Soledad Strategic Plan

• 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.

• 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.
• 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.
• Develop and implement strategies to prevent displacement of small and legacy businesses.
• 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.

• 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.

• Strategic Planning:
  • Develop a Tourism & Hospitality Action Plan in coordination with regional partners, tourism agencies, and local stakeholders.
  • 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.
  • 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.

• Revise and actively promote the Hotel Incentive Program, including financial tools, fast-track permitting, and support services.
• Evaluate program effectiveness and build strategic partnerships.
• Highlight Soledad’s tourism assets in recruitment materials.
• Consider rezoning key parcels to streamline hotel development and surrounding compatible uses (e.g., restaurants, retail, EV stations).
• Update hotel feasibility study and set measurable goals for development.
• 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.

• Commission feasibility studies for regional attractions (e.g., entertainment venue) and Container Village.
  • A regional recreational attraction (e.g., Topgolf, waterpark, laser tag, indoor sports, or entertainment venue) targeting family, youth, and visitor markets.
  • 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 analysis and host community input sessions.
• 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.

• 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.

• 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.

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.

• 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):
  • Develop and implement plan for Phase 0 of Container Village Project (Urgent)
  • 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):
  • 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):
  • 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):
  • Plan for container lifecycle renewal and potential expansion.

• 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.
• Offer business enhancement resources (window display guides, marketing tips) and hands-on technical assistance.
• Collaborate with Code Enforcement to implement educational initiatives that promote compliance and maintain a clean, welcoming downtown environment.

• 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.

• 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:
  • Install a gateway sign on the bridge.
  • Improve or replace deteriorating pigeon control netting with a more durable, effective, and aesthetic solution.
  • Work with TAMC to create a safe pedestrian/biking connection with the potential of a protected bike lane.
  • Install enhanced lighting for safety and aesthetics
  • 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.

• 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.

• Continue hosting events such as Music in the Park to attract artists, food vendors, and families downtown.
• Establish a designated food truck fpod 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.

• 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.

• 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 employment-supportive 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.

• 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.

• 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.
• 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.

• 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:
  • AgTech and sustainable agriculture
  • Public service and skilled trades
  • Healthcare (nursing, techs, home care)
  • Logistics and advanced manufacturing

Provide residents, especially youth, career changers, and underserved populations, with access to skills training, job readiness support, and pathways to living-wage employment.

• 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.