2025-27 Strategic Plan Updates & Future Priorities Workshop — Goleta City Council, February 18, 2025

Agenda Item D.2

MS DISCUSSION/ACTION ITEM
Meeting Date: February 18, 2025
TO: Mayor and Councilmembers
SUBMITTED BY: Robert Nisbet, City Manager
PREPARED BY: Luke Rioux, Finance Director
Shannon Kirn, Assistant to the City Manager
SUBJECT: 2025-27 Strategic Plan Updates & Future Priorities Workshop RECOMMENDATION:

A. Review proposed updates to the 2025-27 Strategic Plan; and B. Provide direction to staff on any new future work efforts BACKGROUND:

The City of Goleta’s Strategic Plan (Plan) serves as a guiding policy resource that outlines the City’s priorities, goals and initiatives providing a roadmap for future decision making, resource allocations, and program development. The Plan is linked to the City’s budget process and informs the annual work programs for each department, ensuring that financial resources and operational efforts align with City Council priorities. The Plan is driven by the City’s Vision Statement which articulates the community’s key attributes and values, setting the foundation for policy development and strategic planning. Covering a two-year period , the Plan runs concurrently with the City’s Two -Year Budget Plan to ensure ongoing alignment between financial planning, operational priorities and long-term strategic goals.

The Plan consists of nine (9) overarching key initiatives which serve as a framework for the City’s strategic direction and objectives:

1. Support Environmental Vitality

2. Support Community Vitality and Enhanced Recreational Opportunities

3. Ensure Financial Stability

4. Support Economic Vitality

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City

7. Maintain a Safe Community

8. Enhance the Efficiency and Transparency of City Operations 1 Meeting Date: February 18, 2025

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9. Ensure Equity, Inclusion, and Access in City Programs, Services and Activities Each initiative contains a set of strategies and objectives that guide City efforts . The strategies define broad areas of focus and describe the future state of a condition or result to be achieved. The strategies are broken down into objectives which provide measurable targets, tasks, and types of actions that are typically achievable within a two-year budget cycle. More recently, strategies and objectives have evolved to address more complex long-term projects that involve multifaceted approaches, such as transportation and Vision Zero.

Related to transportation initiative s and the capital project prioritization exercise, the Mayor and Mayor Pro Tempore have requested that Council have an opportunity to discuss the creation of a new Council committee, with a proposed working name of “Transportation and Circulation Standing Committee”.

There is some history to this request. On December 20, 2016, Councilmember Kasdin requested consideration to create a transportation committee and at that meeting, Council requested additional information on the idea. On February 21, 2017, a Council vote was taken to table the establishment of a Traffic and Transportation Standing Committee.

Staff is requesting direction from Council on whether to form a new committee tentatively called Transportation and Circulation Standing Committee. If Council directs the formation of this committee, staff will return to Council at a future date with the final suggested name of the committee, a summary of the purpose of the committee, the frequency of meetings, and request that Council select two councilmembers to serve on the committee.

DISCUSSION:
2025-27 Strategic Plan Update
In preparation for the 202 5-27 budget cycle, staff are proposing updates to the current 2023-25 Plan to reflect the strategic goals and budgeted items that City Council wishes to pursue.

The proposed changes generally include updating or removing strategies and objectives that have been completed and have now become ongoing or operational in nature and are, therefore, not broad statements of purpose or intent appropriate for a strategic plan.

Operational and ongoing items are reflected in departments’ annual work programs and the program narratives of the Two-Year Budget Plan.

The purpose of this report is to discuss the City’s existing priorities, accomplishments over the last two years, staff’s proposed updates to the Plan, opportunities for refinement, and potential new work effort within current staff capacity and budget. Given that work is underway with current priorities, there is limited staff capacity to add new items on top of existing ones, however, there is capacity for refinement of existing priorities and restructuring of priorities if new ones are added. The actual budget allocation requests for the objectives listed in the Plan will be added to the operating and C apital Improvement 2 Meeting Date: February 18, 2025

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Program portions of the budget document once the numbers are finalized through the upcoming work program and budget workshop process.

Accomplishments
Numerous objectives were accomplished over the last two fiscal year s or will be substantially completed by the end of FY 2024-25. The following accomplishments within each key initiative are proposed for removal:

1. Support Environmental Vitality
 1.1.3. Completed installation of electronic vehicle charging stations at City Hall  1.1.4. Completed adoption of a “REACH” building code

2. Support Community Vitality and Enhanced Recreational Opportunities  2.1.2. Restructured the Support to Other Agencies Program as an RFP and established a specific program
 2.1.3. Explored op tions for senior program and replaced the discontinued senior program with direct senior programming provided by City staff  2.2.5 Constructed a splash pad and other improvements at Jonny D. Wallis Neighborhood Park and continue to work on the next phase of opening and operating
 2.2.6. Refined process for providing support to other agencies  2.2.11. Constructed a community garden at Armitos Park  2.2.15. Explored options for city sponsored events and started hosting Coffee & Community events in each district
 2.3.1. Launched various childcare programs through collaboration with existing partners
 2.3.2. Participated in the county-wide regional childcare planning group

3. Ensure Financial Stability
 3.1.1. Explored software for content management and will be implementing a new content manager and document repository

4. Support Economic Vitality
 4.3.1. Launched the #GoodLandGoodShopping camp aign and will continue campaign outreach

5. Strengthen Infrastructure
 5.4.3. Completed the seismic upgrade project at the Goleta Community Center  5.4.7. Developed a plan to renovate and upgrade the aging Goleta Valley Library through the Building Forward Library Facilities Improvement Program Grant
 5.4.11. Implemented a vehicle maintenance and replacement plan

6. Return Old Town to a Vital Center of the City
 6.1.3. Completed the design and construction of the San Jose Creek Multimodal Path Project (Middle Extent) from Jonny D. Wallis Park to Armitos Ave.

9. Ensure Equity, Inclusion, and Access in City Programs, Services, and Activities  9.4.1. Continue to provide outreach and engagement in Spanish 3 Meeting Date: February 18, 2025

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 9.4.2. Held first bilingual LEAD Goleta in 2023 and will continue to hold Bilingual LEAD Goleta academy annually
 9.4.3 Continue to provide outreach and engagement in Spanish for Library resources and programming
 9.4.4. Launched live in-person simultaneous in Spanish interpretation at each city council meeting in 2024 and continue provide interpretation at meetings and key events
 9.4.5. Continue to provide CERT and LISTOS training programs in Spanish

Work In Progress and Proposed Updates
While numerous objectives from the current Strategic Plan have been completed, others remain actively in progress and continue to shape the City’s operational priorities. Major revisions and additions to the Plan were made to three (3) initiatives: 3. Ensure Financial Stability, 5. Strengthen Infrastructure, and 8. Enhance the Efficiency and Transparency of City Operations. Other changes include revisions to existing items to provide additional clarity and are intended to reflect changes or next steps of a project or program. See Attachment 1 for a redline version of the draft 2025 -27 Strategic Plan with all proposed changes.

 3. Ensure Financial Stability
o Strategic Goal 3.6 was updated to add clarity to the reserve policies and pursue assessment rates to address unfunded mandates
 5. Strengthen Infrastructure
o Strategic goal 5.6 was updated and objectives were added to better reflect incorporating the Vision Zero approach into all CIP and maintenance projects and specific techniques to achieve Vision Zero  8. Enhance the Efficiency and Transparency of City Operations o Strategic goal 8.4 and objective 8.4.1 were added to address the integration of artificial intelligence (AI) and robotic process automation into City operations

The upcoming department work program workshops will provide more details on ongoing and pending work efforts, where staff will present department accomplishments, progress updates, upcoming fiscal year priorities , and long -term work efforts for additional feedback. See Attachment 2 for a draft clean version of the 2025-27 Strategic Plan.

Opportunities for Refinements – Near-Term and Long-Term At the workshop, the City Council will have the opportunity to:

 Review current funding priorities and assess the preliminary five-year financial outlook, which will be provided at the workshop
 Evaluate potential refinement to existing initiatives, strategic goals and objectives  Provide direction on new initiatives, strategies, and objectives, recognizing that:
o Any proposed new initiatives, strategies, or objectives will be noted by staff for further evaluation
4 Meeting Date: February 18, 2025

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o Staff will assess feasibility, considering factors such as capacity and available resources , funding constraints and availability, and implementation timelines and staff workload
o Any new direction or request for additional information provided by Council will be brought back for further analysis, including a detailed assessment of potential impacts and feasibility, and options for integration into future work programs and budgets during the upcoming department work program workshops

Next Steps
The completion of the Strategic Plan ensures alignment between the City Council’s priorities and the department's annual work programs and informs the preparation of the two-year budget . At t he workshop, staff will document and confirm City Council’s suggested changes to the Plan for the near - and long -term updates to initiatives, strategies, and objectives. Staff will integrate the City Council’s consensus feedback from the workshop into the upcoming department's annual work programs and budget planning discussions.

Below is a draft schedule of upcoming key dates from the City’s budget calendar, allowing for additional public input and City Council direction on priorities and funding:

Key Dates Topic Description
March 4, 18, &
April 1
Annual Department Work Program
Workshops
Staff will present detailed
work programs, aligning
with the strategic plan,
and receive feedback
April 15 Operating Budget Workshop Review of the operating budget
May 6 Capital Improvement Program Budget
Workshop
Review of major capital
projects and funding
assessment
May 6 Final Adoption of Strategic Plan and
Annual Work Programs
City Council finalizes and
adopts Strategic Plan and
department work
programs
June 17 Final Adoption of Budget City Council formally
adopts the Two-Year
Budget Plan

FISCAL IMPACTS:

This item is to facilitate discussion and receive input, feedback and discussion on the Strategic Plan and future funding priorities. As such, there is no immediate fiscal impact associated with the discussion.

ALTERNATIVES:
5 Meeting Date: February 18, 2025

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The City Council can direct staff to bring this item back for further discussion.

LEGAL REVIEW BY: Isaac Rosen, Acting City Attorney

APPROVED BY: Robert Nisbet, City Manager

ATTACHMENTS:

1. Redline 2025-27 Strategic Plan

2. Clean Version 2025-27 Strategic Plan

3. Staff PowerPoint
6 ATTACHMENT 1
Redline 2025-27 Strategic Plan
7 City of Goleta
20253-275 Strategic Plan
8

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Table of Contents

Table of Contents ...................................................................................................... 2 Introduction ........................................................................................................... 3 Citywide Key Initiatives .......................................................................................... 4

1. Support Environmental Vitality ...................................................................... 5

2. Support Community Vitality and Enhanced Recreational Opportunities ....... 7

3. Ensure Financial Stability .............................................................................. 9

4. Support Economic Vitality ........................................................................... 11

5. Strengthen Infrastructure ............................................................................. 13

6. Return Old Town to a Vital Center of the City ............................................. 16

7. Maintain a Safe and Healthy Community .................................................... 17

8. Enhance the Efficiency and Transparency of City Operations .................... 18

9. Ensure Equity, Inclusion, and Access in City Programs, Services, and Activities ............................................................................................................... 20

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Introduction

The Goleta community values its unique f eatures including its diverse blend of neighborhoods, scenic views, open spaces, nat ural resources, and thriving businesses.

To maintain and enhance these distinguishing characteristics, the City Council adopted a Strategic Plan to manage and support the development of the community.

A Strategic Plan identifies the priorities and goals of an organization in order to create a roadmap to guide future decision making. Goleta’s Strategic Plan is driven by its vision statement which describes t he community, its key attribut es, and its values. The Plan articulates nine overarching Citywide strategies that guide the City toward achieving its vision. These overarching strategies serve as an umbrella for the strategic goals and objectives organized beneath them. Strategic goals identify and describe the broad outcomes to achieve each Citywide strategy, and objectives provide measurable targets by identifying specific actions for staff to take. The Plan is updated on a two-year cycle that runs concurrently with the City’s Two-Year Budget Pl an. The plan assists staff in developing the Budget and annual Work Program s, balancing the identified objectives with available funding and staff resources.

VISION STATEMENT: Goleta is a beautiful, safe, and dive rse community of residents with family-friendly neighborhoods that values the envir onment, agriculture, and open space while encouraging housing, recreation, and business opportunities. 10

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Citywide Key Initiatives

There are 9 citywide key initiatives. Within these citywide initiatives there are 45 strategies, and 145 objectives.

1. Support Environm ental Vitality

2. Support Community Vitality and E nhanced Recreational Opportunities

3. Ensure Financial Stability

4. Support Economic Vitality

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City

7. Maintain a Safe Community

8. Enhance the Efficiency and Trans parency of City Operations

9. Ensure Equity, Inclusion, and access in ci ty programs, services, and activities 11

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1. Support Environmental Vitality

The City of Goleta strives to support and enhance the quality of life and preserve the integrity of the environment. The City recognizes that open space and natural resources are limited and valuable, which is why the City participates in activities to support a more sustainable community with attention to ecosystem protection.

Additionally, the City continues to promote environmental vitality by improving air and stormwater quality, preserving wa tersheds, and addressing climate change by reducing greenhouse gas emissions and planning for climate adaptation. The City takes a comprehensive approach to sustainable practices that recognize the importance of a strong economy, comm unity well-being and conserving environmental resources today for t he benefit of future generations.

1.1. Strategic Goal: Promote renewable energy, energy conservation and local energy resiliency

Objectives

1.1.1. Continue Iimplementation of the Strategic Energy Plan in furtherance of the City's adopted 100% renewable energy goals

1.1.2. Encourage energy conservation through enhanced insulation, LED replacement lighting and similar measures, including at City-owned facilities

1.1.3. Encourage renewable energy generation and use through installation of solar panels, battery energy storage, electric vehicle charging stations and similar measures, including at City-owned facilities and complete installation of electric vehicle charging stations at City Hall

1.1.4. Adopt a "Reach" Building Code

1.1.5.1.1.4. Continue to work with the Sant a Barbara County Regional Climate Collaborative to share resources to address climate change

1.1.6.1.1.5. Continue iImplementation of the City’s Climate Action Plan

1.1.7.1.1.6. Update policies to address sea level rise

1.1.8.1.1.7. Promote increased electric grid resiliency by encouraging backup inverters, microgrids, battery storage and other strategies, as appropriate, to enable Goleta to withstand blackouts and other energy challenges

1.2. Strategic Goal: Advance City water conservation efforts and practices Objectives

1.2.1. Expand the use of reclaimed water wherever possible

1.2.2. Utilize native, drought-tolerant landscaping on City-owned facilities

1.2.3. Encourage the use of greywater systems in residential construction

1.2.4. Support water conservation efforts and encourage stormwater capture to facilitate groundwater recharge

1.3. Strategic Goal: Adopt best practices in sustainability Objectives
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1.3.1. Continue to work with Sant a Barbara County Fire on uU pdatinge the Community Wildfire Protection Plan

1.3.2. Continue Ii mplementation of the Ellwood Mesa/Sperling Preserve Open Space Monarch Butterfly Habitat Management Plan

1.3.3. Continue implementation of Implement the Ellwood Mesa Coastal Trails and Habitat Restoration Project

1.3.4. Continue implementation of Implement the Creek and Watershed Management Plan

1.3.5. Offer services and implement programs to help the community reduce, reuse and recycle materials to promote zero waste practices

1.3.6. Update the existing CEQA Thresholds Manual

1.3.7. Utilize the STAR Community Rating System certification results as a means to assess sustainability efforts

1.3.8. Participate in Central Coast Community Energy (3CE)

1.3.9. Explore preservingPreserve agricultural resources and urban agriculture

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2. Support Community Vi tality and Enhanced Recreational Opportunities

Goleta is a highly desirable place to liv e, work, and play because of the natural beauty of its location and the di versity and vitality of its residents. Preserving the quality of life in Goleta is highly valued and communicated as a priority through the City’s vision statement and General Plan. The quality of life is formed through the diverse blend of neighborhoods, housin g opportunities, open spaces, parks and recreation, natural resources and habitat, and agricultural landscape throughout the community. T hese elements must be preserved to maintain Goleta’s character and livability for generations to come.

2.1. Strategic Goal: Provide community development for neighborhoods and social welfare assistance for disadvantaged and/or marginalized groups.

Objectives

2.1.1. Implement Updat e adopted the Homelessness Strategic Plan to prevent homelessness in the City and to address the needs of Goleta-area homeless, and those at risk of exper iencing homelessness, including homeless veterans, youth, seniors, individuals, families, and the vehicular homeless

2.1.2. Restructure the tourism and econom ic development funding provided through the Support to Other Agenc ies Program as an RFP to enable expanded purposes, including community development purposes

2.1.3. Explore options to replace discont inued senior nutrition, recreation, and support programming at the Goleta Community Center

2.2. Strategic Goal: Support programs that enhance quality of life in the Goleta community such as recreation, public safety, human services, and cultural arts
Objectives

2.2.1. Continue Iimplementation of the Parks, Facilities, and Playgrounds Master Plan

2.2.2. Continue Iimplementation of the Goleta Community Center Strategic Plan

2.2.3. Explore opportunities for increasing the number of active parks and open space, emphasizing underserved ar eas of the community and areas designated for future new residential development

2.2.4. Ensure that new parks and recreational amenities for the public are provided concurrent with new development

2.2.5. Construct Open and operate a splash pad at Jonny D. Wallis Neighborhood Park

2.2.6. Evaluate and refine the formalized pr ocess for providing support to other agencies by establishing specific program and service categories and a funding and management process specific to each category

2.2.7.2.2.6. Update the Lake Los Carneros Na tural and Historical Preserve Master Plan
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2.2.8.2.2.7. Collaborate with representatives of the Chumash to assess the development of a Chumash cultural center in Goleta

2.2.9.2.2.8. Install a restroom facilityDevelop a Master Plan for Evergreen Parkat Evergreen Park

2.2.10. Renovate the multi-purpose recreati on field at Evergreen Park after reclaimed water service is secured

2.2.11. Construct a community garden at Armitos Park

2.2.12.2.2.9. Explore opportunities for expans ion of passive open space on Ellwood Mesa (Mathilda Parcels) as they arise

2.2.13.2.2.10. Encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas of the Los Padres National Forest

2.2.14.2.2.11. Develop a public art installation policy

2.2.15. Explore feasibility of city sponsored community engagement type of activities such as the National Night Out event that occurs each August

2.3. Strategic Goal: Support childcare initiatives and programs

Objectives

2.3.1. Adopt a Childcare Strategic Plan

2.3.2. Participate in county-wi de and Santa Barbara Sout h Coast regional efforts to increase the availability and affordability of childcare

2.3.3.2.3.1. Promote incorporation of childcare centers into future commercial and residential development and evaluate the community’s need for additional affordable, quality childcare

2.4. Strategic Goal: Support and implement the General Plan Objective

2.4.1. Continue Ii mplementation of the Historic Preservation and Cultural Resource Program and the associated ordinance

2.5. Strategic Goal: Support the Goleta Library as a robust community resource

Objective

2.5.1. Develop, adopt, and begin to implementimplementing a Strategic Plan for the Goleta Valley Library

2.5.2. Explore the opportunity to establish satellite library services in Old Town in alignment with the Goleta Valley Library Strategic Plan

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3. Ensure Financial Stability

The long-term financial health of the City is an essential component to be able to deliver high-quality services to residents and bus inesses. Financial sustainability includes effective financial accounting systems, improved resource management, strong investment programs, prudent budgeting principles, revenue diversity and investment in city infrastructure.

3.1. Strategic Goal: Provide accurate, reliable, and timely financial information

Objective

3.1.1. Explore additional software modules such as and Content Manager for the City’ financial system

3.1.1.3.1.2. Implement budget focused Cont ent Manager and Documentary Repository

3.2. Strategic Goal: Enhance revenue by seeking grants and implementing financing strategies that strengthen the City’s budget

Objective

3.2.1. Evaluate debt financing options and secure financing for large infrastructure projects with long useful lives to achieve inter-generational equity

3.3. Strategic Goal: Maintain sound fiscal policies and budgeting principles

Objective

3.3.1. Update and implement the Cost Allo cation Plan and Comprehensive User Fee Study to ensure full cost recovery

3.4. Strategic Goal: Address Revenue Neutrality Agreement

Objective

3.4.1. Explore opportunities to further address revenue neutrality agreement

3.5. Strategic Goal: Maintain and update the 5-year budget forecast and long- range financial forecast

Objectives

3.5.1. Enhance the current 5-year budget fore cast, including analysis on other primary special revenue operation funds

3.5.2. Maintain and update the 20-year long range financial forecast

3.6. Strategic Goal: Maintain prudent financial reserve policy

Objectives

3.6.1. Update the reserve policies and add reserve categories 16

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3.6.1. Identify areas of unfunded priorities which includes such as with deferred maintenance, and facility improvements and replacements , and Section 115 Trusts (pension and retiree healthcare costs).

3.6.2. Pursue updating the City’s Streetlighting assessment rate

3.6.2.3.6.3. Pursue a comprehensive study for stormwater funding to address unfunded mandates

3.7. Strategic Goal: Leverage longstanding partnerships for well-funded and cost- effective library services

Objectives

3.7.1. Seek increases to State and County funding for library services

3.7.2. Advocate for continued regional cooper ation and resource sharing for the benefit of library users

3.7.3. Secure funding for long-term operati ons and expansion of mobile library services in the Goleta Valley Library’s service area (County Library Zone 4)

3.7.4. Ensure regional funding for the Goleta Valley Library that is fair and equitable to City of Goleta residents

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4. Support Economic Vitality

A vibrant local economy is another indicator of the overall “health” of a community. Local businesses, nonprofits and other organizations play a key role in creating a diverse local economy. The City Council is committed to supporting a vital and sustainable local economy.

4.1. Strategic Goal: Promote a sustainable local economy

Objectives
Continue Ii mplementation of the City’s Economic Development Strategic Plan to enable the City to evaluat e opportunities for economic and community development
Invest in local infrastructure improvements that enhance economic sustainability, such as street and sidewalk rehabilitation, renewable energy and grid resiliency
Develop a broadband strategic plan
Support local businesses by facilita ting and promoting communication, collaboration, advocacy and assistance

4.1.5. Investigate the future vitality of Aero
as a district planning area

4.2. Strategic Goal: In response to emergency events, address the acute needs of local business owners, nonprofits and other organizations and their employees
Objectives

4.2.1. Monitor emergency events and their effects on the business community

4.2.2. Identify and distribute relief funds to local individuals, families, businesses, non-profits, and other organizations, as needed, in response to emergency events

4.2.3. Support partnership organizations to provide additional relief, when needed

4.3. Strategic Goal: Encourage residents, neighboring shoppers, and tourists to support locally owned businesses in Goleta
Objective

4.3.1. Implement the #GoodlandGoodshoppi ng campaign to enhance awareness of the importance of shopping locally to support businesses in Goleta

4.4. Strategic Goal: Support regional economic vitality in the community through enhanced partnerships such as with UCSB, local businesses, and Chamber of Commerce organizations
Objective

4.4.1. Support business start-up, retention, and expansion, as well as events that attract vendors and tourists
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4.5. Strategic Goal: Encourage and assist en trepreneurs and companies to start or expand their businesses in Goleta and serve as liaison by connecting those businesses to resources
Objective

4.5.1. Provide assistance, financial or ot herwise, including through Goleta Entrepreneurial Magnet (GEM) program where appropriate, and regulatory changes to support local start-ups, and enable local businesses to expand in Goleta

4.6. Strategic Goal: Increase the amount of City property that can be utilized for various community uses and benefits
Objective

4.6.1. Explore grants that would aid in the City’s efforts to secure property for community uses

4.7. Strategic Goal: Support organizations, pr ograms, and policies that facilitate affordable housing for the Goleta workforce
Objectives

4.7.1. Provide assistance, financial or otherwise, where possible, and regulatory changes to support affordable housing by for-profit and non-profit developers, and homeowners

4.7.2. Implement inclusionary housing polic ies for rental housing that meet requirements under state law

4.7.3. Develop tools, such as local pref erence ordinances or loans to enable additional affordable housing or to allow new housing to have a smaller impact on neighborhoods

4.7.4. Encourage and/or provide incentives for Goleta employers to provide new housing for their employees near the employers’ workplace

4.7.5. Support organizations, programs, and polic ies that facilitate affordable housing for members of the Goleta wo rkforce, such as first responders, teachers, and nurses

4.7.6. Support tenant rights and tenant prot ections by developing a Tenant Protections Ordinance

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5. Strengthen Infrastructure

Strategically focusing on a well-maintained infrastructure that is clean, safe, and supports the City’s current and future needs will increase the overall health and quality of living in the community. The goals and objectives dev eloped herein are aimed at improving infrastructure, which includes Citywide public facilities, roads and traffic circulation. This includes supporting projects wh ich will enhance the effici ency of travel, accommodating multi-modal transportation which takes into consideration the various modes of transportation such as transit, rail, walk ing, bicycling, and the connections among all modes. It also includes communication infrastructure, such as broadband, and cable.

5.1. Strategic Goal: Strengthen Citywide infrastructure including roads and traffic circulation, including bicycle lanes, paths, and sidewalks

Objectives

5.1.1. Implement the Bicycle/ Pedestrian Master Plan

5.1.2. Construct multi-modal train and transit station and develop a plan for interior uses and design

5.1.3. Design and construct pedestrian crosswalk improvement projects at various locations throughout the City

5.1.1. 5.1.4.5.1.2. Design and construct priority projects identified in the City’s 5-year Capital Improvements Program

5.1.5.5.1.3. Budget and perform regular main tenance of the San Jose Creek channel to ensure fish-passage function and capacity for flood events

5.2. Strategic Goal: Encourage Use of Alte rnative Transportation Methods that Reduce Vehicle Miles Traveled
Objectives

5.2.1. Pursue sustainable land use practices through the General Plan, including walkable, mixed use urban environment s that include recreational and commercial opportunities

5.2.2. Evaluate opportunities for shared mobility approaches across the region

5.2.3. Encourage and promote alternative trans portation, including transit, biking and walking, including through ex isting partnerships with SBCAG , Traffic Solutions and MTD

5.3. Strategic Goal: Protect and maintain our roadway system Objectives

5.3.1. Maintain and regularly update the Ci ty’s Pavement Management Program to ensure the City tracks and meets the timelines for updating streets, roads, and sidewalks in the City limits

5.3.2. Design and construct pavement overla ys, rehabilitation and reconstruction projects that will achieve and maintain a Council-approved Citywide Pavement Condition Index (PCI), wh ich is the mechanism for determining which roads to prioritize for the Pavement Management Program 20

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5.3.3. Design and seek funding for the Cathedral Oaks Crib Wall Repair Project

5.4. Strategic Goal: Protect and maintain our City-owned facilities and critical operational assets (vehicles and computing infrastructure)

Objectives

5.4.1. Implement a maintenance and repair schedule for City facilities

5.4.2. Implement asset management software to systematically forecast capital maintenance and renewal costs and re serve targets for City assets including buildings, fleet equi pment, and information technology components

5.4.3. Complete the seismic upgrade project at Goleta Community Center

5.4.4.5.4.3. Complete design and award construction contract for ADA improvements at the Goleta Community Center that ar e triggered by the seismic project

5.4.5.5.4.4. Complete ADA projects at the Goleta Valley Library

5.4.6.5.4.5. Develop a plan to renovate and refresh the Goleta Community Center buildings to better meet community needs

5.4.7.5.4.6. Develop a plan to Implement in frastructure and accessibility improvements to the renovatione and upgrade the aging Goleta Valley Library building

5.4.8.5.4.7. Preserve the City’s historic proper ties, including the Historic Train Depot and the Stow House campus, for future generations

5.4.9.5.4.8. Develop a plan to expand and/or reloca te the Public Works Yard to safely accommodate existing and future streets, parks, and facilities maintenance operations

5.4.10.5.4.9. Develop a new Implement the City’s Information Technology Strategic Plan

5.4.11. Implement a vehicle maintenance and replacement plan

5.4.12.5.4.10. Investigate a more uniform set of policies and procedures consistent with all city properties

5.4.13.5.4.11. Explore and analyze the best use of the triangle property, the vacant property located Northeast of City Hall, in the short term and in the long term

5.5. Strategic Goal: Make public streets saferImprove infrastructure safety and accessibility by incorporating best practices for infrastructure Objectives

5.5.1. Evaluate, regularly maintain, and updat e the City’s traffic signal and electronic traffic control device network

5.5.2. Implement a concrete repair program, design and construct concrete improvement projects to repair damaged sidewalk and trip hazards throughout the City

5.5.3. Develop a plan to evaluate, regularly maintain, and update the City’s street lighting and street light wiring and maintenance of street trees that surround them

5.6. Strategic Goal: Integrate the Vision Zero approach into all Capital Improvement Program (CIP) and mainte nance projects to enhance street 21

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safety for all usersIncorpor ate Vision Zero plans into transportation project design

Objectives

5.7.1. Complete the Goleta Traffic Safety Study and Local Road Safety Plan

5.6.1. Design and construct all CIP and maintenance projects with a focus on Vision Zero principles, prioritizing safety, equity, and data-driven decision- making.

5.6.2. Continue iImplementation of traffic calming measures, protected pedestrian and bicycle infrastructure, and improv ed crossings to reduce conflicts and prevent serious injuries or fatalities.

5.6.3. Ensure accessibility for all users, including people with disabilities, seniors, and children, by incorporating universal design standards.

Complete the Goleta Traffic Safety Study and Local Road Safety Plan

5.6.4. 5.7.2.5.6.5. Update roadway striping concurrent with overlays and slurry seal projects to enhance bicyclist safety and include Complete Streets ConceptImmplement the Bicycle/Pedestrian Master Plan

5.8.5.7. Strategic Goal: Enhance the efficiency of the City’s land use planning framework
Objectives

5.8.1.5.7.1. Complete the City’s Local Coas tal Program (LCP) project for submittal to and certification by t he California Coastal Commission in consultation with Coastal Commission staff

5.8.2.5.7.2. Encourage widespread use of the electronic permit tracking system by the public and staffExplore new digital tools to increase efficiency, accessibility, and transparency

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6. Return Old Town to a Vital Center of the City

The Old Town area is recognized as the historic center of town. Strategic efforts to restore this area include enhancing the physical and economic environment, improving the bicycle and pedestrian experience, managi ng traffic, and minimizing impacts on residential areas, all the while preserving the unique character of the area. As the City matures, there is a growing desire to establish a stronger identity for the community and create a greater sense of place.

6.1. Strategic Goal: Complete infrastructure improvements in Old Town

Objectives

6.1.1. Begin Complete construction of the Ekwill Street and Fowler Road Extensions Project

6.1.2.6.1.1. Begin Complete construction of the Hollister Avenue Bridge Replacement ProjectProject Connect

6.1.3. Complete design and construction of the San Jose Creek Bike Path Project (Middle Extent) from Jonny D. Wallis Park to Armitos Avenue

6.1.4.6.1.2. Develop designs andBegin construction plans for the Northern and Southern Extent of the San Jose Creek Bike Multipurpose Path Project

6.1.5.6.1.3. Complete and evaluate construction of the Hollister Avenue Old Town Interim Striping Project

6.2. Strategic Goal: Improve parking availability in Old Town Objectives

6.2.1. Work with local organizations including Traffic SolutionsSBCAG to evaluate employee parking needs in Old Town

6.2.2. Encourage employee use of alternative transportation as available for Old Town businesses

6.2.3. Complete rehabilitation of Orange Avenue lot for public use

6.2.4. Enforce the timed parking restrictions in Old Town

6.3. Strategic Goal: Support the continued vigor and vitality in Old Town Objectives

6.3.1. Study the feasibility of pursuing state or federal historic registry listing for the Goleta Valley Community Center

6.3.2. Enhance connections between the Goleta Community Center and Old Town residents and businesses

6.3.3.6.3.2. Initiate the Old Town Visioning process.

6.3.4.6.3.3. Explore the potential acquisition of the MOT Site with the Goleta Union School District

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7. Maintain a Safe and Healthy Community

The City places a high priority on public sa fety and will continue to work collaboratively with police, fire, residents, and businesses to maintain Goleta’s safe community. This includes providing high-quality crime prevention and law enforcement services, efficient emergency services in order to minimize exposure to health and safety hazards and maintaining robust training programs fo r community education and increased public awareness.

7.1. Strategic Goal: Maintain robust co mmunity/emergency preparedness programs

Objectives

7.1.1. Provide Community Emergency Response Team (CERT) training programs (in English and Spanish) for adults, teens, seniors and Spanish-speakers

7.1.2. Provide the LISTOS basic emergency and disaster readiness public education program for Spanish-speaking populations

7.1.3. Engage City staff in regular Emergency Preparedness drills and mock activation of the City’s Emergency Operations Center (EOC)

7.2. Strategic Goal: Participate in regional public safety collaboration Objectives

7.2.1. Work with the Santa Barbara C ounty Fire Department and the Santa Barbara County Sheriff’s Office to ensure adequate staffing levels and services are provided to the community

7.2.2. Review current evacuation plans and pr ocedures with the County Sheriff’s Office, the primary agency for all evacuation matters, and County Fire Department, the assisting agency

7.3. Strategic Goal: Continue to enhance public safety efforts throughout the City through Community Resources Deputies

7.4. Strategic Goal: Uphold high visibility for pedestrian and traffic safety through our dedicated Motors Unit

7.5. Strategic Goal: Pursue the Development of Fire Station 10 in collaboration with the Santa Barbara County Fire District

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8. Enhance the Efficiency and Transparency of City Operations

City of Goleta employees are guided by the employee mission statement: “Our mission is to conduct the City’s business in the most efficient, transparent and professional way possible to support a vibrant and sustainable community.” Seven core values serve as a framework for employees to conduct day-to-day business and provide excellent customer service:
 Responsive, efficient, and effective professional behavior  Consistent application of procedures, values and policies  Continuous improvement and professional development
 Collaboration through teamwork in support of a common goal  Open, honest, direct and timely communication
 Fostering high morale through camaraderie, respect, empowerment and enjoyable workplace
 Flexibility, innovation and creativity

8.1. Strategic Goal: Provide professional, efficient, and responsible customer service

8.1.1 Provide timely feedback on responses to issues and resolutions to citizen complaints

8.1.2 Provide initial response to calls and emails from the City Council and the public within one business day

8.2 Strategic Goal: Main tain transparency in all aspects of City Government

8.2.1 Investigate tools to increase presentat ion of financial information on City Website

8.3 Strategic Goal: Continually st rive to improve customer service

8.3.1 Pursue technologies that will improve t he City’s website and the efficiency of online services offered, social media pl atforms, direct email, text, and voice services, and the City’s cable channel

8.3.2 Install an Enterprise Content M anagement (ECM) system for long-term archiving, retrieval, and destruction of paper and digital public records in accordance with records retention policies

8.3.3 Explore and implement options for t he public and staff to seamlessly access information and services and conduct City business remotely and at times most convenient for them

8.4 Strategic Goal: Integrate artifici al intelligence and robotic process automation into City operations

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8.4.1 Develop policies, best practices, and organizational training to define and guide the use of artificial intelligence in City operations.

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9. Ensure Equity, Inclusion, and Access in City Progra ms, Services, and Activities

The City of Goleta has a clear and longstanding commitment to diversity, equity, inclusion and access in government. The City appreciate s and values the physical, social, and psychological differences between people and groups in our community. We endeavor to ensure that everyone in Goleta can reach their highest level of health and potential for a successful life, regardless of their backgr ound and identity, and experience a sense of belonging in our community. To that end, the City will continually examine its policies and practices, seek new and innovative ways to engage and benefit the entire community, and make changes in any government policies, structures, services, or culture that negatively impact or do not fully benefit historically disenfranchised communities.

9.1 Strategic Goal: Develop and maintain a workforce reflecting the diversity of our community, and create a work environment to support all employees

9.1.1 Analyze the City’s employment demographics as compared to the demographics of the community and present data to Council

9.1.2 Continue Iimplementation of targeted recruitment strategies to reach qualified candidates from diverse community groups

9.1.3 Establish, communicate, and enforce policies and practices that ensure a harassment and discrimination free workpl ace with equal opportunity in all areas of employment, including hiring, salaries and benefits, training, and advancement

9.2 Strategic Goal: Create a culture of learning and awareness at the City, and a workforce committed to the principles of diversity, equity, inclusion and access in the provision of City services

9.2.1 Conduct ongoing mandatory and voluntary training and other educational opportunities for staff, elected offici als, and members of City boards and commissions to increase their understandi ng of implicit and explicit bias; individual, institutional, and structural bias; and best practices for achieving equity, inclusion, and access in local government

9.2.2 Engage a cross-section of staff on the Diversity, Equity and Inclusion Team in the implementation of a Diversity, Equity and Inclusion Plan

9.3 Strategic Goal: Strengthen public outreach, promote public engagement in the civic process, increase attendance at City and community events, and improve awareness of and access to City services for all City residents, including underrepresented groups

9.3.1 Consider additional opportunities for public engagement in City activities

9.3.2 Analyze the City’s board and commission appointee demographics as compared to the demographics of the community, and develop targeted 27

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recruitment strategies to reach qualified candidates from diverse community groups and present data to Council

9.3.3 Ensure broad public awareness of City meetings and ev ents, and provide opportunities for public participation

9.3.4 Consider recommendations from t he Public Engagement Commission to increase public participation in government

9.3.5 Pursue opportunities to improve communi cation, program access, and facility access for people with disabilities

9.3.6 Continue the LEAD Goleta program to provide insight to City policymaking and operations, interaction with elected officials and staff, and opportunities for civic engagement

9.4 Strategic Goal: Engage emergent multi-lingual speakers in a strategic way

9.4.1 Develop a Language Equity Plan to provide for outreach and engagement for the primary languages spoken in Goleta besides English

9.4.2 Hold a “City 101” event in Spanish modeled on the existing LEAD Goleta Program but tailored to the needs of the Spanish speaking community

9.4.3 Publicize the availability of Libr ary resources and programming in Spanish

9.4.4 Provide Spanish interpretati on at key meetings and events

9.4.5 Offer Spanish language Community Em ergency Response Team (CERT) and LISTOS training

9.5 Strategic Goal: Continually examin e operational policies and practices to eliminate bias and ensure equity, inclusion, and access

9.5.1 Complete and present the Diversity, Equity, and Inclusion (DEI) Plan to the City Council

9.5.2 Implement the recommendations for changes to policy and practice outlined in the DEI Plan

9.5.3 Use data to develop baselines, set goals, and measure the success of specific programmatic and policy changes

9.5.4 Encourage and support the Santa Barbar a County Sheriff’s ongoing efforts to ensure equitable policing

9.5.5 Collaborate with other public agencies to share resources and best practices

9.5.6 Seek input from relevant organizations and community groups

9.5.7 Explore a method of routine evaluation of equity impacts of City projects and program

28 ATTACHMENT 2
Clean Version 2025-27 Strategic Plan
29 City of Goleta
2025-27 Strategic Plan

Draft
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Table of Contents

Table of Contents ..................................................................................................... 2 Introduction .......................................................................................................... 3 Citywide Key Initiatives ......................................................................................... 4

1. Support Environmental Vitality ..................................................................... 5

2. Support Community Vitality and Enhanced Recreational Opportunities ....... 7

3. Ensure Financial Stability ............................................................................. 9

4. Support Economic Vitality .......................................................................... 11

5. Strengthen Infrastructure ............................................................................ 13

6. Return Old Town to a Vital Center of the City ............................................. 16

7. Maintain a Safe and Healthy Community ................................................... 17

8. Enhance the Efficiency and Transparency of City Operations .................... 18

9. Ensure Equity, Inclusion, and Access in City Programs, Services, and Activities ............................................................................................................. 20

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Introduction

The Goleta communit y values its unique features including its diverse blend of neighborhoods, scenic views, open spaces, natural resources, and thriving businesses.

To maintain and enhance these distinguishing characteristics, the City Council adopted a Strategic Plan to manage and support the development of the community.

A Strategic Plan identifies the priorities and goals of an organization in order to create a roadmap to guide future decision making. Goleta’s Strategic Plan is driven by its vision statement which describe s the community, its key attributes, and its values. The Plan articulates nine overarching Citywide strategies that guide the City toward achieving its vision. These overarching strategies serve as an umbrella for the strategic goals and objectives organiz ed beneath them. Strategic goals identify and describe the broad outcomes to achieve each Citywide strategy, and objectives provide measurable targets by identifying specific actions for staff to take. The Plan is updated on a two -year cycle that runs conc urrently with the City’s Two -Year Budget Plan. The plan assists staff in developing the Budget and annual Work Programs, balancing the identified objectives with available funding and staff resources.

VISION STATEMENT: Goleta is a beautiful, safe, and div erse community of residents with family -friendly neighborhoods that values the environment, agriculture, and open space while encouraging housing, recreation, and business opportunities. 32

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Citywide Key Initiatives

There are 9 citywide key initiatives. Within these citywide initiatives there are 45 strategies, and 145 objectives.

1. Support Environmental Vitality

2. Support Community Vitality and Enhanced Recreational Opportunities

3. Ensure Financial Stability

4. Support Economic Vitality

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City

7. Maintain a Safe Community

8. Enhance the Efficiency and Transparency of City Operations

9. Ensure Equity, Inclusion, and access in city programs, services, and activities 33

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1. Support Environmental Vitality

Additionally, the City continues to promote environmental vitality by improving air and stormwater quality, preserving watersheds, and addressing climate change by reducing greenhouse gas emissions and planning for climate adaptation. The City takes a comprehensive approach to sustainable practices that recognize the importance of a strong economy, community well -being and conserving environmental resources today for the benefit of future generations.

1.1. Strategic Goal: Promote renewable energy, energy conservation and local energy resiliency

Objectives

1.1.1. Continue implementation of the Strategic Energy Plan in furtherance of the City's adopted 100% renewable energy goals

1.1.2. Encourage energy conservation through enhanced insulation, LED replacement lighting and similar measures, including at City-owned facilities

1.1.4. Continue to work with the Santa Barbara County Regi onal Climate Collaborative to share resources to address climate change

1.1.5. Continue implementation of the City’s Climate Action Plan

1.1.6. Update policies to address sea level rise

1.1.7. Promote increased electric grid resiliency by encouraging backup inverters, microgrids, battery storage and other strategies, as appropriate, to enable Goleta to withstand blackouts and other energy challenges

1.2. Strategic Goal: Advance City water conservation efforts and practices Objectives

1.2.1. Expand the use of reclaimed water wherever possible

1.2.2. Utilize native, drought-tolerant landscaping on City-owned facilities

1.2.3. Encourage the use of greywater systems in residential construction

1.2.4. Support water conservation efforts and encourage stormwater capture to facilitate groundwater recharge

1.3. Strategic Goal: Adopt best practices in sustainability Objectives

1.3.1. Continue to work with Santa Barbara County Fire on u pdating the Community Wildfire Protection Plan
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1.3.2. Continue i mplementation of the Ellwood Mesa/Spe rling Preserve Open Space Monarch Butterfly Habitat Management Plan

1.3.3. Continue implementation of the Ellwood Mesa Coastal Trails and Habitat Restoration Project

1.3.4. Continue implementation of the Creek and Watershed Management Plan

1.3.5. Offer services and implement p rograms to help the community reduce, reuse and recycle materials to promote zero waste practices

1.3.6. Update the existing CEQA Thresholds Manual

1.3.7. Utilize the STAR Community Rating System certification results as a means to assess sustainability efforts

1.3.8. Participate in Central Coast Community Energy (3CE)

1.3.9. Preserve agricultural resources and urban agriculture

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2. Support Community Vitality and Enhanced Recreational Opportunities

Goleta is a highly desirable place to live, work, and play because of the natural beauty of its location and the diversity and vitality of its residents. Preserving the quality of life in Goleta is highly valued and communicated as a priority through the City’s vision statement and General Plan. The quality of life is formed through the diverse blend of neighborhood s, housing opportunities, open spaces, parks and recreation, natural resources and habitat, and agricultural landscape throughout the community. These elements must be preserved to maintain Goleta’s character and livability for generations to come.

2.1. Strategic Goal: Provide community development for neighborhoods and social welfare assistance for disadvantaged and/or marginalized groups.

Objectives

2.1.1. Update adopted Homelessness Strategic Plan to prevent homelessness in the City and to address the needs of Goleta -area homeless, and those at risk of experiencing homelessness, including homeless veterans, youth, seniors, individuals, families, and the vehicular homeless

2.2. Strategic Goal: Support programs that enhance quality of life in the Goleta community such as recreation, public safety, human services, and cultural arts
Objectives

2.2.1. Continue implementation of the Parks, Facilities, and Playgrounds Master Plan

2.2.2. Continue implementation of the Goleta Community Center Strategic Plan

2.2.3. Explore opportunities for increasing the number of active parks and open space, emphasizing underserved areas of the community and areas designated for future new residential development

2.2.4. Ensure that new parks and recreational amenities for the public are provided concurrent with new development

2.2.5. Open and operate a splash pad at Jonny D. Wallis Neighborhood Park

2.2.6. Update the Lake Los Carneros Natural and Historical Preserve Master Plan

2.2.7. Collaborate with representatives of the Chumash to assess the development of a Chumash cultural center in Goleta

2.2.8. Develop a Master Plan for Evergreen Park

2.2.9. Explore opportunities for expansion of passive open space on Ellwood Mesa (Mathilda Parcels) as they arise

2.2.10. Encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas of the Los Padres National Forest

2.2.11. Develop a public art installation policy

2.3. Strategic Goal: Support childcare initiatives and programs

Objectives
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2.3.1. Promote incorporation of childcare centers into future commercial and residential development and evaluate the community’s need for additional affordable, quality childcare

2.4. Strategic Goal: Support and implement the General Plan Objective

2.4.1. Continue implementation of the Historic Preservation and Cultural Resource ordinance

2.5. Strategic Goal: Support the Goleta Library as a robust community resource

Objective

2.5.1. Develop, adopt, and begin implementing a Strategic Plan for the Goleta Valley Library

2.5.2. Explore the opportunity to establish satellite library services in Old Town in alignment with the Goleta Valley Library Strategic Plan

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3. Ensure Financial Stability

The long-term financial health of the City is an essential component to be able to deliver high-quality services to residents and businesses. Financial sustainability includes effective financial accounting systems, improved resource management, strong investment programs, prudent budgeting principles, revenue diversity and investment in city infrastructure.

3.1. Strategic Goal: Provide accurate, reliable, and timely financial information

Objective

3.1.1. 3.1.2. Implement budget focused Content Manager and Documentary Repository

3.2. Strategic Goal: Enhance revenue by seeking grants and implementing financing strategies that strengthen the City’s budget

Objective

3.2.1. Evaluate debt financing options and secure financing for large infrastructure projects with long useful lives to achieve inter-generational equity

3.3. Strategic Goal: Maintain sound fiscal policies and budgeting principles

Objective

3.3.1. Update and implement the Cost Allocation Plan and Comprehensive User Fee Study to ensure full cost recovery

3.4. Strategic Goal: Address Revenue Neutrality Agreement

Objective

3.4.1. Explore opportunities to further address revenue neutrality agreement

3.5. Strategic Goal: Maintain and update the 5 -year budget forecast and long - range financial forecast

Objectives

3.5.1. Enhance the current 5 -year budget forecast, including analysis on other primary special revenue operation funds

3.5.2. Maintain and update the 20-year long range financial forecast

3.6. Strategic Goal: Maintain prudent financial reserve policy

Objectives

3.6.1. Update the reserve policies and add reserve categories of unfunded priorities which include deferred maintenance , facility improvements and replacements, and Section 115 Trusts (pension and retiree healthcare costs)
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3.6.2. Pursue updating the City’s Streetlighting assessment rate

3.6.3. Pursue a comprehensive study for stormwater funding to address unfunded mandates

3.7. Strategic Goal: Leverage longstanding partnerships for well-funded and cost- effective library services

Objectives

3.7.1. Seek increases to State and County funding for library services

3.7.2. Advocate for continued regional cooperation and resource sharing for the benefit of library users

3.7.3. Secure funding for long -term operations and expansion of mobile library services in the Goleta Valley Library’s service area (County Library Zone 4)

3.7.4. Ensure regional funding for the Goleta Valley Library that is fair and equitable to City of Goleta residents

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4. Support Economic Vitality

4.1. Strategic Goal: Promote a sustainable local economy

Objectives
Continue implementation of the City’s Economic Development Strategic Plan to enable the City to evaluate opportunities for economic and community development
Invest in local infrastructure improvements that enhance economic sustainability, such as street and sidewalk rehabilitation, renewable energy and grid resiliency
Develop a broadband strategic plan
Support local businesses by facilitating and promoting communication, collaboration, advocacy and assistance

4.1.5. Investigate the future vitality of Aero
as a district planning area

4.2. Strategic Goal: In response to emergency events, address the acute needs of local business owners, nonprofits and other organizations and their employees
Objectives

4.2.1. Monitor emergency events and their effects on the business community

4.2.2. Identify and distribute relief funds to local individuals, families, businesses, non-profits, and other organizations, as needed, in response to emergency events

4.2.3. Support partnership organizations to provide additional relief, when needed

4.3. Strategic Goal: Encourage residents, neighboring shoppers, and tourists to support locally owned businesses in Goleta
Objective

4.4. Strategic Goal: Support regional economic vitality in the community through enhanced partnerships such as with UCSB, local businesses, and Chamber of Commerce organizations
Objective

4.4.1. Support business start-up, retention, and expansion, as well as events that attract vendors and tourists

4.5. Strategic Goal: Encourage and assist entrepreneurs and companies to start or expand their businesses in Goleta and serve as liaison by connecting those businesses to resources
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Objective

4.5.1. Provide assistance, financial or otherwise, including through Goleta Entrepreneurial Magnet (GEM) program where appropriate, and regulatory changes to support local start-ups, and enable local businesses to expand in Goleta

4.6. Strategic Goal: Increase the amount of City property that can be utilized for various community uses and benefits
Objective

4.6.1. Explore grants that would aid in the City’s efforts to secure property for community uses

4.7. Strategic Goal: Support organizations, programs, and policies that facilitate affordable housing for the Goleta workforce
Objectives

4.7.1. Provide assistance, financial or otherwise, where possible, and regulatory changes to support affordable housing by for -profit and non -profit developers, and homeowners

4.7.2. Implement inclusionary housing policies for rental housing that meet requirements under state law

4.7.3. Develop tools, such as local preference ordinances or loans to enable additional a ffordable housing or to allow new housing to have a smaller impact on neighborhoods

4.7.4. Encourage and/or provide incentives for Goleta employers to provide new housing for their employees near the employers’ workplace

4.7.5. Support organizations, programs, and polic ies that facilitate affordable housing for members of the Goleta workforce, such as first responders, teachers, and nurses

4.7.6. Support tenant rights and tenant protection s by developing a Tenant Protections Ordinance

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5. Strengthen Infrastructure

Strategically focusing on a well-maintained infrastructure that is clean, safe, and supports the City’s current and future needs will increase the overall health and quality of living in the community. The goals and objectives developed herein are aimed at improving infrastructure, which includes Citywide public facilities, roads and traffic circulation. This includes supporting projects which will enhance the efficiency of travel, accommodating multi-modal transportation which takes into consideration the various modes of transportation such as transit, rail, walking, bicycling, and the connections among all modes. It also includes communication infrastructure, such as broadband, and cable.

5.1. Strategic Goal: Strengthen Citywide infrastructure including roads and traffic circulation, including bicycle lanes, paths, and sidewalks

Objectives

5.1.1. Construct multi-modal train and transit station and develop a plan for interior uses and design

5.1.2. Design and construct priority projects identified in the City’s 5 -year Capital Improvements Program

5.1.3. Budget and perform regular maintenance of the San Jose Creek channel to ensure fish-passage function and capacity for flood events

5.2. Strategic Goal: Encourage Use of Alternative Transportation Methods that Reduce Vehicle Miles Traveled
Objectives

5.2.1. Pursue sustainable land use practices through the General Plan, including walkable, mixed use urban environments that include recreational and commercial opportunities

5.2.2. Evaluate opportunities for shared mobility approaches across the region

5.2.3. Encourage and promote alternative transportation, including transit, biking and walking, including through existing partnerships with SBCAG and MTD

5.3. Strategic Goal: Protect and maintain our roadway system Objectives

5.3.1. Maintain and regularly update the City’s Pavement Management Program to ensure the City tracks and meets the timelines for updating streets, roads, and sidewalks in the City limits

5.3.2. Design and construct pavement overlays, rehabilitation and reconstruction projects that will achieve and maintain a Council -approved Citywide Pavement Condition Index (PC I), which is the mechanism for determining which roads to prioritize for the Pavement Management Program

5.3.3. Design and seek funding for the Cathedral Oaks Crib Wall Repair Project

5.4. Strategic Goal: Protect and maintain our City -owned facilities and critical operational assets (vehicles and computing infrastructure)

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Objectives

5.4.1. Implement a maintenance and repair schedule for City facilities

5.4.2. Implement asset management software to systematically forecast capital maintenance and renewal costs and reserve targets f or City assets including buildings, fleet equipment, and information technology components

5.4.3. Complete design and award construction contract for ADA improvements at the Goleta Community Center that are triggered by the seismic project

5.4.4. Complete ADA projects at the Goleta Valley Library

5.4.5. Develop a plan to renovate and refresh the Goleta Community Center buildings to better meet community needs

5.4.6. Preserve the City ’s historic properties, including the Historic Train Depot and the Stow House campus for future generations

5.4.7. Develop a plan to expand and/or relocate the Public Works Yard to safely accommodate existing and future streets, parks, and facilities maintenance operations

5.4.8. Develop a new Information Technology Strategic Plan

5.4.9. Investigate a more uniform set of policies and procedures consistent with all city properties

5.4.10. Explore and analyze th e best use of the triangle property , the vacant property located Northeast of City Hall, in the short term and in the long term

5.5. Strategic Goal: Improve infrastructure safety and accessibility by incorporating best practices for infrastructure
Objectives

5.5.1. Evaluate, regularly maintain, and update the City’s traffic signal and electronic traffic control device network

5.5.2. Implement a concrete repair program, design and construct concrete improvement projects to repair damaged sidewalk and trip hazards throughout the City

5.5.3. Develop a plan to evaluate, regularly maintain, and update the City’s street lighting and street light wiring and maintenance of street trees that surround them
Strategic Goal: Integrate the Vision Zero approach into all Capital Improvement Program (CIP) and maintena nce projects to enhance street safety for all users
Objectives

5.6.1. Design and construct all CIP and maintenance projects with a focus on Vision Zero principles, prioritizing safety, equity, and data -driven decision- making.

5.6.2. Continue implementation of traffic calming measures, protected pedestrian and bicycle infrastructure, and improved crossings to reduce conflicts and prevent serious injuries or fatalities.

5.6.3. Ensure accessibility for all users, including people with disabilities, seniors, and children, by incorporating universal design standards.

5.6.4. Complete the Goleta Traffic Safety Study and Local Road Safety Plan

5.6.5. Implement the Bicycle/Pedestrian Master Plan
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5.7. Strategic Goal: Enhance the efficiency of the City’s land use planning framework
Objectives

5.7.1. Complete the City’s Local Coastal Program (LCP) project for submittal to and certification by the California Coastal Commission in consultation with Coastal Commission staff

5.7.2. Explore new digital tools to increase efficiency, accessibility, and transparency

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6. Return Old Town to a Vital Center of the City

The Old Town area is recognized as the historic center of town. Strategic efforts to restore this area include enhancing the physical and economic environment, improving the bicycle and pedestrian experience, managing traffic, and minimizing impacts on residential areas, all the while preserving the unique character of the area. As the City matures, there is a growing desire to establish a stronger identity for the community and create a greater sense of place.

6.1. Strategic Goal: Complete infrastructure improvements in Old Town

Objectives

6.1.1. Complete construction of Project Connect

6.1.2. Begin construction for the Northern and Southern Extent of the San Jose Creek Multipurpose Path Project

6.1.3. Complete and evaluate construction of the Hollister Avenue Old Town Interim Striping Project

6.2. Strategic Goal: Improve parking availability in Old Town Objectives

6.2.1. Work with local organizations including SBCAG to evaluate employee parking needs in Old Town

6.2.2. Encourage employee use of alternative transportation as available for Old Town businesses

6.2.3. Complete rehabilitation of Orange Avenue lot for public use

6.2.4. Enforce the timed parking restrictions in Old Town

6.3. Strategic Goal: Support the continued vigor and vitality in Old Town Objectives

6.3.1. Study the feasibility of pursuing state or federal historic registry listing for the Goleta Community Center

6.3.2. Initiate the Old Town Visioning process.

6.3.3. Explore the potential acquisition of the MOT Site with the Goleta Union School District

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7. Maintain a Safe and Healthy Community

The City places a high priority on public safety and will continue to work collaboratively with police, fire, residents, and businesses to maintain Goleta’s safe community. This includes providing high-quality crime prevention and law enforcement services, efficie nt emergency services in order to minimize exposure to health and safety hazards and maintaining robust training programs for community education and increased public awareness.

7.1. Strategic Goal: Maintain robust community/emergency preparedness programs

Objectives

7.1.1. Provide Community Emergency Response Team (CERT) training programs (in English and Spanish) for adults, teens, seniors and Spanish-speakers

7.1.2. Provide the LISTOS basic emergency and disaster readiness public education program for Spanish-speaking populations

7.1.3. Engage City staff in regular Emergency Preparedness drills and mock activation of the City’s Emergency Operations Center (EOC)

7.2. Strategic Goal: Participate in regional public safety collaboration Objectives

7.2.1. Work with the Santa Barbara County Fire Department and the Santa Barbara County Sheriff’s Offic e to ensure adequate staffing levels and services are provided to the community

7.2.2. Review current evacuation plans and procedures with the County Sheriff’s Office, the primary agency for all evacuation matters, and County Fire Department, the assisting agency

7.3. Strategic Goal: Continue to enhance public safety efforts throughout the City through Community Resource Deputies

7.4. Strategic Goal: Uphold high visibility for pedestrian and traffic safety through our dedicated Motors Unit

7.5. Strategic Goal: Pursue the Development of Fire Station 10 in collaboration with the Santa Barbara County Fire District

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8. Enhance the Efficiency and Transparency of City Operations

8.1. Strategic Goal: Provide professional, efficient, and responsible customer service

8.1.1 Provide timely feedback on responses to issues and resolutions to citizen complaints

8.1.2 Provide initial response to calls and emails from the City Council and the public within one business day

8.2 Strategic Goal: Maintain transparency in all aspects of City Government

8.2.1 Investigate tools to increase presentation of financial information on City Website

8.3 Strategic Goal: Continually strive to improve customer service

8.3.1 Pursue technologies that will improve the City’s website and the efficiency of online services offered, social media platforms, direct email, text, and voice services, and the City’s cable channel

8.3.2 Install an Enterprise Content Management (ECM) system for long -term archiving, retrieval, and destruction of paper and digital public records in accordance with records retention policies

8.3.3 Explore and implement options for th e public and staff to seamlessly access information and services and conduct City business remotely and at times most convenient for them

8.4 Strategic Goal: Integrate artificial intelligence and robotic process automation into City operations

Page 19 of 21 ends

8.4.1 Develop policies, best practices, and organizational training to define and guide the use of artificial intelligence in City operations.

Page 20 of 21 ends

9. Ensure Equity, Inclusion, and Access in City Programs, Services, and Activities

The City of Goleta has a clear and longstanding commitment to diversity, equity, inclusion and access in government. The City appreciates and values the physical, social, and psychological differences between people and groups in our community. We endeavor to ensure that everyone in Goleta can reach their highest level of health and potential for a successful life, regardless of their background and identity, and experience a sense of belonging in our community. To that end, the City will continually examine its policies and practices, seek new and innovative ways to engage and benefit the entire community, and make changes in any government policies, structures, services, or culture that negatively impact or do not fully benefit historically disenfranchised communities.

9.1 Strategic Goal: Develop and maintain a workforce reflecting the diversity of our community, and create a work environment to support all employees

9.1.1 Analyze t he City’s employment demographics as compared to the demographics of the community and present data to Council

9.1.2 Continue implementation of targeted recruitment strategies to reach qualified candidates from diverse community groups

9.1.3 Establish, communicate, and enforce policies and practices that ensure a harassment and discrimination free workplace with equal opportunity in all areas of employment, including hiring, salaries and benefits, training, and advancement

9.2 Strategic Goal: Create a culture of learning and awareness at the City, and a workforce committed to the principles of diversity, equity, inclusion and access in the provision of City services

9.2.1 Conduct ongoing m andatory and voluntary training and other educational opportunities for staff, elected officials, and members of City boards and commissions to increase the ir understanding of implicit and explicit bias; individual, institutional, and structural bias; and best practices for achieving equity, inclusion, and access in local government

9.2.2 Engage a cross-section of staff on the Diversity, Equity and Inclusion Team i n the implementation of a Diversity, Equity and Inclusion Plan

9.3 Strategic Goal: Strengthen public outreach, p romote public engagement in the civic process, increase attendance at City and community events, and improve awareness of and access to City services for all City residents, including underrepresented groups

9.3.1 Consider additional opportunities for public engagement in City activities

9.3.2 Analyze the City’s board and commission appointee demographics as compared to the demographics of the community, and develop targeted 49

Page 21 of 21 ends

recruitment strategies to reach qualified candidates from diverse community groups and present data to Council

9.3.3 Ensure broad public awareness of City meetings and events, and provide opportunities for public participation

9.3.4 Consider recommendations from the Public Engagement Commission to increase public participation in government

9.3.5 Pursue opportunities to improve communication, program access, and facility access for people with disabilities

9.3.6 Continue the LEAD Goleta program to provide insight to City policymaking and operations, interaction with elected officials and staff, and opportunities for civic engagement

9.4 Strategic Goal: Engage emergent multi-lingual speakers in a strategic way

9.5 Strategic Goal: Continually examine operational policies and practices to eliminate bias and ensure equity, inclusion, and access

9.5.1 Complete and present the Diversity, Equity, and Inclusion (DEI) Plan to the City Council

9.5.2 Implement the recommendations for changes to policy and practice outlined in the DEI Plan

9.5.3 Use data to develop baselines, set goals, and measure the success of specific programmatic and policy changes

9.5.4 Encourage and support the Santa Barbara County Sheriff ’s ongoing efforts to ensure equitable policing

9.5.5 Collaborate with other public agencies to share resources and best practices

9.5.6 Seek input from relevant organizations and community groups

9.5.7 Explore a method of routine evaluation of equity impacts of City projects and program

50 ATTACHMENT 3
Staff PowerPoint
51 2025-27 Strategic
Plan Updates &
Future Priorities
Workshop
February 18, 2025
Presentation by:

Shannon Kirn, Assistant to the City Manager
Luke Rioux, Finance Director
52 Agenda
Overview of City’s Strategic Plan
2025-27 Strategic Plan Updates - Accomplishments
5-year Financial Outlook (Preliminary)
Major Proposed Staff Changes & Opportunities for Refinements  Initiatives
 Strategies
 Objectives
Review and Confirm Council Suggested Changes
 Near- & Long-Term
Next Steps
 Tentative Budget calendar
February 18, 2025, City Council Meeting 2
53 Overview of City’s Strategic Plan
“Goleta is a beautiful, safe,
and diverse community of
residents with family-friendly
neighborhoods that values
the environment, agriculture,
and open space while
encouraging housing,
recreation, and business
opportunities.”
February 18, 2025, City Council Meeting 3
54 2025-27 Strategic Plan Updates –
Accomplishments
• 1.1.3. Completed installation of electronic vehicle charging stations at City Hall • 1.1.4. Completed adoption of a “REACH” building code
Support Environmental
Vitality
• 2.1.2. Restructured the Support to Other Agencies Program as an RFP and established a specific program
• 2.1.3. Explored options for senior program and replaced the discontinued senior program with direct senior programing provided by City staff • 2.2.5 Constructed a splash pad and other improvements at JDW Park • 2.2.6. Refined process for providing support to other agencies • 2.2.11. Constructed a community garden at Armitos Park • 2.2.15. Explored options for city sponsored events and started hosting Coffee & Community events in each district
• 2.3.1. Launched various childcare programs through collaboration with existing partners
• 2.3.2. Participated in the county-wide regional childcare planning group Support Community
Vitality and Enhanced
Recreational
Opportunities
• 3.1.1. Explored software for content management and will be implementing a new content manager and document repositoryEnsure Financial Stability February 18, 2025, City Council Meeting 4
55 2025-27 Strategic Plan Updates –
Accomplishments
• 4.3.1. Launched the #GoodLandGoodShopping campaign and will continue campaign outreach
Support Economic
Vitality
• 5.4.3. Completed the seismic upgrade project at the Goleta Community Center • 5.4.7. Developed a plan to renovate and upgrade the aging Goleta Valley Library through the Building Forward Library Facilities Improvement Program Grant • 5.4.11. Implemented a vehicle maintenance and replacement plan Strengthen
Infrastructure
• 6.1.3. Completed the design and construction of the San Jose Creek Multimodal Path Project (Middle Extent) from JDW Park to Armitos Ave.

Return Old Town to a
Vital Center of the City
• 9.4.1. Continue to provide outreach and engagement in Spanish • 9.4.2. Held first bilingual LEAD Goleta in 2023 and will continue to hold Bilingual LEAD Goleta academy annually
• 9.4.3 Continue to provide outreach and engagement in Spanish for Library resources and programing
• 9.4.4. Launched live in-person simultaneous in Spanish interpretation at each city council meeting in 2024 and continue provide interpretation at meetings and key events • 9.4.5. Continue to provide CERT and LISTOS training programs in Spanish Ensure Equity,
Inclusion, and Access
in City Programs,
Services, and
Activities
February 18, 2025, City Council Meeting 5
56 Five-Year Financial Outlook (Preliminary)
February 18, 2025, City Council Meeting 6
Moderate revenue growth expected and projected to cover salary, benefits, and known c
osts but limiting discretionary spending, as it’s
needed for debt capacity to fund critical capital projects FY 25/26 & 26/27 budget approach is to remain “status quo” as possible, with sta
tutory increases evaluated case-by-case
Any program expansions must have offsetting reductions or a new rev
enue source
57 Five-Year Financial Outlook (Preliminary)
February 18, 2025, City Council Meeting 7
General Fund - Preliminary Forecast FY 25/26
Forecast
FY 26/27
Forecast
FY 27/28
Forecast
FY 28/29
Forecast
FY 29/30
Forecast
Beginning Fund Balance 20,731,292$ 19,637,270$ 20,342,274$ 20,602,607$ 20,792,052$ Total Ongoing Revenues 51,403,570 52,812,900 54,337,300 55,800,100 57,284,900 T otal Ongoing Operating Expenditures 48,923,892 50,807,896 52,776,967 54,310,655 55,653,212 T otal One-time Expenditure 2,573,700 300,000 300,000 300,000 300,000 Total Expenditures 51,497,592 51,107,896 53,076,967 54,610,655 55,953,212 Annual Debt Service Payment 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Total Expenditures + Annual Debt Service 52,497,592 52,107,896 54,076,967 55,610,655 56,953,212 Net Change to Fund Balance (1,094,022) 705,004 260,333 189,445 331,688 Ending Fund Balance 19,637,270$ 20,342,274$ 20,602,607$ 20,792,052$ 21,123,741$ Reminder: A financial forecast is not a budget and is a long-term financial planning tool. It looks beyond the budget cycle to bring a long-term perspective to the budget process Forecast will continue to be updated through the budget process 58 Major Proposed Changes – Initiatives
Staff does not have any
proposed cha
nges to the
Initiatives
Are the current nine
initiatives s
till reflective of
the City’s top priorities?
 Do any initiatives need
re
finement or
consolidation?
 Are there emerging
issues or new f
ocus
areas that should be
considered?
February 18, 2025, City Council Meeting 8

1. Support Environmental Vitality

2. Support Community Vitality and Enhanced Recreational Opportunities

3. Ensure Financial Stability

4. Support Economic Vitality

5. Strengthen Infrastructure

6. Return Old Town to a Vital Center of the City

7. Maintain a Safe Community

8. Enhance the Efficiency and Transparency of City Operations

9. Ensure Equity, Inclusion, and Access in City Programs, Services and Activities 59 Major Proposed Changes – Strategic Goals

5. Strengthen Infrastructure
• 5.5 Strategic Goal: Make public streets Improve infrastructure safety and accessibility by incorporating best practices for infrastructure •

5.6 Strategic Goal: Incorporate Vision Zero plans into transportation project design Integrate the Vision Zero approach into all Capital Improvement Program (CIP) and maintenance projects to enhance street safety for all users

8. Enhance the Efficiency and Transparency of City Operations • 8.4 Strategic Goal: Integrate artificial intelligence and robotic process automation int
o City operations
February 18, 2025, City Council Meeting 9
Are the strategic goals
within each initiativ
e
still relevant and
achievable?
 Should any goals be
expanded
, restructured,
or phased out?
Proposed Staff Revisions
60 Major Proposed Changes – Objectives

3. Ensure Financial Stability
• 3.6.1. Update the reserve policies and add reserve categories Identify areas of unfunded priorities which include such as with deferred maintenance, and facility improvements and replacements, and Section 115 Trusts (pension and retiree healthcare costs). • 3.6.2. Pursue updating the City’s streetlighting assessment rate • 3.6.3 Pursue a comprehensive study for stormwater funding to address unfunded mandates

5. Strengthen Infrastructure
• 5.6.1. Design and construct all CIP and maintenance projects with a focus on Vision Zero principles, prioritizing safety, equity, and data-driven decision-making • 5.6.2. Continue implementation of traffic calming measures, protected pedestrian and bicycle infrastructure, and improved crossings to reduce conflicts and prevent serious injuries or fatalities • 5.6.3. Ensure accessibility for all users, including people with disabilities, seniors, and children, by incorporating universal design standards.
• 5.6.5. Implement the Bicycle/Pedestrian Master Plan Update roadway striping concurrent with overlays and slurry seal projects to enhance bicyclist safety and include Complete Streets Concept

8. Enhance the Efficiency and Transparency of City Operations • 8.4.1. Develop policies, best practices, and organizational training to define and guide the use of artificial in
telligence in City operations.

February 18, 2025, City Council Meeting 10
Do the current objectives
ef
fectively support the
initiatives and strategic
goals?
 Should any objectives be
modified, re
moved, or added
based on progress and
community needs?
 Are there any new
progr
ammatic efforts or
policy directions that should
be incorporated?
Proposed Staff Revisions
61 Confirm Council Suggested Changes
To be updated live at the Workshop on February 18,
2025.

February 18, 2025, City Council Meeting 11
Department Lead Suggested Changes Near-Term or Long-Term 62 Next Steps – Tentative Budget Calendar
February 18, 2025, City Council Meeting 12
Annual Work Program
Workshops (PER, NS)
March 4
Annual Work Program
Workshops (Gen Gov, Fin,
GS)
March 18
Annual Work Program
Workshops (PW)
April 1
Operating Budget Workshop
April 15
Capital Improvement Program
Budget Workshop & Final
Adoption of Strategic Plan and
Annual Work Programs
May 6
Budget Hearing and Adoption of
City Budget
June 17
63 13
Questions?
64

Goleta City CouncilFebruary 18, 2025

Goleta City Council
February 18, 2025