Charting the Future of Ocean City’s Boardwalk: Vision First, Planning Next
WHEN WONDERLAND PIER CLOSED IN 2025, OCEAN CITY FACED A DEFINING CHOICE.
A high-rise hotel resort proposal emerged for the site — a concept that would have required fundamental changes to the Boardwalk’s long-standing zoning and character. City leaders were confronted with three paths:
Make no changes and reject the proposal outright.
Amend zoning to accommodate it.
Take a step back and undertake a holistic review of the entire Boardwalk before making any decision.
The City rightly chose the third — the holistic path.
A BOARDWALK SUBCOMMITTEE
City Council has since created a Boardwalk Subcommittee, drawing from both government representatives and community members, to develop a vision document for the entire Boardwalk. That vision will then be provided to the Planning Board, which will incorporate it into the Master Plan reexamination.
We at Ocean City 2050 applaud this approach. It is fact-driven, inclusive, equitable, and open to the public. It also balances speed and substance. Using a subcommittee is efficient — it allows a smaller, focused group to gather information, listen to stakeholders, and craft a thoughtful vision.
At the same time, the Planning Board can work in parallel on other aspects of the Master Plan, and prepare itself to receive the subcommittee input. Once the subcommittee completes its work, the Planning Board can integrate the findings into its master plan reexamination, producing a comprehensive, balanced, and forward-looking plan for the city and entire Boardwalk for eventual consideration by City Council.
It’s a great process — fair, transparent, and expeditious — and one that builds public trust.
Let’s take a closer look at how this process can work, where it’s been used successfully elsewhere, and what benefits and pitfalls the City should keep in mind along the way.
STEP ONE: THE VISION DOCUMENT
The Boardwalk Subcommittee’s immediate mission should be to develop a Boardwalk Vision Paper — a clear, concise statement of what the Boardwalk is meant to be for future generations.
This document doesn’t need to be long or technical. Its purpose is to capture shared values and translate them into practical direction:
What is the Boardwalk’s primary function — entertainment corridor, family promenade, civic landmark?
What is its desired look and feel — open, low-rise, ocean-facing, and accessible? Do we like how it looks now? Would we change it, and why?
What function is it serving? Is it just summer months or do we want it to support the economy year round? How should we think about how it attracts longer stay vacationers and daytrippers? How about how it serves residents?
How should rides, amusements, shops, lodging and open spaces coexist?
How should architecture, signage, lighting, and landscaping reinforce that character?
The Vision Paper can also include early visuals or diagrams showing circulation patterns, view corridors, and the rhythm of uses that maintain Ocean City’s charm.
The process should also include robust input from residents and vacationers. What do they want? What don’t they want? That can be secured in workshops, surveys, or other means. That input not only enhances the work product, but builds trust. Additionally, the subcommittee should engage some professional assistance, in terms of people who can properly facilitate group discussion sessions, create visuals and assist in economic studies.
EXAMPLES FROM OTHER COMMUNITIES
Ocean City would not be the first beach community to embark on this type of planning journey. Many have. Some because they were in decline; others from a position of strength. Some examples are:
Rehoboth Beach, Delaware — used a citizen-led “Boardwalk Visioning Study.”
Santa Cruz, California — launched a “Beach and Boardwalk Vision Report.”
Cape May, New Jersey — developed design guidelines through community workshops.
Asbury Park, New Jersey — began with a “Waterfront Vision Plan.”
These are each vibrant beach communities and these cases demonstrate how a community-driven vision can guide technical planning without stalling progress.
This step is not about regulation — it’s about starting with clarity of purpose.
STEP TWO: INTEGRATION INTO THE MASTER PLAN
After the Vision Paper is complete, the Planning Board can fold it into its ongoing Master Plan reexamination, as allowed under New Jersey’s Municipal Land Use Law.
This is not a multi-year overhaul. Ocean City’s Master Plan is already in good shape. The Boardwalk component may need adjustment — new language, maps, and policy statements that reflect the subcommittee’s vision — but the reexamination process from 2018 already noted that as a need. The vision document can now help drive this.
With that vision, the Planning Board can use the reexamination process to:
Update the Land Use and Design Elements, clarifying height, setbacks, and permitted uses.
Strengthen the Recreation and Cultural Elements to emphasize amusements, public gathering spaces, and family attractions.
Address circulation and access, ensuring pedestrian and emergency access are improved.
Incorporate design guidance for façades, lighting, and materials that maintain the Boardwalk’s character.
Consider any infrastructure improvements that may be necessary to support any change in the boardwalk zone.
Working in parallel, the subcommittee and Planning Board can move from vision to implementation within 12 to 18 months — a realistic, efficient timeline that delivers results while maintaining transparency and inclusivity.
WHY OCEAN CITY’S APPROACH WORKS
Ocean City’s subcommittee and master plan process succeeds because it builds consensus. By bringing residents, merchants, and officials together early, it ensures that ideas are tested, refined, and supported before decisions are made. The structure encourages creativity within clear guidelines, allowing innovative thinking to flourish while maintaining accountability and focus.
It also treats the Boardwalk as a whole, not as a collection of isolated parcels. This comprehensive perspective allows planning decisions to reflect the Boardwalk’s full character—its economy, history, and sense of place—rather than short-term pressures. The process is fact-based and transparent, grounded in data, open meetings, and a shared vision document that keeps the public informed and engaged.
Most importantly, it models good government: inclusive, efficient, and balanced. It respects Ocean City’s dual identity as both an economic engine and a cultural landmark, showing that thoughtful planning and community partnership can move even beloved institutions forward.
POTENTIAL PITFALLS AND HOW TO AVOID THEM
Even the best processes can falter without clarity and follow-through. One common challenge is the use of vague or overly general language. Broad statements about “enhancing the Boardwalk” or “supporting local character” sound positive but lack the precision needed to guide policy. The solution is to include measurable ideas — such as specific height limits, open-space targets, and defined design principles for façades, materials, and signage. These details give future boards and developers clear direction while preserving flexibility for creative design.
Another risk is process drift or lack of structure. Without a clear schedule, even strong initiatives can lose momentum. Setting milestones from the outset—public listening sessions, draft reviews, and a final adoption window of six to nine months—keeps the work on track and visible to the public.
A third potential pitfall is a disconnect between the subcommittee and the Planning Board. If the two groups operate in silos, valuable insights may be lost and recommendations may stall. The fix is simple: establish coordination from day one by appointing a formal liaison and scheduling periodic joint workshops to ensure alignment.
Finally, the process must culminate in formal adoption. To ensure the work carries lasting weight, the Planning Board should adopt the Boardwalk Vision Paper by reference in the Master Plan reexamination, with City Council acknowledging it by resolution. This step transforms the document from an advisory statement into an actionable policy foundation for future decisions.
In doing so, Ocean City models good government in practice—turning collaboration into concrete outcomes and ensuring that the shared vision for the Boardwalk endures beyond any single administration or project.
A MEASURED AND HOPEFUL PATH
The Ocean City Boardwalk is one of the best-functioning, most beloved public spaces on the East Coast. Its family-friendly energy, open ocean views, and blend of amusements and small businesses define the city’s identity.
But even great places need to evolve. To stay strong, the Boardwalk must adapt — sometimes through targeted adjustments to zoning, design, or uses — always guided by a shared vision and an understanding of what makes it special.
That’s what this process offers: a way to embrace change responsibly, ensuring that every update to the Boardwalk reflects community values, respects the city’s culture, and strengthens what people love most about it.
The City’s formation of a Boardwalk Subcommittee is a welcome first step toward a more coordinated, intentional approach. Ocean City 2050 believes that if the subcommittee focuses on creating a clear, actionable vision, and if the Planning Board integrates that vision through the master plan reexamination, Ocean City will end up with a comprehensive, equitable, and lasting framework for the future of its Boardwalk.
This is what good planning looks like: open, efficient, adaptive, and built on trust.
