Human Services Committee
October 22, 2024

1 HUMAN SERVICES

STANDING COMMITTEE MEETING
Tuesday, October 22, 2024
1:00 P.M. – 3:00 P.M.
130 Cremona Drive, Suite B
Goleta, California
Councilmember Kyle Richards
Councilmember Stuart Kasdin
Robert Nisbet, City Manager
Jaime A. Valdez, Assistant City Manager
Shannon Kirn, Assistant to the City Manager
JoAnne Plummer, Director of Neighborhood Services
Cassidy Le Air, Senior Management Analyst
Melissa Cure, Management Assistant
Public Participation
If you wish to make a general public comment or to comment on a specific agenda item, the following methods are available:

Distribution to the Human Services Standing Committee - Submit your comment via email prior to 4 p.m. on the Monday prior to the Human Services Standing Committee meeting. Please submit your comment to Melissa Cure at: [email protected]. Your comment will be placed into the record and distributed appropriately.

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AGENDA
I. Public Comment
II. Support to Other Agencies Program
III. Fiscal Year 2025-2026 Grant Cycle
IV. FY 2024-25 Childcare Initiative Continued
Americans with Disabilities Act: In compliance with the ADA, if special assistance is needed to participate in a City Council meeting (including assisted listening devices), please contact the City Clerk's office at (805) 961-7505. Notification at least 72 hours prior to the meeting helps to ensure that reasonable arrangements can be made to provide accessibility to the meeting.

MEMORANDUM
DATE: October 22, 2024
TO: Human Services Standing Committee
FROM: JoAnne Plummer, Neighborhood Services Director
Cassidy Le Air, Senior Management Analyst

SUBJECT: Item II. Support to Other Agencies Program
RECOMMENDATION:

A. Review current recipients of the Support to Other Agencies Program; and B. Provide direction to staff for the conversion of Memoranda of Agreements for all of the currently contracted Support to Other Agencies recipients beginning on July 1, 2025, and ending on June 30, 2027; and
C. Review and recommend approval of updated Support to Other Agency Program Guidelines.

BACKGROUND:

On August 20, 2019, City Council approved two-year, non-competitive agreements for recipients for the Support to Other Agencies Program. However, at the June 1, 2021 meeting, Council expressed an interest in updating these non-competitive Support to Other Agencies (STOA) agreements to allow additional organizations to apply for funding.

At the August 2, 2021 Grant Funding Review Standing Committee (Committee) meeting, the Committee approved staff’s recommendation that a Request for Proposals (RFP) be issued to solicit funding requests from interested non-profits and governmental agencies.

The Council approved the issuance of RFPs for the STOA Program at their November 16, 2021, and November 15, 2022, meetings.

At the February 13, 2023 Committee meeting, Committee members suggested exploring the possibility of reclassifying some of the competitive Support to Other Agencies agreements as Memoranda of Agreements (MOAs) and setting them to last for longer than the currently approved agreements, which are set at two (2) years. At the July 18, 2023 City Council meeting, Council approved setting the issue for discussion with the Committee, and the Committee met on August 7, 2023 for deliberations.

Meeting Date: October 22, 2024

DISCUSSION:

The seven agencies that were awarded Support to Other Agencies funding are as follows:
• The Center for Urban Agriculture at Fairview Gardens
The Center for Urban Agriculture at Fairview Gardens has received $60,000 annually to support the visioning, planning, and redesign process for the farm, infrastructure, and programs and the creation of a long-term integrated strategic plan.
• Foundation for Girsh Park
The Foundation of Girsh Park has received $140,000 annually to fund park maintenance and landscaping, maintaining 25 acres of land for recreational use. • Goleta Union School District
The Goleta Union School District has received $20,000 annually to provide crossing guard services to four elementary schools.
• Goleta Valley Historical Society
The Goleta Valley Historical Society has received $100,000 annually to provide educational and community programming, day camps, and property maintenance. • Goleta Lions Club – Holiday Parade
The Lions Club has received $15,000 annually to support the organization of the Goleta Holiday Parade in Old Town Goleta.
• Santa Barbara MOVES
MOVE Santa Barbara County has received $15,000 annually to provide bicycle and pedestrian safety activities and deliver a Safe Routes to School program. • South Coast Railroad Museum
South Coast Railroad Museum has received $50,000 annually to support community events and the museum's operation.

These agreements began on July 1, 2023, and were executed for two-year terms, ending on June 30, 2025.

At the August 7, 2023 meeting, the Committee recommended converting six of the seven Support to Other Agencies agreements to MOAs and extending the agreement period from two to four years. The recipient not included in the original MOA recommendation, the Goleta Lions Club – Holiday Parade (Lions Club), was initially excluded due to multiple organizations organizing the Holiday Parade. Since the August meeting, the Lions Club has committed to organizing the Holiday Parade.

Staff recommends including the Lions Club as an MOA and include verbiage in the agreement that limits the funding to support the organization of the Holiday Parade. In the event the Lions Club no longer organizes the Parade, the agreement would be Meeting Date: October 22, 2024

terminated. If desired, the MOA could also be updated with an alternative scope of services, not limiting the funding support for only the Holiday Parade but still limiting the funding to the objectives and terms outlined in the STOA Program Guidelines.

Due to the Hollister Interim Striping Project, changes to the road conditions and the installation of delineators required increased pedestrian and spectator safety measures for the parade, which have resulted in increased costs for the City. The Lions Club was also awarded an additional $5,000 through the City Grant Program, receiving a total of $30,000 in City funds to support the Goleta Holiday Parade for Fiscal Year 2024-

25. In an effort to consolidate all the funding into one program, staff has increased the funding amount based on this year's cost for the parade. An alternative to increasing future allocations would be to wait for the true costs of the parade this fiscal year, making any necessary fiscal adjustments.

The funding agreement for the Center for Urban Agriculture at Fairview Gardens (Fairview Gardens) was to support an extensive visioning, planning, and redesign process for the farm, infrastructure, and programs and the creation of a long-term integrated strategic plan for Fairview Gardens' physical operations and affiliated programs. The original estimated date of completion for the visioning process and strategic plan was Spring/Summer 2024. As of October 2024, Fairview Gardens is still in the planning process, and the estimated date for plan submittal is within the next six weeks.

Due to the approved use of the funding being for strategic planning, staff has contacted Fairview Gardens for confirmation on the project timeline and intended use of funding if additional funding cycles are awarded. The proposed activities for the additional years include 1) engaging the community and neighbors about rebuilding plans and preparation of public hearings, professional services for Conditional Use Permit (CUP) and permitting process, expanding strategic planning to address physical operations, affiliated programming, and business modeling, and 4) take first steps toward replanting perennial crops on the farm in early 2026. Fairview Gardens has provided an updated project timeline, funding proposal, and brochure as Attachment 4. They have requested a total of $100,000 per year, a current increase of $40,000 annually or 66 percent from their current annual allocation of $60,000.

Terms of the MOAs
The MOAs will be non-competitive and not require recipients to submit Requests for Proposals (RFPs). The execution of the agreement and future amendments to the MOAs will be initiated based on Committee recommendations and subsequent Council approval.

A benefit of having a longer-term MOA in lieu of an annual agreement would be allowing the organizations to incorporate the funding into their budgets for future years.

Year-End Reporting & Recordkeeping
Recipients are required to submit detailed budget and program narratives prior to the start of the agreement, as well as year-end reports detailing expenditures and program accomplishments for each fiscal year. Submitted budgets will be subject to staff Meeting Date: October 22, 2024

monitoring and compliance checks to ensure adherence to the agreed terms and conditions of the MOAs.

The "End of Year Report" captures the following performance outcomes:
• Activity or program accomplishments.
• Detailing of any significant deviation from the activity/program goals and objectives, if any.
• Detailing of any significant deviation from the budget proposal submitted with the activity/project application, if any.
• Number of persons in Goleta served.
• Provision of an itemized budget report detailing how the program or activity funds were expended.

Annual Increases
While an annual or biennial increase was discussed, the Committee did not finalize amounts or percentages. However, the Committee did recommend including the following language in the MOA: “…subject to Council approval of budget,” noting that while the 2023-2024 and 2024-2025 budgets have been approved, these MOAs, if approved for the additional two-year term, would go into the 2025-26 and 2026-27 budget cycles. Staff is recommending an annual increase of 2 percent for the following two fiscal years.

Funding Amounts
The below funding amounts are based upon current allocations with a two percent annual increase compounded.

Support to Other Agencies Funding Annual Increase
(Compounded) 2%
Organization Current
Amount Year 1 Year 2
Santa Barbara MOVES $15,000 $15,300 $15,606
Foundation for Girsh Park $140,000 $142,800 $145,656
Goleta Lions Club – Goleta Holiday
Parade $30,000 $30,600 $31,212
Goleta Valley Historical Society $100,000 $102,000 $104,040 South Coast Railroad Museum $50,000 $51,000 $52,020
Center for Urban Agriculture at Fairview
Gardens $60,000 $61,200 $62,424
Goleta Union School District $20,000 $20,400 $20,808
TOTAL AMOUNT $400,000 $423,300 $431,766
Following the Committee's recommendation for MOAs, staff will work with each agency on their program descriptions, proposed budgets, and deliverables for the additional fiscal years of the MOAs and provide them to the City Council for final approval. If the Meeting Date: October 22, 2024

Committee requests exploring different funding amounts, staff will return to the Committee with the updated proposals and funding requests for further discussion.

Updated Support to Other Agencies Guidelines
The Support to Other Agencies Guidelines was updated to reflect changes in the Committee names and funding amount available in the City Grant Program.

FISCAL IMPACTS:

The current STOA agreements were approved by the City Council at the March 21, 2023, meeting and incorporated into the 2023-24 and 2024-25 budgets. Funding has not been budgeted or approved for Fiscal Years 2025-26 or 2026-27. Should the Committee approve an annual increase, those amounts would be added into the appropriate budget cycle and subject to Council approval.

ALTERNATIVES:

The Committee could choose to keep all Support to Other Agencies agreements as they are, with an expiration set for June 30, 2025, and either 1) direct staff to issue an RFP or 2) directly negotiate with various agencies for the STOA program funding for FY 2025-26 and 2026-27.

In addition, the Committee could also choose to convert only some of the current agreements to MOAs with different expirations and/or changes in funding levels. If all of the forecasted budget is not included in the recommended allocation amounts, staff would need direction on whether to seek alternative programs for the funding or adjust the funding for the program in the upcoming budget cycle.

ATTACHMENTS:

1. Draft Memorandum of Agreement

2. Support to Other Agencies Program Guidelines

3. STOA Applications

4. Fairview Gardens Update & Brochure
ATTACHMENT 1
Draft Memorandum of Agreement
City of Goleta
Grant Agreement with _________________________

A MEMORANDUM OF AGREEMENT FOR GRANT FUNDS

BETWEEN THE CITY OF GOLETA
AND
_______________________________________
THIS MEMORANDUM OF AGREEMENT FOR GRANT FUNDS (“Agreement”), made and entered into this ______ day of ____________, 202_, by and between the CITY OF GOLETA, a municipal corporation (herein referred to as "City"), and the ___________________________________, a California non-profit corporation (herein referred to as "Grantee").

WHEREAS, Grantee is a non-profit organization supporting _______________________________; and
WHEREAS, Grantee is providing services as identified in paragraph 1A; and WHEREAS, the City chooses to contract for the above-described services, which benefit the City, its residents, business and property owners, and employees, because it is unable to provide such services with its own resources; and WHEREAS, it is beneficial to the City, its residents, business and property owners, and employees and the public welfare that these services be provided; and WHEREAS, Grantee desires to provide to the City, its residents, business and property owners, and employees said services and is qualified by reason of experience, organization, preparation, staffing, and facilities to provide such services; and WHEREAS, the City Council, on this ____ day of ______, 202_, approved this Agreement and authorized the City Manager to execute the Agreement.

NOW, THEREFORE, in consideration of the foregoing and the promises herein contained, City and Grantee agree as follows:

1. DESCRIPTION OF SERVICES
(a) The services to be performed by Grantee are as follows:
“_______________________________________________”
Grantee shall provide the following deliverables to the City by June 30, 202_:
(i) Financial documentation: This should include an itemized report detailing how the funds were expended. Grantee should also retain receipts of any expenditures as back up for a minimum of two years should the City request this information.

City of Goleta
Memoranda of Agreement with ____________________

(ii) Sample promotional program materials (if applicable) (iii) End-of-year program report: The Grantee shall complete and submit an End of Year Report for each program year during the term of this agreement, in accordance with the template attached as Exhibit B.
(b) Grantee warrants that funds granted by this Agreement shall be used solely for the purpose described on the application form submitted by Grantee. If the activity that is to be funded under this Agreement is canceled or substantially altered, Grantee agrees to notify City and to refund the grant amount in full or in part as directed by City.
(c) City determines that funding is for a project that provides a public benefit within the City of Goleta.
(d) No part of funds provided pursuant to this Agreement shall be used to construct a public project as that is defined in California Labor Code Section 1771, or any administrative or judicial authorities interpreting this section.

2. GRANT PAYMENT
(a) Maximum and Rate. The total grant payable to Grantee by City for services under this Agreement shall be $_____________, paid out annually in payments of $________________.
(b) Payment Schedule. City shall fund Grantee with grant funds no later than October 31, 202_ on an annual basis.

3. RESTRICTIONS AND LIMITATIONS ON USE OF CITY FUNDS
(a) Grant funds provided by City under this Agreement shall not be used for political campaigning purposes or activities. Grantee may not endorse, fundraise, campaign or otherwise support or oppose a candidate for a City of Goleta elected office. (b) Grant funds provided by City under this Agreement shall not be used for religious activities.

4. TERM
The term of this agreement shall commence on July 1, 202_ and continue until June 30, 202_.

5. CITY PROJECT MANAGER AND SERVICES BY CITY
City’s “Project Manager”, as that person is designated by the City from time to time, is Cassidy Le Air, Senior Management Analyst.

City of Goleta
Memoranda of Agreement with ____________________

6. PROGRESS AND COMPLETION
Grantee shall commence work on the services to be performed upon receiving written authorization to proceed with the work provided by City's Project Manager and receipt of an executed Agreement. All services shall be completed within the term of this Agreement. If the services are incomplete in any way, the Project Manager may take appropriate action under this Agreement, at law or in equity, including requiring Grantee to repay to City any funds received for such projects.

7. PREVAILING WAGES
To the extent any work performed by or for the Grantee pursuant to this Agreement requires that the payment and reporting of payment of prevailing wages pursuant to State law, such obligation is the responsibility of Grantee.

8. OWNERSHIP OF DOCUMENTS
City may request any drawings, designs, data, photographs, report and other documentation directly related to the project (other than Grantee’s drafts, notes and internal memoranda), including duplication of same, prepared by Grantee in the performance of these services.

9. PERSONAL SERVICES/NO ASSIGNMENT/SUBCONTRACTOR
[NAME] or other City-approved representative, is deemed to be specially experienced and is a key member of the project team of Grantee, and shall be directly involved in performing, supervising or assisting in the performance of this work. She/he shall communicate with, and periodically report to, City’s Project Manager on the progress of the work. No work shall be assigned to a subcontractor without City’s written consent.

10. HOLD HARMLESS AND INDEMNITY
(a) Hold Harmless for Grantee's Damages. Grantee holds City, its elected officials, officers, and employees, harmless from all Grantee’s claims, demands, lawsuits, judgments, damages, losses, injuries or liability to Grantee, to Grantee's employees, to Grantee’s volunteers, contractors or subcontractors, or to the owners of Grantee's firm, whether damages, losses, injuries or liability occur during the work required under this Agreement, or occur while Grantee is on City property, or which are connected, directly or indirectly, with Grantee's performance of any activity or work required under this Agreement.
(b) Defense and Indemnity of Third Party Claims/Liability. Grantee shall investigate, defend, and indemnify City, its elected officials, officers, employees, and volunteers from any claims, lawsuits, demands, judgments, and all liability including, but not limited to, monetary or property damage, lost profit, personal injury, wrongful death, general liability, automobile, infringement of copyright/patent/trademark, City of Goleta
Memoranda of Agreement with ____________________

or professional errors and omissions arising out of, directly or indirectly, an error, negligence, or omission of Grantee or Grantee’s volunteers, contractors, subcontractors, or the willful misconduct of Grantee or Grantee’s volunteers, contractors, subcontractors, in performing the services described in, or normally associated with, this type of contracted work. The duty to defend shall include any suits or actions in law or equity concerning any activity, product or work required under this Agreement, and also include the payment of all court costs, attorney fees, expert witness costs, investigation costs, claims adjusting costs and any other costs required for and related to such litigation.
(c) No Waiver. City does not waive, nor shall be deemed to have waived, any indemnity, defense or hold harmless rights under this section because of the acceptance by City, or the deposit with City, of any insurance certificates or policies described in Section 11.

11. INSURANCE
Without limiting Grantee’s indemnification of Agency, and prior to commencement of Work, Grantee shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to Agency.

General liability insurance. Grantee shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence and $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Automobile liability insurance. Grantee shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Grantee arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit per accident.

Workers’ compensation insurance. Grantee shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). Grantee shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of Agency, its officers, agents, employees and volunteers.

Primary/noncontributing. Coverage provided by Grantee shall be primary and any insurance or self-insurance procured or maintained by Agency shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall City of Goleta
Memoranda of Agreement with ____________________

also apply on a primary and non-contributory basis for the benefit of Agency before the Agency’s own insurance or self-insurance shall be called upon to protect it as a named insured.

Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. If the Grantee maintains higher limits than the minimums shown above, the Agency requires and shall be entitled to coverage for the higher limits maintained by the Grantee. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the Agency.

All insurance policies shall be issued by a financially responsible company or companies authorized to do business in the State of California. City, its officers and employees, shall be named as additional insured. Grantee shall provide City with copies of certificates for all policies, in a format acceptable to City, with the appropriate named additional insured coverage and an endorsement that they are not subject to cancellation without 30 days prior written notice to City. Insurance certificates must be submitted by Grantee and approved by City before grant work commences.

12. RELATION OF THE PARTIES
The relationship of the parties to this Agreement shall be that of independent contractors and that in no event shall Grantee be considered an officer, agent, servant or employee of City. Grantee shall be solely responsible for any workers compensation insurance, withholding taxes, unemployment insurance, and any other employer obligations associated with the described work.

13. AUDIT OF RECORDS
At any time during normal business hours and as often as it may deem necessary, Grantee shall make available to a representative of City for examination of all its records with respect to all matters covered by this Agreement and will permit City to audit, examine and/or reproduce such records. Grantee will retain such financial records, time sheets, work progress reports, invoices, bills and project records for at least two years after termination or final payment under this Agreement.

14. WAIVER; REMEDIES CUMULATIVE
Failure by a party to insist upon the strict performance of any of the provisions of this Agreement by the other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such party's right to demand strict compliance by such other party in the future. No waiver by a party of a default or breach of the other party shall be effective or binding upon such party unless made in writing by such party, and no such waiver shall be implied from any omissions by a party to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover City of Goleta
Memoranda of Agreement with ____________________

any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any such right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy.

15. CONSTRUCTION OF LANGUAGE OF AGREEMENT
The provisions of this Agreement shall be construed as a whole according to its common meaning of purpose of providing a public benefit and not strictly for or against any party. It shall be construed consistent with the provisions hereof, in order to achieve the objectives and purposes of the parties. Wherever required by the context, the singular shall include the plural and vice versa, and the masculine gender shall include the feminine or neutral genders or vice versa.

16. MITIGATION OF DAMAGES
In all situations arising out of this Agreement, the parties shall attempt to avoid and minimize the damages resulting from the conduct of the other party.

17. GOVERNING LAW
This Agreement, and the rights and obligations of the parties, shall be governed and interpreted in accordance with the laws of the State of California. Should litigation occur, venue shall be in the Superior Court of Santa Barbara County.

18. NONDISCRIMINATION
Grantee shall not discriminate on the basis of race, color, gender, gender identity/expression, pregnancy, and sexual orientation.

19. CAPTIONS
The captions or headings in this Agreement are for convenience only and in no other way define, limit or describe the scope or intent of any provision or section of the Agreement.

20. AUTHORIZATION
Each party has expressly authorized the execution of this Agreement on its behalf and bind said party and its respective administrators, officers, directors, shareholders, divisions, subsidiaries, agents, employees, successors, assigns, principals, partners, joint venturers, insurance carriers and any others who may claim through it to this Agreement.

City of Goleta
Memoranda of Agreement with ____________________

21. ENTIRE AGREEMENT BETWEEN PARTIES
Except for Grantee's proposals and submitted representations for obtaining this Agreement, this Agreement supersedes any other agreements, either oral or in writing, between the parties hereto with respect to the rendering of services, and contains all of the covenants and agreements between the parties with respect to said services. Any modifications of this Agreement will be effective only if it is in writing and signed by the party to be charged.

22. PARTIAL INVALIDITY
If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way unless to do so would frustrate the principal purposes of the Agreement.

23. NOTICES
Any notice required to be given hereunder shall be deemed to have been given by depositing said notice in the United States mail, postage prepaid, and addressed as follows:

TO CITY: Robert Nisbet, City Manager
City of Goleta
130 Cremona Drive, Suite B
Goleta, CA 93117
TO GRANTEE: NAME

ORGANIZATION

ADDRESS

PHONE NUMBER

EMAIL ADDRESS

24. COUNTERPARTS AND FASCIMILE OR PDF SIGNATURES
This Agreement may be executed in one or more counterparts, each of which when executed and delivered shall be an original, and all of which when executed shall constitute one and the same instrument. This Agreement may be delivered by facsimile and/or emailed pdf format, and such signatures shall constitute an original signature for any and all purposes.

In concurrence and witness whereof, this Agreement has been executed by the parties effective on the date and year first above written.

City of Goleta
Memoranda of Agreement with ____________________

CITY OF GOLETA GRANTEE
__________________________ __________________________
Robert Nisbet, City Manager Name, Title
ATTEST
___________________________ __________________________
Deborah Lopez, City Clerk Name, Title
APPROVED AS TO FORM:

MEGAN GARIBALDI, CITY ATTORNEY
_____________________________
Scott Shapses, Deputy City Attorney
City of Goleta
Memoranda of Agreement with ____________________

EXHIBIT A
Description of Services & Proposed Budget
City of Goleta
Memoranda of Agreement with ____________________

EXHIBIT B
End of Year Report
(To be submitted annually for the duration of the Agreement) JULY 1, 202_ – JUNE 30, 202_
Agency Name:

Contract Amount: $
Activity or Program Name:

Activity Location:

Agency Contact Name:

Agency Contact Number:

1. Please describe the activity or program accomplishments.

2. Comment on areas of significant deviation from the activity/program goals and objectives, if any.

3. Comment on any areas of significant deviation from the budget proposal submitted with the activity/project application, if any.

City of Goleta
Memoranda of Agreement with ____________________

4. Approximately how many persons in Goleta were served?

5. Please attach an itemized budget report, detailing how the program or activity funds were expended.

ATTACHMENT 2
Support to Other Agencies Program Guidelines
City of Goleta
Neighborhood Services Department
Support to Other Agencies Guidelines
(Revisions for 2/19/19 City Council) PAGE 1
I. PURPOSE
The purpose of these guidelines is to provide staff with a process for the solicitation for services, evaluation of agencies, and recommendation of funding to the City Council for service agreements with nonprofit or governmental agencies that meet a significant community need.

Services funded through Support to Other Agencies are categorized by type with a specific funding process identified for each category. The categories and their processes may continue to be refined as necessary in future years. Nonprofit and government agencies may apply competitively for funding or be directed to negotiate outside of a competitive process for a targeted service that meets an identified City need or priority.

The Support to Other Agencies process is different from City Grants in a few ways:

1. Is not necessarily considered a grant, particularly if the funds are provided through a negotiated agreement outside of a competitive process;

2. Is awarded at a higher level than what a Goleta City Grant allows for (the Goleta City Grant Program caps awards at $10,000); and

3. Services are for specifically targeted or essential services that the City Council has prioritized.

Once a significant community need has been identified by the City Council, and it meets a City Council Strategic Goal, City staff must first identify that the request supports these key factors:

1. The agency provides a unique service that cannot be provided by another nonprofit at the same service level, and/or;

2. Has a unique relationship within the community to provide a service that cannot be provided by another nonprofit at the same service level, and/or;

3. A relationship with a governmental agency, or collaboration between multigovernmental and/or organizations to address a local or regional community need, and/or;

4. Funding exceeds the limits set for the Goleta City Grant Program ($10,000 limit for Goleta City Grant Program).

Policy Name:

Support to Other Agencies Program Guidelines
Policy No.:

NS-001
Date Adopted:

February 19, 2019
Date Revised: Adopted/Revised by:

City Council
City of Goleta
Neighborhood Services Department
Support to Other Agencies Guidelines
(Revisions for 2/19/19 City Council) PAGE 2
II. ELIGIBLE SERVICES AND PROGRAMS

1. All services and/or programs must benefit the City of Goleta community.

2. Services and programs must be sponsored or provided by nonprofit organizations or other governmental agencies.

III. PROCESS AND GUIDELINES
Generally, the services provided by nonprofit and governmental agencies fall into four categories. The Category and type of service needed may necessitate a competitive process if the service can be provided by another nonprofit agency at the same or similar service level, or if the service type is one that requires a multi-agency coordinated effort (such as addressing homelessness in Goleta which requires a multi-service approach).

1. Categories
Support to Other Agencies funding generally addresses the following categories:
a. Category 1. Governmental/Interagency Agreements - An agreement with another governmental agency or a collaboration among multiple jurisdictions and a nonprofit agency to provide services, economies of scale, and/ or leverage other grant funding for the targeted service.
b. Category 2. Homelessness Initiatives - An agreement with a nonprofit or governmental agency to provide assistance and services to the Goleta homeless population, or that aid in the prevention or elimination of homelessness in Goleta.

c. Category 3. Economic Development/Marketing and Promotions - An agreement with a nonprofit agency that furthers the economic development goals of the City of Goleta, which may include attracting and retaining new business, promoting business, providing community events and marketing efforts that draw and sustain new businesses, and providing jobs and services in the City of Goleta, and other priorities as stated in the City's Economic Development Plan or as directed by the City Council.
d. Category 4. City Facilities/Recreation Facilities – An agreement with a nonprofit agency that operates at a City-owned facility that is open to the public and benefits the overall community in its operations and offerings, or an agreement with a nonprofit agency operates a facility that provides an essential service to the community at-large that the City is unable to provide directly. e. Category 5 (Optional). Miscellaneous Community Programming (As Needed) – An agreement to provide funds for a specific community need not City of Goleta
Neighborhood Services Department
Support to Other Agencies Guidelines
(Revisions for 2/19/19 City Council) PAGE 3
directly supported by another category. The community need must be consistent with the City's overall goals and priorities as outlined in the Citywide Two-Year Strategic Plan.

2. General Process
Available funding may change depending on the strategic goals and objectives of City Council, the needs of the community, and the City’s fiscal health. It is the intent of the City Council to provide nonprofit and governmental agencies an opportunity to submit proposals for funding or negotiate for funding outside of a competitive process as appropriate. The City Manager will assign staff to manage the contracts, and the funding will be managed within the appropriate department budget.
a. Around January/February each year, staff will evaluate active agreements to ensure that accountability and reporting requirements are being met and determine if any agreements will expire at the end of the fiscal year. b. In March/April each year, City staff will provide a status report to the City Council that includes a recommendation for the continuation or extension of funding agreements, recommendations for a Request for Proposals (RFP) process for any new or refined service categories in the next fiscal year, and any recommendations for further refinements to the Support to Other Agencies process.
c. At minimum for all interested agencies, regardless of the service category they fall under, a scope of services and other service level and program budget information will be required. The scope will provide a detailed budget specifying how the funds will be utilized for the Goleta community. The service or program budget will identify all sources and uses of funding pertaining to the program or service. The agency will identify which City Council Strategic Plan goal and/or objective is met. City staff may request additional information as part of the RFP process.
d. Staff will evaluate all proposals and utilize the scope of services to develop proposed contract provisions and specific reporting and accountability requirements for selected agencies. At minimum, accountability and reporting requirements will be submitted annually to City staff and to the City Council. City staff will utilize this information for recommendations to the City Council of funding amounts in future years, along with any service level or programmatic changes recommended for consistency with the City's changing needs and priorities.
e. Staff recommendations may be presented to the Human Services Committee as needed for input and recommendations.
f. The City Council will evaluate staff (and Committee) recommendations and approve or provide direction on proposed agreements and their amounts. g. When a contract is approved, funding will be allocated in the budget from year to year to the respective department budget responsible for managing City of Goleta
Neighborhood Services Department
Support to Other Agencies Guidelines
(Revisions for 2/19/19 City Council) PAGE 4
the contract and funds, for the term of the agreement. The City Council may desire to amend or terminate a contract early as allowable under the provisions of the contract for various reasons including non-performance, unsatisfactory performance, any other violation of the terms, or for budgetary and priority reasons.
h. During the budget process, the City Council may evaluate the City’s funding priorities and will exercise its authority to adjust overall and categorical line item funding caps, as well as funding provided to individual agencies i. City staff will provide recommendations to City Council for adjustment of overall, categorical, and agency-level funding as appropriate. j. The City Council may approve additional funding requests at any time, to meet new and evolving community needs. New requests received outside of the RFP process and supported by the City Council (two or more in support) for further consideration, will be evaluated by staff and a recommendation for possible funding will be presented at a City Council meeting. Approved requests will be part of the following year’s funding process, unless otherwise indicated in the terms of the agreement.

IV. RESTRICTIONS AND LIMITATIONS

1. Agencies (and affiliates) receiving funding under these guidelines may not endorse, fundraise, campaign or otherwise support or oppose a candidate for a City of Goleta elected office.

2. Agencies receiving funding under these guidelines may not use funds towards religious activities and will have to demonstrate that all City funds were used for a non-religious service to the community.

3. Compliance, performance measurements, and reporting requirements will be provisions within the contract.

V. COMPLIANCE

1. The recipient is expected to maintain documentation to demonstrate how the funds benefited the Goleta community. The recipient may be requested to make a presentation before a Committee or at a City Council meeting or workshop.

2. If funds are not expended in accordance with the approved purposes, the agency will be required to refund the amount of funds. Failure to provide proper documentation may jeopardize any future funding. City of Goleta reserves the right to conduct an audit and/or require additional back-up information to substantiate how funds received from the City were expended.

VI. REVISIONS AND MODIFICATIONS
Revisions and modifications to the policy must be approved by the City Council.

ATTACHMENT 3
STOA Applications
Proposal to City of Goleta 2023
Submitted by The Center for Urban Agriculture at Fairview Gardens Date of Submission: 1/25/2023
A. Detail the program, service, and/or activity for which funding is being requested. If requesting funding for more than one program/service/activity, provide a description of each, and for each include these components.

The Center for Urban Agriculture at Fairview Gardens (CUAFG) has begun an extensive visioning, planning and redesign process for the farm, its infrastructure, and its programs. The historic farmhouse (now 125 years old), much of the farm’s basic infrastructure, and the farm itself are in desperate need of a major upgrade to allow the farm to continue its programs into the future.

Michael Ableman, CUAFG’s founder and original farmer, has now returned after twenty years away to lead this process. We are asking the City of Goleta to join other community partners in supporting this effort by providing funding for a portion of the soft costs related to planning, design, and permits.

Goals for the re-design and infrastructure upgrade are as follows:

To address critical infrastructure needs. The historic farmhouse, which is situated in the heart of the farm and is the home of our offices and meeting space, is in need of restoration and upgrading. Our goal for the restoration is to retain the building’s historic character and values while upgrading for structural safety and to accommodate current program needs.

The farm also lacks a service barn to house equipment, tools, workshops, and provide additional space to support expanding agricultural and educational needs. In addition, the farm stand located on Fairview Avenue is in need of renovating.

To create a climate resilient agricultural model that addresses the urgent issue of growing food with dwindling water and energy resources.

In spite of recent torrential rains, California agriculture is still facing dramatic water shortages and a continued cycle of drought and flooding. According to a Washington Post analysis of more than a century of temperature data, Santa Barbara and Ventura Counties are warming at nearly twice the rate of any other region in the continental US. Following on Fairview Garden’s five decades of modeling innovative agricultural practices, well before it was popular to do so, we are re-designing the farm to focus on deep rooted perennials that require little if any water and few external inputs.

We are also re-building the farm’s infrastructure to demonstrate a net zero consumption of energy through the installation of a large solar array, replacement of fossil fuel dependent machinery with electric technology, and reducing external crop inputs. Utilizing some of the best research and creative thinking in these fields, we aim to demonstrate that agriculture in California and beyond can respond creatively and effectively to a rapidly changing climate.

FAIRVIEW GARDENS
To design and build a relatable and easily replicable suburban home garden model for Goleta residents. Surrounding the farmhouse, the demonstration garden will model growing methods and systems to replace lawns with high density food production. Fairview Gardens is an agricultural island floating in a sea of tract homes and shopping centers.

Many of our suburban neighbors are seeking visible and accessible models for how they can convert their resource intensive front or back lawns into growing food. With their input, our hope is to empower urban and suburban dwellers with the tools, visible examples, and training to give them greater self-sufficiency and food security, improve nutrition, reduce water and fertilizer use, and limit the use of fossil fuels that are required to manage lawns.

To create a dynamic interactive kids’ garden. CUAFG has a long and productive history of providing exceptional educational opportunities for children. As part of our re-design, we are working with a team of landscape architects and educators to create a child’s world within the farm that can provide the opportunity for children to immerse themselves within a dynamic multi-dimensional edible sensory landscape.

To create a long-range master plan. This detailed long-term plan will encompass crops, infrastructure, operations, programing, and management. It will include a Farm Management Manual and monitoring mechanisms to provide a solid roadmap for staff and management into the future.

To create an endowment fund. We have included five million dollars to our broader capital campaign to create an endowment fund that will provide ongoing support for our educational and program needs in the future. These funds will provide a buffer to the ups and downs of farming, reduce the dependence on annual fundraising, and stabilize the organization’s programs and activities.

We have now raised just under one million dollars in seed money to lay the groundwork for the broader capital campaign to achieve the above goals. With the support of the city of Goleta and the broader community we are hoping to continue planning, design, and fundraising activities through 2023 and, assuming we reach our financial goals, begin implementation of our plans by the spring/summer of 2024.

B. Please summarize your agency's past performance (as applicable) in relation to the program/service/activity for which funding is being requested. Are there any trends, best practices, or research related to the program/service/activity that can provide a background or rationale for your proposed scope of services? The Center for Urban Agriculture at Fairview Gardens (CUAFG) is a California nonprofit organization that owns and operates a nearly 13-acre certified organic farm in the heart of Goleta surrounded by a community of residents and businesses. The land is permanently protected by an agricultural easement held by the Santa Barbara Land Trust.

Fairview Gardens and CUAFG had a prominent role in pioneering the sustainable, urban, and farm-based education agricultural movements. This history is well documented in three trade published books, a PBS film narrated by Meryl Streep, and numerous local, national, and international media stories, all of which brought positive attention to the community of Goleta.

In its fifty-year history, Fairview Gardens and CUAFG have inspired thousands of young people who visited by the busloads, fed hundreds of Santa Barbara County families annually, trained numerous individuals who are now successful organic farmers, and created one of the first active agricultural conservation easements in the country. At its peak, the farm produced a staggering diversity of fruits, vegetables, and pulses in volumes unheard of for its scale. Its modeling of innovative farming and soil fertility systems placed it at the forefront of a movement that was just beginning.

Now we have the necessity and the opportunity to update and expand on the farm’s past work by addressing the critical challenge of growing food in a changing climate, modeling “dry farming” techniques that were once a feature of Goleta valley’s agriculture, supporting the changing needs of our local community through teaching climate smart suburban home gardening, offering creative opportunities for youth, and providing a model for farms to successfully navigate an uncertain future.

As one of the last working diversified farms located in the highly visible heart of Goleta, we are in a position to once again become an invaluable resource for the city and the community both as an attraction and as a service provider. With climate change, increased urbanization, and food security issues at the forefront, we believe our role going forward has become ever more important.

C. Attach your organization's Mission Statement and explain how the program/service/activity fits the mission.

Organization’s Mission: To preserve the agricultural heritage of the 125-year old Fairview Farm; provide the local community with fresh organically grown fruits and vegetables; demonstrate the economic viability of sustainable agricultural methods for small farm operations; research and interpret the connections between food, land stewardship, and community well-being; and nurture the human spirit through educational programs and public activities.

Program Fit:

The ageing infrastructure at the farm has reached a point where agricultural and educational program activities cannot be fulfilled. After five decades of providing food and education to Goleta we have recognized that our infrastructure, our goals, and our programs need to evolve to better serve the changing needs and demographics of the Goleta Valley. While our mission is timeless, the facilities that support it are not. Upgrading those facilities along with upgrading how we serve the community are essential for us to continue.

D. Describe the operational aspects of the program/service/activity, including:

1. Days and hours of operation;

2. Number (estimated) of service hours provided annually; and

3. How the program/service/activity will be managed and monitored.

1. Days and hours of operation: Farm production and education programs have been paused to focus on fundraising, planning, re-design, and re-building. We project 2-3 years to complete this re-building phase at which time we will resume farming and education activities.

2. Number of service hours provided annually: In 2021, prior to pausing, we provided 1,189.5 service hours.

3. How the programs will be managed and monitored: Our founder and original executive director/farmer Michael Ableman will act as lead planner and fundraiser along with Taylor Herren as administrative assistant. We have a new board of directors focused on fundraising and planning and a small team of community members who are assisting in a volunteer capacity to fulfill our goals. We submit regular progress reports to our board along with ongoing updates to the community as we fulfill our fundraising goals and begin the process of re-building.

E. Describe the priority population that will be served, and the estimated number of Goletans Served.

When programming resumes, we will have a much greater capacity to increase the number of people served in addition to being available to a more diverse population. Along with re-building the farm’s ageing infrastructure, we are working on re-designing the programs we will offer with a focus on providing services to a wider range of people. This will include making all interpretative signage fully bilingual, hiring education staff who better represent the current demographics of Goleta, and creating programs and on-farm events that are more representative of the diversity of our community.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
At the completion of the two-year planning/redesign phase, we will have created a long-term integrated strategic plan for Fairview Garden’s programs, including an overview narrative and guiding principles, physical mapping and renderings, field plans and crop lists, architectural drawings, program designs, rebuild and program budgets, and hopefully permits to begin.

Fundraising will take place concurrently with the planning and design work, with our capital campaign made public after the first five million dollars have been secured. Success for this phase will be measured by the fulfillment of our fundraising goals and by the completion of all our planning, design, and permitting work.

G. Will the City's funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

It is tremendously valuable for us to have the City of Goleta as a partner in moving Fairview Gardens through this new phase. While the financial support from the city is essential, it is even more important for the community to see that the City of Goleta, along with our corporate, foundation and individual donors, is an active, prominent, and major partner in our efforts.

We have been doing extensive work on creating a solid case for financial support for our redesign and re-build. Pledges are coming in and interest is high amongst the broader Goleta and Santa Barbara communities. Our approach is to seek funding from a range of sourcesgovernment (municipal, state, and federal), individuals, foundations, and corporations.

H. Please describe the extent to which the requested funds vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize?
As mentioned previously, our approach to the revitalization of Fairview Gardens is to have the broadest possible range of financial support -from neighbors who might give a single dollar to major foundations who can provide millions. This was the approach twenty-five years ago when we raised the funds to permanently protect the land, and it will be the approach going forward.

Having the City of Goleta as a financial partner, invested in this effort, is essential not just for the funds provided, but because of the importance of the city’s endorsement of our work to protect Goleta’s agricultural heritage.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a one-year request. (Pilot programs or capital expenses are considered one-time requests.)
While the specifics of our needs will change when design, planning, and rebuilding has been completed, we are hopeful that the city will continue to support our efforts as they return to programs and operations.

J. Project Budget
Revenues
We have currently raised just under one million dollars to support year 1 (January 2023 – December 2023) which is focused on salaries, permits, design, consultants, etc. in advance of the actual rebuild of our facilities and the farm. During this time we will also be actively fundraising to fulfill our broader capital goals for the rebuild and for a small endowment. Our fundraising goal for phase one, including what has already been raised, is three million dollars.

Revenue FY 22/23
(Current Year)
July 2022 - June 2023
FY 23/24
(Next Year - Projected)
July 2023 - June 2024
City of Goleta Funds* $60,000 $120,000
Federal $0 $250,000
State $16,147 $50,000
County $15,000 $0
Municipal (Other Cities) $0 $0
School District $0 $0
Foundations/Trusts $100,000 $300,000
Donations/Fundraising $625,000 $2,000,000
Fees $0 $0
Other Sources/Revenues $0 $200,000
TOTAL REVENUE $816,147 $2,920,000
Expenditures
As of January 1, 2023 we began phase 1 of the project. We now have a fully engaged team of contractors and consultants and as such our expenditures relative to last year have increased significantly. A more detailed budget is available on request.

Expenditure FY 22/23 FY 23/24

Salaries, Benefits, Payroll Taxes** $195,000* $390,000* Consultants and Contracts** $100,000* $200,000*
Facilities, Utilities, Maintenance** $50,000* $100,000* Supplies $2,500 $5,000
Marketing (Printing, Advertising) $12,500 $25,000
Travel, Mileage, Training $10,000 $20,000
Equipment Rental/Maintenance** $20,000* $40,000*
Insurance $12,000 $12,000
Other Expenditures** $311,500* $300,000*
TOTAL EXPENDITURES $713,500 $1,092,000
**Additional Expenditure Details:

Salaries, Benefits, Payroll Taxes: The team includes an Executive Director, Administrative Director, and a part time bookkeeper, groundskeeper, farm worker, and fundraising coordinator.

Consultants and Contractors: In addition to the above we will also be engaging consultants and contractors to support the planning and permitting aspects of the redesign. This includes architects for infrastructure and landscape design, an energy and climate consultant, a land use and permitting consultant, and a government grant writing consultant.

Facilities, Utilities, Maintenance: The annual cost of utilities is approximately $20,000. This line item also includes the cost to maintain and make necessary repairs to the existing infrastructure, in addition to maintaining the land, and soil fertility work in preparation for the farm rebuild.

Equipment/Maintenance: Includes the cost of a recently purchased electric tractor that was subsidized with grants from the county and state. This also includes the cost to maintain existing farm vehicles and to purchase farm equipment as needed for the rebuilding of farm operations.

Other Expenditures: This category primarily includes the development soft costs related to permitting of the farmhouse restoration, farm stand renovation, and building of a new service barn. These expenses include city fees, an environmental review, structural and civil engineering, entitlement design and coordination, etc.

Deliverables
Girsh Park RFP for City of Goleta Funding to Outside Agencies FY 23-24 The Foundation for Girsh Park respectfully requests $140,000 to help fund park maintenance in fiscal year 2023-24. We are requesting an additional $5,000 to account for inflation and the ever-increasing expenses associated with park maintenance. The cost of all materials, water, equipment, and labor have dramatically increased in the last few years. To afford these increases, we have raised user fees, increased our fundraising activities, and continue a major annual draw from our endowment. Your added funding will help keep the facility in good working order for the community. Thank you for your time and consideration.

A. Detail the program, service, and/or activity for which funding is being requested. If requesting funding for more than one program/service/activity, provide a description of each, and for each include these components.

Since 2007, the City of Goleta and The Foundation for Girsh Park have maintained a highly successful public/private partnership to provide recreational opportunities for the community. The annual contribution from the City of Goleta allows Girsh Park to keep user fees affordable for the nonprofit organizations that use the facility. These nonprofit user groups include Dos Pueblos Little League, AYSO Region 122, Santa Barbara Soccer Club, Goleta Valley Dog Club, Central Coast Soccer League, Challengers Baseball, and Special Olympics of Santa Barbara, etc.

We estimate that Girsh Park receives over 500,000 visits each year for many different activities. We are a multi-use facility that brings together people of all ages, ethnicities, and socioeconomic levels to recreate in a safe and healthy environment. Your investment in Girsh Park helps to continue our successful enterprise and fulfills the need for community recreation. This model ensures that your citizens have recreational opportunities at a fraction of the cost compared to a traditional city model.

Over the last few years, Girsh Park was the only recreational facility that was able to stay open during a raging pandemic. Fields at local school districts and UCSB were closed to the public. This created a very high demand for our fields. To keep up with the high demand, we hosted soccer and baseball seven days a week. We placed teams on every patch of grass in the park. All that extra use wore out the grass throughout Girsh Park.

We are now investing significant resources to repair and rest fields to be ready for the next season. Without your funding to maintain the park, this would not be possible.

GIRSH PARK
B. Please summarize your agency's past performance (as applicable) in relation to the program/service/activity for which funding is being requested. Are there any trends, best practices, or research related to the program/service/activity that can provide a background or rationale for your proposed scope of services? Over the course of Girsh Park’s 23-year existence, we have utilized more than $22,000,000 worth of mostly private funding and resources to build, operate, and maintain this wonderful facility. Over that time, the City of Goleta has contributed about $2,000,000 to our efforts. Compared to a traditional city park model, this is a massive savings for taxpayers. We have been able to provide the community this facility with a relatively small amount of public money. That shows the success of our private/public partnership.

Our business model also allows you a return on investment from the many programs at Girsh Park. We host soccer and baseball programs year-round. Players visit Goleta from all over the area to participate. They stay in local hotels, eat at restaurants, and shop in our local stores. This directly benefits local business and helps to create greater tax revenue for the city.

Your contributions over the years have allowed us to focus other resources on capital improvement projects including a synthetic turf soccer field, new restrooms, a concession stand, batting cages, new ADA pathways, etc. We have also been able to focus efforts on developing more programs at the park, as well as improving the programs that we already have. Without your funding for maintenance, this would not be possible.

Today our fields are reaching maximum capacity, and we need to add more field time to accommodate the demand for field time. More synthetic turf and field lighting projects are needed. Our foundation is committed to meeting those desires, and we need your help to reach these goals.

C. Attach your organization's Mission Statement and explain how the program/service/activity fits the mission.
“It is our mission to develop, maintain and enhance The Lester A. and Viola S. Girsh Park to provide all community members with affordable, high-quality park and recreational facilities in a safe, attractive and healthy environment.” The funding we are seeking is allocated to our annual park maintenance budget.

Fundamentally, our organization’s main goal is to properly maintain Girsh Park. Balancing our operations budget long-term is the most important aspect of our business. When properly balanced, we can work on other mission fulfilling projects such as capital improvements and park beautification. All these efforts together define our mission and purpose. Our foundation’s purpose is to own, operate, and improve Girsh Park for the community.

D. Describe the operational aspects of the program/service/activity, including:

1. Days and hours of operation
Girsh Park is open 7 days a week, 365 days of the year, from 7AM to sunset. We have some nighttime activity including soccer under portable lighting to 9PM.

2. Number (estimated) of service hours provided annually This is difficult to calculate considering we are a 25-acre facility with multiple activities going on at the same time. We are open to the public for nearly 4,000 hours each year.

Programs like Dos Pueblos Little League, AYSO, Santa Barbara Soccer Club, Central and Coast Soccer League hold their sessions/seasons for a minimum of 48 hours per participant. Some of these programs are operated for multiple seasons each year increasing the estimated number of service hours per participant.

Families participate in multiple programs and spend time recreating at Girsh Park yearround. A common joke in the community is that AYSO stands for “All Your Saturdays Occupied”. Do not forget about two practices per week and a Sunday scrimmage! This holds true for our other baseball and soccer programs. We estimate that Girsh Park receives over 500,000 visits each year.

3. How the program/service/activity will be managed and monitored.

The public uses Girsh Park for organized programs/events and spontaneous/drop-in use.

This includes walking, running, playground use, meetings, picnics, workouts, dog walking, etc. Programs and events all vary by season and are carefully scheduled to coexist with one another. For instance, Dos Pueblos Little League plays in the spring, AYSO in the fall. Our youth sports occur after-school, on the weekends, or during school breaks.

Parties and picnics are booked year-round in our event venues, mainly on the weekends.

Girsh Park is always in use and is essential to the health of our community.

E. Describe the priority population that will be served, and the estimated number of Goletans served.

We serve all demographics at Girsh Park, including a wide range of ethnicities and socioeconomic levels. We have partnered with many other nonprofit organizations to provide recreation programs for youth and adults in our community. Our most attended programs include Dos Pueblos Little League and Challengers (400 participants), AYSO Region122 (2,500 participants), Central Coast Soccer League (1,000 participants) Santa Barbara Soccer Club (1,500 participants), etc. We estimate that sixty + percent of these participants live in the City of Goleta based on information provided by our users.

Scholarship programs are available through each program to ensure that all our programs are affordable to the public.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
The Foundation for Girsh Park measures success in several ways. Our number one goal each year is to balance our budget while successfully maintaining the facility. Each year we must generate enough revenue to offset expenses, and that is not an easy task. We also measure success by the number of people that utilize the facility each year.

Measuring the actual number is difficult, but we can look to our program participation numbers for a good representation. All our programs have grown throughout the years, and they are getting more popular by the season.

Another major goal each year is to improve and beautify Girsh Park outside of the dayto-day operations of park maintenance. For instance, this year we improved the baseball fields with new bullpens, pitching mounds, fences, and better infields. We put resources into landscape improvements, irrigation improvements and new irrigation controllers to save water. We measure our success by the improvement projects we have accomplished. Most of the funding for capital improvement projects is raised outside of the operating budget. Our organization is dedicated to improving the facility for the community, because Girsh Park will be needed for generations to come.

G. Will the City's funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

Yes, we leverage the resources of many other non-profit organizations to provide programs for the community. We have long-term partnership agreements with DPLL, SBSC, Goleta Valley Dog Club and AYSO. Your funding helps Girsh Park honor these agreements by keeping the facility in good working order for the participants. Without your funding our facility would be in poor shape, and each of these organizations would not have a safe place to play.

H. Please describe the extent to which the requested funds vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize?
Your continued funding is vital for our organization. Our wonderful public/private partnership with the City of Goleta has lasted for 15 years. If this partnership were to terminate, or be reduced, then it would be very difficult to keep Girsh Park in good working order for the community. Our business model would need to be dramatically changed, and ultimately it would affect the quality of the facility and programming. That would negatively impact Goleta residents. We would like to continue our partnership and expand it into the future.

We seek funding sources from all over the community. This includes a robust fundraising effort this year for both operations and capital improvements. This funding comes from families, individuals, foundations, corporations, etc.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a City of Goleta RFP for Programs, Services and Activities (Fiscal Year 2022/2023) one-year request. (Pilot programs or capital expenses are considered one-time requests.)
On-going operational funding for park maintenance is necessary for the health and longevity of Girsh Park. We can provide this wonderful community asset for a fraction of the cost that it would take to operate this as a traditional city park. Your support into the future is critical to ensure that Girsh Park is here for generations to come. Girsh Park is truly Goleta’s Park, and our partnership will always be essential to our success. Many thanks for your continued support.

City of Goleta RFP for
Programs, Services and Activities
(Fiscal Year 2023/2024)

Revenues
FY 22/23
(Current Year)
FY 23/24
(Next Year - Projected)
City of Goleta Funds*
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Trusts
Donations/Fundraising
Fees
Other Sources/Revenues**

TOTAL REVENUE
*In the first column titled "FY 22/23 (Current Year)", please note the amount of City of Goleta Funds received by your agency for the current fiscal year, if any. In the second column titled "FY 23/24 (Next Year - Projected)", please include the amount of City of Goleta funds your agency is requesting under this solicitation. **Please specify the Other Sources/Revenues:

City of Goleta RFP for
Programs, Services and Activities
(Fiscal Year 2023/2024)

Expenditures
FY 22/23
(Current
Year)
FY 23/24
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 23/24
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes
Consultants and Contracts
Facility, Utilities, Maintenance
Supplies
Marketing (Printing, Advertising)
Travel, Mileage, Training
Equipment Rental/Maintenance
Insurance
Other Expenditures**

TOTAL EXPENDITURES
*In the far-right column titled "City of Goleta Funds Requested for FY 23/24 (Next Year - Projected)", please specify the proposed uses for the requested funds by including amounts in the associated rows. For example, if your agency is requesting that a portion of City of Goleta funds be dedicated to facility maintenance, specify the amount in the corresponding row (Facilities, Utilities, Maintenance).
**Please specify Other Expenditures:
401 North Fairview Avenue • Goleta, CA 93117 • (805) 681-1200 January 25, 2023
City of Goleta
Response to RFP for the Provision of Programs, Services, and Activities that Support Government/Interagency and City Facilities/Recreation in the City of Goleta for Fiscal Year 2023/2024
Background:

Safety of students is of paramount concern for the Goleta Union School District (GUSD). In prior years, GUSD maintained a relationship through an MOU with the City of Goleta to take measures that enhance the safe transition of students on and off of school campuses and across the streets of Goleta through the hiring of crossing guards at the four school sites within the city limits. The City of Goleta and its commitment to public safety, provided funding of $20,000 each year to help pay for the cost to have crossing guards at their stations, every day, rain or shine, throughout the school year to mitigate the risks of pedestrian students making their way on and off campus before and after school. The total cost to provide this critical service to the GUSD students and their families, who reside in the City of Goleta, is over $50,000 per year, when fully staffed, at just these four schools. In recent years past, the City of Goleta has provided $20,000 to support the GUSD crossing guard program. GUSD hires, manages and assumes all responsibility for the administration of these part time employees.

This document serves as the official response to the RFP issued by the City of Goleta and the following pages will provide all of the information requested in the Deliverables section of the RFP document.

If you have any questions, please do not hesitate to contact me directly by email at [email protected] or by phone at (805) 681-1200 x2205
Sincerely,
Conrad Tedeschi, CPA
Assistant Superintendent Fiscal Services
Deliverables

GOLETA UNION SCHOOL DISTRICT
Fiscal Services
Board of Trustees
Dr. Richard Mayer, President
Dr. Vicki Ben-Yaacov, Vice President
Sholeh Jahangir, Clerk
Ethan Bertrand, Member
Emily Zacarias, Member
401 North Fairview Avenue • Goleta, CA 93117 • (805) 681-1200 A. Detail the program, service, and/or activity for which funding is being requested.

If requesting funding for more than one program/service/activity, provide a description of each, and for each include these components.

Provide crossing guard services in the neighborhoods adjacent to four elementary schools within the City of Goleta. Crossing guards are placed at busy intersections on all school days, Monday through Friday, before school and after school with exact start and end times that vary based on the individual school bell schedules. Crossing guards are supported by GUSD with signs and reflective vests as well as training to maximize safety for students, families and staff, and are supervised by school site principals. Some schools need additional crossing guards at multiple busy intersections so City support will allow for the continued staffing at those intersections to ensure the safety of these Goleta residents.

B. Please summarize your agency's past performance (as applicable) in relation to the program/service/activity for which funding is being requested. Are there any trends, best practices, or research related to the program/service/activity that can provide a background or rationale for your proposed scope of services?
GUSD provides crossing guards at all nine of its elementary schools.

Four of these schools reside within the boundaries of the City of Goleta.

These schools are La Patera, Brandon, Ellwood, and Kellogg. Crossing guards are a proven way to ensure safety of students crossing streets during the busy traffic times of morning drop off and afternoon pickup.

Crossing guards wear reflective vests and carry large stop signs.

Students arrive at school on foot and often ride bicycles and scooters.

Crossing guards. I am happy to say that there have been no related pedestrian/vehicle incidents in those intersections monitored by GUSD Crossing Guards.

C. Attach your organization's Mission Statement and explain how the program/service/activity fits the mission.

Mission Statement:

The mission of the Goleta Union School District is to maximize academic, intellectual, and personal growth in order for each student to prosper in, and positively influence, a diverse and dynamic world.

Comment
It is critical for students to feel safe and to be safe as they get to school and are leaving school to ensure the mission of the GUSD is achieved.

I have also attached the GUSD Strategic Plan of which a safe, healthy and secure environment is one of the critical Values and Beliefs. This starts on their safe arrival to school.
401 North Fairview Avenue • Goleta, CA 93117 • (805) 681-1200 D. Describe the operational aspects of the program/service/activity, including:

1. Days and hours of operation; Mon - Friday
 Before School 7:45am – 8:15am
 Early Kindergarten Release 1:30pm – 2:00pm
 After School 2:45pm – 3:15pm
 185 School days each year

2. Number (estimated) of service hours provided annually.  Approximately 1,850 hours across the four sites
(Avg 2.5 hours per day x 4 sites x 185 days)

3. How the program/service/activity will be managed and monitored.  GUSD Admin hires the crossing guards and provides training.

The individual school site Principals provide daily supervision and provide substitutes when the normal crossing guard is out.

E. Describe the priority population that will be served, and the estimated number of Goletans served.

Certified Enrollment at the four TK-6 elementary schools is 1,570 students broken down by school as follows:

Brandon - 444
Ellwood - 341
Kellogg – 409
La Patera – 376
These numbers reflect only students and do not include parents, babysitters, caregivers, siblings or others that might walk or ride with students to school.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
Success in our crossing guard program is measured by the safety of our community members and lack of pedestrian injury accidents from vehicles.

The measure would be the number of accidents and injuries.

G. Will the City's funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

The funding provided by the City will not leverage other resources. Even at $20,000 per year that that City provided in the past, GUSD would cover the remaining cost of salaries and benefits along with the cost of crossing guards at the remaining five school sites not in the City of Goleta.

H. Please describe the extent to which the requested funds vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize?
Funding for public school districts is limited and fixed based on local and state economic factors. When funding sources are cut, school districts are forced to prioritize programs. Safety is of paramount importance and the City’s support will ensure the crossing guard programs will not be cut.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a one-year request. (Pilot programs or capital expenses are considered one-time requests.)
401 North Fairview Avenue • Goleta, CA 93117 • (805) 681-1200 For years, this funding has been provided ongoing, year after year, and only recently has this changed that has required the school district participate in this competitive grant process. Our request is once again ongoing for the public safety of the Goleta Community.

J. Using the budget tables on the following pages, please list all revenue and expenses for the program/service/activity that you are seeking City funding for, according to the sources and time periods listed. Duplicate this form as necessary. Note: This budget form must be completed for each separate program/service/activity you are requesting City funding for. Any budgets submitted in separate format from the below tables will not be considered.

Revenues
FY 22/23
(Current Year)
FY 23/24
(Next Year – Projected)
City of Goleta Funds $7,150 $20,000
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Fundraising
Fees
Other Sources/Revenues**
TOTAL REVENUE $7,150 $20,000
Expenditures
FY 22/23
(Current
Year)
FY 23/24
(Next Year –
Projected)
City of Goleta Funds
Requested for FY23/24
(Next Year–Projected)*
Salaries, Benefits, Payroll Taxes $45,000 $50,000 $20,000 Consultants and Contracts
Facility, Utilities, Maintenance
Supplies
Marketing (Printing, Advertising)
Travel, Mileage, Training
Equipment Rental/Maintenance
Insurance
Other Expenditure**
TOTAL EXPENDITURES $30,000 $35,000 $20,000
*In the far-right column titled "City of Goleta Funds Requested for FY 23/24 (Next Year - Projected)", please specify the proposed uses for the requested funds by including amounts in the associated rows. For example, if your agency is requesting that a portion of City of Goleta funds be dedicated to facility maintenance, specify the amount in the corresponding row (Facilities, Utilities, Maintenance).

City of Goleta
RFP FOR THE PROVISION of
Programs, Services and Activities that
Support Government/Interagency and
City Facilities/Recreation in the City of Goleta
(Fiscal Year 2023/2024)
Goleta Valley Historical Society (GVHS)
Overview:

This proposal addresses the City of Goleta's plan to provide programs, services and/or activities that promote recreational, intergovernmental agency and educational opportunities in the City of Goleta, and as informed by the Citywide Two-Year Strategic Plan.

Deliverables:
(A.) Detail the program, service, and /or activity for which funding is being requested.

Funding Request for Programs, Recreational Activities and Grounds Maintenance:

Programs
Education: Our educational programming includes the more than 600 third graders from the Goleta Union School District and beyond who participate in our Ranch Days program, a flagship program for the Goleta Union School District (GUSD), which meets the state-mandated curriculum for local history.

We launched the Camp Stow summer program in 2019. This highly successful program available to K-3 rd grade
children, is an expansion of the Ranch Days program that provides a week-long session of experiential learning through interaction with our ranch yard chickens, baby goats and other live farm animals, lake walks, exploration of our natural environment, and arts and crafts activities. This program has been so beneficial to our local children, that at the request of community parents, we held (4) weeks of Camp Stow in 2022 with the addition of “Winter” Camp Stow during the winter break from school. With the generous funding provided in the past by the City of Goleta and other benefactors, we can offer an additional week this Spring 2023 with the addition of “Spring Break” Camp Stow. The pandemic continues to create many barriers for our families who rely upon quality childcare and afterschool programs to enable parents to work to support their families. All our youth-centered educational programs have a proven record of accomplishment for being engaging, stimulating and FUN! Our custom designed programs for the youth in our community blends beautifully with the City of Goleta’s priority to support aid to our local schools while also addressing the needs of our parents who have shouldered the lion’s share of uncertainties throughout the pandemic.

Additional Educational Opportunities: The society collects and makes available to the community, historical resources and provides educational programs for adults that promote local history. This includes lectures and exhibits that showcase different topics related to the Goleta Valley. Our Visitor’s Center has a large collection of books, (many are written by local authors), and other items that detail the history and lives of those who live in our 1 GOLETA VALLEY HISTORICAL SOCIETY
unique slice of paradise.
• GVHS has created three onsite educational areas that provide intentional self-guided tours of the Rancho La Patera Ranch. Upon entering the property,
• 1) the Visitor Interpretive Center welcomes guests to an overall description of the property featuring a model of the Rancho La Patera footprint, placement of buildings and grounds. The Visitor Interpretive Center also posts various aspects of the history of the property and the Stow Family. Passing between the Stow House and bunkhouse, visitors enter
• 2) the Ranch Yard, an interactive display of farm equipment used on the property. Utilizing funding from a grant secured late in 2021, we updated the Ranch Yard tour with engraved signage and QR capabilities to provide a broader understanding of the farming/agricultural industry locally and the impact of the contributions of the research done on the Rancho La Patera nationally. At the back of the Ranch Yard is the century-old walnut packing shed, which houses
• 3) the History Education Center, telling the story of the Goleta Valley, from Chumash and native peoples up to present day, with a focus on ranching and agricultural stories. The center has been designed as an interactive experience, utilizing new technologies, innovations, and materials to enhance the visitor experience.
• 4) STOW 150 Exhibit: In celebration of the 150th Anniversary of Rancho La Patera and Stow House, the GVHS Archivist, along with the help of staff, board members, volunteers, and family members of the Stow family, created and installed a breathtaking, permanent exhibit within the History Education Center. Photos, historical ranching documents, memorabilia, personal videotaped interviews, and many other items from the GVHS collection and Stow family have been preserved for our community to view and appreciate. • 5) Educational Lecture Series/Oral Histories: The GVHS is in the process of scheduling historical themed lectures related to the history of the Stow family and Goleta ranching history. In addition to scheduled lectures by local community experts, we have captured oral histories from members of the Stow family, local ranchers, and long-term volunteer docents. This information will be integrated into our docent-led tours of Stow House and La Patera Ranch becoming part of our historical archives for posterity. • 6) Tours: These educational opportunities are complemented by the docent-led tours of Stow House.

Visitors can ask questions of the docents who are well versed on the house, its period contents, the Stow family, and aspects of their life as Goleta residents, scientists, and agricultural entrepreneurs and inventors.

With the City’s approval, GVHS invested in a Master Interpretive Signage Project in 2015 to help visitors understand the history of the property. Residents walking their dogs, bird watching or just taking time during their lunch break, stop and read the signs that reveal the history of this historic property.

Festivals and Large-Scale Recreational Activities
The Goleta Valley Historical Society has a rich tradition and history of overseeing many annual local festivals. These major events include:
• Fiesta Ranchera (presented by Old Spanish Days-Fiesta). This past year was the 13 th anniversary for hosting
this event at the Stow House with a modified attendance of approximately 400 due to Covid restrictions.

Normally this event draws approximately 1000 attendees and is one of the most popular events of the summer.
• Old Time Fiddler’s Festival (celebrating 50 years in 2022 and usually 1200 attendees each year) • Old Fashioned 4th of July (celebrating its 50th year with 1500 attendees on average) • Music at the Ranch (a free summer concert series, featuring local musicians). This series has offered a safe, outdoor recreational experience for community members.
2 • Sundays at the Ranch (a weekly event that includes barnyard fun with our furry and feathered friends, tractor rides, arts and crafts, and outdoor walks on the property). This is a very popular event for our local families and out-of-town visitors to the area. Many local bird watching groups come out every Sunday. • Holiday at the Ranch (this 2-day event features Stow House tours for family and friends to enjoy the house decorated in fine holiday regalia, visits to Santa by children and their parents, keeping with the traditions that the Stow family enjoyed over many years. Our volunteer Santa has delighted children for 26 years! • Stow House Tours (tours take place every weekend [except for January], with volunteer docents offering a rich guided history of the Stow House, the Stow family, and the community of Goleta) Note: Except for Fiesta Ranchera, all our community events are free for GVHS members. Our programs and events draw a diverse population from every socio-economic group of our region.

Additional Private Events
The GVHS is committed to continue its tradition as a gathering place for events on the Rancho La Patera and Stow House property. The GVHS continues to open this exquisite property for Weddings, Fundraisers, Private and Corporate Events and Memorial Services to enable families and companies to celebrate those meaningful events in their lives. Our desire is that with our continued partnership with, and funding from, the City of Goleta, we will be able to increase our exposure and services as an excellent, full-service destination location for these most important and meaningful occasions.

Note: Some previously utilized parking on the property has now been designated as “environmentally sensitive”.

The Society supports this designation; however, this change in circumstance has led to the exploration of alternatives for off-site parking and shuttle services to properly accommodate the needs of our guests who attend events hosted on the property. We are grateful to the City of Goleta for their generosity in offering to assist the Society in developing mutually beneficial guidelines to address this necessary component for hosting community and private events. The Society is clear that for private events, the potential costs incurred for parking/shuttle services for private events would be the financial responsibility of the hosting entity. For community-wide events, we are hopeful that the City will accept our request for funding through this RFP process in order to cover these potential costs in the future.

Maintenance: Since 1967, GVHS has been the steward of Rancho La Patera & Stow House. GVHS maintains and interprets 4.7 acres within the Lake Los Carneros Nature & Historical Preserve, which features the Stow House, built in 1872. To facilitate and encourage return visits from the community, along with hosting events, we intend to address the much-needed deferred maintenance on the interior of the Stow House and the Ranch Yard, which we have not been able to fully fund din the past few years due to the pandemic. Our Building and Maintenance committee crew is eager to move forward with several priority projects to maintain this highly valued asset of the City of Goleta. In the Ranch Yard, we look to overhaul the existing grounds with turf or sod. We need to restore the blacksmith shop to its former glory, and attend to maintenance on other ranch buildings, such as repairing and reroofing the History Education Center and the Ranch Yard Carriage Center to protect the historical assets contained within.
(B.) Summarize your agency’s past performance (as applicable) in relation to the program/service/ activity for which funding is requested.

The Goleta Valley Historical Society has a long-standing track record (since 1967) for delivering quality programs, events, and maintaining the grounds that encompass Rancho La Patera and Stow House. Our programs and camps always have a waiting list, and our attendees praise us for our performance. We work closely with the maintenance 3 staff from the City of Goleta to make sure the grounds are clean, safe, and aesthetically pleasing to those who visit.

We are listed on the National Registry for Historical Landmarks. (C.) Attach your organization’s Mission Statement and explain how the program/service/activity fits the mission.

The Mission of the Goleta Valley Historical Society is to collect, preserve, interpret, and foster appreciation of Goleta Valley's history through exhibits, programs and stewardship of the historical Rancho La Patera, home to the Stow family.

All the above-mentioned items in Section A of this application details how we support our Mission Statement. (D.) Describe the operational aspects of the program/service/activity, including:

1. Days and Hours of Operation
• The Ranch Yard and History Education Center is currently open Sundays from 11 a.m. to 2:00 p.m. • The Museum Store and Visitor Interactive Center are open Saturdays and Sundays from 1:00 p.m. to 4:00 p.m.
• Beginning again in February 2022, one-hour Stow House tours will be held on Saturdays at 2:00 p.m. and 3:00 p.m.

2. Number (estimated) of service hours provided annually 25,000 people per year or an estimated 20,000 unduplicated individuals

3. How the program/service/activity will be managed and monitored The GVHS is overseen by a Board of Directors comprised of 6 volunteer community members and is currently managed by one full-time employee (Director of Operations) and two part-time employees who coordinate event planning, marketing and membership, visitor services and guest services in our on-site Museum store. These paid staff members are supported by the efforts of nearly 50+ volunteers throughout the year. The Director of Operations serves as on-site security support while living in the Caretaker’s Cottage. This on-site security presence is an important benefit to the GVHS and the City, in that it provides a set of eyes and ears on a property that is somewhat remote in its location, despite being close to neighborhoods and business areas. Because this security presence is currently the Director of Operations, the property is monitored throughout the day as well as the evening and nighttime hours. (E.) Describe the priority population that will be served, and estimated number of Goletans served.

The Goleta Valley Historical Society serves over 25,000 people each year from all walks of life. We welcome all folks from infants to senior citizens regardless of race, religion, or socioeconomic status. Although most individuals who enjoy our offerings are Goletans, through word of mouth, outreach, and advertising, our sphere of influence is growing and we are serving as host to more and more people from the Santa Barbara, Montecito, Carpinteria communities and beyond.
4 (F.) How does (or will) your organization measure success or performance of your program/service/activity?
The City of Goleta (through repeated leasing agreements) has been supportive of The Society for so many years because we are good stewards of their community valued asset. Through our community and educational offerings, we are the heart of Goleta’s community and history. No other entity within Goleta provides the range of large-scale community gathering opportunities that we provide, nor impacts so many of its residents. We serve as a repository for the history of the City of Goleta. With the City’s investment in maintaining our mutual and successful relationship, the City will maintain a valuable foundation upon which its success is built. We are grateful for your support of GVHS and are proud to be your partners in this critical work.
(G). Will the City’s funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

Yes. When applying for other grant opportunities and donations from the private sector, these funders want to know about other entities who support the agency requesting funding. We are proud to report that we collaborate with the Railroad Museum and the other museums in town on joint programs and projects when appropriate.
(H). Describe the extent to which the requested funds are vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize?
The Goleta Valley Historical Society, without the generous support of the City of Goleta, our cherished membership and community foundation funding, the GVHS would not be able to provide the level of service we currently offer.

Without funding on an on-going basis, this wonderful and long-term partnership with the City of Goleta, the valuable assets and links to the past – the interpretation of Rancho La Patera & Stow House and records associated with the 19th and 20th century growth – will suffer. The City's funding is critical as we submit proposals to local foundations, many of which ask for a list of others who support us. In this way, we can leverage the City's faithful and generous giving for additional donations that support both our operating budget and special projects. (G) The Goleta Valley Historical Society receives about one-third of its required income from membership dues, programs, events, rentals, museum store sales and investments. We are dependent on charitable income for the balance. Operating on a budget of approximately $300,000 that means that we must raise approximately $200,000 annually from donations. (H) This makes the City's investment vital to our health as an organization and to the offerings we can bring to the Goleta community.
(H). Please explain whether the requesting funding is needed on an on-going basis, or if this is a onetime request.

This is an ongoing request.
5 Revenues
FY 22/23
(Current Year)
FY 23/24
(Next Year - Projected)
City of Goleta Funds* 105,300 110,000
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Trusts 28,500 25,000
Donations/Fundraising 106,000 60,000
Fees 1,400 3,000
Other Sources/Revenues** 52,000 107,000
TOTAL REVENUE 293,200 305,000
*In the first column titled "FY 22/23 (Current Year)", please note the amount of City of Goleta Funds received by your agency for the current fiscal year, if any. In the second column titled "FY 23/24 (Next Year - Projected)", please include the amount of City of Goleta funds your agency is requesting under this solicitation.
**Please specify the Other Sources/Revenues:

These are actuals from FY 22: Youth Camp Tuition Fees-$25K; Weddings-$20K; Corporate/Private Events-$20K; Individual Donations-$16K; Investment Income-$14K; Sales of Inventory-$12 6 Expenditures
FY 22/23
(Current
Year)
FY 23/24
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 23/24
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes 97,000 105,000 40,000 Consultants and Contracts 5,000 8,000 8,000
Facility, Utilities, Maintenance 45,000 50,000 50,000
Supplies
Marketing (Printing, Advertising) 9,000 10,000 5,000
Travel, Mileage, Training
Equipment Rental/Maintenance 12,000 15,000 7,000
Insurance 8,000 8,000
Other Expenditures** 109,000 100,000
TOTAL EXPENDITURES 285,000 296,000 110,000
*In the far-right column titled "City of Goleta Funds Requested for FY 23/24 (Next Year - Projected)", please specify the proposed uses for the requested funds by including amounts in the associated rows. For example, if your agency is requesting that a portion of City of Goleta funds be dedicated to facility maintenance, specify the amount in the corresponding row (Facilities, Utilities, Maintenance).
**Please specify Other Expenditures:

These are actuals from FY 22: Accounting-$13K; Fundraising-$8K; Program-$21K; Fundraising Events-$48K; Office$14K; IT-$5K
7

Goleta Lions Club Holiday Parade Proposal
January 20, 2023
The Goleta Lions Club is proposing to organize and run a Holiday Parade in Old Town Goleta.

The following paragraphs are responses to the requested information in Sections A through J of the City of Goleta “Request for Proposals for the Provision of Programs, Services, and Activities that support Government/Interagency and City Facilities/Recreation in the City of Goleta (Fiscal Year 2023/2024) document. We also appended our Mission Statement, Letter of Incorporation, & 2022 Parade Budget Income/Expenses and 2023 Projected Expenses.

A. This event is the annual Goleta Holiday Parade. This Parade is an annual event at the beginning of December each year, celebrating the holiday season.

B. In 2021, the Goleta Lions Club managed the fundraising, entries, and all parade activities. The club worked with the City of Goleta to coordinate the rental of and placement of lights and street blockages. Members of the Lions club have been involved in the Parade for the last seven years. The Parade event has been well received by the Goleta Community. Unfortunately, this last year’s parade, after two attempts, had to be cancelled due to rain. The number of entries prior to cancelation had increased to over 80 entries. This included 5 local school bands, and over one thousand anticipated participants (including adults and children).

C. See Goleta Lions Club Mission Statement attached at the end of this proposal.

D. The parade occurs on a Saturday night on Hollister Avenue, between Fairview and Kellogg Ave. The parade begins at 6:00 pm and is over by 8:30 pm. In 2021, the parade had 48 entries. This amounted to 500 people participating in the Parade.

If our 2022 Parade had not been cancelled due to rain, we would have had over 80 entries and 1000 participants in the event. Even though the parade was cancellation due to rain, our total donated manhours exceed 400. As we also have volunteers who have participated in the four previous parades, our operations management and monitoring systems are fairly tested and sophisticated. Our fifty-page operations notebook is available for review on request.

E. The priority population is the youth and adult segment of the people living in the Goleta Valley. For 2023, we expect around 1000 participations in the parade.

And we expect the number of spectators to exceed 3000.

F. The measure of success has been the excitement and participation of the community, both from sponsors and community members. In spite of Fire, Covid, and Rainfall, the number of entries has grown each year, and we expect that growth to continue for this coming year.

G. The City’s participation in funding certain activities is incentive for other entities and organizations to also participate.

H. The City’s funding will allow us to continue having a successful night time parade. The majority of the Community wants the parade to be at night. This requires almost $10,000 in expenditures for the rental and placement of same.

Also, closures of intersections by vehicles as “crash barriers” has contributed to increased costs. Coverage of all other costs depend on donations from local service clubs, businesses, and private citizens. This year was slightly less than $20,000. However, total costs if the Parade had not been cancelled would have been more like $35,000.

I. Yes, this request would be an ongoing necessity for a nighttime parade.

J. Budget Tables:

Revenues
FY 22/23
(Current Year)
FY 23/24
(Next Year - Projected)
City of Goleta Funds* $15,000 $15,000
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Trusts
Donations/Fundraising $29,750 $30,000
Fees
Other Sources/Revenues** $1410 $1400
TOTAL REVENUE $46,160 $46,400
**Other Sources/Revenues:
$1,410 equals Participant Entry Fees.

Expenditures
FY 22/23
(Current
Year)
FY 23/24
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 23/24
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes
Consultants and Contracts
Facility, Utilities, Maintenance
Supplies $1,078.74 $950.00
Marketing (Printing, Advertising) $2,654.06 $3,116.00
Travel, Mileage, Training
Equipment Rental/Maintenance $9968.09 $21,800.00 $13,000 Insurance $4,194.00 $2,500.00
Other Expenditures** $2,071.56 $7,511.00.00 $2,000
TOTAL EXPENDITURES $19,966.45 $35,877.00 $15,000
**Please specify Other Expenditures:

Signage, street markings, parade notification

2022 2023
Pa ra de Bu dget Act u a l Budget
Income
Donations #
Major 1 5,000
North Pole 2 6,000
Reindeer 4 6,000
Candy Cane 11 11,000
$500 1 500
Snowman $350 1 350
$250 2 500
Elves $100 4 400
City Hall Donation 1 15,000
Int. income 11.34
Misc donations
Parade Entries/chk
$30 3 90
$45 5 225
Pay Pal Entries 31 1,022.42
Pay Pal Fees for
Donations -61.02
Total Income 46,038 0

Expenses 2022 2023
Act u a l Budget
Adv & Promotion
Mkt labor 1450 Whitmark 1,500
Boone Printing 263.19 Bills Copy 300
Staples Printing 167 Staples 200
Fed Ex Printing 373.87 Fed Ex 375
Flyer 100 SBHS 100
Web-site 241
Pay Pal Fees 61
License & Permits 463 City Goleta 500
Insurances 2,072 HUB 2500
2nd Insurances 2,122 HUB
COX Cable Video 300 G. Addison 300
Outside Services
Traffic Tech. 4,910 Total 8,000
Police 0 2500
Street cleaning 0 550
Printing/Boone
Traffic drawings 400 Total 400
Traffic control 0 600
Traffic Signage 197 MSC

Banners 118.53 Bld/a/sign
1054.33 Tri Valley 1200
Rentals
Carts (4) 0 Giffin Rent 1600
Rest Rooms 0 Marborg 2200
Fences 405 Marborg 500
Trash Boxes 0 Marborg
General Supplies 239 Uline 600
PVC Pipe 330 Plumb Sup
Paper/misc 307.13 350
Postage 85
Batteries, rope,etc 167.61 Ace
6 Radio Headsets 359.09 Amazon
Hats 35
Volunteer Lunch
Volunteer Breakfast 351 350
Thank You BBQ 0 250
Rotary Donation 0 500
Light rental 3697 United 4000
Light Placement 0 4000
Block Barricades 0 1000
conting. 1,000
19966.5 35,677

Budget explanation
The income shown above for the “rained out” 2022 Parade is currently being examined to determine how much of the donated dollars will be returned to the parade participants and the major sponsors.

We have emailed all entries and we are physically meeting with all the other donors to determine if they want a refund or perhaps “roll” their donations into the 2023 budget. This process should be completed by the end of February. We are also exploring two other parade opportunities for donors. First, we are inviting them to join our “Parade Advisory Committee” to help with planning going forward. Second, we are investigating costs, permitting, etc. for placing “Holiday Street Lighting” in old town Goleta. Included with these lights would be possible storefront decorating and lighting. moveSBCounty.org
(805) 845-8955
MAILING ADDRESS:

P.O. Box 92047
Santa Barbara, CA 93190
SANTA BARBARA OFFICE:
508 E. Haley St.

Santa Barbara, CA 93103
SANTA MARIA OFFICE:
310 Oak St.

Santa Maria, CA 93454
Shanna Dawson
Management Analyst
City of Goleta, Neighborhood Services Department
130 Cremona Drive, Suite B
Goleta, CA 93117
January 25, 2023
RE: REQUEST FOR PROPOSALS FOR THE PROVISION OF PROGRAMS, SERVICES, AND ACTIVITIES THAT

SUPPORT GOVERNMENT/INTERAGENCY AND CITY FACILITIES/RECREATION IN THE CITY OF GOLETA (FISCAL YEAR 2023/2024).

Dear Ms. Dawson,
MOVE Santa Barbara County (formerly COAST+SBBIKE) is excited to submit this proposal for the Support to Other Agency program. Increasing climate-friendly transportation choices, affirming healthy choices we make daily, making it safer for students to walk and bike to school, and providing equitable travel solutions continues to be relevant and, we believe, essential. If our proposal is accepted, we hope it will be determined that our agreement with the City of Goleta will be considered for a minimum of two years. We thank the City of Goleta for considering our proposal.

A. Detail the program, service, and/or activity for which funding is being requested. If requesting funding for more than one program/service/activity, provide a description of each, and for each include these components.

The goal of our Safe Routes to School program is to encourage students to walk, bike and roll to school and enable them to do so safely by addressing common barriers. We do this through a comprehensive approach based on the six “E’s” of the Safe Routes to School program:

Engagement (listening to stakeholders and engaging frequently); Engineering (addressing physical barriers); Encouragement (generating enthusiasm); Education (teaching youth and adults safe behaviors and how to ride a bicycle); and Evaluation (performing counts and assessing success). We will also conduct low-cost helmet distributions, partner with after-school and summer programs to reach more youth and provide more programming for families.

B. Please summarize your agency's past performance (as applicable) in relation to the program/service/activity for which funding is being requested. Are there any trends, best practices, or research related to the program/service/activity that can provide a background or rationale for your proposed scope of services.

Locally, MOVE Santa Barbara County has coordinated the SRTS program for fifteen years. The program is a regional partnership funded jointly by local government agencies and Measure A.

The City of Goleta has participated in this program annually since FY 2007-2008.

MOVE SANTA BARBARA COUNTY
PG 2
In recent decades, the number of students walking or biking to school has sharply declined. At the same time, childhood obesity and physical inactivity have greatly increased. Students being driven to school generates substantial traffic congestion and contribute to air pollution that affects the health of everyone in our communities. More traffic congestion on our roads increases the likelihood of crashes with vehicles.

Many communities in California and around the country are working to reverse these trends through Safe Routes to School (SRTS) programs. SRTS programs aim to increase the number of students who choose active (walking, bicycling, scooter, skateboarding) or shared (public transit, carpooling) modes of transportation to get to school by making it safer, more fun, and more accessible. The national Safe Routes to School program has been found to increase walking and bicycling rates among children and reduce traffic congestion in school zones and vehicle miles traveled during peak hours.

The program is based on nationally recognized best practices and implements commitments made by the City of Goleta in the Strategic Plan and Bicycle Pedestrian Master Plan. Events such as Walk and Bike to School Days increase the number of students walking and biking to school, which means increased physical activity for more students. Educational programming that teaches students how to be safe pedestrians and bicyclists through presentations and classes providing guided practice can reduce crashes with vehicles. Working with public works departments to make streets safer for students to walk and bike to school may result in fewer chances of crashes and parents feeling more comfortable allowing their children to walk and bike to school.

C. Attach your organization's Mission Statement and explain how the program/service/activity fits the mission.

MOVE Santa Barbara County’s mission is to promote walking, bicycling and public transit county-wide to create healthy, sustainable, and equitable communities.

The Safe Routes to School program is our mission in action. We encourage students and families to walk, bike, roll and bus to school and other places to actualize the myriad benefits for ourselves and our community including increased health, improved academic performance, cleaner air, enhanced community connections, reduced traffic congestion, lowered transportation costs and reduced greenhouse gas emissions.

D. Describe the operational aspects of the program/service/activity, including:

1. Days and hours of operation;

2. Number (estimated) of service hours provided annually; and

3. How the program/service/activity will be managed and monitored.

We have an Education and Encouragement Coordinator assigned to each public school in Goleta. Our coordinators have invited principals, teachers, parents and students to participate in a discussion that identifies barriers that prevent students from walking and biking to school.

Based on the outcomes of these discussions, coordinators work with the school community to address those barriers. Outcomes often include educating students to be safe pedestrians and bicyclists, working with public works departments to improve street conditions for pedestrians and bicyclists and working with partners to make the program more sustainable. By training parents and teachers to lead groups of students walking and bicycling to school and to provide PG 3
safety presentations using the curriculum MOVE has developed, we increase the number of people engaged in making change. We also work with after school programs, teach week-long bicycle safety summer camps, and host community safety events throughout the year.

The program is managed and monitored by our Education Director with trained Coordinators conducting school-specific programming.

E. Describe the priority population that will be served, and the estimated number of Goletans served.

Students in grades K-12 are our targeted population. Our program reaches approximately 3,000 students in Goleta each year.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
We collect mobility counts, which gather data on students’ travel modes to and from school and compare data annually to determine if our work is effective. We track the number of students who participate in our programs including the number of low-cost helmets and bike light sets we distribute, the number of students who participate in pedestrian and bike safety classes and the number of students who participate in Walk and Bike to School Day celebrations.

G. Will the City's funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

Yes, the City’s funds are matched by Measure A funds, greatly increasing the programming available for us to provide to the Goleta community. We work closely with leaders at the schools including Parent Teacher Associations, principals, student council students and parent volunteers. We seek grants from other sources, such as the Office of Traffic Safety, to leverage additional funding.

H. Please describe the extent to which the requested funds vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize?
Yes, the City’s funds leverage Measure A funding (they are a required match) managed by the Santa Barbara County Association of Governments. Our funding request to the City of Goleta is vital to continuing the program.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a one-year request. (Pilot programs or capital expenses are considered one-time requests.) This funding is needed on an ongoing basis.

J. Using the budget tables on the following pages, please list all revenue and expenses for the program/service/activity that you are seeking City funding for, according to the sources and time periods listed. Duplicate this form as necessary. Note: This budget form must be completed for each separate program/service/activity you are requesting City funding for. Any budgets submitted in separate format from the below tables will not be considered.

PG 4
Revenues
FY 22/23 (Current Year Actual
- 7/1/2022 to 12/31/2022)
FY 23/24
(Next Year - Projected)
City of Goleta Funds* $10,000 $15,000
Federal
State
County $10,000 $20,000
Municipal (Other Cities) $18,500 $37,000
School District
Foundations/Trusts
Donations/Fundraising $500 $1,000
Fees $750 $1,000
Other Sources/Revenues** $86,466 $172,932
TOTAL REVENUE $126,216 $246,932
*In the first column titled "FY 22/23 (Current Year)", please note the amount of City of Goleta Funds received by your agency for the current fiscal year, if any. In the second column titled "FY 23/24 (Next Year - Projected)", please include the amount of City of Goleta funds your agency is requesting under this solicitation.
**Please specify the Other Sources/Revenues: Measure A Funding Expenditures
FY 22/23 (Current
Year Actual - 7/1/2022
to 12/31/2022)
FY 23/24
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 23/24
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes $107,086 $215,800 $15,000 Consultants and Contracts $3,600 $5,200
Facility, Utilities, Maintenance $2,055 $5,100
Supplies $6,323 $8,500
Marketing (Printing, Advertising) $180 $450
Travel, Mileage, Training $312 $600
Equipment Rental/Maintenance $1,609 $2,300
Insurance $1,057 $2,600
Other Expenditures** $3,563 $6,800
TOTAL EXPENDITURES $125,785 $247,350
*In the far-right column titled "City of Goleta Funds Requested for FY 22/23 (Next Year - Projected)", please specify the proposed uses for the requested funds by including amounts in the associated rows.

For example, if your agency is requesting that a portion of City of Goleta funds be dedicated to facility maintenance, specify the amount in the corresponding row (Facilities, Utilities, Maintenance). **Please specify Other Expenditures: Cost of Goods Sold & Computer Software Request on Behalf of the South Coast Railroad Museum
for Support of Programs, Services and Activities
for City-Owned Facilities/Recreation in the City of Goleta (Fiscal Year 2023-2024)
The South Coast Railroad Museum (SCRM) is proud to continue to provide unique, family focused activities to Goleta Valley residents and visitors through the historical Goleta Depot, visitor center and Goleta Short Line small gauge railroad. Over the past few years the City of Goleta has provided the SCRM financial support through the City’s annual community grant program and the Support to Other Agencies grants. These contributions allowed us to recruit and hire a much-needed part time Office Administrator and a part time Bookkeeper. We greatly appreciate all the support the City has provided our organization in the past and look forward to maintaining a close partnership with the City to ensure the South Coast Railroad Museum is financially sustainable and a well-known community asset is maintained into the future.

We are making a request for $50,000 in continuing support for our programs for Fiscal Year 2023-2024. Below is the requested information for our submission.

A. Detail the program, service, and/or activity for which funding is being requested. If requesting funding for more than one program/service/activity, provide a description of each, and for each include these components.

The South Coast Railroad Museum at the Historic Goleta Depot has just finished celebrating its 40th year of serving the people of the Goleta Valley. The Museum is looking to the future by enhancing its role sharing history in an entertaining manner.

The museum was formed after a successful campaign to save Goleta’s 1901 Southern Pacific Depot. We believe the City's' historic park complex including the Stow House and the Goleta Depot stands out among the top tier of municipal historic museums in this region. We are proud to be a part of this complex of museums and natural park facilities at Lake Los Carneros Park. Together we bring our community’s history to life and engage, entertain and educate families in our community. Both the Stow House and the Railroad Museum punctuate the year with events that gather hundreds of families to enjoy nature, appreciate art and music, and become acquainted with our community’s unique history. In this context we are dedicated to the City Council’s strategic initiative of “supporting community vitality and enhanced recreational activities.” The long term partnership between the City of Goleta and the South Coast Railroad Museum exemplifies the benefits that a Public agency and a non-profit association can bring to the citizens of Goleta. The proposed grant of funding from the City assures that this most economical and effective use of the public resources will continue.

The South Coast Railroad Museum participates with the City of Goleta as a leaseholder of the historic depot. The City owns the nationally registered historic structure, and the museum operates it including operating the Goleta Short Line ride-upon train and our museum-built handcar. We give tours of the historic structure and impart a bit of what it was like to live and work in a country railroad station at the beginning of the twentieth century. We maintain and display our small collection of railroad related artifacts within the context of the museum. We celebrate with the community the importance of the railroad during our Community Appreciation Day, the saving of the depot with our Goleta Depot Day, as well as special holidays throughout the year including 4th of July, Halloween and the end-of-year holiday season with our Candy Cane Train.  Miniature ride-on train, every Saturday and Sunday
 Birthday parties with reserved location and train tickets  Tours of the Historic Goleta Depot
 Trails and Rails – Interpretive Guide program aboard the Amtrak Coast Starlight under the auspices of the National Park Service
 Visitor Center and Gift Shop
 Handcar rides
 Fourth of July in conjunction with the Stow House
 Community Appreciation Day
 Spooky Train - Haunted Depot (Halloween train and more)  Goleta Depot Day – A special event for our special supporters  Candy Cane Train – special train during the end of the year Holidays This request is for the City of Goleta to continue to support the work of the South Coast Railroad Museum in all its activities throughout the year. It helps to partially offset some of the operational expenses associated with running the museum.

B. Please summarize your agency’s past performance (as applicable) in relation to the program/service/activity for which funding is being requested. Are there any trends, best practices, or research related to the program/service/activity that can provide a background or rationale for your proposed scope of services? We are moving into our 41st year as a museum and steward for the 120 year old Historic Goleta Depot. Our programs have adapted over the years to new trends and challenges. We have managed to emerge from the challenges of the past couple years with COVID restrictions. We continue to provide family fun with the miniature train with some of our new riders being grandchildren of visitors who rode when they were younger. And they get to ride the new locomotive provided by a generous grant from a private foundation. We are adapting to new ways with video tours of the museum, a Facebook presence and other social media. Several of our Board members and staff attended a Board Leadership Training at California Lutheran University through a supportive grant from the Santa Barbara Foundation. The training helps our Board not only improve our current operations, consider new ideas for the future and partner with other non-profits in the Santa Barbara area. We look forward to the next 40 years of service to the people of Goleta. The funding is being requested for our operating budget for this continued service.

C. Attach your organization’s Mission Statement and explain how the program/service/activity fits the mission.

The Museum’s Mission statement is included in attachment No. 1 to this application.

D. Describe the operational aspects of the program/service/activity, including:

1. Days and hours of operation;

2. Number (estimated) of service hours provided annually, and

3. How the program/service/activity will be managed and monitored.

The museum is located at Lake Los Carneros Park which is open seven days a week from dawn to dusk. Because of this, the museum grounds are permanently open during daylight hours and the Goleta Depot is available for external viewing. People come to walk the grounds, enjoy a quiet lunch, or have an enjoyable outing with a friend during the week. The museum with its visitor center, exhibits and miniature train line is open to all members of the public on weekends. During operating hours, volunteers and paid staff are ready to give tours describing the history of the depot and its central role in the Goleta community and take passengers a ride on our miniature train. The museum strives to make Goleta History engaging and accessible to local youth and the broader public.

1. We are currently open Saturday and Sunday from Noon until 4 PM.

2. We rely heavily on volunteers. The estimated hours of service annually exceeds 5700 hours.

3. The programs are actively managed and monitored by our Board of Trustees. All of them are involved in different areas of the museums operation and contribute the hours of service reported in 2 above. We have a very limited part time paid staff of 5 persons – 2 full time equivalents.

E. Describe the priority population that will be served, and the estimated number of Goletans served.

We seem to draw families more than any other population. Some visitors come for the historic depot but many come for the train ride. We estimate that 24,000 visitors tour the museum, ride the train, or are exposed to the museum’s programs each year. Note this does not include the 12,948 passengers who were exposed to the museum’s Trails and Rails programs aboard Amtrak Coast Starlight trains The Goleta Depot has always tried to coordinate its operations to augment special events conducted by the City and the Stow House. For example the City’s “20th Birthday Celebration, Stow House 4th of July, and other high attendance events to the historic park complex has been enhanced by the Depot extending its hours of operation and providing train rides to visitors These events often extend outside our normal operating hours but our volunteers step up and provide the additional service to visitors. Typically this has been done on an AdHoc or informal basis and it has stretched our operations budget to the limit
During this past year we had a special visit from Maravilla, senior living community.

They came on several buses, took a tour of the Depot, watched a presentation of the history of the Depot and enjoyed a ride on our miniature train. The opportunity to reach out to the older members of our community is in our future.

Another targeted population that we are working with is the Spanish speaking families of Goleta. We have translated some of our tour guides of the museum grounds. We have also published a Spanish language guide and brouchure to aid this effort We would like to continue this effort with the City’s Spanish Engagement Specialist, Marcos Martinez.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
It is easiest to measure success by tracking the number of visitors to the museum or ride the miniature train. We do this. Last year we had 8198 train riders and over 24,000 visitors to the museum. We had three special event days where train ridership exceeded 400! Measuring the smiles on faces, excitement of children riding the train, enlightenment in the conversations of adults visiting the Historic Depot’s Freight Office or Waiting Room exhibits, or gauging the volume of applause at the end of a Trails and Rails presentation are all much more difficult. We do track the number of persons who hear our on-board Trails and Rails presentations. This year we had 14 active volunteers making 81 Trips. We made presentations to 12,948 Passengers. In all 413 hours were donated by these VIPs (Volunteers in Parks with the National Park Service) delivering the Trails & Rails program onboard the Coast Starlight, trains 11 & 14 between Santa Barbara and San Luis Obispo. We also track visitors on our Facebook page - 770 followers and 694 likes.

G. Will the City’s funding leverage other resources, such as supporting joint partnerships, matching funds, or cost sharing, or otherwise serve to catalyze other initiatives? If yes, please explain.

The City funds, if awarded, would augment operational expenses and allow us to improve the level of service to the community by keeping train ride costs down and making the property more usable for a larger segment of our residents and visitors. It will also give us more time to pursue other forms of support including encouraging local businesses to join with the City in support of the museum. As we expand our outreach we have been augmenting our current part-time staff. We have added several positions over the past year. The City’s funding will help with this staff expansion.

We have also experienced a significant increase in visitors and train riders “post covid”.

It is our view that the pent up demand for folks to get out and enjoy the museum is real and will continue to grow in the coming year.

H. Please describe the extent to which the requested funds vital or necessary to carrying out the program/service/activity. What other sources of funding is your organization pursuing or planning to utilize.

The requested City funding is vital to the long term success of the museum. We rely on it for much of our operational support. Without it the museum would be operating at a loss and that financial deficit would undermine our efforts to grow our membership and donor base, which in turn would endanger the museum’s continued existence. Ongoing funding from the City will help secure and ensure the museum’s financial stability and guarantee that it can continue to leverage its existing resources of community volunteers, historic landmark building and beautiful natural surroundings to deliver unique educational and affordable recreational offerings.

We currently get additional funding through our shop sales, train rides, membership dues, donations and corporate sponsorships.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a one-year request. (Pilot programs or capital expeses are considered one-time requests.)
Funding is currently needed on an ongoing basis. As a major community resource for Goleta, in addition to serving as an attraction to visitors to our region, we are requesting funding to sustain the museum. Continued secure support for personnel and operations will ensure we keep the Goleta Depot as a community resource for future generations to appreciate and treasure.

J. Using the budget table on the following pages, please list all revenue and expenses for the program/service/activity that you are seeking City funding for, according to the sources and time periods listed. Duplicate this form as necessary. Note: This budget form must be completed for each program/service/activity you are requesting City funding for. Any budgets submitted in separate format from the below tables will not be considered.

Revenues
FY 22/23
(Current Year)
FY 23/24
(Next Year - Projected)
City of Goleta Funds* $40,000.00 $50,000.00
Federal $0.00 $0.00
State $0.00 $0.00
County $0.00 $0.00
Municipal (Other Cities) $0.00 $0.00
School District $0.00 $0.00
Foundations/Trusts $6,000.00 $12,000.00
Donations/Fundraising $20,000.00 $27,000.00
Fees $0.00 $0.00
Other Sources/Revenues** $20,000.00 $25,000;00
Total Revenue $86,000.00 $114,000.00
*In the first column titled “FY 21/22 (Current Year)” please note the amount of City of Goleta Funds received by your agency for the current fiscal year, if any. In the second column titled “FY 22/23 (Next Year - Projected)”, please include the amount of City of Goleta funds your agency is requesting under this solicitation. **Please specify the Other Sources/Revenues:
$2,400.00 - Memberships
$17,600.00 - Retail Sales
Expenditures
FY 22/23
(Current
Year)
FY 23/24
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 23/24
(Next Year Projected)*
Salaries, Benefits, Payroll Taxes $12,000 $14,000 $10,000 Consultants and Contracts $60,000 $70,000 $37,000
Facility, Utilities, Maintenance $7,500 $10.000 $2,000
Supplies $18,000 $23,000
Marketing (Printing Advertising) $3,500 $5,000
Travel, Mileage, Training $0 $0
Equipment Rental/Maintenance $600 $750
Insurance $2,800 $3,000 $1,000
Other Expenditures** $3,500 $5,000
Total Expenditures $107,900 $135,700 $50,000
*In the far-right column titled “City of Goleta Funds Requested for FY 22/23 (Next Year Projected)”, please specify the proposed uses for the requested funds by including amounts in the associated rows. For example, if your agency is requesting that a portion of City of Goleta funds be dedicated to facility maintenance, specify the amount in the corresponding row (Facilities, Utilities, Maintenance).
**Please specify Other Expenditures:
$700 - Accounting/Payroll Fees
$2,600 - Computer Systems/Database Management/Internet Hosting $1,700 - Government Fees/Taxes
Attachment 1
ATTACHMENT 4
Fairview Gardens Update & Brochure
The Center for Urban Agriculture at Fairview Gardens is a California nonprofit and an IRS exempt organization under section 501c3.

Tax ID: 93-1213893
“Fairview Gardens has been at the forefront, leading the way for five decades. The farm, as a world-class model, is a Santa Barbara icon — so critical to our future that its latest forward-thinking vision deserves all of our support”.

Jeff Bridges – Actor and Campaign Co-Chair
October 16, 2024
Cassidy Le Air
Senior Management Analyst
City of Goleta, Neighborhood Services Department
130 Cremona Drive, Ste. B
Goleta, CA. 93117
Dear Cassidy,
Thanks for your call yesterday. Fairview Gardens Farm is grateful for the support of the City of Goleta, and we look forward to discussing the next round of funding from your Support to Other Agencies program. I hope this information is helpful as you consider funding priorities for 2025-2027. I will be available on Zoom on Tuesday, October 22 if there are questions about Fairview’s future funding needs.

As we reported to you in July, over the past two years Fairview Gardens has undertaken an extensive visioning, planning and redesign process for the farm, our infrastructure, and programs. We have made good progress on these goals and are grateful for the role the City of Goleta and Support to Other Agencies has played in our progress to date.

We have created a master plan for the restoration and rebuilding of Fairview Gardens that is reflected in the brochure attached here. Within the next six weeks we expect to submit a conditional use permit application (technically it’s a resubmittal) to the City of Goleta that, with approval, will allow Fairview Gardens to continue to move our rebuild planning and execution forward.

Our master plan calls for Fairview’s restoration and rebuild to take place in two phases upon completion of the permitting process:

PHASE I: Projected to be completed winter 2027-spring 2028. • replant the farm to model climate resilient agriculture • complete planning and construct essential on-site staff housing • build a multi-functional service barn that will provide post-harvest processing/storage of crops, a gathering space, and maintenance workshops
Founder &
Executive Director
Michael Ableman
Board of Trustees
Geoff Green
Peter Schuyler
Bill Terre
Advisory Board
Jeff Bridges
Yvon Chouinard
Wes Jackson
Anthony Rodale
Alice Waters
598 N Fairview Avenue
Goleta, CA 93117
(805) 967-7369
[email protected]
www.fairviewgardens.org
The Center for Urban Agriculture at Fairview Gardens is a California nonprofit and an IRS exempt organization under section 501c3.

Tax ID: 93-1213893
PHASE II: Projected to be completed spring/summer 2028. • redevelop the 1- acre multi-dimensional edible Children’s Garden that includes an open-air teaching structure, educator offices, and a restroom facility • plan and build Teaching/Demonstration Garden with home-scaled models • rebuild and expand roadside retail store
• renovate the 1895 farmhouse to offices and educational spaces Thank you for considering Fairview Gardens for the next round of Support to Other Agencies funding. As you well know, the submittal of the CUP application is only the beginning of the permitting process.

Additional funding from the city is important as we look ahead to:
• engaging the community and neighbors about our rebuilding plans • continue to invest in the professional expertise needed to keep the CUP—and ultimately permitting—process moving forward in 2025-26.
• expand our strategic planning to address physical operations, affiliated programming, and business modeling
• take first steps toward replanting perennial crops on the farm in early 2026 We hope the Human Services Committee will continue to support Fairview Gardens’ efforts to rebuild and enhance our farm facilities and programs for the benefit of the Goleta and greater Santa Barbara County community. Another round of funding on the order of $100,000 per year in 2025 and 2026 will be an important component in our financial strategy for the coming years.

Thank you again for your time and consideration,
Carrie Mullen
Administrative Director
Fairview Gardens Farm

A FARM FOR THE FUTURE

PLANTING THE SEEDS FOR GENERATIONS TO COME
A Campaign to Restore this Historic Landmark and Community Resource

FAIRVIEW

GARDENS
For generations, Fairview Gardens farm, one of the longest continuously operated agricultural operations in the Goleta Valley, has fed the urban population that now surrounds it, educated and inspired young people about food and farming, trained numerous successful farmers, and provided a gathering place for music and cultural events.

This one hundred and twenty-five year-old farm also galvanized an entire community to save it from development and protect it under one of the country’s first active agricultural conservation easements.

Now, Fairview Gardens is re-imagining itself again and launching a campaign to re-build its aging infrastructure.

Our History
Fairview Gardens 1954 Fairview Gardens Today
• Create a Climate Resilient Agricultural Model
• Model Net-Zero Energy Consumption
• Restore the Historic Farmhouse
• Construct a Service Barn
• Rebuild the Roadside Retail Store
• Develop a Teaching Garden for Urban/Suburban Residents • Build a Dynamic Interactive Kids Garden
• Restore the Farm’s Watershed
• Create a Long-Range Sustainability Plan
• Create an Endowment Fund
Campaign Goals
Create a climate resilient agricultural model that addresses the urgent need to grow food with dwindling water and energy resources. In spite of this past winter’s rains, California is still facing dramatic water shortages and a continued cycle of climate extremes such as drought, fire, and flooding.

According to a Washington Post analysis of more than a century of temperature data, Santa Barbara and Ventura Counties are warming at nearly twice the rate of any other regions in the continental US.

Following on Fairview Garden’s long history of modeling innovative agricultural practices, well before it was popular to do so, we are re-designing the farm to focus on deep rooted perennials and on dry-farmed annuals that require little if any water.

Model net-zero energy consumption and reduced external crop inputs.

We plan to rebuild the farm’s infrastructure to demonstrate a net-zero consumption of energy through the installation of a large solar array, replacement of fossil fuel dependent machinery with electric technology, and reduce external crop inputs. Utilizing some of the best research and innovative thinking in these fields, we aim to demonstrate that agriculture in California and beyond can respond creatively and effectively to a rapidly changing climate.

Restore the historic farmhouse.

The structure, built in 1895, is situated in the heart of the farm. It will be restored as our main gathering place with a commercial kitchen, indoor/outdoor dining and meeting areas, and offices. We will retain the building’s historic character while upgrading to accommodate current program needs.

Rebuild our roadside retail store. This well-loved high-profile community store will be re-constructed to accommodate the demand for our fresh fruits and vegetables. The store, our most prominent face to the community, is one of the only remaining “on-farm” retail stores in a valley that was once the home of many farms and farm stands.

The farm stand not only distributes thousands of pounds of fresh fruits and vegetables annually to our regional neighbors, it also is where we tell our story, educate and connect eaters to new ideas about food and farming, and inform the community about programs and events on the farm.

Construct a service barn to provide much needed storage for equipment and tools, maintenance workshops, and essential housing for staff. Currently the farm has no indoor space for the maintenance and repair of facilities and equipment, and the post-harvest processing and storage of crops. The building will contain a processing facility to add value and stability to perishable crops and offer those services to other local growers. This two-story, eight-thousand square foot building will also provide bathroom facilities and a huge indoor/outdoor protected gathering space for larger public programming.

Design and build a relatable and easily replicable home garden model.

Surrounding the farmhouse, the demonstration teaching garden will model high density food production growing methods and systems as an alternative to lawns and traditional landscaping.

Fairview Gardens is an agricultural island floating in a suburban community. Our hope is to empower urban and suburban dwellers with the tools, visible examples, and training to give them greater self-sufficiency and food security, improve nutrition, reduce water and fertilizer use, and limit the use of fossil fuels that are required to manage lawns.
“As an immediate neighbor of the farm, I can look out my window at fertile fields waiting to be planted with a new vision. The education programs, the incredible fresh food, the protected open space, and the deep history of this permanently protected space make it one of Goleta’s most treasured gifts.” Dr. Karina Garcia — Neighbor
Create a dynamic interactive kids’ garden.Fairview Gardens has a long and productive history of providing exceptional educational opportunities for children. It is rare to find any local family who has not been touched by the incredible programming the farm has offered for young people over the last fifty years. As part of our re-design, we are working with a team of landscape architects and educators to create a one-acre child’s world within the farm that can provide the opportunity for children to immerse themselves within a dynamic multidimensional edible sensory landscape. “When I was a child, the farm had a huge impact on me, it was my only refuge.

I loved to be outside with plants and animals, climbing trees and playing in the creek.

Thank you for offering this magical space to me.”
Jenny Day — Former Children’s Program Participant
Restore the ecological integrity of the watershed that traverses the property. The seasonal creek that runs through the farm is a laser straight ditch developed with pipe and wire revetment when the land around us was developed. We plan to remove the pipe and wire and re-establish a meandering creek zone complete with rocks and native plant vegetation along its full length. The current ditch floods on a regular basis, with this restoration we hope to slow the velocity of the flow and allow the water to spread and sink supporting water table recharge and reducing downstream flooding. These improvements will also provide much needed native plant habitat for creatures large and small. “I’ve had a long relationship with this land and with many of the people who have passed through here.

We need to honor this place, but we also need to honor all those whose hands helped plant, cultivate, and harvest, and all those who worked to protect it. I was part of the past here, but I’m especially happy to help rebuild Fairview Gardens for the future.” Cesar Gomez — Farmworker
Create a long-range sustainability plan.

This detailed long-term plan will encompass crops, infrastructure, operations, and programming. It will include a farm management manual and monitoring mechanisms to provide a solid roadmap for the future.

Create an endowment fund.

In order to provide a buffer to the economic fluctuations of farming, educational programming, and annual fundraising, we have included an endowment fund in the broader campaign to help stabilize the organization’s programs and activities. Reflecting on our long history providing unique farm and food programming for Southern California and beyond, we have realized the critical importance of creating a fund that will insure greater financial resilience for the organization. The interest generated from this fund is not intended as a replacement for farm and program income, but it will provide real concrete economic insurance for the organization going forward. “A revitalized Fairview Gardens provides the rare opportunity to learn from the past, improve on the present and dream for the future.”
Judy Stapelmann — Campaign Co-Chair
Who We Are

SANTA BARBARA

AUDUBON SOCIETY
Advisory Board
Yvon Chouinard
Alice Waters
Wes Jackson
Anthony Rodale
Jeff Bridges
Founder & Interim Executive Director
Michael Ableman
Endorsers
“It is a privilege and an honor to be back on land that I farmed for over two decades.

The agricultural model we created so many years ago was an early inspiration for the new agrarian movement that is taking hold today. Now we have the opportunity to create a new vision; one that addresses some of the most pressing challenges of our time.”
Michael Ableman — Farmer, Author, Founder of the Center for Urban Agriculture at Fairview Gardens Campaign Chairs
Jeff & Susan Bridges
Judy Stapelmann
Board of Directors
Peter Schuyler
Geoff Green
Bill Terre
We are offering the opportunity for major donors to attach a family or other name to any of the buildings or components of our plan by pledging a significant donation to that element of the plan.

Naming Opportunities
How You Can Help
To make or pledge a donation, schedule an in-person meeting and tour of the farm, or to connect us with someone else in your network who would have the interest and ability to donate, please contact Taylor Herren at 661-303-4263 or [email protected] Mailing Address: 598 N Fairview Ave., Goleta CA, 93117
The Center For Urban Agriculture at Fairview Gardens (CUAFG) is a 501 C3 non profit organization.

Tax ID: 93-1213893
“Fairview Gardens has been at the forefront, leading the way for five decades.

The farm, as a world-class model, is a Santa Barbara County icon, so critical to our future that its latest forward-thinking vision deserves all of our support” Jeff Bridges — Actor, Campaign Co-Chair
Conditional Use Permit Issuance • Fall 2025
Building Permits Issuance • Spring 2026
Climate Resilient Farm Planting • Spring 2025
Energy Installations • Spring 2026
Service Barn Construction Complete • Winter 2026/2027
Retail Store Construction Complete • Summer 2027
Teaching Garden Installation • Fall 2027
Interactive Kids Garden Installation • Fall 2027
Restoration of Historic Farmhouse Complete • Spring 2028 Projected Timeline
“Fairview Gardens farm is a landmark, a source of comfort to all of us who love good farming and good food.”
Wendell Berry— Author, Farmer, Poet, Essayist

A FARM FOR THE FUTURE
ATTACHMENT 5
Public Comment
1 Note to Reader
This plan was designed to present a rough conceptual framework for the redesign and rebuilding of the Farm. The design, planning, and construction budgets contained herein are based on our best research, and are based on current costs, not including potential future cost escalation. As we are still in our planning and redesign phase, this is a “living” document that will need to be adjusted and updated over time.
2 Executive Summary
The Center for Urban Agriculture at Fairview Gardens (CUAFG, hereafter referred to as Fairview Gardens) is a 501c3 nonprofit organization that owns and operates the

12.25-acre Fairview Gardens farm in the heart of Goleta, California. For generations, the farm has fed the urban populations that now surround it, educated and inspired young people about food and farming, trained numerous successful farmers, and provided a gathering place for music and cultural events.

Starting in 2022, the organization undertook an extensive re-visioning, planning and redesign process for the farm, its ageing infrastructure, and its programs. The board of directors at the time asked Michael Ableman, the organization’s founder and original farmer, to return after twenty years away to lead this process.

A $19,067,125 capital campaign including $5,000,000 for an endowment, has been launched for this major rebuild and is divided into two phases. Projected to be completed by spring of 2028, the first phase has a capital requirement of $8,825,000 and will fund the replanting of the farm to model climate resilient agriculture; the construction of essential on-site staff housing; and the building of a multi-functional service barn that will provide post-harvest processing/storage of crops, a gathering space, and maintenance workshops.

The second phase has a capital requirement of $5,242,125 and will fund a nearly 1- acre multi-dimensional edible Children’s Garden that includes an open-air teaching structure, educator offices, and a restroom facility; an Adults Demonstration Garden with home-scaled home gardening models, composting demonstrations, and garden boxes; renovation of the 1895 Farmhouse to include a café, a teaching kitchen, offices, educational spaces, and a studio apartment; the construction of an expanded roadside retail store, and the restoration of a drainage ditch that runs through the farm back to its former meandering creek-zone with native plants. Educational signage will be incorporated into the restoration project. 3 Table of Contents
Executive Summary 2
Who We Are 4
History 4
Where We Are Now 4
Addressing Past Challenges & Planning for the Future 5
Key Milestones Achieved 10
Farm & Facilities Redesign/Rebuild Phases 11
Phase 1 11
Phase 2 13
Looking Ahead (Estimated Timelines) 17
Appendices 18
4 Who We Are
The Center for Urban Agriculture at Fairview Gardens (CUAFG, hereafter referred to as Fairview Gardens) is a 501c3 nonprofit organization founded in 1997 that owns and operates the 12.25-acre Fairview Gardens farm in the heart of Goleta, California surrounded by a community of residents and businesses. The land is permanently protected by an agricultural conservation easement held by the Land Trust for Santa Barbara County.

History
The Chumash people lived on and around this land for thousands of years hunting and fishing, the first white settlers built a home here and started farming in the late 1800’s. The Center for Urban Agriculture was founded thirty years ago to save the farm from development and to continue the education and community work started by Michael Ableman in the early 1980’s. Since that time Fairview Gardens has had a prominent role in pioneering the food security, sustainable, urban, and farm-based education agricultural movements.

Over the years thousands of young people have visited by the busloads, hundreds of Santa Barbara County families have been fed from the land, numerous individuals who are now successful organic farmers were trained there, and one of the first active agricultural conservation easements in the country was put into place to protect the land in perpetuity.

At its peak, Fairview Gardens produced a staggering diversity of fruits, vegetables, and pulses in volumes unheard of for its scale. Its modeling of innovative farming and soil fertility systems placed it at the forefront of a movement that was just beginning.

This history is well documented in several trade published books, a PBS film narrated by Meryl Streep, and numerous local, national, and international media stories.

Where We Are Now
Starting in 2022, the Center for Urban Agriculture at Fairview Gardens undertook an extensive re-visioning, planning and redesign process for the farm, its infrastructure, and its programs. The Board asked Michael Ableman, the center’s founder and original farmer, to return after twenty years away to lead this process. During that transition, the existing Board stepped down and a new Board focused entirely on planning and fundraising was formed.

After five decades of providing food and innovative programs to Santa Barbara County and beyond, our goals and our programs needed to evolve to better serve the changing needs and demographics of our community. In addition, the farm’s 5 infrastructure is old, insufficient for our current needs, and requires redesigning and rebuilding. While our mission is timeless, the facilities that support it are not.

Modernizing the facilities along with improving how we serve the community are essential for us to continue.

The redesign for Fairview Gardens is being led by Michael Ableman, our Board of Directors, and a group of advisors representing organizations throughout Santa Barbara County. Our capital campaign is co-chaired by the actor Jeff Bridges and philanthropist Judy Stapelmann and carried out by a fundraising committee that includes our board Chair, Geoff Green, and Secretary, Peter Schuyler.

We have already raised $2,000,000 and an additional $2,000,000 in pledges in the works towards the planning, permits, and rebuild of the farm and its facilities and towards an endowment.

At the completion of the planning/redesign phase, we will have created a long-term integrated management plan for our programs, physical mapping and renderings, financial projections and business plans, field and crop plans, architectural drawings, program designs, rebuild and program budgets, and allows construction to begin.

Addressing Past Challenges & Planning for the Future
What precipitated the need to pause operations?
Over the past ten years, Fairview Gardens experienced a period of financial and physical decline that ultimately led to the pause of operations in the spring of 2022 and the launch of the campaign to re-vision and rebuild this historic and well-loved Santa Barbara landmark.

This decline had several causes, including a high rate of turnover at the executive level, poor management decisions at the farm level, and outside forces such as difficulty hiring key positions, the rising cost of labor, and costly requirements imposed by the local municipality.

What has transpired over the last 24 months?
In the spring of 2022, the then Board of Directors recognized the need to take action and the decision was made to pause all on-going program operations in order to conserve the limited finances that remained and focus on stabilizing the organization.

The decision was also made to completely transition the Board of Directors, which took place in January 2023.
6 What was the financial picture prior to and in the time frame after pausing operations/programs in 2022?
• Prior to the 2022 pause in operations monthly expenses exceeded monthly income by 4 to 1.
• At the time of the pause on June 1, 2022 the organization had $35,000 in liquid assets.
• Following the pause all outstanding balances were paid, and numerous deferred maintenance projects (roof repairs, leaky plumbing, major cleanup, refuse removal) were completed.
• In the same time period, $570,000 was raised. Since the beginning of 2023 significant additional funding (in donations and pledges) has been secured, for a total of over $4,000,000 pledged or donated to date.

What are we doing to prevent this from happening again in the future? What’s different this time?
Having a Board of Directors with clearly demonstrated fundraising capacity in conjunction with visionary leadership from Michael Ableman is paramount to the success of the capital campaign and redesign of Fairview Gardens as a farm and organization.

Raising $19,067,125 will allow us to address infrastructure that is one hundred and twenty-five years old, attend to decades of deferred maintenance, design and construct facilities that adequately support farm operations and community programs, replant the farm, create an endowment, and rebuild the non-profit for greater resilience.

To build resilience, we have taken into consideration numerous lessons learned from the organization’s nearly thirty-year history and we aim to implement them at several levels: agricultural, management, financial, and governance. While these features of the plan are described individually below, they are all interconnected and support one another.

Building Agricultural Resilience
The farm will be replanted with both perennial and annual food crops that can be grown with little or no water. This method of growing, called “dry-farming”, includes a suite of techniques that minimizes the use of imported water and can help the farm 7 withstand the vagaries of our region’s rapidly warming climate and its extreme cycles of drought, fire, and flooding.

Two-thirds of the site’s arable land will be planted with perennials—fruit and nut trees which live over multiple years and that are inherently more resilient than annual crops. Their roots extend deep into the soil horizon, allowing them more access to subsurface soil moisture. The other third of the farm will be planted with “dry-farmed” annuals such as tomatoes, beans, melons, and hard squash.

In partnership with UC Santa Barbara, we plan to carefully monitor and study the farm’s inputs, outputs, soil fertility, and plant health. The data collected will aid in farm management and will demonstrate to growers and scientists in our region the viability and replicability of our model.

Building Managerial Strength & Resilience
Addressing the high management turnover of the last decade, we have identified five areas that can be strengthened to build more future resilience. 1) Staff housing
2) Livable wages/salaries
3) A simplified and more management-resilient agricultural plan 4) Establish community partnerships to diversify program management 5) A non-prescriptive independently monitored management plan Staff Housing
The high cost of housing in our region is a barrier to hiring skilled management staff.

Eight new housing units, will allow employees and their families to live on site.

Livable Wages/Salaries
The economics of the organization, including the endowment and how we generate earned income, have been designed to support paying our staff competitive salaries and providing them with comprehensive health care benefits.

Management-Resilient Agricultural Plan
8 The farm’s focus on perennial crops will help to reduce the management complexity of the operation. Perennial crops do not require the continuous soil preparation, seeding, transplanting, and cultivation of annual row crops. Tree crops can withstand management and climatic changes and after the first three years can be grown with little or no water.

Community Partnerships for Program Management
Going forward, we envision the organization with its replanted farm and re-built facilities as the region’s Farm Campus available to other organizations, most of whom do not have access to land or active agriculture as a research, teaching, and/or gathering space. We are in conversation with the SB Botanic Gardens, Explore Ecology, Lotusland, and UC Santa Barbara as partners in this effort.

Rather than Fairview Gardens being responsible for all programming, these partnerships will minimize the added complexity of managing every program inhouse. This will allow our staff to focus on our core mission of modeling climate resilient agriculture and growing and distributing food. Our children’s education programs, for example, can be managed by Explore Ecology, which specializes in that field and currently runs many of the school garden programs throughout the county. Likewise, UC Santa Barbara is one of the few UC campuses without a farm and has the interest and resources to develop the Farm’s research and post-secondary education programs.

Non-Prescriptive Independently Monitored Management Plan Since 1997, Fairview Gardens has been protected by an agricultural conservation easement specifying land use requirements for the farm that have been monitored by the Land Trust for Santa Barbara County. As the conservation easement was one of the first active agriculture easements in the country, improvements to that document are needed. We hope to work with the Land Trust to strengthen the easement to provide more robust monitoring and oversight and help to avoid some of the challenges the organization has faced in recent years.

In addition, a long-range sustainability and management plan will be put into place and will consist of policies and procedures that provide a guardrail to ensure the work we do now is protected. This non-prescriptive plan will help future operators/directors make informed, smart decisions and will contain enough flexibility 9 for future management to adapt to changing circumstances and incorporate their own creativity.

Building Financial Resilience
This plan and a more comprehensive business plan that will follow will flesh out the business model and financial structure of the organization in detail and ultimately serve as the launching point for the long-term sustainability plan.

Some of the ways financial resilience is being established:
• Capturing the entire food supply chain on site (growing, processing, and distribution)
• Designing our revenue streams to be both integrated and free standing • Increasing farm product value by processing and preserving perishable raw ingredients and making them shelf stable
• Creation of an endowment -In order to provide a buffer to the economic fluctuations of farming, educational programming, and annual fundraising, we have included a $5,000,000 endowment fund in the broader campaign to help stabilize the organization’s programs and activities. The interest generated from this fund is not intended as a replacement for farm and program income but will provide critical economic insurance for the organization going forward.

Building Resilient Governance
Comprised of members with strong ties to our community and proven track records of launching and completing major non-profit fundraising campaigns, our current Board of Directors has been chosen with the principal aim of raising the money required to rebuild Fairview Gardens. As the capital campaign and reconstruction is completed, we will transition to an operational board that includes agricultural, educational, and financial expertise, capable of hiring qualified leadership, overseeing finances, and managing for risk. We also have a team of advisors with expertise in the range of educational and agricultural projects to provide external input.

Future Leadership
Mentoring of future farm management and executive functions has already begun well in advance of the organization becoming operational. Under Michael Ableman’s leadership and before the organization is fully operational, a process of knowledge transfer will continue so that there is a depth of talent to operate the organization. 10 The HR policies and procedures specified in the long-range sustainability and management plan will ensure that the organization is properly managed well into the future. For every key management position there will be an understudy who is invested in and offered a compelling career path with the organization. This will create a pool of experienced staff members who can be drawn upon in the event of a key staff member’s departure.

The sustainability plan will also contain measures to build staff competence and reduce the impact of any one employee’s departure, such as cross-functional training, whereby certain staff members temporarily switch positions to broaden their skillsets and understanding of the operation.

Our succession planning is supported by measures like heavily subsidized staff housing and an economic model that can offer competitive compensation packages, helping to attract and retain key management staff.

Key Milestones Achieved
From January 2023 to October 2024
• Recruited a new fundraising and planning Board of Directors including Geoff Green, Peter Schuyler, and Bill Terre.
• Assembled a diverse group of technical advisors.
• Received endorsements from 20 local and national organizations. • Completed a major site cleanup, and repairs and maintenance to buildings and equipment.
• Designed the $19,067,125 capital campaign and assembled an experienced fundraising committee.
• Submitted two major USDA and CDFA infrastructure and agricultural grant applications for a total ask of $3,275,000
• Secured over $4,000,000 donations and pledges in the works towards the overall campaign
• Engaged Blackbird Architects and Meraki Land Use Consulting as our planning consultant
• Established relationships with UCSB, Explore Ecology, and the Botanic Gardens as key partners in our Farm Campus model.
• Secured county and state grant funding to replace all diesel/gas powered equipment with comparable electric equipment. This includes an electric tractor that is one of the first in the county.
• Drafted our Conditional Use Permit (CUP) application to the City of Goleta to be submitted by October 30, 2024.
• Conducted numerous design sessions for all key elements of our site plan. 11 • Created a master plan for the entire farm site.
• Hosted several fundraising events and dozens of individual prospective donor and partner meetings.
• Engaged Hollywood film-makers Stuart and Marilyn Gillard and actor Jeff Bridges to produce a campaign video that will support fundraising efforts. • Conducted interviews with retail, food processing, business, construction, and farming experts to inform our business planning.
• Developed and reinforced relationships with key individuals and organizations to create partnerships and technical and financial support systems in the community.

Farm & Facilities Redesign/Rebuild Phases
Phase 1

1.Construct a multi-functional barn to provide much needed maintenance workshops, food packing and processing facilities, on-site energy generation, and a large meeting and gathering space.

2. Replant the farm with a focus on deep rooted perennials that require little if any water and with dry-farmed annuals.

3.Construct staff housing to provide essential and comfortable accommodations for our farm, education, and management staff.

Description
The first phase is designed to develop several foundational aspects required to rebuild and operate the farm and its programs and to create financial resilience for the organization going forward.

Fairview Gardens is first and foremost a farm. As such, a thriving agricultural operation yielding high-quality crops at production-level quantities provides the foundation for all the organization’s programs. The farm production model will focus on fruit, nut trees and vines that are drought-tolerant and on “dry-farmed” annual vegetables, pulses (beans, lentils, peas), and grains, all of which can be grown with little if any water. This approach for both the perennial and annual food crops will address significant issues facing agriculture in California and beyond, produce food that tastes better and is more nutritionally dense and provide critical modeling and educational opportunities.

Packing and food processing facilities in the Multi-Functional Barn will enhance the farm’s financial stability by converting highly perishable tree crops that arrive in large volumes within a short harvest window into a stable form that can be sold throughout the year. Processing fresh produce into products like jams along with drying, freezing, 12 and other methods of preservation can increase its value by up to four to five times, reduces the stress associated with marketing large volumes of perishable fruit within a short timeframe, and dramatically extends the marketing window.

On-site maintenance facilities located in the Multi-Functional Barn are critical for all the operations of the organization. The Barn’s other functions, like an event gathering space and mushroom production facility, will also add value to our community and add additional revenue streams to our economic model.

Attracting and retaining a skilled staff to operate an active farm, retail store, and educational programs is difficult in our high-cost of living region without on-site affordable housing. Eight units of high-quality housing will help to secure the organization’s long-term management and economic viability into the future.

All elements of Phase 1 are essential for creating climate, management, and economic resilience. This includes:
• the production of crops,
• their processing and value-adding (enhanced to have a higher market value and/or shelf life),
• providing high-quality management staff with on-site housing.

Phase 1 Cost Breakdown
Multi-Functional Barn:

Construction Costs $3,000,000
Interior Furnishings, Finishes, Equipment $400,000
Site Development (Inc. Utilities & Grading) $250,000
Design, Permitting, Planning $100,000
Total: $3,750,000
Climate Resilient Farm:

Electric Farm Vehicles & Implements $225,000
Infrastructure (Inc. Propagation & Composting Facilities) $360,000 Plant Material $125,000
Planning, Design, & Installation Labor $165,000
Total: $875,000
Staff Housing:

Pre-Built Modular Units $4,000,000
Site Development (Inc. Utilities & Grading) $200,000
Total: $4,200,000
Total Funding Needed for Phase 1: $8,825,000
13 Phase 2

1. Restore the historic farmhouse, which will provide a gathering, teaching, and office space and house a teaching kitchen, and dining/meeting areas.

2. Rebuild and expand our roadside retail store

3. Design and build a relatable and easily replicable home garden teaching space that will provide a teaching space and demonstrate high density food production growing systems as an alternative to lawns and traditional landscaping.

4. Create an interactive kids garden that will provide the opportunity for children to immerse themselves within a dynamic multi-dimensional edible sensory landscape.

5. Restore the ecological integrity of the watershed that traverses the property.

6. Model net-zero energy consumption through the installation of a large solar array and replacement of fossil fuel dependent machinery with electric technology.

7. Create a long-range sustainability plan which will encompass crops, infrastructure, operations, and programming.

Description
In the second phase, we will upgrade and improve the infrastructure the farm needs to market its products to the public and to offer updated and expanded educational programming accessible to community members of all ages.

Our well-loved road-side community store will be re-constructed to accommodate the demand for our fresh fruits and vegetables. The store, our most prominent face to the community, is one of the only remaining “on-farm” retail stores in a valley that was once the home of many farms and farm stands.

The farm stand not only distributes thousands of pounds of fresh fruits and vegetables annually to our regional neighbors, it also is where we tell our story, educate and connect eaters to new ideas about food and farming, and inform the community about programs and events on the farm.

As part of our broader redesign, we have reimagined our role as an educational resource that not only serves individuals, but also mission-aligned organizations. We are creating a Farm Campus where partner organizations who do not have access to land or active agriculture as a research, teaching, and/or gathering space, can use our space as a secondary home base.
14 Opening our site to other organizations and building the infrastructure needed to run high-quality programs provides another layer of organizational resilience, allows us to broaden our reach, support local organizations, and draw on these organizations’ experienced, talented staff to run educational programs. We are in conversation with the SB Botanic Gardens, Explore Ecology and UC Santa Barbara as partners in this effort.

Since our inception, our pedagogical approach has been to provide real, living examples of solutions to social and environmental challenges as an alternative to sometimes disconnected traditional educational methods. Continuing this approach, we are building a nearly 1-acre edible Kids Garden designed to be freely explored by children with an open-air teaching structure, educator offices, and a restroom facility—infrastructure critical to expanding access to our programs.

Featuring home-scaled gardening models, composting demonstrations, and garden boxes, our Adults Demonstration Garden will be designed to hold classes and workshops that center on visible, appropriately scaled edible alternatives to resourceintensive traditional lawns and landscaping.

Phase 2 also includes the restoration of a drainage ditch that traverses the farm back to its former meandering creek-zone with native plants and interpretive signage.

Currently made of pipe and wire revetment, this nearly 700-foot-long drainage ditch consistently floods our land and threatens neighbors downstream. Returning to a more natural water course will slow the flow, help recharge the farm’s water table, and reduce flooding. Creating a natural creek zone augments our educational offerings by demonstrating how natural ecosystems can coexist with a carefully managed agro-ecosystem.

Built in 1895, the historic Farmhouse will be renovated to ensure its longevity and preserve its character, while expanding its functionality to accommodate for current program needs. As the heart of the farm, the Farmhouse will be converted and expanded to include a café, teaching kitchen, offices, educational spaces, and a studio apartment.

A completed Phase 2 will see the installation of infrastructure that addresses the whole spectrum of our present environmental and agricultural challenges: A dynamic Kids Garden to develop children’s early relationships with food and Nature; an Adults Demonstration Garden to model low-effort, low-resource home food-production for local residents; a restored watershed that highlights the interplay between natural and managed ecosystems; an expanded roadside retail outlet, and a restored 15 Farmhouse that houses offices, holds culinary classes and a café that inspires greater community interest in food and its preparation.

Phase 2 Cost Breakdown
Farmhouse:

Design, Permitting, & Planning $125,000
Construction Costs $1,250,000
Interior Furnishings, Finishes, & Equipment $350,000
Serving Kitchen $125,000
Total: $1,850,000
Roadside Retail Store:

Design, Permitting, Planning $150,000
Construction Costs $1,500,000
Furniture, Finishes, Equipment $230,000
Site Development (Inc. Utilities & Grading) $125,000
Total: $2,005,000
Adults Teaching Garden:

Hardscape & Infrastructure $35,000
Installation $30,000
Design & Planning $20,000
Plant Material & Soil $10,000
Irrigation $5,000
Total: $100,000
Kids Garden:

Restrooms & Pavilion $597,500
Installation $35,000
Hardscape $32,000
Design, Planning, & Permitting $89,625
Plant Material, Soil, & Amendments $25,000
Irrigation $8,000
Total: $787,125
Farm Creek Restoration:

Hardscape (Inc. Bridge & Road) $80,000
16 Site Development & Installation $50,000
Plant Material & Soil $50,000
Design, Planning, & Permitting $30,000
Excavator/Heavy Equipment Rental $25,000
Interpretive Signage $15,000
Total: $250,000
Solar Array:

Panels & Mounts $170,000
Installation $20,000
Design, Planning, & Permitting $10,000
Total: $200,000
Long-Range Sustainability Plan: $50,000
Total Funding Needed for Phase 2: $5,242,125
Capital Campaign Breakdown:

Total Phase 1 & 2: $14,067,125
Total Endowment: $5,000,000
Campaign Total: $19,067,125
17 Looking Ahead (Estimated Timelines)
Planning & Redesign:
• Conditional Use Permit Issuance (Fall 2025)
• Building Permits Issued (Spring 2026)
Phase 1:
• Multi-Functional Barn Construction Complete (Spring 2027) • Climate Resilient Farm Planting Started (Spring 2026- does not require permits)
• Staff Housing Construction Complete (Winter 2027)
Phase 2:
• Retail Store Construction Complete (Summer/Fall 2027) • Kid’s Garden Installed (Fall 2027)
• Adults Teaching Garden Installed (Fall 2027)
• Capital Campaign Complete (Summer 2027)
• Watershed Restoration Complete (Spring 2028)
• Farmhouse Restoration Complete (Spring 2028)
18 Appendices
Table of Contents
Appendix A: Master Site Plan 19
Appendix B: Crop Lists 20
Appendix C: Multi-Functional Service Barn Floor Plan 21 Appendix D: Multi-Functional Service Barn Renderings 22 Appendix E: Staff Housing Floor Plan 24
Appendix F: Roadside Retail Store Floor Plan 25
Appendix G: Roadside Retail Store Renderings 26
Appendix H: Renovated Farmhouse Floor Plan 28
Note to Reader
The following master site plan, building designs, and crop lists will be continually refined as we progress with the planning and design process.

Appendix A: Master Site Plan
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20 Appendix B: Crop Lists
Perennials: Fig, Quince, Walnut, Santa Rosa Plum, Royal Blenheim Apricot, Table Grapes, Table Olives, Mulberry, & White and Green Asparagus.

Perennial Hedge Rows: White Cactus Pear, Feijoa, Pomegranate, Caper, Carob, & Loquat.

Herbs: Thyme, Rosemary, Sage, Oregano, Lemon Verbena, Marjoram, Basil, Lavender, Winter Savory, & Chives.

Summer Annuals: Tomato, Pepper, Eggplant, Hard Squash, Okra, Garlic, Sweet Potato, Potato, Black Turtle Beans, & Lima Bean, Garbanzo Beans, Melon, Grinding Corn, Popcorn, Sweet Corn, Quinoa, & Millet.

Winter (Rain-Fed) Annuals: Lettuce, Leafy Greens, Brassicas, & Roots.

Please note that as the planning process progresses the crop selection may change and that specific cultivars that best suit our climate, growing techniques, and market will be chosen. 21 moveab e furniture
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cook

AL ITCHEN
SF

EMPLOYEE

SUPPORT
cordion doors 400 SF STAFF
ENTRY
W/H
doors
wn screen
glass
w/roll-do
Refer to E evations (A3.1) for exterior finishes.

Refer to Scope of Work for Mechanica , P umbing,
and E ectrica app icab e notes, equipment and
vents.

Dimensioning:
1) a dimensions are to face of stud U.N.O.
2) a T.O. Roof e evations are to top of corrugated
meta pane , U.N.O.
3) refer to Sections for Top P ate and Beam heights.

Roof pitch for roof covering per 2022 CBC Chapter

15. Provide minimum s ope of 1/4" per 1'-0" for a roof
crickets.

F.F. (finish f oor) refers to top-of-finish-f oor or
top-of-finish-deck U.N.O.

Insta ation of meta roof pane s sha comp y with
CRC R905.10.

Insta ation of sing e p y roofing sha comp y with
CRC R905.

Enc osed roof eaves and roof eave soffits are to
comp y with CRC R337.7.5.

Maximum roof pane engths sha be provided where
possib e to a ow sing e pane s to span entire roof
s ope.

Refer to Scope of Work for P umbing, Mechanica ,
and E ectrica app icab e notes and equipment.

Refer to Scope of Work for hardscape, andscape
materia s, and features.

Insta moisture resistant G.W.B. on a wa s in
bathrooms, and rooms sub ect to wet conditions.

Dimensioning:
1) a dimensions are to face of stud, concrete wa or
CMU U.N.O.
2) doors at corners or near intersections of
perpendicu ar wa s are ocated 4" from face of stud
to face of amb U.N.O.

E ectrica receptica s, switches/contro s, and out ets:
1) Refer to Scope of Work
2) Switches sha be p aced centered at 36" AFF and
4" from door amb or corner, U.N.O.
3) Convenience receptica s sha be p aced centered
at 12" AFF or 6" above countertop, U.N.O.

F.F. (finish f oor) refers to top-of-finish-f oor or
top-of-finish-deck U.N.O.

Appendix C: Multi-Functional Service Barn Floor Plan
4 / A3.1 GENERAL NOTES: ROOF PLAN
A. . Refferr tto Scope off Worrk fforr consttrructtiion assemb iies..

B. . Refer to E evations (A3.1) for exterior finishes.

C. . Refer to Scope of Work for Mechanica , P umbing,
and E ectrica app icab e notes, equipment and
vents.

D. . Dimensioning:
1) a dimensions are to face of stud U.N.O.
2) a T.O. Roof e evations are to top of corrugated
meta pane , U.N.O.
3) refer to Sections for Top P ate and Beam heights.

E. . Roof pitch for roof covering per 2022 CBC Chapter

15. F. . Provide minimum s ope of 1/4" per 1'-0" for a roof crickets.
14'-7"
4 / A3.1
62'-0"
32'-10" 14'-7" 6'-5"
GENERAL NOTES: FLOOR PLAN
A. . Refferr tto Scope off Worrk fforr iintterriiorr ffiiniishes..

B. . Refferr tto E evattiion A3..1 fforr extterriiorr ffiiniishes..

C. . Refferr tto Scope off Worrk fforr consttrructtiion assemb iies..

D. . Refer to Scope of Work for P umbing, Mechanica ,
and E ectrica app icab e notes and equipment.

E. . Refferr tto Scope off Worrk fforr Sttrructturra nottes..

F. . Refer to Scope of Work for hardscape, andscape
materia s, and features.

G. . Insta moisture resistant G.W.B. on a wa s in
bathrooms, and rooms sub ect to wet conditions.

H. . Dimensioning:
1) a dimensions are to face of stud, concrete wa or
CMU U.N.O.
2) doors at corners or near intersections of
perpendicu ar wa s are ocated 4" from face of stud
to face of amb U.N.O.
235 Pa m Ave.

Santa Barbara CA
93101 USA
t 805.957.1315
f 805.957.1317
www.bbird.com
G. . F.F. (finish f oor) refers to top-of-finish-f oor or top-of-finish-deck U.N.O.

H. . Va ey ff ashiings arre tto confforrm tto CRC R337..5..3.. COVERED OUTDOOR PROCESSING AREA 1 550 SF ( 2'x25')
5,000 ga on
above ground
II.. E ectrica receptica s, switches/contro s, and out ets:
1) Refer to Scope of Work
2) Switches sha be p aced centered at 36" AFF and
4" from door amb or corner, U.N.O.

II.. Rooff gutttterrs arre tto confforrm tto CRC R337..5..4.. water cistern 3) Convenience receptica s sha be p aced centered +20'-8"
@ ridge
downspout
connections
from gutter to
water cistern
J.. Insta ation of meta roof pane s sha comp y with
CRC R905.10.

K.. Insta ation of sing e p y roofing sha comp y with
CRC R905.
.. Enc osed roof eaves and roof eave soffits are to
comp y with CRC R337.7.5.

M.. Maximum roof pane engths sha be provided where
possib e to a ow sing e pane s to span entire roof
s ope.
tank at 12" AFF or 6" above countertop, U.N.O.

J.. F.F. (finish f oor) refers to top-of-finish-f oor or top-of-finish-deck U.N.O.

K.. See Scope off Worrk fforr Wiindow and Doorr Types and Schedu es..
future so ar pan s
s ope
1/4 : 12
mechanical well
+13'-7"
@ mechanica we F.S.
'-8"
future so a pane s
LEGEND: ROOF PLAN / DEC
ffeature be ow
standing seam cor-ten meta roof, with
rroofing system be ow (C ass A)
sing e p y roofing membrane,
co or to match door/window frames
((C ass A)
corrugated weathered stee roof
meta gutter, painted to match fascia
downspout, painted to match fascia or
DS wa

COOLER(S)
280 SF (14'x20')

PROCESSING

STORAGE /

SUPPORT
300 SF (13'x22')

OPEN PROCESSING AREA
1 070 SF (31'x33')
18' W accordion doors
FARM

E'UIPMENT
+

STORAGE /

MAINTENANCE
450 SF
(13'x33')
LEGEND: FLOOR PLAN
moveab e furniture
feature be ow
feature above
co umn (see Structua )
downspout
WALL TYPE LEGEND: FLOOR PLAN
4" meta stud wa
6" meta stud wa
s ope
2 1/2 : 12
s ope
1/4 : 12
s ope
2 1/2 : 12
sky ight
mop sink cab.
clean
prep + teach
(tables on wheels)
cook filler table
6 0"
MIN. c ear ance
4" EPS pane wa

6.5" EPS pane wa
girt with insu ation, finishes per
rroof drain & roof drain overf ow
ffuture bifacia so ar pane s Ice
Maker
0'-0" (+71.00)
F.F.

COMMERCIAL ITCHEN
590 SF
griddle
60"
MIN. c earance
e evations A3.X, thickness per p an
ffuture so ar pane s
hw
sink
18' W glass accordion doors
oven

EMPLOYEE

SUPPORT
400 SF STAFF
ENTRY
LEGEND: FLOOR PLAN
moveab e furniture
feature be ow
+12'-8"
@ T.O. eave
downspout
connections
from gutter to
water cistern
2'-3"
+20'-8"
@ eave
2'-0"
s ope
5 : 12
fut re so ar pane s
+30'-0"
@ ridge
s ope
5 : 12
future so ar pane s
2'-0"
+20'-8"
@PUe
B
a
L
v
I
e
CRR's
290 SF
+11'-0"
@ T.O. eave

MUSHROOM

FACILITY
51 SF
12'x43'

INDOOR / CONDITIONED

MULTI-PURPOSE GATHERING
1 100 SF (32'x34')
Indoor Seating (Dining) = 70
Indoor Seating (Lecture) = 150
glass doors
w/roll-down screen
W/H
PUBLIC RR's
290 SF
feature above
bui t-in cabinetry, fu height,
coordinate w/ interior e evations
bui t-in cabinetry, ow height,
coordinate w/ interior e evations
co umn (see Structua )
Center for Urban
Agriculture at
Fairview
Gardens
future bifacia so ar pane s
5,000 ga on
above ground
water cistern
tank

OUTDOOR / COVERED

MULTI-PURPOSE GATHERING
9 0 SF (3 'x2 ')
Outdoor Seating (Dining) = 0
Outdoor Seating (Lecture) = 135
598 N. Fairview Ave.

Go eta, CA 93117
APN # 069-090-052
Revisions
3 / A3.1 3 / A3.1
1 / A3.1
DS
3'-8"
3'-8"
s ope
1 : 12
s ope
1 : 12
3'-8"
4'-2"
DS
2 / A3.1
1 / A3.1
89'-2"
22'-0" 22'-0" 22'-0" 22'-0"
dw
Fridge Freezer
2 / A3.1
22 KENNETH G. RADTKEY
C - 26761
REN. 7.31.2023
A2.1c
Mu ti-Functiona Service Barn Roof P an 2 Mu ti-Functiona Service Barn F oor P an 1 © 2024 B ackbird Architects, Inc.

The design ideas and p ans represented by these
documents are the property of B ackbird Architects,
Inc.. Use or copy is permitted by contract on y. The
use or revisions of these ideas or p ans is prohibited
without the written permission of B ackbird
feet 0 4' 8' 16' 1/8" = 1'-0" feet 0 4' 8' 16' 1/8" = 1'-0" Architects, Inc..

NOT FOR

CONSTRUCTION
Barn First Floor & Roof
Plan
CUP Submittal 06.03.2024
23 Appendix D: Multi-Functional Service Barn Rendering 1 24 Appendix D: Multi-Functional Service Barn Rendering 2 -- -
-.,...-,..ir..
......
= =--
... :::=.:.-.....
....... .. ...

Appendix E: Staff Housing Floor Plan
G,._EN"E',.RA.,L_NO.T. E_S..·..F..LOOR P_ UN
"''•'"- •w--
blackbird
architects
11o•, .,s...,_.._,,..,_ .._
11o1• .,s-.a1Wona-. ur..
---0.W.B.cr,II-W,
2Bd, 2Ba Unit
2Bd, 28a Unit
2Bd, 28a Unit
2Bd, 28a Unit
2Bd, 28a Unit
2Bd, 2Ba Unit
2Bd, 2Ba Unit
2Bd, 2Ba Unit
30MaalngVlewl
: : !11:,oedflu<n
• 12•-e MuMODHali,i,I
B Type Unit A Type Unit
J. "(,-:;-g..-----..
---0,,,,,"-
LfGEND;JLo.oA..PJ..AN
Center for Urban
Agriculture at
Fairview
Gardens
598N.filirrih,t,...a.

Goltll,CAi<J117
DUPLEX CONFIGURATION • 3MOD Types Total for All 8Units

NOT FOR

CONSTRUCTION
Staff Housing Plans
8 Total Units,16Bedrooms, 16Bathrooms, 8 SmKitchens
•
24 EB Staff Housing Proposed Plans
A2.5
25 Appendix F: Roadside Retail Store Floor Plan
26 Appendix G: Roadside Retail Store Rendering 1
27 Appendix G: Roadside Retail Store Rendering 2
•blackbird
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...... ............
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Appendix H: Renovated Farmhouse Floor Plan
Ia architects
Center for Urban
Agriculture at
Fairview
Gardens
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MEMORANDUM
DATE: October 22, 2024
TO: Human Services Standing Committee
FROM: JoAnne Plummer, Neighborhood Services Director
Cassidy Le Air, Senior Management Analyst
SUBJECT: Item III. Fiscal Year 2025-2026 Grant Cycle
RECOMMENDATION:

The City Grant Program includes two programs: Community Development Block Grant and Goleta City Grants. Each program has policies that guide funding, evaluation, and the awarding of grants. The following calendar is proposed for the Fiscal Year 2025-2026 Grant Cycle:

November 19, 2024 Initiation of 2025-26 CDBG and Goleta City Grant Programs
December 12, 2024 Notice of Funding Availability for CDBG and Goleta City Grant Programs
2nd Week of January 2025 Proposed Mandatory Grant Applicant Workshop
January 31, 2025 Applications Due
February – March 2025 Application Review Period
June 2025 Council Award of CDBG & City Grants
July 1, 2025 Grant Period Begins
Over the years, the number of applications for the Grants Programs have grown significantly, with many incomplete applications received. In an effort to assist agencies interested in applying, staff hosted an informational workshop attended by over 40 applicants, but incomplete or inaccurate information was still submitted. To improve application quality, efficiencies during evaluation, enhance engagement, clarify expectations, and ensure alignment with the program’s goals and criteria, staff is recommending that attendance at the workshop become mandatory for all applicants seeking funding.

MEMORANDUM
DATE: October 22, 2024
TO: Human Services Standing Committee
FROM: Robert Nisbet, City Manager
Shannon Kirn, Assistant to the City Manager

SUBJECT: Item IV. FY 2024-25 Childcare Initiative Continued RECOMMENDATION:

Review the five (5) childcare proposals and provide a recommendation to City Council on the funding allocation for Fiscal Year 2024-25.

BACKGROUND:

On May 28, 2024, the City Council approved grant agreements for Fiscal Year (FY) 2023- 24 childcare initiatives with United Way and Women’s Economic Ventures (WEV). United Way was granted $3,800 for the Brighter Futures Fund and WEV was granted $46,200 for the Business of Care Pilot program. WEV plans to launch the first Business of Care program cohort in January 2025 and is hosting informational session(s) to garner as much participation as possible for the first cohort. Also at this meeting, Council expressed a desire for the Human Services Committee to determine the best use of the next fiscal year’s funding for childcare initiatives early in the fiscal year. Council also expressed their desire to continuing working with both United Way and WEV in additional to another organization for Fiscal Year 2024-25. Children’s Resource and Referral (CRR) was suggested as an additional partner.

On June 18, 2024, as part of the adopted Mid-cycle Budget, the City Council allocated $250,000 in FY 2024-25 for childcare initiatives to the City Managers Professional Services account.

On July 17, 2024, the Human Services Committee met to discuss FY 2024-25 funding for childcare initiatives and how to allocate the funding. At this meeting the Committee discussed splitting the funding between United Way, WEV, CRR and Santa Barbara Foundation (SBF), as well as the regional efforts occurring in Santa Barbara County. After discussion, the Committee directed staff to request two-page proposals from each organization on how the proposed programs would align with the goals of an increase in the conversion of 3- to 5-year-old childcare spots to infant and toddler childcare spots Meeting Date: October 22, 2024

and/or the expansion of both existing centers and family childcare providers at three different funding tiers ($25,000, $50,000 and $100,000). The Committee also directed to have the next Committee meeting after the Santa Barbara County Board of Supervisors receives a presentation on the assessments recently conducted and the reports are made public.

Recap on Regional Efforts
On March 14, 2023, the County Board of Supervisors (BOS) approved a $1 million contract with United Way and on May 2, 2023, the BOS approved a $1.25 million contract with Santa Barbara Foundation for childcare sector recovery and resiliency services through June 2025.

Santa Barbara Foundation is focusing on:
• Increasing the number of qualified early education professionals to work in infant and toddler classrooms
• Creating a master plan for childcare facility development • Providing technical assistance and business planning to new and existing early care providers wishing to serve infants and toddlers
• Increasing the number of licensed infant and toddler spaces by 250 United Way is focusing on:
• Conducting municipality-focused studies on childcare needs • Facilitating a childcare coalition in Santa Barbara County • Expanding childcare efforts within the employer sponsored/corporate space • Establishing a designated fund and work with local philanthropy and chambers of commerce as an ongoing support for the childcare sector • Working with the County Office of Emergency Management and First 5 SBC to establish a childcare plan during county declared emergencies Performance Measures (Agency tasked with deliverable):
• Increase the number of childcare work force qualified to work in infant and toddler classrooms (SBF)
• Increase affordability of infant-toddler care by expanding scholarships for families who do not qualify for full subsidy (United Way)
• Create a coordinate system of business support for childcare sector (Both) • Create an enhanced infrastructure initiative to support the childcare sector in meeting the need for infant-toddler spaces (Both)
• Increase available infant-toddler spaces by a minimum of 10% in the county (Both) • Develop an Emergency Childcare Plan for Santa Barbara County First Responders and Essential Workforce (United Way)
• Develop a County of Santa Barbara Childcare Facilities Master Plan (SBF) On October 8, 2024, the BOS received a presentation from First 5 Santa Barbara County and Families Commission on the American Rescue Plan Act Childcare Sector Relief and Recovery. This report included an update on the outcomes of the performance measures so far and the following published reports: Childcare Facilities Needs Assessment, Meeting Date: October 22, 2024

Planning for Childcare Land Use Report, and Childcare Needs and Asset Assessment.

All documents can be accessed through the County of Santa Barbara Board of Supervisor’s website.

DISCUSSION:

Proposals were received from each of the four (4) nonprofits listed above and can be found in Attachments 1-5 of this report. Table 1 provides a summary of each proposal at the three (3) different funding tiers and listed further below are descriptions of each program for each organization.

Table 1. Fiscal Year 2024-25 Childcare Initiative Funding Allocation Organization Program Tier I:
$25,000
Tier II:
$50,000
Tier III:
$100,000
Santa Barbara
Foundation
Childcare
Provider Grants
and/or Childcare
Scholarships
Fully fund 1
Provider apps,
supplement a 2nd
OR cover approx.
1-1.5 infant, 2-3
toddler, or 10
school age slots
Fully fund 3
Provider apps,
supplement a 4th
OR cover approx.
2-2.5 infant, 3-4
toddler, or 20
school age slots
Fully fund 6
Provider apps,
supplement a 7th
OR cover approx.
3-3.5 infant, 4-5
toddler, or 40
school age slots
Children’s
Resource &
Referral
Steps to
Licensing/Quality
Hybrid
License 7 New
FCC Providers
(56 childcare
spaces)
License 7 New FCC
Providers (56
childcare spaces)
and
increase the quality
in 3 existing FCC
License 14 New
FCC Providers (112
childcare spaces)
and
increase the quality
in 10 existing FCC
United Way Brighter Futures
Childcare Fund

0.5-1 Employer
Grant & 0.5-1
Scholarship(s)
1 Employer Grant
& 1-2
Scholarship(s)
1-2 Employer
Grant(s) & 2-3
Scholarship(s)
Women’s
Economic
Ventures
Business of Care
Accelerator
Program
1:1 coaching for 6
childcare
business owners,
& $15,000 for
stipends
1:1 coaching for 12
childcare business
owners, & $30,000
for stipends
N/A
Collaborative
Proposal
(CRR & WEV)
Business of
Care, Steps to
Licensing/Quality
WEV Cohort 1 (already funded), Steps to Quality (15 Existing FCC), Steps to Licensing (12 New FCC), Steps to Quality (for the 12 new FCC), WEV Cohort II (for the 12 new FCC) TOTAL: $217, 592
Meeting Date: October 22, 2024

Santa Barbara Foundation
Childcare Provider Grants:
• To increase organizational capacity amongst nonprofit childcare providers and meet the critical needs of our communities’ youngest members, SBF offers childcare grants of up to $15,000
• SBF grants support projects focused on workforce pathway and skill development, supportive organization business model, family engagement, and the development of key areas of leadership
• SBF gives priority to organizations serving children ages 0-5 years • Funds would serve only Goleta based providers
Childcare Scholarships:
• To augment the existing William and Lottie Daniel Fund Child Care Scholarships, which are made available to nonprofit organizations that provide quality childcare for working families
• Families selected for a scholarship are working parents who reside in Santa Barbara County who have a child enrolled in the program full-time and are identified by providers as those with the greatest need • This funding would provide scholarships to families residing in the City of Goleta
Children’s Resource & Referral
Steps to Licensing:
• Provide a nurturing, supportive environment for both aspiring and seasoned childcare providers, guiding them through the process of opening their own family-based businesses or expanding their licenses to serve more children • Recruit, train and provide technical assistance to, and license new Family Childcare (FCC) programs
• 45 hours of group training and 1-on-1 coaching
• Educators will receive $600 of start-up reimbursements and mock-licensing site-visits to ensure readiness
Steps to Quality Hybrid:
• Provide comprehensive, evidence-based professional development workshops that empower educators with the knowledge and skills to truly nurture each child's growth and development while working to expand their license to serve more children
• Training in the Family Childcare Environment Rating Scale (FCCERS) along with pre- and post-environmental assessments
• Provide educators with $2,000 worth of educational or environmental materials and coaching on how to implement such materials in the program Meeting Date: October 22, 2024

United Way Brighter Futures Childcare Fund
Employer-Sponsored Childcare Start Up Grant:
• Incentivizing businesses to make investments into childcare benefits for their employees, including providing grant assistance for creation of new infant or toddler childcare spaces
• Grants are made up to $75,000 to support start-up costs for local employers expanding or launching childcare programs and facilities Family & Caregiver Scholarship Fund:
• Provide financial assistance for childcare costs for eligible families, aiming to narrow the cost-to-income gap from the current local average of 30%+ to 15% for participating households
• Average grant award is $10,000/year per household
• Funded award based on income eligibility
WEV
Business of Care Accelerator Program:
• Participants gain a deep understanding of personal finance fundamentals, including budgeting, debt management, and goal setting
• Participants receive a minimum of eight (8) hours of 1-on-1 consulting focused on financial education, QuickBooks setup and management, and strategies for expanding childcare capacities
• A $2,500 stipend is provided upon completion of at least eight (8) hours of business consulting sessions, supporting participants in applying what they have learned to their businesses
Collaborative Proposal CRR & WEV
• Similar programmatic content to individual proposals with Steps to Licensing, Business of Care, and Steps to Quality programs (described above) • Multifaceted approach guiding two cohorts through a combination of both programs:
o First, the original Business of Care Program cohort, referred to as Cohort I, will undergo further training and support to elevate the quality of their services. Then, a new group of 12 childcare providers, Cohort II, will be guided through the process of becoming licensed, adding 96 spots to the local system. Seamlessly, these newly licensed programs will then transition into the Business of Care Program and the Steps to Quality curriculum that Cohort I have just completed. In this way, the comprehensive strategy ensures a continuum of quality improvement across 24 Goleta childcare programs, ultimately benefiting 236 young children and their families.
• Total Cost: $217,592
Meeting Date: October 22, 2024

Recommendation
Recommend to City Council to fund and enter into grant agreements with each of the four (4) nonprofits for childcare initiatives. Potential funding amounts and programs are listed below as a starting point for the Committee to consider, however the Committee may decide the funding allocation amounts as it sees fit to do so. • SBF
o Childcare Provider Grants Fully fund 3 Provider apps, supplement a 4th OR cover approx. 2-2.5 infant, 3-4 toddler, or 20 school age slots o Total: $50,000
• United Way
o 1 Employer Sponsored Childcare Start Up Grant and 1-2 Family & Caregiver Scholarships
o Total: $50,000
• Collaborative Proposal CRR & WEV
o Funding only Cohort II as listed in proposal:
 CRR Steps to Licensing (Cohort II - 12 new FCC)
 CRR Steps to Quality and WEV Business of Care (Cohort II - 12 newly licensed FCC)
 Adding 96 new childcare spaces
o Total: $150,000 ($100,000 for CRR; $50,000 for WEV)

ATTACHMENTS

1. SBF Proposal

2. CRR Proposal

3. United Way Proposal

4. WEV Proposal

5. Collaborative Proposal (CRR & WEV)
ATTACHMENT 1
SBF Proposal
SBF Goleta Child Care Grant Proposal
The mission of the Santa Barbara Foundation (SBF) is to mobilize collective wisdom and philanthropic capital to build empathetic, inclusive, and resilient communities. SBF recognizes that access to high-quality child care is vital for the well-being of children and the success of families and communities.

In Santa Barbara County, families from all income levels struggle to find affordable, high-quality child care. The demand for child care services exceeds the supply of available spots. This has led to an increased need for child care providers.

When providers are unable to staff their centers adequately, they must limit the number of children they can care for, to assure compliance and quality, resulting in higher prices for the available spots. The limited supply of child care services drives up costs for parents, who can find themselves spending over a third of their household income.i According to the 2022 child care organization survey conducted by the Santa Barbara County Child Care Planning Council, 20% of families, on average, were unable to receive care due to staffing shortages, showing that there remains a need to grow the early learning and care workforce to address child care needs.ii To address this pressing issue, we need innovative strategies to increase the number of child care spaces and expand the child care workforce. That’s why SBF collaborates with child care leaders and providers to expand access to affordable child care by enhancing child care spaces and the child care workforce. Between 2023-2025 SBF, in partnership with Children's Resource and Referral of Santa Barbara County (CRR) and Santa Barbara County Child Care Planning Council (CCPC), received $1,125,000 in ARPA funds to implement childcare sector recovery and resilience efforts. The funding is to strengthen the child care system in Santa Barbara County by identifying and assisting new child care providers, supporting existing providers in pivoting to serving infants and toddlers, identifying childcare facility gaps,iii and increasing the overall number of licensed child care slots. Thus far, our partnership has created 1018 new infant/toddler spaces.

As part of SBF’s commitment to our community, we engage with our Child Care Initiative partners to address the challenges of providing quality child care for our youngest residents and identify opportunities to strengthen the child care workforce. Key elements in our child care strategy include grantmaking, convening, local and state advocacy, event sponsorship, collaborative co-leadership, and partnerships that uplift and expand current child care efforts.

Grantmaking efforts include the annual Child Care grant cycle and the William and Lottie Daniel Child Care Scholarship Fund.

Child Care Provider Grants
To increase organizational capacity amongst nonprofit child care providers and meet the critical needs of our communities’ youngest members, SBF offers childcare grants of up to $15,000. Our grants support projects focused on professional development, family engagement, and the development of key areas of leadership. SBF gives priority to organizations serving children ages 0-5 years. This year’s grant cycle supports the SBF’s Child Care Initiative by focusing funds on child care sector resiliency efforts that strengthen the childcare system in Santa Barbara County.

SBF’s intent in offering this funding is to support and strengthen child care providers and the integral direct service providers that support them. Grantee projects can focus on any of the following:
• Childcare Workforce Pathway and Skill Development. Increase the number of qualified infant and toddler workforce professionals in the County. Strategies may include:
o Increasing the number of staff seeking infant/toddler qualifications through Early Childhood Ed. units o Developing or participating in coaching and mentoring programs to enhance skills o Collaborating with other service providers or child care organizations (i.e., SBCEO Child Care Planning Council, Children’s Resource and Referral of SBC, etc.) • Supportive Organizational Business Model. Building a supporting organizational climate may include:
o Through leadership development, facilitating new, licensed infant and toddler childcare space creation o Increasing the ability to interpret data for goal setting for future program direction o Participating in technical assistance programs that offer facility or business-related support o Assuring the successful day to day operation of a center o Advocating for teachers
• Family Engagement. Strategies should be cognizant of incorporating a family’s composition, language, and culture into their approach of collaborating with them. Applicants should clearly identify a proven family engagement strategy to build relationships between themselves and families to maximize a child’s success. Strategies may include:
o Promoting partnerships with families
o Fostering family leadership
o Building support for families to foster engagement in their child’s development and education • Building Content Specific Areas of Leadership. Strategies may include the following:
o Promoting fair and equitable access to child care opportunities o Systems thinking
o Effective strategies for working with English language learners (ELL’s) o Working with special populations including special needs, homeless and foster children, or addressing other evident emerging needs
Between 2019 and 2023, the Child Care Provider grant cycle drew $809,671 in requests from fifty-eight child care providers. SBF awarded $536,208 to 44 grantees. Any funds SBF receives from the City of Goleta would allow us to close the gap to fund additional qualified applications we receive. Funds will serve only Goleta based providers.

City of Goleta
Grant Amount
Impact
$25,000 Fully fund one additional provider application and supplement funds for a second application $50,000 Fully fund three additional provider applications and supplement a fourth application $100,000 Fully fund six additional provider applications and supplement a seventh Child Care Scholarships
Alternatively, the funds could be used to augment the existing William and Lottie Daniel Fund Child Care Scholarships, which are made available to nonprofit organizations that provide quality child care for working families. Families selected for a scholarship are working parents who reside in SBC who have a child enrolled in the program full-time and are identified by providers as those with the greatest need. This funding would provide scholarships to families residing in the City of Goleta.

Care center applicants must be fully licensed by the State of California to provide child care for the age groups served.

Moreover, the applicant must currently serve children from economically disadvantaged families through established child care programs. Funds may be used to expand the number of slots of existing established programs. Finally, because the fund’s purpose is to help working parents, agencies must be open at a minimum during the regular work hours of 8 a.m. to 5 p.m. and run year-round.

Between 2019 and 2023, SBF’s Child Care Scholarship Fund received $2,837,388 in requests for childcare scholarships for working families to access quality childcare from 63 child care provider applicants. SBF awarded $1,511,539 to 59 grantees, which funded 356 childcare spaces. Due to limited funds, we were unable to meet the demand for funding for an additional 564 childcare spaces.

Scholarship Grant Amount/ Impact: If Goleta allotted grant funds to these Scholarships, we anticipate that each $25,000 SBF receives would cover approximately 1-1.5 infant slots, 2-3 toddler or pre-school slots, or up to 10 school age slots in the City of Goleta. The exact numbers depend on the organization applying and the child care costs for that program.
i
The 2021 Child Care Portfolio, California Child Care Resource & Referral Network ii SBCEO, Santa Barbara County Child Care Planning Council. Santa Barbara County Early Childhood Education Needs Survey, 2022. iii Santa Barbara County Child Care Facilities Needs Assessment; Santa Barbara County Child Care Land Use Assessment Headstart Program Qualification
State Preschool Qualification
Approximate Middle Class Annual Salary
0 20,000 40,000 60,000 80,000 100,000
Annual Household Salary
Most families don’t qualify
for Head Start programs

MISSING
MIDDLE
“
”
deter qualified workers
LOW

PROVIDER
WAGES
Low
availability
High
Costs

CHILD CARE
Addressing challenges in Santa Barbara County

AVG MONTHLY COST
$1,481

PER INFANT FAMILIES ON WAITLISTS
1000

MORE THAN
William and Lottie
Daniel Fund
ARPA Child Care
Collaborative
SBF Child Care Grants
Workforce Development
Initiatives
Families in Santa Barbara
County, within a variety of
income levels, face the
challenge of finding affordable,
high quality child care. They
encounter long waitlists due to
a deficit of over 9,000 child
care spaces across the county.

Additionally, relatively higher
wages in Santa Barbara County,
compared to other counties,
pose a challenge for families
who do not qualify for public
programs, but also cannot
afford market-rate child care.

Providers face additional
challenges, such as maintaining
qualify staff, largely due to
inadequate pay, which in turn
affects the number of spaces
they can offer. Increased costs
for rent, food, and other
supplies also negatively impact
the cost of care.

Child care accessibility has
consequences far beyond the
immediately affected families.

The local economy suffers
greatly as parents are forced to
weigh both the cost of working
and of staying in the county.
provides scholarships to defray child
care tuition costs for Santa Barbara
County families via nonprofit
organizations that provide quality child
care for working families.
offer child care providers in Santa
Barbara County the opportunity to
increase capacity via professional
development and/or facility
improvements.

Not enough
staff
aids home child care businesses to
become nonprofits to increase available
financial support. Also increases the
number of child care providers and
available spaces, especially for infants.
support child care by helping to
improve or develop local training
opportunities for early child care
educators.

Annual Household Salary

SANTA BARBARA FOUNDATION SOLUTIONS

SANTA BARBARA FOUNDATION
North County Headquarters
2625 South Miller Street, Suite 101
Santa Maria, CA 93455
(805) 346- 6123
South County Headquarters
1111 Chapala Street, Suite 200
Santa Barbara, CA 93101
(805) 963-1873
[email protected]

SANTA BARBARA FOUNDATION CHILD CARE FUNDS
William and Lottie Daniel Fund Child
Care Scholarships:

William and Lottie Daniel Fund Child
Care Scholarship grants are available to
nonprofit organizations that provide
quality child care for working families.

Nonprofit grantees may use these funds
to subsidize child care program costs for
current Santa Barbara County residents.

Contribute to this fund to help support
working families in Santa Barbara County
gain access to quality child care.

Child Care Fund:

The Santa Barbara Foundation offers Child Care grants to local nonprofit child care providers serving children 0-5 years of age. The goal of this program is to increase capacity among nonprofit child care providers in Santa Barbara County to meet the critical needs of young children. Grants also focus on supporting providers in leadership and professional development opportunities, family engagement initiatives, and the development of strategies that promote equitable access to quality child care. Contribute to this fund to help local nonprofit child care providers improve their capacity, reach, and the quality of care available to area families.

Stay Connected!
SBFoundation
Santa-Barbara-Foundation
SBFoundation
SantaBarbaraFoundation
SBFoundation.org
Donate Today
To support our work
around Child Care
General Fund:

Give an unrestricted gift to SBF! The Santa
Barbara Foundation cultivates leadership,
promotes innovation, and fosters
collaboration throughout Santa Barbara
County. Gifts to the Community Engagement
Fund are unrestricted and strategically
leveraged for positive impact in communities
across our county. We invite you to engage
with us by making a gift, large or small. Your
contribution can help build up a critical child
care workforce so children aged 0-5 have
access to the quality care they need.

ATTACHMENT 2
CRR Proposal
In the heart of Santa Barbara County, an organzation has built a 53 year legacy, built on community partnership, trusting relationship, and impressive results. Children's Resource & Referral of Santa Barbara County (CRR) is dedicated to uplifting the child care infrastructure and supporting early educators and the families they serve in the community. Through CRR’s successfully established Steps to Licensing program, CRR offers a nurturing, supportive environment for both aspiring and seasoned child care providers, guiding them through the process of opening their own family-based businesses or expanding their licenses to serve more children. Whether just taking their first steps or already well-established, these educators receive invaluable mentorship, a brand new career, training, and networking opportunities to help their enterprises thrive. The program walks them through every aspect of setting up a high-quality, licensed child care center - from creating engaging, developmentally-appropriate learning environments to understanding complex regulations, implementing robust health and safety protocols, and building strong partnerships with the families they serve. Participants also gain the chance to connect with fellow providers, sharing wisdom, encouragement, and best practices to strengthen the entire early education ecosystem. Meanwhile, the Steps to Quality initiative takes this support to educators to the next level, providing comprehensive, evidence-based professional development workshops that empower educators with the knowledge and skills to truly nurture each child's growth and development while working to expand their license to serve more children. The importance of early childhood education lies in its impact on a child's emotional, cognitive, and social development. Research indicates that high-quality early childhood education can offer a range of long-term benefits, including:

Improved readiness for school
Better academic performance in classes
A reduced need for special education services
Higher rates of high school graduation
Improved social behaviors
Early childhood education also provides a crucial support system for families that offers guidance in nurturing their child’s development. Through these tailored trainings, they learn to implement cutting-edge curricula and strategies customized to the unique needs of the young learners in their care. To ensure the highest standards of quality, the program offers pre- and post-environmental assessments using the respected Family Child Care Environment Rating Scale (FCCERS) and a materials grant. With CRR's expert coaching, these passionate, dedicated educators are gaining the holistic toolkit they need to not only open the doors to their dream child care centers, but to sustain them as vibrant, thriving hubs of enrichment that positively impact hundreds of children's lives.

Option I: Steps to Licensing:

CRR will be tapping into their extensive waitlist of over 400 potential child care providers and grass-roots outreach to family, friend, and neighbor caregivers. They plan to actively recruit, train, provide technical assistance to, and license 7 NEW Family Child Care programs (Tier I), creating 56 NEW licensed child care spaces. Through 45 hours of group trainings and one-on-one coaching, educators will gain the knowledge and confidence to open the doors to their family child care business. CRR guides them through creating engaging learning environments, understanding child development, implementing health and safety best practices, understanding licensing regulations, and building solid partnerships with families. Educators will receive $600 of start-up reimbursements and mock-licensing site-visits to ensure readiness. They'll also connect with fellow educatorss to share wisdom and encouragement.

Total Cost to license 7 New Family Child Care Providers (resulting in 56 child care spaces) $25,000 Option II: CRR Steps to Licensing and Steps to Quality Hybrid:

Recruit, train, provide technical assistance to, and license 7 NEW Family Child Care programs (Tier I), creating 56 NEW licensed child care spaces [include all services above]. PLUS-- CRR will implement their Steps to Quality program for 3 Licensed Family Child Care programs in the City of Goleta not currently participating in any other quality improvement programs. Educators participating in The Steps to Quality will receive training in the Family Child Care Environment Rating Scale (FCCERS) along with pre and post-environmental assessments. After the pre-assessment, the educators will be provided with $2,000 worth of educational or environmental materials and coaching as to how to implement such materials in the program, inevitably increasing the program’s quality. The goal is to create additional high-quality child care spaces across these programs and provide technical assistance to any who wish to expand their licenses to serve more children, potentially increasing by another 18 licensed child care spaces.

Total Cost to license 7 New Family Child Care Providers (resulting in 56 child care spaces) and incresase the quality in 3 existing Family Child Care Programs $50,000 Option III: CRR Steps to Licensing and Steps to Quality Hybrid:

Recruit, train, provide technical assistance to, and license 14 NEW Family Child Care programs (Tier I), creating 112 NEW licensed child care spaces [include all services above]. PLUS-- CRR will implement their Steps to Quality program for 10 Licensed Family Child Care programs in the City of Goleta not currently participating in any other quality improvement programs. Educators participating in The Steps to Quality will receive training in the Family Child Care Environment Rating Scale (FCCERS) along with pre and post-environmental assessments. After the pre-assessment, the educators will be provided with $2,000 worth of educational or environmental materials and coaching as to how to implement such materials in the program, inevitably increasing the program’s quality.

The goal is to create additional high-quality child care spaces across these programs and provide technical assistance to any who wish to expand their licenses to serve more children, potentially increasing by another 60 licensed child care spaces.

Total Cost to license 14 New Family Child Care Providers (resulting in 112 child care spaces) and incresase the quality in 10 existing Family Child Care Programs $100,000 CRR's Steps to Licensing &
Steps to Quality Impact Since 2022
• 283 FCC licenses/
businesses created
• 2,264 Licensed
child care spaces
created
• $751,181 worth of
provider grants
given
• 50 Programs
increased in quality
with FCCERS
training/
assessments
• 100 Programs
particiapted in
Quality Counts
CRR Steps to Licensing, Steps to Quality, and FCCHN Programming Tier I: Steps to Licensing
At CRR, we empower aspiring child care providers to turn their passion into a purpose.

In partnership with the California Department of Social Services and community funders, our Steps to Licensing program offers a supportive community for early educators, whether they're taking their first steps toward licensing or are seasoned educators. Through group workshops and one-on-one coaching, they'll gain the knowledge and confidence to open the doors to their family child care business.

We guide them through creating engaging learning environments, implementing health and safety best practices, understanding licensing regulations, and building solid partnerships with families. They'll also connect with fellow providers to share wisdom and encouragement.

Benefits in participating in Steps to Licensing:
• Free training to deepen educator expertise
• Licensing walkthroughs and assistance to streamline the process • Mentorship and networking to help educator businesses thrive • Workshops to explore child development best practices At CRR, we believe in the power of community. We are honored to support educators in nurturing the next generation.

Cost: $3,500 per new license = 1 new business and 8 new child care spaces which includes the coast of the coach, coaching, 1 mock-licensing site-visit, technical assistance, start-up costs, and educator grant.

Tier II: Steps to Quality
Through high-quality professional development from CRR, early educators can gain the knowledge and skills to nurture children's development. They learn to implement developmentally appropriate curricula and strategies to meet each child's needs. Beyond education and in partnership with community funders, CRR facilitates a network for providers to support one another on their shared mission to deliver quality care. This community enables providers to connect, share resources, and participate in a ten-week business cohort.

The Steps to Quality educators are eager to advance professionally, improve their environments, expand their licenses to serve more children, and pursue national accreditation.

Many have not had opportunities for higher education before. CRR provides the opportunity for them to learn from Quality Coaches to elevate their expertise.

These trainings open doors for their businesses while ensuring hundreds of children receive attentive, enriching care.

With CRR's guidance, these dedicated educators can gain the tools to nurture children's growth and run successful child care centers. Educators participating in The Steps to Quality will receive pre and post-environmental assessments: Family Child Care Environment Rating Scale (FCCERS).

Cost: Varies depending on early education materials (range can be from $1,000 - $7,500) Current programming: $5,233 per program which includes 10-week business training cohort, coaching to expand license to increase by 6 more child care spaces, two site-visits, quality plans, pre- and post- FCCERS assessments, and $2,500 worth of early education materials to increase program quality.

Tier III: FCCHN
In partnership with Early Development Services, CRR provides an invaluable service to educators seeking continuous quality improvement while serving children and families in our community.

Our ECE Coaches take a strengths-based, relationship-focused approach to coaching. By building trust and nurturing healthy working relationships with educators and staff, coaches establish a solid foundation for collaborative growth. Coaches support educators' professional development through tailored coaching strategies that recognize individuals' unique needs, interests, and abilities. This capacity-building approach empowers educators to take ownership of their learning.

Coaches provide monthly in-person site visits for one-on-one coaching and technical assistance with quality assessment tools like the DRDP. Annual FCCERS assessments ensure continued quality improvement in learning environments. Ongoing site visits enable coaches to maintain reflective records, assess goals, and document the ages of children present. Professional learning opportunities help cultivate best practices, leadership, and high-quality instruction in individual family child care programs.

Educators not only enjoy the benefits of participating in FCCHN, but also gain access to over fortyfive hours of complimentary professional development. This valuable training covers essential topics such as child development, effective business practices, health and safety guidelines, nurturing teacher-child relationships, trauma-informed care, and addressing challenging behaviors. By engaging in these professional development opportunities, educators can continue building their skills and expanding their knowledge.

The wide range of relevant subjects allows each participant to tailor their learning experience to their needs and interests. Ultimately, the free professional development available through CRR empowers educators to provide the highest quality care and education for the children they serve.

Cost: $8,400 per educator which includes coaching, monthly site-visits, DRDP’s, quality plans, and professional development.

Tier IV: Quality Counts
As an early childhood educator, they can shape young minds and set children on a path to thrive.

The care and education they provide in these formative years are invaluable, preparing little ones for school and life. Their commitment to nurturing our future generations matters.

That's why we believe in Quality Counts. This statewide initiative connects parents seeking exceptional care for their children with programs that go above and beyond. In partnership with Santa Barbara County Education Office, First 5 Santa Barbara County, and CRR, we showcase Quality Counts programs and help more families utilize their services.

Through Quality Counts, educators have access to top-notch training, resources, incentives, and support to continue enhancing the care and education they provide. Our quality rating system celebrates centers for offering the highest quality programming.

Educators in Quality Counts join us in our mission to help children flourish. CRR's early childhood experts are known as Quality Coaches. These skilled professionals hold certifications in a range of essential tools for early education, including DRDP, CLASS, ASQ, ASQ-SE, assessments for Dual Language Learners, the CSEFEL framework, and Trauma Informed Care. Quality Coaches go beyond just training - they are also qualified to guide licensed child care sites through the rigorous national accreditation process. With expertise spanning child development, family engagement, and program administration, CRR's Quality Coaches are invaluable partners for elevating the quality of early learning. Their passion and knowledge early educators provide nurturing, stimulating environments where young children thrive. Together, we set higher standards in early childhood education.

Cost: $3,000 per program which includes coaching, professional development, site-visits, quality plans, accreditation facilitation.

ATTACHMENT 3
United Way Proposal
Family & Caregiver
B Scholarship Fundrighter Futures
Childcare Fund
Brighter Futures
Start Here.

Brighter Futures Childcare Initiative supports
comprehensive expansion and development within
the childcare sector is an essential extension of
United Way’s work to create a more solid foundation
for students and families to thrive.

Access to quality childcare not only improves
children’s future academic outcomes, but also
contributes to household financial stability, granting
families the flexibility they need to participate in the workforce, manage family finances, and better
prepare for future emergencies.

Learn more at unitedwaysb.org/childcare
320 E Gutierrez Street
Santa Barbara, CA 93101
805.965.8591 | unitedwaysb.org
United Way developed and launched
the Brighter Futures Childcare Fund,
a centralized fund to support the
Santa Barbara County community in
addressing the availability and
affordability of childcare. The four
funding areas include:

Employer Sponsored Childcare
Start-up Grants
Family & Caregiver Scholarships
Childcare Business & Technical
Training Grant (Providers)
Emergency Preparedness
Training Grant (Providers)
Proposal: City of Goleta
Estimated Impact Model*
August 2024
Employer Sponsored Childcare Start-Up Grants (75%)
+
Family & Caregiver Scholarship Fund (25%)
$100,000 | 1-2 Employer Grant(s) + 2-3 Scholarships
$50,000 | 1 Employer Grant + 1-2 Scholarship(s)
$25,000 | 0.5 - 1 Employer Grant + 0.5-1 Scholarship(s) *Estimated Impact
A blended contribution to both focus areas is also possible through the Childcare Fund (i.e. $75,000 to Employer Start-Up and $25,000 to Scholarships)
Employer-Sponsored
Childcare Start-Up Grant
Incentivizing businesses to make
investments into childcare benefits
for their employees, including
providing grant assistance for
creation of new infant or toddler
childcare spaces. Grants are made
up to $75,000 to support start-up
costs for local employers expanding
or launching childcare programs
and facilities.

Fund Details
Eligibility: Employers located
within the City of Goleta
Grants awarded up to $75,000
Funding awarded based on
outcome alignment for creation
of new childcare spaces.

The Brighter Futures Childcare
Scholarship Fund provides financial
assistance for childcare costs for
eligible families, aiming to narrow the
cost-to-income gap from the current
local average of 30%+ to 15% for
participating households. Average
grant award is $10,000/year per
household.

Fund Details
Eligibility: Parents & Caregivers in
the City of Goleta w/children ages
0-5 working for participating
employers.

Average grant award of $10,000
Funding awarded based on
income eligibility.
“More than housing, childcare is the
financial obligation that has caused
us to make employment decisions
that are not our first choice. I work
more through the summer than I’d
like to make ends meet.
[Childcare] has been a constant
stress in our lives for the past 6
years. We pay about a third of our
income on childcare. Without this
expense we would have invested in
a second car, more community
involvement, and maybe even
starting a small business.”
-Local Parent
United Way of Santa Barbara County
Cities of Goleta & Santa Barbara Childcare Survey,
2022
To support families and caregivers in Goleta, United
Way seeks to partner with the City of Goleta through
two of the four funding areas, providing local Goleta
employers with start-up funding for childcare
facilities and programs and Goleta families with
scholarships to increase affordability of quality care.

United Way
of Santa Barbara County
320 East Gutierrez Street
Santa Barbara, CA 93101
tel 805-965-8591
www.unitedwaysb.org
United Way Brighter Futures Childcare Fund | $100,000
City of Goleta Proposal, August 2024 | $100,000 Contribution to the Employer-Sponsored Childcare Start-Up Fund (75%) and Childcare Scholarships Fund (25%) United Way of Santa Barbara County is our community’s partner in building brighter futures and more resilient foundations for local individuals, students, and families. By developing and leading networks of local service agencies and community organizations, United Way targets community needs through programming and initiatives that focus on school readiness and academic achievement, financial empowerment, and response and recovery in times of crisis. At the intersection of these focus areas, United Way has identified a significant need for affordable, accessible childcare options for families.

To understand this growing need and to inform the development of programs to address it, United Way has collaborated with local municipalities and community partners to collect data from childcare industry specialists, local childcare providers, employers, school districts, and local families through surveys, interviews, and focus groups. These reports include: Childcare Needs & Asset Assessment (2024), Child Care Sector Survey Results and Recommendation Report (2022), and Child Care in Santa Barbara and Goleta Report (2022). Respondents reported significant challenges across the county, with providers lacking support in business development and retention, interested employers struggling with start-up costs for childcare facilities, and parents and caregivers left spending 30%+ of their annual income on childcare that may or may not be reliable or meet scheduling needs.

Driven by the local assessments’ data and results and demonstrated community need, United Way launched the Brighter Futures Childcare Initiative, a county-wide, cross-sector effort to improve access to high-quality childcare for parents from all economic backgrounds while generating innovative solutions that will support new and existing childcare centers with sustainable expansion.

The initiative and its related outcomes focus on the childcare sector countywide, addressing five target areas, including:

1. Childcare Coalition: United Way’s Brighter Futures Childcare Coalition (see Addendum A) is a unique network of local business, government, philanthropic, and service agency partners, working together to identify and address gaps and needs within the childcare sector.

2. Family Scholarships: Providing financial support to families in the “missing middle” to help alleviate the severe impact of high childcare costs.

3. Employer Engagement: Incentivizing businesses to make investments into childcare benefits for their employees, including providing grant assistance for creation of new infant or toddler childcare spaces.

4. Childcare Business Development: Equipping childcare providers with the knowledge and tools necessary to run profitable and successful businesses and drive interest in and access to the education and training necessary to begin a career in early childhood education.

5. Childcare Sector Emergency Preparedness: Engaging childcare providers in emergency preparedness training and creating an emergency childcare plan for the County of Santa Barbara to activate in emergencies for essential workers and their families.

Since the launch of the initiative in early 2023, United Way has already achieved significant progress in each of the target areas, including the establishment of the Brighter Futures Childcare Coalition, a Brighter Futures Childcare Initiative |2
countywide childcare provider, parent, and employer survey and assessment, and the launch of the Brighter Futures Childcare Fund. Continued work within the initiative includes research and partnership calls with nationwide innovators in the childcare sector and the City of Goleta Human Services Committee. Research has proposed key comprehensive elements to sector solutions, including consideration of substitute teaching programs, workforce development for early childhood education, and local Childcare Authority programs. Continued progress on local implementation of identified solutions is dependent on secured funding from community partners.

Brighter Futures Childcare Fund
As a result of discussions with the Brighter Futures Childcare Coalition, United Way developed and launched the Brighter Futures Childcare Fund, a centralized fund to support the Santa Barbara County community in addressing the availability and affordability of childcare. The fund’s priorities are divided into four funding areas, including start-up grants for employers expanding or creating childcare facilities, childcare scholarships for local parents and caregivers, and business development and emergency preparedness training grants for providers.

United Way’s Brighter Futures Childcare Fund infrastructure is informed by over a century of grantmaking experience. The flexibility of the fund provides investors an innovative approach to community impact, allowing for customized allocation of investments within the four focus areas and allowing for regional direction. To date, the fund has already received applications from local organizations in Goleta and Santa Barbara to support the creation of new childcare spaces. One of the fund’s first employer partners, UC Santa Barbara’s Early Childhood Care and Education Services, is working with United Way to support a new childcare center and play yard, projected to increase the university’s infant childcare offerings by 25%. Conversations are also taking place with organizations like Children’s Resource and Referral and other community partners to identify how the fund can further their efforts to expand and create new childcare spaces.

As a longstanding partner in United Way’s childcare work, the City of Goleta is invited to support the Brighter Futures Childcare Fund, to further their work in supporting local parents, caregivers, and employers in Goleta. At the funding levels included in the attachment to this proposal, the City of Goleta has the opportunity to contribute either a blended contribution to both the Employer-Sponsored Childcare Start-Up Grant and the Brighter Futures Childcare Scholarship Fund, or a single gift to either.

Both opportunities will be restricted to employers and beneficiaries located within the city of Goleta.

Employer-Sponsored Childcare Start-Up Grant Funding
Employer sponsored childcare is an effective and convenient approach to providing working parents and caregivers access to reliable, quality childcare. For employers of any size, start-up costs for the creation of childcare facilities and technical support for program development and staffing models can be a significant barrier to pursuing this opportunity for their employees. The Employer-Sponsored Childcare Start-Up Grant provides up to $75,000 to local businesses to address these needs. Since the launch of this fund in summer of 2024, United Way has already received three applications from local employers in Santa Barbara County to expand their childcare facilities. (See Addendum B for Eligibility Guidelines) Brighter Futures Childcare Scholarship Fund
Quality childcare is cost prohibitive, even for families making above the income eligibility for public assistance. In Santa Barbara County, local households with children ages 0-5 were found to spend up to 30%+ of their income on childcare costs alone. The Brighter Futures Childcare Scholarship Fund would provide financial assistance for childcare costs for eligible families, with a target to narrow the cost-toincome gap to 15% for participating households. Average grant awards are estimated to total $10,000 per child, per year. (See Addendum C for Eligibility Guidelines) Brighter Futures Childcare Initiative |3
United Way
of Santa Barbara County
320 East Gutierrez Street
Santa Barbara, CA 93101
tel 805-965-8591
www.unitedwaysb.org
Addendum A
Brighter Futures Childcare Coalition Roster

1. City of Goleta

2. City of Santa Barbara

3. County of Santa Barbara

4. Office of Monique Limon, California
Senate, District 19

5. Office of Supervisor Laura Capps

6. Office of Assemblymember Greg Hart

7. Santa Barbara County Education Office

8. Buellton Chamber of Commerce

9. Lompoc Valley Chamber of Commerce

10. Guadalupe Unified School District

11. Santa Maria Valley Chamber

12. Santa Barbara South Coast Chamber of
Commerce

13. First 5 Santa Barbara County

14. Children's Resource & Referral of Santa
Barbara County

15. Santa Barbara Foundation

16. University of California, Santa Barbara

17. California State University Channel Islands
(CSUCI)

18. Allan Hancock College

19. Deckers Brands

20. Audacious Foundation

21. Amazon

22. Future Leaders of America

23. Montecito Bank & Trust

24. Santa Barbara Scholarship Foundation

25. MarBorg Industries & HR Association

26. Carpinteria Children Project

27. Driscoll's

28. Cottage Health

29. Salvation Army

30. James S. Bower Foundation

31. Eileen Monahan Consulting

32. Maria Chesley Consulting

33. United Way of Santa Barbara County
Brighter Futures Childcare Initiative |4
Addendum B
Fund Eligibility Guidelines – Brighter Futures Childcare Scholarship Fund Is my family eligible?
☐ Have a child/children under 5 years of
age*
☐ Have a spot secured for your child/children
at a licensed childcare program
☐ Live in Santa Barbara County
☐ Qualify financially (see table)
☐ Work during the hours your child receives
care
* Families applying for help covering the cost of
care for a foster child care encouraged to apply
through Alternative Payment Program (APP).

What application materials do I need?
All application materials are submitted through an online portal. ☐ Application Form
☐ Unexpired photo ID for all parents or
legal guardians
☐ Copy of most recent federal tax return
☐ Copy of pay stubs for previous 2-
months
☐ Proof of residence, if not provided on
federal tax return or photo ID
☐ If self-employed, current profit/loss
statement and recent business taxes
☐ If applicable, divorce decree, separation
agreement, and/or custody agreement.
☐ If applicable, award letter for any
government assistance programs.
☐ Signed client responsibility agreement
☐ Recommendation from childcare
provider
How much financial aid can my family receive?
Monthly financial assistance is designed to bring combined childcare costs down to a reasonable amount. Families are required to contribute 15% of gross income for childcare. The amount a family receives is based on several factors, such as, but not limited to:
☐ The monthly/annual gross income of
the family and amount of income spent
on childcare
☐ Number of people in the family
☐ Number of children under 5 years of
age in childcare
☐ Number of days a week the child
attends childcare
☐ Daily rate of childcare program
☐ Other financial hardships
The maximum Brighter Futures annual scholarship amount per child is $20,000.

Family
Size
Minimum Annual
Income
Maximum Annual
Income
Upper limit of APP 600% of federal
poverty line
2 $73,563 $122,640
3 $83,172 $154,920
4 $96,300 $187,200
5 $111,708 $219,480
6 $127,116 $251,760
7 $130,008 $284,040
8 $132,888 $316,320
Addendum C
Fund Eligibility Guidelines – Employer Sponsored Childcare Start-Up Grant What will this grant fund?
This grant, as part of United Way of Santa Barbara County’s Brighter Futures Childcare Fund, is for organizations looking to add or expand their current childcare benefit offerings to employees, specifically creating or expanding infant and toddler spaces. Funding is intended to cover start-up costs, not ongoing operating costs for an employer sponsored childcare center.

Indirect costs are not allowable under this grant. As this start-up grant is funding only a portion of overall costs for new or expanded infant/toddler spaces, the entire grant needs to be used for direct costs.

Is my organization eligible to apply?
Employers must:
☐ Be located in Santa Barbara County
☐ Be adding infant or toddler spaces to an existing childcare center or starting a new childcare center with infant or toddler spaces
☐ Have or be creating a childcare center that is primarily focused on providing childcare to the workforce of that employer
☐ Have made significant progress towards the creation or expansion of infant or toddler spaces, including having obtained all relevant permits
What does the application entail?
☐ Application Form (includes information about your business, including annual operating budget, number of employees, etc.)
☐ Information about the impact of unmet childcare needs on your staff and business ☐ Information about any childcare benefits currently provided to employees ☐ Information about any prior experience your business has in running a childcare facility ☐ Information about the new or expanded childcare center, including where you are in the development process and its proposed revenue structure
☐ Information about the specific start-up costs for requested grant funds All application materials are submitted through an online portal. Please reach out to Brighter Futures Childcare Program Manager, Julianna Joss, at [email protected] if your organization is interested in applying.

How much funding is available to my organization and how are grantees selected? The funding amounts and the number of grantees is based on a variety of factors including if the childcare center has other funding sources available, the overall cost structure of the center, the number of spots being created, and more.

Requests of up to $75,000 will be considered.

ATTACHMENT 4
WEV Proposal

BOARD OF DIRECTORS
Melissa Livingston
Chair
Scott Hansen
Vice Chair, Ventura County
Andrew Winchester
Vice Chair, Santa Barbara County
Kristina Eriksen
Treasurer
Linda Rossi
Secretary
Katya Armistead
Junemarie Justus
Elaine Kitagawa
Emily Latour
Ale Ortega-Botello
Banks Pecht
DeAnna Steiger

HONORARY BOARD
Joan Rothenberg
Kate Silsbury

IN MEMORIAM
Susan Bower
Carnzu Clark
Jean Schuyler
Naomi Sommer
Hal Thornton

FOUNDER
Marsha Bailey

CEO EMERITA
Kathy Odell
CEO
Nicki Parr
Women’s
Economic
Ventures
21 E. Canon Perdido, Ste. 301
Santa Barbara, CA 93101
4001 Mission Oaks Blvd., Ste. K
Camarillo, CA 93012
805-965-6073
wevonline.org
Business of Care Accelerator Program
Overview
The Business of Care Accelerator Program, led by WEV, builds on the foundation laid by the City of Goleta’s previously funded Business of Care program. While the original program provides group training on essential business operations, the Accelerator Program takes the next step by offering personalized, in-depth support to childcare providers and early childhood educators in Goleta and the surrounding areas. This program empowers participants to build sustainable, profitable businesses, earn a meaningful wage, increase household income, and generate generational wealth. Available in both English and Spanish, the program supports both home-based and center-based childcare providers. Participants gain valuable financial insights and adopt sustainable business practices, increasing their capacity to serve more children.

Community Need
Childcare providers are vital to our workforce, yet many lack formal business education. The Business of Care Accelerator Program addresses this gap by equipping these entrepreneurs with essential business management skills. This shift in mindset and capability ensures that childcare businesses not only survive but thrive, ultimately benefiting the broader community.

Program
The Business of Care Accelerator Program enhances participants' financial literacy, business management skills, and marketing strategies. Through personalized support from dedicated childcare business consultants, participants grow their enterprises, improving the quality and accessibility of childcare services in Goleta.

Key components include:
• Financial Empowerment: Participants gain a deep understanding of personal finance fundamentals, including budgeting, debt management, and goal setting. Through interactive sessions, they cultivate new financial habits, build resilience, and develop a more confident, empowered approach to managing their finances.

• Intensive Business Coaching: Participants receive a minimum of eight hours of one-on-one consulting focused on financial education, QuickBooks setup and management, and strategies for expanding childcare capacities. Advisors serve as coaches, accountability partners, and supportive allies, helping clients reach their full potential. • $2,500 Stipend: A stipend is provided upon completion of at least eight hours of business consulting sessions, supporting participants in applying what they’ve learned to their businesses.

Program Impact
By empowering childcare providers to scale their businesses, the Business of Care Accelerator Program directly enhances Goleta's economic stability. Expanding childcare capacity meets the growing demand for quality early childhood education, benefiting families and the broader community. The ripple effect of this program will be felt across Goleta as more children receive quality care, and more parents are able to contribute to the local economy.

Expected Outcomes
• $25,000 Grant: Six childcare business owners receive eight hours of tailored 1:1 coaching, potentially resulting in up to 36 additional infant/toddler childcare slots (expanding from 8 to 14 slots). $15,000 in business stipends will be provided. • $50,000 Grant: Twelve childcare business owners receive eight hours of tailored 1:1 coaching, potentially resulting in up to 72 additional infant/toddler childcare slots. $30,000 in business stipends will be provided.

We look forward to expanding our partnership through this program.

In appreciation,
Ashley Goldstein
Director of Programs
[email protected]
805-869-1945
ATTACHMENT 5
Collaborative Proposal (CRR & WEV)

In the heart of Santa Barbara County, a powerful partnership has been built between Women's Economic Ventures (WEV) and Children's Resource & Referral (CRR), two organizations dedicated to uplifting the child care infrastructure and supporting early educators in the community. Through CRR’s successfully established "Steps to Licensing" program, CRR offers a nurturing, supportive environment for both aspiring and seasoned child care providers, guiding them through the process of opening their own family-based businesses or expanding their licenses to serve more children. Whether just taking their first steps or already well-established, these educators receive invaluable mentorship, training, and networking opportunities to help their enterprises thrive. The program walks them through every aspect of setting up a high-quality, licensed child care center - from creating engaging, developmentally-appropriate learning environments to understanding complex regulations, implementing robust health and safety protocols, and building strong partnerships with the families they serve. Participants also gain the chance to connect with fellow providers, sharing wisdom, encouragement, and best practices to strengthen the entire early education ecosystem. Meanwhile, the "Steps to Quality" initiative spearheaded by WEV and CRR takes this support to the next level, providing comprehensive, evidence-based professional development workshops that empower educators with the knowledge and skills to truly nurture each child's growth and development while working to expand their license to serve more children. Through these tailored trainings, they learn to implement cutting-edge curricula and strategies customized to the unique needs of the young learners in their care. To ensure the highest standards of quality, the program offers pre- and post-environmental assessments using the respected Family Child Care Environment Rating Scale (FCCERS). With CRR's expert coaching and WEV's business acumen, these passionate, dedicated educators are gaining the holistic toolkit they need to not only open the doors to their dream child care centers, but to sustain them as vibrant, thriving hubs of enrichment that positively impact hundreds of children's lives.

July 2024-December 2024 (Already Funded)
WEV Business of Care Program: Women’s Economic Ventures "Business of Care" program offers accessible business support for childcare providers, early childhood educators, and individuals aiming to start or grow their own childcare businesses. The eight-week training program for Cohort I, suitable for both home-based and center-based childcare businesses, is available in both English and Spanish. It is accessible through in-person or online classes with small cohort size of 12 students, serving 140 children.

The program provides group instruction on creating business plans, identifying growth avenues, business finance, and infrastructure. Participants are eligible to apply for a stipend to pay for resources or supplies to support their businesses. A business plan scoring rubric is used to determine eligibility for receiving a stipend, and selected business owners must complete a minimum of two hours of one-on-one business coaching with a qualified WEV business advisor. WEV Cost: $46,200 (already funded) Steps to Quality (Tier II) (Cohort I):

By June 30, 2025, CRR will focus their efforts on the 15 existing Family Child Care Programs (Tier II) that are currently participating in the Business of Care Program with WEV. Through this collaborative initiative, CRR aims to increase the overall quality and licensed capacity of these existing programs. Educators participating in The Steps to Quality will receive training in the Family Child Care Environment Rating Scale (FCCERS) along with pre and post-environmental assessments. After the pre-assessment, the educators will be provided with $2,500 worth of educational or environmental materials and coaching as to how to implement such materials in the program, inevitably increasing the program’s quality. The goal is to create additional high-quality child care spaces across these programs and provide technical assistance to any who wish to expand their licenses to serve more children.

CRR cost $62,796
Steps to Licensing (Tier I) (development of Cohort II):

Concurrently, CRR will also be tapping into their extensive waitlist of over 400 potential child care providers and grass-roots outreach to family, friend, and neighbor caregivers.

They plan to actively recruit, train, and provide technical assistance to 12 NEW Family Child Care programs (Tier I), creating 96 NEW child care spaces. Through 45 hours of group training and workshops and one-on-one coaching, educators will gain the knowledge and confidence to open the doors to their family child care business. CRR guides them through creating engaging learning environments, understanding child development, implementing health and safety best practices, understanding licensing regulations, and building solid partnerships with families. Educators will receive $600 of start-up reimbursements and mock-licensing site-visits to ensure readiness. They'll also connect with fellow providers to share wisdom and encouragement.

CRR cost $42,000
CRR Steps to Quality (Tier II) and WEV Business of Care program (Cohort II):

By June 30, 2026, CRR and WEV will continue their collaborative efforts, this time focusing on increasing the quality and licensed capacity. WEV will implement the Business of Care program and CRR will implement their Steps to Quality program for the12 newly-licensed Family Child Care programs (Tier II). Educators participating in The Steps to Quality will receive training in the Family Child Care Environment Rating Scale (FCCERS) along with pre and post-environmental assessments. After the pre-assessment, the educators will be provided with $2,500 worth of educational or environmental materials and coaching as to how to implement such materials in the program, inevitably increasing the program’s quality. The goal is to create additional high-quality child care spaces across these programs and provide technical assistance to any who wish to expand their licenses to serve more children.

CRR cost $62,796
WEV cost $50,000
Deliverables:

January 2024-June 30, 2026 (CRR & WEV):
• (CRR) 12-15 licensed participants (Cohort I) will receive FCCERS training, a Pre and Post FCCERS Assessment, materials consistent with their assessment results, coaching on quality implementation of such materials, and 100% of participants will increase in quality care and education.
• (CRR) recruit, train, and provide technical assistance to obtain a license to 12 NEW Family Child Care programs (Tier I), creating 96 NEW licensed child care spaces. • (WEV) 12 newly licensed participants will complete a 10-week Business of Care (Cohort II), resulting in 12 business plans, identifying growth avenues, business finance, and infrastructure.
• (CRR) 12 newly licensed participants (Cohort II) will receive FCCERS training, a Pre and Post FCCERS Assessment, materials consistent with their assessment results, coaching on quality implementation of such materials, and 100% of participants will increase in quality care and education.

Total Cost:

July- December 2024: $46,200 WEV (already funded)
January 2024-June 30, 2026: $167,592 CRR
$50,000 WEV
$217,592 Total
Through this multi-year initiative, CRR is demonstrating a comprehensive, strategic approach to strengthening the local child care infrastructure and ensuring more families have access to the high-quality early learning environments their children need to thrive.

While simply obtaining a family child care license is an important first step, research has shown that this alone is not sufficient to ensure a high-quality early learning environment for young children. To truly foster positive long-term outcomes for both children and their families, child care providers must go above and beyond the basic licensing requirements. This entails creating a nurturing, stimulating, and developmentally-appropriate setting that supports all aspects of a child's growth and well-being. High-quality programs focus not just on meeting children's physical needs, but also prioritize their social-emotional development, cognitive skills, and overall school readiness. Early Educators in these settings are highly trained, use evidence-based teaching methods, and provide individualized attention to each child. They also work closely with families, involving parents as partners in their child's learning and development. When these elements are in place, numerous studies have demonstrated the tremendous benefits that can emerge. Children who attend truly high-quality early childhood programs show improved academic performance, fewer behavioral issues, and greater social competence as they progress through their school years. Families also experience positive impacts, with parents reporting reduced stress, increased workforce participation, and a greater sense of support. Ultimately, the difference between a basic licensed program and a high-quality early learning environment can have profound, long-lasting implications for young children's trajectories in life. The partnership between CRR and WEV is a comprehensive and research-based approach to child care expansion and high-quality child care options in Santa Barbara County. •
•
Accomplishments Since 2022
WEV's Business of Care
Impact:
• 75 childcare businesses
served
• Approximately 450 childcare
slots created
• $3,274,597 gross revenue
generated
• 135 jobs supported
• 44 new business starts
• $510,000 worth of provider
stipends given
CRR's Steps to Licensing &
Steps to Quality Impact:
• 283 FCC licenses/ businesses
created
• 2,264 Licensed child care
spaces created
• 50 Programs increased in
quality with FCCERS training/
assessments
• 100 Programs particiapted in
Quality Counts
• $751,181 worth of provider
stipends given