Agenda Item B.2
CPMS DISCUSSION/ACTION ITEM
Meeting Date: March 4, 2025
TO: Mayor and Councilmembers
FROM: Matthew R. Fore, General Services Director
SUBJECT: General Services Department Priority Setting Workshop – Fiscal Year 2025/26 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 202 5/26 for the General Services Department.
BACKGROUND:
The General Services Department Annual Work Program provides a regular, structured mechanism to allow the Council to review and discuss the Department’s work commitments and staffing resources, consider individual Council member’s project ideas, and provide direction o n Department work priorities for the next fiscal year. The draft Fiscal Year ( FY) 2025/26 Annual Work Program also summarizes work progress and accomplishments for the past fiscal year and lays the groundwork for the Department budget.
Where available budget and staffing are finite and the list of possible Department programs and work efforts are growing, a priority -setting process is useful to allow the City Council to establish policy priorities. A regular priority setting process allows the Department to plan for and assign work within available resources in a structured manner.
This system is more effective and is more efficient than attempting to shift resources ad hoc to new work priorities as Council members identify and introduce new ideas and work priorities during the year.
DISCUSSION:
Purpose
The purpose of this workshop is to update the Council on existing work commitments and to provide the Council an opportunity to discuss work priorities for the General Services Department for the upcoming fiscal year. The Annual Work Program creates a regular mechanism for the Council to establish the Department’s work priorities. It is also an opportunity for Council to propose and consider ideas for new work projects. 1 Meeting Date: March 4, 2025
Staffing and Budget Constraints
Setting work priorities must of course occur within the constraints of budget and available staffing. Goleta is a small city with a limited staff and finite resources. Given the large number of competing, possible work priorities, the City must take care not to overcommit at any given time and instead be prepared to take a measured approach at delivery of services and projects . Over time, much can be accomplished if available staffing resources are concentrated and projects are tackled sequentially.
The Council has the fundamental choice to commit resources in a way that reflects its priorities. It can in theory budget more staffing if it desires more work to be completed sooner, or it can pace work over time within the limits of existing available st aff capacity.
However, while the Council may always devote more resources and hire more staff, it must carefully consider the long-term impacts to the General Fund of simply adding staff.
In addition, it must consider the realistic constraints of manageria l capacity to oversee more staff or consultants and work.
Scope
The Annual Work Program covers the work of the main divisions of the Department :
Facilities Management (including Capital Projects), Fleet Management, Information Technology, Purchasing & Procurement, and Administration.
FISCAL IMPACTS:
The Annual Work Program is consistent with the adopted budget with respect to existing work commitments. It also lays the groundwork for the next budget cycle, assuming a continuation of existing staff reso urces. As a result, there are no new fiscal impacts, unless the Council chooses to devote new resources to the Department. Any budget implications would depend on the amount of additional resources or the number of additional FTEs assigned.
LEGAL REVIEW BY: Isaac Rosen, Acting City Attorney
APPROVED BY: Robert Nisbet, City Manager
ATTACHMENTS:
1. Draft Fiscal Year 2025/26 General Services Annual Work Program
2. PowerPoint Presentation
2 ATTACHMENT 1
Draft Fiscal Year 2025/26 General Services Annual Work Program
3 1
FISCAL YEAR 2025-26 ANNUAL WORK PROGRAM
GENERAL SERVICES DEPARTMENT
DRAFT– March 4, 2025
4 2
FISCAL YEAR 2025-26 ANNUAL WORK PROGRAM
GENERAL SERVICES DEPARTMENT
Table of Contents
Contents
Introduction and Purpose ...................................................................................... 3 Department Staffing and Organizational Structure ................................................ 3 FACILITIES MANAGEMENT DIVISION .................................................................. 4 Role of the Division ............................................................................................... 4 Programs/Ongoing Work Efforts ............................................................................ 4 Key Accomplishments and Milestones .................................................................. 4 Division Projects for FY 2025-26 ........................................................................... 6 FLEET MANAGEMENT DIVISION .......................................................................... 7 Role of the Division ............................................................................................... 7 Programs/Ongoing Work Efforts ............................................................................ 7 Key Accomplishments and Milestones .................................................................. 8 Division Projects for FY 2025-26 ........................................................................... 8 PURCHASING AND PROCUREMENT DIVISION ................................................... 9 Role of the Division ............................................................................................... 9 Programs/Ongoing Work Efforts ............................................................................ 9 Key Accomplishments and Milestones .................................................................. 9 Division Projects for FY 2025-26 ......................................................................... 10 INFORMATION TECHNOLOGY DIVISION ........................................................... 10 Role of the Division ............................................................................................. 10 Programs/Ongoing Work Efforts .......................................................................... 10 Key Accomplishments and Milestones ................................................................ 11 Division Projects for FY 2025-26 ......................................................................... 11 GENERAL SERVICES DEPARTMENT ................................................................. 12 Long-Range Projects Contingent on Staff Capacity ............................................... 12
5 3
EXECUTIVE SUMMARY
Introduction and Purpose
The FY 2025-26 General Services Annual Work Program summarizes projects and work efforts proposed for the Department and for the upcoming fiscal year, considering both ongoing, existing commitments and potential new projects. It is intended to provide the City Council with an overview of current work and an opportunity to consider and give direction concerning future work. The Annual Work Program creates a regular mechanism for Council to share ideas for new work efforts and discuss work priorities. It encompasses the work of the following divisions within the Department: Facility Management, Fleet, Information Technology, and Purchasing and Procurement Divisions.
The Annual Work Program considers how the work of the Department proposed for the upcoming year will support the City’s Mission Statement and Core Values, as articulated in the City’s Strategic Plan. Furthermore, it serves as a basis for upcoming budget plan development on an annual basis.
Department Staffing and Organizational Structure
The current organizational structure of the Department is shown in Figure 1 below. There are currently 7.75 FTEs. The Management Assistant position is currently shared between General Services and the City Manager’s Office. The FY 2025 -26 budget proposes to reallocate the Management Assistant position fully to General Services resulting in 8.0 FTEs. At present, all positions are filled. In Fiscal Year 2025, City Council approved the creation of a new Project Manager position for the Department. The position was filled in November of 2024. The position ’s primary focus is on delivery of fac ility-related capital projects including the Americans with Disabilities Act (ADA) Improvements Project at the Goleta Community Center (GCC), the Goleta Valley Library ADA, Safety, and Building Improvements Project (and related move to the temporary library services location during construction), and many other capital improvement projects outlined in the Capital Improvement Plan (CIP).
Figure 1: General Services Department Structure
6 4
FACILITIES MANAGEMENT DIVISION
Role of the Division
The City owns an increasing portfolio of facilities totaling approximately 143,000 square feet. General Services is responsible for all activity related to City facilities including property acquisition and disposition; facility maintenance; leasing and tenant relation s; building safety and security; regulatory compliance; facility capital improvements; and workspace management (moves, adds, and changes.) Finally, the Department is also responsible for facility-related Capital Improvement Program (CIP) projects, which involve coordinating interdepartmental project teams for both maintenance/improvement and new facility construction projects.
Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities , work efforts, and programs that the Facilities Management Division carries out on a day -to-day basis. The table does not reflect any work efforts associated with responding to and managing unplanned or emergency events.
Table 1: Day-to-Day Staff Responsibilities
FACILITIES MANAGEMENT
Manage general maintenance of City facilities, including structural and building system components
Ensure compliance with building regulations, including ADA accessibility standards, OSHA workplace safety requirements, and other applicable codes Manage security services for City facilities, including alarm systems and access control
Provide routine maintenance services for City facilities, including heating, ventilation, and air conditioning (HVAC), pest control, and janitorial services Manage City leases and tenant relationships
Develop and implement various capital maintenance and improvement projects at City-owned facilities
Manage inventory of Citywide assets to plan, schedule, budget, and monitor activities and costs related to maintaining City facilities
Key Accomplishments and Milestones
Over the past fiscal year, the Facilities Management Division can point to several complete and near-complete significant project accomplishments as shown in Table 2 below.
7 5
Table 2: Key Accomplishments and Project Milestones, FY 2024-25
PROJECT STATUS
Sewer line repair and reconstruction at City Hall Completed Carpet and upholstery cleaning of City Hall Completed
Surplus a substantial volume of equipment on the second floor of City Hall and reactivate the dumbwaiter to prepare for the Goleta Valley Library Closure
Completion Est.
June 2025
Paint the interior of the Corporation Yard Completion Est.
June 2025
Significant electrical system work at GCC: replaced panel, branch wiring, repaired breezeway and pickleball lighting and completed electrical engineering study of the GCC campus Completion Est.
June 2025
Conduct aboveground and subsurface termite treatment of the Goleta Community Center campus
Completed
January 2025
Refurbish Classroom 3 at GCC, patch and paint poles and fascia of tenant spaces Completed
Secure temporary closure permit for underground storage tank at 27 S. La Patera in advance of Amtrak Station construction Completed Secure lease and completed tenant improvements for the
temporary Library space
Completion Est.
June 2025
Winterize all facilities prior to the wet-weather season resulting in no leaks Completed
Capital Projects
General Services achieved the following milestones related to the Facility Capital Program as set forth in Table 3 below.
Table 3: Capital Program - Key Accomplishments FY 2024-25
PROJECT STATUS
Conducted structural assessments of Classrooms 1-3 of
Community Center and City Hall as potential temporary
Library services locations
Completed
Completed conceptual plans for the Library Safety, ADA, and Building Improvements Project Completed
Developed a Move Management Plan and procured moving
services for the temporary Library location during construction Completed Received Project Closeout Concurrence from FEMA on the
Community Center Seismic Improvements Project Completed Completed electrical assessment of the Goleta Community Center campus Completed
Developed ADA path of travel improvements and striping plan for City Hall parking lot Completed
8 6
Division Projects for FY 2025-26
Throughout FY 2025-26, the Facilities Management Division will continue to support the ongoing work efforts as described above in Table 1. However, several new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 4 below. These items are proposed as additions to the Division’s work program for FY 202 5-26. Resources will be prioritized to complete current projects to free up capacity to take on new projects and work efforts as the fiscal year progresses.
Table 4: FY 2025-26 Projects
PROJECT ESTIMATED
COMPLETION
1 Develop a key management system for all City facilities June 2026 2 Repair porches at Stow House June 2026
3 Install a railing/barrier on the platform of the Historic Train Depot June 2026
4 Procure and execute a long-term HVAC maintenance contract for all City-owned facilities October 2025
5 Conduct a market rate study for GCC-related leases and execute revised leases with tenants May 2026
6 Expand security upgrades by upgrading access control
systems and evaluating surveillance needs in high-traffic City buildings
June 2026
7 Enhance ADA compliance across City facilities, including installation of automatic doors, accessible pathways, and restroom upgrades
June 2026
8 Continue to implement a preventive maintenance program to increase the percentage of scheduled work and reduce the ratio of reactive repairs.
June 2026
Capital Project Focus – FY 2025-26
In Fiscal Year 2025-26, General Services will prioritize the following capital projects shown in Table 5.
9 7
Table 5: Capital Projects - FY 2025-26
PROJECT ESTIMATED
COMPLETION
1 Complete the development of plans for the City Hall Elevator, ADA, and Tenant Improvements Project June 2026
2 Develop plans and specifications for replacement of panels and wiring at the Goleta Community Center June 2026
3 Conduct the bid process and begin construction on the Goleta Valley Library Safety, ADA, and Building Improvements
Project
June 2026
4 Conduct architectural, structural, and electrical assessments of the Stow House October 2025
FLEET MANAGEMENT DIVISION
Role of the Division
General Services oversees the City’s fleet of approximately 26 vehicles. This involves recommending standards for vehicle purchases, including standards set forth in the City’s Green Fleet Policy, locating inventory, negotiating prices, and executing purchases. The Department sets vehicle use policies, tracks vehicle availability and use, and oversees regular cleaning, maintenance, outfitting, and safety inspections of the existing fleet. The Department maintains vehicle re placement schedules and conducts related long -range financial planning for the fleet.
Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities, work efforts, and programs that the Fleet Management Division carries out on a day-to-day basis. The table also does not reflect any work efforts associated with responding to and managing unplanned or emergency events.
Table 1: Day-to-Day Staff Responsibilities
FLEET MANAGEMENT
Maintenance and repair of City vehicles and equipment
Maintaining the operating safety and regulatory compliance of the City’s fleet and fleet infrastructure
Manage vehicle and equipment replacement – forecasting, budgeting, and recommending standards for vehicle purchases, including “green fleet” goals, locating inventory, negotiating prices, and effecting purchases Continue to “right-size” the City’s Fleet in accordance with the City’s first Green Fleet Policy
10 8
Key Accomplishments and Milestones
Over the past fiscal year, the Fleet Management Division can point to several complete and near-complete significant project accomplishments as shown in Table 2 below.
Table 2: Key Accomplishments and Project Milestones, FY 2024-25
PROJECT STATUS
Execute a contract for mobile fleet washing to greatly reduce the time needed by staff to drive to a fixed car wash location Completed Purchase two new trucks for the new Lead Maintenance
Worker positions and one new EV sedan to replace the aged pool vehicle
Completion Est.
June 2025
Surplus 12 pieces of inoperable and end of life equipment including vehicles, trailers, and specialty maintenance equipment
Completed
Division Projects for FY 2025-26
Throughout FY 2025 -26, the Fleet Management Division will continue to support the ongoing work efforts as described above in Table 1. However, several new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 3 below. These items are proposed as additions to the Division’s work program for FY 2025 -26. Resources will be prioritized to complete current projects to free up capacity to take on new projects and work efforts as the fiscal year progresses.
Table 3: FY 2025-26 Projects
PROJECT ESTIMATED
COMPLETION
1 Replace the Go-4 parking enforcement vehicle, the Streets Manager vehicle, and a Public Works maintenance utility body vehicle (F-250)
June 2026
2 Surplus the existing vehicles to be replaced June 2026 3 Conduct a training for all City fleet users regarding safety, accident procedures, and use of fuel cards June 2026
4 Research EV charging options during a power outage June 2026 5 Continue to improve preventative maintenance programs to minimize downtime, extend vehicle lifespan, and reduce
reactive repairs
June 2026
11 9
PURCHASING AND PROCUREMENT DIVISION
Role of the Division
General Services oversees purchasing and procurement Citywide. The Department ensures that goods and services are purchased according to Chapter 3.05 of the Goleta Municipal Code as well as other state and federal regulations and guidelines. The City is committed to procuring quality goods and services in a transparent and cost -effective manner to maintain public trust. Administrative functions of the General Services Department, including financial oversight (budget development and monitoring, purchasing, and accounts payable), are also housed in this Division.
Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities, work efforts, and programs that the Purchasing and Procurement Division carries out on a day -to-day basis. The table also does not reflect any work efforts associated with responding to and managing unplanned or emergency events.
Table 1: Day-to-Day Staff Responsibilities
PURCHASING AND PROCUREMENT
Provide training, guidance, and support to staff on the City’s procurement processes and purchasing code
Assist departments with the preparation of Formal Bids, Informal Bids, and Request for Proposals (RFPs)
Review and approve requisitions and agreements in accordance with the City’s purchasing procedures
Key Accomplishments and Milestones
Over the past fiscal year, the Purchasing and Procurement Division can point to several complete and near -complete significant project accomplishments as shown in Table 2 below.
Table 2: Key Accomplishments and Project Milestones, FY 2024-25
PROJECT STATUS
Revise Chapter 3.05 of the Goleta Municipal Code to align with the Uniform Public Construction Cost Accounting Act and to clean up various ambiguities within the Code
Completed
Develop new tools for emergency procurement including
electronic EOC Logistics binder with forms, templates and resource material, such as frequently used vendor/supply lists and emergency vendor agreements; and develop written
guidelines to maximize FEMA reimbursement
Completion Est.
June 2025
12 10
Division Projects for FY 2025-26
Throughout FY 2025 -26, the Purchasing and Procurement Division will continue to support the ongoing work efforts as described above in Table 1. However, several new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 3 below. These items are proposed as additions to the Division’s work program for FY 2025 -26. Resources will be prioritized to complete current projects to free up capacity to take on new projects and work efforts as the fiscal year progresses.
Table 3: FY 2025-26 Projects
PROJECT ESTIMATED
COMPLETION
1 Develop a training module related to federal contracting requirements for capital projects June 2026
2 Conduct two training sessions on purchasing and procurement topics June 2026
3 Present annual recommended revisions to Chapter 3.05 of the Goleta Municipal Code to the Ordinance Committee and City Council
June 2026
INFORMATION TECHNOLOGY DIVISION
Role of the Division
The Information Technology Division (IT) is responsible for development, implementation, and maintenance of information systems and technology for all City departments. Security and continuity are key priorities. Through collaboration with users throughout the City, the IT Division provides the highest quality cost -effective technical support and services to achieve the City’s mission.
Programs/Ongoing Work Efforts
Table 1 below lists the ongoing responsibilities, work efforts, and programs that the Information Technology Division carries out on a day -to-day basis. The table does not reflect work efforts associated with responding to and managing unplanned or emergency events.
Table 1: Day-to-Day Staff Responsibilities
INFORMATION TECHNOLOGY
To deliver and support secure, reliable, and integrated technology solutions in alignment with the City’s strategic plan goals
Maintain and monitor the condition and functionality of networks, City-issued equipment, mobile devices, and servers
13 11
Ensure a secure environment, through a multi-pronged approach of security tools, continuous monitoring, access control, and training
Provide technical assistance to departments to guide the evaluation, selection, and implementation of enterprise software applications
Replace network equipment and computer inventory based upon the inventory replacement schedule
Continue to implement the City’s IT Strategic Plan
Enhancing the ability of the public to interact with and conduct business with the City remotely
Key Accomplishments and Milestones
Over the past fiscal year, the Information Technology Division can point to several complete and near-complete significant project accomplishments as shown in Table 2 below.
Table 2: Key Accomplishments and Project Milestones, FY 2024-25
PROJECT STATUS
Onboard a new Managed Service Provider, Acorn Technology Services Completed
Replace the majority of aged citywide network of firewalls, routers, switches and wireless access points Completed Relocate all IT equipment from the existing Buellton Library to the new location Completed
Establish IT services at the temporary Library location Completion Est.
June 2025
Remedy network vulnerabilities and ensure PCI compliance Completed Convert City Hall to fiber service to improve network stability and speed Completed
Implement a phone solution for telecommuting City staff Completion Est.
June 2025
Implement Two-Factor Authentication to improve network
security Completed
Division Projects for FY 2025-26
Throughout FY 2025 -26, the Information Technology Division will continue to support ongoing work efforts as described above in Table 1. In addition, several new work efforts, projects and programs have been identified, either by the City Council or the City Manager, and have been included in Table 3 below. These items are proposed as additions to the Division’s work program for FY 2025 -26. Resources will be prioritized to complete current projects to free up capacity to take on new projects and work efforts as the fiscal year progresses.
14 12
Table 3: FY 2025-26 Projects
PROJECT ESTIMATED
COMPLETION
1 Conduct cybersecurity training for all City staff and contractors June 2026 2 Develop an IT Governance Framework for the City in concert with an IT Steering Committee. The Committee will prioritize projects, develop IT policy development, and guide strategic decisions.
June 2026
3 Adopt numerous IT policies in support of the Governance Framework June 2026
4 Provide technical assistance in the selection and
implementation of a records management system
December 2025
GENERAL SERVICES DEPARTMENT
Long-Range Projects Contingent on Staff Capacity
The following prospective projects in Table 1 below represent long-range work efforts that exceed the department’s expected FTE capacity for Fiscal Year 2025-26. However, in the event staff capacity becomes available, then new projects will be taken up in the priority shown below.
Table 1: Long-Range Projects Contingent on Staff Capacity
PROJECT ESTIMATED
COMPLETION
1 Expand the use of Asset Essentials to other departments to catalog assets and systematically schedule maintenance and replacement of the assets
TBD
2 Implement an automated pool vehicle reservation system TBD 3 Develop eMarketplace for City staff to easily purchase goods and general services that have already been competitively solicited to maintain compliance with the Municipal Code and save staff time and resources
TBD
4 Develop options for a single file management system for all IT records TBD
5 Develop a plan, schedule, and budget for development of the next IT Strategic Plan TBD
15 ATTACHMENT 2
PowerPoint Presentation
16 FY 2025-26
Annual Work Program
GENERAL SERVICES
DEPARTMENT
City Council Workshop
March 4, 2025
Present
ation by:
Matt Fore, General Services Director
17 Purpose of Workshop
Role and Responsibilities of General Services Department Review General Services Department Staffing and Ongoing Work E
fforts
Propose Potential New Work Efforts, Projects, and Programs Discuss and Establish General Services Department Work Priorities for
FY 2025-26
FY 2025-26 General Services Department Annual Work Program 2 18 General Services Department Structure
Fiscal Year 2025-2026
FY 2025-26 General Services Department Annual Work Program
7.75 FTE (8.0 Proposed)
19 Role and Responsibilities of General Services
4FY 2025-26 General Services Department Annual Work Program Asset Management (Facilities, Fleet, Information Technology) Useful Life
Accumulate Reserves for Replacement
Preventative Maintenance and Repair to Reach Useful Life Replacement
Surplus and Disposal of Retired Assets
Information Technology
Cybersecurity
Strategic Planning
Contractor Oversight
20 Role and Responsibilities of General Services (con’t) 5FY 2025-26 General Services Department Annual Work Program Purchasing and Procurement
Review and Approve Requisitions and Contracts
Guidance and Training to City Staff
Audit Procurement Actions
Administration
Council and Subcommittees
Budget Development and Management
Personnel Management
Property Management and Tenant Relations
21 General Services Key Accomplishments
Fiscal Year 2024-25
Administrative
Hired and onboarded new Project Manager
Facilities Maintenance and Repair
Sewer line repair and reconstruction at City Hall
Carpet and upholstery cleaning of City Hall
Surplused a substantial volume of equipment on the second floor of City Hall and reactivate the dumbwaiter to prepare for the Goleta Valley Library Closure (est. completion June)
Painted the interior of the Corporation Yard (est. completion June) Significant electrical system work at Goleta Community Center (GCC): replaced panel, branch wiring, repaired breezeway and pickleball lighting 6FY 2025-26 General Services Department Annual Work Program 22 General Services Key Accomplishments
FY 2024-25 (cont’d)
Conducted aboveground and subsurface termite treatment of the GCC campus
Refurbished Classroom 3 at GCC, patch and paint poles and fascia of tenant spaces
Secured temporary closure permit for underground storage tank at 27 S. La Patera in advance of Amtrak Station construction
Secured lease and completed tenant improvements for the temporary Library space (est. completion June)
Winterized all facilities prior to the wet-weather season 7FY 2025-26 General Services Department Annual Work Program 23 General Services Key Accomplishments
FY 2024-25 (cont’d)
Capital Projects
Conducted structural assessments of Classrooms 1-3 of Community Center and City Hall as potential temporary Library services locations Completed conceptual plans for the Library Safety, ADA, and Building Improvements Project
Developed Move Management Plan for the temporary Library location during construction
Received Project Closeout Concurrence from FEMA on the Community Center Seismic Improvements Project
Completed electrical assessment of the GCC campus
Developed ADA path of travel improvements and striping plan for City Hall parking lot
8FY 2025-26 General Services Department Annual Work Program 24 General Services Key Accomplishments Fiscal
Year 2024-25 (cont’d)
Fleet Management
Executed a contract for mobile fleet washing to greatly reduce the time needed by staff to drive to a fixed car wash location
Purchased two new trucks for the new Lead Maintenance Worker positions and one new EV sedan to replace the aged pool vehicle (est. completion June) Surplused 12 pieces of inoperable and end of life equipment including vehicles, trailers, and specialty maintenance equipment
9FY 2025-26 General Services Department Annual Work Program 25 General Services Key Accomplishments Fiscal
Year 2024-25 (cont’d)
Information Technology
Onboarded a new Managed Service Provider, Acorn Technology Services Replaced the majority of aged citywide network of firewalls, routers, switches and wireless access points
Relocated all IT equipment from the existing Buellton Library to the new location
Established IT services at the temporary Library location (est. completion June) Remedied network vulnerabilities and ensure PCI compliance Converted City Hall to fiber service to improve network stability and speed Implemented a phone solution for telecommuting City staff (est. completion June)
Implemented Two-Factor Authentication to improve network security 10FY 2025-26 General Services Department Annual Work Program 26 General Services Key Accomplishments Fiscal
Year 2024-25 (cont’d)
Purchasing and Procurement
Revised Chapter 3.05 of the Goleta Municipal Code to align with the Uniform Public Construction Cost Accounting Act and to clean up various ambiguities within the Code
Developed new tools for emergency procurement including electronic EOC Logistics binder with forms, templates and resource material, such as frequently used vendor/supply lists and emergency vendor agreements; and develop written guidelines to maximize FEMA reimbursement (est. completion June)
11FY 2025-26 General Services Department Annual Work Program 27 Fiscal Year 2025-
26 Projects
12FY 2025-26 General Services Department Annual Work Program
CAPITAL PROJECTS
Complete the development of plans for the City Hall
Elevator
, ADA, and Tenant Improvements Project
Develop plans and specifications for replacement of
panels and wiring at the GCC
Conduct bid process and begin construction on the
Goleta Valley Library Safety, ADA, and Building
Improvements Project
Conduct architectural, structural, and electrical
assessments of the Stow House
28 Fiscal Year 2025-
26 Projects
13 FACILITIES MANAGEMENT
Develop a key management system for all City
facilities
Repair porches
at Stow House
Install a railing/barrier on the platform of the Historic Train Depot
Procure and execute a long-term HVAC maintenance
contract for all City-owned facilities
Conduct a market rate study for GCC-related leases
and execute revised leases with tenants
FY 2025-26 General Services Department Annual Work Program 29 Fiscal Year 2025-
26 Projects
14 FACILITIES MANAGEMENT (continued)
Expand security upgrades by upgrading access
control sy
stems and evaluating surveillance needs in
high-traffic City buildings
Enhance ADA compliance across City facilities,
including installation of automatic doors, accessible
pathways, and restroom upgrades
Continue to implement a preventive maintenance
program to increase the percentage of scheduled
work and reduce the ratio of reactive repairs
FY 2025-26 General Services Department Annual Work Program 30 Fiscal Year 2025-
26 Projects
15 FLEET MANAGEMENT
Replace the Go-4 parking enforcement vehicle, the
Streets Manager
vehicle, and a Public Works
maintenance utility body vehicle (F-250)
Surplus the existing vehicles to be replaced
Conduct a training for all City fleet users regarding
safety, accident procedures, and use of fuel cards
Research EV charging options during a power
outage
Continue to improve preventative maintenance
programs to minimize downtime, extend vehicle
lifespan, and reduce reactive repairs
FY 2025-26 General Services Department Annual Work Program 31 Fiscal Year 2025-
26 Projects
16 INFORMATION TECHNOLOGY
Conduct cybersecurity training for all City staff and
contractors
Develop an
IT Governance Framework for the City in
concert with an IT Steering Committee.
Adopt numerous IT policies in support of the
Governance Framework
Provide technical assistance in the selection and
implementation of a records management system
FY 2025-26 General Services Department Annual Work Program 32 Fiscal Year 2025-
26 Projects
17 PROCUREMENT
Develop a training module related to federal
contracting requiremen
ts for capital projects
Conduct two training sessions on purchasing and
procurement topics
Present annual recommended revisions to Chapter
3.05 of the Goleta Municipal Code to the Ordinance
Committee and City Council
FY 2025-26 General Services Department Annual Work Program 33 Long Range
Projects
Contingent on
Staff Capacity
18FY 2025-26 General Services Department Annual Work Program General Services Department
Expand the use of Asset Essentials to other departments to catalog assets and systematically schedule maintenance and replacement of the assets
Implement an automated pool vehicle reservation system
Develop eMarketplace for City staff to purchase goods and general services that have been competitively solicited to maintain compliance with the Municipal Code and save staff time and resources
Develop options for a single file management system for all IT records
Develop a plan, schedule, and budget for development of the next IT Strategic Plan
34 Questions?
FY 2025-26 General Services Department Annual Work Program 19 35 Recommendation
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 2025-26 for the General Services Department
20FY 2025-26 General Services Department Annual Work Program 36