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CSD unveils draft strategic plan and board goals targeting safety, housing, civic engagement and governance
Summary
The Isla Vista CSD presented a restructured strategic plan with four broad goals—safety and enjoyment, inclusive civic engagement, quality of life (housing/parking/beauty), and stronger governance—and a list of specific outcomes and SMART actions the board may adopt next month.
The Isla Vista Community Services District on Tuesday presented a draft 2025–26 strategic plan that reframes the district’s annual goals into four broad strategic areas and a set of measurable outcomes and one‑year SMART goals.
Manager Jonathan (last name not specified) described the format change as a move from a long list of service items to four strategic goals: (1) Isla Vista is safe, healthy and enjoyable for all residents (with an emphasis on weekend nights and large events such as Deltopia); (2) civic engagement is meaningful, inclusive and shapes decision making; (3) residents enjoy a sustainable, high quality of life in housing, parking, transportation and neighborhood appearance; and (4) Isla Vista has growing self‑governance and efficient resources.
For each goal staff compiled possible outcomes (metrics the district could track), outputs (activities the district would deliver), tactical approaches, and input needs. Examples of proposed SMART actions for the coming year include launching a parking compliance program startup (linked to item 4.1), completing a brand audit, improving bilingual outreach so 50% of outreach materials are Spanish‑bilingual, and presenting five revenue or bond options for board consideration.
Board members generally praised the reorganized format while asking staff to be realistic about tracking many suggested metrics. Director Josh asked whether the staff workload required to maintain the proposed metric set had been assessed; staff replied the list is a catchall and that the district will pare the list to trackable, high‑value indicators. Directors also suggested producing a public report that aggregates the district’s use of utility‑user tax revenue and other funding sources to increase transparency.
No board vote was taken on the draft; staff said the document is a working draft to be returned in final form at the board’s next meeting. The presenter said the retreat‑derived priorities in the draft reflect board direction and that staff expects to convert many of the listed outcomes into a narrower set of measurable indicators for regular reporting.
Ending note The board scheduled follow‑up review and will consider the draft for final adoption at an upcoming meeting.
