Platform 2016

Steve Hasty for Oceanside City Council 2016 (SHOCC)

Candidate Background

Steve Hasty served in the United States Navy for ten years as a Hospital Corpsman, eight of those years dedicated to the Marines of Camp Pendleton.  He and his wife of twenty-four years bought their first home in Oceanside in 1994, and have raised two daughters while living over thirteen years within the City of Oceanside.  Steve owns an event and entertainment production company that has been successfully serving customers in North San Diego County since 1995.

Campaign Platform/Planks

The Basic Problem:

Past elections have produced a lack of city council unity that hasalienated the City’s residents and local businesses from participating in the widespread promotion of the City’s quality of life and sense of community pride.  Instead, the City Council has been adopting policies, procedures and practices that submit to the onerous demands of state and federal regulators and labor unions that are not in the best interest of those who actually live in Oceanside.  These actions have burdened the City with overwhelming financial commitments limiting its autonomy and have burdened citizens and businesses with excessive costs of regulatory compliance disenfranchising them from their rightful role in self-determined city, community and private property development.

The Solution (Three Primary Platforms):

  1. Citizen Driven Vision for Oceanside’s Future“Transform” Oceanside into a city that actively engages its citizens and residents in building up the City’s quality of life, in celebrating its unique beach culture and recreational resources and in rebranding it as a city of pride, opportunity and enjoyment:
  2. Refocus City Resources to Benefit all Citizens – Develop and execute a comprehensive plan to identify, “Shift” and redeploy City financial resources into activities to directly support the transformation:
  3. Establish a Positive Focus on a Business & Citizen Friendly Climate“Purge” the City of practices and regulations that inhibit its opportunities to partner with citizens and businesses in a successful and timely transformation:


Platform Planks


  1. Create an active cooperation and alignment of goals between the City’s private businesses and its planning and redevelopment authorities.
    1. For restaurant, hotel and entertainment businesses in and around the Civic Center and surrounding beach areas.
    2. For health care, light manufacturing, supply chain logistics, agricultural and other desirable businesses in Oceanside’s light industrial and agricultural zoned areas.
  2. Actively encourage the planning and execution of beach cultural and sporting events to promote local businesses and the City’s beach and recreational resources including its harbor and airport.
  3. Encourage investment and development by residential and business property owners by reducing the costs of fees, licensing, permits and building code restrictions (including landscaping), that are void of real property value.
  4. Pursue capital projects that will improve the quality of life for all Oceanside citizens and residents.
    1. Marshall Street Swimming Complex.
    2. Computer enhanced traffic controls.
  • Highway seventy-six pedestrian bridges.
  1. Enhanced strand and beach boardwalk improvements.
  2. Civic Center fountain and other maintenance improvements.
  3. Expanded beach parking facilities and pay-for-use payment options.
  • More water storage capacity and delivery infrastructure.



  1. Identify and eliminate city programs and activities that:
    1. Do not have a measurable beneficial impact on the quality of life for all citizens and residents.
    2. Can be accomplished via subcontract out-sourcing rather than more costly dedicated internal employees.
  • Have financial strings with the federal, state and county funding sources that phase out over time leaving the City to bear the full cost of continuance in the out-years.
  1. Align the City’s compensation programs so there is parity with local private marketplace wages, salaries and benefits.
  2. Grow the City’s discretionary budget to a level that will afford its substantial investment in transformative activities and programs.



  1. City code, permit and license abuses where compliance costs diminish the proper development and re-investment incentives of businesses and individuals.
  2. Street Sweeping code modification to allow ticket and fines to be more easily avoided by citizens and residents.
  3. Parking costs that discourage citizens and residents from access to beach resources.
  4. Self-imposed water conservation related capital improvements such as artificial turf replacement and Civic Center fountain closure.
  5. Lax homeless management practices.
  6. Unfair pricing practices for residential water usage.

Community Engaged Accountability:

Steve will work to leverage social media resources such as FaceBook and Twitter to inform local businesses and residents of platform related progress and to solicit their assessment and direct input in the “Transform”, “Shift”and “Purge” processes.


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