Public Works Department Fiscal Year 2024-25 Annual Work Program

Agenda Item C.5

DISCUSSION/ACTION ITEM
Meeting Date: May 7, 2024
____________________________________________________________ TO: Mayor and Councilmembers
SUBMITTED BY: Luz “Nina” Buelna, Interim Public Works Director SUBJECT: Public Works Department Fiscal Year 2024-25 Annual Work Program
RECOMMENDATION:

Present work priorities and adopt an Annual Work Program for Fiscal Year 2024-25 for the Department of Public Works.

BACKGROUND:

The Fiscal Year (FY) 2024-25 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 and consider individual Councilmember’s project ideas. It also lays the groundwork for the Department budget, which will be presented to the Council during the upcoming FY 2024-25 mid-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).

DISCUSSION:

Purpose
This workshop item updates the Council on existing work commitments and recent accomplishments. As noted above, The Annual Work Program provides the Council with a regular mechanism to review the Department's work priorities. It is also an opportunity for the Council to propose and consider ideas for new work projects and shape the work plan for future years.

Staffing and Budget Constraints
Work priorities must be set within the constraints of budget and available staffing. Goleta is a small city with limited staff and finite resources. Given the large number of competing possible work priorities, the City must avoid overcommitting at any given time and instead 1 Meeting Date: May 7, 2024
be prepared to take a measured approach to the 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 place work overtime within the limits of existing, available staff capacity.

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 a robust workload, and there are not enough staff to manage the projects, programs, and other work efforts. The Annual Work Program also shows that the department is employing a high number of consultants, construction contractors, and vendors, 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 large enough to manage the workload is vital to the City’s success. The Annual Work Program makes many recommendations, including the 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.

In January 2024, the City began receiving revenues from the passage of Measure B. The City Council previously set priority spending allocations, and many projects and plan implementations on that list are the responsibility of Public Works. The Department will assess staffing needs as vacancies are filled and new and expanded projects are underway for consideration in future staffing requests.

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, and Environmental Services. The Annual Work Program compares current work commitments and upcoming new projects. Estimates of required staffing are developed based on project schedules and developed as a management tool for essential projects and programs. The project schedules contained in the Annual Work Program are conceptual tools 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 concerning existing positions, departmental structure, and work commitments, including consultant or outside 2 Meeting Date: May 7, 2024

vendor resources. It also lays the groundwork for the next budget cycle, assuming a continuation of existing staff resources.

LEGAL REVIEW BY: Megan Garibaldi, City Attorney

APPROVED BY: Robert Nisbet, City Manager

ATTACHMENTS:

1. Fiscal Year 2024-25 Annual Work Program Department of Public Works

2. Fiscal Year 2024-25 Annual Work Program Department of Public Works Presentation
3 ATTACHMENT 1
Fiscal Year 2024-25 Annual Work Program Department of Public Works 4 1
FISCAL YEAR 2024-25 ANNUAL WORK PROGRAM

PUBLIC WORKS DEPARTMENT
May 7, 2024
5 2
FISCAL YEAR 2024-25 ANNUAL WORK PROGRAM

DEPARTMENT OF PUBLIC WORKS
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 2025 Projects ......................................................................................... 12 Long Range Projects Contingent on Staff and Budget Capacity .............................. 12 ENGINEERING DIVISION ............................................................................................ 13 Role of the Division ................................................................................................... 13 Engineering Division Staffing .................................................................................... 13 Workload Considerations .......................................................................................... 14 Projects, Programs & Services/Ongoing Work Efforts ............................................... 14 Key Accomplishments and Milestones ...................................................................... 16 Fiscal Year 2025 Projects ......................................................................................... 16 Long Range Projects Contingent on Staff and Budget Capacity .............................. 16 PARKS AND OPEN SPACE DIVISION ........................................................................ 17 Role of the Division ................................................................................................... 17 Parks and Open Space Division Staffing .................................................................. 19 Workload Considerations .......................................................................................... 20 Projects, Programs & Services/Ongoing Work Efforts ............................................... 21 Key Accomplishments and Milestones ...................................................................... 22 Fiscal Year 2025 Projects ......................................................................................... 23 Long Range Projects Contingent on Staff and budget Capacity ............................... 24 CAPITAL IMPROVEMENT PROGRAM (CIP) DIVISION .............................................. 25 Role of the Division ................................................................................................... 25 CIP Division Staffing ................................................................................................. 25 Workload Considerations .......................................................................................... 26 Projects, Programs & Services/Ongoing Work Efforts ............................................... 26 Key Accomplishments and Milestones ...................................................................... 27 Fiscal Year 2025 Projects ......................................................................................... 28 Long Range Projects Contingent on Staff and Budget Capacity .............................. 29 STREET LIGHTING DIVISION ..................................................................................... 30 Role of the Division ................................................................................................... 30 Public Works Street Lighting Division Staffing .......................................................... 30 Workload Considerations .......................................................................................... 31 Projects, Programs & Services/Ongoing Work Efforts ............................................... 31 Key Accomplishments and Milestones ...................................................................... 31 6 3
Fiscal Year 2025 Projects ......................................................................................... 32 Long Range Projects Contingent on Staff and Budget Capacity .............................. 32 TRAFFIC ENGINEERING OPERATIONS AND MAINTENANCE DIVISION ................ 33 Role of the Division ................................................................................................... 33 Traffic Engineering Operations and Maintenance Division Staffing ........................... 33 Workload Considerations .......................................................................................... 33 Projects, Programs & Services ................................................................................. 33 Key Accomplishments and Milestones ...................................................................... 34 Fiscal Year 2025 Projects ......................................................................................... 35 Long Range Projects Contingent on Staff and Budget Capacity .............................. 35 STREET MAINTENANCE DIVISION ............................................................................ 36 Role of the Division ................................................................................................... 36 Street Maintenance Division Staffing ........................................................................ 36 Workload Considerations .......................................................................................... 37 Projects, Programs & Services/Ongoing Work Efforts .............................................. 37 Key Accomplishments and Milestones ...................................................................... 39 Fiscal Year 2025 Projects ......................................................................................... 39 Long Range Projects Contingent on Staff and Budget Capacity .............................. 40 ENVIRONMENTAL SERVICES (ES) DIVISION ........................................................... 40 Role of the Division ................................................................................................... 40 Environmental Services Division Staffing ................................................................. 41 Workload Considerations .......................................................................................... 42 Projects, Programs & Services/Ongoing Work Efforts ............................................... 43 Key Accomplishments and Milestones ...................................................................... 46 Fiscal Year 2025 Projects ......................................................................................... 47 Long Range Projects Contingent on Staff and Budget Capacity .............................. 48

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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 2024-25 .......................... 10 Table 2: Administration Division Key Accomplishments and Project Milestones, FY 2023-24 ...... 11 Table 3: Administration Division Fiscal Year 2025 Projects ................................ .......................... 12 Table 4: Long Range Projects Contingent on Staff/Budget Capacity ................................ ............ 12 Table 5: Engineering Division Day-to-Day Staff Responsibilities FY 2024-25 ............................... 14 Table 6: Engineering Division Key Accomplishments and Project Milestones, FY 2023-24 .......... 16 Table 7: Engineering Division Fiscal Year 2025 Projects ................................ ............................. 16 Table 8: Long Range Projects Contingent on Staff/Budget Capacity ................................ ............ 17 Table 9: Parks and Open Space Division Day-to-Day Staff Responsibilities for FY 2024-25 ........ 21 Table 10: Parks and Open Space Division Key Accomplishments and Project Milestones, FY 2023-24 ................................ ................................ ................................ ................................ ....... 23 Table 11: Parks and Open Space Division Fiscal Year 2024-25 Projects ................................ ..... 23 Table 12: Long Range Projects Contingent on Staff/Budget Capacity ................................ .......... 24 Table 13: CIP Division Day-to-Day Staff Responsibilities for FY 2024-25 ................................ .... 27 Table 14: CIP Division Key Accomplishments and Project Milestones, FY 2023-24 ..................... 28 Table 15: CIP Division Fiscal Year 2025 Projects ................................ ................................ ........ 28 Table 16: Long Range Projects Contingent on Staff/Budget Capacity ................................ .......... 29 Table 17: Street Lighting Division Day-to-Day Staff Responsibilities for FY 2024-25 .................... 31 Table 18: Street Lighting Division Key Accomplishments and Project Milestones, FY 2023-24 .... 32 Table 19: Street Lighting Division Fiscal Year 2025 Projects ................................ ....................... 32 Table 20: Long Range Projects Contingent on Staff/Budget Capacity ................................ .......... 32 Table 21: Traffic Engineering Operations and Maintenance Division Day-to-Day Staff Responsibilities for FY 2024-25 ................................ ................................ ................................ ... 34 Table 22: Traffic Engineering Operations and Maintenance Division Key Accomplishments and Project Milestones, FY 2023-24 ................................ ................................ ................................ ... 34 Table 23: Traffic Engineering Operations and Maintenance Division Fiscal Year 2025 Projects .. 35 Table 24: Long Range Projects Contingent on Staff/Budget Capacity ................................ .......... 35 Table 25: Street Maintenance Division Day-to-Day Staff Responsibilities for FY 2024-25 ............ 38 Table 26: Street Maintenance Division Key Accomplishments and Project Milestones, FY 2023-24 ................................ ................................ ................................ ................................ .................... 39 Table 27: Street Maintenance Division Fiscal Year 2025 Projects ................................ ................ 40 Table 28: Long Range Projects Contingent on Staff/Budget Capacity ................................ .......... 40 Table 29: Environmental Servies Division Day-to-Day Responsibilities, FY 2024-25 ................... 43 Table 30: Environmental Services Division Key Accomplishments and Project Milestones, FY 2023-24 ................................ ................................ ................................ ................................ ....... 46 Table 31: Environmental Services Fiscal Year 2025 Projects ................................ ...................... 47 Table 32: Long Range Projects and Programs Contingent on Staff/Budget Capacity ................... 48

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EXECUTIVE SUMMARY

Introduction and Purpose

This FY 2024-25 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 assignme nts. This document is intended to provide the City Council with an overview of the current work of the Public Works Department and an opportunity to consider and give direction concerning the Department’s work. The Annual Work Program creates a regular mechanism for the City Council to share ideas for new work efforts and to discuss and direct the Department’s future 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 D epartment 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 expectations 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 that 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
Environmental
Services
9 6
As a basic principle, the Annual Work Program seeks to utilize City staff fully first.

However, given the workload of the Department of Public Works over the last several years, a direct reliance on consultants and contractors to assist and often lead projects and other work efforts continues . Reliance on consultants and contractors can reduce efficiency and does not create the level of focus, shorter proje ct delivery timelines, and quality projects that are delivered by core City of Goleta FTE staff. As Public Works continue to fill vacant positions projects and program will become more efficient and thus the reliance on consultant staff will be reduced. 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 2024-25. 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 3.00 2.00 5.00
Engineering 2.00 2.00 4.00
Parks & Open Space 7.00 1.00 8.00
Capital Improvement
Program

5.75 1.00 6.75
Street Lighting 0.25 --- 0.25
Traffic Engineering
Operations &
Maintenance

1.00 1.00 2.00
Street Maintenance 6.00 1.00 7.00
Environmental
Services 3.00 --- 3.00
TOTAL 28.00 8.00 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
28 FTE

Current Public
Works Vacancies
8 FTE

Engineering &
Environmental
Consultants
12 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 12 engineering and environmental consultants are under contract to augment in-house staff.

Some of the consultants work nearly full-time while others work on an ongoing part-time basis and/or as -needed basis. Addit ionally, the Department contracts with numerous consultants for nearly all projects in the Capital Improvement Program (CIP) and projects in our maintenance programs. Examples 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 are ultimately responsible for all aspe cts 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.

The Public Works Director regularly assesses 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 considerable progress on multiple projects and work efforts over the last year, each Division continues to work through a significant backlog of work. In addition to the capital improvement 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. Notwit hstanding 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. In August 2023 Senior Management Analyst position was reclassified to Public Works Business and Administration Manager. During FY 202 3-24 the following vacancies were filled: a Senior Engineer position (October 2023), Senior Office Specialist (October 2023 ), Management Analyst (November 2023), two Maintenance Worker I positions (December 2023 and January 2024), Public Works Business and Administration Manager (February 2024), and a Principal Civil Engineer /Engineering Manager ( March 2024).

Despite 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 the Public Works Director, one Engineering Manager (Traffic Engineer), one Maintenance Worker I, one Public Works Supervisor, one Assistant Engineer, one Public Work Inspector, and one Senior Engineer and a Management Analyst, both due to an internal promotion. 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 eight (8) vacant positions. Once those positions are filled it will take six (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 appropriate quality assurance/quality control, ensure the use of high -quality products and services, ensure staff and public safety, pursue new funding opportunities, and avoid the significant cost consequences of deferred maintenance.

In addition to ensuring basic organization, workable staffing levels and optimal ongoing maintenance of facilities and infrastructure, workload reductions such as decreasing the number of capital projects or other types of work items being pursued at any given time should occur. At current staffing levels, the Department of Public Works in -house staff can handle approximately three small to medium and one large active ca pital improvement program and maintenance projects at a time (this includes managing consultant assistance). As previously mentioned, even with filling staff vacancies and 12 9
adding the recommended positions discussed herein, the Department will only be able to work on approximately nine (9) to 12 projects at any given time depending on the size and complexity of the projects. Unfortunately, many of the Department’s current priority projects and work items cannot be canceled or delayed due to grant constraints, significant commitments, and expectations. With the passage of Measure B, the one-cent sales tax that started collecting revenue in January of 2024 , additional revenues will be allocated to various Public Works programs and projects. 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 pre sented 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's Two-Year Financial Plan and annual budgets, directing and monitoring revenue and expenditures including grant reimbursements, establishing policies and procedures, and personnel management. In additi on, 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 fina ncial 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 - vacant), one full-time Assistant Public Works Director (1 FTE), one full -time Public Works Business and Administration Manager (1 FTE), one full-time Management Assistant (1 FTE), one full- 13 10
time Management Analyst (1 FTE - vacant) and two half-time (50% time) intern positions, which do not count towards FTE staffing. This will result in a total of 5.0 regular FTEs in the Administration program. Taking on new workload in this Division is possible only to the extent that new staffing resources are dedicated.

Workload Considerations

The administrative positions in this Division are part of a larger administrative support structure for the Department. The Department hired a Public Work Business and Administration Manager in February and there are current vacancies in the Public Works Director position and the Manag ement Analyst position . The Administration Division recently hired one Engineering Intern and one position has yet to be filled.

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 2024-25

ADMINISTRATIVE
Supervision and Training
Personnel Items and Performance Evaluations
Composing City Council staff reports and presentations and attendance at night meetings (Council and Commission)
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Oversight, Review, and Management of City Council Staff Reports including, presentations, staff reports, uploading and Managing the Legistar Process Assist with support of the Public Tree Advisory Commission (PTAC) Attend Meetings, Non-CIP and CIP related
Oversight and Management of Public Works Eight (8) Divisions Financial Oversight of Department Operating and CIP Budgets, Processing Invoices, Purchase Orders, and Progress Payments

Oversight and Management of pre-qualified list for professional services and On Call for Construction Services
Financial Planning and Budgeting
Grant Requests
City Assist Administration and Response
Public Request Response
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
Management of Public Works office spaces
Developing Departmental procedures and policies
Departmental Information Technology (IT) support
Corresponding and providing necessary updates to the City Manager and City Council
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
Assist with InCode training, reporting and set up of time tracking Establish policies and procedures for the Department
Record Retention Management
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 2023-24

PROJECT STATUS
Preparation of Department Mid-Year Budget for Fiscal Year 2023-24 In progress/ Ongoing
73 City Council Staff Reports reviewed and uploaded to Legistar In progress/ Ongoing
102 Documents uploaded and routed for signatures in DocuSign Ongoing 15 12
Assist in hiring/filling vacant positions in the Public Works Department In progress/ Ongoing

Fiscal Year 2025 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 2025 Projects

PROJECT ESTIMATED

COMPLETION
Coordinate purchasing agreements and contracts Ongoing
Enhance the Accounts Payable system for Developer
Deposits between Public Works and Planning
2025
Create and maintain a master list of expenditures,
contracts, and grant tracking
Ongoing
Coordinate departmental records retention Ongoing
Organization of department including updates on current procedures and policies
Ongoing

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity and budget becomes available, then new projects will be taken up in the priority shown below.

Table 4: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
Municipal Code Updates
Ongoing
Develop and maintain a Grants Management Program
Ongoing
Develop and maintain a Public Works Financial/Budget
System Ongoing
Develop a key performance measure program for Public
works Not started
Develop and maintain a Public Works onboarding
program Ongoing
Develop and maintain Public Works Personnel Items and
Performance Evaluations Ongoing
Develop and maintain a KPI program
Ongoing
16 13

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 civil engineering. The engineers, technicians and inspectors review land development proposals, encroachment permit requests, dig alerts, flood plain management, surveying, Engineering Standards, and inspect all non-City construction projects when Public Works is involved. Engineering Division staff are also responsible for the City’s Pavement Management Program and the delivery of pavement and concrete capital maintenance projects. The Engineering Division provides these public services with an emphasis on customer service and responsiveness.

The work of the Engineering Division of the Department of Public Works is organized into the following categories:

1. Land Development Review

2. Engineering and Encroachment Permits

3. Dig Alert Request

4. Flood Plain Management

5. Surveying

6. Engineering Standards,

7. Permit Inspections

8. Capital Pavement and Concrete Maintenance Programs and Annual Capital Maintenance Projects

Engineering Division Staffing

The Assistant Public Works Director oversees the Engineering Division which includes one full-time Principal Civil Engineer (1 FTE), one Assistant Engineer (1 FTE – currently vacant), one full-time Senior Engineering Technician (1 FTE), 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 4.00 FTEs. 17 14

Workload Considerations

The Engineering Division recently filled the Division Leader role (Principal Civil Engineer, or “Engineering Manager”) after being vacant for nearly four years. Currently the Assistant Engineer and Public Works Inspector positions are vacant . The Division relies on consultants to perform all of the duties of these positions; however, there are several work activities that cannot be performed by consultants such as staff supervi sion, consultant agreement oversight and management, and Division budgeting. Additionally, the Division now has many consultant agreements that must be managed by City staff, which is difficult given the current lack of staff. The Department is proposing t o 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 5: Engineering Division Day-to-Day Staff Responsibilities FY 2024-25

ADMINISTRATIVE
Interdepartmental coordination and support
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Supervision and Training
Personnel Items and Performance Evaluations
Composing City Council staff reports presentations and attending night Meetings (Council and Commission)
Attend Meetings, non-CIP related
Budgeting of Division, Financial Oversight, invoices, PO, progress payments, CIP budgets
Manage consultant agreements, contracts, and
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.)
Manage and update the ADA Transition Plan
Flood Plain Management
City Surveyor
Develop and Manage Pavement Moratorium Program

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
Design and construct the Annual Pavement Rehabilitation Project Manage the Citywide Concrete Repair Program
Design and construct the Miscellaneous Concrete Repair Project (CIP delivery)
Design, coordinate, and construct various capital maintenance projects (CIP delivery)

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Key Accomplishments and Milestones

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

Table 6: Engineering Division Key Accomplishments and Project Milestones, FY 2023-24

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 21-22 Pavement Rehabilitation Project, bid of 2023 Pavement Rehabilitation Project, and Designing the 2024 Pavement Rehabilitation Project.

Completed/
Ongoing
Completed design phase, started and completed construction of the Miscellaneous Concrete Repair Project Completed/
Ongoing
Orange Avenue Parking Lot (Project No. 9096) –
Final Design Phase
Multi-year Effort
(pending
funding)

Fiscal Year 2025 Projects

The table below shows suggested 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 7: Engineering Division Fiscal Year 2025 Projects

UPCOMING AND POTENTIAL NEW WORK EFFORTS,
PROJECTS AND PROGRAMS STARTING IN FY 2024-
25 ESTIMATED

COMPLETION
Update Engineering Website Ongoing
Develop Policies and Guidelines to assist staff in
processing of workflow Ongoing
Improve Records Management Ongoing

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 202 4-25. However, 20 17
in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 8: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT

ESTIMATED

COMPLETION
Develop Infrastructure base maps that are available to the general public Ongoing
Development multiyear Pavement and Sidewalk repair plans Ongoing Create and Maintain DigAlert Program Ongoing
Update City of Goleta Design and Construction Standards 2026 Develop and Manage Pavement Moratorium Program 2026
Develop and Manage Flood Plain Program Ongoing
Complete DIF Nexus Study Update 2025
Muni Code Updates 2025

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 Division include a variety o f traditional parks maintenance operations, as well as wildlife and native plant habitat management that integrate practices supported by science. The Division also leads efforts to implement adopted City plans, including the U rban Forest Management Plan , the Community Wildfire Protection Plan, and the Creek and Watershed Management Plan.

In 2020, the Parks and Open Space Division underwent a revitalization process by hiring a new Parks and Open Space Manager. This position had remained vacant for eight years, which is significant because during that time, there was no dedicated leader to oversee the division's operations, leading to a backlog of maintenance tasks. During that time, the Public Works Manager had to maintain the parks and open space system, in addition to managing the streets right -of-way maintenance, storm drain infrastructure, facilities management, and the public urban forest. As a result, 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 21 18
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 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
 125 trash cans and recycling bins
 1 public beach (Ellwood Mesa Beach)
 1 Splash Pad (Summer 2024)

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 stewa rdship 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. 22 19

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 priority over other efforts the Division might otherwise advance, including preventative maintenance, responding rapidly to non-emergency requests, and developing additional capabilities for the City’s other parks and open spaces.

The Division is also proposing two new capital improvement projects on the long-range project planning list. 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 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 program would provide for a comprehensive inventory, standardized annual maintenance procedures, planned asset replacement, and programmatic CEQA analysis and permitting for ongoing operations necessary to protect natural resources and complete required annual maintenance, such as defensive space vegetation management to reduce the risk of catastrophic wildfires.

Finally, a City-wide open space plan would describe and allow for the permitting of habitat restoration and enhancement projects that would potentially be eligible for grant funding and support a broader section of community volunteers.

Parks and Open Space Division Staffing

The Division is comprised of eight full -time staff . Technical consultants and skilled contractors 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 wee kly work completed by in -house professional staff, including the Management Analyst position (1 FTE). 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 ) assist s with contracts, invoices, customer service, and other office work. The division has a total of eight (8) FTEs.
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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 Creeks and Watershed Management Program, grant-funded work, including the implementation of the Ellwood Mesa Monarch Butterfly Management Plan , the Ellwood Mesa Neighborhoods Fuel Reduction Project, and the Urban Forest Management Plan. Staff anticipates an intense, focused work effort will need to be maintained throughout the Annual Wor k Program period to keep the grant-funded project on track with community expectations, regulatory agency-imposed timelines, and to address the urgency of the significant decline of the monarch butterfly population statewide. The Parks and Open Space Manager serves as the City’s lead program manager for efforts at the Ellwood Mesa Monarch Butterfly Grove, but the position also manages significant work efforts to maintain and improve the other 16 developed parks and 14 open spaces. Management of outside contractors, consultants, and City maintenance staff efforts take considerable time to ensure the effective stewardship and improvement of City parks and natural areas. 24 21

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. T he 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

Table 9: Parks and Open Space Division Day-to-Day Staff Responsibilities for FY 2024-25

ADMINISTRATIVE
Supervision and Training
Personnel Items and Performance Evaluations
Composing City Council staff reports presentations and attending night Meetings (Council and Commissions)
Attend Meetings, non-CIP related
Budgeting of Division, Financial Oversight, invoices, PO, progress payments, CIP budgets
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
Janitorial Services for Restrooms and Picnic Areas
Landscape establishment and maintenance
Mulch Program
Maintenance for Park Pathways, Parking Lots, Restrooms, 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
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Jonny D. Wallis Neighborhood Park Splash Pad Operations and Maintenance

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.)
Community Gardens at Armitos Park (coordinate with NS Dept.) Mathilda Park Accessibility Improvements and Playground Surfacing Replacement (coordinate with Neighborhood Services Department) Evergreen Park Master Plan (coordinate with Neighborhood Services Department)
Ellwood Mesa Habitat and Trail Improvement Design and Permitting Ellwood Seawall Removal – Refugio Oil Spill Settlement (coordinate with CA State Agencies)
Project Connect (mitigation planting coordination)
Fire Station 10 Off-Site Tree Planting at Ellwood Mesa
Urban Forest Management Plan Update
City-wide Open Space Management and Maintenance Plan

Key Accomplishments and Milestones
26 23

Over the past year, the Parks and Open Space Division completed the following significant accomplishments and milestones:

 California Coastal Commission approval of a Coastal Development Permit for the Ellwood Mesa Neighborhoods Hazardous Fuels Reduction Project  City Council approval of the Development Plan for the Ellwood Mesa Monarch Butterfly Habitat Management Plan – Phase 1 Implementation Project  California Coastal Commission approval of a Coastal Development Permit for the Ellwood Mesa Monarch Butterfly Habitat Management Plan – Phase 1 Implementation Project
 Award of a $1 million grant from the US Department of Agriculture – Forest Service for the California Urban Forest Climate Adaptation Project  Over 200 storm-damaged trees removed from City parks and open spaces

Table 10: Parks and Open Space Division Key Accomplishments and Project Milestones, FY 2023-24

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 Tree Care Contractors In Progress

Fiscal Year 2025 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.

Table 11: Parks and Open Space Division Fiscal Year 2024-25 Projects

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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

Long Range Projects Contingent on Staff and budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 9: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
Urban Forest Management Plan (UFMP) Update 2026
City-wide Open Space Management and Maintenance
Plan 2027
Parks and Open Space Signage Master Plan 2027
Creek and Watershed Management Plan Priority
Projects Implementation Ongoing
Invasive Plant Removal Program (CWMP) Ongoing
Open Space Trails Maintenance Program Ongoing
Park Field Renewal and Irrigation System
Renovation Ongoing
Lake Los Carneros Master Plan Update 2028
Lake Los Carneros Footbridge Demolition (Project No.
9132) 2027

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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 are also responsible for consultant contract management and grant applications.

The work of the CIP Division of the Department of Public Works is organized into the following categories:

1. CIP Development
a. Preliminary Project Cost Estimating
b. Project Budgeting
c. Annual CIP/General Plan Consistency Planning Commission Hearing d. Annual Measure A Program of Projects (POP) City Council Public Hearing

2. Apply, Manage, and Invoice for Grant Funding

3. Project Delivery Process
a. Conceptual Design Phase
b. Environmental Review Phase
c. Design phase, including Right-of-Way and Utility Coordination d. Construction Phase

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), one full -time Construction Management Senior Engineer (1 FTE), two full-time Senior Civil Engineers (2 FTE), 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) . 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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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 will 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 hereby referred to as Project Connect with the start of construction in 202 4. The Division was able to fill many vacant positions during 2023 and continued to rely upon consultants to manage projects as new staff comes up to speed on workload and projects. The Division has a substantial workload ahead during 2024 to meet grant deadlines and to manage emergency storm projects. The Division will continue to work to balance workload among staff. The Division will utilize consultants to manage projects during high demand project time periods such as emergency storm projects.

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.

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Table 13: CIP Division Day-to-Day Staff Responsibilities for FY 2024-25

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
Construction Oversight
Non-CIP Items Related to the CIP Division
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

Key Accomplishments and Milestones

Over the past year, the CIP Division completed several significant accomplishments as shown in the following table:
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Table 14: CIP Division Key Accomplishments and Project Milestones, FY 2023-24

PROJECT STATUS
San Jose Creek Bike Path – Middle Extent (Project No. 9007) – 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
San Jose Creek Bike Path Project – Northern and Southern Extent (Project No. 9006)
Construction
Phase
Completed final design phase for the Hollister Avenue Old Town Interim Striping Project (Project No. 9114)
Construction
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
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 construction of Crosswalk at Calle Real/Fairview Center – Pedestrian Hybrid Beacon (PHB) (Project No. 9099) Complete Completed assessment of permitting constraints and completed draft report on evaluation of site opportunities associated with improvements for Public Works Corporate Yard Repairs (9115) Complete
Updated Front-End specifications (“Boilerplate”) for local projects Ongoing Updated “Quick Quote” bid proposal template Ongoing

Fiscal Year 2025 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 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 15: CIP Division Fiscal Year 2025 Projects

PROJECT ESTIMATED

COMPLETION
Project Connect (Project No. 9002 & 9033) and
Hollister Avenue Old Town Interim Striping (Project
No. 9114) Construction Phases
2026
and
2024
San Jose Creek Bike Path – Northern & Southern
Extent (Project No. 9006) – Design and ROW
Phases
2027
San Jose Creek Fish Passage (Project No. 9117) –
Conceptual Design Phase 2025
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Cathedral Oaks Cribwall Repair Project (Project No.
9053) – Final Design Phase 2026/2027
Storke Road/Hollister Avenue Transit, Bike/Ped,
and Median Improvements (Project No. 9062) –
Design and ROW Phases
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
Completed
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
Ellwood Mesa Monarch Butterfly Habitat
Management Plan (Project No. 9112)- Final Design
Phase
2026
Ellwood Mesa Coastal Trails and Habitat
Restoration (Project No. 9118)- Design Phase 2027
Goleta Community Center ADA Improvements
(Project No. 9121) - Design Phase 2026/2027
Storm Damage Repair Projects (Various Locations)
(New Project) – Conceptual Design Phase Ongoing
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
Non-CIP items related to CIP Division Ongoing
2023 Annual Pavement Project Summer 2025
2024 Annual Pavement Project Summer 2025
2023 Annual ADA Ramp and Concrete Sidewalk
Project
Summer 2026
2024 Annual ADA Ramp and Concrete Sidewalk
Project
Summer 2026

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 10: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
RRFBs at Calle Real and Jenna Drive (Project No. 9125)
- Conceptual Design Phase 2026
33 30
Completed final design for Hollister Class I Bike Path
Lighting (Project No. 9110) 2028
Citywide School Zones Signage, Striping, & Curb
Markings Evaluation (Project No. 9103) – Conceptual
Design Phase
Multi-year Effort
Storm Drain Master Plan (Project No. 9085) –
Conceptual Design Phase 2026
Hollister Safety Improvements between Storke and
Entrance Road 2026
Glenn Annie Sidewalk Infill (Norte to Cathedral Oaks) 2027 Various Neighborhood Traffic Calming Studies Old Town,
northerly of Hollister Avenue Kellogg 2028
Kellogg Neighborhood Traffic Calming 2030
Bike Path northerly of Fairview Gardens 2030
Pedestrian/Bike Highway 101 Overcrossing (amending
existing project) 2035
Pedestrian/Bike San Jose Creek Overcrossing at Armitos
Avenue (amending existing project) 2040
Develop and Maintain construction bidding document to
the most current Green Book and Caltrans standards. 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 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 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.

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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 acquisition from SCE. This includes managing and responding to streetlight related inquiries, questions, outage and ins tallation requests. The Division is also responsible for maintenance including, but not limited to, streetlight fixture outages, emergency pole knockdowns, streetlight service wire issues, and streetlight wiring identification associated with construction work. The Division will also be responsible for establishing engineering design standards for streetlights.

Projects, Programs & Services/Ongoing Work Efforts

Table 17: Street Lighting Division Day-to-Day Staff Responsibilities for FY 2024-25

ADMINISTRATIVE
Budgeting of Division, Financial Oversight, invoices, PO, progress payments, CIP budgets
Composing City Council staff reports presentations and attending night Meetings (Council and Commission)
Attend Meetings, non-CIP related
City Assist/Managing resident inquires, questions, and requests 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 accomplishments listed in the table below.

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Table 18: Street Lighting Division Key Accomplishments and Project Milestones, FY 2023-24

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

Fiscal Year 2025 Projects

As described above, the City acquired approximately 1,400 streetlights form SCE and is responsible for maintaining 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 is 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 19: Street Lighting Division Fiscal Year 2025 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

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 11: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT

ESTIMATED

COMPLETION
Holiday parade lighting installation and maintenance Annually

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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.

Workload Considerations

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

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Table 21: Traffic Engineering Operations and Maintenance Division Day-to-Day Staff Responsibilities for FY 2024-25

ADMINISTRATIVE
Supervision and Training
Performance Evaluations and Personnel
Composing City Council staff reports presentations and attending night Meetings (Council and Commission)
Attend Meetings, non-CIP related
Financial Oversight, invoices, PO, progress payments, CIP budgets Responding to traffic engineering inquiries
Prepare work orders for traffic signs, pavement, and curb markings

TRAFFIC ENGINEERING
Log and respond to all traffic related public inquires
Traffic Signal Maintenance Support
Electronic traffic control device equipment inventory and needs assessment Traffic Signal Safety Management
Field review and traffic analysis for public and traffic related inquires Draft and present traffic related revisions to City Council, such as establishing “No Parking/Red Curb” areas, Stop Sign installations, etc.

Traffic review of proposed Land Development CEQA documents Traffic review of proposed Encroachment Permit 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)
Implementation of Vision Zero and Traffic Calming policies 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 22: Traffic Engineering Operations and Maintenance Division Key Accomplishments and Project Milestones, FY 2023-24

PROJECT STATUS
Reviewed 300 traffic control plans as a part of encroachment permit applications
Ongoing
Reviewed transportation aspects of 15 development projects Ongoing Investigated and responded to 50 public requests Ongoing 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
Updating the municipal code to adopt timed parking restrictions to increase parking availability in Old Town Goleta by and Completed 38 35
corrected outdated elements
Conducted speed surveys and adopted new established speed limits at various locations in the City Completed

Fiscal Year 2025 Projects

Table 23: Traffic Engineering Operations and Maintenance Division Fiscal Year 2025 Projects

PROJECT ESTIMATED

COMPLETION
Citizen Request Traffic Studies Ongoing
Traffic Review for Development and CIP Projects Ongoing Red Curb Ongoing
Revise of Speed Limits per new laws 2025
Citywide Systemic Traffic Signal Equipment Upgrades and Replacements
Ongoing
Maintain Collision Data Base Ongoing
Bike and Pedestrian Long-Range Plan Ongoing
Develop and Maintain a Vision Zero Strategy for the City Ongoing Maintain Traffic Signal Operations and Timing Ongoing
Maintain Traffic Signal, Vehicle feedback Signs and Rapid Flashing Pedestrians Beacons.

Ongoing
Develop and Maintain Pavement and Curb Markings
Maintenance Program
Ongoing

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 12: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
Develop and implement Traffic Calming Policy 2026
Develop and Maintain Safe Routes to School Program 2026 Develop and Maintain Parking Restriction Program 2027
Develop and Maintain Transportation Demand
Development and Maintenance Program
2026
Develop and Maintain a Grant Management Program for
Vision Zero and Traffic Calming
2027
Traffic Signal Safety Management Ongoing
39 36

STREET MAINTENANCE DIVISION

Role of the Division

The Street Maintenance Division is responsible for maintaining the City of Goleta’s streets, sidewalks, curbs, gutters, street signs, right-of-way trees, signal lighting, street striping and markings , 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 and emergency responses 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 one full-time Maintenance Worker I (1 FTE) and one Maintenance Worker I position that is currently being recruited). When fully staffed the Division has a total of 7 FTE. 40 37

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, Administrative Assistant, Public Works Supervisor and four maintenance workers maintain over 80 miles of roadway and right-of-way. Th 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 improvements to the Corporate Yard maintenance facility that it shares with the Public Works 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 for the maintenance staff.

Projects, Programs & Services/Ongoing Work Efforts

41 38
Table 25: Street Maintenance Division Day-to-Day Staff Responsibilities for FY 2024-25

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
42 39
Landscape Maintenance
Traffic Control
Bridge Maintenance Assistance
Curb, Gutter, and Sidewalk Maintenance
Storm Drainage
Heavy Equipment Maintenance
Tree Maintenance
Emergency Response
Weed abatement

Key Accomplishments and Milestones

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

Table 26: Street Maintenance Division Key Accomplishments and Project Milestones, FY 2023-24

PROJECT STATUS
Old Town Goleta Tree Planting Project Completed
Los Carneros Weed Mitigation Project Completed
Phelps Road Drainage Project Completed
Rainbow School Tree Trimming Project Completed
Phelps Road Weed Mitigation Project Completed

Fiscal Year 2025 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 recei pt 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 cubicles for the maintenance crew will follow the installation of the new office.

The Public Works Street Maintenance Division will look to address the need to reduce city-maintained oleander vegetation along C athedral Oaks starting from Los Carneros and extending southward to La Patera on the south side. This area has historically been maintained by the public works crews but has now become overgrown and is now a heavy 43 40
time and safety burden for the crews to manage. The Public works division will look to address cubical spacing upgrades to the public wor ks corporate shop, a dedicated sign rack area, and asphalt and concrete bunker additions to the corporate yard to provide additional resources for the maintenance crews. The division will also look to purchase city emergency staff radios, streets concrete K-rail, and a large sand bunker for future potential disaster preparations. Other division staff items will be to pursue a new median island landscape contract in June of 2025. The streets division will also look to add specialized grinding equipment as well as pursue individual pavement projects for each special district as needed.

Table 27: Street Maintenance Division Fiscal Year 2025 Projects

PROJECT ESTIMATED

COMPLETION
Cathedral Oaks Vegetation Reduction Project Ongoing
City Concrete Grinding Program Ongoing
Old Town Power Washing of Sidewalks Ongoing
Public Works Safety Training Program Ongoing
Corp Yard CIP Project Ongoing
Covington Way Drainage Clearance Ongoing
Overhead Signal Sign Replacement Program Ongoing
Cathedral Oaks Weed Mitigation Project Ongoing
City Sand Bunker Project Ongoing
Hollister/Nectarine Bust Stop shelter Ongoing

Long Range Projects Contingent on Staff and Budget Capacity

The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 13: Long Range Projects Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
Annual District Pavement Restoration Project Ongoing

ENVIRONMENTAL SERVICES (ES) DIVISION

Role of the Division

The Environmental Services (ES) Division is managed by the 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 and waste 44 41
management. Some programs have been developed in response to City needs and resident demand. Many other programs have been developed in response to state and federal laws and directives that are regulated by agencies such as CalRecycle, the California State Water Resources Control Board, and Regional Water Quality Control Board (Water Boards). CalRecycle and the Water Board both require annual reporting on a wide range of activities and services/programs provided by the City. The Division is organized into the following primary categories and overarching programs.

1. Waste Reduction: Waste reduction programs are aimed at materials sustainability, including waste reduction, reuse, recycling, and waste prevention, with the aspirational goal of a Waste Free Goleta . Many of the programs in this category are regulatory directives from CalRecycle and other programs are implemented based on community input and desires for a clean, sustainable Goleta. This program also manages the City’s Franchise contract for Solid Waste Collection and Handling services with MarBorg Industries, and C i t y- w i d e waste management and reporting.

2. Stormwater: This program is responsible for watershed protection through compliance with the Federal Clean Water Act, and implementation of the storm water programs mandated by the Water Board (MS4 Programs).

3. Creeks and Watershed Management Program (CWMP): this program implements actions, projects, and programs as outlined in the Creek and Watershed Management Plan, approved by City Council on November 17, 2020. The plan was a community -driven effor t and desire to protect our creeks, habitats, watersheds and natural environment.

Staff in this Division are responsible for stormwater and waste reduction/management guidance and plan review for City capital improvement projects (CIPs) and private land development projects. This division is also heavily engaged in community outreach, with several broad and topic-specific outreach programs, such the K-12 education program in partnership with local schools, several volunteer programs, monthly articles, business- specific outreach, and more. Furthermore, this division manages the environmental asset tracking database and GIS system, including stormwater infrastructure, inspection programs, CIP information, watershed information and more.

Environmental Services Division Staffing

Currently the division consists of one full -time Environmental Services Manager, one full- time Environmental Services Specialist , one full-time Administrative Assistant, and one part-time Intern for a total of 3.5 FTEs.

45 42

Workload Considerations

This d ivision oversees a significant scope of over 20 programs , with many more regulations and programs upcoming within the next three (3) years and beyond as the State of California moves towards achieving ambitious environmental goals. Additionally, the community desires more programs to improve the health and future sustainability of our creeks and watersheds . Recent significant efforts include the management of the CWMP, development and management of the organics recovery and recycling programs, management of the Full Trash Capture Program, and overhauling of the Stormwater Development Review Program. Within the next year, it is anticipated that the new National Pollutant Discharge Elimination System (NPDES) permit , as part of the Federal Clean Water Act, will be issued. This new permit will require the City to : have an ongoing inspection program for all commercial and industrial facilities within City jurisdiction; to coordinate and report on behalf of local schools regarding their permit requirements ; to provide detailed accounting reports on all of the City’s revenue and expenditures with respect to Clean Water Act Compliance; to provide detailed reporting regarding all of the City’s stormwater, water management and related assets; to upgrade and provide reporting tools in the City’s GIS stormwater asset platform, and more. Additionally, and related, a new Trash Amendment order will be issued, requiring significant modeling, design revisions, and other requirements related to the Full Trash Capture program. The upcoming and proposed work efforts for the CWMP include Watershed Restoration Feasibility and Prioritization assessment, development of a comprehensive Creek Monitoring and Assessment Program, and Creek Baseflow analysis.

There are currently two staff members who manage over 15 contracts and over 20 programs, with the support of the division’s administrative assistant, and the mix of staff and consultants needs evaluation and adjustment . The division is heavily supported by consultants due to workload constraints of the two staff members, with each consultant contract having multiple key consultant s working on different scopes. The two staff 46 43
members of this division are responsible for ensuring consultants meet regulatory requirements and deadlines , work in a fiscally responsible manner , use a technically sound approach, and coordinate among other work efforts . For stormwater programs, there is a need for diverse expertise to address multiple requirements, which often requires the hiring of multiple c onsultants. Part of this has to do with the niche nature of consulting, another issue is that each consultant team member has other clients and is not always able to dedicate the focus needed to ensure the City’s larger objectives are being met.

Another reason for evaluation of staff and consultant mix is the need for prompt field response. This division leads emergency spill response and illicit discharge detection and elimination as well as code enforcement for environmental violations . These programs require immediate field response, environmental expertise on both stormwater and hazardous materials management, and code enforcement knowledge ; consultant teams are challenged to effectively assist with all aspects of these programs due to resource and geographical constraints , as well as conflicting needs for other clients . These challenges will increase with the anticipated new upcoming programs. This division would benefit from investment in a full-time staff member to be cross trained on stormwater development review, spill response, and the CWMP project scopes. This would allow the City the ability to conduct crucial work in-house, allow for smaller but more collaborative consultant teams to be effectively managed, provide the City with much needed flexibility when consultant teams shift or City needs change , create more efficient and effective environmental response, result in increased cost efficiency, and reduce d environmental risk.

The current ES revenue sources can support the existing and upcoming work for the next 2-3 years , especially with the onboarding of another full -time employee. It is recommended to onboard another Environmental Services Specialist staff member to help manage the work scope and prepare for upcoming requirements. Additionally, there are many existing tasks, projects, and programs a full-time staff member would be more efficient and effective at implementing. This position could be funded through a combination of the existing Environmental Services fees, developer fees, grants, and reducing existing consultant work scopes.

Projects, Programs & Services/Ongoing Work Efforts

Table 29: Environmental Servies Division Day-to-Day Responsibilities, FY 2024-25

ADMINISTRATIVE
Interdepartmental coordination and support
Supervision and Training
Personnel Items and Performance Evaluations
Composing City Council staff reports presentations and attending night Meetings (Council and Commission)
47 44
Attend Meetings, non-CIP related
Budgeting of Division, Financial Oversight, invoices, PO, progress payments, CIP budgets
Waste Hauler Franchise Agreement Oversight
SB 1383, AB 1826, AB 939, AB 341 and MS4 Permit metrics and tracking Program management for over 20 programs
Manage roughly 20 Consultant Agreements, Scope, Contracts, and Invoicing Participation in Integrated Regional Water Management (IRWM) Participation in the Goleta Slough Management Committee (GSMC) Participation in the Local Task Force (LTF) group for regional waste reduction Participation in the Santa Barbara County Association of MS4 Managers regional group
Participation in the Phase II California Stormwater Quality Association (CASQA) Committee
Participation in the State Water Resources Control Board Credit Trading Committee
Management of the Goleta Creeks and Watersheds Technical Advisory Committee
Watersheds and Waste Reduction Standing Committee Coordination Response to Public Inquires
Cost Savings Goals and Tracking
Coordination with Other Jurisdiction and Regulatory Agencies Manage and Update City Environmental Guidance and Procedure Documents Grant/Funding Pursuits and Management
Technology, GIS and Database Management

WASTE REDUCTION
Residential Trash, Recycling, and Green Waste Collection Programs (AB 939) Commercial/Multi-Family Recycling and C&D Program (AB 341) Commercial/Multi-Family Organics Food Rescue Program (AB 1826) Edible Food Recovery Program (SB 1383)
City-wide Organics Recycling Program (SB 1383)
Abandoned Waste and Lost Shopping Cart Management Programs Household Hazardous Waste Recycling and Management Programs Hazmat Response and Disposal
Recycling Beverage Container Grant Management - CalRecycle Organic Waste Recycling Grant Management - CalRecycle
Clean CA Dump Days Reimbursable Grant Management - Caltrans Beautify Goleta Volunteer Program
K-12 Waste Reduction Education Program
Green Business Program Assistance
Other Education and Outreach Programs
Reporting

CREEK AND WATERSHED MANAGEMENT
Program and Project Management
Technical Advisory Committee (TAC) management
Water Quality Forensics and Data Analysis Program
Reporting
48 45
Monthly Creek Water Quality Sampling Program
Agriculture and Pesticide Outreach Programs
MS4 PERMIT COMPLIANCE
Illicit Discharge Detection and Elimination Program
Stormwater Quality Sampling, Analysis, and Reporting Programs (wet weather, dry weather, investigative).

Annual Facilities Survey
Annual Hot Spot Inspection Program
Quarterly Facilities Inspections Program
Quarterly BMP Evaluation Program
Street Sweeping Program
Our Water Our World Outreach Program
Staff Training Programs
Mutt Mitt
Annual MS4 Inspections and Maintenance Programs
Events Coordination (Creek Week, Earth Day, Coastal Cleanup Day, Lemon Festival)
Public Surveys
Volunteer Programs (Channel Keeper, Creeks Cleanups, Beautify Goleta) 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 Updates
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 Program
Street Sweeping/Manual Litter Removal Management Program Rapid Visual Trash Assessment
Application Development, metrics tracking and reporting tools Annual reporting

CONSTRUCTION/LAND DEVELOPMENT
Land Development Stormwater Case Review Program
Application Materials Development
Develop Conditions of Approval for Land Development Projects Construction Outreach and Training Program
Construction Stormwater Database Management
Coordination and Process Improvement with Planning Staff and Applicants Construction BMP Inspections
49 46
Post-Construction SCM Inspection and Evaluation
Non-compliance Enforcement
SCM Maintenance Agreements
Conditions of Occupancy
Final Inspection
Annual PCR Report and ongoing maintenance program

Key Accomplishments and Milestones

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

Table 30: Environmental Services Division Key Accomplishments and Project Milestones, FY 2023-24

PROJECT STATUS
Water Quality Forensic Analysis Phase I Completed
Underground Infiltration Guidance Document for Tri-County Completed Development of Shopping Cart Management and Response Program Completed Commercial Recycling Program Compliance (AB 341): 499
businesses/multi-family dwellings enrolled Ongoing
Mandatory Commercial Organics Recycling Program Compliance (AB 1826): 500 businesses/multi-family dwellings enrolled Ongoing City-wide Edible Food Recovery Program Compliance (SB1383):
100%
Ongoing
Commercial Food scraps recycling Program Compliance (SB1383):
100% Ongoing
Obtained over $60,000 of grant funding, annually Completed Stormwater Development Review Process Overhaul: Onboarding of new consultant, new standard Conditions of Approval template, new 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.

60%
AB2234: developed new process for compliance with new
requirements for housing developments: 100%
100%
compliant
Grant applications: 3 Completed
Timely response and investigation of illicit discharge reports: over 12 Completed Final inspections and approval for development projects: 5 Completed Project review/plan check for development projects: 60 Completed Site inspections for environmental compliance: 35 Completed 50 47
Review and approval of Construction and Demolition Reports: 18 Completed Illegal dumping requests responded to: 150 Completed
Managed inspection, cleaning and maintenance on storm drains: 53 Completed Posted ES Monarch Press articles/social media/press
releases/announcements/notifications: 212
Completed
City Assist and phone/email responses to the public: 72 Completed Water Quality Sampling Events: 4 Completed
Pounds of recyclables/trash collected during volunteer events: 4,650 Ongoing Pounds of bulky items collected: 11,287 Ongoing
Street sweeping of 2,442 miles of street with 995.1 cu yards of debris collected.

Completed
Percentage of streets in hot spot areas with improved trash ratings:
42% (126 segments)
Ongoing
Held training events for staff or construction crews: 10 Completed Community Cleanup/Beautification Events: 9 Completed

Fiscal Year 2025 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 30). This includes the Creek and Watershed Management Program, adopted in late 2020.

Table 31: Environmental Services Fiscal Year 2025 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 City-wide Waste Characterization Study 2025
Monitor City and Direct Service Provider Procurement – Paper, Compost, Mulch, and Renewable Energy Ongoing
Management and response to Abandoned Waste Ongoing
Stormwater
Old Town Full Trash Capture CIP—Phase I 2026
New MS4 Documents 2026
Development of New MS4 Inspection Programs 2026
Development of New MS4 Accounting Reporting Process 2026 Development of New Full Trash Capture Documents 2026
Development of New School Reporting Process 2026
Updates to Full Trash Capture Plan 2026
Development of Stormwater Online Module in Magnet System 2026 Development of new design standards and guidance
documents
2027
51 48
Creeks and Watershed Management
Source Impacts Forensic Analysis Phase 2 2025
CWMP Project list and Priorities Guide 2025
Creek Monitoring and Assessment Plan 2025
Watershed Restoration Feasibility and Prioritization Guidance Document
2026
Outreach/Public Participation
Beautify Goleta: Automated self-guided cleanups and
equipment check-out
2023
Public Participation: CWMP TAC, IRWM, SBCAMM, LTF, and
more
2024
Waste Free Goleta ongoing education campaign to achieve Zero Waste 2024
Waste Free Goleta Events: Repair Fix-It Clinics, Material Swaps, and Easy Recycling Drop Off Days 2030
Street Sweeping Know Your Zone and Schedule ongoing
campaign Ongoing
Public Facing GIS Maps and Dashboards to enhance
transparency and create engaging and interactive educational experiences
Ongoing
Creek-side parcels direct mailer and digital outreach campaigns to enhance creek stewardship Ongoing

Long Range Projects Contingent on Staff and Budget Capacity The following prospective projects in the table below represent long range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2024-25. However, in the event staff and budget capacity becomes available, then new projects will be taken up in the priority shown below.

Table 14: Long Range Projects and Programs Contingent on Staff/Budget Capacity

PROJECT ESTIMATED

COMPLETION
New MS4 (stormwater) Program Documents 2025
New MS4 inspection program development and
implementation, beginning 2024 In perpetuity
CWMP: Creek Baseflow and Groundwater Recharge
Assessment 2026
CWMP CIP 9107 Full Trash Capture Phase II
implementation 2026
CWMP Multi-benefit projects preliminary design 2026
Clean Creeks Green Streets Phase I 2026
Baseflow Monitoring and Evaluation Program Development 2026 Stonebridge Dry Wells CIP 2026
52 49
New Full Trash Capture documents, programs, and
requirements, beginning 2024 2027
CWMP: Water Reuse and Recycling Options Analysis 2027
Evergreen Park Bioretention and Dry Wells CIP 2027
CWMP Creek Monitoring and Sampling Program Ongoing
CWMP: Water reuse/recycling programs 2028
CWMP CIP 9106 Phelps Ditch Trash Control Structure 2028 CWMP: Citywide Green Streets Projects 2030
CWMP: Citywide multi-benefit projects: water capture,
habitat enhancement, flood mitigation, environmental equity 2030 CWMP: Habitat Restoration Program 2030
CWMP: Creek Restoration Projects (concrete channel
removal/mitigation, streambank repair, etc.). 2035
CWMP: Volunteer Programs: habitat restoration, data
collection, cleanups 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 Ongoing

53 ATTACHMENT 2

Fiscal Year 2024-25 Annual Work Program Department of Public Works Presentation 54 FY 2024-25

ANNUAL WORK

PROGRAM

PUBLIC WORKS

DEPARTMENT
City Council Workshop
May 7, 2024
55 Public Works Staff
Luz “Nina” Buelna, Interim Public Works Director
Autumn Glaeser, Acting Assistant Public Works Director
Luz “Nina” Buelna, Assistant Public Works Director
May 7, 2024 FY 2024-25 PW Annual Work Program 2
DivisionDivision Leaders and Representatives
AdministrationSarah Fox
EngineeringAndrew Fuller
Parks and Open SpaceGeorge Thomson
Capital Improvement ProgramAutumn Glaeser
Street LightingMichael Winnewisser*
Traffic Engineering Operations and MaintenanceDerek Rapp (C) Street MaintenancePaul Medel
Environmental ServicesMelissa Nelson
*notes representative; (C) notes consultant
56 Workshop Agenda
• Presentation
• Public comment on
draft FY 2024-25
Annual Work Program
• Council discussion,
feedback, future
priorities, and direction
• Adopt FY 2024-25
Annual Work Program
3May 7, 2024 FY 2024-25 PW Annual Work Program
57 Public Works Department Structure
4May 7, 2024 FY 2024-25 PW Annual Work Program
58 Administrative Division
• 5.0 FTEs full-time staff
• 2 Interns (1 FTE, 0.50 each)
Responsibilities:
 Public Works Department Budget Plan
 Financial Planning, Management, and Reporting
 Accounts Payable and Purchasing
 Grant Management
 Personnel Management
 Contract Administration
 Departmental Operations
5 May 7, 2024 FY 2024-25 PW Annual Work Program
59 Administrative Division FY23/24
Accomplishments
• Departmental Reorganizing and Updating
(Ongoing)
• Update Departmental Policies and Procedures
• Assisted in Hiring Vacant Department positions
• Fiscal Operations
6 May 7, 2024 FY 2024-25 PW Annual Work Program
60 Administrative Division Projects
•Grant Administration and Claim
Reimbursement
•Contracts and Agreements
Reorganization
•Oversight of advisory
committees and City Council
agendas for Public Works
7May 7, 2024 FY 2024-25 PW Annual Work Program
61 Engineering Division
• 4.0 FTEs full-time staff
o 2.0 FTE Vacant
• Approx. 2.0 FTEs Consultant Staff
Responsibilities:
 Land Development Review
 Engineering and Encroachment Permits
 Floodplain Management
 Land Development Permit Inspections
 Annual Capital Maintenance Projects-
Pavement and Concrete
8 May 7, 2024
FY 2024-25 PW Annual Work Program
FY 2024-25 PW Annual Work Program
62 Engineering Division
FY23/24 Accomplishments
• Processed 21 Development Projects for
Construction and/or Completion
• Issued 153 Encroachment Permits and 44
Transportation Permits
• 4.6 Centerline mile of pavement resurfaced or
paved
• Award 2023 Pavement Rehabilitation Project
• Designing the 2024 Pavement Rehabilitation
Project
9 May 7, 2024 FY 2024-25 PW Annual Work Program
63 Engineering Division Projects
•Land Development Review and
Plan Check
•Annual Pavement and Concrete
Maintenance Projects
•Encroachment Permit Review,
Approval, and Inspection
•Review/Update Fee Schedule
10 May 7, 2024 FY 2024-25 PW Annual Work Program
64 Parks and Open Space Division
• 8.0 FTEs full-time staff
o (1.0 FTE Vacant)
• approx. 2.0 FTE Consultant 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
11 May 7, 2024 FY 2024-25 PW Annual Work Program
65 Parks and Open Space Division
FY23/24 Accomplishments
• Stow Grove Community Tree Planting
• Ellwood Mesa Wildfire Risk
Reduction Permit from Coastal
Commission
• Ellwood Monarch Butterfly Phase 1
Project Approval and Permits
• Winter Storms Emergency Projects
• Abandoned Encampment Clean Ups
12May 7, 2024 FY 2024-25 PW Annual Work Program
66 Parks and Open Space Division Projects
• Ellwood Mesa Monarch Butterfly Management
Plan Phase 1 Implementation
• Ellwood Neighborhoods Hazardous Fuels
Reduction (Wildfire Risk Mitigation)
• Ellwood Beach Access Improvements
• Lake Los Carneros Dam Emergency Action
Plan
• Jonny D. Wallis Park Splash Pad Maintenance
• Armitos Park Community Garden Maintenance
13May 7, 2024 FY 2024-25 PW Annual Work Program
67 CIP Division
• 6.75 FTEs full-time staff
o 1.0 FTEs (Vacant)
• Approx. 2.0 FTE 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
14 May 7, 2024 FY 2024-25 PW Annual Work Program
68 CIP Division Significant FY23/24
Accomplishments
•San Jose Creek Bike Path – Middle
Extents Construction Completed
•Installed RRFBs Calle Real and
Fairview
•Awarded Project Connect and Interim
Striping Projects
•California Transportation Commission
Allocated ATP Construction Funding to
San Jose Creek Bike Path Northern &
Southern Extents
15May 7, 2024 FY 2024-25 PW Annual Work Program
69 CIP Division’s Major Projects
•Project Connect
•Hollister Avenue Old Town Interim
Striping Project
•San Jose Creek Bike
Multipurpose Path (Northern and
Southern Segments)
•Cathedral Oaks Cribwall
•City-wide Traffic Signal Upgrades
•2023/24 Storm Damages Repair
Projects
16May 7, 2024 FY 2024-25 PW Annual Work Program
70 Street Lighting Division
•0.25 FTEs full-time staff
Responsibilities:
 Streetlight Tracking and
Management
 Streetlight Maintenance
 Emergency Streetlight
Maintenance
17 May 7, 2024 FY 2024-25 PW Annual Work Program
71 Street Lighting Division FY23/24
Accomplishments and Major Projects
• Managed Streetlight Maintenance Requests,
Inquires, and Questions
Major Projects
• Establish and Maintain Streetlight Engineering
Standards
• Establish Streetlight Wiring Identification
Protocol – Provide USA/DigAlert Service
• Establish Design and Budget for Street
Lighting Installation and Replacement Program
18 May 7, 2024 FY 2024-25 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) 19 May 7, 2024 FY 2024-25 PW Annual Work Program
73 Traffic Engineering Division
FY23/24 Accomplishments
• Design review of $3M Systemic
Traffic Signal Project
• Value Engineered Old Town
Hollister Interim Striping Project
• Signal Upgrades to Hollister Old
Town Corridor
20 May 7, 2024 FY 2024-25 PW Annual Work Program
74 Traffic Engineering Division
Projects
• Traffic Signal Upgrades and
Replacements
• Develop and Implement
Neighborhood Traffic Calming
Policy
• Traffic Engineering Safety
Studies and Projects
• Develop Vision Zero Program
21 May 7, 2024 FY 2024-25 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
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
22May 7, 2024 FY 2024-25 PW Annual Work Program
76 Street Maintenance Division Key
Accomplishments and Project
Milestones, FY23/24
• Striping Installations
• Los Carneros Road and Phelps Road Weed
Mitigation Project
• Phelps Road Drainage Project
• Goleta Community Center Tree Trimming
Project
23May 7, 2024 FY 2024-25 PW Annual Work Program
77 Street Maintenance Division
Major Projects
• Corp Yard CIP Project
• City Concrete Grinding Program
• Weed Abatement & Vegetation
Reduction Projects
• Public Works Safety Training Program
• Covington Way Drainage Clearance
• Overhead Signal Sign Replacement
Program
• City Sand Bunker Project
• Hollister & Nectarine Bus Stop Shelter
24 May 7, 2024 FY 2024-25 PW Annual Work Program
78 Environmental Services Division
• 3.0 FTEs
• Approx. 2.0 FTE Consultant Staff
Responsibilities:
 Waste Reduction Programs and Services (13
programs)
 Stormwater/MS4 Programs and Services
(>19 programs)
 Creek And Watershed Management Program
(CWMP)
 Beautify Goleta and Volunteer Programs
25 May 7, 2024 FY 2024-25 PW Annual Work Program
79 Environmental Services Division
FY23/24 Accomplishments
• City-wide water quality characterization Phase I
completed
• Removed 265,000 lbs of trash and recyclables
from the community (approximately 104 Prius)
• Improved trash grades on 126 street segments
• Over 10 Beautify Goleta and Public Participation
Events
• Clean Community: Responded to over 150 reports
of illegal dumping; 12 reports of illicit discharge
26 May 7, 2024 FY 2024-25 PW Annual Work Program
80 Environmental Services Division
Projects
• Creek Watershed Management Program
o Watershed Restoration Feasibility and Prioritization
Guide
o Creek Monitoring and Assessment Work Plan
o Watershed Forensic Analysis Phase II
o City-wide Multi-benefit Watershed Projects Assessment • Tier 2 Edible Food Recovery Program
• Old Town Full Trash Capture Phase I
• GIS asset management and public facing tools
• Public Outreach and Division Events
27 May 7, 2024 FY 2024-25 PW Annual Work Program
81 Current Public Works Staffing
28May 7, 2024 FY 2024-25 PW Annual Work Program
Total Authorized
Positions (FTE)
Vacant Positions
(FTE)
Filled Positions
(FTE)Division

5.002.003.00Administration

4.002.002.00Engineering

8.001.007.00Parks & Open Space

6.751.005.75Capital Improvement
Program

0.25---0.25Street Lighting

2.001.001.00Traffic Engineering
Operations & Maintenance

7.001.006.00Street Maintenance

3.00---3.00Environmental Services

36.008.0028.00TOTAL
82 FY 2024-25 PW Annual Work ProgramMay 7, 2024
Proposed
Organizational Chart
29 29
83 30
Recommendation
•Discuss work priorities and adopt an Annual Work Program for FY 2024-25 for the Public Works Department.

May 7, 2024 FY 2024-25 PW Annual Work Program
84

Goleta City CouncilMay 7, 2024

Goleta City Council
May 7, 2024