Proposed Budget
Fiscal Year 2026-2027
May 11, 2026
In accordance with Section 700, Subsection (d) of
the Culver City Municipal Charter, this budget is
submitted as part of the City Manager’s duties to
prepare and present an annual budget to the City
Council, and to implement the final budget as
adopted by the Council.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTKey Message • Delivery of a balanced proposed budget for FY 2026-2027 beginning July 1, 2026
• Preserves core General Fund services while continuing to monitor fund-specific challenges
• Restores financial discipline and strengthens long-term stability
• Invests in visible community priorities: streets, sidewalks, parks, facilities, housing, and engagement
• Back-to-basics approach centered on service reliability, infrastructure, and financial health
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTBack-to-Basics Focus • Investment in fundamentals: streets,
sidewalks, parks, and daily service delivery
• Emphasis on reliability, responsiveness, and
visible results
• Getting the basics right builds community trust
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTFinancial Reality Balanced Proposed Budget for FY 2026-2027
• General Fund: $208 milion revenues / $203.9 million expenditures • Planned $4.1 million Operating Reserve; $3 million Debt Service reserve
• Creating structural balance required deliberate, forward-looking decisions
• Previous budget estimate showed an approximately $16 million imbalance
• Goal is not simply to balance one year, but to strengthen long-term sustainability
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTProposed Budget All Funds Fiscal Year 2026-2027 Total:
$393,867,835
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGeneral Fund Revenue Overview - Fiscal Year 2026-27 Intergov
4.2%
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGeneral Fund Review Overview
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGeneral Fund – Proposed Budget Fiscal Year 2026-27
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGeneral Fund Expenditure Overview
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGuiding Principles & Budget Strategy • Preserves core General Fund services while continuing to monitor fund-specific challenges.
• Efficiencies achieved through prioritization, cost control, and thoughtful resource allocation.
• Cost optimization and rightsizing planned non-personnel spending to better align with historic actual spending - $2.3 million. • Vacancy management and hiring control, including citywide review of critical staffing needs, freezing 9 positions and eliminating 1.0 FTE in temporary staffing - $1.6 million.
• Allocation of eligible spending to other funds - $1.1 million. • Use of the established Restricted Pension Trust Fund for its intended purpose: helping manage long-term pension obligations and reduce General Fund pressure - $3.8 million.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGuiding Principles & Budget Strategy (Cont.) • Revenue actions are projected to generate approximately $11.9 million, subject to implementation and timing.
• Implement the already voter-approved streaming tax which will produce $1.8 million revenue to the General Fund; newrevenue from IKE digital kiosks will produce $0.9 million.
• Improving revenue administration, cost recovery, compliance with existing City revenue policies, and proactive investment management - $4.4 million.
• Reestablishing transfer from Housing Authority to reimburse administrative costs due to reimbursement of funds from the JPA - $1.1 million. • Increase the cash position of the City General Fund by reducting$3.8 million of one-time General Fund capital cost and transferring that cost to the PFA/JPA. This will increase the General Fund cash position as the JPA will pay these obligations separately from the City with JPA bond proceeds.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTProposed Cost Reduction & Proposed Revenue Enhancements
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTGuiding Principles & Budget Strategy (Cont.) • This budget does not rely on layoffs as a balancing strategy. • Expenditure enhancements totaling $4.3 million address City Council priorities and important operating needs.
• Includes 2 communications and community engagement
positions to support publicinformation, budget transparency, resident engagement, and reporting on Councilpriorities. • Continues the Civic Assembly to support meaningful
community engagement and informfuture budget planning.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTProposed Expenditure Enhancements
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCulver City Public Finance Authority (JPA) in the Budget • Strategic financing tool to manage eligible large-scale capital investments over time.
• $39.9 million authority approved by Council.
• Helps reduce near-term General Fund pressure while advancing priority infrastructure.
• Matches costs of long-term assets with an appropriate financing structure.
• Supports restoration of reserves and future capacity. • $12 million repayment to Contingency Reserve forJubilo Village. • Used deliberately; does not replace fiscal discipline.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCulver City Public Finance Authority (JPA) in the Budget Alley Paving
$250,000
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCulver City Public Finance Authority (JPA) in the Budget
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTFunding Pension Payments • The proposed Budget will use $ 3.8 million from the
Restricted Pension Trust Fund to pay a portion of the
unfunded accrued liability (UAL) payment
for Calpers retirement costs.
• The Pension Trust can only be used by the City to pay annual pension costs - this represents an entirely
appropriate use of these restricted funds.
• The City has been using this source to pay a portion of the pension costs funds annually from Fiscal Year
2024-2025.
• We are projecting an annual draw from this fund
through Fiscal Year 2033-2034.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTFund Balance & Contingency Reserve • The Proposed Budget restores $12 million to the
Contingency Reserve using proceeds from the
CCPFA bond sale.
• This will increase the balance in the Contingency
Reserve to $54.7 million.
• Reserve level will increase from 21% to 27% of the
General Fund Operating Budget of $203.6 million.
• The City will engage Ernst & Young to conduct a
long-term financial plan to evaluate contingency
reserve requirements based on the City’s revenue
structure and risk profile.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTEstimated General Fund Ending Balance
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTFund Level Challenges Transportation Fund
• Operating at a deficit, with available fund balance projected to be depleted without corrective action.
• An audit and operational assessment will be conducted. • A mid-year corrective plan may be brought forward for Council consideration following the audit.
Municipal Fiber Fund
• Operating at a deficit and currently unable to repay the City General Fund loan. • Efforts are underway to improve financial performance. • Evaluating long-term options, including operational restructuring, exploring the sale of the network, and other strategic alternatives.
CITY COUNCIL STRATEGIC GOALS
Strengthen Long-Term
Financial Sustainability
Invest in Public
Infrastructure &
Community Spaces
STRATEGIC GOALS ICONS TO USE IN PPTCITY COUNCIL STRATEGIC GOALS Enhance Overall
Affordability, Address
Housing & Homelessness
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTAlignment With Council Priorities Investments are directly aligned with Strategic Retreat Priorities Strengthen Long-Term Financial Sustainability by :
• Restoring $12 million to the Contingency Reserve, increasing it from 21% to 27%.
• Establishing a new $4.1 million Operating Reserve and $3 million Debt Service Reserve.
• Investing $0.8 million in economic development initiatives to help grow the tax base, support business activity, reduce selected permit and block party fees, and increase funding for citywide special events. • Funding Lean Six Sigma process improvement software, training, and outside accounting support - $0.2 million.
• Providing $1 million for administrative and consultant support, including development of a five -year financial plan and other strategic tasks.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTStrengthening Long-Term Financial Sustainability • The City has improved financial footing for the next 5 years. • The May 2025 forecast anticipated sizable annual operating deficits between FY26-27 and FY30-31 (see below).
• The current forecast displays a balanced FY27 budget (and includes a modest surplus that will fund the operating reserve) and shows small and manageable deficits between FY28 and FY31 (see below).
• This forecast underscores that the City is better positioned now to create and sustain balanced budgets over the next 5 years.
FY27 FY28 FY29 FY30 FY31
Forecast 5/25 ($26.5m) ($9.8m) ($10.2m) ($7.2m) ($6.5m) Forecast 5/26 $4.5m (2.2m) ($1.2m) ($1m) ($0.9m)
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTAlignment With Council Priorities (Cont.) Enhance Overall Affordability and Address Housing and
Homelessness
• $5 million from the JPA for affordable housing, including the Ballona Creek Affordable Housing Initiative (Wellness Village), the 11029 Washington Blvd (former Martin B. Retting gun store) project, and/or other future affordable housing projects.
• In addition, $400,000 from the General Fund for housing initiatives, including exploration of a housing trust and other targeted housing stability tools, including a Universal Basic Income Pilot (UBI), subject to further Council review and policy direction (i.e. West Hollywood, City of Stockton pilot programs).
• $250,000 from the General Fund which could be used to establish a forgivable revolving loan fund for small businesses,
including childcare centers/services.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTSupporting People Who Keep Culver City Running Who This Impacts
• T eachers, healthcare workers, nonprofit employees, City staff, restaurant and service workers, creative professionals, and working families.
The Affordability Challenge
• A household earning about $100,000 per year can typically afford around $2,500 per month in rent.
• Average two-bedroom rents in Culver City are currently between $3,200– $3,650 per month.
• This creates a growing affordability gap between wages and housing costs for working residents.
Proposed Housing Ladder Investment
$400,000 Initial Investment to Launch a Housing Stability Strategy • Help working residents remain in Culver City.
• Reduce displacement pressures on local families and workers. • Build partnerships and coordinated housing support programs. • Position the City to attract additional outside funding and housing resources.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCulver City Rental Market Gap: The Missing Middle Challenge
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCulver City Rental Market Gap: The Missing Middle Challenge
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTProposed Fiscal Year Housing Investment Strategy By expanding upon the proposed $400,000 budget allocation for housing initiatives, it would act as startup funding to help Culver City launch a larger, long-term affordability strategy. These funds would help the City begin building programs and partnerships that can attract additional outside investment and support for housing solutions.
The funding could be used to:
• Create the foundation for a Culver City Housing Trust that can attract public, private, philanthropic, and institutional funding to support affordable housing development and preservation;
• Study and develop shared equity housing models and community land trusts that help residents build long-term housing stability and prevent displacement;
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTProposed Fiscal Year Housing Investment Strategy (Cont.) • Launch pilot programs that help working residents stay in Culver City through employer-assisted housing and renter support initiatives;
• Develop or provide matching funds for a targeted
guaranteed income/UBIpilot program focused on helping
cost-burdened households remain housed;
• Strengthen the City’s ability to compete for future state, federal, and philanthropic funding opportunities related to housing affordability and anti-displacement efforts.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTEconomic Development Business Challenges and City Strategies
Current Challenges
• Start-up costs, permit fees, and ongoing business expenses can make it difficult for new and existing businesses to grow and succeed.
• Rising costs and potential future fee increases may make it harder for Culver City to attract and keep businesses.
• Higher local tax rates compared to nearby cities may encourage some customers and businesses to spend money outside of Culver City.
City Response and Strategies
• The City is launching a pilot small business support program, the Jumpstart Permit Reimbursement Fund , that includes permit fee reimbursement and hands-on business training.
• The City is partnering with business advisors and technical assistance programs, known as the Small Business Catalyst Program , designed to help local businesses strengthen operations and prepare for future growth opportunities. • The City is also exploring additional grant opportunities tied to sustainability goals to support local restaurants and food -service businesses.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTAlignment With Council Priorities (Cont.) Invest in public infrastructure and community spaces by:
• $1.5 million to improve medians in the Downtown and Arts District to encourage business attraction, visitation, and property reinvestment. • $2.5 million to repair Bill Botts Field, one of the community’s top priorities.
• $1.5 million to conduct recreation facility planning for future recreation facilities.
• $3 million to address deferred maintenance of existing streets, parks, and public facilities, freeing up General Fund dollars previously allocated to these projects.
These investments help reduce long-term risk, improve public safety, and address deferred maintenance in high-use public areas.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTParks, Recreation & Community Services Community Connection
• Places where neighbors connect, families gather, and communities come together.
Health & Wellness
• Spaces that encourage physical activity, support mental well - being, and promote healthy lifestyles.
Natural & Cultural Value
• Protecting green spaces that reflect Culver City ’s history, character, and environmental heritage.
Youth & Opportunity
• Safe, welcoming places for children and teens to play, learn, grow, and thrive.
Neighborhood Pride
• Well-maintained parks enhance neighborhoods and inspire civic pride.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTAlignment With Council Priorities (Cont.) Invest in Public Infrastructure and Community Spaces by:
• $3 million for street and right-of-way improvements focused on initial phases of key safe street corridors.
• $2 million to increase street repaving, doubling lane miles expected to be repaved from 7.8 to 15 lane miles next year.
• $1 million to triple sidewalk improvement funding, increasing expected work from 1 to 3 linear miles next year funded from the capital budget.
• $500,000 to increase tree canopy maintenance from 3,500 to 5,000 trees next year.
• $250,000 to address a well-traveled and damaged alley.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCapital Improvement Plan – FY 26-27 • Fiscal Year 2026-2027 proposed total of $52.1
million budgeted for new projects.
• The CCPFA bond proceeds are included in the CIP
in the amount $11.45 million to fund streets,
sidewalks, alleys, park fields and recreation facility
planning, and tree maintenance.
• An additional $3.8 million of JPA proceeds is being
used to fund existing CIP projects that were
previously funded by the General Fund.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCapital Improvement Plan – FY 26-27
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTPerformance & Accountability (KPIs) Begin implementation in FY 2026-2027
• Translate Council priorities into measurable actions. • Build accountability and transparency into funded
operations using KPI data.
• Start with an initial set of25 priority measures aligned to the top three strategicpriorities for 2026.
• Expand dashboard reporting over time as data quality, reporting processes, andtools are refined.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCitywide KPI Framework Establishing a verified and expandable KPI foundation to support consistent data-informed decisions.
25 25 initial KPIs with FY25/26
actuals and FY26/27 targets
287
Future KPI library rows
ready for validation and
phased adoption
14 Departments organized for
citywide expansion
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTYesterday, Today, and The Future As the organization has
grown, the need emerged for
a more consistent citywide
framework connecting Council
priorities, operational goals,
and reporting.
Where we were Where we are now
A verified initial KPI
workbook is in place with
25 KPIs, actuals, FY26/27
goals, formulas, dashboard
rollups, and ClearPoint-
ready structure.
Where we are going
A future citywide KPI library
is estimated to have
approximately 287 rows
across 14 departments. It
becomes the expansion
library as actuals,
benchmarks, and data
owners are verified.
We will use verified measures to identify problems earlier, allocate resources more strategically, and show Council and the public whether priorities are moving in the right direction.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTWhy the Framework Matters Early Warning
Status and variance highlight drift
before it becomes a service
failure, budget surprise, or public
issue.
Resource Alignment
Budget conversations can be
connected to measurable service
levels and Council priorities.
Public Transparency
Clear measures help explain
what the City is trying to improve
and whether progress is
occurring.
Accountability Without Blame
Owners, frequency, and actions
clarify responsibility while allowing
departments to explain operational
context.
Continuous Improvement
KPIs can trigger Lean or process
improvement work when
performance gaps repeat.
Council Confidence
A consistent structure makes it
easier to brief Council with facts
rather than one-off anecdotes.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTWhat the KPI Framework Will Help the City Do Managing Costs with Better
Facts
Connect workload, cost, service
levels, and outcomes so budget
choices are grounded in what the
data shows.
Reduce Duplication & Rework
Limit one-off spreadsheets,
repeated data requests, duplicate
tracking, and inconsistent reporting
across departments.
Spot Problems Earlier
Use trend, status, and variance to
see drift before it turns into a
service issue, budget pressure, or
public concern.
Improve Budget Decisions
Tie requests to verified service
gaps, backlogs, condition ratings,
response times, and workload
demand.
Clarify Ownership
Show who owns the measure, how
it is updated, what target applies,
and what action follows when
results are off track.
Support Continuous
Improvement
Use repeated gaps to trigger
process reviews, staffing analysis,
technology fixes, contract
changes, or policy adjustments.
The goal is to connect money, workload, service levels, and outcomes so decisions are based on evidence, not just urgency.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTNew Framework: Clear Connection to Council Priorities Council
Priorities
Policy direction and
community outcomes
Council wants to
advance
Council
Indicators
The high-level
signals that show
whether the
priority is moving
Department
Objectives
Specific
operational
commitments tied
to the priority
KPIs
Defined measures
with formulas,
owners, and
reporting cadence
Targets +
Actuals
What good looks like
compared to verified
performance data
Status + Action
On Track, Watch,
or Off Track with
management
follow-up
The value is the traceability:
Every activated KPI can be traced back to a Council priority, a Council indicator, a department objective, a target, an actual result, and a management response.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTHow the KPI Framework Improves Accountability 1 Council
Priority
What outcome
matters?
2 Objective
What must
improve?
3 KPI
How do we
measure it?
4 Target
What “good”
looks like
5 Actual
What happened
6 Action
What we will do
next
The shift:
What is the trend telling us...what is the risk and what action should be taken before service levels decline?"
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTHow the 25 KPIs Connect to Council Goals G Council Goal I Council Indicator O Operating Objective K Department KPI / Measure $ Strengthen Long-Term Financial
Sustainability ▱ Invest in Public Infrastructure &
Community Spaces ⌂ Enhance Affordability and Address
Housing and Homelessness
Council indicator → KPI measures Council indicator → KPI measures Council indicator → KPI measures 1 Budget stability & fiscal balance
• Forecast Accuracy
2 Improved accountability & transparency
• Reserve Ratio • Clean Audit
• Bond Rating • Litigation Success
• Agenda Posting • CPRA Timeliness
• Inquiry Response
3 Reduction in financial liabilities
• Pension Funded Ratio
• Debt Service Ratio
4 Increased public understanding of budgeting
• Budget Engagement
• Budget Awareness
5 Revenue growth & diversification
• Sales Tax Performance
• Permit Turnaround
1 Increased usability of parks & community spaces
• Park Usage
• Park Satisfaction
2 Improved sidewalk & road condition ratings
• Pavement Condition
• Sidewalk Condition
3 Reduced infrastructure liabilities & risks
• Sewer Line Breaks
4 Increased public transit reliability
• Transit On -Time
• Cost per Passenger Trip
5 Improved traffic flow & safety
• Injury Collision Rate
1 Increased prevention of housing insecurity
• Eviction Prevention Success
2 Reduction in number of unhoused residents
• PIT Count Change
3 Increased effectiveness of housing programs
• Housing Retention
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTWhat the Council & Public Will See Over Time The dashboard becomes a transparent progress story, not a one-time report.
On Track
meets or exceeds target
Watch
near target or needs
attention
Off Track
outside tolerance / action
needed
Data Needed
not active until verified
0 2
4 6
8 10
12 FY25/26 FY26/27 FY27/28 FY28/29 FY29/30
Illustrative tree canopy trend once verified
Public-facing narrative
• What are we trying to improve?
• What is the verified starting point?
• What is the target and why?
• Are we on track, and what action is
being taken?
22 CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCommunity Engagement • Continue outreach with residents and businesses, including "Let ’s Talk, Culver City" sessions and post-May 11 budget conversations, (Seven completed sessions).
• Consistent feedback: focus on basics, transparency, accountability, and visible results.
• Use KPI data to tell the story of progress, trade -offs, and results. • Share updates through social media, the community channel on Spectrum, newsletters, and City Manager messages.
• Maintain ongoing feedback surveys on the City website. • Continue the Civic Assembly to inform future budget and planning processes. • Create recurring neighborhood -based conversations to broaden engagement over time.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCommunity Engagement • Attend a "Let's Talk, Budget" Community Conversation
• Wednesday, May 13 - 6:30 PM, Culver West
Alexander Recreation Center
• Saturday, May 16 - 1:30 PM, Culver Center Senior
Center
• Attend the Council Meeting on Tuesday, May 26
• Attend the Council Meeting on Monday, June 8
• Take the Budget Input Survey online
• Submit suggestions online in the City’s Budget Input Box at: www.culvercity.org/Services/Applications-
Forms/Budget-Input-Box
• Email [email protected]
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTWhat's Next Move toward a priority-based budgeting framework for
FY 2027-2028
• Shift toward outcome-based, data-informed budgeting.
• Align spending with measurable outcomes tied to strategic priorities.
• Use performance results to inform future budget
adjustments and operationaldecisions.
• Launch a more robust capital investment planning process that is data-informed and community-engaged.
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTWhat's Next • Responsible and forward-looking budget.
• Balances immediate needs with long -term stability.
• Preserves core General Fund services while
investing in visible community priorities.
• Establishes a stronger foundation for performance,
accountability, and fiscal discipline.
• Continued monitoring, discipline, and future
adjustments will be necessary to maintain progress.
• "What's Next Culver City" Community Conversations
CITY COUNCIL STRATEGIC GOALSSTRATEGIC GOALS ICONS TO USE IN PPTCommunity Feedback Form The community is invited to fill out an online survey to help us continue to gather meaningful input from our
residents.