthen community connections.
- Implement farm-to-school programs that combine produce supply with classroom-based nutrition education.
- Support and promote community-supported agriculture (CSA) programs, encouraging participation through city channels and outreach campaigns.

8.5 - Goal: Enhance Senior Health, Recreation, and Social Engagement

8.5.1 – Implement short-term actions on the Alliance of Aging Action Plan.

Responsible Department: Senior Services / Community Engagement Priority: Semi Urgent
- Review the Alliance on Aging Action Plan and identify short-term priorities relevant to Soledad, including transportation, housing, health, and social connection. - Designate a city staff liaison to coordinate with the Alliance on implementation progress. - Host community forums with seniors to share Action Plan priorities and gather feedback on local needs.
- Expand access to senior wellness programs, including exercise classes, nutrition workshops, chronic disease management, and wellness coaching. - Partner with Monterey County and local nonprofits to improve transportation options for older adults (e.g., shuttle routes, volunteer driver programs, ride vouchers). - Increase outreach and education on available resources for seniors, providing multilingual materials.
- Support affordable, age-friendly housing initiatives by aligning with city housing programs. - Offer programs to reduce isolation, including walking buddy programs, home visit wellness checks, and peer-led social clubs.
- Expand the Senior Travel Program to local destinations such as the Monterey Bay Aquarium.
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8.5.2 – Support assisted living and age-friendly housing.

Responsible Department: CED/Parks & Rec/ Community Engagement Priority: Long Term
- Develop or partner on facilities offering affordable senior housing with onsite services. - Provide integrated medical, mental health, nutrition, and daily living support at senior facilities.
- Ensure ADA accessibility, culturally responsive design, and access to outdoor spaces. - Explore co-location with community gardens, child care, or arts programs to support multiuse facilities.

8.5.3 – Support aging in place and life transitions.

Responsible Department: Parks & Rec/ Community Engagement/Senior Services Priority: Semi Urgent
- Establish a Senior Companion or Friendly Caller program to connect isolated residents with regular support.
- Partner with legal aid and health agencies to provide end-of-life planning workshops, including wills, powers of attorney, and advance directives, in English and Spanish. - Facilitate memory sharing, grief support groups, legacy letter writing, and culturally tailored spiritual or communal closure practices.
- Develop senior outreach programs pairing volunteers or staff with isolated older adults for regular check-ins.
- Create peer-led grief support groups and memorial walls in public facilities. - Incorporate culturally specific traditions into outreach, education, and support programs. -

8.5.4 – Ensure ADA access and senior-friendly recreation.

Responsible Department: Parks & Recreation / Community Engagement Priority: Urgent
- Install all-ages outdoor fitness zones with equipment supporting strength, balance, and cardio.
- Include adaptive equipment for users with mobility devices or limited physical capacity. - Ensure ADA-accessible pathways from parking lots, sidewalks, and restrooms to fitness areas.
- Provide instructional signage or QR codes for safe equipment use and exercise guides. - Coordinate with local trainers or community health workers to offer pop-up fitness classes. 271
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8.6 - Goal: Promote Healthy, Inclusive Community Events and Active Public Spaces

8.6.1 – Host “Ciclovia” and Other Community Wellness Events Responsible Department: Parks & Rec/ Community Engagement Priority: Semi Urgent
- Organize car-free street events that encourage walking, biking, skating, and feature live music or cultural performances.
- Partner with local schools, artists, and wellness providers to activate event spaces with pop-up activities, workshops, and interactive demonstrations. - Provide multilingual outreach, ADA accommodations, and free transportation to ensure broad and inclusive participation.
- Include health screenings, fitness demonstrations, mental wellness booths, mobile vaccination clinics, nutrition education, and hydration stations within the event layout. - Collect participant and vendor feedback after each event to inform improvements and scale future offerings.
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We foster the prosperity of our community by investing in and expanding a range of educational opportunities including higher education and vocational training and resources that prepare our workforce for well-paying jobs. We are proud to provide educational and vocational services in Spanish, English, and other languages spoken locally.

9.1 - Goal: Enhance Vocational and Higher Education Opportunities

9.1.1 – Partner with educational providers to expand programs and align with workforce trends.

Responsible Department: Community Engagement / Economic Development / Hartnell College Priority: Semi Urgent
- Advocate for continued investment in Hartnell College’s Soledad campus, including new classrooms, labs, and student support facilities.
- Collaborate with Hartnell College to expand Career Technical Education (CTE) programs in agriculture, IT, allied health, and construction management. - Host open houses, enrollment fairs, and student showcases to increase visibility and participation in local higher education programs.
- Provide city infrastructure and permitting support to help accelerate campus development timelines.
- Integrate Hartnell College’s academic programs into city strategic plans, youth workforce pathways, and economic development initiatives.
- Identify local properties for hands-on learning, research, and ag-tech. - Support local growers and vintners with marketing assistance, grant applications, and student internship placements.
- Promote Soledad as an emerging destination for agri-tourism and wine education through regional and state trade networks.
- Host an annual wine and agricultural education festival to showcase student projects, local wines, and tourism assets.
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9.2 - Goal: Support Childcare Providers to Expand Access.

9.2.1 – Partner with local organizations to expand childcare access and flexible childcare options.

Responsible Department: CED/Parks & Rec/ Social Services Partners Priority: Semi Urgent
- Collaborate with schools, faith-based organizations, and local employers to increase the number of licensed early childhood education slots.
- Support workforce development initiatives that provide training, certification, and business assistance for new childcare providers through community colleges or related programs. - Offer incentives for employers that provide on-site or subsidized childcare for their workforce.
- Develop shared-use childcare facilities within city-owned buildings, community centers, or new housing developments.
- Expand access to non-traditional-hour childcare options for shift workers, agricultural laborers, and emergency personnel.
- Conduct outreach campaigns to help families understand and access state and federal childcare assistance programs.

9.3 - Goal: Strengthen Technology Access, Digital Literacy, and Internet Infrastructure

9.3.1 – Expand digital access and literacy programs for underserved populations.

Responsible Department: Parks & Rec/CED/ Hartnell College Priority: Semi Urgent
- Offer free or low-cost digital literacy and computer skills classes at the Community Center. - Integrate English as a Second Language (ESL) instruction with technology training to improve digital navigation and job readiness.
- Develop bilingual video tutorials and printed guides on essential digital tools, including email, telehealth platforms, and online applications.
- Establish a volunteer or youth tech corps to mentor seniors, low-income families, and firsttime computer users. - Partner with schools, Hartnell College, and workforce agencies to train instructors and expand family outreach.
- Partner with technology providers such as AT&T to expand free or low-cost laptop distribution programs for residents.
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9.4 - Goal: Align School Facility Planning and Workforce Housing Development with City Land Use and Growth

9.4.1 – Collaborate with the School district on a K-12 educational workforce housing plan.

Responsible Department: CED
Priority: Long Term
- Establish a joint City–School District task force to evaluate housing needs for teachers and school staff.
- Conduct a comprehensive workforce housing survey to assess affordability gaps, commute patterns, and housing preferences.
- Identify and evaluate potential development sites, including district- and city-owned parcels, for workforce housing projects.
- Explore diverse funding mechanisms such as state workforce housing grants, Low-Income Housing Tax Credits (LIHTC), and public–private partnerships. - Review zoning and land use policies to facilitate workforce housing near school sites and key community amenities.
- Develop conceptual design models such as apartments, townhomes, or ADUs tailored to the needs of educators and support staff.

9.4.2 – Collaborate with the School district on strategic land use and facility planning.

Responsible Department: CED
Priority: Semi Urgent
- Conduct a joint inventory of existing and surplus School District properties. - Assess opportunities for shared or joint use of facilities such as gyms, fields, and community centers.
- Identify surplus parcels suitable for redevelopment into housing, parks, or other community-serving uses.
- Align School District facility planning with the City’s General Plan, zoning, and capital improvement priorities.
- Develop joint-use agreements to co-locate city services on school sites (e.g., health clinics, after-school programs, or resource centers).
- Coordinate land use reviews to address traffic circulation, parking, and Safe Routes to School improvements.
- Coordinate with the School District on planning and implementation of the new schools within the Miramonte Specific Plan area.
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10.1 - Goal: Maintain and Track Progress on the Strategic Plan and Align with Departmental Work Programs

10.1.1 – Update and implement the Strategic Plan to reflect current Council goals.

Responsible Department: City Manager / City Clerk / Council Priority: Urgent
- Facilitate a strategic planning retreat to review progress, reassess priorities, and refine citywide goals.
- Engage departments, boards, and residents through visioning and prioritization workshops to ensure alignment with community needs.
- Align departmental work plans, performance metrics (KPIs), and budgets with the revised strategic goals.
- Publish an annual performance and progress report to enhance transparency and accountability.
- Establish a standardized reporting framework for departments to track progress quarterly or semi-annually.
- Develop an internal strategic plan dashboard (digital or in spreadsheet form) to visualize performance indicators and milestones.
- Integrate strategic goals into the annual budgeting process to ensure funding aligns with Council priorities.
- Assign a staff lead or cross-departmental team responsible for plan coordination, tracking, and continuous improvement.
- Schedule mid-cycle plan reviews (e.g., every 2 years) to assess progress and recalibrate targets.
- Document lessons learned and best practices to improve future strategic planning cycles.

10.2 - Goal: Advance Good Governance, Transparency, and Effective Council Leadership

10.2.1 – Strengthen Governance Structures and Council Effectiveness Responsible Department: City Council/City Manager / Cit Attorney/City Clerk Priority: Urgent
- Update and consolidate the Council’s Rules, Policies, and Procedures into a comprehensive Governance Manual modeled after best practices from peer cities such as Temecula.
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2025-2030 Strategic Plan – November 5, 2025 Page 92 of 99 - Continue providing a structured orientation program for newly elected Council Members, including a comprehensive resource packet and funding for participation in the Cal Cities New Mayors and Council Members Academy.
- Continue to provide an orientation with materials for new Council Members and fund training at the Cal League of Cities Academy.
- Facilitate training sessions and workshops on governance best practices, ethics, and leadership development.
- Create a shared governance calendar and communications platform to coordinate initiatives and deadlines across departments and agencies. - Establish regular joint meetings with local and regional partners, including the school district, special districts, and county agencies, to strengthen intergovernmental collaboration.
- Ensure representation on city commissions, boards, and regional agencies to advocate for city interests.

10.2.2 – Increase transparency, open communication, and public access.

Responsible Department: Community Engagement/City Manager/City Council Priority: Semi Urgent
- Continue to host an annual State of the City address by the Mayor. - Publish public dashboards, progress reports, and host open forums to maintain transparency and accountability.
- Upgrade software and audiovisual systems to support hybrid meetings and high-quality live broadcasts.
- Ensure all public meetings are recorded, captioned, and archived on a mobile-accessible platform.
- Continue to provide consistent Spanish translation at all community meetings. - Improve the city’s website navigation, search functions, and user interface for better public access to information.
- Provide digital literacy assistance to residents on how to access meetings, documents, and online services.
- Train department staff to provide timely communications and coordinate consistent messaging across departments through the Community Engagement team.

10.2.3 – Strengthen legislative advocacy and policy influence.

Responsible Department: IT/Community Engagement/City Manager Priority: Semi Urgent
- Develop a legislative advocacy program to track state and federal issues impacting the city. - Build relationships with legislators and regional agencies to ensure the city’s priorities are represented.
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2025-2030 Strategic Plan – November 5, 2025 Page 93 of 99 - Prepare policy briefs and advocacy materials for Council use during legislative sessions and interagency meetings.

10.2.3 – Promote fair, inclusive, and transparent elections.

Responsible Department: City Clerk/City Attorney/City Council Priority: Semi Urgent
- Ensure all elections are conducted in accordance with state and federal laws, maintaining fairness, transparency, and accessibility.
- Enhance voter education and outreach to increase participation and awareness of the new city districts.
- Support accessible voting methods, including mail-in and in-person options. - Share clear candidate and campaign finance guidelines to ensure ethical conduct and compliance on the city website.

10.3 - Goal: Foster a Healthy Organizational Culture and Invest in Leadership and Employee Development
The City is committed to cultivating a workplace culture grounded in collaboration, accountability, and continuous learning. By investing in leadership development, staff engagement, and equitable practices, the organization will strengthen its internal capacity to deliver exceptional public service. This goal emphasizes the importance of empowering employees at all levels, building leadership pipelines, and ensuring city policies and performance systems reflect shared values of excellence, inclusion, and well-being.

10.3.1 – Strengthen leadership development and organizational coaching.

Responsible Department: Human Resources/City Manager / Council Priority: Urgent
- Implement a citywide leadership development program for staff at all levels, including emerging leaders.
- Establish a structured mentorship program pairing senior leaders with early-career employees.
- Provide access to external leadership training, certifications, and professional conferences.
- Incorporate leadership skill-building modules into employee development and performance plans.
- Facilitate peer learning circles and cross-departmental coaching sessions to promote collaboration.
- Partner with regional universities or institutes to deliver customized leadership academies. - Facilitate regular leadership sessions focused on coaching, communication, and accountability.
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10.3.2 – Align employee policies and performance systems with strategic priorities.

Responsible Department: Human Resources/City Manager
Priority: Urgent
- Educate employees and labor groups about the new Personnel Manual. - Host employee listening sessions to identify outdated or unclear policies. - Redesign the employee performance evaluation system to strengthen engagement and effectiveness.
- Align departmental work plans and key performance indicators (KPIs) with citywide strategic priorities.
- Maintain robust recruitment and retention efforts to attract and develop top talent.

10.3.3 – Enhance succession planning for critical roles.

Responsible Department: Human Resources/City Manager/Department Heads Priority: Urgent
- Identify mission-critical positions and define required skills and competencies. - Develop internal talent pipelines through mentoring, rotational assignments, and advancement pathways.
- Incorporate knowledge transfer tools, job shadowing, and continuity documentation into standard practice.
- Create both emergency and long-term succession plans for key leadership positions.

10.3.4 – Strengthen organizational culture and employee engagement.

Responsible Department: City Manager /Human Resources/Department Heads Priority: Urgent
- Establish core citywide values and integrate them into onboarding, evaluations, and recognition programs.
- Develop employee recognition initiatives that celebrate teamwork, innovation, and excellent customer service.
- Conduct regular workplace culture and engagement surveys to identify improvement opportunities.
- Use survey feedback to inform leadership training, communication strategies, and policy updates.
- Continue to support the “Sunshine Committee” activities to improve employee morale. - Establish an informal monthly “Coffee with the City Manager” series to provide employees with an open forum to share ideas, feedback, and suggestions for improving internal operations and enhancing the City of Soledad.
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10.3.5 – Provide city-wide equity training for all employees and the City Council.

Responsible Department: City Manager/Human Resources/City Council/Department Heads Priority: Semi Urgent
- Identify and hire a trainer to provide equity training for city staff, leadership, and City Council.
- Schedule mandatory training sessions.
- Offer separate leadership-focused equity workshops for department heads and the City Council.
- Provide equity resource guides and toolkits for applying training to daily work. - Incorporate real case studies into training to ensure relevance. - Establish a feedback system to evaluate participant learning and training effectiveness.

10.4 - Goal: Modernize Technology and Fleet Infrastructure to Support Efficient, Secure, and Resilient City Operations
Modern technology and reliable fleet assets are essential to delivering high-quality, efficient, and responsive public services. The City will strengthen its digital infrastructure, enhance cybersecurity, and expand online accessibility to better serve residents and staff. In addition, the City will invest in a modern, well-maintained fleet that supports emergency response, field operations, and sustainability goals.

10.4.1 – Conduct citywide hardware and software technology and infrastructure needs assessment.

Responsible Department: IT/City Manager/Finance
Priority: Urgent
- Complete the IT server replacement project for City Hall, Wastewater Reclamation Facility, and the Police Department.
- Upgrade the city’s firewall and implement other cybersecurity enhancements. - Improve the Wi-Fi capabilities at City Hall and other city government buildings. - Inventory all existing hardware, servers, mobile devices, and networking equipment and evaluate the age, performance, and security of existing systems. - Audit current software licenses, applications, and platforms used across departments. - Train city employees on the new IT ticketing systems and use the data to identify technology gaps and service challenges.
- Assess cybersecurity vulnerabilities and ensure compliance with data protection regulations; Develop and maintain a cybersecurity and system maintenance plan to ensure reliability and data protection.
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- Assess broadband and connectivity infrastructure, including internet speeds and coverage gaps, to include digital equity investments within the Capital Improvement Program (CIP).

10.4.2 – Transform the City’s Website, Meeting Systems, and Digital Tools to Support Accessible and Transparent Governance
Responsible Department: IT/City Manager/Finance
Priority: Urgent
- Conduct a comprehensive audit of the City’s website, meeting systems, and digital platforms.
- Redesign the city website for improved accessibility, mobile responsiveness, and multilingual support.
- Implement ADA-compliant features across all digital platforms, including captions, contrast tools, and screen-reader compatibility.
- Upgrade Council chambers and meeting rooms with modern audio-visual and hybrid meeting technology.
- Launch a centralized resident service portal for online forms, payments, and service requests.
- Standardize meeting streaming, archiving, and public access systems to promote transparency.
- Provide staff and Council training on new digital tools and platforms.

10.4.3 – Develop a fleet modernization plan to upgrade and maintain the City’s vehicle fleet.

Responsible Department: Finance/Public Works
Priority: Semi Urgent
- Conduct a comprehensive fleet needs assessment and develop a Fleet Replacement Plan that includes a phased transition to electric and low-emission vehicles. - Collaborate with the Finance Department to establish a sustainable financing strategy including lease and purchase models to create a predictable, long-term vehicle replacement schedule.
- Evaluate the cost-benefit of internal versus contracted fleet maintenance and explore regional service partnerships with neighboring South County cities to improve efficiency and reduce costs.
- Prioritize vehicle acquisition and replacement for police, fire, public works, and utilities based on operational need and lifecycle analysis.
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2025-2030 Strategic Plan – November 5, 2025 Page 97 of 99 - Develop preventive maintenance and replacement schedule with multi-year projections and funding strategies.
- Explore shared fleet models, pooled vehicles, or electric/hybrid replacements to enhance efficiency and sustainability.
- Integrate fleet modernization goals into the City’s sustainability and resilience plans and invest in EV charging infrastructure for the City fleet.

10.5 – Goal: Promote Fiscal Responsibility and Grow Grant Funding Capacity
Fiscal responsibility and resource diversification are essential for maintaining high-quality public services and preparing for future growth. The City will enhance its financial sustainability through balanced budgeting, improved cost recovery, and targeted reserve building. Simultaneously, the City will expand its capacity to secure competitive grants and external funding to support infrastructure, community programs, and long-term capital investments.

10.5.1 – Maintain fiscal stability and responsible financial management.

Responsible Department: Police Department / Public Works Priority: Urgent
- Maintain a balanced budget and continue building financial reserves in accordance with City policy.
- Update the Utility Rate Study to ensure the long-term financial health of the City’s utility systems.
- Adopt updated Development Impact Fee schedules that reflect current infrastructure needs.
- Improve cost recovery for development, permitting, and inspection services. - Strengthen staff’s use and understanding of the Incode 10 financial management system. - Complete annual audits on time and implement recommendations promptly. - Conduct an annual review of Transient Occupancy Tax (TOT) compliance for local hotels. - Improve collection of outstanding loans, developer accounts and business license fees.

10.5.2 – Pursue grants to ensure a sustainable funding strategy.

Responsible Department: City Manager/Department Heads
Priority: Urgent
- Re-evaluate the Townsend contract and identify a contracted grant services provider to assist with identifying, preparing, and submitting grant applications. - Develop and maintain a Master Grants Calendar with deadlines, eligibility, and responsible departments.
282
2025-2030 Strategic Plan – November 5, 2025 Page 98 of 99 - Establish interdepartmental grant working groups to coordinate proposals and leverage technical expertise.
- Track and report grant performance quarterly, including awarded, pending, and denied applications.
- Create standardized grant templates (letters of support, demographic data, city statistics) to streamline submissions.
- Build partnerships with regional, state, and federal agencies to remain informed on funding opportunities.
- Implement a capital campaign for the Community Center to raise $1.8 million.

10.5.2 – Build capacity for collaborative and equitable grant development.

Responsible Department: Community Engagement/City Manager Priority: Urgent
- Designate a staff member to coordinate and oversee grant activities across all departments, ensuring alignment, efficiency, and compliance. - Develop a shared calendar of recurring grant deadlines accessible to multiple departments.
- Align funding proposals with the Strategic Plan.
- Track and publicly share grant outcomes to enhance transparency and community trust. - Partner with county agencies and regional coalitions to pursue large-scale collaborative funding opportunities.
- Incorporate equity metrics and community benefit measures into grant proposals.

10.6 - Goal: Enhance Workforce Support and Housing.

10.6.1 – Create workforce housing opportunities to improve staff retention.

The City recognizes that access to stable, affordable housing is vital to attracting and retaining a talented and dedicated workforce. By partnering with housing developers and leveraging creative financing tools, the City will work to expand housing options for employees, reduce commuting barriers, and strengthen its connection to the community it serves.

Responsible Department: City Manager/CED/Human Resources Priority: Semi Urgent
- Partner with affordable and workforce housing developers, foundations, and regional agencies to identify or designate housing opportunities for City employees. - Incorporate workforce housing incentives or set-asides into future development agreements and City-supported projects.
- Survey staff to assess housing needs, affordability barriers, and location preferences related to proximity to work.
283
2025-2030 Strategic Plan – November 5, 2025 Page 99 of 99 - Evaluate shared-equity, lease-to-own, and other innovative housing models to support long-term employee retention.
- Explore partnerships with financial institutions and local employers to expand access to homebuyer assistance or down payment programs.
284
PILLAR KEY AREAS OF FOCUS Timeframe Measure
ECONOMY 1.1 - Goal: Build a Resilient and Diverse Local Economy by Supporting Business Attraction, Retention, and Expansion

1.1.1 - Increase Soledad’s marketability to attract business investment Urgent Number of project build outs in Soledad Marketplace.

1.1.2 - Provide technical assistance, resources, and engagement opportunities to help retain and grow Soledad businesses. Urgent Number of training sessions provided

1.1.3 - Redevelop underutilized sites to support light industrial, office, and retail growth Semi Urgent Number of sites redeveloped in next three years.

1.2 - Goal: Promote Tourism, Hospitality, and Agrotourism

1.2.1 – Develop and implement a comprehensive tourism and hospitality strategy focused on local assets (Pinnacles, wineries, historic sites). Semi Urgent Completion

1.2.2 - Redevelop underutilized properties to construct a major hotel to strengthen tourism Urgent Number of hotels breaking ground within three years

1.2.3 - Assess feasibility of high-Impact regional destination projects Long Term Completion

1.2.4 - Position Soledad as a Regional Destination through Branding, Gateway Enhancements, and Visitor Experience Improvements Urgent Completion

1.3 - Goal: Enhance Downtown Revitalization, Placemaking and Infrastructure Improvements

1.3.1 - Create a cohesive city brand rooted in Soledad’s culture and activate Downtown spaces. Semi Urgent Completion

1.3.2 - Develop the Container Village as a small business incubator and Downtown catalyst. Urgent Completion

1.3.3 - Beautify downtown with façade, signage, lighting, art, and landscaping programs. Urgent Completion

1.3.4 - Update and implement Downtown Specific Plan (land use, design, pedestrian access). Semi Urgent Completion

1.3.5 - Develop and implement a comprehensive Downtown Streetscape Plan Semi Urgent Completion

1.3.6 - Ensure that downtown infrastructure is shovel-ready (water, sewer, fiber, EV). Urgent Completion

1.3.7 – Activate the Downtown with regular cultural, culinary, and community events. Urgent Number of events per year

1.3.8 – Explore development of coworking and entrepreneur spaces. Long Term Number of spaces delivered

CITY OF SOLEDAD STRATEGIC PLAN
285
PILLAR KEY AREAS OF FOCUS Timeframe Measure

1.4 - Goal: Evaluate Zoning, Land Use, and Sustainable Development

1.4.1 - Update general plan and zoning codes to support retail, industrial redevelopment, and highway access. Urgent Completion

1.4.2 - Explore special financing districts (CFDs, EIFDs) for infrastructure funding. Long Term Completion

1.4.3 - Activate city vacant land with tailored incentives and developer outreach. Urgent Percentage of vacant land
occupied in proactive
developer outreach.

1.5 - Goal: Strengthen Workforce Development, Employer Partnership, and Economic Opportunity

1.5.1 - Strengthen relationships between local schools and employers to align educational programming with workforce needs, enhancing career pathways. Long Term Number of formal
partnerships established.

1.5.2 - Expand job training and employability programs for residents Long Term Number of training programs expanded annualy.
286
PILLAR KEY AREAS OF FOCUS Timeframe Measure
HOUSING 2.1 - Goal: Promote, Support, and Expand the Development of Diverse and Affordable Housing to Meet Community Needs

2.1.1 - Facilitate the development of 734 housing units by 2031 to meet the Regional Housing Needs Allocation (RHNA) through active pipeline projects and strategic developer partnerships.

Urgent Completion

2.1.2 - Expand innovative housing options (ADUs, Cottages). Urgent Percentage increase in housing diversity.

2.1.3 - Expand housing opportunities for all Soledad residents. Urgent Distribution percentage of
affordable units across
neighborhoods.

2.2 - Goal: Develop Infrastructure and Promote Smart Growth

2.2.1 - Align infrastructure with Smart Growth and transit-oriented development principles. Semi Urgent Number of TOD zoning amendments adopted.

2.2.2 - Negotiate a Development Agreement for Miramonte to ensure adequate provision of infrastructure and public services at each stage of the project’s build out. Urgent Completion

2.2.3 - Upgrade and expand critical infrastructure citywide (water, sewer, roads, etc.) to support housing development readiness and long-term community growth. Semi Urgent Feet of infrastructure
improved compared to
previous year or plan.

2.3 - Goal: Expand Housing Resources for Vulnerable Populations

2.3.1 - Expand permanent housing options for homeless individuals, seniors, farmworkers, large families, single parents, and other vulnerable groups. Semi Urgent Percentage increase in
housing availability by
population.

2.3.2 - Implement comprehensive homelessness solutions grounded in Housing First and interim-to-permanent strategies to achieve functional zero homelessness. Urgent Percentage reduction in unsheltered homeless.

2.3.3 – Provide temporary emergency housing in hotels for vulnerable populations Urgent Percentage reduction in unsheltered homeless.

CITY OF SOLEDAD STRATEGIC PLAN
287
PILLAR KEY AREAS OF FOCUS Timeframe Measure

2.4 - Goal: Promote Housing Preservation, Rehabilitation, and Conservation

2.4.1 – Preserve and improve existing housing stock. Semi Urgent Number of substandard
housing units brought up to
code.

2.4.2 - Protect residents from displacement. Semi Urgent Percentage of at-risk units
preserved vs. lost to
conversion.

2.4.3 – Modernize mobile home units. Semi Urgent Percentage of units updated

2.4.4 – Perform a citywide housing condition assessment and deploy proactive code enforcement to address substandard housing and support long-term neighborhood stability.

Semi Urgent Completion

2.5 - Goal: Promote Homeownership, Financial Literacy, and First-Time Buyer Assistance

2.5.1 - Provide education on housing affordability and the homebuying process Urgent Number of first-time buyers
assisted through city
programs.

2.5.2 - Promote the Mortgage Credit Certificate (MCC) Program Urgent Number of residents enrolled
in MCC program.

2.6 - Goal: Promote Fair Housing, Equity, and Inclusion

2.6.1 - Strengthen and enforce fair housing policies. Urgent Number of fair housing
complaints resolved
annually.

2.6.2 - Revitalize the Soledad Housing Authority to Advance Equity and Expand Funding Access Urgent Completion

2.7 - Goal: Evaluate and Activate City-Owned and Vacant Land for Housing Development

2.7.1 - Advance infill on underutilized or vacant property through re-zoning and updated standards. Urgent Number of units approved / constructed.

2.7.2 - Activate city-owned sites for housing/public-private partnerships. Urgent Number of city owned parcels activated.

2.7.3 -Expand strategic site acquisition. Semi Urgent Acres of land acquired. 288
PILLAR KEY AREAS OF FOCUS Timeframe Measure

2.8 - Goal: Develop Incentives and Sustainable Housing Funding Programs

2.8.1 - Pursue grants and establish a local housing trust fund. Urgent Dollars awarded.

2.8.2 - Update development impact fees to promote affordability. Urgent Completion

2.9 - Goal: Ensure Regulatory Compliance and Implement Planning Updates

2.9.1 – Educate the community and streamline permitting processes. Semi Urgent Reduction in permitting time.

Number of workshop
attendees.

2.9.2 - Advance zoning and land use reform to support housing goals. Semi Urgent Completion

2.9.3 –Coordinate annexation for long-term housing needs. Long Term Development Agreement/Completion
289
PILLAR KEY AREAS OF FOCUS Timeframe Measure

ENVIRONMENTAL
JUSTICE AND EQUITY 3.1 - Goal: Embed Equity in All City Policies, Programs, and Services.

3.1.1 - Institutionalize an equity framework across all city departments. Semi Urgent Completion of Equity Impact Assessment

3.1.2 - Provide city-wide equity training for all employees and councilmembers. Semi Urgent Number of trainings
delivered and employees
participating

3.2 - Goal: Strengthen Inclusive and Equitable Participation in all City Planning and Decision-Making Processes

3.2.1 - Use data to advance equitable and effective community engagement. Urgent Number of community
surveys/workshops hosted
to collect data

3.2.2 – Update a citywide community engagement strategy with measurable and equityfocused goals. Urgent Adoption of strategy and
improvement in resident
engagement

3.2.3 – Build city capacity by hiring and training staff skilled in authentic community engagement. Urgent Fully-staffed community
engagement department

3.2.4 – Enhance language and technology accessibility to promote civic engagement. Long Term Improvement in resident engagement and satisfaction

3.2.5 – Strengthen District-Based Civic Engagement to Ensure Equitable Geographic Representation. Semi Urgent
Number of residents
participating in District
egagement activities

3.3 – Goal: Intentionally Allocate Resources to Eliminate Disparities in City Services and Outcomes

3.3.1 – Strengthen community connections through partnerships and access to local resources.

Urgent Number of parnerships
developed

3.3.2 – Identify and Eliminate Inequities in City Service Delivery Semi Urgent Number of residents
engaged compared to prior
year

3.3.3 – Increase Access and Remove Barriers to City Programs and Services Semi Urgent Launch or expand digital
service platforms/ Number
of residents served

CITY OF SOLEDAD STRATEGIC PLAN
290
PILLAR KEY AREAS OF FOCUS Timeframe Measure

3.4 - Goal: Promote Sustainable Infrastructure and Environmental Resiliency

3.4.1 – Upgrade and modernize water, wastewater, and stormwater systems for long-term sustainability and efficiency. Urgent Number of projects completed

3.4.2 – Advance Renewable Energy and Climate-Resilient Infrastructure. Semi Urgent Number of renewable
projects completed

3.4.3 - Expand Water Reuse and Conservation Systems Urgent Gallons per day of treated wastewater reused.

3.4.4 – Develop and implement a comprehensive Climate Action Plan integrated into all city operations. Semi Urgent Completion of plan

3.4.5 – Promote environmental equity and community benefits. Semi Urgent Complete one urban
greening project around
Palm Ave.

3.4.6 – Work with conservation organizations to expand passive open space, enhance urban greening, and restore the Salinas River Ecosystem Long Term Percentage of green space developed 291
PILLAR KEY AREAS OF FOCUS Timeframe Measure
COMMUNITY 4.1 - Goal: Enhance and Expand Public Parks, Open Space, and Community Facilities PLACES 4.1.1 – Ensure all city parks and public spaces are safe, accessible, and vibrant through improved amenities, infrastructure, and connectivity. Semi Urgent Number of new or upgraded park amenities

4.1.2 – Develop new parks and sports fields/courts. Semi Urgent Number of new parks developed
within the next 3 years

4.1.3 – Expand and modernize the Community Center for youth, seniors, and multicultural programming. Semi Urgent Number of renovated spaces.

4.2 – Goal: Expand Recreational Programming

4.2.1 – Build the internal capacity and external partnerships needed to expand, diversify, and sustain recreational programming across Soledad. Semi Urgent
Increase in the number of formal
partnership agreements and
percentage increase in
recreational offerings

4.2.2 – Improve public awareness and access to recreational programming through multilingual and digital outreach Semi Urgent
Percentage increase in
webpage/portal visits compared
to prior year

4.2.3 – Encourage physical activity, social connection, and overall well-being by offering diverse wellness opportunities and accessible outdoor spaces for residents of all ages. Semi Urgent Number of residents participating

4.2.4 – Expand cultural programming and opportunities for creative expression. Semi Urgent Number of new programs developed

4.2.5 – Develop new programming to promote environmental stewardship and local food access. Semi Urgent Number of new programs developed

4.3 - Goal: Promote Historical Preservation and Celebrate Soledad’s Culture and Heritage

4.3.1 – Determine city intent for Historical Society building. Semi Urgent Completion of plan.

4.3.2 – Support the preservation and rehabilitation of Los Coches Adobe Long Term Dollar amount invested in
preservation.

4.3.3 – Preserve local history and cultural diversity through storytelling, oral histories, archives, and community exhibits. Long Term
Number of oral histories
collected. Number of cultural
exhibits created.

4.3.4 – Develop a comprehensive plan for murals, banners, and installations celebrating local culture and history. Urgent Completion

4.3.5 – Honor influential figures, community leaders, and veterans. Semi Urgent Number of honors installed.

CITY OF SOLEDAD STRATEGIC PLAN
292
PILLAR KEY AREAS OF FOCUS Timeframe Measure

4.4 - Goal: Promote Events, Entertainment, and Social Engagement

4.4.1 – Host citywide and recurring events. Urgent Event attendance figures and diversity of participation.

4.4.2 – Celebrate Soledad’s cultural heritage. Long Term Completion

4.4.3 – Promote Arts, Live Shows, and Performance Engagement Urgent Number of events hosted

4.4.4 – Provide opportunities for social engagement by connecting seniors, teens, and farmworkers to community activities. Urgent
Number of senior residents served

4.5 - Goal: Improve City Facilities and Create New Community Spaces

4.5.1 – Activate third spaces and community hubs. Semi Urgent Number of spaces within the next 3 years

4.5.2 – Expand broadband access in key areas. Urgent Number of projects completed.

Percentage of city coverage.

4.5.3 – Assess and modernize community facilities. Semi Urgent Completion of citywide facility condition assessment.

4.6 - Goal: Strengthen Community Services, Engagement, and Social Support

4.6.1 – Establish a centralized community resource center. Semi Urgent Completion of assessment of
facility. Number of residents
accessing resource.

4.6.2 – Strengthen community participation and civic engagement. Semi Urgent Number of engagements hosted with participation.
293
PILLAR KEY AREAS OF FOCUS Timeframe Measure

5.1 - Goal: Promote Active Transportation and Pedestrian Safety

5.1.1 – Upgrade key transportation corridors near schools, parks, and transit stops to enhance safety, accessibility and comfort for pedestrians and cyclists. Urgent Percentage of reduction of
pedestrian / cyclist
accidents.

5.1.2 - Develop safe and accessible bicycle infrastructure citywide. Semi Urgent Percentage of reduction of
pedestrian / cyclist
accidents.

5.1.3 – Launch education and incentive programs to promote active transportation particularly walking and biking. Semi Urgent Change in the number of drivers vs walkers.

5.2 – Goal: Advance Vision Zero by Implementing the Safe Routes to School Plan and Other Safety Improvements

5.2.1 – Implement the Safe Routes to School Plan Urgent Number of projects
completed under the
program

5.2.2 – Improve school access and drop-off zone safety Semi Urgent Reduction in traffic incidens
or near-mises

5.2.3 – Enhance citywide pedestrian safety infrastructure. Urgent Percentage reduction in
pedestrian/cyclist crashes in
treated areas.

5.2.4 – Strengthen traffic enforcement and speed management. Urgent Percentage reduction in accidents in targeted areas.

5.2.5 – Launch public awareness and education campaigns.. Urgent Number of campaigns launched annually.

5.2.6 – Pursue funding and partnerships for Vision Zero implementation. Urgent Dollar amount awarded
annually.

5.3 - Goal: Enhance Public Transit, Senior Mobility, and Regional Connectivity (Regional)

5.3.1 – Strengthen local transit services and mobility options for seniors and underserved residents. Semi Urgent
Number of mobility programs
implemented/ Transit
ridership growth among
target population

5.3.2 – Improve tourism and regional transit connectivity Long Term Growth in visitor arrivals

5.3.3 – Modernize Highway 101 Corridor and Gateway Infrastructure Long Term Dollar value invested in
corridor improvements.

5.3.4 – Collaborate on regional multi-use trails and active transportation networks. Long Term Number of miles of new
trails/bike lanes built
annually.

MOBILITY

CITY OF SOLEDAD STRATEGIC PLAN
294
PILLAR KEY AREAS OF FOCUS Timeframe Measure

5.4 - Goal: Improve Traffic Management, Road Safety, and Infrastructure

5.4.1 – Redesign congested corridors and modernize traffic control systems. Long Term Reduction in traffic
congestion and number or
percentage of signals
upgraded with modern
technology

5.4.2 – Improve roadway conditions through data-driven maintenance and capital planning Urgent Improvement in Pavement
Condition Index (PCI)
citywide

5.4.3 – Implement smart mobility and traffic monitoring systems. Long Term Number or percentage of
intersections or corridors
equipped with smart sensors
and monitoring technology

5.5 - Goal: Promote Beautification, Streetscape Design, and Community Placemaking

5.5.1 – Transform key corridors through comprehensive streetscape design. Semi Urgent Business occupancy and foot traffic in improved corridors.

5.5.2 – Strengthen pedestrian and bicycle connections between parks, neighborhoods, and housing developments. Long Term
Miles of new or improved
pedestrian and bicycle
infrastructure

5.5.3 – Expand citywide urban forestry and green infrastructure. Long Term Miles of new paths added.

5.6 - Goal: Increase Mobility Innovation and Future Planning Capabilities

5.6.1 – Complete and implement the Circulation Plan outlined in the General Plan to enhance community connectivity. Long Term Completion

5.6.2 – Create a Transparent Capital Improvement Project (CIP) tracking system. Semi Urgent Implementation of CIP
tracking system and
improvement in user
engagement metrics

5.6.3 – Conduct transportation impact fee and cost allocation studies. Urgent Completion

5.6.4 – Coordinate Surplus Land Planning for Future Mobility Infrastructure Semi Urgent Percentage of land integrated into growth/resilience plans.

5.6.5 – Advance Smart Mobility and Innovation Partnerships Long Term Number of formal
partnerships established
with technology, transit, or
research organizations
295
PILLAR KEY AREAS OF FOCUS Timeframe Measure
SAFETY

6.1 - Goal: Strengthen Community Trust and Public Safety through Partnership and Community Policing

6.1.1 – Strengthen relationships between police and residents. Urgent Percentage of residents
reporting improved trust in
police (community survey)

6.1.2 – Integrate Crime Prevention through Environmental Design (CPTED) principles across city projects. Semi Urgent
Crime rate reduction in areas
with CPTED improvements.

6.1.3 – Partner with Schools and Service Providers to Reduce Youth Violence Urgent Number of youth served by programs

6.1.4 – Enhance senior safety and well-being. Urgent
Percentage reduction in
reported scams among
seniors.

6.2 – Goal: Strengthen the Capacity of the Police Department through Recruitment, Retention, and Strategic Investment

6.2.1 – Recruit, Retain, and Develop Community-Oriented Police Officers Urgent Reduction in vacancies and
improvement retention rate

6.2.2 – Modernize technology to enhance departmental capacity. Urgent Dollars invested in new
technology

6.2.3 – Invest in Equipment and Facilities to Support Operational Readiness. Urgent Dollars invested in new
equipment acquisition

6.3 - Goal: Improve Animal Control Services and Code Enforcement

6.3.1 – Improve local access to spay, neuter, and foster programs. Semi Urgent Expand program availability
by adding a new clinic with
the next 3 years

6.3.2 – Explore Regional Collaboration for Animal Control Services Long Term Development of a joint animal
control services facility in
South County

6.3.3 – Modernize and standardize city ordinances and enforcement tools Semi Urgent Number of ordinaces updated

CITY OF SOLEDAD STRATEGIC PLAN
296
PILLAR KEY AREAS OF FOCUS Timeframe Measure

6.4 - Goal: Foster Emergency Preparedness, Disaster Response, and Community Resilience

6.4.1 – Develop a comprehensive emergency preparedness and training program. Semi Urgent Design and implement a citywide emergency
preparedness program

6.5 - Goal: Maintain Adequately Staffed and Well-Equipped Fire and Emergency Services to Protect Life, Property, and Community Safety

6.5.1 – Strengthen Fire Services, Staffing, and Emergency Medical Response Urgent Increase Fire staffing levels to meet state standards

6.5.2 – Maintain and Upgrade Firefighting Infrastructure, Equipment, and Facilities Semi Urgent Dollars invested in new
infrastructure projects and
equipment

6.5.3 – Expand Fire Prevention, Education, and Hazard Mitigation Programs Semi Urgent Number of annual fire safety
inspections/ number of fire
prevention presentations or
education materials delivered
to the public

6.6 - Goal: Secure Sustainable and Transparent Funding for Public Safety Operations

6.6.1 – Leverage Measure Y funding to modernize equipment, vehicles, and technology. Semi Urgent Number of new
vehicles/equipment replaced

6.6.2 – Assess and extend the impact of Measure Y through renewal and supplementary funding. Semi Urgent Completion

6.6.3 – Explore a Local Parcel Tax to Sustain and Strengthen Fire and Emergency Services Urgent Parcel tax measure approved by voters

6.6.4 – Pursue Public Safety Grants to Strengthen Police and Fire Services Urgent Number grants awarded 297
PILLAR KEY AREAS OF FOCUS Timeframe Measure
YOUTH 7.1 - Goal: Enhance Career Readiness, Vocational Training, and Financial Literacy

7.1.1 – Develop youth entrepreneurship and mentorship programs. Long Term Number of programs
esblished and number of
youth enrolled

7.1.2 – Strengthen financial literacy and life skills programming. Semi Urgent Number of youth completing financial literacy programs.

7.2 - Goal: Promote Youth Leadership, Civic Engagement, and Mentorship

7.2.1 – Engage youth in leadership and skill development strategies through city governance. Semi Urgent
Percentage of departments
hosting youth interns or
fellows.

7.2.2 – Reinvigorate the Youth Council to Strengthen Youth Voice and Civic Impact Urgent Number of youth council
recommendations presented
to the city council.

7.2.3 – Relaunch the Explorers Program to connect youth to public service careers. Semi Urgent Number of youth enrolled in the program.

7.3 - Goal: Expand Recreational Activities and Cultural Exposure

7.3.1 – Create youth-specific third spaces fostering creativity, wellness, and innovation. Long Term Usage rates of third spaces via attendance.

7.3.2 – Expand recreational, cultural, and wellness programming. Urgent Number of new or expanded
recreational programs
launched.

7.4 - Goal: Enhance Mental Health, Family Support, and Community-Based Resources

7.4.1 – Strengthen youth mental health and wellness services through community partnerships Urgent
Number of partnerships
formed with mental health
services providers.

7.5 - Goal: Promote Public Art, Culture Expression, and Community Inclusivity

7.5.1 – Engage youth in public art projects that foster cultural pride and creative expression. Semi Urgent
Number of youth-led or youth
participating public art
projects completed.

CITY OF SOLEDAD STRATEGIC PLAN
298
PILLAR KEY AREAS OF FOCUS Timeframe Measure
HEALTH 8.1 - Goal: Attract New Healthcare Services and Providers

8.1.1 – Strengthen partnerships with regional systems (Salinas Valley Health, Soledad Health District, Mee Memorial, Natividad) to establish satellite services. Long Term Number of partnerships
developed and satellite
services established in
Soledad.

8.2 – Goal: Expand Mobile Health, Crisis Units, and Mental Health Support

8.2.1 – Collaborate with the county to develop a mobile crisis unit for South County. Semi Urgent Average response time for crisis unit calls.

8.2.2 – Partner with Monterey County Health Department and other services providers to expand mental health and substance abuse treatment programming. Semi Urgent Participation in mental health programming.

8.3 - Goal: Promote Community Health Awareness and Preventive Care

8.3.1 – Promote holistic community wellness through education, physical activity, nature engagement, and access to health resources. Semi Urgent Number of residents
reached.

8.3.2 – Implement the Blue Zones Framework to Promote Long-Term Wellness Long Term Number of Blue-Zone
aligned initiatives
implemented.

8.3.3 – Promote community awareness and understanding of pesticide use, monitoring, and environmental health impacts. Semi Urgent
Number of residents
reached.

8.4 - Goal: Provide Healthy Food Access and Nutrition Programs

8.4.1 – Expand access to nutritional programs. Urgent Number of residents served

8.4.2 – Support our local farmers' market, develop community gardens, and increase cooking programs. Urgent
Participation at farmers
markets and cooking
classes.

8.4.3 – Partner with local farms to promote healthy food access. Long Term Pounds of local food
distributed annually.

CITY OF SOLEDAD STRATEGIC PLAN
299
PILLAR KEY AREAS OF FOCUS Timeframe Measure

8.5 - Goal: Enhance Senior Health, Recreation, and Social Engagement

8.5.1 – Implement short-term actions on the Alliance of Aging Action Plan. Semi Urgent Number of priority items completed.

8.5.2 – Support assisted living and age-friendly housing. Long Term Number of assisted living units approved.

8.5.3 – Support aging in place and life transitions. Semi Urgent Participation rates among seniors.

8.5.4 – Ensure ADA access and senior-friendly recreation. Urgent Percentage of facilities
compliant with ADA
standards.

8.6 - Goal: Promote Healthy, Inclusive Community Events and Active Public Spaces

8.6.1 – Host “Ciclovia” and Other Community Wellness Events Semi Urgent Launch Ciclovia and number
of residents participating
300
PILLAR KEY AREAS OF FOCUS Timeframe Measure
EDUCATION 9.1 - Goal: Enhance Vocational and Higher Education Opportunities

9.1.1 – Partner with educational providers to expand programs and align with workforce trends. Semi Urgent Number of new or expanded workforce training programs.

9.2 - Goal: Support Childcare Providers to Expand Access.

9.2.1 – Partner with local organizations to expand childcare access and flexible childcare options. Semi Urgent Number of childcare options available within the city.

9.3 - Goal: Strengthen Technology Access, Digital Literacy, and Internet Infrastructure

9.3.1 – Expand digital access and literacy programs for underserved populations. Semi Urgent Number of participants in
digital programs by
population.

9.4 - Goal: Align School Facility Planning and Workforce Housing Development with City Land Use and Growth

9.4.1 – Collaborate with the School district on a K-12 educational workforce housing plan. Long Term Completion of workforce housing needs assessment.

9.4.2 – Collaborate with School district on strategic land use and facility planning. Semi Urgent Completion of school site land use inventory.

CITY OF SOLEDAD STRATEGIC PLAN
301
PILLAR KEY AREAS OF FOCUS Timeframe Measure
INTERNAL 10.1 - Goal: Maintain and Track Progress on the Strategic Plan and Align with Departmental Work Programs
OPERATIONS 10.1.1 – Update and implement the Strategic Plan to reflect current Council goals. Urgent Completed strategic plan.

10.2 - Goal: Advance Good Governance, Transparency, and Effective Council Leadership

10.2.1 – Strengthen Governance Structures and Council Effectiveness Urgent Update Council Rules, Policies, and Procedures

10.2.2 – Increase transparency, open communication, and public access. Semi Urgent Increase in resident
engagement and website
visits

10.2.3 – Strengthen legislative advocacy and policy influence. Semi Urgent Development of legislative tracking system

10.2.4 – Promote fair, inclusive, and transparent elections. Semi Urgent Increase public awarness
about city districts and have
competitive Council
elections in 2026

10.3 - Goal: Foster a Healthy Organizational Culture and Invest in Leadership and Employee Development

10.3.1 – Strengthen leadership development and organizational coaching. Urgent Number of leadership
workshops hosted/
Improvement in employee
engagement and satisfaction

10.3.2 – Align employee policies and performance systems with strategic priorities. Urgent Increase employee
engagement and alignment
with strategic priorities
through annual employee
surveys and performance
review outcomes

10.3.3 – Enhance succession planning for critical roles. Urgent Identification of critical
positions and Development
of Succession Plan

10.3.4 – Strengthen organizational culture and employee engagement. Urgent Improvement in employee enagement scores

10.3.5 – Provide city-wide equity training for all employees and the City Council. Semi Urgent Number of training sessions
provided/ Improvement in
employee participation

CITY OF SOLEDAD STRATEGIC PLAN
302

10.4 - Goal: Modernize Technology and Fleet Infrastructure to Support Efficient, Secure, and Resilient City Operations

10.4.1 – Conduct citywide hardware and software technology and infrastructure needs assessment. Urgent Completion of assessment

10.4.2 – Transform the City’s Website, Meeting Systems, and Digital Tools to Support Accessible and Transparent Governance Urgent
Completion of city website
upgrade/ Number of website
visits

10.4.3 – Develop a fleet modernization plan to upgrade and maintain the City’s vehicle fleet. Urgent Completion of plan

10.5 – Goal: Promote Fiscal Responsibility and Grow Grant Funding Capacity

10.5.1 – Maintain fiscal stability and responsible financial management. Urgent Maintain a balanced budget

10.5.2 – Pursue grants to ensure a sustainable funding strategy. Urgent Number of grants awarded

10.5.3 – Build capacity for collaborative and equitable grant development. Urgent Number of grants awarded

10.6 - Goal: Enhance Workforce Support and Housing.

10.6.1 – Create workforce housing opportunities to improve staff retention. Semi Urgent Number of workforce
housing units developed and
secured.
303

Soledad City CouncilNovember 5, 2025

Soledad City Council
November 5, 2025