Goleta City Council
August 15, 2023

Agenda Item C.4

DISCUSSION/ACTION ITEM
Meeting Date: August 15, 2023
____________________________________________________________ TO: Mayor and Councilmembers
FROM: Kristine Schmidt, Assistant City Manager
Jaime Valdez, Neighborhood Services Director
CONTACT: Shannon Kirn, Management Analyst
SUBJECT: Long-Term Management of the Goleta Community Center RECOMMENDATION:

A. Approve long-term direct management of the Goleta Community Center by the City and direct staff to begin full implementation of enhancements and changes envisioned in the Goleta Community Center Strategic Plan; and
B. Approve staff’s plan to release an RFP for non -profit management of the Senior Center space and provision of a Senior Program at the Goleta Community Center.

BACKGROUND:

For many years, the City Council has expressed interest in seeing improvements to the nearly 100-year-old Goleta Community Center (GCC) as part of an important strategy for returning Old Town to a vital center of the City. The City acquired the GCC property from the Goleta Union School District in 2013, but its operation remained under private, not- for-profit management.

In 2019 staff began working with Council’s Ad Hoc Goleta Community Center Committee (Ad Hoc Committee), consisting of two members of the City Council, on consideration of long-term management alternatives for the Community Center. In February 2022, the City Council approved direct management of the GCC pending the completion of a strategic planning process and the construction of the seismic retrofit and ADA capital improvement projects. The City assumed management on January 1, 2023, and Council adopted the Goleta Community Center Strategic Plan on April 18, 2023.

Construction on the seismic retrofit project is expected to conclude by the end of 2023, allowing the main building to reopen to the public. Construction of the ADA improvements is expected to continue in the parking lot and isolated areas of the building through most of 2024 or longer.
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DISCUSSION:

With the GCC Strategic Plan now adopted and outlining a robust schedule of recommended actions over the next three to five years, it is timely to discuss the management model that will oversee operations at the facility over the same time period.

In keeping with previous Council direction as wel l as the recommendations of the Strategic Plan, this report provides possible management options and explains staff’s recommendation.

Management Responsibilities and Models
There are two relatively distinct long-term management responsibilities related to the Goleta Community Center.

The first distinct management responsibility is facility maintenance and upgrades, ensuring that the buildings remain attractive and functional, and that these public physical assets re tain their value over time. This function is currently performed by the City’s General Services Department, which has similar responsibility over the City’s other large facility assets. Although this responsibility could in theory be delegated to an outsid e operator, given the potential for asset degradation when this responsibility is overseen in whole or part by a non -owner operator, staff recommend that this responsibility remain with the City under all management scenarios.

The second distinct management responsibility is operations, which concerns - the day- to-day use of the facility for the benefit of the community. This involves setting and implementing policies and procedures ; prioritizing uses; budgeting, setting lease rates and user fees; marketing space availability and programming; decorating and equipping spaces; keeping the facility clean; interfacing with users; scheduling meetings and events; collecting fees and donations to offset operational costs ; and overseeing logistics such as setting up, taking down, and cleaning up after each use. It may or may not involve the direct provision of services. It is this operations management function on which the remainder of this report is focused.

There are several possible models for the management of community center operations.  Private For-Profit Operator
 Private Non-Profit Operator
 Contracted management with another public entity (e.g. , County, City, school, or other government agency)
 Direct City management of operations
Other Community Centers
As part of the strategic planning process , the consultants researched practices in other agencies with regard to management of their community centers.

The most popular community center operating model in the U.S. is one where facilities are owned a nd run by local government Parks & Recreation Departments with 2 Meeting Date: August 15, 2023

department-run programming and after -school programming. Many of these centers collaborate with local non -profit and for -profit organizations to provide additional programs, serving as a centra l space for social welfare services and educational and recreational classes. The most successful of these centers have a diversified funding model, including funding for the local government budget; federal, state, and philanthropic grants; rental fees from organizations hosting programming in the space; rental fees from one-time event space; and occasionally individual membership payment models (particularly for those providing gym or pool services).

For more information see Appendix B of the Goleta Com munity Center Strategic Plan (Attachment 1)
Goleta Community Center Strategic Plan
The Goleta Community Center Strategic Plan provides a roadmap for the future operator, regardless of the long -term management model implemented. The Strategic Plan is included as Attachment 1 to this report. For each of the identified goals and strategies, the plan contains objectives and tactics to achieve results.

The Strategic Plan was intentionally neutral as to operator. As stated in the Pla n, the Working Group provided the following recommendations for Council to consider when determining the facility and organization management of the GCC operator:
 The Goleta Community Center leadership should proactively partner with service organizations to engage and connect the community in a meaningful way.  The leadership is responsible for maintaining the facility, providing programming, communicating with the public, and responding to changing community needs.  The Goleta Community Center should have an advisory board that is diverse and representative of the community.

Current Operations
As mentioned above, on January 1, 2023, the City assumed management of the facility upon the expiration of the GVCC lease. Anticipating the change in management , City staff worked collaboratively with the GCC to conduct a smooth transition for staff, tenants and the public. Facility operations were maintained as status quo until the building closure in February of 2023 in anticipation of seismic upgrades.

Consistent with the Management Plan adopted in February 2022, the City hired a full- time Recreation Supervisor, under the supervision of the Parks and Recreation Manager, to supervise staff and day-to-day onsite operations at the GCC. A full-time Administrative Assistant was also hired to work at the GCC. A full-time Facilities Maintenance Worker I position was hired within the General Services Department to be based at the Community Center during regular business hours, to conduct operations-related work (custodial and light maintenance and landscaping, event set -up and take -down, building monitoring) , and to liaise with facilities maintenance staff and contractors as needed throughout the day. Two additional part-time hourly custodians were hired within the Neighborhood Services Department for after-hours custodial and operations support , with additional 3 Meeting Date: August 15, 2023

part-time hourly positions yet to be filled. This will result in maintenance and/or custodial staff scheduled during all open hours between 6:30 a.m. and 8:00 p.m. (90 staff hours per week).

The th ree current long -term leases approved in December 2022 are in place for CommUnify, Rainbow School, and Kevin Long. Staff h ave developed cooperative relationships with these tenants.

Unexpectedly, the GVCC organization notified the City in November 2022 that it had decided not to continue to manage its Senior Program or Senior Center at the GCC. Due to the pandemic and the cessation of the previous CommUnify senior lunch program in July 2021, the GVCC’s Senior Program was already offering limited hours at the drop -in Senior Center and its programming was limited to weekly line dancing, pickleball, sewing, ping-pong, senior band, tai chi classes and monthly events. City Parks and Recreation Division staff stepped in quickly to establish temporary programs to fill the need. This included the line dancing class, the senior band, pickleball, HICAP Counseling, Senior Center drop-in hours for card games, ping pong and more. The sewing group and tai chi instructor chose not to continue services at the GCC once the program had been “paused” by the GVCC. Staff has secured a chair yoga instructor for weekly yoga classes, and food distribution for seniors once a month through a collaboration with the Food Bank of Santa Barbara County. The GCC website includes a senior programs tab , and a calendar of activities is posted and emailed directly to the seniors monthly.1 The GVCC organization continues to successfully operate the pickleball reservation program at the GCC . Its website has been redesigned to reflect this limited role and provide a link to court scheduling. (visit https://thegvcc.org/) Seismic construction at the GCC is ongoing and expected to conclude by early 2024 at the latest. Thereafter, the building can be reopened for operations during the subsequent ADA upgrades construction project , which is expected to last through the remainder of 2024. During this time, operations and building aesthetics may be occasionally limited by construction activity. Staff will manage the center flexibly during this time.

In anticipation of the reopening the building for public use during the ADA con struction period, staff have developed operational policies and procedures which it will bring to Council for approval in the next few months.

Recommendation
Staff’s recommendation is that the City Council authorize the continued direct management of the GCC by the City: (1) during the seismic upgrades construction (while the facility is closed); (2) during the ADA upgrades construction (while the facility is open but still under active construction); and, (3) during the first several years of implementation of the Goleta Community Center Strategic Plan objectives. Staff recommend that outside 1 As mentioned later in this report, staff is recommending transitioning management of the Senior Program to a non-profit operator, if possible, through a request for proposals process. 4 Meeting Date: August 15, 2023

management of the facility not be considered until 3 -5 years after the facility reopens to the public (i.e., after January 2028). Making this decision now will provide staff with a clear directive to reopen the facility and begin to implement the full scope of changes envisioned by the Strategic Planning Working Group and the City Council.

The reason for this recommendation is, in short, that it will provide the City with the greatest measure of oversight and control as the Goleta Community Center’s new reputation and role within the community is built. It will provide the best opportunity for the City to be responsive and flexible in the implementation of the goals and objectives of the Strategic Plan , and to involve the broadest set of stakeholders in implementing the Plan. The City already has key staff in place to do this , several of whom were directly involved in the strategic planning process and have therefore built a strong understanding of the type of community center Goleta wants. Staff have developed a draft “Action Plan” for implementing the Strategic Plan for the first year follo wing reopening, included in Attachment 2. Making an affirmative decision to directly manage the Community Center for the next few years after reopening will allow staff to fully commit to this plan in the first year, and to replicate it for future years to attempt to achieve the full set of Strategic Plan goals.

Additionally, staff see opportunities in the following areas that can’t be completely replicated by outside management:

1. Relationship Building - Staff can use the opportunity to rebuild the Communi ty Center’s relationships with tenants and users, and with businesses and other interests in the Old Town area. Ideally, staff will develop the trust of a diverse and robust set of users and community partners to maximize the impact of the Community Center in Old Town and the greater Goleta community. Key resources for this are the City’s Neighborhood Services staff , who are already improving these relationships . The City can also employ the talents of its Community Relations staff who are intimately tuned into the Goleta Community, including, but not limited to, the Spanish Engagement Specialist. Finally, staff can continue the advisory relationship with the Strategic Planning Working Group, with whom they have already built strong ties.

2. Establishing Policies and Procedures- A key to establishing trust in the community is having clear policies and procedures that are transparent and consistently applied. S taff have the opportunity to establish new policies and procedures, which has already begun, and to align these with similar policies and procedures in use at the Goleta Valley Library for a consistent and predictable way of interacting with the City’s assets.

3. Coordination With Other City Priorities and Projects- The implementation of the GCC Strategic Plan should be coordinated with the City’s overall Strategic Plan, the General Plan, the Recreation Needs An alysis, the Economic Development Strategic Plan, the forthcoming Diversity, Equity, and Inclusion (DEI) Plan, City environmental sustainability ordinances and policies, and any future plans, policies, procedures, or ordinances adopted by the City. It should also consider and coordinate with other City projects in Old Town, such as the impacts of Project Connect (The collective name for the Ekwill/Fowler, Hollister Bridge , Hollister 5 Meeting Date: August 15, 2023

Interim Restriping Project s). Staff is in the best position to coordinate these priorities.

4. Coordination with Other City Opportunities- There are various opportunities for shared resources and programming with the Library that City staff are in the best position to explore in the coming years. Staff will also be pursuing the purchase of a space reservation system (for park picnic areas and other City public spaces), which provides the potential for the City to apply this technology to room reservation and fee collection at the Community Center. This would provide a single interface for users and allow the City to optimize use of these resources.

5. Building Upgrades- As the building owner and the project manager/owner of both the existing upgrade projects (seismic and ADA, anticipated to last through 2024) as well as future upgrade projects called for in the Strategic Plan2, the City is in the best position to balance building upgrades with operations in the longer term.

6. Coordination with MOT Property Acquisition - The City continues to pursue acquisition of the MOT property adjacent to the Community Center from the School District, and direct City management will allow synergies in decision -making with regard to both properties that won’t be available if the Community Center property is leased to an outside entity.

Staff would continue to rely on the Strategic Planning Working Group (consi sting of stakeholders from various nonprofit and educational organizations) for advice in the realization of the Strategic Plan’s goals and objectives related to programming.

Senior Center RFP Process
As mentioned earlier in this report, in November 2022 the Goleta Valley Community Center Organization (GVCC) ceased its operation of the Senior Center program , which had already reduced operation significantly due to the withdrawal of the senior lunch funding and the advent of the pandemic, which affected interest in group gatherings.

Staff from Neighborhood Services quickly stepped in to fill the gap that was left, arranging for continuation and enhancement of programming. However, unlike operational management, staff believe that the first opportunity for Senior Program management would be best left to the many outstanding non -profits in our area , who specialize in program delivery.

If supported by Council, staff will seek proposals for a non-profit program provider for a Senior Center and Senior Program at the Community Center. The City would offer the 2 The Strategic Plan calls for the following facility upgrades and improvements : indoor lighting, painting, and carpeting; new lighting and signage at the entrance and exit area ; new furnishings; new outdoor signage; consideration of a digital marquee and e nhanced lighting out front ; improve the outdoor landscaping and lighting in front area; upgrade the HVAC system; upgrade the Wi-Fi system; renovate the kitchen to be commercial grade; install a hydration station; consider environmental upgrades, such as solar panels, permeable pavement and bike parking ; hearing and mental/emotional accessibility improvements; create welcoming drop -in and lounge spaces; consider removing unnecessary storage closet walls; consider remodeling spaces for better customer service, creating a window opening to the main office and a front desk for visitors ; conduct a security assessment of the facility and implement security assessment recommendations; reduce the number of cameras while improving their strategic location; etc. 6 Meeting Date: August 15, 2023

Senior Center space and some room rentals free of charge, plus grant funding of $30,000 (slightly more than the $25,000 amount formerly granted to GVCC for the Senior Program) and proposers would describe the Senior Program they would operate in exchange for the space and grant funding. There is $30,000 in the FY 23/24 Community Center budget to help fund the Senior Program. Council could choose to dedicate more funding to the Senior Program, in which case staff would include this in the RFP.

It is not clear whether there are nonprofits who may be interested in providing a Senior Program at the Community Center. If acceptable proposals are not received, staff may return to Council with a plan for the City to operate the Senior Center and Senior Program.

FISCAL IMPACTS:

Currently, the City anticipates to spend $ 420,200 from the General Fund on the Community Center program in FY 202 3-2024, for a total budget of $734,900 .

Approximately $622,700 is for operations and approximately $ 112,200 is for facility maintenance and upgrades , not including the seismic and ADA improvement projects which are budgeted as part of the Capital Improvement Program.

The budget assumes revenue of $ 314,700 from leases and user fees beginning in January 2024. As the Community Center is still closed, user fee revenues have been halted, but will resume when the facility reopens . By reevaluating lease rates and rental fees, the City could potentially reduce the General Fund subsidy to the Community Center. Staff will plan to conduct a market value analysis of the available spaces and a related fee study and bring options to the City Council for next budget year.

The City’s management of the Community Center is likely more expensive than having an outside entity manage it. A chief cost difference is likely to be labor: cities tend to pay higher wages on the lower end of the employment spectrum, and to provide better benefits than either for-profit or not-for-profit private entities.

ALTERNATIVES:

There are several alternatives to direct City management that Council could consider following the conclusion of the ADA construction project in 2024.

 Private For-Profit Operator- A private for -profit operator might be able to provide the City with a cost-effective model for managemen t. Some of this would be achieved by lower labor costs. It might even be possible to run the Community Center with out a General Fund subsidy, though until the bui lding is improved aesthetically this may not be likely. F or-profit companies, by definition, will seek to derive a profit from their management of this public asset , meaning possible higher user rates and/or less revenue going back into enhancing operations than a non-profit operator. The City would also have less control over Strategic Plan implementation, which would be achieved through contract with the operator, than if it managed operations itself.
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 Private Non-Profit Operator- A private non-profit operator may also be an effective long-term model for Community Center operations, and staff believe that the City should reevaluate this model from time to time. Similar to a for-profit operator, a private non-profit operator may be a cost -effective model for management, with lower labor costs being a main driver of this. However, unlike a for-profit operator, there would not a profit factored into operations, so more revenue would likely be reserved for enha ncing operations. Many non -profit operators already enjoy positions of trust in the community that a government operator, even in the best of circumstances, may not be able to replicate. However, as with any outside operator, the City would have less con trol over Strategic Plan implementation, which would be achieved through contract with the operator. The City also likely has more resources to potentially employ for Strategic Plan implementation than a nonprofit.
 Contracted management with another publi c entity (e.g., County, City, school, or other government agency)- This option may be attractive as a management model in that other agencies are already running community centers and it would relieve the City from needing to run its own operation . However, it is likely that labor savings from using this option would be less than with the private management options, as these public entities also tend to pay higher employee wages and benefits. And the City would still not have as much control over St rategic Plan implementation.

Staff are not currently aware of any outside operator who would be definitively interested in operating the Community Center and implementing the City’s Community Center Strategic Plan, though there are likely to be some. If Council wishes to pursue an outside operator, an RFP process would be conducted to determine the full scope of options.

Reviewed By: Legal Review By: Approved By:

___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager

ATTACHMENTS:
1) GCC Strategic Plan
2) Draft Year One “Action Plan” for implementing the Strategic Plan 8 ATTACHMENT 1
GCC Strategic Plan

9 Agenda Item D.2

DISCUSSION/ACTION ITEM
Meeting Date: April 18, 2023
TO: Mayor and Councilmembers
FROM: Kristine Schmidt, Assistant City Manager
CONTACT: Shannon Kirn, Management Analyst
SUBJECT: Goleta Community Center Strategic Plan
RECOMMENDATION:

A. Receive a presentation on the Goleta Community Center Strategic Plan; and B. Review and adopt the Goleta Community Center Strategic Plan , either as presented or with modifications requested by the City Council.

BACKGROUND:

For a number of years, the City Council has expressed increasing interest in enhancing the role the Goleta Community Center plays in the Goleta Community.

Since 2019 staff have been working with Council’s Ad Hoc Goleta Community Center Committee (Committee), on consideration of management alternatives for the Community Center. As part of that, in 2020 the City contracted with Antenore and Associates (A&A) for a facilitated stakeholder and public o utreach process to better understand the community’s desires for programming and uses at the Goleta Community Center (GCC) and discuss how the facility can best meet those needs. A &A’s report, which was presented to the City Council at a workshop on August 31, 2021, identified eight key areas of needed focus from this public outreach. One of those eight key focus areas was the creation of a strategic plan for the GCC. A&A recommended that the City form a small working group to develop a Strategic Plan for t he GCC, using the input from the stakeholder and public outreach process.

At this August 31, 2021, workshop, Council asked staff to return on a future date with a plan and timeline to assume management of the facility on July 1, 2022, upon the expiration of the current lease with the non -profit Goleta Valley Community Center organization (GVCC) and to discuss a process to develop and adopt a Strategic Plan for the GCC.
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Meeting Date: April 18, 2023

On February 24, 2022, staff returned to the City Council and presented a Management Plan for the GCC. Council approved the Management Plan with an effective date of January 1, 2023, which allowed slightly more time for the management transition process, as requested by the GVCC organization , and allowed for the City to manage the GCC during the seismic and Americans with Disabilities Act (ADA) improvements capital project. Staff also proposed to work with the Ad Hoc Committee, consisting of two members of the City Council, to develop a Request for Proposals (RFP) for professional facilitation of a Strategic Planning Process, participate in th at process, and advise staff on the implementation of the resulting Strategic Plan. At that meeting Council approved the Strategic Plan Process and approved a budget appropriation of $100,000 for professional services and other expenses related to conducting and implementing a GCC Strategic Planning Process.

On September 6, 2022 , staff returned to Council with the GCC Strategic Plan contract award. Council approved the Professional Services Agreement with Linnett Loving, LLC (Consultant) to facilitate and develop a strategic plan for the GCC.

DISCUSSION:

The purpose of this report is to describe the strategic plan process, outline the main points of the proposed Goleta Community Center Strategic Plan (Plan), recommend that City Council adopt the proposed final Plan (Attachment 1), and to receive any updates to the Plan that received Council concurrence . In coordination with the Consultant, staff have also prepared a presentation for Council to receive (Attachment 2).

Overview of Strategic Plan Process:

The City assembled a group of key community leaders , referred to throughout the strategic planning process as the Working Group, to collaborate with the City Council’s Ad Hoc Committee, presently consisting of Councilmembers Kyriaco and Reyes–Martín, to develop the strategic plan. The community members include:

 Sarah Dent, Student; Former Youth Commissioner for Parks and Recreation  Lanny Ebenstein, GVCC Board Representative; Lecturer in Economics at UCSB  Danny Fitzgibbons, Executive Director, Equalitech; Goleta Union School District teacher
 Lori Lander Goodman, Executive Director, IVYP/LEAP: Learn. Engage. Advocate.

Partner.
 Pedro Paz, Chair, Public Engagement Commission
 Graciela (Chely) Rodriguez, Old Town Community Resident and Past Parks and Recreation Commissioner; Educator at Adelante Charter School

Over the past six months the Working Group , including the Ad Hoc Committee, created an ambitious and meaningful Strategic Plan for the GCC. There were a total of six phases that outlined the overall process in developing the Plan, as shown in Figure 1.

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Meeting Date: April 18, 2023

Figure 1. GCC Strategic Plan Process
Facilitated by the Consultant, the Working Group provided feedback through a series of in-person and virtual workshop s and meetings to brainstorm and create the Goleta Community Center’s current-state SWOT (strength, weakness, opportunity, and threat) analysis, vision, mission, goals, objectives, strategies, tactics , performance measures, and action items.

Summary of Surveys:

While crafting the vison, mission and goals, the Working Group determined there was a gap in the data collected from the community members. To e nsure the elements of the Plan aligned with the diverse needs of all members of the community, the Working Group decided additional outreach was necessary to better understand the needs and wants of the community and to ensure all voices of the community were heard, particularly those residing in the Old Town area.

Upon the Working Group ’s request, t he City issued three additional surveys to gather inclusive community feedback on the future vision for the GCC. A community-wide survey was conducted from December 12, 2022, to January 13, 2023 , which collected 658 responses on community priorities for the GCC. The City also surveyed sc hool students from fourth through twelfth grade, collecting 62 responses. Finally, a survey was sent to program providers serving the Goleta area to understand their programming needs that the GCC could accommodate, collecting eight (8) responses. Results from these surveys can be found on the City ’s website here https://www.cityofgoleta.org/your- city/neighborhood-services/goleta-community-center and are summarized in Appendix F of the Plan. See Figure 2 below for a summary of the survey responses.

1.1. Kick-off

1.Staff Kick-off

2.Ad Hoc
Committee
/Working Group
mtg #1

1.2. Engagement Workshops

1.Conduct on-
site facility tour

2.Ad
Hoc/Working
Group mtg #2

3.Ad
Hoc/Working
Group mtg #3

1.3. Strategic Plan Outline & 4. Comprehensive
Strategic Plan

1.Ad
Hoc/Working
Group mtg #4

2.Ad
Hoc/Working
Group mtg #5

1.5. Action Plan Template

1.Ad
Hoc/Working
Group mtg #6

1.6. Final
Presentation

1.Presentation to
City Council
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Meeting Date: April 18, 2023

Figure 2. Survey Respondent Summaries
This is a considerable respondent rate from the community survey , which underscores the high level of interest residents have in the future of the GCC. The results of all the surveys, have been incorporated into the elements of the plan and can be used in future decision making regarding specific programing at the GCC. Listed below are key insights from the community survey from the 658 responses:
 Both quantitative and qualitative insights from survey questions and a large number of “other” responses and additional comments
 Overwhelmingly people are excited for the revitalization of the GCC, were grateful for the opportunity to give feedback, and want to see more programs, services, classes, and events at the GCC
 An upgraded facility and spaces (while maintaining the historical character), a consistent calendar of programming, and availab le rental space and equipment are most important to respondents’ future experience at the GCC  Over 70% of respondents identified classes as the most important programming to them, while over 60% identified community events and over 40% identified social services
o Senior programs, dance classes, pickleball, and roller-skating were identified as trends in the comments
 Over 61% of respondents are most interested in senior programming, while over 50% want to see both adult programming and cross-generational programming  Over 70% of respondents prefer to receive information about activities at the GCC via email, and almost 65% said they prefer to check the website with an event calendar
 Over 80% of respondents said they prefer to provide feedback on the GCC in an annual survey
Community Survey
Respondents
•658 responses
•21.8% of respondents live in
District 2
•7.5% live in Old Town
•36.2% of respondents are
over the age of 65
•28.7% of respondents have
children under the age of 18
in the household
•10.9% of respondents
primarily speak Spanish at
home
Student Survey
•62 responses
•4th through 12th grade
•44% of students go to Dos
Pueblos High School, 10%
go to Kellogg, 9% go to
Mountain View
•65% have been to the GCC
in the past
• Gaming/computers and
sports were the top two
activities students like to do
outside of school with over
50% each
• 60% said they would go to
the GCC for those activities
Program Provider Survey
•8 responses
•4 organizations reported
not having consistent and
quality space
•5 said they provided
programing at GCC in the
past
•7 said they would be
interested or might be
interested in hosting
programing at the GCC in
the future
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Meeting Date: April 18, 2023

 Almost 90% of respondents would drive to get to the GCC, though there is growing excitement to bike there with the upcoming redesign of Hollister Avenue Overview of the GCC Strategic Plan:

The proposed GCC Strategic Plan (Attachment 1) draws upon the results of the extensive community outreach process, which included surveys, focus groups, and workshops. It reflects priorities and needs identified by the GCC Strategic Planning Working Group, community members, and other stakeholders.

As the heart of the Old Town neighborhood, the revitalization of the GCC will inevitably contribute to the vitality of Old Town. It has been identified throughout the public engagement efforts and Working Group sessions that the GCC is for the wh ole community, serving both Old Town residents and the greater Goleta community. The Strategic Plan establishes a vision for the GCC as a “welcoming, safe, inclusive, and accessible place where everyone can go to gather, learn, and play” guiding its purpose in the community over the short- and long-term. The mission for the GCC recommended in the Strategic Plan is to provide “programs, services, activities, and a safe space for social, cultural, and recreational offerings in an inclusive and welcoming way.” The Plan outlines specific steps that will be taken to reach identified goals to achieve that vision. It also sets the expectations for future management and purpose of the GCC, defining operational strategies and tactics, aligned with established City po licies and procedures. As a City-owned facility, the GCC is subject to City-wide plans and policies, in addition to this strategic plan document. This Plan is designed to align with and must inevitably follow the City’s existing Strategic Plan, the General Plan, the forthcoming Diversity, Equity, and Inclusion Plan, City environmental sustainability ordinances and policies for City facilities and activities, and any future plans, policies, procedures, or ordinances adopted by the City. With that in mind, this Plan touches on important issues for the GCC, including environmental sustainability and diversity, equity, and inclusion (DEI), but does not feature these elements as standalone goals. Rather, the Plan integrates these crucial elements throughout its goals, objectives, strategies, and tactics.

The Plan identifies five overarching goals to achieve the proposed vision. The five goals have a total of 14 objectives, 25 strategies, and 98 tactics which guide specific actions that will be implemented over a three- to five-year period. Upon completion of all seismic and ADA construction and when the GCC is fully reopened, it is expected that the operator would then begin to carry out elements of the plan over the following three- to five-year period. The five goals and corresponding objectives are summarized below. The strategies and tactics can be viewed in the Plan (Attachment 1).

1. Create a Welcoming Space for the Entire Goleta Community

1.1. Create a culturally diverse, equitable, inclusive, and welcoming space for all community members within 24 months of full reopening.

1.2. Improve the physical aesthetic of the facility within 24 months of full reopening.

1.3. Upgrade the Center’s functionality and create community -focused, intentional spaces over the next five years.
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1.4. Improve the physical security of the facility within 12 months of full reopening.

2. Maintain Professional, Friendly, and Efficient Operations

2.1. Ensure the Community Center operates efficiently and effectively.

2.2. Ensure the Community Center is providing the best customer experience.

3. Ensure Regular Programming is Offered that Meets the Community’s Needs

3.1. Ensure programming and services are accessible and equitable for all with in 18 months of full reopening.

3.2. Grow program participation within 36 months of full reopening.

3.3. Partner with community organizations and businesses to provide a diverse variety of programming, events, and services within 18 months of full reopening.

4. Conduct Regular, Responsive Communications and Proactive Community Engagement

4.1. Increase and improve transparency and community awareness of the Community Center within 24 months of full reopening.

4.2. Maintain an ongoing understanding of community wants and needs for the Center.

5. Achieve Financial Sustainability

5.1. Create a sustainable 5-year funding plan within 24 months of full reopening.

5.2. Create a sustainable 5-year budget plan for operational and capital expenditures with 12 months of full reopening.

5.3. Adopt a sustainable reserve policy within 12 months of full reopening.

With the input of the Working Group, each objective in the Plan has at least one key performance indicator (KPI) for tracking and measuring its progress and success. Most measures will need to be baselined in year one to understan d current data and set improvement goals. Many of the KPIs will require the setup of measurement mechanisms, such as partnering with program and service providers to share data on the number of users or participants they have attending their activities at the GCC.

One of the final tasks the Work ing Group completed was identifying the overarching tactics that should be started and/or completed for year one and year two of the Plan. It was agreed to focus more on the foundational tactics first (policies, procedures, staffing, etc.) and then build upon those initial accomplishments in year two and into subsequent years. It is important to note that while many tactics will be started and completed in the first year, many of the actions are those that will be reoccurring and are meant to be completed each year of the plan. To assist in tracking and complet ing all the tactics identified, the Consultant developed an Action Planning Template . This template is intended to be an editable and flexible tool for the operator of the GCC to break down tactics into d iscrete actions steps and monitor the status and timing of those actions through the completion of each tactic.

6 15
Meeting Date: April 18, 2023

Future Management of the GCC:

The City Council will ultimately need to determine the future management model for the GCC later in the current fiscal year, and the Plan has been developed with this in mind.

Regardless of the model that is chosen, the Plan is a roadmap for any future operator to accomplish the goals of the Plan. The Working Group has made the following recommendations for the facility and organizational management for the eventual GCC operator:
 The Goleta Community Center leadership should proactively partner with service organizations to engage and connect the community in a meaningful way. The leadership is responsible for maintaining the facility, providing programming, communicating with the public, and responding to changing community needs.  The Goleta Community Center should have an advisory board that is diverse and representative of the community. The Parks and Re creation Commission could serve this role under City management. Under contracted management, the operating organization’s board of directors would serve this role, as well as present regular updates to the City.

These recommendations should be considered when the future operations and management options are before Council.

GOLETA STRATEGIC PLAN:

Adoption of a strategic plan for the Goleta Community Center is consistent with the following goals from the City of Goleta’s 2021-2023 Strategic Plan:

City-Wide Initiatives:

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City
Strategic Objectives:

5.1.2. Complete design and seek funding for Goleta Community Center seismic upgrades and ADA improvements

6.3.2. Investigate future management options for the Goleta Valley Community Center and secure a long -term agreement for management of the facility and operations
Adoption of the Strategic Plan for the Goleta Community Center is consistent with the following goals from the City of Goleta’s 2023-2025 Strategic Plan:

City-Wide Initiatives:

2. Support Community Vitality and Enhance Recreational Opportunities

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City
7 16
Meeting Date: April 18, 2023

Strategic Objectives:

2.1.3. Explore options to replace discontinued senior nutrition, recreat ion, and support programming at the Goleta Community Center

2.2.2. Implement the Goleta Community Center Strategic Plan

5.4.3. Complete the seismic upgrade project at Goleta Community Center

5.4.4. Complete design and award construction contract for ADA improvements at the Goleta Community Center that are triggered by the seismic project

5.4.6. Develop a plan to renovate and refresh the Goleta Community Center building to better meet community needs

6.3.2. Enhance connections between the Goleta Community Center and Old Town residents and businesses

FISCAL IMPACTS:

There is no immediate fiscal impact associated with this item , however, adoption of the GCC Strategic P lan will result in future fiscal impacts as components of the Plan are implemented. It is important to note that many of the strategies contained in the GCC Strategic Plan are related to the physical improvement of the property, and regardless of what entity may be responsible for management of the facility in the future, many of these costs will be incurred by the City. If the Plan is adopted, staff will return to the City Council for budget authority as needed.

ALTERNATIVES:

Council may direct staff to make updates to the Plan and have staff return with this item at a future City Council meeting date with an updated final version for approval and adoption.

Reviewed By: Legal Review By: Approved By:

___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager

ATTACHMENTS:

1. Goleta Community Center Strategic Plan

2. Goleta Community Center Strategic Plan Presentation
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ATTACHMENT 1
Goleta Community Center Strategic Plan
9 18
City of Goleta
2023
Strategic Plan
for the Goleta
Community Center
10 19
Table of Contents
CITY OF GOLETA Page 1
Introduction2
Methodology5
Definitions6
SWOT Analysis7
Vision & Mission8
Goals, Objectives, Strategies, & Tactics9
Key Performance Indicators29
Goal 1: Create a Welcoming Space for the Entire Goleta Community10 Goal 2: Maintain Professional, Friendly and Efficient Operations16 Goal 3: Ensure Regular Programming is Offered that Meets the Community’s Needs
20 Goal 4: Conduct Regular, Responsive Communications and Proactive Community Engagement
23 Goal 5: Achieve Financial Sustainability25
Appendices32
Working Group Members33
Community Center Management Options34
Potential Partnerships36
List of Future Plans37
Summary of Survey Results40
Action Plan Template38
11 20
For many years the beloved and historic Goleta Community Center (GCC, the Center, the Community Center) has been an important gathering place for the surrounding community. In the City of Goleta’s 2021-23 Strategic Plan, the City Council identified improvements for the Community Center as an important strategy for returning Old Town to a vital center of the city.

The City of Goleta is committed to restoring and preserving this important resource, and has begun a critical renovation project, which includes much-needed seismic and accessibility improvements.

During the construction for these improvements, the City developed a strategic plan for the future of the Community Center, which includes input from community members and stakeholders on how to best utilize the facility and make it a more vibrant and inviting gathering place. The City Council is committed to ensuring that the programs and services offered at the Community Center match the needs and interests of the Goleta community.

The Strategic Plan establishes a vision for the Goleta Community Center and its purpose and role in the community over the short- and long-term. The plan outlines specific steps that will be taken to reach identified goals to achieve that vision. It also sets the expectations for future management of the Community Center, defining operational strategies and tactics, aligned with established City policies and procedures.

Introduction
CITY OF GOLETA Page 2
12 21
Background
As a City-owned facility, the Goleta Community Center is subject to City-wide plans and policies, in addition to this strategic plan document. This plan is designed to align with and must inevitably follow the City’s existing General Plan, Strategic Plan, the forthcoming Diversity, Equity, and Inclusion Plan, City environmental sustainability ordinances and policies for City facilities and activities, and any future plans, policies, procedures, or ordinances adopted by the City. This strategic plan includes important issues for the GCC, including environmental sustainability and diversity, equity, and inclusion (DEI), but does not feature these elements as standalone goals.

Rather, the plan incorporates these crucial elements throughout its goals, objectives, strategies, and tactics.

The plan draws upon the results of an extensive community outreach process, which included surveys, focus groups, and workshops. It reflects priorities and needs identified by the GCC Strategic Planning Working Group, community members, and other stakeholders. We would like to thank the Working Group and everyone who provided input on the future of the GCC for their time and dedication to this vital community resource.

CITY OF GOLETA Page 3
The City of Goleta’s Community Center property is located at 5679 Hollister Avenue and was formerly the site of the Goleta Union School, which was constructed in 1927. The school was closed in 1976 because it did not meet seismic standards for schools. In 1977, the property was leased, with an option to purchase, to the County of Santa Barbara to operate a community center. In 1984, the County sublet the property to the Goleta Valley Community Center (GVCC), a California non-profit corporation, for the purpose of operating a community center.

Upon incorporation in 2002, the City of Goleta assumed the existing lease from the County, subject to the continuing sublease of the GVCC organization. The City exercised the purchase option in 2013 and acquired the property from Goleta Union School District.

The GVCC organization rented out the rooms within the Community Center buildings, through long-term subleases and short-term event rentals to non-profit organizations, for-profit entities, and individuals. The GVCC also operated a Senior Program, which received separate annual financial support from the City through the Support to Other Agencies grant program. The City’s involvement in this operating model was largely as a property owner responsible for facility maintenance and providing a Councilmember to serve as a non-voting member of the GVCC organization’s Board of Directors, as well as having a City staff liaison to the Board of Directors.

The GVCC organization utilized the sublease and rental income to support its operations and facility maintenance commitment under the lease. The GVCC continued to lease the property from the City at no cost through December of 2022, at which time their lease expired and the City assumed direct management of the Community Center, due to the scheduled construction of seismic and accessibility upgrades. The City Council determined that it was appropriate for the City to assume control of the facility during construction of these improvements, and also 13 22
beneficial to use this opportunity to create a strategic plan to guide the future management of the GCC. The City is grateful for the dedicated stewardship of the Community Center that the GVCC provided over the span of 38 years.

It has long been acknowledged that there is a need to make significant repairs and improvements to the property, including seismic upgrades, Americans with Disabilities Act (ADA) upgrades, parking lot pavement replacement, and infrastructure and aesthetic upgrades. Two of the biggest rooms in the main building closed in January of 2021 due to seismic safety concerns. The City began a seismic retrofit construction project in the Spring of 2023 to address those concerns.

During the seismic retrofit construction, the main building is closed for several months, however operations in the auxiliary buildings, including the CommUnify/Head Start programs, Rainbow School, Kevin Long Training, and the Boys and Girls Club will continue as usual. Additionally, the back field and pickleball courts remain open. After a brief pause during the month of December 2022, the Senior Center program resumed operation as of January of 2023 under the management of the City of Goleta.

Following the seismic retrofit, the building will undergo disability access improvements to sidewalks, paths of travel, the bathrooms and sewer lines in the main building required under the ADA. These projects are largely funded by federal grants from Federal Emergency Management Agency (FEMA) and a federal Community Project Funding grant secured for the project through the efforts of Representative Salud Carbajal. The goal is to re-open the facility for community use by late 2023, at which time smaller construction projects will continue. Once all construction is complete, the operator would begin to implement elements of the strategic plan.

CITY OF GOLETA Page 4
14 23
In the winter of 2020, the City of Goleta conducted the Antenore & Associates community survey and facilitated focus groups about the Goleta Community Center. Insights from these engagement efforts identified many needed improvements for the Center (results can be found in Appendix F),
including the need for a strategic plan.

During the spring of 2022, the City of Goleta conducted a request-for-proposals process to identify a contractor to facilitate the strategic plan for the Goleta Community Center. Work began to develop the strategic plan in fall of 2022.

The City assembled a Working Group of community leaders to work with the City Council’s Ad Hoc Committee to advise on the strategic plan. The Working Group and Ad Hoc Committee provided feedback through a series of in-person and virtual workshop meetings to ideate on the Goleta Community Center’s vision, mission, goals, objectives, strategies, and tactics, and to review the different phases of the plan as they were developed.

The City also issued three additional surveys in both English and Spanish to gather wider community feedback on the future vision for the GCC. A new community-wide survey was conducted from December 12, 2022 to January 13, 2023 which collected 658 responses on community priorities for the GCC. The City also surveyed school students from fourth through twelfth grade, collecting 62 responses. Finally, a targeted survey was sent to program providers serving the city to understand their programming needs that the GCC could accommodate, collecting 8 responses. Results from these surveys can be found in Appendix F.

The final strategic plan was developed based on data from all four surveys, focus group input, Working Group and Ad Hoc Committee feedback, and City staff reviews and recommendations.

The plan was presented to the Goleta City Council on April 18, 2023.

CITY OF GOLETA Page 5
Methodology
The Community-wide
survey collected 658
individual responses
from members of the
Goleta community
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SWOT Analysis
[pg 7]
Analysis of the strengths and weaknesses of an
organization (internal) and the opportunities and threats of the organization’s environment (external).

Vision
[pg 8]
The dream for the future of the organization; an ideal
long-term end-state.

Mission
[pg 8]
A statement about why the organization exists and what it is doing to accomplish its vision.

CITY OF GOLETA Page 6
Definitions
Goals
[pg 9-28]
General statements of where the organization is going
and what it wants to achieve in the long-term.

Objectives
[pg 9-28]
Specific and quantifiable statements of what the
organization is to accomplish and when it is to be
accomplished in order to achieve its goals.

Strategies
[pg 9-28]
Specific action plans and initiatives that allow the
organization to accomplish its objectives, capitalizing on organizational strengths and environmental opportunities.

Tactics
[pg 9-28]
The specific actions the organization will take to
implement the initiatives outlined in the strategies.

Key Performance
Indicators (KPIs)
[pg 29-31]
A quantifiable measure of performance over time for a
specific objective.

GCC Reopening
[pg 9-31]
Timelines throughout the strategic plan are based on full reopening of GCC operations, which will occur once all
seismic and ADA construction projects are completed.
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Strengths
Location
Old Town
Proximity to local businesses
Central location for community engagement and events
Space
Building size
Building versatility, flexibility, diversity of potential uses Outdoor space
History of facility and use
Affordable space
Existing equipment
Potential:

Renovated, upgraded kitchen
Space to bring people together
Outdoor activities
Aquatic center or pool on adjacent site
Satellite library
After school programming
Cooling and warming center and Red Cross
Emergency Evacuation Shelter
Public services hub
SWOT Analysis
CITY OF GOLETA Page 7
Weaknesses
Lack of awareness of Center existence, purpose, uses
and programming
Building condition
In need of significant infrastructure, operational,
and aesthetic repairs and improvements
Dark and unwelcoming
Deferred maintenance
Lack of upgrades
IT Infrastructure
Need for a commercial kitchen
Lack of balance between affordability for users
and financial sustainability for operators
Lack of teen and youth programming
Lack of community vision around the GCC
Lack of diverse leadership
Construction/Closures
Opportunities
Community interest in the GCC and in affordable,
accessible programming
Public interest in supporting or managing desired
programming (e.g. Pickleball)
Changes to Hollister traffic circulation and parking
City ownership
Ability to subsidize operations in order to charge
reduced rent for programming that meets
community needs
Desire for greater community engagement
MOT (school bus yard) site acquisition
Construction upgrades for ADA accessibility,
bathroom upgrades, facade
Public transit
High interest with growth opportunity
Community passion
Threats
Underutilization of GCC, especially from non-Old
Town Residents resulting from lack of public
awareness
Construction could delay re-opening and create a
greater need for temporary program relocation
Competition or resource redundancy
Space and programming alternatives
Multiple priorities for service providers
Limited accessibility by bike
Macroeconomic factors
Inflation
Potential recession
Political climate/Uncivil discourse
Public health concerns (COVID-related)
Funding
Limited existing use or users
17 26
Vision:

The Goleta Community Center is a welcoming, safe, inclusive, and accessible place where everyone can go to gather, learn and play.

Mission:

The Goleta Community Center provides programs, services, activities, and a safe space for social, cultural, and recreational offerings in an inclusive and welcoming way.

CITY OF GOLETA Page 8
Vision & Mission
18 27
Goals, Objectives,
Strategies, and
Tactics
CITY OF GOLETA Page 9
This section details the goals, objectives, strategies, and tactics for the Goleta Community Center over the next three to five years to execute its mission after full re-opening. Key performance indicators for measuring progress of each objective can be found in the next section. An annual action plan template can be found in this report to be used for creating detailed action and implementation plans for each year of the strategic plan in Appendix E.
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Goal 1: Create a
Welcoming Space
for the Entire
Goleta Community
CITY OF GOLETA Page 10
20 29
Objective 1.1: Create a culturally diverse, equitable, inclusive, and welcoming space for all community
members within 24 months of full reopening.

Strategy 1.1.1: Ensure Community Center staff are representative of the Goleta community, culturally sensitive, and welcoming to visitors.

CITY OF GOLETA Page 11
Strategy 1.1.2: Create visual and auditory vibrancy that represents different cultures in the Goleta community.

Tactic 1.1.1.1: Develop an outreach and recruitment plan for organizational growth that reflects community demographics.

Tactic 1.1.1.2: Host regular staff training in equity, inclusion, and access.

Tactic 1.1.1.3: Maintain staff trained with necessary skills, including regular safety, customer service and service referral training.

Tactic 1.1.1.4: Provide bilingual staff and interpretation services to meet community needs.

Tactic 1.1.1.5: Schedule staff appropriately for facility and community needs.

Tactic 1.1.2.1: Explore working with community artists to create visual vibrancy in the GCC, including youth artists and artists representing different cultural backgrounds in Goleta, through painting murals and artwork for the GCC, using a selection process that includes public input.

Tactic 1.1.2.2: Use portions of the Community Center as a gallery for local art.

Tactic 1.1.2.3: Have a diverse musical playlist that plays in open/drop-in spaces in the Center.

Tactic 1.1.2.4: Integrate historical displays with community art.

Tactic 1.1.2.5: Utilize community input in space design for the Community Center.
21 30
Strategy 1.1.3: Ensure the Community Center facility is accessible for all.

CITY OF GOLETA Page 12
Strategy 1.1.4: Develop culturally sensitive policies and procedures that allow everyone to feel welcome.

Tactic 1.1.3.1: Conduct needs assessment for hearing, and mental/emotional accessibility improvements, in addition to the physical mobility and sight ADA assessment that has already taken place.

Tactic 1.1.3.2: Implement an accessibility improvement plan that integrates current and ongoing ADA improvements with additional recommendations from the needs assessment.

Tactic 1.1.4.1: Develop a Diversity, Equity, Inclusion, Belonging, and Accessibility (DEIBA) plan for the Community Center.

Tactic 1.1.4.2: Evaluate potential for creating gender-neutral bathrooms.

Tactic 1.1.4.3: Ensure critical communications about GCC programs and offerings are available in English and Spanish.

Tactic 1.1.4.4: Explore other potential GCC user language needs.

Objective 1.2: Improve the physical aesthetic of the
facility within 24 months of full reopening.

Strategy 1.2.1: Improve the interior aesthetic of the facility to increase the brightness and vibrance of the Center.

Tactic 1.2.1.1: Improve the indoor lighting, painting, and carpeting.

Tactic 1.2.1.2: Create a welcoming entrance and exit area with bright lighting and new signage.

Tactic 1.2.1.3: Improve the comfort of the facility with new furnishings. 22 31
Strategy 1.2.2: Improve the exterior aesthetic of the facility to make it feel more attractive and inviting.

CITY OF GOLETA Page 13
Tactic 1.2.2.1: Create a welcoming entrance with new, clearly articulated signage, consideration of a digital marquee out front (following a Conditional Use Permit process), and enhanced lighting.

Tactic 1.2.2.2: Improve the landscaping and lighting in the front area of the Community Center.

Tactic 1.2.2.3: Remove unwelcoming items from the front of the building (sand pit, lawn mower, porta potties, shed).

Objective 1.3: Upgrade the Center’s functionality and
create community-focused, intentional spaces over the
next five years.

Strategy 1.3.1: Improve site infrastructure and amenities to better support Community Center programming and community needs as funding permits.

Tactic 1.3.1.1: Upgrade the HVAC system to allow for use of the facility as a cooling and warming center and Red Cross Emergency Evacuation Shelter.

Tactic 1.3.1.2: Upgrade the Wi-Fi system to allow for fast, reliable and free community internet access throughout the GCC Campus.

Tactic 1.3.1.3: Explore creating community access to computers through a laptop cart and printer.

Tactic 1.3.1.4: Renovate the kitchen to be commercial grade and code compliant for commercial use.

Tactic 1.3.1.5: Install a hydration station that allows for water bottle refills to reduce the use of single-use plastic bottles.

Tactic 1.3.1.6: Consider environmental upgrades, such as solar panels, permeable pavement and bike parking, as appropriate in alignment with the City’s environmental sustainability policies and priorities and the allowance of historic aesthetic modifications.
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Strategy 1.3.2: Redesign Community Center spaces to meet functionality requirements.

CITY OF GOLETA Page 14
Tactic 1.3.2.1: Create welcoming drop-in and lounge spaces for the community to utilize.

Tactic 1.3.2.2: Consider opening up the facility by removing unnecessary storage closet walls to create larger, flowing open spaces and creating viable storage space.

Tactic 1.3.2.3: Consider remodeling spaces for better customer service, creating a window opening to the main office and a front desk for visitors.

Strategy 1.3.3: Acquire the neighboring Goleta Union School District (GUSD) MOT site (adjacent school district maintenance and operations yard) for additional community spaces, after site mitigation is completed.

Tactic 1.3.3.1: Engage with the Goleta Union School District Board of Trustees and staff to relocate their maintenance, operations and transportation functions and to purchase the current MOT site.

Tactic 1.3.3.2: Continue to work with a commercial real estate broker to locate a parcel suitable for use as a new site for the GUSD MOT site.

Tactic 1.3.3.3: Develop capital improvement project and funding plan for the MOT site, including researching grants and other funding sources for future site mitigation and improvements.

In 1977 when the Goleta Union School District leased the Goleta Union School site to the County of Santa Barbara, it retained a portion of the site located along the east site of the original parcel to continue to house the maintenance, operations, and transportation (MOT) functions serving all of the campuses throughout the district. An MOT site analysis conducted in 2022 concluded that all of the structures are non-compliant with the District’s safety standards and functional needs. The study recommended that the District modernize, expand, and update the MOT site, or relocate the facility to a space that could better accommodate its needs. The City of Goleta supports the recommendation to relocate the MOT site to another parcel that can accommodate the District’s needs.

Since 2016, the City Council has expressed an interest in acquiring the MOT site and utilizing it to accommodate some of the community’s unmet recreational needs. 24 33
CITY OF GOLETA Page 15
Tactic 1.4.1.2: Implement security assessment recommendations.

Tactic 1.4.1.3: Alter the camera system so it provides appropriate security without creating a perception of distrust, reducing the number of cameras while improving their strategic location.

Objective 1.4: Improve the physical security of the
facility within 12 months of full reopening.

Strategy 1.4.1: Develop a security assessment and improvement plan.

Tactic 1.4.1.1: Have the City conduct a security assessment of the facility. 25 34
Goal 2: Maintain
Professional,
Friendly, and
Efficient
Operations
CITY OF GOLETA Page 16
26 35
Objective 2.1: Ensure the Community Center operates
efficiently and effectively.

Strategy 2.1.1: Develop an operations plan that includes rental, recreational, and Community Center functions.

CITY OF GOLETA Page 17
Strategy 2.2.1: Continuously assess needs, successes, and opportunities.

Tactic 2.1.1.1: Ensure opportunities at the facility are balanced to meet physical, social, educational, recreational, and leisure needs of the community.

Tactic 2.1.1.2: Implement clear and consistent rental policies and fees.

Tactic 2.1.1.3: Implement a streamlined rental and application process.

Tactic 2.2.1.1: Conduct quarterly performance management meetings with the GCC leadership to review progress on goal and objective measures and present updates to the Parks and Recreation Commission.

Tactic 2.2.1.2: Conduct regular community engagement to understand changing community needs via a periodic survey.

Tactic 2.2.1.3: Engage in regular communications with all service providers and partners working at the Center to ensure needs are being met.

Objective 2.2: Ensure the Community Center is
providing the best customer experience.
27 36
Goal 3: Ensure
Regular
Programming is
Offered that Meets
the Community’s
Needs
CITY OF GOLETA Page 18
28 37
Objective 3.1: Ensure programming and services are
accessible and equitable for all within 18 months of full reopening.

Strategy 3.1.1: Promote programming and events that bring different parts of the community together.

CITY OF GOLETA Page 19
Tactic 3.1.1.1: Ensure the provision of multi-generational programming.

Tactic 3.1.1.2: Ensure the provision of multicultural programming.

Tactic 3.1.1.3: Offer mass-appeal programming, targeted services, and courses.

Tactic 3.1.1.4: Host large community celebrations, events, and performing arts to bring everyone together.

Tactic 3.1.1.5: Provide access to healthy foods through partnerships with local non-profits, such as the Food Bank.

Tactic 3.1.1.6: Partner with the City’s community garden at Armitos Park for food and sustainability programming.

Tactic 3.1.1.7: Ensure any direct programming is affordable for all residents.

Tactic 3.1.1.8: Ensure programming is culturally responsive (in scheduling, price, language/translation and content).

Tactic 3.1.1.9: Explore the need for, availability of, and feasibility of offering social services with community benefit, such as blood drives, second-hand clothing exchanges, and other community service opportunities.

Strategy 3.1.2: Ensure the provision of programming for all ages, including children, youth, teen, adult, and senior programming.

Tactic 3.1.2.1: Assess programming needs and priorities of the community on a regular basis.
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CITY OF GOLETA Page 20
Tactic 3.1.2.2: Provide guardian-child activities.

Tactic 3.1.2.3: Invite child serving organizations to provide classes and services.

Tactic 3.1.2.4: Create after school activities, K-12 classes, and enrichment opportunities that compliment but do not duplicate programming provided elsewhere in the surrounding area by collaborating with other service providers.

Tactic 3.1.2.5: Focus on providing services and programs for seniors.

Tactic 3.1.2.6: Partner to distribute free meals to seniors and low income families.

Tactic 3.1.2.7: Provide cooking and nutrition classes once kitchen has been renovated.

Tactic 3.1.2.8: Host seminars and lectures on topics of community interest.

Tactic 3.1.2.9: Provide visual and performing arts programming for all ages.

Tactic 3.1.2.10: Partner to provide needed family services that compliment but do not duplicate programming provided elsewhere in the surrounding area by collaborating with other service providers.

Strategy 3.2.1: Develop a GCC marketing and outreach plan to promote programs and services offered at the GCC, for both permanent services and programs as well as one-time or come-and-go services and events.

Tactic 3.2.1.1: Implement community outreach and engagement activities targeted to increase visitors and program participation, including menu of programming, event calendar, schedule and pricing options.

Objective 3.2: Grow program participation within 36
months of full reopening.
30 39
CITY OF GOLETA Page 21
Tactic 3.2.1.2: Consider creating a Community Center volunteer program that includes the exploration of an ambassadors network.

Tactic 3.2.1.3: Use of a variety of communication tools to ensure maximum exposure, including print communications, digital communications, local media announcements, and social media.

Tactic 3.2.1.4 Implement an online registration system for programming.

Strategy 3.3.1: Partner with local nonprofit and community organizations to collaborate on programming, events, and social service provision.

Tactic 3.3.1.1: Establish relationships with local organizations, including, but not limited to, those listed in Appendix C .

Tactic 3.3.1.2: Host community resource fairs.

Tactic 3.3.1.3: Include local nonprofit and community organizations as a target audience in the GCC marketing plan to educate partners about use of the facility for programs and rentals.

Tactic 3.3.1.4: Coordinate with service providers to rent the space to provide services regularly, such as resource referral, counseling, legal aid, computer literacy, and tutoring.

Objective 3.3: Partner with community organizations and businesses to provide a diverse variety of programming, events, and services within 18 months of full reopening.

Strategy 3.3.2: Partner with local small businesses and private organizations to collaborate on programming and events.

Tactic 3.3.2.1: Establish relationships with organizations such as the Santa Barbara South Coast Chamber of Commerce, Hispanic Chamber of Commerce, and surrounding Old Town small businesses.
31 40
CITY OF GOLETA Page 22
Tactic 3.3.2.2: Include small businesses and private organizations as a target audience in the GCC marketing plan to educate partners about use of the facility for programs and rentals.

Tactic 3.3.2.3: Actively recruit for dance, theater, and art class providers.

Strategy 3.3.3: Partner with regional and national organizations for collaboration on events, marketing, networking and learning, and pursuing grant funding.

Tactic 3.3.3.1: Include potential regional partners and potential funders as a target audience in the GCC marketing plan to educate them about use of the facility for programs and rentals and about the programming and activities that occur at the GCC.
32 41
Goal 4: Conduct
Regular, Responsive
Communications and
Proactive
Community
Engagement
CITY OF GOLETA Page 23
33 42
Strategy 4.1.1: Improve marketing and communications to the community.

CITY OF GOLETA Page 24
Tactic 4.1.1.1: Implement the GCC marketing plan to relaunch the facility.

Tactic 4.1.1.2: Improve the website, making it bilingual and adding an events calendar with up-to-date program information.

Tactic 4.1.1.3: Explore creating a quarterly newsletter to share with the community to increase awareness and participation.

Tactic 4.1.1.4: Use of a variety of communication tools to ensure maximum exposure, including print communications, digital communications, local media announcements, and social media.

Objective 4.2: Maintain an ongoing understanding of
community wants and needs for the Center.

Strategy 4.2.1: Conduct regular community engagement through a visitor feedback program.

Tactic 4.2.1.1: Provide opportunities for continuous feedback from visitors, including drop boxes at the Center, a comment box on the GCC website, and a periodic survey.

Tactic 4.2.1.2: Train staff in customer service and ensure they are friendly and approachable for visitors to provide them with feedback.

Objective 4.1: Increase and improve transparency and
community awareness of the Community Center within
24 months of full reopening.
34 43
Goal 5: Achieve
Financial
Sustainability
CITY OF GOLETA Page 25
35 44
Objective 5.1: Create a sustainable 5-year funding plan within 24 months of full reopening.

Strategy 5.1.1: Develop a funding model.

CITY OF GOLETA Page 26
Tactic 5.1.1.1: Assess the revenue potential for different programming and space rental fees.

Tactic 5.1.1.2: Explore tiered pricing structure options that encourage and attract Goleta residents, non-profits, community groups, small businesses, and GCC neighbors to use the Center, including developing agreement schedules that allow small programs to startup and grow within the space.

Tactic 5.1.1.3: Evaluate philanthropic funding opportunities through public and private grant dollars.

Strategy 5.1.2: Generate new revenue.

Tactic 5.1.2.1: Develop a fundraising campaign for the GCC.

Tactic 5.1.2.2: Hire a professional grant writer to research and pursue public and private funding opportunities.

Tactic 5.1.2.3: Explore capital campaigns to raise funds for physical upgrades for the GCC.

Tactic 5.1.2.4: Develop fee schedules for specific program and service offerings, as well as for facility rentals, inclusive of nonprofit, individual, and commercial rates.

Tactic 5.1.2.5: Enable facility users to host weddings and other large celebrations at the GCC.

Tactic 5.1.2.6: Evaluate the opportunity to sell concessions (food, drink, and promotional goods) at the GCC.

Tactic 5.1.2.7 Explore creative ways for accepting donations or other gifts in conformance with City of Goleta policies.
36 45
Strategy 5.1.3: Increase public awareness and leadership focus on funding.

CITY OF GOLETA Page 27
Tactic 5.1.3.1: Conduct regular public operations updates to the Parks and Recreation Commission, including an annual presentation.

Tactic 5.1.3.2: Develop a creative way to publicly recognize donors in conformance with City of Goleta policies.

Strategy 5.2.1: Maintain a structurally balanced budget.

Tactic 5.2.1.1: Develop a plan to balance facility and program expenditures and ongoing revenues within five years.

Tactic 5.2.1.2: Scale frequency, volume and size of programming, activities and events to correspond with participant demand in order to avoid unnecessary expenditures.

Tactic 5.2.1.3: Maintain an updated fee schedule that reflects an appropriate level of cost recovery without deterring user participation.

Tactic 5.2.1.4: Minimize staffing costs by utilizing volunteer services where appropriate.

Tactic 5.2.1.5: Explore opportunities to work with other local non-profits on resource sharing.

Objective 5.2: Create a sustainable 5-year budget plan for operational and capital expenditures within 12
months of full reopening.
37 46
Objective 5.3: Adopt a sustainable reserve policy within 12 months of full reopening.

Strategy 5.3.1: Maintain a contingency reserve of 33% of operating expenditures.

CITY OF GOLETA Page 28
Tactic 5.3.1.1: Build a strong reserve balance annually by redirecting any unused expenditure allocations to a reserve fund.
38 47
Objective
Key Performance Indicators (KPIs) are quantifiable measures that will allow the GCC operator to track progress toward achieving the strategic plan objectives. By regularly monitoring KPIs and using the action plan (
Appendix E), the operator can stay on track for achieving the objectives and goals over three to five years. Given the change in operator, a lack of existing data for these specific measures, and the temporary closure of the GCC, these KPIs will need to be baselined following the full reopening and reestablishment of programing.

TimeframeMeasures

1.1 Create a
culturally
welcoming space
for all community
members
X% increase in diversity of art
X% increase in the number of art
exhibits/events
Staff demographics are representative
of community demographics
X% increase in the number of applicants
who are bilingual
X% increase in the number of
professional development and training
opportunities for Community Center
staff
X% increase in diverse users and/or
visitors
X% percent of Community Center
communications are bilingual
Baseline for the first
12 months.

Reach KPI targets
within 24 months.

Key Performance
Indicators
CITY OF GOLETA Page 29

1.2 Improve the
physical aesthetic
of the facility
X% increase in new visitors
X% increase in repeat visitors
Baseline for the first
12 months.

Reach KPI targets
within 24 months.

1.3 Upgrade the
Center’s
functionality and
create community-
focused,
intentional spaces
X% increase in new and repeat users
Increase in new programming areas due
to functional upgrades (i.e.
programming/events that use
commercial-grade kitchen, etc.)
Baseline for the first
12 months.

Reach KPI targets
within 5 years.
39 48
Objective TimeframeMeasures

1.4 Improve the
physical security
of the facility
X% decrease in the number of security
incidents
X% decrease in the number of injuries at
the GCC
X% decrease in the number of claims
filed
Baseline for the first
6 months.

Reach KPI targets
within 12 months.

CITY OF GOLETA Page 30

2.1 Ensure the
Community Center
operates
efficiently and
effectively
X% increase in visitor satisfaction with
facility offerings, policies, fees,
processes year over year
X% of strategic plan milestones
achieved on time
Baseline for the first
12 months.

Track target KPIs
each year for 5
years.

2.2 Ensure the
Community Center
is providing the
best customer
experience
X% of staff have customer service
experience or training
X% increase in visitor satisfaction with
facility offerings, policies, fees,
processes year over year
Baseline for the first
12 months.

Reach KPI targets
within 5 years.

3.1 Ensure
programming and
services are
accessible and
equitable for all
X% increase in the number of monthly
visitors
X% increase in the
diversity/representation of program
participants
Baseline for the first
12 months.

Reach KPI targets
within 18 months.

3.2 Grow program
participation
X% increase in program and service
participation
X% increase in the number of monthly
visitors
X% increase in percentage of classroom
utilization (monthly)
X% increase in percentage of overall
building utilization (monthly)
Baseline for the first
12 months.

Reach KPI targets
within 36 months.
40 49
Objective TimeframeMeasures

3.3 Partner with
community
organizations and
businesses to
provide a diverse
variety of
programming,
events, and
services
X% increase in the number of community
partners using the facility to host
programs
X% increase in the number of programs
or services offered
X% increase in the diversity of types of
programs and services offered
X% increase in demand for programs
and services at the Center
X% increase in funding for programs and
services at the center
Baseline for the first
9 months.

Reach KPI targets
within 18 months.

CITY OF GOLETA Page 31

4.1 Increase and
improve
transparency and
community
awareness of the
Community Center
X% increase in the number of views of
Community Center website content
X% increase in engagement on social
media
X% increase in the number of monthly
visitors
Baseline for the first
12 months.

Reach KPI targets
within 24 months.

4.2 Maintain an
understanding of
community wants
and needs for the
Center
X% increase in visitors and program
participants year over year
Baseline for the first
12 months.

Track target KPI each
year for 5 years.

5.1 Create a
sustainable 5-year
funding plan
X% increase in funds raised
X% increase in funds in reserve
X% increase in number of donors
Diversity of revenue streams (No single
revenue makes up more than X%)
X% increase in number of grants pursued
Baseline for the first
12 months.

Reach KPI targets
within 24 months.

5.2 Create a
sustainable 5-year
budget plan for
operational and
capital
expenditures
Ensure revenues meet or exceed
expenditures
Within the first 12
months.

5.3 Adopt a
sustainable reserve
policy
Ensure ongoing reserves total 33% of
operating expenditures
Within the first 12
months.
41 50
Appendices
42 51
GCC Strategic Plan Working Group Members:

Sarah Dent
Student; Former Youth Parks and Recreation Commissioner Lanny Ebenstein
GVCC Board Representative; Lecturer in Economics at UCSB Danny Fitzgibbons
Executive Director, Equalitech; Goleta Union School District Teacher Lori Lander Goodman
Executive Director, IVYP/LEAP: Learn. Engage. Advocate. Partner.

James Kyriaco
Goleta City Councilmember, District 2
Pedro Paz
Chair, Public Engagement Commission
Luz Reyes-Martín
Goleta City Councilmember, District 1
Graciela (Chely) Rodriguez
Community Resident and Past Parks and Recreation Commissioner; Educator at Adelante Charter School
We thank you for
your continued
support for the
Goleta Community
Center!
CITY OF GOLETA Page 33
Appendix A
43 52
Community Center Function Contracted
Management
City
Management
Facility Operations & Staffing X X
Partner for Program & Service Provision X X
Manage Rental Agreements for Programs & Events X X
Manage Lease Agreements with Preschools X X
Marketing & Communications X X
Building & Campus Maintenance by City X
Management of Pickleball Courts, Fields, & Future MOT Site by City X Oversight of Organizational Performance by City X
Parks & Recreation Office Location X
The Goleta City Council will be determining the future management model for the Goleta Community Center in 2023. They will be deciding between Contracted Management , which would place some Community Center functions under the management of a contracted organization, and City Management options :

CITY OF GOLETA Page 34
Appendix B
44 53
CITY OF GOLETA Page 35
Appendix B
The most popular community center operating model in the U.S. is one where facilities are owned and run by local government Parks & Recreation Departments with department-run programming and after-school programming. Many of these centers collaborate with local nonprofit and for- profit organizations to provide additional programming and services, serving as a central space for social welfare services and educational and recreational classes and programs alike. The most successful of these centers have a diversified funding model, including funding from the local government budget; federal, state, and philanthropic grants; rental fees from organizations hosting programming in the space; rental fees for one-time event space; and, occasionally, individual membership payment models (particularly for those providing gym or pool space).

The Goleta Community Center leadership should proactively partner with service organizations to engage and connect the community in a meaningful way. The leadership is responsible for maintaining the facility, providing programming, communicating with the public, and responding to changing community needs.

The Goleta Community Center should have an advisory board that is diverse and representative of the community. The Parks and Recreation Commission would serve this role under City management. Under contracted management, the operating organization’s board of directors would serve this role, as well as present regular updates to the Parks and Recreation Commission.

Regardless of which model is chosen, this Strategic Plan is a roadmap for the future operator. The GCC Strategic Planning Working Group has made the following recommendations for facility and organizational management for the eventual GCC operator:
45 54
AARP
Brown Bag
City of Goleta
Communify
Computers For Families
Cottage Hospital Population Health
County of Santa Barbara
Encina Royale
Farmer’s Market
Foodbank of Santa Barbara County
Gateway Educational Services
Girls Inc.

Goleta Valley Art Association
Goleta Valley Historical Society
Goleta Valley Library
Goleta Union School District
Hope School District
LEAP
Legal Aid Foundation of Santa Barbara County
Los Promotores
Maravilla
Mi Vida, Mi Voz
Mujeres Markets
NAACP Santa Barbara
Northstar Digital Assessments/Equalitech
QueWedta Dance Academy
Santa Barbara 211
SBCC Adult Education
Santa Barbara County Arts Commission
Santa Barbara Film Festival
Santa Barbara Unified School District
SFSP
Stowe House
UCSB Arts & Lectures Program
United Boys and Girls Club Goleta Clubhouse
Vitalant
Waldorf/other independent schools
Youth Makers Market
Potential Organizations for GCC Partnership Opportunities:

CITY OF GOLETA Page 36
Appendix C
46 55
Staff Outreach & Recruitment Plan
Accessibility Improvement Plan
Diversity, Equity, Inclusion, Belonging, and Accessibility (DEIBA) Plan Capital Improvement Project and Funding Plan for the MOT Site Security Assessment & Improvement Plan
Operations Plan, to include
Rental policies
Fee schedule
Performance management
Outreach & Marketing Plan, to include
Programs, services, and events marketing and community outreach Marketing and partnership strategies for
Nonprofit partners
For-profit partners
Regional & national organizations
5-Year Sustainable Funding Plan
5-Year Budget Plan
Sustainable Reserve Policy
The following plans are listed as tactics within this strategic plan:

CITY OF GOLETA Page 37
Appendix D
47 56
Annual Action Planning Template
On the following page is a template for an annual action plan. The annual action plan is a tool that allows staff to break down tactics into discrete action steps and monitor the status and timing of those actions through completion of each tactic. This tool is meant to be used frequently to monitor and track progress. It is an internal tool; it is expected to be flexible for the users and updated to align with the plan status at any given time.

This template is designed to promote data integrity through consistent formatting and entry. Each field is defined and formatted for the appropriate information. Each tactic within the strategic plan will have an individual action plan sheet and all of the actions will also be mapped in a gantt chart, organized by deadline.

It is important to note that not every tactic will have action items in each year of the plan. While many will be started and some completed in year one (within one year of full reopening), there will also be other tactics that do not start or are not completed until subsequent years.

The Excel file of the Action Planning Template will be provided to the GCC operator.

CITY OF GOLETA Page 38
Appendix E
48 57
CITY OF GOLETA Page 39
Appendix E
49 58
CITY OF GOLETA Page 40
Appendix F
2022-23 Community Survey
2023 Student Survey
2023 Program Provider Survey
The 2020 A&A Community Survey and Focus Groups Summary under Attachment 1 The 2022-23 Community Survey Results
The 2023 Student Survey Results
The 2023 Program Provider Survey Results
The summary findings of the following community engagement efforts can be found on the next few pages.

You can find the full survey results at the provided links below. 50 59
Community-Wide GCC
Vision Survey Summary
People are excited for the revitalization of the GCC, were grateful for the opportunity to give feedback, and want to see more programs, services, classes, and events at the Center.

An upgraded facility and spaces (while maintaining the historical character), a consistent calendar of programming, and available rental space and equipment are most important to respondents’ future experience at the GCC.

Over 70% of respondents identified classes as the most important programming to them, while over 60% identified community events, and over 40% identified social services.

Senior programs, dance classes, pickleball, and rollerskating were identified as desired programming trends in the comments.

Over 61% of respondents are most interested in senior programming, while over 50% want to see both adult programming and cross-generational programming.

Over 70% of respondents prefer to receive information about activities at the GCC via email, and almost 65% said they prefer to check the website with an event calendar. Spanish- speaking respondents were less likely to want to use the website as it is currently only available in English.

Over 80% of respondents said they prefer to provide feedback on the GCC in an annual survey.

Almost 90% of respondents would drive to get to the GCC, though there is growing excitement to bike there with the upcoming redesign of Hollister Avenue.

A new community-wide survey was conducted in both English and Spanish from December 12, 2022 to January 13, 2023. The c ommunity-wide survey collected 658 responses digitally and on paper surveys.

We collected both quantitative and qualitative insights from the survey questions and a large number of “other” responses and additional comments. Respondents were allowed to select more than one option for many questions, so percentages often do not add up to 100%.

Demographics
Of the 658 respondents, 21.8% live in District 2 and 7.5% live in Old Town, specifically. 36.2% of respondents were over the age of 65, while 28.7% have children under the age of 18 in the household. Only 10.9% of respondents speak Spanish is their preferred language.

Summary Insights
51 60
The most popular time for GCC programming was identified as afternoons and evenings, followed closely by weekends. Many respondents noted that their available time to go to the GCC would be flexible if there were more programs and activities that they wanted to attend.

Summary of open-ended comments at the end of the survey:

People overwhelmingly indicated they would come to the GCC more frequently if there was more programming AND if they knew about it.

People want more senior programming, including:

Line Dancing, Tai Chi, Zumba Fitness, Lunch Program, and Computer Literacy.

There is a great love of pickleball in the community, with players wanting more courts and more free-play hours.

There is strong community support for r ental rates that are affordable for non-profit programs and space rentals.

There is a strong indication that Goleta n eeds a community space for rollerskating.

There is a strong desire for adult education classes, potentially partnering with SBCC.

There is an indication that there is a n eed for a more welcoming environment for the Hispanic community, bilingual programming, and Spanish-speaking gatherings. 52 61
4th - 12th Grade Student
Vision Survey Summary
In addition to a community-wide survey, a survey for Goleta school students in the 4th through 12th grades was also conducted in both English and Spanish in January 2023. The survey collected 62 responses on student priorities for the GCC.

We collected both quantitative and qualitative insights from the survey questions. Respondents were allowed to select more than one option for many questions, so percentages often do not add up to 100%.

Demographics
All grade levels were represented in the survey
respondents, with 4th graders having the highest
representation, followed closely by 10th
graders.

Almost 45% of respondents attend Dos Pueblos,
but students also responded from Kellogg, La
Patera, Mountain View, Ellwood, Brandon,
Foothill, San Marcos, Isla Vista, La Colina, and
Hollister schools.

Over 50% of students indicated that their favorite activities outside of school are sports and video games. Over 40% indicated outdoor activities and art, each. "Other" responses included karate, swimming, gymnastics, automotive mechanics, faith collective, mock trial, photography, acting, writing, skating, football, Beat the Streets wrestling, and going to the library.

The most popular responses for what the students would like to try but haven't been able to yet were:

Art classes and activities, such as painting, pottery, and ceramics; Adventure activities, such as rock climbing, sky diving, deep sea diving, and paragliding; Learning to play a musical instrument;
Volleyball; and
Youth parkour.

Over 66% of the students who answered the survey had been to the Goleta Community Center before, and 87% said they could be interested in participating in the above listed activities at the GCC.

Summary Insights
53 62
Program Provider
Survey Summary
Finally, we conducted a survey with local program providers, service providers, and nonprofits, to better understand their programming needs and potential interest in using the GCC facility to host programs and services. This survey was distributed via email listservs in January of 2023.

Demographics
Only eight (8) providers responded to the survey, but they represented programs across the healthcare, education, social services, family services, and arts and culture spaces. Five (5) of the eight (8) respondents had previously hosted programming in the GCC facility.

Survey respondents identified their greatest challenges to providing programming to include finding affordable, accessible space; funding; transportation barriers; internet access barriers; and workforce recruitment.
50% of respondents currently have a consistent and quality space for their programming.

Of those who had previously provided programming at the GCC facility, the main reason for leaving was the space lacked what they needed, including reliable internet, quality and clean rooms, and an ability to secure a space for ongoing rather than one-time programming.

Seven (7) of the providers indicated interest in providing some form of programming at the GCC in the future if the following items can be provided:

Low- or no-cost rental agreements;
Reliable internet;
Space and furniture for facilitating group workshops;
Parking space; and
Space for consistent, repeat programming or drop-in services.

Summary Insights
54 63
ATTACHMENT 2

Goleta Community Center Strategic Plan Presentation
55 64

CITY OF GOLETA

STRATEGIC PLAN

FOR THE GOLETA

COMMUNITY CENTER
Presented by Linnett Loving
LL
Linnett Loving
56 65
Table of
Contents
Background
Methodology
Survey Insights
Definitions
SWOT Analysis
Integrated Priorities
Vision & Mission
Goals
Key Performance Indicators
Action Plan Template
Appendices
Questions
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66 THE STRATEGIC PLAN ESTABLISHES A VISION FOR

THE GOLETA COMMUNITY CENTER AND ITS

PURPOSE AND ROLE IN THE COMMUNITY OVER THE
SHORT- AND LONG-TERM.

BACKGROUND
LL
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67 Methodology
2020 A&A Survey & Focus
Groups
Physical space improvements
Increased marketing
More programs & events
Clear & consistent rental policies
Defined purpose
298 survey respondents
5 focus groups
Key Insights
LL
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68 Methodology
Ad Hoc Committee &
Working Group
Sarah Dent
Lanny Ebenstein
Danny Fitzgibbons
Lori Lander Goodman
James Kyriaco
Pedro Paz
Luz Reyes-Martín
Graciela (Chely) Rodriguez
LL
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69 Methodology
2022 GCC Surveys
Community-wide survey with 658
responses
Student survey with 62 responses
from 4th through 12th graders
Program provider survey with 8
responses from program and
service providers
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70 COMMUNITY-WIDE SURVEY:

DEMOGRAPHICS

21.8%
Live in
District 2

7.5%
Live in
Old Town

36.2%
Over the
age of 65

28.7%
Have
children
under the
age of 18

10.9%
Primarily
Spanish
speaking
at home
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71 Community-Wide Survey:

Key Insights
Excitement for
the GCC
Improved
facilities
More programming,
services, & events
Receive information
via email
Provide feedback
via surveyLL
Linnett Loving
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72 DEFINITIONS
SWOT Analysis
Strengths & weaknesses (internal),
opportunities & threats (external)
of the organization’s environment
Goals
General statements of where the
organization is going and what it
wants to achieve in the long-term
Vision
The dream for the future of the
organization, an ideal long-term
end-state
Objectives
Specific & quantifiable statements
of what the organization is to
accomplish and when
Tactics
The specific actions the
organization will take to
implement strategies
KPIs
Quantifiable measures of
performance over time for a
specific objective
Mission
A statement about why the
organization exists and what it is
doing to accomplish its vision
Strategies
Specific action plans and initiatives
that allow the organization to
accomplish its objectives
GCC Reopening
Will occur once all seismic and
ADA construction projects are
completed
LL
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73 Strengths
Central location; Good size, space,
versatility, outdoor areas; Historical
significance
Threats
Limited existing users;
Programming competition vs
collaboration; Potential funding
challenges
Opportunities
High community interest &
excitement; Ability for City to
subsidize operations to maintain
affordability; Current upgrades to
improve the facility
Weaknesses
Building condition; Lack of
community awareness;
Underutilized
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74 Integrated Priorities

DIVERSITY,

EQUITY, &

INCLUSION (DEI)

ENVIRONMENTAL

SUSTAINABILITY

SERVING OLD

TOWN AND THE

GREATER
GOLETA

COMMUNITY
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75 Mission

THE GOLETA COMMUNITY

CENTER PROVIDES PROGRAMS,

SERVICES, ACTIVITIES, AND A

SAFE SPACE FOR SOCIAL,

CULTURAL, AND RECREATIONAL

OFFERINGS IN AN INCLUSIVE
AND WELCOMING WAY.

Vision

THE GOLETA COMMUNITY

CENTER IS A WELCOMING,

SAFE, INCLUSIVE, AND

ACCESSIBLE PLACE WHERE

EVERYONE CAN GO TO
GATHER, LEARN, AND PLAY.

LL
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76 Examples
Provide bilingual staff and/or
interpretation services to meet
community needs.

Develop a Diversity, Equity, Inclusion,
Belonging, and Accessibility (DEIBA)
plan for the Community Center.

Create a welcoming entrance with
new, clearly articulated signage, a
digital marquee out front, and
enhanced lighting.

Upgrade the Wi-Fi system to allow for
fast, reliable, and free community
internet access at the GCC.

Goal 1: Create a
Welcoming
Space for the
Entire Goleta
Community
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77 Examples
Ensure opportunities at the facility are
balanced to meet physical, social,
educational, recreational, and leisure
needs of the community.

Implement clear and consistent rental
policies and fees.

Conduct quarterly performance
management meetings with the GCC
staff and Board of Directors to review
progress on goal and objective
measures and present updates to the
Parks and Recreation Commission.

Conduct regular community
engagement to understand changing
community needs via a periodic survey.

Goal 2: Maintain
Professional,
Friendly and
Efficient
Operations
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78 Examples
Host large community celebrations,
events, and performing arts to bring
everyone together.

Focus on providing services and
programs for seniors.

Implement community outreach and
engagement activities targeted to
increase visitors and program
participation, including menu of
programming, event calendar, schedule
and pricing options, etc.

Partner with local nonprofits, community
organizations, and small businesses to
collaborate on programming, events, and
social service provision .

Goal 3: Ensure
Regular
Programming is
Offered that
Meets the
Community’s
Needs
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79 Examples
Improve the website, making it bilingual
and adding an events calendar with up-
to-date program information.

Use of a variety of communication tools
to ensure maximum exposure, including
print communications, digital
communications, local media
announcements, and social media.

Provide opportunities for continuous
feedback from visitors, including drop
boxes at the Center, a comment box on
the GCC website, and an annual survey.

Train staff in customer service and ensure
they are friendly and approachable for
visitors to provide them with feedback.

Goal 4: Conduct
Regular,
Responsive
Communications
and Proactive
Community
Engagement
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80 Examples
Evaluate philanthropic funding
opportunities through public and
private grant dollars.

Develop fee schedules for specific
program and service offerings, as well
as for facility rentals, specifying
reasonable nonprofit, individual, and
commercial rates.

Minimize staffing costs by utilizing
volunteer services where appropriate.

Build a strong reserve balance
annually by redirecting any unused
expenditure allocations to a reserve
fund.

Goal 5: Achieve
Financial
Sustainability
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81 Performance
Management:

KPIs &
Baselining
Metrics
XX% increase in program and
service participation
XX% increase in the number
of monthly visitors
XX% increase in percentage of
classroom utilization
(monthly)

SAMPLE KPIS
Grow program participation

OBJECTIVE
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82 Action Planning Template
LL
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83 Plan
Appendices
Working Group Members
Management Model Options
Overview
Potential Organizations for
Partnerships
Additional Plans
Survey Results
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84 WE'LL NOW TAKE TIME FOR

QUESTIO

NS & DISCUSSION

THANK YOU
LL
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85 ATTACHMENT 2
Draft Year One “Action Plan” for implementing the Strategic Plan

86 Attachment 2
Phase
1 2
3 4
5 Phases Tactic # Tactic Name Category On-going Completed Y1 Status Department Council Direction Phase 1

1.1.1.5 Schedule staff appropriately for facility and community needs. Personnel Ongoing No In-Progress NS
Phase 1

1.1.4.3 Ensure critical communications about GCC programs and offerings are available in English and Spanish. Operating Ongoing No Not Started NS Phase 1

1.3.1.2 Upgrade the Wi-Fi system to allow for fast, reliable and free community internet access at the GCC. Non-Structural CIP One-Time Yes In-Progress NS/GS Phase 1

1.3.3.1 Engage with the Goleta Union School District Board of Trustees and staff to relocate their maintenance,
operations and transportation functions and to purchase the current MOT site.

Non-Structural CIP Ongoing No In-Progress
City Managers
Office
Phase 1

1.3.3.2 Continue to work with a commercial real estate broker to locate a parcel suitable for use as a new site for the
GUSD MOT site. Non-Structural CIP Ongoing Yes In-Progress City Managers
Office
Year 1 Sequencing
Draft Year One “Action Plan” for implementing the Strategic Plan Note: This document represents a portion of the overall Action Plan and is presented for illustrative purposes only . This is designed to be a working document and is subject to continuous revision as funding, staffing, competing priorities, and other conditions dictate.

Year 1 Sequencing Phases
Currently happening or can happen before operator decision and reopening: Not operator dependent and can be started before reopening or City responsibility no matter what and can be started before reopening or already started
Started after operator decision but before reopening
At or near opening, high priority post-opening items
By end of Q2
Q2 through Q4 after reopening
Criteria
*within Phases items are ordered by tactic number
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 1 of 7 87 Phase 1

1.4.1.1 Have the City conduct a security assessment of the facility. Operating One-Time No Not Started NS
Phase 1

1.4.1.3 Alter the camera system so it provides appropriate security without creating a perception of distrust,
reducing the number of cameras while improving their
strategic location. Non-Structural CIP One-Time No Not Started NS Phase 1

2.1.1.2 Implement clear and consistent rental policies and fees. Operating One-Time Yes Not Started NS Phase 1 2.1.1.3 Implement a streamlined rental and application process. Operating One-Time Yes Not Started NS Phase 1

3.1.1.7 Ensure any direct programming is affordable for all residents. Operating Ongoing No Not Started NS/CMO
Yes
Phase 1 3.1.2.5 Focus on providing services and programs for seniors. Operating Ongoing No In-Progress NS/CMO Yes Phase 1

3.2.1.4 Implement an online registration system for
programming. Operating One-Time Yes In-Progress NS
Phase 1 4.1.1.2
Improve the website, making it bilingual and adding an
events calendar with up-to-date program information.

Operating One-Time Yes In-Progress NS/CMO
Yes
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 2 of 7 88 Phase 1

5.1.1.2 Explore tiered pricing structure options that encourage and attract Goleta residents, non-profits, community
groups, small businesses, and GCC neighbors to use the
Center, including developing agreement schedules that
allow small programs to startup and grow within the
space. Operating One-Time Yes In-Progress NS
Phase 1

5.1.2.4 Develop fee schedules for specific program and service offerings, as well as for facility rentals, specifying
reasonable nonprofit, individual, and commercial rates. Operating One-Time Yes In-Progress NS Phase 2

1.2.1.1 Improve the indoor lighting, painting, and carpeting. Non-Structural CIP One-Time Yes Not Started NS/GS Phase 2

1.3.3.3 Develop capital improvement project and funding plan for the MOT site, including researching grants and other funding sources for future site mitigation and
improvements.

Non-Structural CIP One-Time No Not Started
City Managers
Office
Phase 2 3.1.2.1
Assess programming needs and priorities of the
community on a regular basis.

Operating Ongoing No In-Progress NS
Phase 2

3.1.2.10 Partner to provide needed family services that compliment but do not duplicate programming provided
elsewhere in the surrounding area by collaborating with other service providers. Operating Ongoing Yes Not Started NS Phase 2 3.3.1.1
Establish relationships with local nonprofit and
community organizations for programming partnerships
Personnel Ongoing No Not Started NS
Phase 2

4.1.1.1 Implement the GCC marketing plan to relaunch the facility.

Operating One-Time No Not Started NS/CMO
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 3 of 7 89 Phase 3 1.1.1.3
Maintain staff trained with necessary skills, including regular safety, customer service and service referral
training. Personnel Ongoing Yes Not Started
Phase 3 1.2.2.2
Improve the landscaping and lighting in the front area of the Community Center.

Non-Structural CIP One-Time Yes Not Started
Phase 3 3.1.2.9
Provide visual and performing arts programming for all
ages.

Operating Ongoing No Not Started
Phase 3 3.2.1.3
Use of a variety of communication tools to ensure
maximum exposure, including print communications,
digital communications, local media announcements,
and social media. Operating Ongoing Yes Not Started
Phase 3 3.3.1.3
Create a marketing plan to educate partners about use
of the facility for programs and rentals. Operating One-Time Yes Not Started Phase 3 4.2.1.1
Provide opportunities for continuous feedback from
visitors, including drop boxes at the Center, a comment box on the GCC website, and a periodic survey. Operating Ongoing No Not Started NS Phase 3 4.2.1.2
Train staff in customer service and ensure they are
friendly and approachable for visitors to provide them
with feedback. Personnel Ongoing Yes Not Started
Phase 4 1.2.1.2
Create a welcoming indoor entrance and exit area with
bright lighting and new signage.

Non-Structural CIP One-Time Yes Not Started
Phase 4 1.3.1.5
Install a hydration station that allows for water bottle refills to reduce the use of single-use plastic bottles.

Non-Structural CIP One-Time No Not Started NS/GS
Phase 4 5.1.1.3
Evaluate philanthropic funding opportunities through
public and private grant dollars.

Operating Ongoing No Not Started NS/CMO
Phase 4 5.1.2.1 Develop a fundraising campaign for the GCC. Operating One-Time No Not Started NS/CMO Phase 4 5.1.3.1
Conduct regular public operations updates to the Parks
and Recreation Commission, including an annual
presentation. Operating Ongoing Yes Not Started
Phase 5 1.1.1.1
Develop an outreach and recruitment plan for
organizational growth that reflects community
demographics. Operating One-Time No Not Started
Phase 5 1.1.1.2 Host regular staff training in equity, inclusion, and Personnel Ongoing No Not Started Phase 5 1.1.1.4
Provide bilingual staff and/or interpretation services to meet community needs.

Personnel Ongoing Yes Not Started
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 4 of 7 90 Phase 5 1.1.2.1
Explore working with community artists to create visual vibrancy in the GCC, including youth artists and artists representing different cultural backgrounds in Goleta,
through painting murals and artwork for the GCC, using a selection process that includes public input.

Operating Ongoing No Not Started
Phase 5 1.1.2.3
Have a diverse musical playlist that plays in open / drop- in spaces in the Center.

Operating Ongoing No Not Started
Phase 5 1.1.2.5
Utilize community input in space design for the
Community Center.

Operating One-Time Yes Not Started
Phase 5 1.1.4.1
Develop a Diversity, Equity, Inclusion, Belonging, and
Accessibility (DEIBA) plan for the Community Center.

Operating One-Time No Not Started
Phase 5 1.1.4.2 Evaluate potential for creating gender-neutral Capital (Structural CIP) One-Time No Not Started Phase 5 1.2.1.3 Improve the comfort of the facility with new furnishings. Non-Structural CIP One-Time No Not Started Phase 5 1.2.2.1
Create a welcoming exterior entrance with new, clearly
articulated signage, consideration of a digital marquee out front (following a Conditional Use Permit process), and enhanced lighting. Non-Structural CIP One-Time Yes Not Started Phase 5 1.2.2.3
Remove unwelcoming items from the front of the
building (sand pit, lawn mower, porta potties, shed).

Non-Structural CIP One-Time Yes Not Started
Phase 5 1.3.1.1
Upgrade the HVAC system to allow for use of the facility as a cooling center and Red Cross Emergency Evacuation
Shelter. Capital (Structural CIP) One-Time Yes Not Started Phase 5 1.3.1.3
Explore creating community access to computers
through a laptop cart and printer.

Operating One-Time Yes Not Started
Phase 5 1.3.1.4
Renovate the kitchen to be commercial grade and code
compliant for commercial use. Capital (Structural CIP) One-Time No Not Started Phase 5 1.3.2.1
Create welcoming drop-in and lounge spaces for the
community to utilize. Capital (Structural CIP) One-Time No Not Started Phase 5 2.1.1.1
Ensure opportunities at the facility are balanced to meet physical, social, educational, recreational, and leisure needs of the community. Operating Ongoing No Not Started Phase 5 2.2.1.1
Conduct quarterly performance management meetings
with the GCC staff and Board of Directors to review
progress on goal and objective measures and present
updates to the Parks and Recreation Commission. Operating Ongoing Yes Not Started Phase 5 2.2.1.2
Conduct regular community engagement to understand
changing community needs via a periodic survey.

Operating Ongoing No In-Progress
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 5 of 7 91 Phase 5 2.2.1.3
Engage in regular communications with all service
providers and partners working at the Center to ensure
needs are being met. Operating Ongoing No Not Started
Phase 5 3.1.1.1 Ensure the provision of multi-generational programming. Operating Ongoing No Not Started Phase 5 3.1.1.2 Ensure the provision of multicultural programming. Operating Ongoing No Not Started Phase 5 3.1.1.3
Offer mass-appeal programming such as health &
wellness targeted services and courses.

Operating Ongoing No Not Started
Phase 5 3.1.1.4
Host large community celebrations, events, and
performing arts to bring everyone together.

Operating Ongoing No Not Started
Phase 5 3.1.1.5
Provide access to healthy foods through partnerships
with local non-profits, such as the Food Bank.

Operating Ongoing No Not Started
Phase 5 3.1.1.8
Ensure programming is culturally responsive (in
scheduling, price, language/translation and content). Operating Ongoing No Not Started Phase 5 3.1.2.3
Invite child serving organizations to provide classes and services. Operating One-Time Yes Not Started
Phase 5 3.1.2.4
Create after school activities, K-12 classes, and
enrichment opportunities that compliment but do not
duplicate programming provided elsewhere in the
surrounding area by collaborating with other service
providers. Operating Ongoing No Not Started
Phase 5 3.2.1.1
Implement community outreach and engagement
activities targeted to increase visitors and program
participation, including menu of programming, event
calendar, schedule and pricing options. Operating Ongoing No Not Started Phase 5 3.2.1.3
Use a variety of communication tools to ensure
maximum exposure, including print communications,
digital communications, local media announcements,
and social media.

Operating Ongoing No Not Started
Phase 5 3.3.1.4
Coordinate with service providers to rent the space to
provide services regularly, such as resource referral,
counseling, legal aid, computer literacy, and tutoring. Operating Ongoing Yes Not Started Phase 5 3.3.2.1
Establish relationships with organizations such as the
Santa Barbara Chamber of Commerce, Hispanic Chamber
of Commerce, and surrounding Old Town small
businesses. Operating Ongoing No Not Started
Phase 5 4.1.1.3
Explore creating a quarterly newsletter to share with the community to increase awareness & participation.

Operating Ongoing No Not Started
Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 6 of 7 92 Phase 5 5.1.2.2
Hire a professional grant writer to research and pursue public and private funding opportunities. Personnel One-Time No Not Started Phase 5 5.1.2.7
Explore creative ways for accepting donations or other
gifts in conformance with City of Goleta policies. Operating Ongoing No Not Started Copy of Copy of Attachment 2 - Draft Year One Action and Sequencing_MG edits 7 of 7 93