Agenda Item A.1
WORKSHOP
Meeting Date: May 6, 2022
____________________________________________________________
TO: Mayor and Councilmembers
FROM: Charles W. Ebeling, Public Works Director
SUBJECT: Public Works Department Priority-Setting Workshop and FY 2022-23 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt an Annual Work Program for FY 2022-23 for the Public Works Department.
BACKGROUND:
The Fiscal Year (FY) 2022-23 Department of Public Works Annual Work Program (Annual Work Program) provides a regular, structured mechanism to allow the Council to review and discuss the Department’s work commitments and staffing resources, consider individual Councilmember’s project ideas, and provide direction on the Department’s work priorities for the next fiscal year. It also lays the groundwork for the Department budget, which will be presented to Council during the upcoming FY 2022-23 mid-cycle budget workshops. In addition, the Annual Work Program includes a summary of staffing, contracts, capital project costs, and reimbursable work to provide a comprehensive progress report. The Annual Work Program for the Department of Public Works is attached for the City Council’s consideration and discussion (Attachment 1). With this information, the City Council can now provide direction on organization, staffing, and work priorities.
Where available budget and staffing are finite, and the list of possible City-wide work efforts are growing, a priority-setting process is useful to allow the City Council to establish policy priorities. A regular priority-setting process allows the Department to plan for and assign work within available resources in a structured way. This system works better and is more efficient than attempting to shift resources in an ad hoc manner to new projects and work efforts as Council members identify and introduce new ideas and work priorities during the year.
1 Meeting Date: May 6, 2022
DISCUSSION:
Purpose
The purpose of this workshop item is to update the Council on existing work commitments and recent accomplishments, and to provide the Council an opportunity to discuss work priorities for the Department of Public Works for the upcoming fiscal year. As noted above, the Annual Work Program creates a regular mechanism for the Council to establish the Department’s work priorities, but it is also an opportunity for Council to propose and consider ideas for new work projects and shape the work plan for the coming year.
Staffing and Budget Constraints
Setting of work priorities must occur within the constraints of budget and available staffing.
Goleta is a small city with a limited staff and finite resources. Given the large number of competing, possible work priorities, the City must take care not to take on too much at any given time or spread itself too thin and instead be prepared to take a measured approach at delivery of services and projects. Over time, much can be accomplished, if available staffing resources are concentrated and projects are tackled sequentially. It is also important for the City to keep some capacity in reserve to address unplanned issues or events that inevitably arise in any given year.
The Council has the fundamental choice to commit resources in a way that reflects its priorities. It can in theory budget more staffing, if it desires more work to be completed sooner, or it can pace work overtime within the limits of existing, available staff capacity.
However, while the Council always has the ability to devote more resources and hire more staff, it must carefully consider the long-term impacts to the General Fund of simply adding staff. In addition, it must consider the realistic constraints of managerial capacity to oversee more staff or consultants and work.
The Annual Work Program shows that the department has an extremely high workload with not enough staff to manage the projects, programs, and other work efforts. The Annual Work Program also shows that a high number of consultants, construction contractors and vendors are being employed by the department and there continues to be a need to make progress on planned organizational improvements. To address these issues, working toward a balance of having a highly trained core Public Works staff that is large enough to manage the workload is vital to the City’s success. The Annual Work Program makes many recommendations, including continued use of consultants, while at the same time adding to a core group of staff that can effectively manage the responsibilities of the Department of Public Works.
Scope
The Annual Work Program covers the work of the main divisions of the department, including Administration, Engineering, Parks and Open Space, Capital Improvement Program, Street Lighting, Traffic Engineering (new division), Street Maintenance, Solid Waste and Environmental Services. This year the Facilities Division was moved under the newly created General Services Department and Public Works added a new division, 2 Meeting Date: May 6, 2022
Traffic Engineering Operations and Maintenance. The Annual Work Program compares current work commitments and potential new projects with available staffing resources.
Estimates of required staffing are developed based on project schedules, which have been developed as a management tool for important projects and programs. The project schedules contained in the Annual Work Program, however, are a conceptual tool and are subject to change due to a range of factors. Tentative completion dates for projects and deliverables are best estimates and should therefore not be interpreted as a commitment.
FISCAL IMPACTS:
The Annual Work Program is consistent with the adopted budget with respect to existing positions, departmental structure, and work commitments, including consultant or outside vendor resources. It also lays the groundwork for the next budget cycle assuming a continuation of existing staff resources. Considering the Department’s FY 2022-2023 workload, Public Works is requesting the following new staff for Fiscal Year 2022-2023:
- One Maintenance Worker I (Street Maintenance Division) - One Maintenance Worker I (Parks and Open Space Division) - One Administrative Assistant (Parks and Open Space Division)
If approved, these positions will be funded out of the General Fund and will have salary and wages fiscal impacts. More information about these position requests will be presented in the upcoming budget workshops.
Reviewed By: Approved By:
___________________ _________________
Kristine Schmidt Michelle Greene
Assistant City Manager City Manager
ATTACHMENT:
1. Draft FY 2022-23 Annual Work Program
2. PowerPoint Presentation for the Department of Public Works 3 ATTACHMENT 1
FY 2022-23 ANNUAL WORK PROGRAM
DEPARTMENT OF PUBLIC WORKS
4 1
FISCAL YEAR 2022-23 ANNUAL WORK PROGRAM
PUBLIC WORKS DEPARTMENT
May 6, 2022
5 2
FISCAL YEAR 2022-23 ANNUAL WORK PROGRAM
PUBLIC WORKS DEPARTMENT
Table of Contents
EXECUTIVE SUMMARY .............................................................................................. 5 FY 2021/22 Coronavirus Pandemic .......................................................................... 5 Introduction and Purpose .......................................................................................... 5 Public Works Staffing and Organizational Structure ................................................. 6 Workload Considerations .......................................................................................... 8 ADMINISTRATION DIVISION .................................................................................... 10 Role of the Division ................................................................................................. 10 Administration Division Staffing .............................................................................. 11 Workload Considerations ........................................................................................ 11 Projects, Programs & Services/Ongoing Work Efforts ............................................ 11 Key Accomplishments and Milestones ................................................................... 13 Upcoming and Potential New Projects .................................................................... 13 ENGINEERING DIVISION .......................................................................................... 14 Role of the Division ................................................................................................. 14 Engineering Division Staffing .................................................................................. 14 Workload Considerations ........................................................................................ 15 Projects, Programs & Services/Ongoing Work Efforts ............................................ 16 Key Accomplishments and Milestones ................................................................... 17 Upcoming and Potential New Projects .................................................................... 18 PARKS AND OPEN SPACE DIVISION ...................................................................... 18 Role of the Division ................................................................................................. 18 Parks and Open Space Division Staffing ................................................................ 21 Workload Considerations ........................................................................................ 22 Projects, Programs & Services/Ongoing Work Efforts ............................................ 23 Key Accomplishments and Milestones ................................................................... 25 Upcoming and Potential New Projects .................................................................... 26 CAPITAL IMPROVEMENT PROGRAM (CIP) DIVISION ........................................... 27 Role of the Division ................................................................................................. 27 CIP Division Staffing ............................................................................................... 28 Workload Considerations ........................................................................................ 28 Projects, Programs & Services/Ongoing Work Efforts ............................................ 29 Key Accomplishments and Milestones ................................................................... 30 Upcoming and Potential New Projects .................................................................... 32 STREET LIGHTING MAINTENANCE DIVISION ........................................................ 33 Role of the Division ................................................................................................. 33 Public Works Street Lighting Division Staffing ........................................................ 33 Workload Considerations ........................................................................................ 33 Projects, Programs & Services/Ongoing Work Efforts ............................................ 33 Key Accomplishments and Milestones ................................................................... 34 Upcoming and Potential New Projects .................................................................... 34 Role of the Division ................................................................................................. 35 Traffic Engineering Operations and Maintenance Division Staffing ........................ 35 6 3
Workload Considerations ........................................................................................ 36 Projects, Programs & Services ............................................................................... 36 Upcoming and Potential New Projects .................................................................... 37 STREET MAINTENANCE DIVISION .......................................................................... 37 Role of the Division ................................................................................................. 37 Street Maintenance Division Staffing ...................................................................... 38 Workload Considerations ........................................................................................ 39 Projects, Programs & Services/Ongoing Work Efforts ............................................ 39 Key Accomplishments and Milestones ................................................................... 40 Upcoming and Potential New Projects .................................................................... 41 SOLID WASTE AND ENVIRONMENTAL SERVICES (SWES) DIVISION ................. 42 Role of the Division ................................................................................................. 42 Solid Waste Reduction ........................................................................................... 42 Storm Water/Watershed Protection ........................................................................ 43 Solid Waste And Environmental Services Division Staffing .................................... 44 Workload Considerations ........................................................................................ 44 Projects, Programs & Services/Ongoing Work Efforts ............................................ 44 Key Accomplishments and Milestones ................................................................... 47 Upcoming and Potential New Projects .................................................................... 48
7 4
Schedule of Figures
Figure 1: Department of Public Works Organizational Structure ..................................... 6 Figure 2: Department of Public Works Staffing Structure (FTEs) .................................... 8
Schedule of Tables
Table 1: Administration Division Projects and Programs, FY 2022-23 .......................... 12 Table 2: Administration Division Key Accomplishments and Project Milestones, FY 2021- 22 .................................................................................................................................. 13 Table 3: Administration Division Upcoming and Potential New Projects, Programs and Work Efforts .................................................................................................................. 13 Table 4: Engineering Division Projects and Programs, FY 2022-23 .............................. 16 Table 5: Engineering Division Key Accomplishments and Project Milestones, FY 2021-22 ...................................................................................................................................... 17 Table 6: Engineering Division Upcoming and Potential New Work Efforts, Projects and Programs ....................................................................................................................... 18 Table 7: Parks and Open Space Division Projects and Programs, FY 2022-23 ............ 23 Table 8: Parks and Open Space Division Key Accomplishments and Project Milestones, FY 2021-22 ................................................................................................................... 25 Table 9: Parks and Open Space Division Upcoming and Potential New Work Efforts, Projects and Programs .................................................................................................. 26 Table 10: CIP Division Projects and Programs, FY 2022-23 ......................................... 29 Table 11: CIP Division Key Accomplishments and Project Milestones, FY 2021-22 ..... 31 Table 12: Upcoming and Potential New Work Efforts, Projects and Programs ............. 32 Table 13: Street Lighting Maintenance Division Projects and Programs, FY 2021-22 .. 33 Table 14: Street Lighting Maintenance Division Key Accomplishments and Project Milestones, FY 2021-22 ................................................................................................ 34 Table 15: Street Lighting Division Upcoming and Potential New Work Efforts, Projects and Programs ................................................................................................................ 35 Table 16 : Traffic Engineering Operations and Maintenance Division Projects and Programs, FY 2021-22 .................................................................................................. 36 Table 17: Traffic Engineering Operations and Maintenance Division Upcoming and Potential New Work Efforts, Projects and Programs ..................................................... 37 Table 18: Street Maintenance Division and Programs, FY 2022-23 .............................. 39 Table 19: Streets Maintenance Division: Key Accomplishments and Project Milestones, FY 2021-22 ................................................................................................................... 41 Table 20: Streets Maintenance Division Upcoming and Potential New Work Efforts, Projects and Programs Starting in FY 2022-23 ............................................................. 42 Table 21: Solid Waste and Environmental Services Division Projects and Programs, FY 2021-22 ......................................................................................................................... 45 Table 22: Solid Waste and Environmental Services Division Key Accomplishments and Project Milestones, FY 2020-21 and FY 2021-22 .......................................................... 47 Table 23: Upcoming and Potential New Work Efforts, Projects and Programs ............. 48
8 5
EXECUTIVE SUMMARY
FY 2021/22 Coronavirus Pandemic
The COVID-19 pandemic continued into Fiscal Year (FY) 2021/22 with the resurgence of COVID-19 through the "Delta" and "Omicron" variants. As a result, for the safety of employees and the public, staff were allowed to continue to work from home, except as required to perform essential functions that could not be performed remotely. During times when the Santa Barbara County Public Health Department reported surges in COVID-19 cases locally, public counters were closed, and public meetings were conducted by videoconference. Library operations were also transiti oned to sidewalk service temporarily while rates of COVID-19 transmission were at all-time highs.
However, during this time the City continued to adapt to the remote business environment and successfully ran a "remote city" for a significant portion of t he year. Staff installed new technology, streamlined processes, and improved workflows to smoothly transition to the remote office environment, and in so doing in some instances expanded services and productivity. Beginning in July 2021, the City began to fill positions that had been held vacant as part of a citywide hiring freeze during the first year of the pandemic and also added new positions in response to an increasing volume of work and demand for services, resulting in an unprecedented wave of hiring. The details of staffing activity will be described in the respective Work Programs of each department.
FY 2021/22 is coming to a close amid a drop in COVID-19 cases and a lifting of the mask mandates instituted by the State of California and the Santa Barbara County Public Health Officer. With this change in pandemic conditions and precautions, the City of Goleta began returning to in -person operations while still maintaining hybrid in -office/remote schedules for staff, remote meeting participation options for the public, and the improved and virtual processes and software that were made available during the pandemic. This should allow the City to remain flexible and adapt to future changes in the public health situation as necessary.
Introduction and Purpose
This FY 2022-23 Annual Work Program summarizes programs, projects and work efforts proposed for the Department of Public Works for the upcoming fiscal year, considering both ongoing, existing commitments and potential new assignments. This document is intended to provide the City Council with an overview of the current work of the Public Works Department and an opportunity to consider and give direction concerning the Department’s work. The Annual Work Program creates a regular mechanism for the City Council to share ideas for new work efforts and to discuss and direct the Department’s work priorities. This Annual Work Program document includes the work of the following eight departmental divisions and programs, as shown in Figure 1:
9 6
Figure 1: Department of Public Works Organizational Structure
The Annual Work Program considers how the work of the Department of Public Works proposed for the upcoming year will support the City’s Mission Statement and Core Values, as articulated in the City’s Strategic Plan. This program is also intended to serve as a basis for upcoming budget plan development. Included in this Annual Work Program is an estimate of staff time for each program, project and work effort. The staff time estimates should be considered approximations. However, cumulatively, they give a roughly accurate depiction of workload and how it relates to staffing for each Division and the Department as a whole. In addition to full-time staff, the Department relies on consultants, contractors and interns to assist in its work.
Public Works Staffing and Organizational Structure
Available staff capacity is an essential constraint to the amount of work that the Department of Public Works can undertake. Given this constraint, the Annual Work Program compares the workload of ongoing work efforts, services, project commitments and new projects with available staffing. Full-Time Equivalent (FTE) is a unit that indicates the workload of an employee in a way that makes workloads comparable across various programs or divisions. FTE is often used to measure an employee’s involvement in a program or division. Many projects are multi-year efforts that continue to be in process and require a continued commitment of resources. Project commitments range from City Council and citizen expectation to grant agreements (contracts). Taking on new projects is only possible to the extent that staff capacity becomes available through the completion of existing commitments or new staffing resources become available. Current commitments can also be postponed or delayed with direction from the City Council. This Annual Work Program will show that current staffing levels are oversubscribed and there is no additional capacity to manage additional projects, consultants, or contract staff.
PUBLIC WORKS
DEPARTMENT
Engineering
Street Lighting
Parks and Open
Space
Capital
Improvement
Program
Street
Maintenance
Traffic Engineering
Operations &
Maintenance
Solid Waste &
Environmental
Services
Administration
10 7
As a basic principle, the Annual Work Program seeks to utilize City staff fully first.
However, given the workload of the Department of Public Works over the last several years, a direct reliance on consultants and contractors to assist and often lead projects and other work efforts continues. Reliance on consultants and contractors can reduce efficiency and does not create the level of focus, short er project delivery timelines, and quality projects that are delivered by core City of Goleta FTE staf f. Ultimately, as discussed in the Fiscal Year 2021-22 Department Assessment and Annual Work Program for the Department of Public Works, the under-staffing of the Department of Public Works has cost the City in many ways. This is not to say that the use of consultants and contractors is not appropriate when Public Works does not have the technical capability or the ability to meet workload demands, but a core group of staff must be present and have the ability to ensure priorities, schedules, costs and quality of products are adhered to. Consultants and contractors simply cannot reliably represent City interests to the degree that in-house staff can.
This Annual Work Program looks ahead to the City’s next budget plan, FY 2022-23. The Work Program assumes a total of 29 full-time equivalent positions (FTEs) available, shown in the table below.
Division Filled Positions
(FTE)
Vacant Positions
(FTE)
Total Authorized
Positions (FTE)
Administration 3.95 --- 3.95
Engineering 2.8 2.3 5.1
Parks & Open Space 5.0 1.0 6.0
Capital Improvement 3.2 2.7 5.9
Street Lighting
Maintenance --- --- 0.0
Traffic Engineering 0.05 1.0 1.05
Streets Maintenance 5.0 --- 5.0
Environmental
Services 2.0 --- 2.0
TOTAL 22.0 7.0 29.0
In addition to full-time staff, the Department is supported by consultants, contractors and interns. A summary of that support is provided in Figure 2 below:
11 8
Figure 2: Department of Public Works Staffing Structure (FTEs)
1,2Estimated Consultant, Vendor and Contractor Staff Working for the Public Works Department
Figure 2 above shows a summary of current Public Works staffing, vacancies, consultants, vendors and contractors that are used by the Department. Approximately 12 engineering and environmental consultants are under contract to augment in-house staff.
Some of the consultants work nearly full-time while others work on an ongoing part-time basis and/or as-needed basis . Additionally, the Department contracts with numerous consultants for nearly all projects in the Capital Improvement Program and projects in our maintenance programs. Example maintenance projects include pavement maintenance construction. While these projects are not part of the Capital Improvement Program, they need engineering, construction management, and materials testing provided by consultants.
In addition to the consultants working on projects and augmenting staffing , the Department of Public Works contracts with a myriad of vendors for park and landscape maintenance and median island landscape maintenance. The Department also contracts with construction contractors to build capital improvement projects and significant maintenance pro jects such as pavement rehabilitation projects. When a construction project is underway, Public Works staff is ultimately responsible for all aspects of construction activities that can range from traffic controls to heavy equipment operation.
This responsibility includes maintaining staff, construction worker and public safety. The estimates shown in Figure 2 for additional consultants, vendors and contractors are highly variable and can increase dramatically during the delivery of significant CIP projects.
Prior to the COVID-19 Pandemic, Departmental leadership had been working to reorganize and improve the Department. As the reorganization and improvements continue, the Director has recommended the allocation of three new positions in the upcoming FY 22/23 budget cycle to address the current workload and the cost of using consultants/contractors for staff augmentation.
Workload Considerations
Although all the Divisions of the Department of Public Works have made considerable progress on multiple projects and work efforts over the last year, each Division continues to work through a significant backlog of work. In addition to the capital improvement
PUBLIC WORKS
DEPARTMENT
Current Public
Works Staff
22 FTE
Current Public
Works Vacancies
7 FTE
Engineering &
Environmental
Consultants
12 1
Additional
Consultants,
Vendors and
Contractors
40 - 50 2
12 9
projects, the Department continues with day-to-day services to the public such as encroachment permits, traffic engineering inquiries, and an extensive array of maintenance activities that range from potholes and street trees to parks, vehicle and building maintenance. In addition to its regular workload concerns, the Department continues to work on establishing fundamental operating systems such as basic computer file organization and a standardized project delivery process. Notwithstanding the significant progress and the measurable success Public Works staff has achieved with delivering services, each Division of the Department of Public Works continues to be significantly oversubscribed with work.
Progress on increasing staffing and the acquisition of many of the proper resources that the Department needs has been made. Three new staff positions were approved in FY 2021-22. The positions were Capital Improvement Program (CIP) Manager, Management Analyst, and Environmental Services Specialist (in the Solid Waste and Environmental Services Division). A fourth position, an additional Environmental Services Specialist (in the Parks and Open Space Division), was also approved with the FY 21 -22 Mid-Year Financial Review on February 15, 2022. One position that was previously subject to the hiring freeze that has now been filled is the Senior Office Specialist. In December 2021 one Environmental Services Specialist was hired and in March 2022 the additional Environmental Services Specialist and Management Analyst positions were filled. There was previously a Facilities Maintenance Technician position that was held vacant, but that position has been filled and transferred to the new General Services Department.
In spite of the progress, the Department has still struggled to fill some key positions, particularly engineering positions, for which the labor market is extremely tight statewide, and particularly at the management level. Current vacancies in the Department, many of which are current recruitments, include Assistant Public Works Director, three Engineering Managers ( Principal Civil Engineer, Traffic Engineer, and CIP Manager ), Senior Engineer, and a Senior Engineering Technician. One part-time intern position is also vacant. Fully staffing the approved positions will go a long way toward reaching staffing goals. The department has been working with H uman Resources staff and a professional recruiter to enhance our management recruitment efforts.
In addition to filling the vacant positions, three new position allocations have been recommended by the Department for the upcoming FY 23 Mid-Cycle Budget Plan. Those recommended positions are: one Administrative Assistant and two Maintenance Worker I positions (3 FTEs). Even with these recommended new positions and filling of the current position vacancies, the Department will continue to be significantly oversubscribed.
Continuing to strive toward appropriate staffing in the Department of Public Works is important. Aligning staff levels with the workload will help the Department better control project costs, exercise appropriate quality assurance/quality control , ensure the use of high-quality products and services, ensure staff and public safety, pursue new funding opportunities, and avoid the significant cost consequences of deferred maintenance.
In addition to ensuring basic organization, workable staffing levels and optimal ongoing maintenance of facilities and infrastructure, workload reductions such as decreasing the 13 10
number of capital projects or other types of work items being pursued at any given time should occur. At current staffing, t he Department of Public Works in-house staff can handle approximately three small to medium active capital improvement program and maintenance projects at a time (this includes managing consultant assistance). As previously mentioned, even with filling staff vacancies and adding the recommended positions discussed herein, the Department will only be able to work on approximately 9 to 12 projects at any given time depending on the size and complexity of the projects.
Unfortunately, many of the Department’s current priority projects and work items cannot be cancelled or delayed due to significant commitments and expectations. Again, therefore, the Department of Public Works will continue to be significantly oversubscribed with work over the next few years as staff endeavor to complete the high number of active projects.
As previously mentioned, each Division of the Department of Public Works is presented in this Work Program. The discussion and tables for each Division indicate the current staffing and workload in terms of use of full -time equivalents (FTE). Each Division discussion also present s upcoming and potential projects, programs, and work efforts also in terms of FTEs that would be required. The workload for both current and potential projects, programs and work efforts dictates the available staff capacity.
ADMINISTRATION DIVISION
Role of the Division
The Administration Division is primarily responsible for the overall functioning of the Department. Staff responsibilities include general oversight of the department, developing the Department Two-Year Financial Plan and annual budgets, directing and monitoring revenue and expenditures including grant reimbursements, establishing policies and procedures, and personnel management. In addition, the Administration Division monitors and manages the Department’s work efforts ensuring that all expenditures are within budget appropriations; coordinates timely and responsive input to the development of the Capital Improvement Program; provides financial management support to the Department divisions; coordinates Department staff reports for City Council; and administers all responses to City Manager and City Council inquiries regarding Department functions and programs.
The work of the Administrative Division of the Department of Public Works is organized into the following projects, programs, and workload:
1. Administration
2. Financial Plan Management and Reporting
3. Accounts Payable/Purchasing
4. Grant Management and Reimbursement Invoicing
5. Personnel Management
6. City Council and Committee Meetings
7. Contract and E-Signature Administration
8. Management and Oversight of the Day-to-Day Operations of the Department 14 11
Administration Division Staffing
The Division includes one full-time Public Works Director (0.95 FTE), one half of a full- time Senior Management Analyst (0.5 FTE), one half of a full-time Management Assistant (0.5 FTE), one full -time Senior Office Specialist (1 FTE) , one full -time Management Analyst (1 FTE) and two half-time (50% time) intern positions, which do not count towards FTE staffing. This will result in a total of 3.95 regular FTEs in the Administration program.
Taking on new workload in this Division is possible only to the extent that new staffing resources are dedicated.
Workload Considerations
The administrative positions in this Division are part of a larger administrative support structure for the Department. The Department recently hired a Senior Office Specialist (November 2021), and a Management Analyst (March of 2022), but is currently operating with one out the two Engineering Intern positions filled. The resulting additional workload has been spread among the Department’s remaining administrative positions. Filling this intern position will provide much -needed relief for the administrative positions in the Administration Division, allowing them to operate effectively and to efficiently support the Department’s work efforts.
Projects, Programs & Services/Ongoing Work Efforts
Table 1 below lists projects, programs and work efforts currently being undertaken by the Administration Division to which the Division is already committed. The table provides an estimate of the staff time per project, program, and work effort in the current fiscal year.
Public Works Director
(0.95 FTE)
Senior Management Analyst
(0.5 FTE)
Management Assistant
(0.5 FTE)
Management Analyst
(1.0 FTE)
Senior Office Specialist
(1.0 FTE)
2-Engineering Interns
(1 intern vacant)
15 12
Table 1: Administration Division Projects and Programs, FY 2022-23
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 1.95
Assisting with Legistar – City Council Staff Reports
Supervision
Performance Evaluations
Financial Planning and Budgeting
Grant Management
City Assist Administration and Response
Public Request Response
Support for Accounts Payable/Purchase Orders
Support for Agreements and Amendments
Human resources of recruiting, interviewing, and hiring of new staff REQUIRED SERVICES 1.00
Reviewing and approving City Council staff reports and presentations General oversight and support for all other Public Works Department Divisions
Managing the day-to-day operations of the Department
Corresponding and providing necessary updates to the City Manager and City Council
Interdepartmental coordination and support
Coordination with other City Departments and other intergovernmental agencies (UCSB, SB County, City of SB, Airport, and other committees requiring Public Works input)
Annual Preparation and Implementation of Work Program
Spanish Translations
PROJECTS, PROGRAM IMPLEMENTATION AND WORK EFFORTS* 2.00 Assist with support of the Public Tree Advisory Commission (PTAC) Assist with Incode implementation, training, and reporting – Time Tracking Assist with Magnet implementation
Traffic Signal Safety Management
Establish policies and procedures for the Department
Key Management Plan
Establish and implement record retention – files and documentation Review and revise Department purchasing procedures
Coordinate Developer Deposits between departments
TOTAL FTE SUBSCRIBED 4.95
DIVISION STAFF 3.95
CURRENT AVAILABLE CAPACITY -1.00
* Note: While the regular department staff is oversubscribed, two hourly intern positions provide additional support.
16 13
Key Accomplishments and Milestones
Over the past year, the Administration Division completed several significant accomplishments as indicated in Table 2 below:
Table 2: Administration Division Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Preparation of Department Budget for Fiscal Year 2021-22 and Fiscal Year 2022-23
In progress/
Ongoing
31 City Council Staff Reports reviewed and uploaded to Legistar In progress/ Ongoing
221 Documents uploaded and routed for signatures in DocuSign In progress/ Ongoing
Description table of the Chart of Accounts In progress Revitalization of the PTAC In progress
Oversight of rodent remediation efforts at the Corporate Yard, La Patera Building (Temporary second Corporate Yard location), and Maintenance equipment
Completed
Security Cameras at the Corporate Yard Completed
Installed new keyless entry door at the Corporate Yard In progress Hired and filled vacant Administration staffing positions Completed
Upcoming and Potential New Projects
Several new projects, shown in Table 3 below, have been suggested for future work by the Administration Division. The capacity of the Division to take on new work will depend not only on its ability to complete current commitments but also on the periodic resetting of priorities and budget.
Table 3: Administration Division Upcoming and Potential New Projects, Programs and Work Efforts
UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2022-23
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF 3.95
CURRENT STAFF SUBSCRIBED 4.95
Coordinate purchasing agreements and contracts Ongoing 0.30 Enhance the Accounts Payable system for Developer
Deposits between Public Works and Planning
Q1 0.10
Create and maintain a master list of expenditures, contract, and grant tracking
Ongoing 0.50
Coordinate departmental off-site records retention Q3 0.10 TOTAL 1.00
PROJECTED AVAILABLE STAFF CAPACITY FY 2022-23 -2.00
17 14
ENGINEERING DIVISION
Role of the Division
The Engineering Division is responsible for delivering a wide range of services. Most of those services include working directly with the public and require expertise in the civil and traffic engineering disciplines. The engineers, technicians and inspectors review land development proposals, encroachment permit requests, provide transportation planning and traffic engineering services and inspect all non-City construction projects when Public Works is involved. Engineering Division staff are also responsible for the City’s Pavement Management Program and the delivery of pavement and concrete capital maintenance projects. The Engineering Division provides these public services with an emphasis on customer service and responsiveness.
The work of the Engineering Division of the Department of Public Works is organized into the following categories:
1. Land Development Review
2. Traffic Engineering
3. Engineering and Encroachment Permits
4. Permit Inspections
5. Capital Pavement and Concrete Maintenance Programs and Annual Capital Maintenance Projects
Engineering Division Staffing
The Division includes oversight assistance from the Assistant Public Works Director (0.3 FTE – currently vacant), one full-time Principal Civil Engineer (1 FTE – currently vacant), two Assistant Engineers (1.3 FTE), one full-time Senior Engineering Technician (1 FTE – currently vacant), one half of a full time Management Assistant (0.5 FTE), and one full- time Public Works Inspector (1 FTE). This Division previously included one full -time Traffic Engineer (1 FTE – currently vacant); however, that position is being moved to the newly creat ed Traffic Engineering Operations and Management Division. The City Council has approved filling the vacant Principal Civil Engineer position. The Principal Civil Engineer position serves as the Division Leader and is intended to provide supervision, oversight, and engineering expertise for the Engineering Division. When all positions are filled, the Division will have 5.1 FTEs.
18 15
Workload Considerations
The Engineering Division is currently operating without an Assistant Public Works Director, a Division Leader (Principal Civil Engineer, or “Engineering Manager” ) and Senior Engineering Technician. The Assistant Public Work Director position was vacated in December 2021, the Principal Civil Engineer position has been vacant for over a year and the Senior Engineering Technician position has been vacant since July 2021 . The Division currently relies on consultants to perform some of the duties of these positions; however, there are several work activities that cannot be performed by consultants such as staff supervision, consultant agreement oversight and management, and Division budgeting. Additionally, the Division now has many consultant agreements that must be managed by City staff which is difficult given the current staffing and lack of senior staff, supervisors, or managers in the Division. The Department is proposing to fill the vacant positions in order for the Engineering Division to be able to operate effectively and appropriately manage Division projects, programs, and work efforts.
Assistant Public
Works Director
(0.3 FTE Vacant)
Principal Civil
Engineer
(1 FTE Vacant)
Senior Engineering
Technician
(1 FTE - Vacant)
Public Works
Inspector
(1 FTE)
Assistant Engineers
(1.3 FTE)
Management
Assistant
(0.5 FTE)
19 16
Projects, Programs & Services/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 4: Engineering Division Projects and Programs, FY 2022-23
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 1.30
Interdepartmental coordination and support
Supervision
Performance evaluations
Budgeting assistance
Manage consultant agreements, contracts, and invoicing
Staff reports and City Council presentations for Engineering Response to public inquires
Coordination with other jurisdiction and regulatory agencies Professional development and training
Manage and update City Engineering Standards
Engineering Program reporting, such as various pavement funding sources (RMRA SB1, Gas Tax, Measure A, etc.)
LAND DEVELOPMENT 2.80
Land Development case review and plan check
Developing Conditions of Approval for Land Development Projects Coordination with Planning staff and applicants
Land Development construction inspection
Engineering review of proposed Land Development CEQA documents ENCROACHMENT PERMITS 1.00
Respond to all public inquires related to encroaching in the public right-of-way Coordinate with utilities, contractors, businesses, and residents to process encroachment permit applications
Manage small cell wireless permit applications
Coordinate and issue Public Improvement Plan encroachment permits related to Land Development Projects
Encroachment permit inspection and construction oversight CAPITAL MAINTENANCE PROGRAMS AND PROJECTS 1.00
Respond to all public inquires related to pavement and concrete capital maintenance
Manage the Pavement Management Program, including consultant selection and management, Citywide roadway evaluation, StreetSaver update, developing a Pavement Condition Index report, and establishing a paving priority list
Design and construct the Annual Pavement Rehabilitation Project Manage the Citywide Concrete Repair Program
20 17
Design and construct the Miscellaneous Concrete Repair Project Design, coordinate, and construct various capital maintenance projects TOTAL FTE SUBSCRIBED 6.10
DIVISION STAFF* 2.80
CURRENT AVAILABLE CAPACITY -3.30
* Note: Division staff reduced by 2.3 to reflect the current vacant positions. If Department fully staffed current available capacity would be -1.
Key Accomplishments and Milestones
Over the past year, the Engineering Division completed a number of significant of accomplishments as shown in the following table:
Table 5: Engineering Division Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Timely issued 214 Encroachment Permits and 52 Transportation Permits Completed
Processed 25 development projects to construction or
completion Completed
Completed Citywide roadway evaluation, updated the Pavement Management Program (PMP), completed Pavement Condition
Index (PCI) Report, presented PMP update to City Council, and established a Paving Priority List for the Pavement Rehabilitation Project
Completed/
Ongoing
Began construction of the 20-21 Pavement Rehabilitation Project and began design of the 21-22 Pavement Rehabilitation Project Ongoing Completed design phase, started and completed construction of the Miscellaneous Concrete Repair Project Completed/Ongoing Completed construction of the Cathedral Oaks Settlement Repair Project Completed
Completed construction of the Dearborn/Armitos ADA
Improvements Project Completed
21 18
Upcoming and Potential New Projects
Several new projects, shown in Table 6 below, have been suggested for future work by the Engineering Division. The capacity of the Division to take on new work will depend not only on its ability to complete current commitments but also on the periodic resetting of priorities.
Table 6: Engineering Division Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2021-
22 ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF * 2.80
TOTAL STAFF SUBSCRIBED 6.10
Improve existing processes to enhance efficiency Ongoing 0.25 Update Engineering Website Ongoing 0.25
Develop Policies and Guidelines to assist staff in
processing of workflow Ongoing 0.25
Improve Records Management Ongoing 0.25
TOTAL 1.00
PROJECTED AVAILABLE STAFF CAPACITY FY
2022-23* -4.30
* Note: Projected available staff reduced by 2.3 to reflect the current vacant positions. If Department fully staffed current available capacity would be -2.
PARKS AND OPEN SPACE DIVISION
Role of the Division
The Parks and Open Space Division provides stewardship of over 500 acres of developed parks, active recreation facilities, natural areas, and sensitive wildlife habitats. The inventory of amenities, infrastructure, and land managed is diverse and, expectedly, the programs and projects conducted by the Division include a variety of traditional parks maintenance operations, as well as wildlife and native plant habitat management that integrate practices supported by science.
The City owns 99 parcels comprising over 500 -acres, and most of these lands are managed by the Parks and Open Space Division. They include treasured open space areas, such as Lake Los Carneros and Ellwood Mesa, as well as numerous smaller parcels scattered along public rig hts-of-way and creeks. The developed parks include a large inventory of built structures, recreation facilities, natural features, and supporting assets that require regular inspections and maintenance:
12 playgrounds
2 permanent restrooms and various portable restrooms
22 19
10 tennis and pickleball courts
9 picnic areas (and additional individual picnic tables) 18-hole disc golf course
1 skate park
26 trail systems
8 pedestrian bridges
1 pedestrian causeway
1 state regulated dam and lake (Lake Los Carneros)
15-acres of turf
4 multi-purpose fields
8,000+ trees
125 trash cans and recycling bins
1 public beach (Ellwood Mesa Beach)
In 2020 the Parks and Open Space Division was revitalized with the hiring of a Parks and Open Space Manager. This position was vacant from 2012-2020. During that time, the Public Works Manager was tasked with maintaining the parks and open space system, in addition to the heavy workload associated with managing streets right-of-way maintenance, storm drain infrastructure, facilities management, and the public urban forest. Accordingly, the parks and open space system was not managed at the same level of care that it now receives with a dedicated Parks and Open Space Manager.
Consequently, the Division is in a rebuilding phase that includes focused attention to address deferred maintenance, development of staff skills specific to parks and natural areas management, and the implementation of new technologies to support systematic maintenance and data analytics that aid in tracking and improving the City’s park and open space amenities.
The City owns 99 parcels comprising over 500-acres, and most of these lands are managed by the Parks and Open Space Division. They include treasured open space areas, such as Lake Los Carneros and Ellwood Mesa, as well as numerous smaller parcels scattered along public rights-of-way and creeks. The developed parks include a large inventory of built structures, recreation facilities, natural features, and supporting assets that require regular inspections and maintenance:
12 playgrounds
2 permanent restrooms and various portable restrooms
10 tennis and pickleball courts
9 picnic areas (and additional individual picnic tables) 1 18-hole disc golf course
1 skate park
26 trail systems
8 pedestrian bridges
1 pedestrian causeway
1 state regulated dam and lake (Lake Los Carneros)
15-acres of turf
23 20
4 multi-purpose fields
8,000+ trees
125 trash cans and recycling bins
1 public beach (Ellwood Mesa Beach)
Maintenance work is carried out by in-house maintenance staff and a team of contracted technical consultants, tradespeople, and other service vendors. The activities performed by the Division include daily landscape maintenance and trash management; implementing complex habitat restoration and monitoring in highly regulated and sensitive environments; conducting community outreach and engaging boards, commissions, and City Council; and developing stewardship plans for the City’s diverse parks and open spaces. Seasonal maintenance, including vegetative fuel reduction for wildfire defensive space requirements, requires additional staff commitment to perform. This seasonal work impacts daily routine maintenance and any urgent work required, such as repairing irrigation breaks, storm response, addressing vandalism, and other unscheduled work.
The Parks and Open Space Division also oversees several capital improvement projects focused on natural areas, such as the Ellwood Mesa Monarch Butterfly Grove and the Lake Los Carneros Master Plan Update . There is also a strong collaboration with the Neighborhood Services Department’s CIP team, since these projects transfer over to the Parks and Open Space Division for maintenance once constructed. Capital Project management will take up an increasing amount of staff time, particularly where community engagement is a major focus, regulatory permitting requirements are complex (such as in the Coastal Zone or near Environmentally Sensitive Habitat Areas), or where construction will impact ongoing operations, such as the new splash pad installation at Jonny D. Wallis Neighborhood Park.
With the Ellwood Mesa Monarch Butterfly Grove Project starting the first phase of construction in FY 2022-23, a significant portion o f the division’s professional staff resources will be spent managing the project’s technical and construction teams, administering grants, overseeing on-the-ground work, developing outreach materials, and engaging in ongoing community outreach efforts. It is important to acknowledge this critical, time-sensitive work at Ellwood Mesa will need to take priority over other efforts the Division might otherwise advance, including preventative maintenance, responding rapidly to non-emergency requests, and developing additional capabilities for the City’s other parks and open spaces.
The Division is also proposing two new capital improvement projects in FY 2022-23. The first project is an update of the Urban Forest Management Plan (UFMP). This plan was originally adopted by City Council in 2011. Since then, advances in mapping technology, increased community interest in street trees, and changing climate have all pointed to the need for the City to reinvest in our urban forest . An update of the UFMP would focus on digitizing and updating the jurisdiction-wide tree inventory, urban forest mapping and analysis, and increasing the number of approved street tree species and designa ted locations. The UFMP update and associated work tasks would also emphasize replanting street trees. The City does not currently have a street tree replanting program. 24 21
The second proposed new CIP project in the Parks and Open Space Division is a City - wide Open Space Management and Maintenance Plan. The division currently conducts open space maintenance on an iterative basis , without comprehensive permits or a complete inventory of natural resources and infrastructure assets. The CIP project would provide for a compreh ensive inventory, standardized annual maintenance procedures, planned asset replacement, and programmatic CEQA analysis and permitting for ongoing operations necessary to protect natural resources and complete required annual maintenance, such as defensive space vegetation management to reduce the risk of catastrophic wildfires. Finally, a City-wide open space plan would describe and allow for the permitting of habitat restoration and enhancement projects that would potentially be eligible for grant funding and support a broader section of community volunteers.
Parks and Open Space Division Staffing
The Division is led by the Parks and Open Space Manager (1 FTE), who oversees all operations, budgets, community outreach efforts, presentations to Commissions and City Council, program strategies, staff development, and the work of various technical consultants and contracted service providers. The Parks and Open Space Manager also directs the weekly work completed by in-house staff, including the recently created and filled Environmental Services Specialist position (1 FTE). The Public Works Supervisor is allocated at a halftime to Parks and Open Space (0.5 FTE) to perform field work and oversee the division’s three Maintenance Workers I or II (3 FTE – one Maintenance Worker 2 is vacant), with the remaining time spent supervising work and personnel in the Street Maintenance Division and Facilities Division. The Administrative Assistant (0.5) is also partially allocated in Parks and Open Space to assist with contracts, invoices, customer service, and other office work. The division has a total of 6 FTEs. 25 22
Workload Considerations
At the management level, much of the workload considerations in the Parks and Open Space Division will be driven by the implementation of the Ellwood Mesa Monarch Butterfly Management Plan. Staff anticipates an intense, focused work effort will need to be maintained throughout the Annual Work Program period to keep the grant-funded project on track with community expectations, regulatory agency-imposed timelines, and to address the urgency of the significant decline of the monarch butterfly population statewide. The Parks and Open Space Manager serves as the City’s lead program manager for efforts at the Ellwood Mesa Monarch Butterfly Grove, but the position also manages significant work efforts to maintain and improve the other 16 developed parks and 14 open spaces. Management of outside contractors, consultants, and City maintenance staff efforts take considerable time to ensure the effective stewardship and improvement of City parks and natural areas.
Design and construction of numerous parks capital projects will impact staff in the Parks and Open Space Division. The Stow Grove Park and Evergreen Park master planning efforts will require close coordination with Neighborhood Services Department staff and Parks and Open
Space Manager
(1.0 FTE)
Public Works
Supervisor
(0.5 FTE)
Maintenance
Worker II
(1.0 FTE- vacant)
Maintenance
Worker II
(1.0 FTE)
Maintenance
Worker I
(1.0 FTE)
Administrative
Assistant
(0.5 FTE)
Environmental
Services Specialist
(1.0 FTE)
26 23
contractors to ensure park planning and natural resource protection is maximized. The proposed splashpad at Jonny D. Wallis Neighborhood Park and the new community garden at Armitos Park will also require significant staff time during construction and the ensuing operational and maintenance phases.
Workload considerations for City maintenance staff are most impacted by an increased focus on rectifying deferred maintenance issues, utilization of new technologies to increase work order creation and tracking, and better overall management of the division.
Changing the current allocation of the Administrative Assistant position from 0.5 FTE to full time will provide some administrative relief to the Division. Staff is also recommending one additional Maintenance Worker level one (1 FTE) to assist with the demanding workload for this division.
As mentioned earlier in thi s report, this Division (together with the Streets Maintenance division) had been supporting unmet staffing needs in Facilities Maintenance. There was no excess capacity in Parks and Open Space to adequately support both programs over the long term. In Jul y 2021, Facilities Maintenance was moved to the new General Services Department, and a vacant Facilities Maintenance Technician position was filled.
This will alleviate the oversubscribed workload of Public Works.
Projects, Programs & Services/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations, Council requests, or unanticipated events.
Table 7: Parks and Open Space Division Projects and Programs, FY 2022-23
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 0.50
Procurement
Budget Management and Work Program
Manage Consultant Agreements, Scope, Contracts, and Invoicing City Council Staff Reports and Presentations
Public Tree Advisory Commission Staff Reports and Presentations Park and Recreation Commission Staff Reports and Presentations
Response to Public Inquires and Service Requests
Development of New Initiatives, Data Analyses, and Efficiencies Coordination with Other Jurisdictions and Regulatory Agencies Professional Development and Training
Grant Applications and Grant Management
PARK MAINTENANCE 4.00
Active Recreation Amenities Maintenance (Skate Park, Ball Sport Courts, Fitness Equipment Stations, etc.)
Turf Management
27 24
Irrigation System Audits, Repairs, and Upgrades
Hazardous Materials Removal (Human Feces, Drug Paraphernalia, Chemicals, Fuels, Unknown Waste)
Trash Management
Graffiti Removal and Vandalism Repair
Janitorial Services for Restrooms and Picnic Areas
Landscape Planter Enhancements
Mulch Program
Concrete and Asphalt Maintenance for Park Pathways and Parking Lots Restroom Maintenance (Repair and Replacement of Fixtures and Structures)
Other Park Amenities (Benches, Tables, Drinking Fountains, Gates, Fencing, Lighting)
Regulatory and Interpretative Signage Program
Park Security Services for Closing and Opening at Jonny D. Wallis Neighborhood Park and Stow Grove Park
PLAYGROUND SAFETY INSPECTION AND MAINTENANCE
PROGRAM 0.20
Routine Inspections and Reports
Playground Equipment Repairs and Replacement
Playground Surfacing Repairs and Replacement
OPEN SPACE MANAGEMENT 1.00
Trash Management
Lake Los Carneros Dam Management
Regulatory and Interpretative Signage Program
Trail Maintenance
Habitat Stewardship Program
Invasive Plant Management
Beach Management
Security Services for Ellwood Mesa Parking Lot Daily Opening/Closing COMMUNITY WILDFIRE PREVENTION PLAN (CWPP) 0.10
Annual Fuel Reduction/Modification
Biological Surveys and Monitoring
County Fire Department Coordination
Adjacent Property Owner Outreach
Permitting and Environmental Review
Update Fire Models and Community Wildfire Protection Plan (CWPP) URBAN FOREST MANAGEMENT 0.20
Urban Forest Management Plan Administration
Public Tree Advisory Commission Administration and Presentations Update and Manage Public Tree Inventory
Hazardous and Emergency Tree Removals
Tree Care and Preventative Maintenance Program
CAPITAL PROJECTS – PARKS AND OPEN SPACE 1.00
Ellwood Mesa Monarch Butterfly Grove Management Plan
28 25
Stow Grove Park Master Plan (coordinate with Neighborhood Services Dept.)
Splashpad at Jonny D. Wallis Neighborhood Park (coordinate with NS Dept.)
Community Gardens at Armitos Park (coordinate with NS Dept.) Mathilda Park Accessibility Improvements and Playground Surfacing Replacement (coordinate with Neighborhood Services Department) Evergreen Park Master Plan (coordinate with Neighborhood Services Department)
Ellwood Mesa Habitat and Trail Improvement Design and Permitting Ellwood Seawall Removal – Refugio Oil Spill Settlement (coordinate with CA State Agencies)
Hollister Bridge Replacement at San Jose Creek (coordinate offsite mitigation at Lake Los Carneros)
Heritage Ridge Neighborhood Park (private development with new park to be owned and maintained by the City)
Fire Station 10 Off-Site Tree Planting at Ellwood Mesa
Ekwill Fowler Project Off-Site Habitat Mitigation at Ellwood Mesa Urban Forest Management Plan Update
City-wide Open Space Management and Maintenance Plan
TOTAL FTE SUBSCRIBED 7.00
DIVISION STAFF* 5.00
CURRENT AVAILABLE CAPACITY -2.00
Note: * Note: Division staff reduced by 1 to reflect the current vacant positions. If Department fully staffed current available capacity would be -1.
Key Accomplishments and Milestones
Over the past year, the Parks and Open Space Division completed the following significant accomplishments and milestones:
Table 8: Parks and Open Space Division Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Establish the Turf Maintenance Program Completed
Upgrade Trash Cans and Add Recycling Containers Throughout City Parks and Open Spaces In Progress
Maintain New Parks and Open Space Asset Inventory System In Progress Maintain New Park and Open Space Maintenance Work Order System In Progress
Emergency Tree Removals at Evergreen Park and Santa
Barbara Shores Open Space Completed
Ellwood Mesa Monarch Butterfly Grove Design and Permitting In Progress Lake Los Carneros Dam Inundation Mapping Completed
29 26
Hire New Parks Landscape Maintenance and Tree Care
Contractors In Progress
Upcoming and Potential New Projects
Implementation of the Ellwood Monarch Butterfly Management Plan will have several new phases of work, including extensive community engagement, design work, public meetings, permitting, bidding, and on-the-ground work. On-going maintenance projects in City parks and open spaces will include new irrigation system upgrades, planter bed renewals, replacement of park amenities (benches, tables, and other fixed items) that will require expanded efforts compared to the past 10 years of parks management. The effects of deferred maintenance and aging infrastructure will drive increased costs for contracted labor and supplies to keep City parks operating at a level in line with community expectations. Park and open space trees will also demand increased trimming and removal costs associated with storm damage, disease, and natural die-off.
Several new programs and projects are also coming online this fiscal year, including implementation of the recently adopted Creek and Watershed Management Program, starting the Lake Los Carneros Master Plan update, and procuring new contractors for parks landscape maintenance and tree care.
Table 9: Parks and Open Space Division Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW
WORK EFFORTS, PROJECTS AND
PROGRAMS STARTING IN FY 2022-23
ESTIMATED
COMPLETION STAFF FTE
TOTAL DIVISION STAFF 6.00
TOTAL STAFF SUBSCRIBED 7.00
ELLWOOD MONARCH BUTTERFLY
MANAGEMENT PLAN 0.50
Permitting and Reporting Ongoing
Community Engagement and Outreach Ongoing
Coordination with Statewide Partners Ongoing
Project Construction/Implementation
Management Ongoing
Technical Team Management Ongoing
Grant Management Ongoing
Procurement and Public Works
Contracting Ongoing
CREEK AND WATERSHED
MANAGEMENT PROGRAM 0.10
Host Creek and Watershed Forum Q2
Development of Program Plan and
Logistics Q2-Q3
Status Reports and Council Meetings Ongoing
30 27
Implement a Restoration Pilot Project Ongoing
Implement a Water Quality Pilot Project Ongoing
INITIATE LAKE LOS CARNEROS
MASTER PLAN UPDATE 0.20
Host Community Forums and Outreach
Events Q3
Conduct Public Surveys Q3-Q4
Vegetation Mapping and Sensitive
Habitats Surveys Q4
TOTAL 0.80
PROJECTED AVAILABLE STAFF
CAPACITY FY 2022-23 -2.80
* Note: Projected available staff reduced by 1 to reflect the current vacant positions. If Department fully staffed current available capacity would be -1.8.
CAPITAL IMPROVEMENT PROGRAM (CIP) DIVISION
Role of the Division
The Capital Improvement Program (CIP) Division is primarily responsible for delivering a wide range of capital improvement projects. Capital projects are identified in the City’s adopted 5-year Capital Improvement Program (CIP). Projects may also come from other adopted City plans and policy documents such as the General Plan and the Bicycle and Pedestrian Master Plan. CIP staff and engineers are responsible for the project delivery process, which consists of the Conceptual Design, Environmental Review, Design, and Construction phases of work. Each one of these basic project phases can be expanded and tailored, as necessary. All four steps require public outreach and City Council approval at several milestones including award of consultant agreements, adoption of environmental documents, authorization to advertise for construction bids, award for construction, and approval of a notice of project completion. City staff is also responsible for consultant contract management and grant applications.
The work of the CIP Division of the Department of Public Works is organized into the following categories:
1. CIP Development
a. Preliminary Project Cost Estimating
b. Project Budgeting
c. Annual CIP/General Plan Consistency Planning Commission Hearing d. Annual Measure A Program of Projects (POP) City Council Public Hearing
2. Apply, Manage, and Invoice for Grant Funding
3. Project Delivery Process
a. Conceptual Design Phase
b. Environmental Review Phase
c. Design phase, including Right-of-Way and Utility Coordination d. Construction Phase
31 28
4. Construction Management, Inspection, and Project Closeout
5. Manage Consultant Agreements and Construction Contracts
6. Public Outreach for CIP Projects
7. Provide Customer Service and Respond to CIP Related Requests
8. Work on Non-CIP Items Related to the Division
CIP Division Staffing
The Division includes oversight by the Assistant Public Works Director (0.7 FTE – currently vacant), a half of a Senior Management Analyst (0.5 FTE), a CIP Manager (1 FTE – currently vacant), two full-time Senior Engineers (2 FTE – 1 is currently vacant ), and two Assistant Engineer s (1.7 FTE). Staff is currently working to fill the vacant positions. This will help the Division better manage the numerous CIP projects and associated project delivery phases. The Division has several priority projects and project phases that must be delivered due to prior commitments and grant deadlines. When fully staffed, the division has a total of 5.9 FTEs.
Workload Considerations
The CIP Division has numerous projects with prior commitments and grant deadlines.
Over the past couple of years staff submitted grant extension requests for several CIP projects due to being short-staffed with a heavy workload; however, now many of the CIP projects need to be finalized and constructed or risk losing grant funding. Additionally, the CIP Division is expecting to have the largest and most expensive CIP project workload in the history of the City over the next couple of years (the Ekwill Street and Fowler Road Extensions /Hollister Avenue Bridge Project) . The Division continues to be beyond Assistant PW Director
(0.7 FTE - currently
vacant)
Senior Management
Analyst
0.5 FTE)
CIP Manager
(1.0 FTE - currently
vacant)
Senior Engineer
(2 FTEs - 1 currently
vacant)
Assistant Engineer
(1.7 FTE)
32 29
capacity and CIP Division staff continue to rely on consultants to manage projects with too little City staff oversight. The CIP Division and the Department continue to work on a plan to reduce workload and CIP project commitments to match Division staffing, however, the Division is expected to be oversubscribed over the next couple of years based on prior commitments and grant deadlines. As noted above, t he Department is currently recruiting for the Assistant Public Works Director, CIP Manager, and a Senior Engineer to help manage the extensive CIP Division workload.
Projects, Programs & Services/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, City Council requests, and efforts in support of emergency operations and unanticipated events.
Table 10: CIP Division Projects and Programs, FY 2022-23
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 1.50
Interdepartmental coordination and support
Supervision
Performance Evaluations
Budgeting Assistance
Grant writing, management, and reimbursement invoicing
Public workshops and outreach
Manage (20+) consultant agreements, contracts, and invoicing Staff Reports and City Council Presentations for CIP Projects Respond to public inquiries regarding CIP projects
CIP Project Quality Assurance / Quality Control (QA/QC) CIP DEVELOPMENT 0.50
Project budgeting and reporting
Measure A Program of Projects
CIP – Required General Plan Conformity Annual Report
Development of the Five-Year CIP for the budget
SBCAG liaison
Intergovernmental relations/coordination with MTD, UCSB, County, City of SB, Airport, and other committees requiring CIP input
Comment and coordinate on other agency documents that affect the City and require CIP input
CIP PROJECTS 7.70
Ekwill Street and Fowler Road Extensions (Project No. 9002) (including improvements on Hollister Ave and SR217) 0.5 San Jose Creek Bike Path – Northern & Southern Extent (Project No. 9006) 0.67 San Jose Creek Bike Path – Middle Extent (Project No. 9007) 0.35 San Jose Creek Fish Passage (Project No. 9117) 0.25
33 30
Goleta US 101 Overcrossing (Project No. 9027) 0.25
Hollister Avenue Bridge (Project No. 9033) 0.5
Cathedral Oaks Crib Wall Repair Project (Project No. 9053) 0.33 LED Street Lighting Project (Project No. 9056) 0.25
Storke Road/Hollister Avenue Transit, Bike/Ped, and Median Improvements (Project No. 9062) 0.33
Goleta Community Center Improvements (Project No. 9067) 0.33 Traffic Signal Upgrades (Project No. 9083) 0.25
Rectangular Rapid Flashing Beacons (RRFBs) Improvements at School Crosswalks (Project No. 9088) 0.25
Goleta Traffic Safety Study (GTSS) (Project No. 9089) 0.10 Crosswalk at Calle Real/Fairview Center – Pedestrian Hybrid Beacon (PHB) (Project No. 9099) 0.33
Hollister Class 1 Bike Path Lighting (Project No. 9110) 0.33 Hollister Avenue Old Town Interim Striping (Project No. 9114) 0.33 Lake Los Carneros Pedestrian Bridge Replacement (New Project) 0.25 Public Works Corporation Yard Repairs and Improvements (Project No. 9115) 0.20 Evergreen Park Drainage Repair (New Project) 0.20
Ellwood Beach Drive Drainage Repair (New Project) 0.20
Fairview Ave and Stow Canyon Road Traffic Si gnal and Intersection Improvements (New Project) 0.20
RRFBs at Calle Real and Jenna Drive (New Project) 0.20
Goleta Community Center ADA Improvements (New Project) TBD Trash Capture Devices Project 0.10
Non-CIP Items related to CIP Division
- Dearborn ADA Improvements Project
- Hollister Avenue Road Settlement Repair Project
- Sidewalk Infill and Improvements on S. La Patera (Train Depot) - Urban Forest Management Plan
- Update CIP projects web pages
- Establishing electronic filing system & organizing electronic project files - Draft and finalize front end specifications (“Boilerplate”) for local and federal projects
Draft quick quote bid proposal and agreement templates
1.0 TOTAL FTE SUBSCRIBED 9.70
DIVISION STAFF* 3.20
CURRENT AVAILABLE CAPACITY -6.50
* Note: This reflects the 2.7 vacant positions. If vacant positions filled the current available capacity would be -3.8.
Key Accomplishments and Milestones
Over the past year, the CIP Division completed several significant accomplishments as shown in the following table:
34 31
Table 11: CIP Division Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Completed construction of San Jose Creek Emergency Channel Repair (Project No. 9009)
Completed
Construction
Completed construction of RRFB at Chapel and PHB at Kingston (Project No. 9058)
Completed
Construction
Completed construction of Crosswalk PHB on Calle Real near Encina Lane (Project No. 9087)
Completed
Construction
Completed construction of RRFB Improvements at School
Crosswalks (Project No. 9088)
Completed
Construction
Completed acquisition of over 1,300 streetlights from Southern California Edison as part of the LED Street Lighting (Project No. 9056)
Completed
Final design phase nearly complete (95%), including securing right-of-way, for Ekwill Street and Fowler Road Extensions (Project No. 9002)
Final Design
Phase
Final design phase nearly complete (95%), including securing right-of-way, for Hollister Avenue Bridge (Project No. 9033) Final Design
Phase
Completed final design and ready to begin construction for San Jose Creek Bike Path – Middle Extent (Project No. 9007) Final Design
Phase
Completed conceptual design phase including final Geometric Approval Drawings and Draft Project Report and close to completion of environmental review phase for San Jose Creek Bike Path – Northern and Southern Extent (Project No. 9006) Environmental
Review Phase
Completed geotechnical assessment of the Cathedral Oaks Crib Wall Repair (Project No. 9053)
Conceptual
Design Phase
Nearly c ompleted con ceptual design phase of Hollister Avenue Old Town Interim Striping Project (Project No. 9114)
Conceptual
Design Phase
Completed conceptual design and environmental review phase and began design phase for Storke Road/Hollister Avenue Transit, Bike/Ped, and Median Improvements (9062)
Final Design
Phase
Completed Final Systemic Safety Analysis Report and expanded the report to a Final Draft combination SSAR and Local Road Safety Plan (LRSP) (Project No. 9089)
Final Design
Phase
Began conceptual design phase and allocated HSIP grant funding for Citywide Traffic Signal Upgrades (Project No. 9083) Conceptual
Design
Began and nearly complete (95%) final design for Hollister Class I Bike Path Lighting (Project No. 9110) Final Design
Completed final design and ready to begin construction of Crosswalk at Calle Real/Fairview Center – Pedestrian Hybrid Beacon (PHB) (Project No. 9099)
Under
Construction
Completed assessment of permitting constraints associated with improvements for Public Works Corporate Yard Repairs (9115) Conceptual
Design Phase
35 32
Completed and closed out Office of Traffic Safety (OTS) grant for funding the Pedestrian and Bicycle Safety Program provided by COAST to Goleta schools
Complete
Established electronic bidding with Planet Bids Ongoing Drafted a Front-End specifications (“Boilerplate”) for local projects Ongoing Drafted a “Quick Quote” bid proposal template Ongoing
Upcoming and Potential New Projects
A number of new projects have been suggested for future work by the CIP Division. As shown above the Division is oversubscribed at this time and will have difficulty delivering the FY 22/23 priority projects listed in the table above. The CIP Division does not anticipate being able to take on new work efforts, however staff has listed additional projects in the table below for prioritization purposes and as staff workload permits.
Table 12: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK
EFFORTS, PROJECTS AND PROGRAMS
STARTING IN FY 2022-23
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF * 3.20
TOTAL STAFF SUBSCRIBED 9.70
Hollister Avenue Complete Streets Corridor Plan
(Project No. 9001) – Environmental Review Phase Multi-year Effort 0.25 US 101 Overcrossing Project – Conceptual Design
Phase Multi-year Effort 0.25
Storke Road Corridor Study (Project No. 9102) –
Conceptual Design Phase Multi-year Effort 0.25
Vision Zero Plan (Project No. 9086) – Conceptual
Design Phase
Multi-year Effort
(pending funding) 0.25
Orange Avenue Parking Lot (Project No. 9096) –
Conceptual Design Phase
Multi-year Effort
(pending funding) 0.25
Goleta Storm Drain Master Plan (Project No. 9085)
– Conceptual Design Phase
Multi-year Effort
(pending funding) 0.25
Citywide School Zones Signage, Striping, & Curb
Markings Evaluation (Project No. 9103) –
Conceptual Design Phase
Multi-year Effort
(pending funding) 0.25
Rancho La Patera Improvements (Project No. 9078)
– Conceptual Design Phase Multi-year Effort 0.25
Non-CIP items related to CIP Division Ongoing 1.50
TOTAL POTENTIAL NEW WORK 3.50
PROJECTED AVAILABLE STAFF CAPACITY FY
2022-23 -10.00
* Note: Projected available staff reduced by 2.7 to reflect the current vacant positions. If Department fully staffed current available capacity would be -7.3.
36 33
An in-depth overview of the CIP projects will be presented during the upcoming CIP workshop.
STREET LIGHTING MAINTENANCE DIVISION
Role of the Division
The Public Works Street Lighting Division is responsible for maintaining the City of Goleta’s streets lighting system including ongoing maintenance, funding, energy costs, and overall management. The City recently purchased a majority of streetlights within the City from Southern California Edison (SCE) and is now responsible to maintain over 1,400 Citywide streetlights. SCE still owns and maintains streetlights on wooden utility poles and streetlights that have lease agreements with other utilities. The City recently completed a Capital Improvement Program (CIP) project that converted streetlight fixtures from High Pressure Sodium (HPS) to Light Emitting Diode (LED) fixtures.
Public Works Street Lighting Division Staffing
The Street Lighting Division is currently not staffed. The Division is currently managing maintenance and work efforts through the existing consultant contract for the LED Street Lighting CIP Project. Future staffing is anticipated due to the new acquisition of the street lighting system and the continued maintenance.
Workload Considerations
The Public Works Street Lighting Division is now responsible for managing over 1,400 streetlights based on the recent acquisition from SCE. This includes managing and responding to streetlight related inquiries, questions, outage and installation requests.
The Division is also responsible for maintenance including but not limited to streetlight fixture outages, emergency pole knockdowns, streetlight service wire issues, and streetlight wiring identification associated with construction work. The Division will also be responsible for establishing engineering design standards for streetlights.
Projects, Programs & Services/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 13: Street Lighting Maintenance Division Projects and Programs, FY 2021-22
CURRENT PROJECTS PROGRAMS AND WORK EFFORTS STAFF
FTE
ADMINISTRATIVE 0.50
Budgeting of Division
Memos and Staff Reports
City Assist/Managing resident inquires, questions, and requests 37 34
Accounts Payable/Purchase Orders
Agreements – Amendments – Contracts, Management
Request for Proposals
MAINTENANCE ACTIVITIES 1.00*
Streetlight Maintenance Tracking and Management
Streetlight Regular Maintenance
Streetlight Emergency Maintenance
TOTAL FTE SUBSCRIBED 1.50
DIVISION STAFF* 0.0*
CURRENT AVAILABLE CAPACITY -1.50
* Note: Streetlight maintenance activities are currently managed with the CIP LED Street Lighting Project.
Key Accomplishments and Milestones
Over the past year, the Street Lighting Maintenance Division completed several significant of accomplishments as shown in Table 14.
Table 14: Street Lighting Maintenance Division Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Completed installation of approximately 1,400 LED streetlights Completed Managed streetlight maintenance requests, inquires, and questions following acquisition Ongoing
Upcoming and Potential New Projects
As described above the City recently acquired approximately 1,400 streetlights form SCE and will be responsible to maintain the new and existing city -owned streetlights. The street lighting maintenance activities were managed under the CIP LED Street Lighting Project; however, the Street Lighting Main tenance Division will be responsible for all street lighting work efforts going forward. Many of the associated new street lighting work efforts for the upcoming fiscal year were identified above under the current projects and programs table, however, potential new work efforts are identified below.
38 35
Table 15: Street Lighting Division Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK
EFFORTS, PROJECTS AND PROGRAMS
STARTING IN FY 2021-22
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF * 0.00
TOTAL STAFF SUBSCRIBED 1.50
Establish and maintain Streetlight Engineering
Design Standards Ongoing 0.10
Establish streetlight wiring identification protocol
(USA/DigAlert) and respond to USA/DigAlerts Ongoing 0.25 Establish, design, and budget for a street lighting
installation/replacement program Ongoing 0.25
TOTAL 0.60
PROJECTED AVAILABLE STAFF CAPACITY FY
2022-23 -2.10
* Note: Streetlight maintenance activities are currently managed with the CIP LED Street Lighting Project
TRAFFIC ENGINEERING OPERATIONS AND MAINTENANCE DIVISION
Role of the Division
The role of this division is to oversee the City’s traffic operations and maintenance of traffic control devices. Responsibilities include maintenance of traffic signals and other electronic traffic control devices including flashing beacons, pedestrian crosswalks, and driver feedback signs. Traffic concerns and requests are also reviewed and addressed.
Traffic Engineering Operations and Maintenance Division Staffing
This is a newly proposed division for FY 2022-23. The Public Works Director provides some oversight (.05 FTE) with the Engineering Manager (Principal Engineer) leading the Division (1 FTE – currently vacant) for a total of 1.05 FTEs. The current Traffic Engineer is being fulfilled by a consultant contract (0.45 FTE). There is potential for additional staff to be added as the division objectives are further developed . City Council has approved filling the vacant Engineering Manager position and the recruitment is underway.
39 36
Workload Considerations
Currently contract and consultant staff are supporting the needs of the Division. Filling the Engineering Manager position is needed to evaluate and carry out program objectives, for oversight of consultant agreements, and for Division budgeting.
Projects, Programs & Services
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 16: Traffic Engineering Operations and Maintenance Division Projects and Programs, FY 2021-22
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 0.05
Supervision
Performance evaluations
Budgeting assistance
TRAFFIC ENGINEERING 1.00
Log and respond to all traffic related public inquires
Field review and traffic analysis for public and traffic related inquires Draft and present traffic related revisions to City Council, such as establishing “No Parking/Red Curb” areas, Stop Sign installations, etc.
Traffic review of proposed Land Development CEQA documents Traffic review of proposed Encroachment Permit appl ications with traffic impacts/traffic control plan review
Coordinate Traffic Signal maintenance activities with County and Streets Maintenance Division
Public Works Director
(0.05 FTE)
Engineering Manager
(Traffic Engineer)
(1 FTE)
40 37
Monitor and update outside -agency transportation agreements (UCSB and County)
Old Town Hollister Interim Striping
TOTAL FTE SUBSCRIBED 1.05
DIVISION STAFF* 0.05
CURRENT AVAILABLE CAPACITY -1.00
*Note: This reflects the currently vacant Engineering Manager.
Upcoming and Potential New Projects
Table 17: Traffic Engineering Operations and Maintenance Division Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2021-
22 ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF * .05
TOTAL STAFF SUBSCRIBED 1.05
Traffic signal upgrades and replacements Ongoing .33
Develop and implement Traffic Calming Policy Ongoing .33 Develop Safe Routes to School Program Ongoing .33
TOTAL 1.00
PROJECTED AVAILABLE STAFF CAPACITY FY
2022-23 -2.00
* Note: Projected available staff reduced by 1 to reflect the current vacant position. If Department fully staffed current available capacity would be -1.
STREET MAINTENANCE DIVISION
Role of the Division
The Street Maintenance Division is responsible for maintaining the City of Goleta’s streets, sidewalks, signs, right-of-way trees, signal lighting, street striping, storm drainage, median and right -of-way landscape, irrigation, bike paths, delineation, sweeping and heavy equipment. The city owns some 80 miles of roadway, which is large task for the Public Works Manager, Supervisor and 3 maintenance workers to oversee.
The maintenance workers for this division are skilled in a variety of areas as they are required to handle different types of maintenance repairs daily.
The Street Maintenance Division is organized into the following categories:
1. Street Maintenance
2. Right-of-Way Maintenance
3. Landscaping
4. Landscape Irrigation Systems
5. Curb, Gutter and Sidewalks
41 38
6. Street Sweeping Maintenance
7. Bike Lanes and Bike Paths
8. Traffic Control Signage
9. Traffic Signals, Pedestrian Crossing Signals and Driver Feedback Signs
10. Pavement Markings (Crosswalks)
11. Street Trees
12. Storm Drain Inlets and Pipes
13. Pavement Striping
14. Delineation Markers
15. Walkway Bridges
16. Traffic Control Signs
17. Weed Abatement
18. Mowing
Street Maintenance Division Staffing
The Street Maintenance Division currently includes one full-time Public Works Manager (1 FTE), one half of one full-time Public Works Supervisor (0.5 FTE), one half of one full- time Administrative Assistant (0.5 FTE), two full-time Maintenance Worker level two’s (2 FTEs), and one full-time Maintenance Worker level one (1 FTE). The Public Works Supervisor and Administrative Assistant are shared with the Parks and Open Space Maintenance Division. This year staff is recommending the current Administrative Assistant be reclassified from 0.5 FTE to full-time (1 FTE) with the Streets division (no longer split with Parks and Open Space) and one additiona l Maintenance Worker l evel one (1 FTE) to assist with the demanding workload in this division. Currently, when fully staffed, the division has a total of 5 FTEs.
Public Works
Manager
(1 FTE)
Administrative
Assistant (0.5 FTE)
Public Works
Supervisor (0.5 FTE)
Maintenance
Worker II (1 FTE)
Maintenance
Worker I (2 FTEs)
42 39
Workload Considerations
The Street Maintenance Division handles a large amount of roadway and right-of-way property considering the small staff and the demands of the street maintenance crews.
The staff and crew are constantly changing their daily workload in an effort to support the amount of service and public requests, as well as daily assignments and standard yearly workplan maintenance. The Public Works Manager, Supervisor and three maintenance workers maintain over 80 miles of roadway and right-of-way. Upgrading the Administrative Assistant to full time in the streets division will help alleviate a significant administrative need within the Division.
As mentioned earlier in this report, this Division (together with the Parks and Open Space division) had been supporting unmet staffing needs in Facilities Maintenance. There was no excess capacity in Streets Maintenance to adequately support both programs over the long term. In July 2021, Facilities Maintenance was moved to the new General Services Department, and a vacant Facilities Maintenance Technician was filled. This will alleviate this additional workload on Public Works.
Projects, Programs & Services/Ongoing Work Efforts
The table below lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Table 18: Street Maintenance Division and Programs, FY 2022-23
CURRENT PROJECTS PROGRAMS AND WORK EFFORTS STAFF
FTE
ADMINISTRATIVE 2.50
Assisting with Legistar – City Council staff reports
Memos and Staff Reports
City Assist
Public Request Response
Accounts Payable/Purchase Orders
Agreements – Amendments – Contracts, Management
Request for Proposals
Safety Training Schedule Support
Weekly Update Roundups
General Oversight – Public Right of Way Management
Budgeting of Department
Coordination with other departments
Tree Maintenance Management
Median Landscape Management
Performance Evaluations
Project Management
43 40
Traffic Signal response support
Maintenance Programs Management
Overtime Management
Emergency Response Management
Fleet Management support
Heavy Equipment Management
PTAC Management
City Green Team Support
City Safety Committee Support
SUPERVISION 1.50
Public Right of Way Supervision
Contract – Agreement Support
Public Request Response
Performance Evaluations
Crew Management – Streets
Tree Maintenance Supervision
Median Landscape Maintenance Supervision
Project Support/Management
Overtime Supervision
Emergency Response Supervision
Fleet Maintenance Support
Street Sweeping Supervision
Heavy Equipment Maintenance Support
Traffic Signal Maintenance Support
MAINTENANCE CREW 3.00
Street Maintenance
Parkway Maintenance
Sign Maintenance
Landscape Maintenance
Traffic Control
Bridge Maintenance assistance
Curb, Gutter, Sidewalk Maintenance
Storm Drainage
Heavy Equipment Maintenance
Tree Maintenance
Emergency Response
TOTAL FTE SUBSCRIBED 7.00
DIVISION STAFF 5.00
CURRENT AVAILABLE CAPACITY -2.00
Key Accomplishments and Milestones
Over the past year, the Street Maintenance Division completed several significant accomplishments as shown in Table 19.
44 41
Table 19: Streets Maintenance Division: Key Accomplishments and Project Milestones, FY 2021-22
PROJECT STATUS
Hollister Class 1 Bike Path Reclaimed Water Irrigation Project Completed City Concrete Grinding Program Completed/Ongoing
Old Town Goleta Tree Planting Project Ongoing
Old Town Power Washing of Sidewalks Ongoing
Goleta Drainage Pre-Winter Vacuum Maintenance Completed Public Works Safety Training Program Ongoing
Encina Road Striping and Sign Upgrades Project Completed Corp Yard CIP project Ongoing
Corp Yard New Supervisor Office Project Ongoing
Upcoming and Potential New Projects
During the February 2021 storms, a few locations throughout the City sustained drainage damage. Staff intends to repair and replace damaged sections at the end of Ellwood Beach Drive and recently finished the repairs for the damaged drainage at the west end of Calle Real.
City staff is in the process of awarding agreements for City Street Tree Maintenance Services and Traffic Striping and Pavement Markings. Additionally, staff recently awarded an agreement for the Annual City-Wide Median Island Maintenance Services to Oakridge Landscapes. Staff intends to replace a damaged inlet cover located at La Patera Lane.
In coordination with the Public Tree Advisory Commission, staff intends to enhance a section of Old Town Goleta on Hollister Avenue by filling existing tree vacancies. The Public Works Maintenance Division along with the Parks and Open Space Division is in the process of a cost share purchase of an aerial lift bucket truck along with a standard maintenance truck. Due to current supply and demand this purchase will be delayed up to a year before each division receives the vehicles . In an effort to reduce potential flooding along the west section of Cathedral Oaks Road, staff will place K-Rail on the north side of the right-of-way. Construction of a new supervisor office is underway at the City Corp Yard and will be finished in the coming months. This will allow the Public Works Manager, the Parks and Open Space Manager, and the Public Works Supervisor to all occupy the Corp Yard offices simultaneously. Additionally, the installation of new cubicles for the maintenance crew will follow the installation of the new office.
45 42
Table 20: Streets Maintenance Division Upcoming and Potential New Work Efforts, Projects and Programs Starting in FY 2022-23
UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2021-22
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF 5.00
TOTAL STAFF SUBSCRIBED 7.00
Ellwood Beach Drive Drainage Repair Project Ongoing 0.10 Calle Real Drainage Project/Repair Completed 0.10
City Street Tree Maintenance Services Request for
Qualifications April 0.10
Annual City -Wide Median Island Maintenance Services
Request for Proposals Completed 0.10
City-Wide Traffic Striping Services Request for Proposals April 0.10 La Patera Drainage Inlet Replacement Ongoing
0.10 Old Town Tree Planting Project June
0.10 Cathedral Oaks K-Rail Installation Project Ongoing 0.10 Corp Yard CIP Project Ongoing 0.10
New (supervisor) office, Corp Yard Ongoing 0.10
TOTAL 1.00
PROJECTED AVAILABLE STAFF CAPACITY FY 2022-23 -3.00
SOLID WASTE AND ENVIRONMENTAL SERVICES (SWES) DIVISION
Role of the Division
The SWES Division is managed by the Environmental Services (ES) Coordinator. The role of this division is to promote a clean community, clean watersheds and habitats, and materials sustainability (goal zero waste), and to comply with environmental regulations and directives related to stormwater, watershed protection, and materials management.
Some programs have been developed in response to City needs and resident demand.
Many other programs have been developed in response to state and federal laws and directives that are regulated by agencies such as CalRecycle, the California State Water Resources Control Board, and Regional Water Quality Control Board (Water Boards).
CalRecycle and the Water Board both require annual rep orting on a wide range of activities and services/programs provided by the City.
Solid Waste Reduction
Most of the programs in this subdivision are aimed at materials sustainability including waste reduction, reuse, and recycling, and waste prevention, with the aspirational goal of eventually achieving zero waste. Included in this scope are the following programs:
1. AB 939 residential recycling and reuse programs
46 43
2. Green Building Code Construction and Demolition Debris Recycling program
3. AB 341 – Mandatory multi-family and commercial recycling program
4. AB 1826 – Mandatory multi -family and commercial organics and food waste diversion programs
5. SB 1383 —Short lived climate pollution reduction program c ompliance; (5a) SB 1383 Edible Food Recovery Program; (5b) SB 1383 City-wide organics recycling
6. Household Hazardous Waste programs
7. CalRecycle Beverage Container management
8. Illegal dumping management
9. Beautify Goleta
10. Public outreach and education on all programs.
This subdivision also manages the waste hauler (Marborg , Inc. ) contract and other aspects of waste management and reporting.
Storm Water/Watershed Protection
This subdivision is responsible for watershed and habitat protection through implementation of the storm water program mandated by the Water Board (MS4 Programs) and the recently adopted Creek and Watershed Management Plan. This subdivision includes the following programs and scope elements:
1. Pollution Prevention Program (street sweeping, mutt mitt, trash control, hazmat prevention)
2. Illicit Discharge Detection and Elimination Program
3. Full Trash Capture Program
4. Construction Site Runoff Control
5. Post Construction Stormwater Management
6. Water Quality Sampling Program
7. Education and Outreach Programs (press releases, monthly Green Room articles, social media, K-6 education, signage and more)
8. Public Involvement Program (advisory committees, CASQA, volunteer program, community cleanups and other events)
9. Emergency Spill Response
10. Facilities Maintenance Program (storm drains, facilities inspections, street sweeping, and more)
11. Training Programs
12. Creek and Watershed Management Program
As part of these programs, City staff in this Division are responsible for stormwater guidance and plan review for City capital improvement projects (CIPs) and private land development projects for implementation of properly sized/accessible trash enclosures, compliance with the 65% construction & demolition debris recycling program per the Green Building Code, implementation of recycling programs in compliance with AB 341 & AB 1826, implementation of correct construction stormwater best management practices (BMPs), and post-construction stormwater structural control measures (SCMs). 47 44
Solid Waste And Environmental Services Division Staffing
Currently the division consists of one full-time Environmental Services Coordinator, and one full-time Environmental Services Specialist (2 FTEs).
Workload Considerations
Prior to 2022, the Solid Waste and Environmental Services Division consisted of one employee who overs aw and implement ed a significant scope of over 20 programs.
Recently, this division was provided much needed staffing resources in the form of another FTE, who helps implement a significant portion of the Solid Waste Reduction subdivision. This has meaningfully improved the workload, but workload continues to exceed existing staffing resources, primarily due to several new regulatory -driven programs and City plans with significant scopes (Edible Food Recovery, Commercial Organics Recycling, MS4 Trash Amendment, Creek and Watershed Management). The Division currently relies on consultants to implement some program requirements, however, there are several work activities that cannot be well -performed by consultants such as new program development and strategy, consultant agreement oversight and management, cost savings initiatives, quality assurance, program coordination, public interface tools and initiatives, administrative tasks, and Division budgeting. The increasing scope for this division will mean more consultant agreements and program requirements that must be managed by City staff. The Department will continue to evaluate workload and staffing resources as these new programs are rolled out.
Projects, Programs & Services/Ongoing Work Efforts
Table 21 lists projects and programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.
Environmental Services
Coordinator
(1 FTE)
Environmental Services
Specialist
(1 FTE)
48 45
Table 21: Solid Waste and Environmental Services Division Projects and Programs, FY 2021-22
CURRENT PROJECTS AND PROGRAMS STAFF
FTE
ADMINISTRATIVE 1.25
Waste Hauler Franchise Agreement Oversight
SB 1383, AB 1826, AB 939, AB 341 and MS4 Permit metrics and tracking Procurement
Budgeting and Work Program
Manage Consultant Agreements, Scope, Contracts, and Invoicing Staff Reports and City Council Presentations
Standing Committee Coordination
Response to Public Inquires
Cost Savings Goals and Tracking
Coordination with Other Jurisdiction and Regulatory Agencies Professional Development and Training
Manage and Update City Environmental Guidance and Procedure Documents
Grant/Funding Pursuits
SOLID WASTE REDUCTION 1.50
Residential trash, recycling, and green waste collection and tracking (AB 939) Commercial/Multi-Family Recycling and C&D (AB 341)
Commercial/Multi-Family Organics Food Rescue (AB 1826)
Edible Food Recovery Program (SB 1383)
City-wide Organics Recycling (SB 1383)
Illegal Dumping Management
Household Hazardous Waste Program
Hazmat Response and Disposal
Beverage Container Grant Management
Beautify Goleta
Education and Outreach Programs
Reporting
Bulky Items Collection
CREEK AND WATERSHED MANAGEMENT .50
Program and Project Management
Water Pollutant Forensics
Regional Group and Community Collaboration
Reporting
Creek Surveys
Baseline Flow Evaluation and Monitoring
Old Town Trash Capture (CIP)
CWMP Program and task Schedule/Evaluation
MS4 PERMIT COMPLIANCE 1.00
Illicit Discharge Detection and Elimination Program
49 46
Water Quality Sampling, Analysis, and Reporting
Annual Facilities Survey
Annual Hot Spot Inspection
Quarterly Facilities Inspections
Quarterly BMP Evaluation
Street Sweeping and Power Washing
Our Water Our World Outreach
Staff Training Program
Mutt Mitt Program
Annual MS4 Inspections and Maintenance
Events Coordination (Creek Week, Earth Day, Coastal Cleanup Day, Lemon Festival)
Public Surveys
Volunteer Programs (Channel Keeper and cleanup events)
Monthly Green Room Articles
Other Outreach: Social Media, Letters and Brochures
CASQA, SBCAMM, and IRWM Participation
Hazardous Spill Response
Annual Program Effectiveness Assessment and Reporting
Annual MS4 Reporting
Regulatory Communication and Response
Landscape Program Implementation
Program Document Updates
Website Update
K-6 School Education Program
Storm Drain and Asset Mapping
Other Facilities Stormwater Maintenance Activities
MS4 Trash Amendment .25
City wide On-land Visual Trash Assessment
Neighborhood Cleanups
Street Sweeping/Manual Litter Removal Management
Rapid Visual Trash Assessment
Application Development, metrics tracking and reporting tools
Annual reporting
CONSTRUCTION/LAND DEVELOPMENT .50
Land Development Stormwater Case Review and Plan Check
Application Materials Development
Develop Conditions of Approval for Land Development Projects Construction Outreach and Training Program
Construction Database Management
Coordination and Process Improvement with Planning Staff and Applicants Construction BMP Inspections
Post-Construction SCM Inspection and Evaluation
Non-compliance Enforcement
SCM Maintenance Agreements
50 47
Conditions of Occupancy
Final Inspection
Annual PCR Report
TOTAL FTE SUBSCRIBED 5.00
DIVISION STAFF * 2.00
CURRENT AVAILABLE CAPACITY -3.00
Key Accomplishments and Milestones
Over the past year, the SWES Division completed a number of significant of accomplishments as shown in the following table:
Table 22: Solid Waste and Environmental Services Division Key Accomplishments and Project Milestones, FY 2020-21 and FY 2021-22
PROJECT STATUS
Complied with MS4 Implementation and Reporting Requirements Ongoing Complied with Central Coast Post Construction Requirements Ongoing Complied with CalRecycle Diversion and Reporting Requirements Ongoing Implemented residential trash, recycling, and green waste programs Ongoing Implemented Commercial Recycling Program (AB 341) : 499 businesses/multi-family dwellings enrolled Ongoing
Implemented Mandatory Commercial Organics Recycling Program (AB 1826): 500 businesses/multi-family dwellings enrolled Ongoing Drafted and passed Ordinance 22-01 for SB 1383 Short-lived Climate Pollutant Reduction Act Completed
Creation of a new City-wide Edible Food Recovery program as part of SB 1383 Ongoing
Created new Commercial Food Scraps Recycling Program as part of SB 1383 Completed
Increased revenue for division by over $500,000 annually Completed Development program process improvement; creation of templates and guidance: Conditions of approval template, maintenance agreement template, Post Construction Guidance document creation, underground infiltration chamber guidance, construction guidance web page, construction outreach and training program. Creation of new process on Magnet.
Ongoing
Created a new community -based volunteer cleanup program as part of Beautify Goleta Ongoing
Grant applications: 3 Completed
Timely response and investigation of illicit discharge reports: over 42 Completed Final inspections and approval for development projects: 3 Completed Project review/plan check for development projects: 24 Completed Site inspections for environmental compliance: 72 Completed 51 48
Review and approval of Construction and Demolition Reports: 23 Completed Illegal dumping requests responded to: 122 Completed
Performed cleaning and maintenance on storm drains: 53 Completed Posted SWES announcements/notifications/events: 25 Completed Maintained recycling containers: 68 Completed
Street sweeping of 2,442 miles of street with 1,662 yards of debris collected. Completed
Held training events for staff or construction crews: 7 Completed Community Cleanup/Beautification Events: 1 Completed
Upcoming and Potential New Projects
Several new projects are required by recent regulatory directives, as shown in Table 23 below, some of which have begun initial phases of implementation (see Table 21). This includes the Creek and Watershed Management Program, adopted in late 2020.
Table 23: Upcoming and Potential New Work Efforts, Projects and Programs
UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 22-23
ESTIMATED
COMPLETION
STAFF
FTE
TOTAL DIVISION STAFF 2.05
TOTAL STAFF SUBSCRIBED 5.00
Full Trash Capture Program (Required) 2030 0.20
Solid Waste Reduction (New Programs) Ongoing 0.10
Edible Food Recovery Program (SB 1383) Ongoing 0.10
Commercial/Multi-Family Organics Food Rescue (AB 1826) Ongoing 0.20 Organic Waste Methane Emissions Reduction Program (SB
1383) Ongoing 0.20
Old Town Full Trash Capture CIP 2025 0.20
Storm Drain Master Plan CIP 2025 0.10
Creek and Watershed Management Ongoing 0.20
Grant Pursuit Management Ongoing 0.10
Monitoring Program Optimization 2023 0.10
Source Impacts Forensic Analysis 2023 0.10
Baseflow Monitoring and Evaluation Program Development 2023 0.20 Agriculture Evaluation Project Ongoing 0.20
Public Participation: IRWM, SBCAMM, TAC, and more Ongoing 0.10 Expanded Educational Outreach Program Ongoing 0.10
Evergreen Park Bioretention and Dry Wells CIP 2025 0.25 Stonebridge Dry Wells CIP 2025 0.25
Groundwater Program Elements Ongoing 0.10
TOTAL 2.80
PROJECTED AVAILABLE STAFF CAPACITY FY 2022-
23 -5.80
52 ATTACHMENT 2
FY 2022-23 ANNUAL WORK PROGRAM
DEPARTMENT OF PUBLIC WORKS
PRESENTATION
53 FY 2022-23
ANNUAL WORK PROGRAM
PUBLIC WORKS DEPARTMENT
City Council Workshop
May 6, 2022
Presentation by:
Charles W. Ebeling, Director
Public Works Department
54 Public Works Staff
Charlie Ebeling, Director of Public Works
Division Leaders – Available for questions during presentation:
Maureen Gaasch – Administration
Mark Schleich (MNS Engineers) – Engineering
George Thomson – Parks and Open Space
Teresa Lopes & Gerald Comati (COM3 Consulting) – Capital Impro
vement Program
Michael Winnewisser - Street Lighting
Charlie Ebeling – Traffic Engineering Operations & Maintenance Paul Medel – Street Maintenance
Melissa Nelson – Solid Waste and Environmental Services 2May 6, 2022, FY 2022-23 PW Annual Work Program
55 Purpose of Workshop
Update Council on existing work commitments and progress Review staffing and workload by Division/Program
Propose and consider potential new work projects
Discuss and set Public Works work priorities for FY 2022-23 May 6, 2022, FY 2022-23 PW Annual Work Program 3
56 Workshop Agenda
Presentation
Questions from Council
Public comment on draft FY 2022-23 Annual Work Program Council discussion, feedback and direction
Adopt FY 2022-23 Annual Work Program
4 May 6, 2022, FY 2022-23 PW Annual Work Program
57 Annual Work Program Contents
Comprehensive overview of work of Public Works Department For each Division/Program:
• Compares current and potential new projects with available staff resources • Estimates current staff capacity/deficit based on (tentative) project schedules
• Reports on work progress
• Based on estimated completion dates, projects available capacity next fiscal year
• Lists and prioritizes potential new projects
5May 6, 2022, FY 2022-23 PW Annual Work Program
58 Highlights
CIP Division is continuing to work through a backlog of Capital Impro
vement Projects
Engineering Division has completed several Development Review Pr
ojects and is working through a backlog of Traffic Engineering Public Requests and Projects
Maintenance Division has organized renewed approaches to str
eet trees, facilities and roadway maintenance
Public Works has made a myriad of key organizational
impro
vements from Project Delivery and Maintenance Procedures to revitalizing Parks and Open Space and Environmental Services Divisions
6May 6, 2022, FY 2022-23 PW Annual Work Program
59 Administrative Division
3.95 FTEs full-time staff + 2 Interns (0.50 each, one
vac
ant)
Responsibilities:
1. Public Works Department Budget Plan
2. Financial Planning, Management, and Reporting
3. Accounts Payable and Purchasing
4. Grant Management and Reimbursement Invoicing
5. Personnel Management
6. Contract Administration
7. Departmental Operations
7May 6, 2022, FY 2022-23 PW Annual Work Program
60 Administrative Division
Significant 21-22 Accomplishments:
Departmental Reorganizing and Updating (Ongoing)
Development of Public Works Financial Tracking
Sys
tems
Hired and filled vacant Administration staffing positions Developed New Chart of Financial Accounts Template
(for
use Citywide)
Corporate Yard security cameras installation
Training and Mentoring (Project Delivery Process)
8May 6, 2022, FY 2022-23 PW Annual Work Program
61 Administrative Division
Major Current Projects (partial list):
9 Grant Administration and Claim Reimbursement
Department Staff Workstations Reorganization
Contracts and Agreements Reorganization
Public Tree Advisory Committee Revitalization
May 6, 2022, FY 2022-23 PW Annual Work Program
62 Engineering Division
5.1 FTEs full-time staff (2.3 FTEs Vacant) + approx. 2.0 FTE Consultan
t Staff + approx. 4 to 10 Additional
Consultant
Responsibilities:
1. Land Development Review
2. Floodplain Management
3. Engineering and Encroachment Permits
4. Land Development Permit Inspections
5. Capital Pavement and Concrete Maintenance Programs and Annual Capital Maintenance Projects
10May 6, 2022, FY 2022-23 PW Annual Work Program
63 Engineering Division
Significant FY 21-22 Accomplishments:
Municipal Facility Agreement for Wireless Facilities Attaching Emergency Vehicle Traffic Signal Preemption Equipment Installation Processed 25 Development Projects for Construction and/or Completion
Issued 214 Encroachment Permits and 52 Transportation Permits Completed Bi-Annual Study of Pavement for the City’s Pavement Management
Program
Completed construction of the 20-21 Pavement Rehabilitation Project and began
design of the 21-22 Pavement Rehabilitation Project
11May 6, 2022, FY 2022-23 PW Annual Work Program
64 Engineering Division
Major Current Projects (partial list):
12May 6, 2022, FY 2022-23 PW Annual Work Program
Managing and Updating City Engineering Standards
Land Development Review and Plan Check
Goleta Community Center ADA and Seismic Upgrades
Project
Annual Pavement and Concrete Maintenance Projects
65 Parks and Open Space Division
6.0 FTEs full-time staff (1 Vacant) + approx. 2.0 FTE Consultant Staff + appro
x. 20 Vendor Staff
(2 positions split with Street Maintenance Division)
Responsibilities:
1. Daily Maintenance at Fields, Playgrounds, Restrooms, Tennis and Pickleball Courts, Picnic Areas, Disc Golf Course, Skate Park, Volleyball
2. 500+ acres of public land management
3. 26 Trail Systems and 8 Pedestrian Bridges
4. Lake Los Carneros Dam (State Regulated)
5. Wildfire Defensive Space Program
6. Urban Forest and Public Tree Advisory Commission
7. Ellwood Beach, Mesa, and Monarch Grove
13May 6, 2022, FY 2022-23 PW Annual Work Program
66 Parks and Open Space Division
Significant FY 21-22 Accomplishments:
Stow Grove Redwoods Stewardship Project
Parks and Open Space Irrigation System Audit and
Repair
s
Audit of Park Maintenance Vendor Service Agreements
Lake Los Carneros Pedestrian Bridge Structural
E
valuation & Dam Inundation Mapping
Monarch Butterfly Habitat Design and Permitting
14May 6, 2022, FY 2022-23 PW Annual Work Program
67 Parks and Open Space Division
Major Current Projects (partial list):
15 Ellwood Mesa Monarch Butterfly Management Plan
Lake Los Carneros Master Plan Update
Parks and Open Space Operations and Maintenance
Initiatives
Deferred Maintenance – Wildfire Defensive Space &
Trees
May 6, 2022, FY 2022-23 PW Annual Work Program
68 CIP Division
5.9 FTEs full-time staff (2.7 FTEs Vacant) + approx. 2.0 FTE Consultant Sta
ff + approx. 10 to 20 Additional Consultant Staff under Contract for Projects
Responsibilities:
1. CIP Development, Preliminary Cost Estimating, Project Budgeting, CIP Consistency Planning Commission Hearing
2. Grant Applications, Management and Invoicing
3. CIP Project Delivery Process
4. Construction Management, Inspection and Project Closeout
5. Consultant Management/Contract Management
6. Non-CIP Projects
16May 6, 2022, FY 2022-23 PW Annual Work Program
69 CIP Division
Significant FY 21-22 Accomplishments:
San Jose Creek Emergency Repair
Street Light Acquisition Project
Installed RRFBs at 4 locations and PHBs at 2 locations Completed the Systemic Safety Analysis Report (SSAR)
and expanded
to a Local Road Safety Plan (LRSP)
5 Projects in Construction and 8 Projects Nearing
Construction
17May 6, 2022, FY 2022-23 PW Annual Work Program
70 CIP Division
Major Current Projects (partial list):
18 Ekwill Fowler Road Extensions and Hollister Avenue Bridge Projects
San Jose Creek Bike Path (Northern and Southern Extents) Hollister Old Town Interim Striping Project
Street Light LED Conversion Project
May 6, 2022, FY 2022-23 PW Annual Work Program
71 Street Lighting Division
This Division is not staffed. Staff from CIP and
Engineering Divisions
Manage the Projects and the
Maintenance Vendor
Responsibilities:
1. Streetlight Tracking and Management
2. Streetlight Maintenance
3. Emergency Streetlight Maintenance
19May 6, 2022, FY 2022-23 PW Annual Work Program
72 Street Lighting Division
Significant FY 21-22 Accomplishments:
Completed acquisition of approximately 1,400 Street
Lights
Completed LED Streetlight Fixture Pilot Study
Managed Streetlight Maintenance Requests, Inquires
and Questions
20May 6, 2022, FY 2022-23 PW Annual Work Program
73 Street Lighting Division
Major Current Projects (partial list):
21 Establish and Maintain Streetlight Engineering Standards Establish Streetlight Wiring Identification Protocol – Provide USA/DigAlert Service
Establish Design and Budget for Street Lighting Installation and Replacement Program
Complete the LED Conversion Project
May 6, 2022, FY 2022-23 PW Annual Work Program
74 Traffic Engineering Division
1.05 FTEs full-time staff (1.0 FTE Vacant) + approx. 2.0 FTE Consultan
t Staff
Responsibilities:
1. Traffic Engineering
2. Field Review and Analysis for Traffic Related Inquiries
3. Review of Proposed Land Development CEQA Documents
4. Review of Proposed Encroachment Permits Applications
5. Coordinate Traffic Signal Maintenance Activities
22May 6, 2022, FY 2022-23 PW Annual Work Program
75 Traffic Engineering Division
Significant FY 21-22 Accomplishments:
Monitor and Update Outside-Agency Transportation
Agreemen
ts (UCSB and County)
Old Town Hollister Interim Striping
23May 6, 2022, FY 2022-23 PW Annual Work Program
76 Traffic Engineering Division
Major Current Projects (partial list):
24May 6, 2022, FY 2022-23 PW Annual Work Program
Traffic Signal Upgrades and Replacements
Develop and Implement Traffic Calming Policy
Traffic Engineer Studies and Projects
Develop Safe Routes to School Program
77 Street Maintenance Division
5.0 FTEs full-time staff + approx. 2.0 FTE Consultant Staff + approx. 20 Additional V
endor Staff
(2 positions split with Parks and Open Space Division)
Responsibilities:
1. Street Maintenance
2. Right-of-Way Maintenance
3. Landscaping and Landscaping Irrigation Systems
4. Street Sweeping
5. Bike Lane and Bike Path Maintenance
6. Traffic Control Signs, Striping and Legends
7. Street Trees, Street Lights, Sidewalks, Bridges
25May 6, 2022, FY 2022-23 PW Annual Work Program
78 Street Maintenance Division
Significant FY 21-22 Accomplishments:
Hollister Avenue (at Historic Gas Station) Grading
Maria Ygnacio Creek
Hollister Class I Bike Path Reclaimed Water Irrigation Project
Citywide Concrete Grinding Program
Storm Drain Winter Vacuum Maintenance
Alameda Storm Drain Repairs
Encina Road Striping and Sign Upgrades Project
Fairview/Encina Safety Rail and Sign Project
26May 6, 2022, FY 2022-23 PW Annual Work Program
79 Street Maintenance Division
Major Current Projects (partial list):
27 Ellwood Beach Drive Drainage Repair Project
Updated Service Contracts for Street Tree, Median Island Landscaping and Roadway Striping
La Patera Drainage Inlet Replacement
Hollister Avenue Old Town Maintenance – Trash
Receptacle Replacement, Tree Plantings, and Pressure
Washing
May 6, 2022, FY 2022-23 PW Annual Work Program
80 Solid Waste and Environmental Services
Division
2.0 FTEs full-time staff + approx. 2.0 FTE Consultant Staff + approx. 10 to 20 Additional Consultant and V
endor Staff
Responsibilities:
1. Residential T
rash, Recycling and Green Waste Tracking
2. Commercial/Multi-Family C&D Tracking
3. Commercial/Multi-Family Food Rescue Program
4. Edible food recovery program
5. Stormwater compliance management
6. Stormwater Development Review
7. Stormwater Construction Program
8. Full Trash Capture Program
9. K-12 Education Programs
10. Creek and Watershed Management/Watershed protection
11. Illegal Dumping Response
12. Household Hazardous Waste Program
13. Hazmat Response and Disposal Program
14. Beautify Goleta Program
28May 6, 2022, FY 2022-23 PW Annual Work Program
81 Solid Waste and Environmental Services
Division
Significant FY 21-22 Accomplishments:
Launched the Edible Food Recovery program
Launched the City-wide organics recycling program
Drafted and Passed Ordinance 22-01 for SB 1383 Short-lived Climate Pollutant Reduction Act Launched the Neighborhood Cleanup Volunteer Program
Implemented residential trash, recycling, and green waste programs Implemented over 20 stormwater compliance and management programs Held 3 Community Cleanup/Beautification Events
Held 7 Training Events with City staff and Private Developers for stormwater compliance Reviewed over 24 development projects, with 3 successful closeouts Responded to 122 reports of illegal dumping
Investigation, response, and Code Enforcement for over 42 Reports of Illicit Discharges Conducted 72 Site Inspections for Environmental Compliance Achieved over 68% City-Wide Trash Diversion Rate
Increased revenue for the division by over $500,000 annually to maintain environmental compliance
29May 6, 2022, FY 2022-23 PW Annual Work Program
82 Solid Waste and Environmental Services
Division
Major Current Projects (partial list):
30May 6, 2022, FY 2022-23 PW Annual Work Program
Develop Edible Food Recovery Program
Develop Full Trash Capture Program
Creeks and Watershed Management Program – Program Plan and Pilot Project Development
Develop Volunteer Cleanup Program
Develop Pollution Forensics Program
Expand the City’s Educational Outreach Program
Develop Groundwater Program Elements
83 Current Public Works Staffing
31 Division Filled Positions Vacant
Positions
Total Authorized/
Proposed Positions
Administration 3.95 FTE --- 3.95 FTE
Engineering 2.80 FTE 2.30 FTE 5.10 FTE
Parks & Open Space 5.00 FTE 1.00 FTE 6.00 FTE
Capital Improvement 3.20 FTE 2.70 FTE 5.90 FTE
Street Lighting Maint. --- --- 0.00 FTE
Traffic Engineering 0.05 FTE 1.00 FTE 1.05 FTE
Streets Maintenance 5.00 FTE --- 5.00 FTE
Solid Waste & Envir. Svs. 2.00 FTE --- 2.00 FTE
TOTAL 22.00 FTE 7.00 FTE 29.00 FTE
May 6, 2022, FY 2022-23 PW Annual Work Program
84 32
STAFFING AND CONSULTANT USAGE SUMMARY
Division Staff FTEs 22.00
Current Vacant Positions/FTE 7.00
Total (Subscribed/Full Utilization FTEs) 29.00
Current Available Staff Capacity FTEs FY 2021-22 -20.30 Upcoming
/New Work Efforts FTEs FY 2022-23 -11.70
Total (Additional Needed FTEs) -32.00
Current Consultant Staff/Intern Augmentation FTEs 12.50 Proposed
Positions/FTE for FY 2022-23 3.00
Total (Consultants and Proposed Staff FTEs) 15.50
Remaining Need Based on FY 2022-23 Work Program 16.50
May 6, 2022, FY 2022-23 PW Annual Work Program
85 Public Works Workload and Staffing
Recommendations
33 1. Reduce workload – remove or postpone projects in the Capital Improvement Program
2. Continue to develop necessary Core Group of staff to manage the Department, Consultants and Projects
a. Fill vacant positions
b. Add 3 new positions (Public Works to propose in Budget)
3. Contract with consultants in teams to reduce contract and accounts payable processing workload
4. Continue to reorganize and update the Department of Public Works May 6, 2022, FY 2022-23 PW Annual Work Program
86 Workshop Questions
34 1. What new projects should be added/would you like to see Public Works pursue?
2. For each Division/Program, how do you rank potential new projects? What are your project priorities?
May 6, 2022, FY 2022-23 PW Annual Work Program
87 Project Tables by Division/Program
Tables:
Upcoming and Potential New Programs Projects
•Refer to Excel Spreadsheet
May 6, 2022, FY 2022-23 PW Annual Work Program 35
88 36
Recommendation
Discuss work priorities and adopt an Annual Work Program for FY 2022-23 for the Public Works Department
May 6, 2022, FY 2022-23 PW Annual Work Program
89 37
Questions?
May 6, 2022, FY 2022-23 PW Annual Work Program
90