Agenda Item C.2
DISCUSSION/ACTION ITEM
Meeting Date: February 17, 2026
TO: Mayor and Councilmembers
SUBMITTED BY: Robert Nisbet, City Manager
SUBJECT: General Government Department Priority Setting Workshop – Fiscal Year 2026-27 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 202 6-27 for the General Government Department.
BACKGROUND:
The General Government 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 Councilmember’s project ideas and provide direction on the Gen eral Government Department’s (Department) work priorities for the next fiscal year. The draft Fiscal Year (FY) 2026-27 Annual Work Program also summarizes work progress and accomplishments for the past fiscal year, FY 202 5- 26, and lays the groundwork for t he Department ’s mid-cycle budget, which will be presented to Council during the upcoming mid-cycle budget workshops.
The available budget and staffing are finite, and the list of possible City-wide work efforts is growing, therefore a priority -setting pro cess is useful to allow the City Council to establish policy priorities. A regular priority-setting process allows the Department to plan for and assign work within available resources in a structured way. This system works better and is more efficient tha n attempting to shift resources ad hoc to new projects as Councilmembers identify and introduce new ideas and work priorities during the year.
DISCUSSION:
Purpose
The purpose of this workshop item is to update the Council on existing work commitments and recent accomplishments, and to provide the Council with an opportunity to discuss work priorities for the General Government Department for the upcoming fiscal year. The Annual Work Program covers the work of the four main divisions in the Department: City Manager, City Clerk, Community Relations, and Human Resources/Risk Management.
The Annual Work Program reflects the core services each division provides, as well as 1 Meeting Date: February 17, 2026
those priority projects that the division reasonably expects it can achieve in the coming fiscal year. The Annual Work Program also shows a list of long-range projects that exceed the division’s projected capacity to take on next fiscal year, but which staff will attempt to tackle either as staff capacity unexpectedly becomes available, or in future year work programs. Tentative completion dates for projects and deliverables are best estimates and should therefore not be interpreted as a commitment.
The Annual Work Program creates a regular mechanism for the Council to establish the Department’s work priorities and is also an opportunity for the Council to propose and prioritize work projects and shape the work plan for the coming year.
Staffing and Budget Constraints
Setting of work priorities must of course occur within the constraints of budget and available staffing. Goleta is still a small city with limited staff and finite resources. Given the large number of competing possible work priorities, the City must take care not t o overcommit at any given time and instead be prepared to take a measured approach for delivery of services and projects. Over time, much can be accomplished, if available staffing resources are concentrated and projects are tackled sequentially. It is als o important for the City to keep some capacity in reserve to deal with unanticipated events and needs beyond the City’s control that inevitably arise in any given year, particularly in the General Government Department.
GOLETA STRATEGIC PLAN:
City-Wide Initiative: 8. Enhance the Efficiency and Transparency of City Operations Strategic Goal: 8.2 Maintain transparency in all aspects of City Government FISCAL IMPACTS:
The Annual Work Program for Fiscal Year 2026-27 is consistent with the current adopted budget with respect to existing positions and work commitments, including consultant resources. It also lays the groundwork for the second year of the current budget cyc le assuming a continuation of existing staff resources.
ALTERNATIVES:
The Council can direct staff to revise the General Government Department FY 2026 -27 Annual Work Program prior to adoption or choose not to adopt an Annual Work Program.
LEGAL REVIEW BY: Isaac Rosen, City Attorney
APPROVED BY: Robert Nisbet, City Manager
2 Meeting Date: February 17, 2026
ATTACHMENTS:
1. Draft Fiscal Year 2026 -27 General Government Department Annual Work Program
2. General Government Department Fiscal Year 2026 -27 Work Program Presentation
3 ATTACHMENT 1
Draft Fiscal Year 2026-27 General Government Department Annual Work Program
4 1
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
GENERAL GOVERNMENT
Adopted TBD
5 2
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
GENERAL GOVERNMENT DEPARTMENT
Table of Contents
EXECUTIVE SUMMARY ................................................................................................. 3 Introduction and Purpose ............................................................................................. 3 Department Staffing and Organizational Structure ...................................................... 3 Workload Considerations ............................................................................................. 5 CITY MANAGER’S OFFICE ............................................................................................ 6 Role of the Division ...................................................................................................... 6 Core Services .............................................................................................................. 6 Key Accomplishments and Milestones ........................................................................ 7 Fiscal Year 2026-27 Projects/Programs ....................................................................... 8 Long Range Projects/Program Contingent on Staff Capacity....................................... 9 CITY CLERK ................................................................................................................. 10 Role of the Division .................................................................................................... 10 Core Services ............................................................................................................ 10 Key Accomplishments and Milestones ...................................................................... 11 Fiscal Year 2026-27 Projects/Programs ..................................................................... 11 Long Range Projects/Program Contingent on Staff Capacity..................................... 12 COMMUNITY RELATIONS ........................................................................................... 13 Role of the Division .................................................................................................... 13 Core Services ............................................................................................................ 13 Key Accomplishments and Milestones ...................................................................... 14 Fiscal Year 2026-27 Projects/Programs ..................................................................... 15 Long Range Projects/Program Contingent on Staff Capacity .................................... 16 HUMAN RESOURCES & RISK MANAGEMENT .......................................................... 17 Role of the Division .................................................................................................... 17 Core Services ............................................................................................................ 17 Key Accomplishments and Milestones ...................................................................... 18 Fiscal Year 2026-27 Projects/Programs ..................................................................... 19
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EXECUTIVE SUMMARY
Introduction and Purpose
The Fiscal Year (FY) 2026 -27 Annual Work Program outlines the key projects, ongoing programs, and staffing resources for the General Government Department (Department) providing a comprehensive view of departmental priorities and capacity for the upcoming fiscal year.
This document serves two primary purposes:
To inform the City Council of current and proposed work efforts, enabling strategic input and prioritization.
To guide department staff in aligning their work with the City’s Mission Statement, Core Values, and Strategic Plan.
Snapshot of FY 2026–27 Work Program:
Total FTEs: 17.0
Divisions: 4
Major Themes or Priorities for the Year:
o Continued support of the delivery of “Big Six” CIP Projects o Renegotiation of major contracts
o Modernization of processes and investment in technology o Commemoration of milestone anniversaries and events
Department Staffing and Organizational Structure
The General Government Departm ent underwent several staffing changes during FY 2025-26.
In July of 2025, the City Clerk Division was restructured by the FY 25/26 & 26/27 Two Year Budget adopted by the City Council on June 17, 2025. As a result, the Planning Commission Clerk was reclas sified to a Deputy City Clerk, the former Public Records Specialist position was eliminated, and a new position, Senior Deputy City Clerk, was added to the division. Through a competitive recruitment process, one of the former Deputy City Clerks was promoted into the role of Senior Deputy City Clerk at the end of July 2025, leaving a vacant Deputy City Clerk position in the division. This position was filled in November 2025, bringing the division up to full staffing levels.
In the City Manager’s Office, t he former Executive Assistant position was reclassified to a Management Assistant position as part of the adoption of the FY 25/26 & 26/27 Two Year Budget. This position was filled in September 2025 , bringing the division up to full staffing.
The Human Resources/Risk Management Division currently has one vacanc y and is recruiting for one of the Human Resource Analyst position s. This position is anticipated to be filled before the end of FY 25/26.
Staff capacity is a key factor in determining what work the Department can take on. Many 7 4
projects are multi-year efforts and require ongoing resources. New projects can only be added as others are completed or additional staffing is approved.
Generally, the Annual Work Program prioritizes the use of City staff. Consultants and contractors are only engaged when internal capacity is fully committed, or when one-time or short -term projects exceed available capacity staff resources. The use of outside consultants is limited by budget constraints and the capacity of managers to oversee both staff and consultant work effectively.
When fully staffed the Department consists of 17 full-time equivalent positions (FTEs) .
The positions of the department are further detailed below in Table 1. Figure 1 below shows the organizational structure of the whole department.
Table 1: Department Current Staffing Levels
FULL TIME AND PART TIME
POSITION TITLE
FTE DIVISION
City Manager 1.0 City Manager’s Office
Assistant City Manager 1.0 City Manager’s Office
Assistant to the City Manager 1.0 City Manager’s Office Management Analyst 1.0 City Manager’s Office
Management Assistant 1.0 City Manager’s Office
City Clerk 1.0 City Clerk’s Division
Senior Deputy City Clerk 1.0 City Clerk’s Division
Deputy City Clerk 2.0 City Clerk’s Division
Office Specialist 1.0 City Clerk’s Division
Community Relations Manager 1.0 Community Relations Division Management Assistant 2.0 Community Relations Division
Human Resources/Risk Manager 1.0 Human Resources/Risk Management Division Human Resources Analyst 2.0 Human Resources/Risk Management Division Human Resources Technician 1.0 Human Resources/Risk Management Division TOTAL FTEs 17.0
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Figure 1: General Government Department Organizational Chart
Workload Considerations
As City projects and initiatives expand, workloads across all General Government divisions grow. For the City Manager’s Office, demands fluctuate with unplanned events requiring immediate and sometimes prolonged response, compounded by limited clerical support for both the division and City Council. The City Clerk’s division faces increased responsibilities from more public meetings, workshops, and support services as staffing grows. Community Relations experiences similar variability, managing community outreach and public events for all departments and responding to emergencies such as natural disasters or public health crises. Human Resources and Risk Management workloads rise with staff growth, vacancies, and added facilities, vehicles, and operations, reflecting the City’s continued maturation.
City Council
City Attorney City Manager
Assistant City
Manager
City Clerk
Senior Deputy
City Clerk
Deputy City
Clerk
Deputy City
Clerk
Office
Specialist
Human
Resource/Risk
Manager
HR Analyst
HR Analyst
HR Technician
Community
Relations
Manager
Management
Assistant
Management
Assistant
Management
Analyst
Management
Assistant
Assistant to
the City
Manager
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CITY MANAGER’S OFFICE
Role of the Division
The City Manager’s Office is responsible for administrative leadership and coordination for all City operations . The City Manager’s Offi ce supports the City Council in policy development and oversees implementation of the City’s various strategic plans through departmental work programs . Under the City of Goleta’s form of government, the City Manager is the chief administrative officer and reports directly to the City Council. The City Manager provides leadership and direction by appointing the head of each operating department in the City, managing all departments and staff, establishing budget priorities, ensuring financial transparency, and shaping organizational culture.
Core Services
Table 2 outlines the division’s core services, including routine responsibilities, ongoing programs, and essential work efforts performed on a day -to-day basis. This section is intended to capture the foundational activities that support the Department’s mission and contribute citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 2: Core Services
City Management
Budget development
Agenda management
City department oversight and coordination
Two-Year Strategic Plan and Department Work Programs oversight Programs & Initiatives
Economic Development
Legislative Advocacy
Public Art
Public Safety (Sheriff, Animal Control, Fire Liaison)
Special Projects as Directed
Policy development
Surveys
Programmatic research
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Key Accomplishments and Milestones
Over the past year, the City Manager’s Office can point to several complete and near - complete initiatives as shown in Table 3 below.
Table 3: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Swiftly responded to
community needs and took
actions related to Immigration
and Customs Enforcement
activities
August 2025 2.1 NS, CAO
Developed Public Art Policy October 2025 2.2 PER
Updated Naming Policy November 2025 8.1 N/A
Updated the 2026 Legislative
Platform December 2025 N/A
Deployed a new step-by-step
guide for businesses operating
in the City
December 2025 4.4 Finance
Added new parking
enforcement officer to
strengthen parking
enforcement, researched
parking permit programs,
improved wayfinding in Old
Town
December 2025 6.2 PW
Issued an RFP for the café
concessions at the Goleta
Train Depot
Projected
April 2026 5.1 GS
Executed contracts and
coordinate City responsibilities
as FIFA World Cup Team
Base Camp Host City
Projected June
2026 4.4 N/A
Issued RFP and executed new
contract for defined
contribution plan options (Plan
457b)
Projected
June 2026 3.6 Finance, HR
Supported implementation of
Old Town Pride of Place
(POP) grant program
Projected
June 2026 4.3 Finance, PER,
NS, PW
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Provide support to the City’s
streetlighting, solid waste, and storm
drain assessment rate studies
In Progress 6.3 PW, Finance
Continue supporting the delivery of
Project Connect, San Jose Creek
Multipurpose Path, Cathedral Oaks
Crib Wall Repair, Goleta Train
Depot, Goleta Valley Library ADA,
Building, and Safety Improvements,
and San Jose Creek Channel Fish
Passage Modification Projects
In Progress 5.3 All
Fiscal Year 2026-27 Projects/Programs
The City Manager’s Office initiatives for FY 2026-27 are listed in Table 4 below in priority order.
Table 4: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRAT
GOAL
#
SUPPORTING
DEPT(S)
1. Support delivery of the "Big
Six" CIP Projects (Project
Connect, San Jose Creek
Multipurpose Path, Cathedral
Oaks Crib Wall Repair, Goleta
Train Depot, Goleta Valley
Library ADA, Building, and
Safety Improvements, and
San Jose Creek Channel Fish
Passage Modification)
June 2027 –
Ongoing
5.3 &
5.4 All
2. LAFCO Sphere of Influence
Boundary Change June 2027 5.7 PER, CAO
3. Draft and propose state
legislation on housing element
reporting process
September
2026 N/A PER, CAO
4. Renegotiate or extend the
Sheriff contract expiring June
2027
March 2027 7.3 Finance
5. Assist in development of
Citywide Continuity of
Operations (COOP) Plan
December
2026 7.1 NS
6. Provide support for the City’s
streetlighting, solid waste, and
storm drain assessment rate
studies
January 2027 3.2 Finance, PW
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7. Renegotiate the MOU for Fire
Station 10 June 2027 7.5 N/A
8. Support the Library’s Capital
Campaign
December
2026 2.5 NS, Finance
9. Renegotiate the Animal
Services Contract expiring
June 2027
March 2027 7.2 CAO, Finance
10. Initiate feasibility analysis and
cost estimate for replacement
of the Lake Los Carneros Foot
Bridge (CIP No. 9132)
June 2027 2.2 PW
Long Range Projects/Program Contingent on Staff Capacity The City Manager’s Office potential long-range projects/programs (cannot begin until FY 2027-28) are listed in Table 5 below.
Table 5: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
11. Initiate feasibility analysis of the Goleta US 101 Overcrossing Project (CIP No. 9143) TBD
12. Pursue revenue enhancement options in collaboration with the Finance Department TBD
13. Explore acquisition of the MOT site in coordination with Neighborhood Services and General Services TBD
14. Research the creation of a rent control ordinance TBD
15. Conduct research on implementing a street parking permit program TBD
16. Issue an RFP to analyze the best use of the triangle property TBD
17. Encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas of the Los Padres National Forest
TBD
18. Oversee the Old Town Visioning Process in coordination with Planning and Public Works TBD
19. Analyze City permitting processes from an economic
development perspective to identify and implement
opportunities to improve efficiency, ensure appropriate staffing levels, and increase public responsiveness, in coordination with all departments
TBD
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CITY CLERK
Role of the Division
The City Clerk’s Office is responsible for administering democratic processes including elections, access to City records, and legislative actions to ensure transparency to the public. The division also manages public records and City Council agendas, provides training and support to city boards and commissions, and ensures public access to government processes.
In addition, the City Clerk's Office oversees s upport services functions in City Hall, including reception and administrative support, the purchase of office supplies, business services and equipment, and other citywide administrative functions.
Core Services
Table 6 outlines the Division’s core servi ces, including routine responsibilities, ongoing programs, and essential work efforts performed on a day -to-day basis. This section is intended to capture the foundational activities that support the Department’s mission and contribute citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 6: Core Services
Administer and coordinate Municipal Elections
Agenda Management
Conduct Recruitments for City Advisory Bodies
Manage internal/external information requests, research, and Public Records Act (PRA) compliance
AB1234 Ethics Training Compliance
Oversee Government Access Channel 19 programming with Community Relations Agenda Support and Training – Legistar, Media Manager, GovDelivery, Vision Live, Channel 19 scroll and Adobe Acrobat
Coordinate the execution and record keeping of ordinances, resolutions, contracts, agreements, and other official documents approved by the City Council Oversee the Centralized Office Supplies Ordering/Inventory Ensure transparency and proper documentation during project bid openings and maintain records of bonds for City projects
Administer and schedule requests for recognition in coordination with the Mayor and Mayor Pro Tempore
Clerking of Public Meetings
Produce agenda packets and minutes for the City Council, Design Review Board, Historic Preservation Commission and the Planning Commission Oversee the Goleta Municipal Code updates/supplements.
Oversee the publication of and posting of legal notices as mandated by State law for all city departments
Oversee City Council Chamber audio visual equipment and schedule maintenance and upgrades of equipment as necessary
14 11
Accept service of summons, subpoenas, claims, and other legal documents on behalf of the City and its officials
Key Accomplishments and Milestones
Over the past year, the City Clerk Division can point to several complete and near - complete initiatives as shown in Table 7 below.
Table 7: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Implemented Spanish simulcast
of City Council meetings on City
of Goleta Channel 19 and Zoom
February 2026 8.3 N/A
Launched accessible Spanish
interpretation service using the
Listen WIFI platform app allowing
attendees to hear live, translated
audio directly on their own
smartphones
February 2026 8.3 N/A
Evaluate Citywide Enterprise
Content Management (ECM)
solutions to streamline contract
workflows, secure record storage,
and implement best practices
June 2026 8.3 General
Services
Fiscal Year 2026-27 Projects/Programs
The City Clerk Division initiatives for FY 2026-27 are listed in Table 8 below in priority order.
Table 8: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Roll out a Citywide
Enterprise Content
Management System
(ECM) including contract
management workflows
and secure record
storage to improve City
staff efficiency and
ensure best practices for
records management
December
2026 8.3 General
Services
2. Launch an automated
records request program July 2027 8.3 General
Services
15 12
3. Coordinate Appreciation
Event for all City Boards
and Commissions
April 2027 9.3 N/A
Long Range Projects/Program Contingent on Staff Capacity The City Clerk Division potential long-range projects /programs are listed in Table 9 below.
Table 9: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
4. Update the Citywide Records Retention Program last
adopted in 2013 August 2027
16 13
COMMUNITY RELATIONS
Role of the Division
The Community Relations Division manages the City’s communications, outreach, and engagement efforts. It provides accurate and timely information and education about City programs, projects and events to residents, stakeholders, and the media through multiple channels, including the website, GovDelivery, social media , Nextdoor, YouTube and Goleta TV Channel 19 . The Division support s community participation, emergency communications, and Spanish-language outreach by creating content for all the City’s informational tools, ensuring Goleta’s diverse community stays connect ed. The Division provides support to the City Manager, City Staff, Mayor and City Council through community outreach activities for City projects and programs. The Community Relations Manager serves as the City’s spokesperson . Other responsibilities include managing public engagement, community events, employee engagement activities, research and preparation of Public Engagement Commission materials, and special projects for the City Manager and Assistant City Manager.
The Community Relations Manager supports the City Manager as the d irect point of contact for routine incident communications with the Santa Barbara County Sheriff’s Office and the Santa Barbara County Fire Department. Timely information is then relayed internally and, if needed, to the City Council and the public. The Di vision’s Spanish Engagement Specialist provides overall support to the division with an emphasis on engaging the Spanish community. The Management Assistant also provides overall support to the Division with a focus on the website.
Core Services
The table below lists programs within the current scope of the Division. This table does not include unplanned work, e.g., efforts in support of emergency operations and unanticipated events. It is a pivotal time in the City’s history with many projects years in the making coming to fruition. Every department has a strong need for community outreach to inform the public in English and Spanish about all the great progress happening in Goleta.
Table 10: Core Services
ADMINISTRATIVE
Interdepartmental coordination and support
Provide website training and support to staff
Manage agreements (e.g., design, banner program, videography, interpretation services, etc.)
PUBLIC OUTREACH & COMMUNITY ENGAGEMENT
Coordinate emergency and incident response communication Outreach support for all City Departments
Create and share compelling multimedia content (messages, press releases, visuals, videos) in English and Spanish
Share information via City platforms (website, GovDelivery, Nextdoor, social media, Goleta TV Channel 19, Blackboard Connect, etc.)
17 14
Manage media relations and public inquires
Project-related Special Events (e.g., informational events, ribbon-cutting ceremonies, groundbreakings) and giveaways for events
Create and share monthly e-Newsletter (Monarch Press)
Design and implement outreach campaigns (light post banners, A-Frame signs, logos for City facilities, etc.)
Manage community engagement programs (LEAD Goleta, Coffee & Community, etc.) Manage and promote GoodlandGoodShopping online business directory Public Engagement Commission (PEC) liaison
ANNUAL EVENTS
Community State of the City and Chamber State of the City Dam Dinner
Goleta Old Town Holiday Parade Window Decorating Contest E-Bike Safety Awareness Week
Support Other Agency Community Events (Goleta Holiday Parade, Lemon Festival, Lemon Run, Meet Me In Old Town Events, Film Festivals etc.)
OTHER DUTIES
Employee engagement and recognition events (Summer BBQ, Holiday Party and Mayor & Council Staff Appreciation Breakfast) and efforts (hires, promotions, retirements, City Tiles)
Council meeting events and recognition
Special projects for the City Manager and Assistant City Manager ACCESS Team member and language initiative coordination
Key Accomplishments and Milestones
Over the past year, the Community Relations Division of the City Manager Department can point to several complete and near-complete initiatives as shown in Table 11 below.
Community events are now a larger part of the Community Relations Division’s responsibilities with new events being added, and annual events being improved and expanded upon.
Table 11: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Held first-ever Fourth of July
Drone Show in Goleta July 2025 2.2 NS
“Ellwood Mesa: Beyond the
Bluffs” Short Film & Screenings January 2026 2.2 N/A
Created logos with designer for
Goleta Train Station and Goleta
Valley Library
February
2026 9.3 General
Services, NS
Goleta Valley Library
Groundbreaking
February
2026 5.4 General
Services
Goleta Valley Library Capital
Campaign
Winter/Spring
2026 2.5 NS
18 15
San Jose Creek Project
Groundbreaking April 2026 6.1 PW
Splash Pad Opening May 2026 2.2 NS, PW
Street Talk Open House April 2026 9.3 PW
Support economic development
efforts in Old Town / citywide Ongoing 6.3 CMO
Project Connect videos, outreach
and education Ongoing N/A PW
Enhance LEAD Goleta
Community Academy February 2026 9.3 N/A
Communicate City
responsibilities as FIFA World
Cup Team Base Camp Host City
Projected
June 2026 4.4 CMO, CAO
Fiscal Year 2026-27 Projects/Programs
The Community Relations Division initiatives for FY 202 6-27 are listed in Table 12 below in priority order.
Table 12: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Goleta Train Depot
Ribbon Cutting August 2026 5.1 GS
2. Train Station Kiosks Ongoing 9.3 GS
3. Explore partnerships for
2027 Fourth of July
Drone Light Show and
fundraising campaign
June 2027 9.3 NS
4. City’s 25-Year
Anniversary February 2027 9.3 N/A
5. Goleta Community
Center’s 100-Year
Anniversary
TBD 2.2 NS
6. Re-imagine Coffee &
Community events January 2027 9.3 CMO
7. Project Connect
Completion Spring 2027 6.1 PW
8. Know Your District
Education
November
2026 9.3 City Clerk
9. Goleta Valley Library
Fairview Ribbon Cutting
May / June
2027 5.4 NS
10. Website Accessibility April 2027 5.1 All
19 16
Update (New DOJ Title
II of the ADA
regulations)
Long Range Projects/Program Contingent on Staff Capacity The Community Relations Division’s potential long-range projects/programs are listed in Table 13 below.
Table 13: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
11. San Jose Creek Project Ribbon Cutting Fall/Winter 2027
12. New photography for City outreach and promotion Fall 2027
20 17
HUMAN RESOURCES & RISK MANAGEMENT
Role of the Division
The Human Resources/Risk Management Division provides citywide operational support in the areas of human resources, risk management, and employee safety.
Human Resources oversees classification and compensation, employee ben efits, recruitment and onboarding, leaves of absence administration, reasonable accommodation/interactive process, training and development, performance management, labor relations, and compliance with employment laws. The Division also administers key policy documents, including the Personnel Rules and the Classification and Compensation Plan. In addition, Human Resources supports the Assistant City Manager in implementing the City’s ACCESS (Advancing Culture, Connection, Engagement, Safety, and Support) Strategic Plan initiatives across departments and coordinates the citywide staff ACCESS Team.
Risk Management protects the City’s assets through risk identification and mitigation, insurance administration, and safety and loss prevention programs. This includes workers’ compensation, employee safety and CalOSHA compliance, general liability insurance and claims administration, and maintenance of policies such as the Injury and Illness Prevention Program (IIPP). Risk Management also coordinates the Employee Safety Committee.
Core Services
Table 14 outlines the Division’s core services, including rou tine responsibilities, ongoing programs, and essential work efforts performed on a day -to-day basis. This section is intended to capture the foundational activities that support the Department’s mission and contribute citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 14: Core Services
TRAINING AND DEVELOPMENT
New Employee Orientation
Employee Development Training
Supervisory Training
Safety Training
Statutorily Required Training
EMPLOYEE AND LABOR RELATIONS
Classification System and Salary Plan Maintenance
Policy Development/Implementation
Payroll Coordination
Personnel Rules maintenance
Employee Relations (Negotiations, Grievance Resolution, Discipline) Attendance, Leaves of Absence, Accommodations
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DIVERSITY, EQUITY AND INCLUSION
ACCESS Team and Strategic Plan (Advancing Culture, Connection, Engagement, Safety, and Support)
RISK MANAGEMENT
CJPIA Risk Management Evaluation/Loss Cap Program
Advise Departments on Risk Avoidance/Transfer/Mitigation Claims Process: Track/Manage/Coordinate with Contract Claims Adjustor Insurance Certificates Processing
Contracts/Agreements Review – insurance requirements
Employee Safety Program/Injury and Illness Prevention Program (IIPP)/Employee Safety Committee
Audit/Update Property Schedule
Annual Renewals for All Lines of Insurance Coverage
Workers’ Compensation Program
CJPIA Training Programs
Key Accomplishments and Milestones
Over the past year, the Human Resources/Risk Management Division can point to several complete and near-complete initiatives as shown in Table 15 below. Over the past year, the Human Resources /Risk Management Division can point to several complete and near-complete initiatives as shown in Table 15 below.
Table 15: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Developed a Retired Annuitant
Employment Policy in
coordination with Finance
Department
January 2026 3.3 Finance
Reviewed and revised the City’s
Injury and Illness Prevention
Policy (IIPP).
August 2025 N/A N/A
Reviewed and implemented
defined contribution plan options
(Plan 457b and 401a) to further
diversify investment options for
staff and ensure the fiduciary
duty is met
June 2026 3.3 Finance
Launched monthly employee
newsletter to promote and
enhance employee engagement
February
2025 9.1 N/A
22 19
Fiscal Year 2026-27 Projects/Programs
The Human Resources/Risk Management Division initiatives for FY 2026-27 are listed in Table 16 below in priority order.
Table 16: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Review current health
plan and seek proposals
for alternative and
comparable plan options
October 2026 N/A N/A
2. Coordinate efforts to
implement actions
identified in the City’s
ACCESS (formerly
known as DEI) strategic
plan
June 2027 9.5 All
3. Begin strategizing and
preparation for contract
negotiations with SEIU
June 2027 N/A Finance
23 ATTACHMENT 2
General Government Department Fiscal Year 2026-27 Work Program Presentation 24 FY 2026-27 Annual
Work Program
General Government
Department
City Council Meeting
February 17, 2026
Presentation by:
Robert Nisbet, City Manager
Jaime A. Valdez, Assistant City Manager
25 Purpose
Update Council on existing work commitments and
progr
ess
Review staffing and workload by Division/Program
Propose and consider potential new work projects
Discuss and set General Government Department
work
priorities for Fiscal Year 2026-27
February 17, 2026, City Council Meeting 2
26 General
Government
Department
Structure
February 17, 2026, City Council Meeting 3
City Council
City Attorney City Manager
Assistant City
Manager
City Clerk
Senior Deputy
City Clerk
Deputy City
Clerk
Deputy City
Clerk
Office
Specialist
Human
Resource/Risk
Manager
HR Analyst
HR Analyst
HR T echnician
Community
Relations
Manager
Management
Assistant
Management
Assistant
Management
Analyst
Management
Assistant
Assistant to
the City
Manager
27 FY 2025-26 Key Accomplishments and
Milestones
FIFA World Cup Team
Base Camp Host City
Developed Public Art
Policy
Implemented Spanish
simulcast of City Council
meetings on City of
Goleta Channel 19 and
Zoom
Evaluate Citywide
Enterprise Content
Management (ECM)
Held first-ever Fourth of
July Drone Show in
Goleta
Supported Goleta Valley
Library Capital
Campaign
Developed Retired
Annuitant Employment
Policy
Reviewed and
implemented defined
contribution plan
options (Plan 457b and
401a)
February 17, 2026, City Council Meeting 4
28 Major Themes/Priorities FY 2026-27
February 17, 2026, City Council Meeting 5
oContinued support of the delivery of “Big Six” CIP
Projects
oRenegotiation of major
contr
acts
oModernization of processes and investment in
technology
oCommemoration of milestone anniversaries and
even
ts
29 February 17, 2026, City Council Meeting 6
City Clerk Division
30 City Clerk Division FY 2026-27 Projects
1. Roll out a Citywide Enterprise Content Management System (ECM) including contract management workflows and secure record storage to improve City staff efficiency and ensure best practices for records management
2. Launch an automated records request program
3. Coordinate Appreciation Event for all City Boards and Commissions February 17, 2026, City Council Meeting 7
31 City Clerk Division Long-Range Projects
February 17, 2026, City Council Meeting 8
4. Update the Citywide Records Retention Program last adopted in 2013 32 February 17, 2026, City Council Meeting 9
Community Relations Division
33 Community Relations Division FY 2026-27
Projects
February 17, 2026, City Council Meeting 10
1. Goleta Train Depot Ribbon Cutting
2. Train Station Kiosks
3. Explore partnerships for 2027 Fourth of July Drone Light Show and fundraising campaign
4. City’s 25-Year Anniversary
5. Goleta Community Center’s 100-Year Anniversary
6. Re-imagine Coffee & Community events
7. Project Connect Completion
8. Know Your District Education
9. Goleta Valley Library Fairview Ribbon Cutting
10. Website Accessibility Update (New DOJ Title II of the ADA regulations) 34 Community Relations Division Long-Range
Projects
11. San Jose Creek Project Ribbon Cutting
12. New photography for City outreach and promotion
February 17, 2026, City Council Meeting 11
35 February 17, 2026, City Council Meeting 12
HR/Risk Management Division
36 HR/Risk Management Division FY 2026-27
Projects
1. Review current health plan and seek proposals for alternative and comparable plan options
2. Coordinate efforts to implement actions identified in the City’s ACCESS (formerly known as DEI) strategic plan
3. Begin strategizing and preparation for contract negotiations with SEIU February 17, 2026, City Council Meeting 13
37 February 17, 2026, City Council Meeting 14
City Manager’s Office
38 City Manager’s Office FY 2026-27 Projects
February 17, 2026, City Council Meeting 15
1. Support delivery of the "Big Six" CIP Projects
2. LAFCO Sphere of Influence Boundary Change
3. Draft and propose state legislation on housing element reporting process
4. Renegotiate or extend the Sheriff contract expiring June 2027
5. Assist in the development of Citywide Continuity of Operations (COOP) Plan
6. Provide support for the City’s streetlighting, solid waste, and storm drain assessment rate studies
7. Renegotiate the MOU for Fire Station 10
8. Support the Library’s Capital Campaign
9. Renegotiate the Animal Services Contract expiring June 2027
10. Initiate feasibility & cost estimate for replacement of the Lake Los Carneros Foot Bridge 39 City Manager’s Office Long-Range Projects
11. Initiate feasibility analysis of the Goleta 101 Overcrossing Project
12. Pursue revenue enhancement options in collaboration with the Finance Department
13. Explore acquisition of the MOT site in coordination with Neighborhood Services and General Services
14. Research the creation of a rent control ordinance
15. Conduct research on implementing a street parking permit program
16. Issue an RFP to analyze the best use of the triangle property
17. Encourage and help facilitate public trail access from the community to the rural foothills and mountainous areas of the Los Padres National Forest
18. Oversee the Old Town Visioning Process in coordination with Planning and Public Works
19. Analyze City permitting processes from an economic development perspective to identify and implement opportunities to improve efficiency, ensure appropriate staffing levels, and increase public responsiveness, in coordination with all departments February 17, 2026, City Council Meeting 16
40 17
Questions?
41