Peninsula Community Association

Manila Community Center Ad Hoc Report

Report compiled to Address Problems/Solutions at the Center

November, 2005 

Summary of Proposals Made in the Report

I. IMPROVEMENTS TO COMMUNITY CENTER BUILDINGS

•Planning and improvements should be in line with the MCSD vision, mission, goals & values, with funding sought for needs determined to be of high priority. (A list of proposed improvements and developments is included.)

•Conduct a public needs survey to get input from the community.

•Prioritize improvements and forward to MCSD staff for Board approval, according to the process outlined in this report.

• Actively pursue funding for those most important. Where funding appears for a lower priority item, it should move ahead.

•Coordinate alternative energy research with MCSD sewer and water needs.

•Consider off-site impacts of noise, light, traffic. Survey Peninsula Avenue residents for their input.

•Promote more community involvement in the planning process. Initiate “brainstorming” sessions where community members can come together to discuss ideas for ways to improve the community center.

•Promote more MCC tenant input in the planning process.

•Encourage/require tenant meetings to discuss issues of concern, needs, goals, resources, etc.

• Create annual tenant survey to collect information on what is going right and what they would like to see improved. Include sections for recommendations & how they can/would like to participate in the resolution of said issues.

•Create a “project planning” template that can be used by Coordinator & GM to address all the issues inherent in the planning process, so a more complete and researched proposal can be brought to the Commission and then the Board. (A proposed planning document is included with this report.)

II. DEVELOPMENT OF COMMUNITY CENTER GROUNDS

• Develop a planning process. Prioritize improvements and developments (listed in the report) based on cost and vision/mission statement. Include presentation to Parklands Committee, call for public input, and discussion before MCSD Board. Seek input from the wider community, a professional landscape designer, and Friends of the Dunes. See Plan Development (above).

• Adopt a full master plan, with professional input, before work is undertaken. Outline what materials and labor will come from the community, what input from staff, what will be volunteered, and what requires professional expertise.

III. COMMUNITY CENTER MAINTENANCE & SAFETY & REPAIR

•(Lists of pending repairs and current maintenance and safety issues are included.)

•Formalize reporting process between Coordinator & General Manager.

• Create/use forms to report ALL incidents, accidents, complaints, needs, repairs, etc. – both those that have been dealt with by the Coordinator and those that require GM approval.

• Review forms during weekly meetings; discuss solutions and note on form for future reference.

• Commission chair, Coordinator and General Manager bring issues to the MPCCRC in an agenda. MPCCRC provide recommendations to the BOD. Coordinator, MPCCRC, & GM represent these issues to the BOD.

• Formalize reporting process between GM & Commission/Board.

• Create report format to present a monthly/quarterly “district review”; include issues for discussion (agenda items), as well as issues that have been resolved without the need for Board involvement.

q Technology Improvements – streamline reporting process through the use of computerized form templates, e-mail & fax.

•Board representation – Request that board members volunteer to keep abreast of current issues re: one aspect of the District, e.g. MCSD facilities, community center programs, financial management, etc.

• Board members with first hand knowledge can better represent their respective issues and present alternatives during board meetings.

• Board members assigned to safety and maintenance should adhere to an established process and calendar of inspection.

• Determine costs of necessary maintenance.

•Follow professional procedures.

• Budget adequately for overdue building repair.

• Prioritize and seek funding for the most urgent tasks.

• Hire Manila residents and use community volunteers whenever possible.

•All work should be done by workers with requisite job skills.

• All work on District facililties should be under the oversight of the District Manager.

IV. FINANCES

•A general assessment of the current income and expense report for the Manila Community Center – compared to the previous 4 years – indicates that the primary issue for consideration is how to increase income. Suggestions for reducing expense are included.

• The Community Center has incurred budget deficits for all but one of the past five years, with a cumulative indebtedness of more than $40,000. This problem has not been adequately monitored, reported or addressed.

• Continued spending deficits must be addressed. Repayment of past deficits may incur additional community center expense.

• Strict budgetary controls should be required of staff and board and commission, and specific monitoring and reporting procedures put in place and adhered to.

•New and sustainable sources of income should be continuously sought and cultivated, utilizing input from the community and professional marketing consultants.

•Public Relations/Marketing – Necessary to improve the public’s awareness of MCC facilities and increase visibility of MCC within the larger community.

• Marketing the community center facility rentals and services is key to making the larger community aware of what the MCC has to offer and increasing its income potential. (See Sect. V below.)

•In order to make the community center marketable the facilities need to be in good repair; certain improvements will also be necessary to the meeting room and hall.

•Continued spending deficits must be addressed. It was strongly felt by some community members that draw-downs on sewer & water funds are in violation of law and must be repaid. This should be investigated and appropriate decisions made; repayment may incur additional community center expense.

• Strict budgetary controls should be required of staff and board and commission, and specific monitoring and reporting procedures put in place and adhered to.

•Property tax allocation practices should be re-evaluated.

• Fund raising allocations should regularly be re-evaluated by the Commission and the Board.

•Fund-raising activity specifically to benefit the Community Center is needed.

•The appearance of conflict of interest should be strictly avoided and the Brown Act rigorously adhered to.

•The income potential for the hall is substantial, if marketed appropriately.

•To be competitive the meeting room should capitalize on the features that make it special.

• Rental of the meeting room to a regular tenant would be more profitable than short-term rentals and would generate substantial income.

Under all four categories of discussion, improved planning, monitoring and reporting procedures were requested by committee members and the public