Agenda packet — Human Services Committee, February 27, 2025 (part 2 of 2)

At the October 22, 2024 Committee meeting, the current STOA recipients program recipients were evaluated in addition to the conversion of the agreements to MOAs.

Direction was provided for staff to directly negotiate with the current recipients and provide them the opportunity to update their proposals for funding for the time period of July 1, 2025 to July 30, 2027. The Committee supported the conversion of the MOAs.

DISCUSSION:

The seven agencies that were awarded Support to Other Agencies funding are as follows:
• The Center for Urban Agriculture at Fairview Gardens (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 (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
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.

Meeting Date: February 27, 2025

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All recipients were given the opportunity to submit new proposals for the following two years.

Four of the seven recipients have submitted revised proposals for consideration, including Fairview Gardens, Foundation for Girsh Park, Goleta Valley Historical Society, and Goleta Lions Club. The Goleta Union School District, Santa Barbara MOVES, and South Coast Railroad Museum elected not to revise their proposals from what was last submitted. All proposals are included as Attachment 1.

The most significant changes for the revised funding requests are the requested funding increases for the Foundation for Girsh Park, a $60,000 per year increase, and the Goleta Valley Historical Society, a $90,000 per year increase. The funding increase for Girsh Park was requested to address rising inflation, growing service demand, and the need for guaranteed revenue to maintain the 25-acre facility. The primary drivers for the increased funding request for the Goleta Valley Historical Society are state-mandated payroll threshold increases, increased cost to host the free summer Music at the Ranch concert series, and general overall operating cost increases.

In reviewing the proposals, staff is recommending removing Fairview Gardens from consideration under the Support to Other Agencies program and considering the application for funding under the City Grants program due to the Farm currently being closed to the public and currently going through City Planning Review for a Conditional Use Permit (CUP) for the Farm Redevelopment. In the updated proposal request, Fairview Gardens included a program titled “Food for Thought Community Series: a public speaker series on current issues around food, agriculture, and the environment.” Staff recommends considering this program for funding through the City Grant Program as an educational opportunity for Goleta residents.

Staff also recommends including verbiage in the MOA agreement for the Goleta Lions Club 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 terminated. Staff would return to the Committee for further direction if this occurs.

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 twoyear term, would go into the 2025-26 and 2026-27 budget cycles. Staff recommends an annual increase of 2 percent for each of the following two fiscal years.

For reference, Fiscal Year 2023-24 Year End Reports have been provided as Attachment 2.

Meeting Date: February 27, 2025

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Funding Amounts
Table 1 - Revised Funding Requests
Organization Current
Amount
Requested
Amount Increase
Fairview Gardens $60,000 $60,000 $0
Girsh Park $140,000 $200,000 $60,000
Goleta Lions Club $30,000 $30,600 $600
Goleta Union School District $20,000 $20,000 $0
Goleta Valley Historical
Society $100,000 $190,000 $90,000
Santa Barbara MOVES $15,000 $15,000 $0
South Coast Railroad
Museum $50,000 $50,000 $0
TOTAL AMOUNT $415,000 $565,600 $150,600
Table 2 - Staff Recommendations for Funding
Organization Current
Amount Year 1 Increase Year 2 Increase
Fairview Gardens $60,000 - - - -
Girsh Park $140,000 $142,800 $2,800 $145,700 $2,900
Goleta Lions Club $30,000 $30,600 $600 $31,300 $700
Goleta Union School District $20,000 $20,400 $400 $20,900 $500 Goleta Valley Historical
Society $100,000 $102,000 $2,000 $104,100 $2,100
Santa Barbara MOVES $15,000 $15,300 $300 $15,700 $400
South Coast Railroad
Museum $50,000 $51,000 $1,000 $52,100 $1,100
TOTAL AMOUNT $415,000 $362,100 $7,100 $369,800 $7,700
Staff’s recommendations for funding are based on the current awards with an annual two percent increase, rounded to the nearest 100.

Following the Committee's recommendation for funding, staff will work with each agency on finalizing 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.

In addition, staff would recommend that the Committee consider supporting the negotiation of city access for programs and events that provide significant community benefit to be included in the MOAs.

Meeting Date: February 27, 2025

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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 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.

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 revise any of the funding amounts, those amounts will be added to 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 direct staff to issue an RFP.

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.

Meeting Date: February 27, 2025

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ATTACHMENTS:

1. Support To Other Agencies Proposals

2. Support to Other Agencies Fiscal Year 2023-2024 Year-End Reports ATTACHMENT 1
Support to Other Agencies Proposals

1. Fairview Gardens

2. Girsh Park

3. Goleta Lions Club

4. Goleta Union School District

5. Goleta Valley Historical Society

6. SB MOVES

7. South Coast Railroad Museum
1 Proposal to City of Goleta January 2025
Submitted by The Center for Urban Agriculture at Fairview Gardens Date: 1/29/25
Thank you for the opportunity to participate in the Support to Other Agencies grant process for 2025-2027. We're grateful for the important role the city of Goleta's funding has played in the revisioning and rebuilding process for Fairview Gardens farm and pleased to report that we have made significant progress on this important project. We believe Fairview Gardens is one of the many things that makes Goleta the beautiful, diverse, family-friendly city and community we love.

Over the past three years, we have focused on an extensive planning and redesign process to restore Fairview Gardens; along with a large capital campaign, our focus in the coming few years will be on key elements of our program and educational offerings to Goleta and the wider the community. As you know Fairview Gardens farm has a five-decade history of providing innovative farm-based programming for young and old. We are excited to turn our attention to solidly planning a future Fairview Gardens that better serves and educates the community.

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.

We respectfully request a Support to Other Agencies grant of $120,000 for five programs and projects planned for the fiscal years of 2025, 2026 and 2027. • Engaging the Goleta community in on-farm meetings and conversations regarding our rebuilding plans and future programming: This will include gatherings at the farm for neighbors and the broader community so that we can network, present details of our plans, and receive valuable feedback. Fairview Gardens’ place in the agricultural, social, and educational life of Goleta has always been driven by the changing needs and interests of the community. We believe it is essential for the farm and its future to continue to draw on the input of those that we serve. This is important in the design of our public programs, in the choice of the foods that we grow, and in establishing broad based support for the rebuilding of the farm and its ageing infrastructure. We estimate costs of $5,000 in 2025, $5,000 and $10,000 in 2026 and 2027 respectively to cover expenses for participating consultants, promotion and direct mail, meeting materials such as architectural renderings, etc.
• Hosting design charettes for the planned one-acre Childrens’ Garden (description below) and the Adults Demonstration/Teaching Garden (description below):

Working with local educators, parents, landscape architects, and members of the public, these charettes are a collaborative design process that result in detailed concepts, drawings, and plans for these two critical components of the farm's future new infrastructure and community programming. The costs for these two charettes are estimated to be $10,000 for 2025, and an additional $20,000 for the following year. Costs include honorarium for landscape architects and educators, food/beverages, meeting materials, and for post-charrette completion of final design

FAIRVIEW GARDENS
Updated Proposal
2 drawings and plans.
o Our interactive Children’s Garden will be a one-acre space within the farm that allows children to immerse themselves within a dynamic multi-dimensional interactive edible sensory landscape.
o The adults Demonstration/Teaching Garden will be an easily replicable front or backyard home-scale food garden in front of the historic farmhouse to model growing methods and systems to replace lawns with beautiful edible landscapes.

Fairview Gardens is an agricultural island thriving in a community of residential homes. Many of our suburban neighbors are seeking visible and accessible models for how they can convert their resource intensive front or backyards into growing food. Our hope is to empower our community with the tools, visible models, and training to give them greater self-sufficiency and food security, improve household nutrition, and reduce the water, synthetic fertilizer, and chemicals used in managing residential landscapes.
• Advancing local partnerships with Explore Ecology, UCSB, Apples to Zucchini Cooking School, the Santa Barbara Botanic Garden, and others in designing and implementing on-farm community educational and enrichment programs. We have been working with each of these organizations as key partners in the future of Fairview Gardens as a “farm campus” that provides a unique and easily accessible farm-based educational space for local organizations that would like to do research and programming within a working farm. We estimate this cost at $5,660 in 2025, $5,943 in 2026, and $6,240 in 2027. These costs are for staff and consultants time to create joint programming, agreements and protocols to formalize these relationships. • In keeping with the City’s strategic goals for environmental and economic vitality, Fairview Gardens will be working with our regional advisors to advance our plans for the re-planting of the farm as a dry-farming model that addresses a changing climate and dwindling water resources. 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 the Center for Urban Agriculture at Fairview Gardens’ five decades of modeling innovative agricultural practices, we are re-designing the farm to focus primarily on deep-rooted perennials that require little if any water and on smaller plantings of dry farmed annuals. We estimate the design and planning costs at $4,000 in 2025, increasing to $8,375 and $8,793 in 2026 and 2027 respectively These costs are for staff time and compensation to regional experts. • Food for Thought Community Series: a public speaker series on current issues around food, agriculture, and the environment. We hope to bring this monthly series to the community starting in the spring of 2025. The series will feature well-known speakers in a dialogue format with the audience. We estimate costs for this series at $4,000 for honorarium, advertising/promotion, and supplies for the spring of 2025. In 2026 we estimate expenses at $10,000 and in 2027 $12,000 for the same purposes, with an increasing number of events in each successive years.

In our fifty-year history Fairview Gardens has 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 huge diversity and volume of fruits, vegetables, and pulses and became a well-respected national model for innovative farming and soil fertility systems.

Agriculturally, there is a real need for modeling alternative systems for growing food that address the resource and climate challenges that southern California is now facing.

The re-design of the farm and its infrastructure will allow us to create this model and expand our programming to reach a much broader and diverse audience. The addition of a dedicated children’s garden and an adult teaching garden will provide important teaching spaces that the farm did not have before. And, as detailed in this application, while the rebuilding and fundraising processes are taking place, we will simultaneously be reintroducing Fairview Gardens to the community and involving them in discussions about our future.

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

CUAFG’s mission is to preserve the agricultural heritage of the 125-year-old 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.

D. Describe the operational aspects of the program/service/activity, including:
• Days and hours of operation: Farm production and education programs are currently paused while we complete the planning, redesign, and permit process. We project the first phases of farm production to begin as early as Spring 2026. During and after planting we can expect daily work on the farm to be Monday through Saturday 7:00-5:00 pm.

Fairview Garden’s formal education and community programming should begin in late 2027 (beyond the timeframe of this funding cycle). When fully operational, educational programming for children will take place M-F approximately 9-5 pm. Adult educational programming will take place M-F 9-3 pm, Saturday 9-5 pm and Sundays 1-5 pm.

Fundraising and other special events will likely take place weekday evenings and on weekends. All the detail provided in this section is included in CUAFG’s Conditional Use Permit application that was submitted to the City of Goleta in December of 2024 and is subject to approval.
4 The programs we’re requesting funding for - community engagement, collaborative program design, partnership building, modeling climate resilience, and our speaker series - will take place during business hours (approximately 9-5 pm MWF) and on weekends to accommodate neighbors and other community members.

Operational details of our 2025-2027 programming are estimated as follows:
o Community Engagement: While outside the time scope of this application, we expect to hold our first community open house in early April of 2025.

Community-building and informational events should take place on weekend afternoons (in our experience, Sundays approximately 2-6 pm are most popular with attendees).
o Charette/Program Design: We hope to begin the charette process for the Children’s and Demonstration Gardens in the fall/winter of 2025/2026. These full day charettes will include local educators, parents, design professionals, landscape architects, and members of the public and will likely take place during regular business hours M-F. These meetings will include approximately 25-50 individuals.
o Building local partnerships: Relationship building with local partner organizations is an ongoing effort and won’t have established days/hours of operation. We have draft MOUs with Santa Barbara Botanic Garden and Explore Ecology and will be welcoming a group of UCSB faculty and staff for our first partnership sessions in the spring of 2025.
o Climate Resilience Agriculture Systems: Climate resilient planting and subsequent research and modeling will begin in the spring of 2026. In addition, the rebuilding of the farm’s infrastructure will include the installation of a large solar array and replacement of fossil fuel-dependent machinery with electric technology. This ongoing work will not have established days/hours of operation.
o Food for Thought Community Series: At this time, we expect these events to take place late afternoons or early evenings on weekdays and/or weekends depending on feedback from participants. Projected attendance will be approximately 50-150 individuals.
• Estimated Number of service hours provided annually: During this grant period (June 2025-July 2027), as we continue to rebuild, we estimate service hours provided to be 98 total hours as detailed below:
o Community engagement events: 4 events, 2 hours each: 8 hours. o Charette/Program Design: One session in 2025 and one in 2026, 8 hours each; 2 follow up meetings in 2026-27, 4 hours each: 24 hours.
o Food for Thought Community Series: 4 events in 2025, as many as 18 total events in 2026-2027 at 3 hours each: 66 hours total.
• How the program/service/activity will be managed and monitored: Our staff includes our executive director Michael Ableman, our administrative director Carrie Mullen, our board of directors, and numerous community volunteers. Our board of directors works hand-in-hand with staff on planning, fundraising, and finances and meets monthly. The charette design process and climate resilience systems design will include the organization’s staff and board, along with local educators and teachers, specialists from Explore Ecology and other environmental education organizations, parents, design 5 professionals, landscape architects, and agriculture and horticulture professionals, including UCSB faculty and specialists from the Santa Barbara Botanic Garden.

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

Over the last five decades, Fairview Gardens has served the needs of a broad range of Goleta community members; children, adults, individuals and families from diverse ethnic and cultural backgrounds, as well as individuals and families from lower income communities. With updated facilities and programs, we hope to be able to expand this broad level of community access through our culinary, farming and gardening, and ecological programming. When formal programming resumes at Fairview Gardens, we will have a much greater capacity to increase the number of people served and greater access to a more diverse population. This will include our popular guided and self-guided tours which will be conducted in Spanish and English as well as bilingual interpretive signage and educational materials, hiring education staff who better represent the current demographics of Goleta, and creating and supporting programming and onfarm events that are representative of the diversity of our community. Based on historical data and projections set out in our CUP, combined with an expanded program capacity, when fully operational we estimate that we will be serving as many as 15,000 students, adults and families annually for a wide range of on-farm programs.

During the current grant period (2025-2027), we will be creating the plans and foundation for future programming. The charette process in particular will ensure children, adults and families from diverse ethnic and cultural backgrounds will be served as above. The charette process will include members of the community that represent the diverse populations we plan to serve.

The other two public programs we’re requesting funding for will also be aimed at the broadest possible local population and help ensure Fairview Gardens’ future as a valued Goleta resource. Community engagement events will be broadly open to community members interested in the future of the farm with the goals of building community and developing programming to support the widest possible audience. Likewise, the Food for Thought Community Series will be open to all.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
With the benefit of City of Goleta funding over the past three years, CUAFG has completed a multi-year planning and redesign process and created a long-term, integrated strategic plan for our programs and facilities. The plan includes an overview narrative and guiding principles, physical mapping, site plans, and renderings, field plans and crop lists, architectural drawings, and rebuild and program budgets. In addition to program planning as outlined in section A, our focus in the coming year will be on fundraising. We have a $21M capital campaign quietly underway for which we have secured $6.5M in actual and pledged funding. Our goal is to achieve $10M towards our capital campaign by mid-2025. Success in the coming three years will be measured by achieving capital campaign goals as well as completion of programmatic design and planning and beginning the first stages of physical improvements, construction, and renovations to the farm property.
6 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 into this exciting new phase. While the financial support from the city is essential, it is even more important for the broader community of individual, corporate, and foundation funders to see that the City of Goleta is a partner in our efforts.

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?
Our approach to the revitalization of Fairview Gardens is to have the broadest possible range of financial support—from neighbors and community members who might give only a few dollars to major foundations who can provide millions. Having the City of Goleta as a partner and investor in this community benefit project is essential. It demonstrates the collaborative nature of our relationship and provides an important message to the broader community that Goleta’s agricultural heritage and food security needs are important and need to be protected, celebrated, and become an integral part of local life.

I. Please explain whether the requested funding is needed on an ongoing basis, or if this is a oneyear request. (Pilot programs or capital expenses are considered one-time requests.) While the specifics of Fairview’s financial needs will change as the phases of our rebuild and construction plans play out in the coming years, we are hopeful that the City will continue to support our efforts as our rebuild evolves.

J. Budget
Revenue 7/1/24-6/31/25 7/1/25-6/31/26 7/1/26-6/31/27
City of Goleta grant 60,000 (9/2024) 60,000 60,000
Federal/State grants 25,000 100,000
Private Grants—unrestricted 160,000 250,000 300,000
Private Grants—restricted** [750,000] [750,000] [500,000] General Donations—unrestricted 662,000 650,000 700,000
General Donations—restricted** [950,000] [920,000] [1,000,000] TOTAL 2,582,000 2,655,000 2,660,000
**$1.7M in restricted revenue in 2024-2025 (shown in brackets) includes grants and donations designated for specific components of our construction and rebuild plan (e.g.:
childrens’ teaching garden, operating endowment, staff housing, etc.). These funds are not available for expenditures listed below and will likely be used beyond the timeframe of this grant application.
7 Expenditures 7/1/24-6/31/25 7/1/25-6/31/26 7/1/26-6/31/27 Salaries, benefits, taxes 375,000 393,750 613,437
Consultants/Contractors/Rebuild 107,890 200,000 245,000 Facilities/Land/Admin 75,000 161,500 225,000
Community Outreach 5,000 5,000 10,000
Charette/Program Design 10,000 20,000 0
Partnership Building Meetings 5,660 5,943 6,240
Climate Systems 4,000 8,375 8,793
Food for Thought Community Series 4,000 10,000 12,000
TOTAL 586,550 804,568 1,120,470
Deliverables
Girsh Park RFP for City of Goleta Funding to Outside Agencies FY 25-26 The Foundation for Girsh Park respectfully requests $200,000 to support park maintenance in fiscal year 2025-26. This represents a $60,000 increase from the previous year to address rising inflation, growing demand for services, and the need for guaranteed revenue to maintain our 25-acre facility. The rising costs of materials, water, equipment, and labor have made it increasingly difficult to sustain the park at its current high standard.

These financial pressures have also resulted in a backlog of deferred maintenance projects, including the replacement of our aging and complex irrigation system.

To help offset these challenges, we have raised user fees, expanded fundraising efforts, and secured significant contributions from nonprofit partners. However, continued support from the City of Goleta remains essential to ensuring the park remains a thriving community resource.

A. Detail the Program, Service, and/or Activity for Which Funding is Being Requested.

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 rely on 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 many more.

Girsh Park is a vital recreational resource, receiving over 500,000 visits each year for a variety of activities. As a multi-use facility, it serves people of all ages, ethnicities, and socioeconomic backgrounds, fostering a sense of community in a safe and healthy environment. Your continued investment in Girsh Park ensures that Goleta residents have access to affordable and well-maintained recreational spaces at a fraction of the cost compared to a traditional city-run park model.

Despite the success of this model, Girsh Park is facing a critical challenge due to 25 years of deferred maintenance. Our restrooms require refurbishment, fields need a comprehensive overhaul, fences are deteriorating, and our extensive irrigation system is in dire need of replacement. Without guaranteed funding for basic maintenance from the City of Goleta, addressing these issues becomes increasingly difficult. Reliable funding for maintenance will allow Girsh Park to dedicate its fundraising efforts toward tackling deferred maintenance and capital improvement projects that will enhance the overall quality of the park and better serve the community.

GIRSH PARK
Updated Proposal
By ensuring that maintenance costs are covered, Girsh Park can prioritize essential infrastructure projects, such as:
- Refurbishing outdated and heavily used restroom facilities - Conducting a major renovation of athletic fields to improve playability and safety
- Replacing aging and worn fencing to secure the park’s perimeter and amenities
- Overhauling the irrigation system to enhance water efficiency and sustainability
These improvements will not only extend the lifespan of the park but also enhance the overall experience for thousands of users. A sustained financial commitment from the City of Goleta will allow Girsh Park to focus on long-term enhancements, ensuring that this cherished community asset remains a premier recreational facility for generations to come.

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?
For the past 25 years, Girsh Park has stood as a cornerstone of the Goleta community, successfully leveraging over $22,000,000 in mostly private funding to build, operate, and maintain the park. Of this total, $2,200,000 has been contributed by the City of Goleta, demonstrating the effectiveness of this public-private partnership in maximizing community benefit. This model has allowed Girsh Park to provide high-quality recreational opportunities at a fraction of the cost of a traditional city-managed park.

Nonprofit partners, including Dos Pueblos Little League and AYSO Region 122, have shown their commitment by collectively contributing over $100,000 in 2024 for one-time facility improvements and repairs. These investments have funded significant upgrades, such as field renovations and new equipment, underscoring the community’s dedication to maintaining Girsh Park as a premier recreational facility.

Girsh Park not only serves as a recreational hub but also generates economic benefits for the City of Goleta. Sports tournaments and events attract visitors who stay in local hotels, dine in restaurants, and shop in area businesses, providing a boost to the local economy and increasing tax revenues. With demand for recreational opportunities on the rise, ensuring the park remains well-maintained is more crucial than ever.

Best practices from other successful public-private recreational partnerships emphasize the importance of stable funding for routine maintenance, which allows organizations to focus on long-term infrastructure improvements. By securing ongoing maintenance funding from the City, Girsh Park can follow this proven model, dedicating its fundraising efforts toward capital projects that will enhance the park’s usability, accessibility, and sustainability.

In summary, more guaranteed funding from the City of Goleta will allow Girsh Park to address deferred maintenance while continuing to provide high-quality recreational opportunities for all. With a strategic approach to maintaining and improving this essential community asset, Girsh Park will remain a vital resource for Goleta residents, ensuring a healthier, more vibrant future for our city.

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

Girsh Park’s mission is 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 requested funding directly supports this mission by ensuring the park is properly maintained, allowing us to continue offering vital recreational opportunities and long-term capital improvements.

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 The park operates nearly 4,000 hours annually, hosting diverse activities including sports leagues, picnics, and community events. Programs like Dos Pueblos Little League and AYSO operate multiple seasons per year, with participants collectively engaging for tens of thousands of hours annually. Girsh Park receives over 500,000 visits each year.

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

Park activities are carefully scheduled to maximize use and ensure coexistence among various programs. Maintenance and operations are managed by a dedicated team that coordinates with nonprofit partners and community stakeholders to address evolving needs.

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

Girsh Park serves a broad demographic, including a wide range of ethnicities and socioeconomic levels. Sixty percent of youth sports participants reside in Goleta, and programs offer scholarships to ensure affordability. With Goleta’s population growing, demand for recreational opportunities will continue to rise, increasing the importance of maintaining the park’s facilities.

F. How does (or will) your organization measure the success or performance of your program/service/activity?
The Foundation for Girsh Park evaluates success through:
- Balanced budgets that sustain park operations and maintenance - Increased participation in programs and events
- Completion of capital improvement projects, such as field renovations and facility upgrades
- Positive community feedback and growing demand for park use 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.

City funding is essential to leveraging additional resources. Contributions from nonprofit partners and community donors supplement City funding to maintain the park and complete capital projects. However, inflation and donor attrition make reliable City funding even more critical to sustaining operations.

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 2025/2026) one-year request. (Pilot programs or capital expenses are considered one-time requests.)
Girsh Park’s operational funding is an ongoing necessity. The City’s support enables the park to remain a high-quality, affordable recreational resource for Goleta residents at a fraction of the cost of a traditional city park model. An increase to $200,000 in annual funding will provide guaranteed revenue that allows us to keep our 25-acre facility in good working order. Continued funding will ensure that Girsh Park thrives for generations to come, supporting the health, wellbeing, and recreation needs of Goleta’s growing population.

Organization: The Foundation for Girsh Park
Revenues
FY 24/25
(Current Year)
FY 25/26
(Next Year - Projected)
FY 26/27
(Next Year - Projected)
City of Goleta Funds* $140,000 $200,000 $200,000
Federal 0 0 0
State 0 0 0
County 0 0 0
Municipal (Other Cities) 0 0 0
School District 0 0 0
Foundations/Trusts $15,000 $15,000 $15,000
Donations/Fundraising $90,446 $92,000 $94,000
Fees $299,928 $307,000 $320,000
Other Sources/Revenues** $101,000 $101,000 $101,000
TOTAL REVENUE $646,374 $715,000 $730,000
*In the first column titled "FY 24/25 (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 25/26 (Projected), and “FY 26/27 (Projected)", please include the amount of City of Goleta funds your agency is requesting under this solicitation. **Please specify the Other Sources/Revenues:

This is from our annual endowment withdrawal.

Expenditures
FY 24/25
(Current Year)
FY 25/26
(Next Year - Projected)
FY 26/27
(Next Year - Projected)
Salaries, Benefits, Payroll Taxes $209,713 $217,000 $227,000 Consultants and Contracts $17,866 $19,000 $21,000
Facility, Utilities, Maintenance $303,053 $363,000 $367,000 Supplies $9,380 $11,000 $13,000
Marketing (Printing, Advertising) $1,071 $2,000 $2,000
Travel, Mileage, Training 0 0 0
Equipment Rental/Maintenance $1,223 $1,500 $2,000
Insurance $14,401 $16,500 $18,000
Other Expenditures** $89,667 $85,000 $80,000
TOTAL EXPENDITURES $646,374 $715,000 $730,000
*In the first column titled "FY 24/25 (Current Year)", please note the amount of City of Goleta Funds expended by your agency for the current fiscal year, if any. In the far-right titled "FY 25/26 (Projected), and “FY 26/27 (Projected)", please specify the proposed uses for the requested funds by including amounts in the associated rows. For example, if your agency requests 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:
**Other expenditures include loan payments and interest associated with our turf field replacement. The loan is scheduled to be fully repaid by 2027. Beginning in 2028, we will establish a replacement fund using the same revenue currently allocated for loan payments. These funds come from specific user fees designated for this purpose.

Looking ahead, the most significant area of rising costs will be Facilities, Utilities, and Maintenance. As our facility reaches 26 years of age, increased investment is necessary to maintain the standards the community expects. Key priorities include the phased replacement of aging water lines, replanting trees, refurbishing restrooms in critical need of updates, slurry sealing parking lots, resurfacing the basketball courts, and, most importantly, improving the care of our athletic fields to ensure they remain safe and high-quality for the children of our community.

Additionally, we will need to raise approximately $400,000 for capital improvements in the coming years. Increased city funding to help cover park maintenance will allow Girsh Park to focus fundraising efforts on securing capital funding for these essential improvements.

Page 1 of 8 ends

Goleta Santa Barbara Lions Club Holiday Parade
Proposal January 15, 2025
The Goleta Santa Barbara 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 2025/2026) document. We also appended our Mission Statement, Letter of Incorporation, & 2025 Parade Budget Income/Expenses and 2025 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 Santa Barbara 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 nine years. The Parade event has been well received by the Goleta Community. The number of entries last year increased to over 80 entries. This included 5 local school bands, and over one thousand four hundred 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. The number of volunteer hours for the year exceeds 1,000. This parade is managed and monitored by the Lions Club and an additional 100 volunteers.

As we also have volunteers who have participated in the six previous parades, our operations management and monitoring systems are fairly tested and sophisticated. Our 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 2026, we expect around 1500 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.

LIONS CLUB
Updated Proposal

Page 2 of 8 ends

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 $15,000 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 donations were more than $25,000. The added expense of moving the Parade to one side of the road to avoid the trip hazards exceeded $10,000, which the City funded.

T h e total costs of the parade operations are near $50,000.

I. Yes, this request would be an ongoing necessity for a nighttime parade and the increased costs for avoiding the yellow impediments in the street.

J. Budget Tables:

Revenues
FY 24/25
(Current Year)
FY 25/26
(Next Year - Projected)
City of Goleta Funds* $30,000 $31,500
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Trusts
Donations/Fundraising $27,500 $30,000
Fees
Other Sources/Revenues** $1,600 $1,700
TOTAL REVENUE $59,100 $63,200
**Other Sources/Revenues:
$1,600 equals Participant Entry Fees.

Page 3 of 8 ends

Expenditures
FY 24/25
(Current
Year)
FY 25/26
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 25/26
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes
Consultants and Contracts
Facility, Utilities, Maintenance
Supplies $3402.45 $3,500
Marketing (Printing, Advertising) $3,412.50 $4,000
Travel, Mileage, Training
Equipment Rental/Maintenance $10,020 $11,000 $10,000
Insurance $2,500 $2,700.00
Other Expenditures** $35,354 $31,000 $20,000
TOTAL EXPENDITURES $54.688.95 $52,200 $30,000
**Please specify Other Expenditures:

Street closure operations $9,814
Trash/Toilets $2,550
Temp. Fencing $5,950
Temp fencing labor $2,500
Cart Rental $1,540
Labor donation for Light placement $4,000
Law Enforcement $2,000
Street Cleaning and trash box $2,000
Purchase additional street banners for city light poles $5,000

Page 4 of 8 ends

Goleta Lions Club Mission Statement
The Goleta Lions Club is committed to working to improve the health and well-being of our local community and to support those in need through humanitarian services, donations, and grants. The Goleta Lions Club also is focus heavily on Sight & Hearing Testing for Schools in the Santa Barbara County area.

Page 5 of 8 ends

2683560
KEVIN
Filed in the Office of Secretary of State California OCT 04

ARTICLES OF INCORPORATION
OF

GOLETA LIONS CHARITIES FOUNDATION
1 NAME
The name of this corporation is GOLETA LIONS CHARITIES FOUNDATION

PURPOSES
This corporation is a nonprofit PUBLIC BENEFIT CORPORATION and is not organized for the private gain of any person. It is organized under the Nonprofit Public Benefit Corporation Law for public and charitable purposes.

The specific purpose of this corporation is to create a foundation to receive charitable donations, gifts, grants and other funds, which will be administered for charitable and educational purposes, and/or to meet the administrative or capital needs of the GOLETA LIONS CHARITIES FOUNDATION.
111 INITIAL AGENT FOR SERVICE OF PROCESS
The name and address of the initial agent of the corporation for service of process is: Robert B. Locke 5901 Encina Road suite B-2, CA 3117

IV LIMITATION OF CORPORATE ACTIVITIES
This corporation is organized within the meaning of Section 501 (c)(3) of the Internal Revenue Code of 1954 or the corresponding provision of any future United States internal revenue law.

No substantial part of the activities of this corporation shall consist of carrying on propaganda, or otherwise attempting to influence legislation, and the corporation shall not participate or intervene in any political campaign (including the publishing or distribution of statements) on behalf of any candidate for public office.

Page 6 of 8 ends

Page 7 of 8 ends

Page 8 of 8 ends

1 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 2025/2026)
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 are now holding four (4) weeks of Camp Stow each year. The program engages children aged 6-10 (1st to 4th graders in the fall) from the Goleta/Santa Barbara region for weeklong, half-day camps. GVHS has expanded the program to offer an afternoon extension for those children who require quality childcare while parents are at work. 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 local parents.

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

GOLETA VALLEY HISTORICAL SOCIETY
Updated Proposal
2 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, 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. This exhibit has recently been archived and will be replaced with another exhibit in the near future following needed repairs to the Education Center.
• 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. Thisinformation 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 14 th anniversary for hosting
this event at the Stow House. This event draws approximately 1000 attendees and is one of the most popular events of the summer.
• Old Time Fiddler’s Festival (celebrating 52 years in 2024 and usually 1200 attendees each year) • Old Fashioned 4
th of July (celebrating its 51st 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.
3 • 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 27 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 of Goleta 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 in the past few years. 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. The blacksmith shop has been restored to its former glory through the generous time, talent and materials of Society volunteers. However, we must attend to maintenance on other ranch buildings, such as repairing and re- roofing 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 4 staff from the City of Goleta ensure 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 2025, one-hour Stow House tours will be held on Saturdays at 2:00 p.m. and 3:00 p.m.

2. Number (estimated) ofservice 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 eight (8) volunteer community members and is currently managed by our Executive Director, Denise Sanford and one full-time employee, Lisa Potter, who is our Director of Education, Camp Stow Director and Ranch Yard manager. We employee several parttime 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 Ranch Yard Manager (Lisa) serves as on-site security support while living in the Caretaker’s Cottage. This on-site security presence is an important benefit to GVHS and the City of Goleta, 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 ranch Yard Manager, 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.
5 (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. Very few other entities within the City of Goleta provide 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 we 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, 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 – willsuffer. The City'sfunding 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 $350,000 that means that we must raise approximately $250,000 annually from donations and other sources. (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.
6 Revenues
FY 25/26
(Current Year)
FY 26/27
(Next Year - Projected)
City of Goleta Funds* 190,000 190,000
Federal
State
County
Municipal (Other Cities)
School District
Foundations/Trusts 25,000 50,000
Donations/Fundraising 30,000 60,000
Fees 3,000 3,000
Other Sources/Revenues** 112,000 107,000
TOTAL REVENUE 360,000 360,000
*In the first column titled "FY 25/26 (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 26/27 (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-$20K; Weddings-$15K; Corporate/Private Events-$30K; Individual Donations-$15K; Investment Income-$20K; Sales of Inventory-$12K 7 Expenditures
FY 25/26
(Current
Year)
FY 26/27
(Next Year -
Projected)
City of Goleta Funds
Requested for FY 25/26
(Next Year - Projected)*
Salaries, Benefits, Payroll Taxes 170,000 180,000 80,000 Consultants and Contracts 8,000 8,000 8,000
Facility, Utilities, Maintenance 90,000 90,000 70,000
Supplies
Marketing (Printing, Advertising) 5,000 5,000 5,000
Travel, Mileage, Training
Equipment Rental/Maintenance 20,000
Insurance 7,000 8,000 7,000
Other Expenditures** 101,000 101,000
TOTAL EXPENDITURES 381,000 392,000 190,000
*In the far-right column titled "City of Goleta Funds Requested for FY 25/26 (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-$15K; Fundraising-$10K; Program-$10K; Fundraising Events-$48K; Office$14K; IT-$4K
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

GOLETA UNION SCHOOL DISTRICT
No Changes to Proposal from 2023
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.

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). 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.

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.

SB MOVES
No Changes to Proposal from 2023
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.

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.

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

SOUTH COAST RAILROAD MUSEUM
No Changes to Proposal from 2023
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.

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 2
Fiscal Year 2023-2024 Year-End Reports

1. Fairview Gardens

2. Girsh Park

3. Goleta Lions Club

4. Goleta Union School District

5. Goleta Valley Historical Society

6. SB MOVES

7. South Coast Railroad Museum

EXHIBIT C
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: Center for Urban Agriculture at Fairview Gardens Contract Amount: $60,000
Activity or Program Name: Fairview Gardens Farm Redesign and Rebuild Activity Location: 598 N Fairview Ave, Goleta, CA, 93117 Agency Contact Name: Carrie Mullen, Administrative Director Agency Contact Number: 805-967-7369

1. Please describe the activity or program accomplishments.

The Center for Urban Agriculture at Fairview Gardens (CUAFG) began an extensive visioning, planning and redesign process for the farm, its infrastructure, and its programs in 2022.

An experienced and diverse team of individuals is in place to support the planning and design process and includes the following people:
• Michael Ableman (Lead Planner & Fundraiser, Executive Director) • Carrie Mullen (Administrative Director)
• David Beavers (Mushroom Lab Director, Master Planning) • Susan Baer (Government Grant Writing Consultant)
• Adam Sharkey (Architect)
• Heidi Jones (Permit & Planning Consultant)
• Ben Ciccatti (Graphic Designer)
• Lorenzo Sanchez (Groundskeeper)
• Paula Evans (Bookkeeper)
Our Board of Directors includes the following people:
• Geoff Green, Chair
• Bill Terre, Treasurer
• Peter Schuyler, Secretary
Thanks to the support from the City of Goleta and other funders the following milestones have been achieved:
• Engaged Blackbird Architects to do site planning and building design and continued our relationship with Heidi Jones and Meraki Land Use Consulting as our planning consultant
• Drafted a Conditional Use Permit (CUP) application and engaged various technical consultants for that application which will be submitted this summer to the City of Goleta Planning Department
• Completed a major site cleanup, and repairs and maintenance to buildings and equipment.
• Submitted two major USDA and CDFA infrastructure and agricultural grant applications for a total ask of $3,275,000
• Raised over $3,000,000 towards the overall campaign
• 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.
• Conducted numerous design sessions for all key elements of our site plan. • Created a master plan in two phases for the farm, its infrastructure, and future programming.
• 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.
• Implemented an intensive cover crop program to restore our soils.

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

There were no deviations from the activity/program goals and objectives.

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

There were no deviations from the budget proposal submitted.

4. Approximately how many persons in Goleta were served? Upon commencing the redesign and capital campaign for Fairview Gardens the decision was made to pause farm operations and education programs for the public in order to focus on planning, design, and fundraising. When programming resumes, we will have a much greater capacity to serve the needs of the community. Along with rebuilding 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.

5. Please attach an itemized budget report that details how the program or activity funds were expended. In addition, please submit a breakdown of expenditures categorized by type, using the template on the next page.

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta Funds
FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes $ 348,825 $ 20,000
Consultants and Contracts $ 102,484 $ 20,000
Facility, Utilities, Maintenance $ 21,681 $ 6,270
Supplies $ 4,442 $ 4,442
Marketing (Printing, Advertising) $ 6,885
Travel, Mileage, Training $ 5,624
Equipment Rental/Maintenance $ 31,258 $ 6,269
Insurance $ 18,326
Other Expenditures* $ 6,912 $ 3,019
TOTAL EXPENDITURES $ 546,437 $ 60,000
*Please specify Other Expenditures:

Other expenses are bank charges, educational supplies and expenses, public event expenses, legal and professional services, website and permit costs.

End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: The Foundation for Girsh Park
Contract Amount: $140,000
Activity or Program Name: Park Maintenance
Activity Location: Girsh Park 7050 Phelps Rd Goleta
Agency Contact Name: Ryan Harrington
Agency Contact Number: (805) 252-6389

1. Please describe the activity or program accomplishments.

For 25 years, The Foundation for Girsh Park has been a cornerstone of community life, providing a 25-acre active recreational park facility that has profoundly the entire community. Girsh Park is renowned for its extensive involvement in youth sports, hosting more children in organized sports than any other nonprofit in the area. Programs such as Dos Pueblos Little League, AYSO Region 122, Central Coast Soccer League, and Santa Barbara Soccer Club have thrived here, promoting physical activity and teaching values like teamwork, discipline, and sportsmanship.

Beyond youth sports, Girsh Park serves as a beloved venue for family and community gatherings throughout the year. The Goleta Lemon Festival is a standout event, drawing the community together for a weekend of celebration, activities, and entertainment, fostering a strong sense of community spirit.

Girsh Park's facilities and resources have been pivotal in hosting these programs and events. The park has welcomed an estimated 500,000 visits this year alone, underscoring its popularity and essential role in the community.

The Foundation for Girsh Park has been instrumental in maintaining and enhancing the park, ensuring it remains a vibrant hub for community engagement, physical well-being, and a sense of belonging. Through our efforts, the foundation has positively impacted the lives of countless individuals, particularly children and families, making Girsh Park an invaluable asset to the community.

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

We did not deviate from the plan to maintain the facility.

City of Goleta
Grant Agreement with The Foundation for Girsh Park

Page 2 of 2 ends

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

Girsh Park, a cherished 25-acre recreational facility, has been facing significant financial challenges due to inflation. The rising costs in various operational areas, particularly labor for landscape maintenance, have posed major difficulties in maintaining the high level of service that the community expects and deserves.

As a non-profit organization, Girsh Park struggles to keep pace with these escalating expenses. The costs of essential materials, including plumbing supplies, lumber, soil, and other necessary items, have also surged, putting additional strain on the budget and complicating expense management.

Despite these financial hurdles, Girsh Park has been fortunate to receive increased annual contributions from funding partners, including the City of Goleta. These contributions have been vital in supporting the park’s operations. However, the unique nature of running a nonprofit active park for the public means that sustaining the organization requires ongoing effort and dedication.

The Foundation for Girsh Park continues to work tirelessly to overcome these challenges, ensuring that the park remains a vibrant and essential part of the community.

4. Approximately how many persons in Goleta were served? Estimating the exact number of people who utilized Girsh Park this year is challenging, but it's clear that the park plays a vital role in the community. Girsh Park serves over 5,000 children annually in youth sports, becoming a cornerstone for organized activities such as Dos Pueblos Little League, AYSO Region 122, Central Coast Soccer League, and the Santa Barbara Soccer Club.

Beyond the young athletes, the park attracts their friends, families, coaches, and officials, making it a bustling hub of activity. AYSO estimates that 60% of their 3,500 participants reside in Goleta, and all 400-500 Little Leaguers in DPLL are all Goleta residents. Similar participation rates can be seen in other programs and events, such as the Santa Barbara Soccer Club. The 2023 Goleta Lemon Festival was the biggest on record with 40,000 plus attendees throughout the weekend.

With an estimated 500,000 visits each year, Girsh Park serves thousands of Goleta residents annually. The park is not only a venue for organized sports but also a space for unorganized activities, community gatherings, and celebrations, making it an essential part of Goleta's social fabric.

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

See attached, Thank you!
Girsh Park Expenditures July 2023-June 2024
Dues, Memberships, Conferences 20.00
Fundraising Expenses 1,004.85
General & Administrative
Advertising 224.59
Bank Service Charges 1,304.38
Credit Card Service Fees 356.20
Insurance
Liability Insurance
D&O Insurance 3,369.00
General Park Liability 1,128.08
Total Liability Insurance $ 4,497.08
Worker's Comp 3,199.62
Total Insurance $ 7,696.70
Licenses and Permits 100.00
Office Expense 2,004.85
Payroll Expenses 138.00
Gross Wages
Executive Director Salary 116,661.11
Part Time Supervision 58,832.40
Total Gross Wages $ 175,493.51
IRA benefit 3,600.00
Medical Insurance 22,607.04
Payroll Service Fees 686.00
Payroll Taxes 13,878.53
Total Payroll Expenses $ 216,403.08
Postage & Delivery 1,426.90
Professional Fees
Accounting 7,100.00
Bookkeeping 12,231.86
Total Professional Fees $ 19,331.86
Telephone 1,072.36
Utilities
Electric 4,728.03
Gas, Oil & Fuel 749.08
Water 87,206.74
Total Utilities $ 92,683.85
Website and Internet Access 2,734.54
Total General & Administrative $ 345,339.31
Interest Expense
Loan Interest 26,515.27
Total Interest Expense $ 26,515.27
Program Costs
Computer Software 379.86
Mutt Mitts Supplies 4,599.58
Park Development
General Park Construction Costs 942.90
Maintenance Building 498.66
Total Park Development $ 1,441.56
Park Equipment
Hardware Supplies 74.30
Miscellaneous Equipment 300.00
Recreational Equipment 30.44
Total Park Equipment $ 404.74
Park Maintenance & Security
Baseball Field Exps 2,143.13
Bathroom Supplies 5,363.45
Irrigation Supplies 4,146.08
Park Maintenance and Landscape 169,552.39
Recondition/Reseeding Fields 25,200.14
Security Services 1,395.00
Total Park Maintenance & Security $ 207,800.19
Property Taxes 714.91
Total Program Costs $ 215,340.84
Repairs
Building Repairs 1,862.63
Total Repairs $ 1,862.63
Total Expenditures $ 660,128.85

EXHIBIT C
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: Goleta Lions Club
Contract Amount: $15,000
Activity or Program Name: Old Town Goleta Holiday Parade Activity Location: Hollister Avenue, between Orange Avenue and the Community Center
Agency Contact Name: Ed Holdren, Parade Coordinator for Goleta Lions Agency Contact Number: 805-967-4655

1. Please describe the activity or program accomplishments. We held a parade on Saturday, Dec 2nd, 2023. There were 68 entries with over 1,400 participants, including adults and children. This activity entertained more than 3,000 people lining the streets on that evening.

2. Comment on areas of significant deviation from the activity/program goals and objectives, if any None. This parade was very successful.

3. Comment on any areas of significant deviation from the budget proposal submitted with the activity/project application, if any. There were a few increases in costs associated with some annual increases.

4. Approximately how many persons in Goleta were served? 3,000 to 5,000 participants and spectators

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta Funds
FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes zero
Consultants and Contracts zero
Facility, Utilities, Maintenance 2,551
Supplies 758
Marketing (Printing, Advertising) 7,447
Travel, Mileage, Training 153
Equipment Rental/Maintenance 21,466 15,000
Insurance 2,462
Other Expenditures* 3,621
TOTAL EXPENDITURES 38,458 15,000
*Please specify Other Expenditures:
___Banners(1,121) Permit ( 121) Police ( 2,179) Photography ( 200)

EXHIBIT C
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: Goleta Union Elementary School District
Contract Amount: $20,000
Activity or Program Name: School Crossing Guards
Activity Location: Brandon, Ellwood, Kellogg, and La Patera Schools Agency Contact Name: Conrad Tedeschi, CPA
Agency Contact Number: (805) 681-1200 x2205

1. Please describe the activity or program accomplishments.

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

None

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

Total expenditures were a little less than originally budgeted due to the difficulty in filling the Crossing Guard positions. We paid other staff an additional hour for each day the positions were not filled. Those costs are not reflected here as they were charged to the other positions’ accounts.

4. Approximately how many persons in Goleta were served? Total enrollment at the four schools was 1,550 for the 2024-25 school year.

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta Funds
FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes $40,180 $20,000
Consultants and Contracts
Facility, Utilities, Maintenance
Supplies
Marketing (Printing, Advertising)
Travel, Mileage, Training
Equipment Rental/Maintenance
Insurance
Other Expenditures*

TOTAL EXPENDITURES
*Please specify Other Expenditures:
______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

EXHIBIT C
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: Goleta Valley Historical Society (GVHS)
Contract Amount: $100,000.00
Activity or Program Name: 2023-2024 City of Goleta Support for Other Agencies Grant Activity Location: 304 N. Los Carneros Road, Goleta, CA 93117 Agency Contact Name: Paula Bottiani, Immediate Past President of the Board Agency Contact Number: 805-450-1185

1. Please describe the activity or program accomplishments. • Ranch Days Program: Successful collaboration with Goleta Union School District-Approximately 600 third graders participated
• Camp Stow: Offered six (6) weeks of camp experience and after care for 120 children served
• Educational Opportunities: Provided free access for hundreds of visitors each month to lectures, exhibits, and collections highlighting the history of the Goleta Valley. This included:
o Visitor Interpretive Center that contains various aspects of history and the property, the Stow family, and Stow House
o The Ranch Yard which provides an interactive display of farm equipment used on the property. Equipment is labeled with a QR code that takes visitors to websites with further information about the item. These were provided by a local Goleta Boy Scout Troop.
o Ranch Animals (dwarf goats, chickens, and quail) are a favorite addition to the Ranch Yard experience. Families come on Sundays when the ranch yard is open to enjoy the farm equipment and animals. o History Education Center tells the story of the Goleta Valley from Chumash and native peoples to present day. Through creative and informative displays, guests can leisurely enjoy the displays that utilize new technologies, innovations, and materials to enhance the visitor’s experience.
o Educational Lectures were presented by local scholars who focus on the history of the Goleta Valley including, but not limited to Chumash history, farming, the Stow family and Rancho La Patera. o Tours of Stow House are Docent-led by volunteers who are trained to provide the rich history of the beloved home of the Stow family. • Festivals and Large-Scale Recreational Activities: GVHS in coordination with the City of Goleta and other community-based organizations hosted a variety of events that have become favorites amongst the local community as well as visitors far and wide. These included the following:
o Fiesta Ranchera in collaboration with Old Spanish Days Fiesta o Old-Time Fiddler’s Festival
o Old Fashioned 4th of July
o Holiday at the Ranch with the Stow House decorated in Holiday regalia o Music at the Ranch (6-week FREE concert series featuring local artists).

Through the generous sponsorship of local business owners and families, the cost to produce the entire series was underwritten in the amount of $20K. These concerts were enjoyed by upwards of approximately 600 attendees each week.
*Special Recognition Nights: *Bottiani Properties sponsored Military Appreciation Night and *Adam McKaig Realtor sponsored First Responder Night. On each of these *special recognition nights, all Veterans, activeduty military personnel, police, fire fighters, EMTs, doctors, nurses, and health care providers received a gift of a 1-year family membership to the Goleta Valley Historical Society and a copy of the book “Goleta the Goodland”. Recognition sponsors covered the cost of these gifts.  The line up of artists included:
• Mezcal Martini
• The Americana Cats
• Out of the Blue
• The Nombres
• Doublewide Kings
• Spencer the Gardner
 Generous Community Sponsors:
• Ann Jackson Family Foundation
• Stephanie Petlow-Lakehead Property Management
• Gary & Debbie Petlow-GAP Property Management
• Kellogg Square
• *Bottiani Properties (Military Appreciation Night)
• *Adam McKaig Realtor (First Responder Appreciation Night) • The Poulter Family
• Steve Golis-Radius Commercial Real Estate
o Sundays at the Ranch provided an opportunity for folks to come out to the ranch yard to enjoy tractor rides, arts and crafts, ranch animals, the visitor center, education center, and house tours. Free afternoon concerts provided by local artists were featured on the first Sunday of each month.
o Private Events featuring weddings, fundraisers, corporate events, and memorial services were successfully held throughout the year. The Rancho La Patera property is a beautiful setting, and multiple organizations have rented the facility on a repeat basis. • Property Maintenance & Repairs: We completed many much-needed maintenance projects to the ranch yard and the interior of the Stow House.

These included upgrades to the Blacksmith Shop, roofing repairs in the ranch yard, mold abatement in several areas within the Stow House, and plumbing repairs. We continue to maintain the service of our tractors that are used for tractor rides along with maintaining safe staging for our concert series. Finally, we purchased and installed a “Ring” Security Camera/Lighting System around the outside perimeter of the Stow House to ensure security for our caretaker and all visitors of the property.
• Employee Raises were given to our three long-term, dedicated employees.

These were greatly appreciated by staff and their work ethic reflects their commitment to the Society.

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

N/A

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

N/A

4. Approximately how many persons in Goleta were served? GVHS served over 20K people this past year from all walks of life. We welcome folks from infants to seniors regardless of race, religion, or socioeconomic status. The richness that this diverse community brings to our education programs, concerts, and holiday events is unbeatable.

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta Funds
FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes 131,278 50,000
Consultants and Contracts-Grant
Writer
10,448
Facility, Utilities, Maintenance, Building
& Grounds
36,084 35,000
Supplies 2,444
Marketing (Printing, Advertising) 7,964
Travel, Mileage, Training 162
Equipment Rental/Maintenance 2,074 10,000
Insurance 6,234 5,000
Other Expenditures* 108,308
TOTAL EXPENDITURES 304,996 100,000
*Please specify Other Expenditures:
• Office Expense & Supplies 4,167
• Events Expense 53,211
• Programs/Collections 16,303
• Accounting Fees 13,803
• Inventory/Merchandise 6,467
• Legal fees 4,788
• Computer/software/Website 8,199
• Tax & Licenses 870
Goleta Valley Historical Society
Statement of Financial Position
As of December 31, 2023
Cash Basis Monday, January 8, 2024 08:22 PM GMT-08:00 1/4 TOTAL
ASSETS
Current Assets
Bank Accounts
1000 Cash - non-interest bearing XI
1020 Petty Cash 600.00
1030 US Bank Non Profit Checking-1159 137,680.99
1050 Montecito Bank &Trust Ckg x7229 0.00
1060 Pay Pal 311.60
1070 Venmo 0.00
Total 1000 Cash - non-interest bearing XI 138,592.59
1100 Savings & Temp Cash Invest X2
1115 UBS Cash - Campaign 50092 61 101,808.12
Total 1100 Savings & Temp Cash Invest X2 101,808.12
Total Bank Accounts $240,400.71
Other Current Assets
1200 Inventory X8 44,470.72
12000 Undeposited Funds 0.00
1300 Investments X11
1365 Restricted Long Term XN42210 LD
Cash - Restricted 3,072.29
Cost Basis - Restricted 187,204.30
Unrealized - Restricted 10,319.61
Total 1365 Restricted Long Term XN42210 LD 200,596.20
1375 Unrestricted MidTerm XN 43424 L
Cash - Unrestricted MidTerm 7,668.31
Cost Basis - Unrestricted MidT 425,951.82
Unrealized - Unrestricted MidTe -5,611.55
Total 1375 Unrestricted MidTerm XN 43424 L 428,008.58
Total 1300 Investments X11 628,604.78
Uncategorized Asset-DO NOT USE 0.00
Total Other Current Assets $673,075.50
Total Current Assets $913,476.21
Goleta Valley Historical Society
Statement of Financial Position
As of December 31, 2023
Cash Basis Monday, January 8, 2024 08:22 PM GMT-08:00 2/4 TOTAL
Fixed Assets
Land, Buildings, and Equip X10a
Acquired Assets 7,850.00
1555 Leasehold Improvements 12,282.37
Appliances 3,707.41
Computer 760.07
Computer 1 1,727.00
Computer 2 721.12
Computer Monitor 1 514.48
Computer Video 5,926.00
Improvements 2001-2004 125,596.45
Improvements 2005 146,731.56
Improvements 2007
Archives/Admin Ctr 335.55
Exhibits 5,883.12
History Education Center 270,091.10
Total Improvements 2007 276,309.77
Improvements 2008
Buildings 143,461.40
Garden Shed 1,509.81
Total Improvements 2008 144,971.21
Improvements 2009
Collection Exhibits 52,110.00
Visitor Center Exhibit 9,900.00
Total Improvements 2009 62,010.00
Improvements 2010 165,883.00
Improvements 2011
Arboretum 35,237.36
Total Improvements 2011 35,237.36
Improvements 2012
Arboretum 38,927.16
Total Improvements 2012 38,927.16
Improvements 2013
Arboretum 311,871.37
Fence 1,878.48
Total Improvements 2013 313,749.85
Improvements 2014
Arboretum 71,514.94
Total Improvements 2014 71,514.94
Improvements 2015
Arboretum 70,044.42
Goleta Valley Historical Society
Statement of Financial Position
As of December 31, 2023
Cash Basis Monday, January 8, 2024 08:22 PM GMT-08:00 3/4 TOTAL
Total Improvements 2015 70,044.42
Improvements 2016
Arboretum 5,263.48
Total Improvements 2016 5,263.48
Leasehold Improvements 2006 302,571.26
Mita Copier 2,855.38
Mower 1,764.00
Portable PA System 742.40
Shed Improvements 2,684.00
Tables 323.05
Total Acquired Assets 1,800,667.74
Contributed Assets
1540 Sexton Museum 14,000.00
1545 Blacksmith Shop 11,400.00
1550 Display Shed 13,100.00
1560 Furniture / Equipment 13,518.54
1570 Antiques / Miscellaneous 6,500.00
1575 Jim Smith Shop 1,000.00
Total Contributed Assets 59,518.54
Total Land, Buildings, and Equip X10a 1,860,186.28
Less Accumulated Deprec X10b -842,748.00
Total Fixed Assets $1,017,438.28
TOTAL ASSETS $1,930,914.49

LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts Payable
2000 Accounts Payable 584.00
Total Accounts Payable $584.00
Credit Cards
2050 Union Bank Credit Card x 3925 3,507.49
Total Credit Cards $3,507.49
Other Current Liabilities
2150 Accrued Payroll 0.00
2155 Retirement Payable 129.00
25500 Sales Tax Payable 283.40
31000 Garnishment Payable 0.00
Sales Tax Admin Payable-OLD 0.00
Total Other Current Liabilities $412.40
Total Current Liabilities $4,503.89
Total Liabilities $4,503.89
Goleta Valley Historical Society
Statement of Financial Position
As of December 31, 2023
Cash Basis Monday, January 8, 2024 08:22 PM GMT-08:00 4/4 TOTAL
Equity
32000 Retained Earnings -57,945.06
Cap Stock (Current Funds) X30
3000*OE Unrestricted Operating Fund 613,480.52
3300 Restricted Funds - Museum Const 209,770.48
Total Cap Stock (Current Funds) X30 823,251.00
Land, Build & Equipment Fd X31
3100 Buildings & Equipment Fund 1,254,664.98
Total Land, Build & Equipment Fd X31 1,254,664.98
Unrealized Gain / Loss -93,688.31
Unrealized Gain/Loss - Restrict 10,169.94
Net Revenue -10,041.95
Total Equity $1,926,410.60
TOTAL LIABILITIES AND EQUITY $1,930,914.49
Goleta Valley Historical Society
Budget vs. Actuals: FY2023 - FY23 P&L
January - December 2023
Cash Basis Tuesday, January 9, 2024 12:24 PM GMT-08:00 1/4 TOTAL
ACTUAL BUDGET OVER BUDGET % OF BUDGET
Revenue
41000 Contributions and Grants VIII 1
41100 Membership Dues VIII - 1b 2,062.52 3,000.00 -937.48 68.75 % 41200 Government VIII-1e 5,500.00 110,000.00 -104,500.00 5.00 % 41210 City of Goleta 100,000.00 100,000.00
Total 41200 Government VIII-1e 105,500.00 110,000.00 -4,500.00 95.91 % 41300 Corporations VIII - 1f 8,450.00 8,450.00
41315 Restricted Education Programs 500.00 500.00
41320 Community Dividends (MBBT) 2,500.00 -2,500.00
Total 41315 Restricted Education Programs 500.00 2,500.00 -2,000.00 20.00 % Total 41300 Corporations VIII - 1f 8,950.00 2,500.00 6,450.00 358.00 % 41400 Foundations VIII - 1f 3,300.00 25,000.00 -21,700.00 13.20 % 41500 Donations-Individuals VIII - 1f 12,103.02 16,000.00 -3,896.98 75.64 % Total 41000 Contributions and Grants VIII 1 131,915.54 156,500.00 -24,584.46 84.29 % 42000 Program Service Rev VIII - 2
42100 Program Functions VIII - 2a 123.00 123.00
42200 Museum Tours VIII - 2b 780.50 500.00 280.50 156.10 % 42210 Ranch Days Donations 1,000.00 -1,000.00
42320 Youth Camps 28,358.00 25,000.00 3,358.00 113.43 % Total 42000 Program Service Rev VIII - 2 29,261.50 26,500.00 2,761.50 110.42 % 43000 Other Revenue Part VIII
43100 Fundraising Events - VIII - 8a 36,543.06 60,000.00 -23,456.94 60.91 % 43200 Rental Income VIII - 6a
43210 NON-Wedding 16,130.00 20,000.00 -3,870.00 80.65 % 43220 Rentals Weddings 6,452.00 20,000.00 -13,548.00 32.26 % Total 43200 Rental Income VIII - 6a 22,582.00 40,000.00 -17,418.00 56.46 % 43300 Sales of Inventory VIII - 10a 12,239.12 12,000.00 239.12 101.99 % 43400 Investment Income - VIII - 3 14,000.00 -14,000.00 43420 Interest Income - Ops Accounts 2.26 2.26
43440 Dividends & Interest from Sec
43450 Dividend & Interest Income
Account 42210-Restri LT 3,907.88 3,907.88
Account 43424-Unrestr MT 9,751.74 9,751.74
Account 50092-OP Reserve 5,067.32 5,067.32
Total 43450 Dividend & Interest Income 18,726.94 18,726.94 43455 Interest Income 9.75 9.75
Total 43440 Dividends & Interest from Sec 18,736.69 18,736.69 43470 Investment Fees -6,185.14 -6,185.14
Total 43400 Investment Income - VIII - 3 12,553.81 14,000.00 -1,446.19 89.67 % Total 43000 Other Revenue Part VIII 83,917.99 126,000.00 -42,082.01 66.60 % Total Revenue $245,095.03 $309,000.00 $ -63,904.97 79.32 % Goleta Valley Historical Society
Budget vs. Actuals: FY2023 - FY23 P&L
January - December 2023
Cash Basis Tuesday, January 9, 2024 12:24 PM GMT-08:00 2/4 TOTAL
ACTUAL BUDGET OVER BUDGET % OF BUDGET
Cost of Goods Sold
50000 Cost of Goods Sold 6,466.92 7,000.00 -533.08 92.38 % Total Cost of Goods Sold $6,466.92 $7,000.00 $ -533.08 92.38 % GROSS PROFIT $238,628.11 $302,000.00 $ -63,371.89 79.02 % Expenditures
51200 Fundraising Exp 10,000.00 -10,000.00
51210 Fundraising Materials/Supplies 90.42 90.42
51220 Prof Fundraising Serv IX 11e 4,256.25 4,256.25
51230 Grant Writer 6,192.50 5,000.00 1,192.50 123.85 %
Total 51220 Prof Fundraising Serv IX 11e 10,448.75 5,000.00 5,448.75 208.98 % Total 51200 Fundraising Exp 10,539.17 15,000.00 -4,460.83 70.26 % 51300 Program Expenses IX - 24b
53115 Annual Meeting 466.85 750.00 -283.15 62.25 %
53125 Collection Conservation Expense 4,784.58 4,784.58 53130 Educational Prog-Not Ranch Days 6,592.41 1,200.00 5,392.41 549.37 % 53135 Ranch Days Expense-was Pioneer 259.27 1,200.00 -940.73 21.61 % 53140 Fourth of July Event Supplies 1,474.43 500.00 974.43 294.89 % 53150 Speaker Series Exp 653.22 653.22
53155 Volunteer, Recruit & Train 2,073.11 2,073.11
Total 51300 Program Expenses IX - 24b 16,303.87 3,650.00 12,653.87 446.68 % 51400 Fundraising Event Exp VIII - 8b 500.00 39,800.00 -39,300.00 1.26 % 51415 Event Entertainment 21,930.91 21,930.91
51416 Event Permits 75.00 75.00
51417 Event Services (Waste, Cleanin 17,831.20 17,831.20 51418 Event Catering 7,473.89 7,473.89
51419 Event Printing & Supplies 5,400.27 5,400.27
Total 51400 Fundraising Event Exp VIII - 8b 53,211.27 39,800.00 13,411.27 133.70 % 61100 Salaries and Wages IX - 7
61110 Director Wages 59,768.00 54,600.00 5,168.00 109.47 % 61120 Event Coordinator Wages 26,956.55 26,956.55
61160 Grounds Rental Wages 1,146.11 24,000.00 -22,853.89 4.78 % 61180 Visitor Services Representative 29,706.18 12,000.00 17,706.18 247.55 % 61195 Archivist Wages 3,459.25 14,400.00 -10,940.75 24.02 % 61196 Adminstrator 8,000.01 -8,000.01
Total 61100 Salaries and Wages IX - 7 121,036.09 113,000.01 8,036.08 107.11 % 61200 Payroll Taxes IX - 10 166.34 10,000.00 -9,833.66 1.66 % 61210 PR Tax - Director of Operations 4,728.28 4,728.28 61220 PR Tax - Event Coordinator 2,291.67 2,291.67
61240 PR Tax - Education Coordinator 2.63 2.63
61260 PR Tax - Grounds Rental 166.82 166.82
61280 PR Tax - Visitor Services Rep 2,536.53 2,536.53
61295 PR Tax - Archivist 349.66 349.66
Goleta Valley Historical Society
Budget vs. Actuals: FY2023 - FY23 P&L
January - December 2023
Cash Basis Tuesday, January 9, 2024 12:24 PM GMT-08:00 3/4 TOTAL
ACTUAL BUDGET OVER BUDGET % OF BUDGET
Total 61200 Payroll Taxes IX - 10 10,241.93 10,000.00 241.93 102.42 % 61300 Accounting Fees IX - 11c 13,000.00 -13,000.00
61310 Accounting - Payroll 3,363.52 3,363.52
61340 Accounting - Bookkeeping 10,440.00 10,440.00
Total 61300 Accounting Fees IX - 11c 13,803.52 13,000.00 803.52 106.18 % 61500 Advertising & Promotion IX - 12
61505 Advertising Marketing 7,963.72 6,000.00 1,963.72 132.73 % Total 61500 Advertising & Promotion IX - 12 7,963.72 6,000.00 1,963.72 132.73 % 61600 Office Expenses IX - 13 12,000.00 -12,000.00
61610 Bank Charges-Admin (cc fees) 1,194.52 1,194.52
61620 Legal Expense 4,788.50 4,788.50
61630 Copier Lease 2,074.34 2,074.34
61650 Office Exp (Supplies, Postage) 556.53 556.53
61660 Telephone Admin 3,611.70 3,611.70
Total 61600 Office Expenses IX - 13 12,225.59 12,000.00 225.59 101.88 % 61700 Information Technology IX - 14 3,300.00 -3,300.00 61710 Computer IT Hardware 515.05 515.05
61720 Computer IT Software 2,692.63 2,692.63
61730 Computer IT Service 153.55 153.55
61740 Internet/WebSite Expense 4,838.12 4,838.12
Total 61700 Information Technology IX - 14 8,199.35 3,300.00 4,899.35 248.47 % 61900 Conferences, Meetings IX -19 162.34 200.00 -37.66 81.17 % 62000 Dues and Memberships IX - 24e 820.00 500.00 320.00 164.00 % 62100 Occupancy IX - 16
62105 Buildings & Grounds
62125 B&G - Janitorial Serv/Supplies 5,223.13 5,000.00 223.13 104.46 % 62135 B&G - Repairs and maintenance 7,009.79 8,000.00 -990.21 87.62 % 62140 B&G - Security Expense 4,206.84 700.00 3,506.84 600.98 % 62150 B&G - Utilities 2,329.62 6,600.00 -4,270.38 35.30 % 62160 Gas Co 2,940.11 2,940.11
62165 SCE 3,912.19 3,912.19
Total 62150 B&G - Utilities 9,181.92 6,600.00 2,581.92 139.12 % 62175 B&G - Gardens 1,280.00 7,000.00 -5,720.00 18.29 % Total 62105 Buildings & Grounds 26,901.68 27,300.00 -398.32 98.54 % Total 62100 Occupancy IX - 16 26,901.68 27,300.00 -398.32 98.54 % 62200 Insurance IX - 23
62210 Insurance - General Liability 4,508.50 4,459.00 49.50 101.11 % 62230 Insurance - Workers Comp 696.29 1,000.00 -303.71 69.63 % 62240 Insurance - D & O 1,029.00 1,029.00 0.00 100.00 % Total 62200 Insurance IX - 23 6,233.79 6,488.00 -254.21 96.08 % 62300 Tax & License IX - 24f
62320 Tax and License 869.84 400.00 469.84 217.46 %
Goleta Valley Historical Society
Budget vs. Actuals: FY2023 - FY23 P&L
January - December 2023
Cash Basis Tuesday, January 9, 2024 12:24 PM GMT-08:00 4/4 TOTAL
ACTUAL BUDGET OVER BUDGET % OF BUDGET
Total 62300 Tax & License IX - 24f 869.84 400.00 469.84 217.46 % Total Expenditures $288,512.16 $250,638.01 $37,874.15 115.11 % NET OPERATING REVENUE $ -49,884.05 $51,361.99 $ -101,246.04 -97.12 % Other Revenue
Realized Gain/Loss 5,555.93 5,555.93
Total Other Revenue $5,555.93 $0.00 $5,555.93 0.00%
Other Expenditures
9999 Suspense -34,286.17 -34,286.17
Total Other Expenditures $ -34,286.17 $0.00 $ -34,286.17 0.00% NET OTHER REVENUE $39,842.10 $0.00 $39,842.10 0.00%
NET REVENUE $ -10,041.95 $51,361.99 $ -61,403.94 -19.55 % Goleta Valley Historical Society
Statement of Activity
January - December 2023
Cash Basis Monday, January 8, 2024 08:25 PM GMT-08:00 1/4 TOTAL
Revenue
41000 Contributions and Grants VIII 1
41100 Membership Dues VIII - 1b 2,062.52
41200 Government VIII-1e 5,500.00
41210 City of Goleta 100,000.00
Total 41200 Government VIII-1e 105,500.00
41300 Corporations VIII - 1f 8,450.00
41315 Restricted Education Programs 500.00
Total 41300 Corporations VIII - 1f 8,950.00
41400 Foundations VIII - 1f 3,300.00
41500 Donations-Individuals VIII - 1f 12,103.02
Total 41000 Contributions and Grants VIII 1 131,915.54
42000 Program Service Rev VIII - 2
42100 Program Functions VIII - 2a 123.00
42200 Museum Tours VIII - 2b 780.50
42320 Youth Camps 28,358.00
Total 42000 Program Service Rev VIII - 2 29,261.50
43000 Other Revenue Part VIII
43100 Fundraising Events - VIII - 8a 36,543.06
43200 Rental Income VIII - 6a
43210 NON-Wedding 16,130.00
43220 Rentals Weddings 6,452.00
Total 43200 Rental Income VIII - 6a 22,582.00
43300 Sales of Inventory VIII - 10a 12,239.12
43400 Investment Income - VIII - 3
43420 Interest Income - Ops Accounts 2.26
43440 Dividends & Interest from Sec
43450 Dividend & Interest Income
Account 42210-Restri LT 3,907.88
Account 43424-Unrestr MT 9,751.74
Account 50092-OP Reserve 5,067.32
Total 43450 Dividend & Interest Income 18,726.94
43455 Interest Income 9.75
Total 43440 Dividends & Interest from Sec 18,736.69
43470 Investment Fees -6,185.14
Total 43400 Investment Income - VIII - 3 12,553.81
Total 43000 Other Revenue Part VIII 83,917.99
Total Revenue $245,095.03
Goleta Valley Historical Society
Statement of Activity
January - December 2023
Cash Basis Monday, January 8, 2024 08:25 PM GMT-08:00 2/4 TOTAL
Cost of Goods Sold
50000 Cost of Goods Sold 6,466.92
Total Cost of Goods Sold $6,466.92
GROSS PROFIT $238,628.11
Expenditures
51200 Fundraising Exp
51210 Fundraising Materials/Supplies 90.42
51220 Prof Fundraising Serv IX 11e 4,256.25
51230 Grant Writer 6,192.50
Total 51220 Prof Fundraising Serv IX 11e 10,448.75
Total 51200 Fundraising Exp 10,539.17
51300 Program Expenses IX - 24b
53115 Annual Meeting 466.85
53125 Collection Conservation Expense 4,784.58
53130 Educational Prog-Not Ranch Days 6,592.41
53135 Ranch Days Expense-was Pioneer 259.27
53140 Fourth of July Event Supplies 1,474.43
53150 Speaker Series Exp 653.22
53155 Volunteer, Recruit & Train 2,073.11
Total 51300 Program Expenses IX - 24b 16,303.87
51400 Fundraising Event Exp VIII - 8b 500.00
51415 Event Entertainment 21,930.91
51416 Event Permits 75.00
51417 Event Services (Waste, Cleanin 17,831.20
51418 Event Catering 7,473.89
51419 Event Printing & Supplies 5,400.27
Total 51400 Fundraising Event Exp VIII - 8b 53,211.27
61100 Salaries and Wages IX - 7
61110 Director Wages 59,768.00
61120 Event Coordinator Wages 26,956.55
61160 Grounds Rental Wages 1,146.11
61180 Visitor Services Representative 29,706.18
61195 Archivist Wages 3,459.25
Total 61100 Salaries and Wages IX - 7 121,036.09
61200 Payroll Taxes IX - 10 166.34
61210 PR Tax - Director of Operations 4,728.28
61220 PR Tax - Event Coordinator 2,291.67
61240 PR Tax - Education Coordinator 2.63
61260 PR Tax - Grounds Rental 166.82
61280 PR Tax - Visitor Services Rep 2,536.53
Goleta Valley Historical Society
Statement of Activity
January - December 2023
Cash Basis Monday, January 8, 2024 08:25 PM GMT-08:00 3/4 TOTAL
61295 PR Tax - Archivist 349.66
Total 61200 Payroll Taxes IX - 10 10,241.93
61300 Accounting Fees IX - 11c
61310 Accounting - Payroll 3,363.52
61340 Accounting - Bookkeeping 10,440.00
Total 61300 Accounting Fees IX - 11c 13,803.52
61500 Advertising & Promotion IX - 12
61505 Advertising Marketing 7,963.72
Total 61500 Advertising & Promotion IX - 12 7,963.72
61600 Office Expenses IX - 13
61610 Bank Charges-Admin (cc fees) 1,194.52
61620 Legal Expense 4,788.50
61630 Copier Lease 2,074.34
61650 Office Exp (Supplies, Postage) 556.53
61660 Telephone Admin 3,611.70
Total 61600 Office Expenses IX - 13 12,225.59
61700 Information Technology IX - 14
61710 Computer IT Hardware 515.05
61720 Computer IT Software 2,692.63
61730 Computer IT Service 153.55
61740 Internet/WebSite Expense 4,838.12
Total 61700 Information Technology IX - 14 8,199.35
61900 Conferences, Meetings IX -19 162.34
62000 Dues and Memberships IX - 24e 820.00
62100 Occupancy IX - 16
62105 Buildings & Grounds
62125 B&G - Janitorial Serv/Supplies 5,223.13
62135 B&G - Repairs and maintenance 7,009.79
62140 B&G - Security Expense 4,206.84
62150 B&G - Utilities 2,329.62
62160 Gas Co 2,940.11
62165 SCE 3,912.19
Total 62150 B&G - Utilities 9,181.92
62175 B&G - Gardens 1,280.00
Total 62105 Buildings & Grounds 26,901.68
Total 62100 Occupancy IX - 16 26,901.68
62200 Insurance IX - 23
62210 Insurance - General Liability 4,508.50
62230 Insurance - Workers Comp 696.29
62240 Insurance - D & O 1,029.00
Total 62200 Insurance IX - 23 6,233.79
Goleta Valley Historical Society
Statement of Activity
January - December 2023
Cash Basis Monday, January 8, 2024 08:25 PM GMT-08:00 4/4 TOTAL
62300 Tax & License IX - 24f
62320 Tax and License 869.84
Total 62300 Tax & License IX - 24f 869.84
Total Expenditures $288,512.16
NET OPERATING REVENUE $ -49,884.05
Other Revenue
Realized Gain/Loss 5,555.93
Total Other Revenue $5,555.93
Other Expenditures
9999 Suspense -34,286.17
Total Other Expenditures $ -34,286.17
NET OTHER REVENUE $39,842.10
NET REVENUE $ -10,041.95
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: MOVE Santa Barbara County
Contract Amount: $15,000.00
Activity or Program Name: Safe Routes to School and Bicycle Education Activity Location: City of Goleta / Goleta Union School District Schools Agency Contact Name: Heather Deutsch
Agency Contact Number: (805) 845-8955 x1

1. Please describe the activity or program accomplishments.

MOVE is excited to continue our partnership with the City of Goleta to offer bicycle and pedestrian safety and encouragement activities. This year, City of Goleta funding was supplemented by a grant from the Office of Traffic Safety, which allowed us to increase our programming, offer additional safety incentives and continue program sustainability.

During the 2023-24 school year, we continued to deliver a comprehensive Safe Routes to School program with a focus on increasing the number of students walking and bicycling to school. We are using the 6 E’s of the Safe Routes to School program as our guiding strategies:
• Engagement- Building relationships with school communities to listen and create ongoing engagement.
• Encouragement- Building a culture where school communities change behaviors and are motivated to use active forms of transportation.
• Education- Teaching bicycle and pedestrian education to develop more confident commuters.
• Engineering- Engaging with City staff, engineers and planners to actualize solutions to issues brought up by community stakeholders.
• Equity- Identifying and addressing inequities so that all students can choose to walk and bike to school because their route is safe and comfortable. • Evaluation- Gathering and analyzing qualitative and quantitative data to improve and inform the Safe Routes to School Program.

MOVE engaged in a variety of activities, in the community and in partnership with Goleta schools.

Encouragement Events and Materials
Over the summer of 2023, MOVE offered a summer bike skills workshop for Goleta families. Six families from Kellogg and La Patera schools attended the workshop where students and parents learned about skills for riding on streets with traffic. We reviewed traffic laws applicable to cyclists and conducted a bike ride where we practiced safely interacting with vehicles.

Instructors discussed safety concerns along routes to common destinations and emphasized routes with appropriate bike and pedestrian infrastructure. Students’ bicycles were checked for safety and functionality, and instructors taught a basic clothing safety check. After the school year started, we followed up with participants. One satisfied mom stated, “I think the class was particularly helpful with my son (5th grader) helping him improve his safety and confidence riding home from school by himself”.

During E-bike Awareness Week in January, MOVE instructors taught an e-bike class to 17 City of Goleta
Grant Agreement with MOVE Santa Barbara County

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community members and distributed 57 free bike helmets to Dos Pueblos High School students and 60 helmets to Goleta Valley Junior High students.

MOVE increased the frequency of schools promoting Walk & Roll to School Days throughout the year and distributed safety items which make students more visible to drivers when walking and biking. These included reflective spoke sliders and slap bands, bike bells, and bike lights.

MOVE provided quarterly posts that elementary schools were encouraged to share via social media (ParentSquare). The posts included safety messaging for pedestrians, bicyclists and drivers such as reminding drivers to go slowly in low light conditions (when Daylight Savings Time ended) and encouraged parents to walk and bike with their student.

Over the summer of 2024, MOVE will be working with families interested in biking to school by providing workshops on how to find the best route to school, making sure bicycles are functioning properly, teaching students traffic laws and practicing riding on streets and interacting with vehicles. These efforts will prepare students to bike to school in the 2024-25 school year.

Evaluation (Counts)
At MOVE’s request, teachers conducted mobility counts which have been summarized in the charts below. The counts were taken in fall 2023 so the data represents the beginning of the school year, prior to this year’s education and encouragement activities. We will use this data to inform our work with schools to increase the number of students walking and biking to school.

City of Goleta
Grant Agreement with MOVE Santa Barbara County

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School-Based Activities
MOVE worked directly with schools teaching and encouraging walking and bicycling to school.

At Brandon Elementary School, MOVE worked with the Parent and Teachers Association (PTA) to identify two parents who will serve as the safety chairs for the 2023-24 school year and MOVE staff has had consistent communication with them. The PTA safety co-chairs successfully revitalized BOWWOW (Bike on Wednesday Walk on Wednesday), which has been deficient at Brandon since the pandemic. In addition to BOWWOW, Brandon participated in National Walk & Roll to School Day in both October and May; MOVE helped to raise awareness by providing flyers to promote the event and providing safety items to participating students. MOVE staff conducted one-day bike skills lessons called bike rodeos for all 42 fourth grade students where they learned rules for biking on the road such as how to safely enter a road from a driveway, how to establish eye contact with drivers, and to be aware at driveways when riding on sidewalks.

MOVE instructors taught 4 sessions of bike skills classes to all 135 2nd-3rd grade students where they learned skills for biking on the road, bike handling, how to fit their helmet, and how to check their clothing and bike for safety before riding. Of these 135 students, 6 learned to ride a bike for the first time. These classes were taught during Physical Education (PE) classes where we familiarized the PE teacher with the curriculum; further training will be necessary to reach our goal of program sustainability. MOVE staff distributed 33 low-cost helmets, 3 locks and 3 light sets, and spoke to parents about the benefits of active transportation.

Mobility counts for Brandon Elementary School have been conducted for 11 of the last 16 years.

The number of students walking and biking to school decreased slightly and the number of drivers increased slightly during the 2023-2024 school year. These counts were taken in the fall of 2023, prior to BOWOW being fully reintroduced and prior to bike skills classes. With the reintroduction of BOWWOW and MOVE’s continued presence at Brandon, we hope to see the walking and biking numbers increase next school year.

City of Goleta
Grant Agreement with MOVE Santa Barbara County

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At Kellogg Elementary School, MOVE began programming at the fall open house where we distributed 52 helmets, 16 locks and 21 light sets to prepare students to safely bike to school.

MOVE conducted pedestrian safety presentations and neighborhood walks for all 2nd and 3rd grade students; students learned to safely cross a street including establishing eye contact with drivers. MOVE worked with all 48 sixth grade students by providing in-class bike and pedestrian safety presentations, conducting 4 sessions of bike skills classes (3 students learning to ride for the first time) and organizing a bike ride from Kellogg’s campus to Goleta Valley Junior High, which many students will be attending in fall 2024. MOVE encouraged the Kellogg PTA to organize regular walk and roll to school events which they did on the first Wednesday of every month. MOVE provided safety items to be distributed to participating students at the May Walk & Roll to School Day celebration.

Mobility counts for Kellogg Elementary have been collected for 10 of the past 16 years. During the 2023-2024 school year, walking rates increased by 10%, bicycling rates remained constant and driving rates decreased. A portion of the San Jose Creek Multi-Purpose Path Project was completed this year; we look forward to full completion of the path which will give Kellogg families living in old town Goleta a safe way to bike to Kellogg School. We will continue to engage with the community to reduce barriers that prevent families from choosing to use sustainable modes of travel.

At Santa Barbara Charter School, MOVE distributed 21 low-cost helmets (and taught parents and students how to adjust them), 21 low-cost light sets and 7 bike locks and provided quarterly safety posts to share with families via social media (ParentSquare). Santa Barbara Charter School did not facilitate the annual survey to track mobility modes. The attendance area for this school is unlimited and therefore harder for all students to walk and bike to school.

City of Goleta
Grant Agreement with MOVE Santa Barbara County

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At La Patera School, MOVE contacted the administration and Parent Student Association (PTA) who stated they did not have the capacity this year, but that they would, “continue to discuss how to promote biking and walking to school as we begin planning our events for next school year”. The administration was successful in gathering mobility mode data for 2023-2024 and we look forward to future engagement.

At La Patera School, walking and biking rates increased this year. Historically, 30-45% of students coming from downtown Goleta use the school bus, but there has been a decrease in bus ridership and an increase in vehicle use since the COVID pandemic, which continued in 2023- 2024. La Patera School is surrounded by neighborhood streets but lacks protected facilities for cyclists and pedestrians on key streets, notably La Patera Road, making it unsafe for students commuting to school on foot or by bicycle. We hope the PTA and the administration have more capacity at this school next year so we can continue to increase the number of students walking and biking to school.

Future Sustainability
The Office of Traffic Safety grant provided funding to purchase a cargo trailer, a fleet of 25 bicycles and other associated materials and maintenance equipment to be used in Goleta Union School District to teach bicycle education. MOVE is working with the school district to train teachers and awaiting an MOU between the City of Goleta and Goleta Union School District to purchase this equipment. These activities will lead to a greater and more sustainable impact in Goleta in the future.

City of Goleta
Grant Agreement with MOVE Santa Barbara County

Page 6 of 11 ends

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

The Office of Traffic Safety grant allowed us to expand services this year as described above.

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

None.

4. Approximately how many persons in Goleta were served? 1,650 students and 50 parents.

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

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta
Funds FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes $160,626 $15,000
Consultants and Contracts $0.00 $0.00
Facility, Utilities, Maintenance $0.00 $0.00
Supplies $21,901 $0.00
Marketing (Printing, Advertising) $0.00 $0.00
Travel, Mileage, Training $1,054 $0.00
Equipment Rental/Maintenance $2,082 $0.00
Insurance $5,950 $0.00
Other Expenditures* $7,937 $0.00
TOTAL EXPENDITURES $199,550 $15,000
*Please specify Other Expenditures:

Accounting: $4,950
Operating Expenses (Computers, Software, Licenses): $2,987 City of Goleta
Grant Agreement with MOVE Santa Barbara County

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Kellogg Sixth Grade Students Ride to Goleta Valley Junior High Brandon School Second and Third Grade Students Learn How to Yield City of Goleta
Grant Agreement with MOVE Santa Barbara County

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Saint Raphael’s Second Grade Students Prepare to Ride the “Capital P” Course Kellogg First Grade Students Learn About Crossing a Driveway City of Goleta
Grant Agreement with MOVE Santa Barbara County

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A Full Rack at La Patera’s Walk and Roll to School Day
Kellogg School Fourth Grade Students Displaying Safety Items After the Bike Rodeo City of Goleta
Grant Agreement with MOVE Santa Barbara County

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E-Bike Skills Class and Ride
City of Goleta
Grant Agreement with MOVE Santa Barbara County

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Helmets & High-Visibility Safety Items are Distributed to Dos Pueblos High School and Goleta Valley Junior High Students

EXHIBIT C
End of Year Report
JULY 1, 2023 – JUNE 30, 2024
Agency Name: South Coast Railroad Museum
Contract Amount: $50,000
Activity or Program Name: Operations Support
Activity Location: Goleta Depot Museum
Agency Contact Name: South coast Railroad Museum, AKA Goleta Depot Agency Contact Number: 1(805)331-5988; email< [email protected]>

1. Please describe the activity or program accomplishments.

Funds have been used exclusively for staff payroll and insurance,

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

No variations except that costs to keep the museum doors open have greatly increased this past year. The City’s support while very helpful was not sufficient to cover these basic costs.

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

The attached chart illustrates the areas of the cost increases. In general, the increases have been “across the board”. Please note that the City funds have been totally expended on payroll and insurance

3. Approximately how many persons in Goleta were served? We estimate that over 30,000 including miniature train riders and weekend open hours.

The museum grounds are being used on a daily basis by visitors using the picnic benches and strolling/.dog walking the paths in the entire 8 acre area of the museum during the days even when the museum isn’t open

Expenditures for FY 23/24 (Actuals)
Total Expenditures
for FY 23/24
(Actuals)
City of Goleta Funds
FY 23/24
(Actuals)
Salaries, Benefits, Payroll Taxes $60,328 $50,000
Consultants and Contracts $12,170
Facility, Utilities, Maintenance $12,850
Supplies $ 3,310
Marketing (Printing, Advertising) $ 495
Travel, Mileage, Training 0
Equipment Rental/Maintenance $ 754
Insurance $ 6,352
Other Expenditures* $10,521
TOTAL EXPENDITURES $106,780
*Please specify Other Expenditures:

Accounting and payroll fees $3,400; Computer Systems/Database Mgmt. and internet hosting $3,760; Govt fees/taxes $2,908; shipping and postage $453

Human Services CommitteeFebruary 27, 2025

Human Services Committee
February 27, 2025