Goleta City Council
April 5, 2023

Agenda Item A.2

WORKSHOP
Meeting Date: April 5, 2023

____________________________________________________________

TO: Mayor and Councilmembers

FROM: Charles W. Ebeling, Public Works Director

SUBJECT: Public Works Department Priority-Setting Workshop and Fiscal Year 2023- 24 Annual Work Program

RECOMMENDATION:

Discuss work priorities and adopt an Annual Work Program for Fiscal Year 2023-24 for the Department of Public Works.

BACKGROUND:

The Fiscal Year (FY) 2023-24 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 2023-24 two-year budget workshops. In addition, the Annual Work Program includes a summary of staffing, contracts, current and upcoming capital improvement projects, 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 Councilmembers identify and introduce new ideas and work priorities during the year.

1 Meeting Date: April 5, 2023

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 overcommit at any given time 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 reserves 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 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 and there are 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. Public Works is currently recruiting to fill up to 11 vacant positions.

Starting in January 2024, the City will begin to receive revenues from the passage of Measure B. Council previously set priority spending allocations and many projects and plan implementations on that list are the responsibility of Public Works. With additional funding for these items more staff time will be needed. The Department will assess staffing needs as vacancies are filled and as new and expanded projects are underway for consideration in future staffing requests.
2 Meeting Date: April 5, 2023

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 Operations and Maintenance, Street Maintenance, Solid Waste and Environmental Services. The newest division, Traffic Engineering Operations and Maintenance, was approved as part of the mid-year FY 2022-23 budget. The Annual Work Program compares current work commitments and upcoming new projects. 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.

Reviewed By: Legal Review By: Approved By:

___________________ ___________________ _________________ Kristine Schmidt Megan Garibaldi Robert Nisbet
Assistant City Manager City Attorney City Manager

ATTACHMENTS:

1. Fiscal Year 2023-24 Annual Work Program Department of Public Works

2. Fiscal Year 2023-24 Annual Work Program Department of Public Works Presentation
3 ATTACHMENT 1

FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM

DEPARTMENT OF PUBLIC WORKS

4 1
FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM

DEPARTMENT OF PUBLIC WORKS

April 5, 2023
5 2
FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM

PUBLIC WORKS DEPARTMENT
Table of Contents

EXECUTIVE SUMMARY ................................................................................................ 5 Introduction and Purpose ............................................................................................ 5 Public Works Staffing and Organizational Structure .................................................... 5 Workload Considerations ............................................................................................ 7 ADMINISTRATION DIVISION ........................................................................................ 9 Role of the Division ..................................................................................................... 9 Administration Division Staffing ................................................................................... 9 Workload Considerations .......................................................................................... 10 Projects, Programs & Services/Ongoing Work Efforts ............................................... 10 Key Accomplishments and Milestones ...................................................................... 11 Fiscal Year 2024 Projects ......................................................................................... 12 ENGINEERING DIVISION ............................................................................................ 12 Role of the Division ................................................................................................... 12 Workload Considerations .......................................................................................... 13 Projects, Programs & Services/Ongoing Work Efforts ............................................... 14 Key Accomplishments and Milestones ...................................................................... 15 Fiscal Year 2024 Projects ......................................................................................... 15 PARKS AND OPEN SPACE DIVISION ........................................................................ 16 Role of the Division ................................................................................................... 16 Parks and Open Space Division Staffing .................................................................. 18 Workload Considerations .......................................................................................... 19 Projects, Programs & Services/Ongoing Work Efforts ............................................... 20 Key Accomplishments and Milestones ...................................................................... 22 Fiscal Year 2024 Projects ......................................................................................... 22 CAPITAL IMPROVEMENT PROGRAM (CIP) DIVISION .............................................. 23 Role of the Division ................................................................................................... 23 CIP Division Staffing ................................................................................................. 24 Workload Considerations .......................................................................................... 25 Projects, Programs & Services/Ongoing Work Efforts ............................................... 26 Key Accomplishments and Milestones ...................................................................... 27 Fiscal Year 2024 Projects ......................................................................................... 28 STREET LIGHTING DIVISION ..................................................................................... 29 Role of the Division ................................................................................................... 29 Public Works Street Lighting Division Staffing .......................................................... 29 Workload Considerations .......................................................................................... 30 Projects, Programs & Services/Ongoing Work Efforts ............................................... 30 Key Accomplishments and Milestones ...................................................................... 30 Fiscal Year 2024 Projects ......................................................................................... 31 TRAFFIC ENGINEERING OPERATIONS AND MAINTENANCE DIVISION ................ 31 Role of the Division ................................................................................................... 31 Traffic Engineering Operations and Maintenance Division Staffing ........................... 31 Workload Considerations .......................................................................................... 32 6 3
Projects, Programs & Services ................................................................................. 32 Key Accomplishments and Milestones ...................................................................... 33 Fiscal Year 2024 Projects ......................................................................................... 33 STREET MAINTENANCE DIVISION ............................................................................ 34 Role of the Division ................................................................................................... 34 Street Maintenance Division Staffing ........................................................................ 34 Workload Considerations .......................................................................................... 35 Key Accomplishments and Milestones ...................................................................... 37 Fiscal Year 2024 Projects ......................................................................................... 37 SOLID WASTE AND ENVIRONMENTAL SERVICES (SWES) DIVISION .................... 38 Role of the Division ................................................................................................... 38 Solid Waste Reduction .............................................................................................. 38 Storm Water/Watershed Protection........................................................................... 39 Workload Considerations .......................................................................................... 40 Projects, Programs & Services/Ongoing Work Efforts ............................................... 41 Key Accomplishments and Milestones ...................................................................... 43 Fiscal Year 2024 Projects ......................................................................................... 44

7 4
Schedule of Figures

Figure 1: Department of Public Works Organizational Structure ...................................... 5 Figure 2: Department of Public Works Staffing Structure (FTEs) ..................................... 7

Schedule of Tables

Table 1: Administration Division Day-to-Day Staff Responsibilities, FY 2023-24 .......................... 10 Table 2: Administration Division Key Accomplishments and Project Milestones, FY 2022-23 ...... 11 Table 3: Administration Division Fiscal Year 2024 Projects ................................ .......................... 12 Table 4: Engineering Division Day-to-Day Staff Responsibilities FY 2023-24 ............................... 14 Table 5: Engineering Division Key Accomplishments and Project Milestones, FY 2022-23 .......... 15 Table 6: Engineering Division Fiscal Year 2024 Projects ................................ ............................. 15 Table 7: Parks and Open Space Division Day-to-Day Staff Responsibilities for FY 2023-24 ........ 20 Table 8: Parks and Open Space Division Key Accomplishments and Project Milestones, FY 2022- 23 ................................ ................................ ................................ ................................ ................ 22 Table 9: Parks and Open Space Division Fiscal Year 2024 Projects ................................ ............ 23 Table 10: CIP Division Day-to-Day Staff Responsibilities for FY 2023-24 ................................ .... 26 Table 11: CIP Division Key Accomplishments and Project Milestones, FY 2022-23 ..................... 27 Table 12: CIP Division Fiscal Year 2024 Projects ................................ ................................ ........ 28 Table 13: Street Lighting Division Day-to-Day Staff Responsibilities for FY 2023-24 .................... 30 Table 14: Street Lighting Division Key Accomplishments and Project Milestones, FY 2022-23 .... 31 Table 15: Street Lighting Division Fiscal Year 2024 Projects ................................ ....................... 31 Table 16: Traffic Engineering Operations and Maintenance Division Day-to-Day Staff Responsibilities for FY 2023-24 ................................ ................................ ................................ ... 32 Table 17: Traffic Engineering Operations and Maintenance Division Key Accomplishments and Project Milestones, FY 2022-23 ................................ ................................ ................................ ... 33 Table 18: Traffic Engineering Operations and Maintenance Division Fiscal Year 2024 Projects .. 33 Table 19: Street Maintenance Division Day-to-Day Staff Responsibilities for FY 2023-24 ............ 36 Table 20: Street Maintenance Division Key Accomplishments and Project Milestones, FY 2022-23 ................................ ................................ ................................ ................................ .................... 37 Table 21: Street Maintenance Division Fiscal Year 2024 Projects ................................ ................ 38 Table 22: Solid Waste and Environmental Services Division Day-To-Day Responsibilities, FY 2023-24 ................................ ................................ ................................ ................................ ....... 41 Table 23: Solid Waste and Environmental Services Division Key Accomplishments and Project Milestones, FY 2022-23 ................................ ................................ ................................ ............... 43 Table 24: Solid Waste and Environmental Services Fiscal Year 2024 Projects ............................ 44

8 5

EXECUTIVE SUMMARY

Introduction and Purpose

This FY 2023-24 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 th e 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 Departm ent’s work priorities. This Annual Work Program document includes the work of the following eight departmental divisions and programs, as shown in Figure 1:

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. 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 a major 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
Administration Engineering Parks & Open
Space
Capital
Improvement
Program (CIP)
Street Lighting
Traffic Engineering
Operations &
Maintenance
Street
Maintenance
Solid Waste &
Environmental
Services
9 6
As a basic principle, the Annual Work Program seeks to utilize City staff fully first.

However, given the workload of th e 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, shorter project delivery timelines, and quality projects that are delivered by core City of Goleta FTE staff. Ultimately, as discussed in the Fiscal Year 2022-23 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 2023-24. The Work Program assumes a total of 36 full-time equivalent positions (FTEs) available, shown in the table below.

Division Filled Positions
(FTE)
Vacant Positions
(FTE)
Total Authorized
Positions (FTE)
Administration 4.00 --- 4.00
Engineering 3.25 1.00 4.25
Parks & Open Space 4.00 4.00 8.00
Capital Improvement
Program

3.50 4.00 7.50
Street Lighting 0.25 --- 0.25
Traffic Engineering
Operations &
Maintenance

1.00 1.00 2.00
Street Maintenance 6.00 1.00 7.00
Solid Waste &
Environmental
Services

3.00 --- 3.00
TOTAL 25.00 11.00 36.00

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:

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Figure 2: Department of Public Works Staffing Structure (FTEs)

PUBLIC WORKS

DEPARTMENT

Current Public
Works Staff
23 FTE

Current Public
Works Vacancies
13 FTE

Engineering &
Environmental
Consultants
15 1
Additional
Consultants,
Vendors and
Contractors
30 - 40 2

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 15 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 s of maintenance projects include pavement and concrete 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 projects such as pavement rehabilitation projects. When a construction project is underway, Public Works staff is ultimately responsible for all aspec ts 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 imp rovements continue, the Director is regularly assessing the current workload of staff and the cost of using consultants/contractors for staff augmentation.

Workload Considerations

Although all the Divisions of the Department of Public Works have made con siderable 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 11 8
projects, the Department continues with day -to-day services to the public such as encroachment permits, traffic engineering inquiries, and an extensive array of activities including potholes and street tree 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. Seven new staff positions were approved in FY 2022-23 budget process. The positions were Administrative Assistant (2), Maintena nce Worker I (2), CIP Principal Civil Engineer, Traffic Assistant Engineer, and a Public Works Supervisor. During FY 2022 -23 the following vacancies were filled: Assistant Public Works Director (August 2022), two Administrative Assistant positions (November 2022 and March 2023 ), Assistant Engineer (December 2022) and Principal Civil Engineer (February 2023).

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. Hiring incentives were approved for the key engineering positions to encourage qualified applicants to apply. Current vacancies in the Department, many of which are current recruitments, include three Engineering Managers (Construction Manager, Traffic Eng ineer, and CIP Manager), Senior Engineer, three Maintenance Worker I, Public Works Supervisor , Environmental Services Specialist, Senior Office Specialist, and a Senior Engineering Technician. Fully staffing the approved positions will go a long way toward reaching staffing goals. The department has been working with Human Resources staff and a professional recruiter to enhance our management recruitment efforts.

Public Works currently has 11 vacant positions. Once those position are filled it will take 6 - 18 months to get new staff fully subscribed. Continuing to strive toward appropriate staffing in the Department is important. Aligning staff levels with the workload will help the Department better control project costs, exercise a ppropriate 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 number of capital projects or other types of work items being pursued at any given t ime should occur. At current staffing, the 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 12 9
be cancelled or delayed due to grant constraints, significant commitments , and expectations. With the passage of Measure B, the one cent sales tax starting in January 2024, additional revenues will be allocated to several Public Works projects including the pavement maintenance program, Creek and Watershed Master Plan implementation, storm drain maintenance, and much more. 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 and also presents upcoming and potential projects, programs, and work efforts. 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

Administration Division Staffing

The Division includes one full-time Public Works Director (1 FTE), one half of a full-time Assistant Public Works Director (0.5 FTE), one half of a full-time Senior Management Analyst (0.5 FTE), one full-time Management Assistant (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 4.0 regular FTEs in the Administration program. 13 10
Taking on new workload in this Division is possible only to the extent that new staffing resources are dedicated.

Senior Management Analyst
(0.50 FTE)
2-Engineering Interns
(PT - 0.50 each - one vacant)
Management Analyst
(1 FTE)
Assistant Public Works Director
(0.50 FTE)
Public Works Director
(1 FTE)
Management Assistant
(1 FTE)

Workload Considerations

The administrative positions in this Division are part of a larger administrative support structure for the Department. The Department hired a n Assistant Public Works Director in August and is currently operating with the two Engineering Intern positions filled. To assist with filling the intern positions the Division recently hired a part-time assistant through a temporary hiring agency and the other is an hourly part-time office assistant.

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.

Table 1: Administration Division Day-to-Day Staff Responsibilities, FY 2023-24

ADMINISTRATIVE
Assisting with Legistar – City Council Staff Reports
Supervision
Performance Evaluations
Financial Planning and Budgeting
Grant Management
City Assist Administration and Response
Public Request Response
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Support for Accounts Payable/Purchase Orders
Support for Agreements and Amendments
Assist in recruiting, interviewing, and hiring of new staff for department Strategic Plan updates
Relocating Public Works Offices
Developing Departmental procedures and policies
Departmental Information Technology (IT) Support

REQUIRED SERVICES
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
Provide cellular service support for the Department
Off-site location for archived Public Works documents
PROJECTS, PROGRAM IMPLEMENTATION AND WORK EFFORTS*
Assist with support of the Public Tree Advisory Commission (PTAC) Assist with Incode implementation, training, and reporting – Time Tracking 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

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 2022-23

PROJECT STATUS
Preparation of Department Mid-Year Budget for Fiscal Year 2023-24 In progress/ Ongoing
31 City Council Staff Reports reviewed and uploaded to Legistar In progress/ Ongoing
100 Documents uploaded and routed for signatures in DocuSign In progress/ Ongoing
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Description table of the Chart of Accounts In progress
Repair newly installed keyless entry door at the Corporate Yard In progress Assist in hiring vacant positions in the Public Works Department In progress Ongoing
Work with City Manager staff and Finance staff to develop a staffing plan and hiring/retention incentives for key vacant professional positions that are difficult to fill
Completed

Fiscal Year 2024 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 Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Coordinate purchasing agreements and contracts Ongoing
Enhance the Accounts Payable system for Developer
Deposits between Public Works and Planning
Q1
Create and maintain a master list of expenditures,
contracts, and grant tracking
Ongoing
Coordinate departmental off-site records retention Ongoing Organization of department including updates on current procedures and policies
Ongoing

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 engineering. The engineers, technicians and inspectors review land developme nt proposals, encroachment permit requests, 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 c apital 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. Engineering and Encroachment Permits

3. Permit Inspections

4. Capital Pavement and Concrete Maintenance Programs and Annual Capital Maintenance Projects
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Engineering Division Staffing

The Division includes oversight assistance from the Assistant Public Works Director (0.25 FTE), one full-time Principal Civil Engineer (1 FTE), one Assistant Engineer (1 FTE), one full-time Senior Engineering Technician (1 FTE – currently vacant), and one full -time Public Works Inspector (1 FTE). 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

4.25 FTEs.

Principal Civil Engineer
(1 FTE-Vacant)
Public Works Inspector
(1 FTE)
Assistant Public Works Director
(1 FTE)
Assistant Engineer
(1 FTE)
Senior Engineering Technician
(1 FTE- Vacant)
Assistant Public Works Director
(0.25 FTE)

Workload Considerations

The Engineering Division is currently operating without Division Leader (Principal Civil Engineer, or “Engineering Manager”) and Senior Engineering Technician. In August of 2022 an Assistant Public Work Director was hired and has helped provide oversight of this Division. The Principal Civil Engineer position has been vacant for over two years 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 17 14
managed by City staff which is difficult given the current staffing and lack of 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.

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 Day-to-Day Staff Responsibilities FY 2023-24

ADMINISTRATIVE
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
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
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
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
18 15
Design and construct the Annual Pavement Rehabilitation Project Manage the Citywide Concrete Repair Program
Design and construct the Miscellaneous Concrete Repair Project Design, coordinate, and construct various capital maintenance projects

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 2022-23

PROJECT STATUS
Timely issued 269 Encroachment Permits and 40 Transportation Permits Completed/
Ongoing
Provide input and comment on 25 active developments Ongoing 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
Completed construction of the 20-21 Pavement Rehabilitation Project and completed design of the 21-22 Pavement
Rehabilitation Project and began design of 2023 Pavement Rehabilitation Project
Ongoing
Completed design phase, started and completed construction of the Miscellaneous Concrete Repair Project Completed/
Ongoing

Fiscal Year 2024 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 Fiscal Year 2024 Projects

UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2023-
24 ESTIMATED

COMPLETION
Improve existing processes to enhance efficiency Ongoing Update Engineering Website Ongoing
Develop Policies and Guidelines to assist staff in
processing of workflow Ongoing
Improve Records Management Ongoing
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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 managed lands is diverse and, expectedly, the programs and projects conducted by the Divisi on include a variety of traditional parks maintenance operations, as well as wildlife and native plant habitat management that integrate practices supported by science. The Parks and Open Space Division also leads efforts to implement adopted City plans, i ncluding the U rban Forest Management Plan and the Creek and Watershed Management Plan.

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
 4 multi-purpose fields
 8,000+ trees
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 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 Monarch Butterfly Habitat Management Plan. 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 anticipated to be fully under construction in 2024, a significant portion of 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, conducting community engagement, and engaging in ongoing community outreach efforts. It is important to acknowledge this critical, time -sensitive work at Ellwood Mesa will need to take prior ity 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 2023-24. 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 designated 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.

The second approved 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 comprehensive inventory, standardized annual maintenance procedures, 21 18
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 r estoration 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 professional staff, including the Environmental Services Specialist position (1 FTE – currently vacant). The full-time Public Works Supervisor position was approved in the FY 22 -23 budget and the recruitment is underway. That position will perform field work and oversee the division’s four Maintenance Workers I or II ( 4 FTE – currently two positions are vacant). The Administrative Assistant (1 FTE) assists with contracts, invoices, customer service , and other office work. The division has a total of 8 FTEs.
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Public Works Director
Environmental Services Specialist
(1 FTE- Vacant)
Administrative Assistant
(1 FTE)
Public Works Supervisor
(1 FTE-Vacant)
Parks and Open Space Manager
(1 FTE)
Maintenance Worker II
(1 FTE)
Maintenance Worker I
(1 FTE)
Maintenance Worker I
(1 FTE-Vacant)
Maintenance Worker I
(1 FTE-Vacant)

Workload Considerations

At the management level, much of the workload considerations in the Parks and Open Space Division will be driven by implementation of the Cr eeks and Watershed Management Program, grant-funded work, including the implementation of the Ellwood Mesa Monarch Butterfly Management Plan and the Ellwood Mesa Neighborhoods Fuel Reduction Project . 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 popul ation 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 23 20
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 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.

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 Day-to-Day Staff Responsibilities for FY 2023-24

ADMINISTRATIVE
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
Active Recreation Amenities Maintenance (Skate Park, Ball Sport Courts, Fitness Equipment Stations, etc.)
Turf Management
Irrigation System Audits, Repairs, and Upgrades
Hazardous Materials Removal (Human Feces, Drug Paraphernalia, Chemicals, Fuels, Unknown Waste)
Trash Management
Graffiti Removal and Vandalism Repair
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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
Routine Inspections and Reports
Playground Equipment Repairs and Replacement
Playground Surfacing Repairs and Replacement

OPEN SPACE MANAGEMENT
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)
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
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
Ellwood Mesa Monarch Butterfly Grove Management Plan
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) 25 22
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

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 2022-23

PROJECT STATUS
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
Ellwood Mesa Monarch Butterfly Grove Design and Permitting In Progress Hire New Parks Landscape Maintenance and Tree Care
Contractors In Progress

Fiscal Year 2024 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 and procuring new contractors for parks landscape maintenance and tree care. 26 23

Table 9: Parks and Open Space Division Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION

ELLWOOD MONARCH BUTTERFLY

MANAGEMENT PLAN

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

Host Creek and Watershed Forum Q2
Development of Program Plan and Logistics Q2-Q3
Status Reports and Council Meetings Ongoing
Implement a Restoration Pilot Project Ongoing
Implement a Water Quality Pilot Project Ongoing

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 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
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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

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 (0.25 FTE) and includes one full-time CIP Manager (1 FTE – currently vacant), one full-time Construction Management Engineering Manager (1 FTE – currently vacant), two full-time Senior Civil Engineers (2 FTE – one is currently vacant), one half of a full-time Senior Management Analyst (0.5 FTE), two full-time Assistant Engineers (1.75 FTE) and one full-time Senior Office Specialist (1 FTE – currently vacant). 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 7.5 FTEs.

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Assistant Public Works Director
(0.25 FTE)
Assistant Engineer
(1 FTE)
Senior Civil Engineer
(1 FTE)
Assistant Engineer
(0.75 FTE)
CIP Manager
(1 FTE- Vacant)
Senior Office Specialist
(1 FTE)
Construction Management
Engineering Manager
(1 FTE- Vacant)
Senior Civil Engineer
(1 FTE-Vacant)
Senior Management Analyst
(0.50 FTE)

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 few years due to the Ekwill Street and Fowler Road Extensions and Hollister Avenue Bridge Projects start of construction in 2023 . The Division workload continues to be beyond 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, the Department is curr ently recruiting for the CIP Manager, Construction Management Engineering Manager, a Senior Engineer, Senior Engineering Technician, and Senior Office Specialist to help manage the extensive CIP Division workload.

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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 Day-to-Day Staff Responsibilities for FY 2023-24

ADMINISTRATIVE
Interdepartmental coordination and support
Supervision
Performance Evaluations
Budgeting Assistance
Grant writing, management, and reimbursement invoicing
Public workshops and outreach
Manage (40+) 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
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
Development of Annual Work Program
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
Grant/Funding pursuits
CIP Project Management and Coordination
Non-CIP Items Related to the CIP Division
Dearborn ADA Improvements Project
Sidewalk Infill and Improvements on S. La Patera (Train Depot) Urban Forest Management Plan
Update CIP projects web pages
Updating electronic filing system & organizing electronic project files utilizing Teams and SharePoint
Modify and finalize front end specifications (“Boilerplate”) for local and federal projects
Modify and finalize quick quote bid proposal and agreement templates Standardize Request for Qualifications (RFQ) and Request for Proposal (RFP) documents for federal and non-federal funding
Coordination with Miscellaneous Concrete Repair Program Coordination with Pavement Rehabilitation Program
Coordination on Neighborhood Services CIP projects
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Key Accomplishments and Milestones

Over the past year, the CIP Division completed several significant accomplishments as shown in the following table:

Table 11: CIP Division Key Accomplishments and Project Milestones, FY 2022-23

PROJECT STATUS
Completed construction of Crosswalk PHB on Calle Real near Encina Lane (Project No. 9087) Project Closeout
Completed construction of RRFB Improvements at School
Crosswalks (Project No. 9088) Project Closeout
Completed final Design and permitting, including securing right- of-way, for Ekwill Street and Fowler Road Extensions (Project No. 9002) Construction Phase
Completed final design and permitting, including securing right- of-way, for Hollister Avenue Bridge (Project No. 9033) Construction Phase Completed final design and began construction for San Jose Creek Bike Path – Middle Extent (Project No. 9007)
Construction
Phase
Completed conceptual design phase including final Geometric Approval Drawings and Project Report (Caltrans Project
Approval) and completed the environmental review phase and begin the design and right of way phases for t h e San Jose Creek Bike Path – Northern and Southern Extent (Project No. 9006)
Design and
Right of Way
Phases
Completed geotechnical assessment of the Cathedral Oaks Crib Wall Repair (Project No. 9053) and performed winterization project to protect the existing slopes and project area; released RFP and procured design consultant
Conceptual
Design Phase
Completed conceptual design and public outreach a n d b e g a n f i n a l d e s i g n phase for the Hollister Avenue Old Town Interim Striping Project (Project No. 9114)
Final Design
Phase
Completed final design and continuing utility coordination and right of way phases for Storke Road/Hollister Avenue Transit, Bike/Ped, and Median Improvements (9062)
Final Design
Phase
Completed Final combination SSAR and Local Road Safety
Plan (LRSP) (Project No. 9089) Complete
Procured design consultant and began conceptual design phase and allocated HSIP grant funding for Citywide Traffic Signal Upgrades (Project No. 9083)
Conceptual
Design /Design
Phase
Completed final design for Hollister Class I Bike Path Lighting (Project No. 9110) Construction
Phase
Began construction of Crosswalk at Calle Real/Fairview
Center – Pedestrian Hybrid Beacon (PHB) (Project No. 9099) Under Construction Completed assessment of permitting constraints and completed draft report on evaluation of site opportunities associated with improvements for Public Works Corporate Yard Repairs (9115) Conceptual Design
Phase
31 28
Established electronic bidding with Planet Bids Ongoing Updated Front-End specifications (“Boilerplate”) for local projects Ongoing Updated “Quick Quote” bid proposal template Ongoing

Fiscal Year 2024 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 2022-23 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: CIP Division Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Ekwill Street and Fowler Road Extensions (Project
No. 9002) (including improvements on Hollister Ave
and SR 217) – Construction Phases
2026
San Jose Creek Bike Path – Northern & Southern
Extent (Project No. 9006) – Design and ROW
Phases
2027
San Jose Creek Bike Path – Middle Extent (Project
No. 9007) – Construction Phase 2023
San Jose Creek Fish Passage (Project No. 9117) –
Conceptual Design Phase 2025
Hollister Avenue Bridge (Project No. 9033) –
Construction Phase 2026
Cathedral Oaks Crib Wall Repair Project (Project
No. 9053) – Conceptual Design Phase 2026/2027
Storke Road/Hollister Avenue Transit, Bike/Ped,
and Median Improvements (Project No. 9062) –
Design and ROW Phases
2025
Goleta Community Center Improvements (Project
No. 9067) – Construction Phase 2025
Traffic Signal Upgrades (Project No. 9083) –
Conceptual Design Phase 2025
Crosswalk at Calle Real/Fairview Center –
Pedestrian Hybrid Beacon (PHB) (Project No. 9099)
– Construction Phase
Fall/Winter 2023
Hollister Class 1 Bike Path Lighting (Project No.
9110) – Final Design Phase Fall/Winter 2023
Hollister Avenue Old Town Interim Striping (Project
No. 9114) – Construction Phase Fall/Winter 2023
Lake Los Carneros Pedestrian Bridge Replacement
Phase 1 (Project No. TBD) – Conceptual Design
Phase
2025/2026
Public Works Corporation Yard Repairs and
Improvements (Project No. 9115) – Conceptual
Design Phase
2025/2026
32 29
Evergreen Park Drainage Repair (Project No. 9120)
– Design Phase 2024
Ellwood Beach Drive Drainage Repair (Project No.
9119) – Conceptual Design and Environmental
Review Phases
2025
RRFBs at Calle Real and Jenna Drive (New Project
No. 9125) - Conceptual Design Phase 2024
Goleta Community Center ADA Improvements
(Project No. 9121) - Design Phase 2026/2027
Storm Damage Repair Projects (Various Locations)
(New Project) – Conceptual Design Phase Ongoing
Storm Drain Master Plan (Project No. 9085) –
Conceptual Design Phase 2025
Old Town South Fairview Avenue, High Flow Trash
Capture Devices (Old Town Full Trash Capture
(Project No. 9107) – Conceptual Design Phase
Annual with Completion
by 2028
Orange Avenue Parking Lot (Project No. 9096) –
Conceptual Design Phase
Multi-year Effort
(pending funding)
Citywide School Zones Signage, Striping, & Curb
Markings Evaluation (Project No. 9103) –
Conceptual Design Phase
Multi-year Effort
(pending funding)
Non-CIP items related to CIP Division Ongoing

An in-depth overview of the CIP projects will be presented during the upcoming CIP workshop.

STREET LIGHTING 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 staffed part-time by an Assistant Engineer (0.25 FTE). 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 acquisition of the street lighting system and the continued maintenance. 33 30
Assistant Engineer
(0.25 FTE)
Assistant Public Works Director
(1 FTE)
Assistant Public Works Director

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 i ssues, 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 Division Day-to-Day Staff Responsibilities for FY 2023-24

ADMINISTRATIVE
Budgeting of Division
Memos and Staff Reports
City Assist/Managing resident inquires, questions, and requests Accounts Payable/Purchase Orders
Agreements – Amendments – Contracts, Management
Request for Proposals

MAINTENANCE ACTIVITIES
Streetlight Maintenance Tracking and Management
Streetlight Regular Maintenance
Streetlight Emergency Maintenance

Key Accomplishments and Milestones

Over the past year, the Street Lighting Division has worked on the accomplishment listed in Table 14.

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Table 14: Street Lighting Division Key Accomplishments and Project Milestones, FY 2022-23

PROJECT STATUS
Managed streetlight maintenance requests, inquires, and questions following acquisition Ongoing

Fiscal Year 2024 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 Maintenance 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.

Table 15: Street Lighting Division Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Establish and maintain Streetlight Engineering Design
Standards Ongoing
Establish streetlight wiring identification protocol
(USA/DigAlert) and respond to USA/DigAlerts Ongoing
Establish, design, and budget for a street lighting
installation/replacement program Ongoing

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 was a newly created division starting FY 2022-23. The Assistant Public Works Director provides some oversight with one full -time Engineering Manager (Principal Engineer) leading the Division (1 FTE – currently vacant) and one full -time Assistant Engineer (1 FTE) for a total of 2 FTEs. The current Traffic Engineer position is being fulfilled by a consultant contract. There is potential for additional staff to be added as the division objectives are further developed.

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Engineering Manager
(Traffic 1 FTE- Vacant)
Assistant Public Works Director
(1 FTE)
Assistant Engineer
(1 FTE)
Assistant Public Works Director

Workload Considerations

Currently, aside from the Assistant Engineer position that was filled recently, 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 Day-to-Day Staff Responsibilities for FY 2023-24

ADMINISTRATIVE
Supervision
Performance evaluations
Composing City Council staff reports, presentations, and attending meetings Responding to traffic engineering inquiries
Prepare work orders for traffic signs, pavement, and curb markings Budgeting assistance

TRAFFIC ENGINEERING
Log and respond to all traffic related public inquires
Traffic Signal Maintenance Support
Electronic traffic control device equipment inventory and needs assessment 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. 36 33
Traffic review of proposed Land Development CEQA documents Traffic review of proposed Encroachment Permit applications with traffic impacts/traffic control plan review
Coordinate Traffic Signal maintenance activities with County and Streets Maintenance Division
Monitor and update outside-agency transportation agreements (UCSB and County)
Old Town Hollister Avenue Interim Striping Project
Implementation of Vision Zero to City streets

Key Accomplishments and Milestones

Over the past year, the Traffic Engineering Operations and Maintenance Division completed the following items as shown in the table below.

Table 17: Traffic Engineering Operations and Maintenance Division Key Accomplishments and Project Milestones, FY 2022-23

PROJECT STATUS
Held public workshop to provide community engagement and information regarding the Hollister Avenue Old Town Interim Striping Project and receive feedback on proposed options Completed
To increase parking availability in Old Town Goleta adopt timed parking restrictions by updating the municipal code, including correcting outdated elements, and posting signs and updating curb striping
Ongoing
Conducted speed surveys and adopted new established speed limits at various locations in the City Completed

Fiscal Year 2024 Projects

Table 18: Traffic Engineering Operations and Maintenance Division Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Develop and implement Traffic Calming Policy Ongoing
Develop Safe Routes to School Program Ongoing
Improve Intersection Sight Distance Ongoing
Review of Speed Limits Ongoing
Citywide Systemic Traffic Signal Equipment Upgrades and Replacements
Ongoing
Local Road Safety Study Ongoing
Bike and Pedestrian Long-Range Plan Ongoing
Implement a Vision Zero Strategy for the City Q1/
Ongoing

37 34

STREET MAINTENANCE DIVISION

Role of the Division

The Street Maintenance Division is responsible for maintaining the City of Goleta’s streets, sidewalks, curbs, gutters, signs, right-of-way trees, signal lighting, street striping, school crossings, storm drainage, median and right -of-way landscape, irrigation, bike paths, delineation, sweeping and heavy equipment. 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

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. Weed Abatement

17. Mowing

Street Maintenance Division Staffing

The Street Maintenance Division currently includes one full -time Public Works Manager (1 FTE), one full-time Public Works Supervisor (1 FTE), one full-time Administrative Assistant ( 1 FTE), two full -time Maintenance Worker II (2 FTEs), and two full-time Maintenance Worker I (2 FTE – one currently vacant). When fully staffed the Division has a total of 7 FTE.
38 35
Public Works Director
Maintenance Worker II
(1 FTE)
Administrative Assistant
(1 FTE)
Maintenance Worker II
(1 FTE)
Public Works Manager
(1 FTE)
Maintenance Worker I
(1 FTE)
Public Works Supervisor
(1 FTE)
Maintenance Worker I
(1 FTE Vacant)

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 four maintenance workers maintain over 80 miles of roadway and right-of-way. The small number of staff to cover such a large area is a challenging task for the division. The Streets Division continues to contract out projects that reduce right-of-way vegetation and shrubs to areas that can attract encampments or are prone to fire hazards. This Division also continues to pursue the expansion of its Corp Yard maintenance facility that it shares with the Parks and Open Space Division. Expanding this facility to house equipment and store materials for both divisions is a necessity to provide expanded service capacity of the maintenance staff.

Projects, Programs & Services/Ongoing Work Efforts

The table below lists projects and programs within the current scope of the Division. This 39 36
table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events.

Table 19: Street Maintenance Division Day-to-Day Staff Responsibilities for FY 2023- 24 ADMINISTRATIVE
Assisting with Legistar – City Council staff reports
Memos and Staff Reports
City Assist Response
Public Request Response
Accounts Payable/Purchase Orders
Agreements, Amendments, and Contracts Management
Request for Proposals
Safety Training Schedule Support
Weekly Update Roundups
General Oversight – Public Right of Way Management
Budgeting of Division
Coordination with Other Departments
Tree Maintenance Management
Median Landscape Management
Project Management
Traffic Signal Response Support
Maintenance Programs Management
Overtime Management
Emergency Response Management
PTAC Management Support
Street Sweeping Supervision
City Green Team Support
City Safety Committee Support

SUPERVISION
Public Right of Way Supervision
Performance Evaluations
Crew Management – Streets
Tree Maintenance Supervision
Median Landscape Maintenance Supervision
Pavement Striping Supervision
Fleet Maintenance Support
Heavy Equipment Maintenance Support
Street Sign Supervision

MAINTENANCE CREW
Street Maintenance
Parkway Maintenance
Sign Maintenance
Landscape Maintenance
Traffic Control
Bridge Maintenance Assistance
40 37
Curb, Gutter, and Sidewalk Maintenance
Storm Drainage
Heavy Equipment Maintenance
Tree Maintenance
Emergency Response

Key Accomplishments and Milestones

Over the past year, the Street Maintenance Division completed several significant accomplishments as shown in the table below.

Table 20: Street Maintenance Division Key Accomplishments and Project Milestones, FY 2022-23

PROJECT STATUS
City Concrete Grinding Program Completed/Ongoing
Old Town Goleta Tree Planting Project Ongoing
Old Town Power Washing of Sidewalks Ongoing
Public Works Safety Training Program Ongoing
Calle Real Drainage Outlet Repair Completed
Corp Yard CIP Project Ongoing
Glenn Annie/Calle Real Project Completed
Calle Real West Project Ongoing
Maria Ignacio Bike Path Clearance Completed
Hollister Avenue Drainage Repair Project Completed
Calle Real Drainage Repair Project Completed
Calle Real Shrub and Tree Clearance Completed
Magnolia Avenue Tree Reduction Project Completed
Old Town Tree Planting Project Projected June 2023

Fiscal Year 2024 Projects

In coordination with the Public Tree Advisory Commission, staff selected three species of trees to enhance a section of Old Town Goleta on Hollister Avenue by filling existing tree vacancies. If approved in the budget a part-time Maintenance Worker I will be assigned to maintain curb, gutter, sidewalk, receptacle cleaning and graffiti removal . The Public Works Street 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 a nd backhoe. Due to current supply and demand this purchase will be delayed up to a year before r eceipt of the equipment. In an effort to mitigate potential homeless encampments and fire hazards staff will pursue projects along City right of way that will remove overgrowth of shrubs and lifting of trees. Construction of a new supervisor office was recently completed at the City Corp Yard. This now allows the Public Works Supervisor to oversee the crew efficiently as the office is adjacent to the workshop. The new Parks and Open Space Supervisor will now require an office space within the same facility. Additionally, the installation of new 41 38
cubicles for the maintenance crew will follow the installation of the new office.

Table 21: Street Maintenance Division Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Cathedral Oaks K-Rail Installation Project Ongoing
Corp Yard CIP Project Ongoing
Calle Real Vegetation Removal Project Ongoing
Calle Real Tree Trim Project Ongoing

SOLID WASTE AND ENVIRONMENTAL SERVICES (SWES) DIVISION

Role of the Division

The Solid Waste and Environmental Services ( SWES) Division is managed by the Environmental Services (ES) Manager. 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 an d 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 reporting 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

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 compliance, notably(5a) SB 1383 Edible Food Recovery Program and (5b) SB 1383 City- wide organics recycling and (5c) renewable energy and sustainable procurement.

6. Household Hazardous Waste programs

7. CalRecycle Beverage Container management

8. Illegal dumping management

9. Beautify Goleta

10. County contracts including the shared ReSource Center

11. Public outreach and education on all programs.

42 39
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 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:

MS4 Stormwater Program

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 Programs

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

Creek and Watershed Management Program

1. Creek sampling

2. Pollution forensics

3. Creek baseflow and groundwater recharge

4. Water Resiliency

5. Creek surveys

6. Education, outreach, and community engagement

7. Volunteer program

8. Technical Advisory Committee (TAC) and Program management

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 debri s 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).

Solid Waste And Environmental Services Division Staffing

Currently the division consists of one full -time Environmental Services Manager, one full- 43 40
time Environmental Services Specialist , and one full-time Administrative Assistant for a total of 3 FTEs.

Environmental Services
Manager
(1 FTE)
Administrative Assistant
(1 FTE)
Assistant Public Works Director
(1 FTE)
Environmental Services Specialist
(1 FTE)
Assistant Public Works Director

Workload Considerations

Prior to 2022, the Solid Waste and Environmental Services Division consisted of one employee who oversaw and implemented a significant scope of over 2 0 programs.

Recently, this division was provided much needed staffing resources in the form of an Environmental Services Specialist FTE, who helps implement the Solid Waste Reduction subdivision, including the recent short-lived climate pollution reduction act (SB 1383), the most significant waste reductions programs mandated by the state in over 20 years. The SWES division also onboarded an Administrative Assistant FTE who assists with grant tracking, data compilation, project a nd program management tools updates, and numerous other administrative tasks. 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 , most recently and notably, the Creek and Watershed Management Plan (CWMP). SWES is responsible for overall project/program management of the CWMP, in addition to new CWM programs including City-wide infiltration projects pursuit; water quality forensics and resultant pollution reductions programs ( e.g., agricultural and pesticide outreach) ; water recycling/reuse programs; business outreach programs; K -12 outreach programs , and more. The Division currently relies on consultants to implement some program tasks and projects, however, given the breadth of the scope of services for this division, a dedicated staff member to assist with program and project management, TAC collaboration, and more will be needed as the City becomes more in volved with implementation and planning. The increasing scope for this division will mean more consultant agreements and program requirements that must be managed by City staff. The Department will 44 41
continue to evaluate workload and staffing resources as these new programs are rolled out.

Additionally, this division is applying for a Caltrans grant to beautify Old Town, which would include several projects aimed at trash reduction , beautification, and communit y placemaking, and outreach. If awarded, this will require additional support and internal grant management.

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 22: Solid Waste and Environmental Services Division Day-To-Day Responsibilities, FY 2023-24

ADMINISTRATIVE
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
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
Program and Project Management
45 42
Creek Sampling and Water Pollutant Forensics
Regional Group and Community Collaboration
Reporting
Creek Surveys
City-wide infiltration projects
Agriculture and Pesticide outreach programs
Water reuse/recycling programs
Baseflow Evaluation and Monitoring
Old Town Trash Capture (CIP)
CWMP Program and task Schedule/Evaluation
MS4 PERMIT COMPLIANCE
Illicit Discharge Detection and Elimination Program
Stormwater Quality Sampling, Analysis, and Reporting
Annual Facilities Survey
Annual Hot Spot Inspection
Quarterly Facilities Inspections
Quarterly BMP Evaluation
Street Sweeping
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
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
46 43

CONSTRUCTION/LAND DEVELOPMENT
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
Conditions of Occupancy
Final Inspection
Annual PCR Report

Key Accomplishments and Milestones

Over the past year, the SWES Division completed several significant of accomplishments as shown in the following table:

Table 23: Solid Waste and Environmental Services Division Key Accomplishments and Project Milestones, FY 2022-23

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 Completed
Created new Commercial Food Scraps Recycling Program as part of SB 1383 Completed
Implementation of City-wide Edible Food Recovery Program (SB1383)
Ongoing
Implementation of Commercial Food scraps recycling Program (SB1383)
Creation of City-wide paper and organics policy and implementation program (implementation in perpetuity) Completed
Increased revenue for division by over $500,000 annually Completed Obtained over $60,000 of grant funding, annually Completed 47 44
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 (implementation ongoing) Completed
Grant applications: 3 Completed
Timely response and investigation of illicit discharge reports: over 28 Completed Final inspections and approval for development projects: 2 Completed Project review/plan check for development projects: 24 Completed Site inspections for environmental compliance: 39 Completed Review and approval of Construction and Demolition Reports: 20 Completed Illegal dumping requests responded to: 158 Completed
Performed cleaning and maintenance on storm drains: 53 Completed Posted SWES announcements/notifications/events: 27 Completed Maintained recycling containers: 68 Completed
Street sweeping of 2,442 miles of street with 1,916 cu yards of debris collected. Completed
Held training events for staff or construction crews: 11 Completed Community Cleanup/Beautification Events: 6 Completed

Fiscal Year 2024 Projects

Several new projects are required by recent regulatory directives, as shown in the table below, some of which have begun initial phases of implementation (see Table 2 2). This includes the Creek and Watershed Management Program, adopted in late 2020.

Table 24: Solid Waste and Environmental Services Fiscal Year 2024 Projects

PROJECT ESTIMATED

COMPLETION
Waste Reduction
Tier 2 Edible Food Recovery Program: Restaurants and food vendors (SB 1383) 2024
Phase 2 Yellow bin enrollment (organics recycling) 2024 Stormwater
Old Town Full Trash Capture CIP 2024
Creeks and Watershed Management
Source Impacts Forensic Analysis Phase I 2023
Baseflow Monitoring and Evaluation Program Development 2023 Agriculture/Pesticides distributors and purchasers’ outreach 2023 Infiltration projects preliminary design 2024
Old Town Clean Community (Clean CA grant) 2024
48 45
Water Quality Monitoring Program Optimization 2024
Water Reuse and Recycling Options Analysis 2024
Evergreen Park Bioretention and Dry Wells CIP 2025
Stonebridge Dry Wells CIP 2025
Outreach /Public Participation
Beautify Goleta: Old Town Expansion 2023
Public Participation: CWMP TAC, IRWM, SBCAMM, and more Ongoing New Business Education and Outreach Programs: Initiation of Old Town trash and pollution reduction outreach, stormwater compliance and inspections outreach, yellow bin programs outreach
2024

49 ATTACHMENT 2

FISCAL YEAR 2023-24 ANNUAL WORK PROGRAM

DEPARTMENT OF PUBLIC WORKS

PRESENTATION

50 FY 2023-24

ANNUAL WORK

PROGRAM

PUBLIC WORKS

DEPARTMENT
City Council Workshop
April 5, 2023
Presentation by:

Charles W. Ebeling, Director
Public Works Department
51 Public Works Staff
Charlie Ebeling, Director of Public Works
Luz “Nina” Buelna, Assistant Public Works Director
2April 5, 2023, FY 2023-24 PW Annual Work Program
Division Leaders and Representatives Division
Maureen Gaasch Administration
Gabor Pak
ozdi Engineering
George Thomson Parks and Open Space
Teresa Lopes Capital Improvement Program
Michael Winnewisser* Street Lighting
Derek Rapp (C) Traffic Engineering Operations and Maintenance Paul Medel Street Maintenance
Melissa Nelson Solid Waste and Environmental Services
*notes representative; (C) notes consultant
52 Workshop Agenda
•Presentation
•Public comment on draft FY 2023-24
Annual W
ork Program
•Council discussion, feedback, and
direction
•Adopt FY 2023-24 Annual Work
Program
3April 5, 2023, FY 2023-24 PW Annual Work Program
53 Measure B Impacts- Public Works
• Effective January 2024
• Identified Council priorities affecting Public Works Department:
o City Pavement Program
o Capital Improvement Program (CIP) Projects
o Critical Maintenance Backlog (concrete, street trees, signals, ADA) (parks, open spaces,
storm drains)
o Creek & Watershed Master Plan implementation
o Ellwood Mesa/Sperling Preserve Butterfly Habitat Mgmt Plan Implementation o Old Town Improvements
o Lake Los Carneros Master Plan and Implementation
• Budget will include partial year allocations
• Most impacts to Work Program in FY 2024-25
4April 5, 2023, FY 2023-24 PW Annual Work Program
54 Public Works Annual Work Program
Content Per Division
• Roles of the Division
• Division staffing
• Workload considerations
• Status of project programs and services
• Accomplishments and milestones
• FY 2023-24 Projects and Programs
5April 5, 2023, FY 2023-24 PW Annual Work Program
55 Public Works Department Structure
6April 5, 2023, FY 2023-24 PW Annual Work Program
56 Highlights
7April 5, 2023, FY 2023-24 PW Annual Work Program
• CIP Division is continuing to work through over 30 CIP and non-CIP Projects
• Engineering Division has completed several Development Review Pr
ojects
• Traffic Engineering Division continues to do traffic reviews and will star
t implementation of Vision Zero
• Street Maintenance Division has organized renewed approaches to street trees
and roadway maintenance
• Park and Open Space Division continues to manage open space, fire prev
ention planning, and developing and working on 14 CIP’s • Solid Waste and Environmental Services Division adapts to ever- changing regulations,
protects Goleta natural resources, and executing
18 CIP Projects
57 Administrative Division
• 4.0 FTEs full-time staff
• 2 Interns (1 FTE, 0.50 each - one vacant)
Responsibilities:
 Public Works Department Budget Plan
 Financial Planning, Management, and Reporting
 Accounts Payable and Purchasing
 Grant Management
 Personnel Management
 Contract Administration
 Departmental Operations
8April 5, 2023, FY 2023-24 PW Annual Work Program
58 Administrative Division FY22/23
Accomplishments
• Departmental Reorganizing and Updating (Ongoing)
• Departmental Policies and Procedures
• Assisted in Hiring Vacant Department positions
• Strategic Plan
• Fiscal Operations
9April 5, 2023, FY 2023-24 PW Annual Work Program
59 Administrative Division Projects
•Grant Administration and Claim
Reimbu
rsement
•Department Staff Workstations
Reorganization
•Contracts and Agreements
Reorganization
•Oversight of advisory
committ
ees and City Council
agendas for Public Works
10April 5, 2023, FY 2023-24 PW Annual Work Program
60 Engineering Division
• 4.25 FTEs full-time staff
o 1.0 FTE Vacant
• Approx. 2.0 FTEs Consultant Staff
• Approx. 4 to 10 Additional Consultants
Responsibilities:
 Land Development Review
 Engineering and Encroachment Permits
 Floodplain Management
 Land Development Permit Inspections
 Annual Capital Maintenance Projects-
Pa
vement and Concrete
11April 5, 2023, FY 2023-24 PW Annual Work Program
61 Engineering Division
FY22/23 Accomplishments
• Processed 27 Development Projects for Construction
and/or Completion
• Issued 171Encroachment Permits and 52
Transportation Permits
• Completed Study for the City’s Pavement Management
Pr
ogram
• 3.94 Center lane mile of pavement resurfaced or paved • Designing 2023 Pavement Rehabilitation Project
• Reshape Eastbound Hollister shoulder near the
Barnsdall Rio Grande Service
• Eliminate road dip on Westbound Hollister Ave across
fr
om Sandpiper Golf Course
12April 5, 2023, FY 2023-24 PW Annual Work Program
62 Engineering Division Projects
•Managing and Updating City
Engineering Standards
•Land Development Review and
Plan Check
•Goleta Community Center ADA
and Seismic Upgrades Proje
ct
•Annual Pavement and Concrete
Mainte
nance Projects
13April 5, 2023, FY 2023-24 PW Annual Work Program
63 Parks and Open Space Division
• 8.0 FTEs full-time staff
o (3.0 FTE Vacant)
• approx. 2.0 FTE Consultant Staff
• approx. 20 Vendor Staff
Responsibilities:
 Daily Maintenance at city parks and open space
 500+ acres of public land management
 26 Trail Systems and 8 Pedestrian Bridges
 Lake Los Carneros Dam (State Regulated)
 Wildfire Defensible Space Program
 Urban Forest and Public Tree Advisory Commission
 Ellwood Beach, Mesa, and Monarch Grove
14April 5, 2023, FY 2023-24 PW Annual Work Program
64 Parks and Open Space Division
FY22/23 Accomplishments
• New Parks Maintenance Contractor
• New Parks Janitorial Services Contractor
• Abandoned Encampment Clean Ups
• Monarch Butterfly Grove Design and
Permittin
g
• $1.7M CalFire Grant Award for Ellwood
Gro
ve
• $200k Refugio Oil Spill Grant for Ellwood
Beach Access
15April 5, 2023, FY 2023-24 PW Annual Work Program
65 Parks and Open Space Division Projects
• Ellwood Mesa Monarch Butterfly Management
Plan
• Lake Los Carneros Master Plan Update
• Los Carneros pedestrian footbridge removal
• Parks and Open Space Operations and
Maintenan
ce Initiatives
• Deferred Maintenance – Wildfire Defensible
Space & T
rees
• Lake Los Carneros Dam Safety Long-Range
Plan
16April 5, 2023, FY 2023-24 PW Annual Work Program
66 CIP Division
• 7.5 FTEs full-time staff
o 3.0 FTEs (Vacant)
• Approx. 2.0 FTE Consultant Staff
• Approx. 10 to 20 Additional Consultant Staff
Responsibilities:
 CIP Development
 Grant Applications, Management, and Invoicing
 CIP Project Delivery Process
 Construction Management, Inspection and Project Closeout  Consultant Management/Contract Management
 Non-CIP Projects
17April 5, 2023, FY 2023-24 PW Annual Work Program
67 CIP Division Significant FY22/23
Accomplishments
•San Jose Creek Emergency Repair
• Street Light Acquisition Project
•Installed RRFBs at 3 School Zone
Locations
•3 Projects in Construction, 5
Pro
jects in Design
•Completed the Systemic Safety
Analysis Report (SSAR)
and
expanded it to a Local Road Safety
Plan (LRSP)
18April 5, 2023, FY 2023-24 PW Annual Work Program
68 CIP Division’s Major Projects
• Ekwill Fowler Road Extensions and
Hollister A
venue Bridge Projects
• San Jose Creek Bike Multipurpose
Path (Northern
and Southern
Segments)
• Hollister Avenue Old Town Interim
Striping Project
• Cathedral Oaks Cribwall
• Hollister Class I Bike Path Lighting
• City-wide Traffic Signal Upgrades
• 2023 Storm Damages Repair
Pr
ojects
19April 5, 2023, FY 2023-24 PW Annual Work Program
69 Street Lighting Division
•0.25 FTEs full-time staff
•approx. 6 Vendor Staff
Responsibilities:
 Streetlight Tracking and
Management
 Streetlight Maintenance
 Emergency Streetlight
Maintenan
ce
20April 5, 2023, FY 2023-24 PW Annual Work Program
70 Street Lighting Division FY22/23
Accomplishments
• Completed Conversion of Newly-
Acq
uired Streetlights to LED
• Managed Streetlight
Maintenan
ce Requests, Inquires,
and Questions
21April 5, 2023, FY 2023-24 PW Annual Work Program
71 Street Lighting Division Major
Projects
• Establish and Maintain Streetlight
Engineering Standar
ds
• Establish Streetlight Wiring
Identification Pro
tocol – Provide
USA/DigAlert Service
• Establish Design and Budget for
Street Lightin
g Installation and
Replacement Program
22April 5, 2023, FY 2023-24 PW Annual Work Program
72 Traffic Engineering Division
• 2.0 FTEs full-time staff
o (1.0 FTE Vacant)
• Approx. 2.0 FTE Consultant Staff
Responsibilities:
 Field Review and Analysis for Traffic Related Inquiries  Traffic Control Review of Encroachment Permits Applications  Coordinate Traffic Signal Maintenance Activities
 Develop Traffic Safety Capital Projects
 Maintain Enforceable Speed Limits
 Develop New Transportation Policies (e.g. Traffic Calming) 23April 5, 2023, FY 2023-24 PW Annual Work Program
73 Traffic Engineering Division
FY22/23 Accomplishments
• Prepared and advertised $3M
Systemic
Traffic Signal Upgrades
RFP
• Old Town Hollister Interim
Striping Community Meetings
and Alt
ernative Selection
24April 5, 2023, FY 2023-24 PW Annual Work Program
74 Traffic Engineering Division
Projects
• Traffic Signal Upgrades and
Replaceme
nts
• Develop and Implement Traffic
Calming Policy
• Traffic Engineering Safety
Studies and Projec
ts
• Develop Safe Routes to School
Pro
gram
25April 5, 2023, FY 2023-24 PW Annual Work Program
75 Street Maintenance Division
• 7.0 FTEs full-time staff
o 1.0 currently vacant
• Approx. 2.0 FTE Consultant Staff
• Approx. 20 Additional Vendor Staff
Responsibilities:
 Street, Bike Lane, and Bike Path Maintenance
 Right-of-Way Maintenance
 Landscaping and Landscaping Irrigation Systems
 Street Sweeping
 Traffic Control Signs, Striping, and Legends
 Street Trees, Street Lights, Sidewalks, Bridges
26April 5, 2023, FY 2023-24 PW Annual Work Program
76 Street Maintenance Division
FY22/23 Accomplishments
• Maria Ygnacio Creek Vegetation Removal
Project
• Citywide Concrete Grinding Program
• Storm Drain Winter Vacuum Maintenance
• Calle Real Vegetation Removal Project
• Magnolia Street Ficus Height Reduction
Project
• Calle Real Drainage Replacement Project
• Windsor Avenue Mistletoe Removal Project
27April 5, 2023, FY 2023-24 PW Annual Work Program
77 Street Maintenance Division
Projects
• Calle Real East & West Vegetation
Remo
val and Tree Trim Projects
• Update Service Contracts for
Roadw
ay Striping
• Old Town Goleta Tree Plantings
Project
• Hollister Avenue Old Town
Maintenan
ce – Trash Receptacle
Replacement and Pressure Washing
28April 5, 2023, FY 2023-24 PW Annual Work Program
78 Solid Waste and Environmental Services
Division
• 3.0 FTEs
• approx. 2.0 FTE Consultant Staff
• approx. 10 to 20 Additional Consultant and
V
endor Staff
Responsibilities:
 Solid Waste/Waste Reduction Subdivision
 Stormwater/MS4 Subdivision
 Creek And Watershed Management Program
(CWMP)
29April 5, 2023, FY 2023-24 PW Annual Work Program
79 Solid Waste and Environmental Services
Division FY22/23 Accomplishments
 Launched the City-wide:
o Edible Food Recovery program
o Organics recycling program
 6 Beautify Goleta neighborhood volunteer cleanup events  Implemented residential trash, recycling, and green waste programs  Reviewed over 60 development projects, with 5 successful closeouts  Responded/investigate/enforce over 150 reports of illegal dumping; 28 repor
ts of illicit discharge
 Conducted 39 Site Inspections for Environmental Compliance  Over $50,000 in annual grant revenue for environmental compliance 30April 5, 2023, FY 2023-24 PW Annual Work Program
80 Solid Waste and Environmental
Services Division Projects
• Creek Watershed Management Program
o Project Priorities
o Creek Sampling and Pollutant Forensics
o City-wide Infiltration and Water Reuse Projects
• City-wide Full Trash Capture CIP and Trash Reductions • Develop City-wide business and agricultural outreach programs • Expand City-wide Beautify Goleta and Volunteer Programs • Old Town Beautification Grant Application
• Streamline the Stormwater Development Review Process
31April 5, 2023, FY 2023-24 PW Annual Work Program
81 Current Public Works Staffing
32April 5, 2023, FY 2023-24 PW Annual Work Program
Division Filled Positions
(FTE)
Vacant Positions
(FTE)
Total Authorized
Positions (FTE)
Administration 4.00 --- 4.00
Engineeri
ng 3.25 1.00 4.25
Parks & Open Space 5.00 3.00 8.00
Capital Improvement Program 3.50 4.00 7.50
Street Lighting 0.25 --- 0.25
Traffic Engineering Operations &
Maintenance 1.00 1.00 2.00
Street Maintenance 6.00 1.00 7.00
Solid Waste & Environmental Services 3.00 --- 3.00
TOTAL 26.00 1 0.00 36.00
82 Public Works Workload and Staffing
Recommendations

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

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
33April 5, 2023, FY 2023-24 PW Annual Work Program
83 34
Recommendation
Discuss work priorities and adopt an Annual Work
Program for FY 2023-24 for the Public Works
Department
April 5, 2023, FY 2023-24 PW Annual Work Program
84 Questions?
35April 5, 2023, FY 2023-24 PW Annual Work Program
85