Agenda Item C.2
CPMS DISCUSSION/ACTION ITEM
Meeting Date: March 3, 2026
TO: Mayor and Councilmembers
SUBMITTED BY: Matthew R. Fore, General Services Director SUBJECT: General Services Department Priority Setting Workshop – Fiscal Year 2026-27 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 2026 -27 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 Councilmember’s project ideas and provide direction on the General Services 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 2025 -26, and lays the groundwork for the 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 priori ty-setting process is useful to allow the City Council to establish policy priorities. A regular priority-setting process allows the Department to plan for and assign work within available resources in a structured way. This system works better and is more efficient than attempting to shift resources 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 Services Department for the upcoming fiscal year. The Annual Work Program covers the work of the four main divisions in the D epartment:
Facilities Management (including Facilities Capital), Fleet Management, Purchasing & Procurement, and Information Technology. The Annual Work Program reflects the core 1 Meeting Date: March 3, 2026
services each division provides, as well as 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 capacit y 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 to 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 also 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.
GOLETA STRATEGIC PLAN:
City-Wide Initiative : 8. Enhance the Efficiency an d 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 position s and work commitments, including consultant resources. It also lays the groundwork for the second year of the current budget cycle, assuming a continuation of existing staff resources.
ALTERNATIVES:
The Council can direct staff to revise the General Services 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: March 3, 2026
ATTACHMENTS:
1. Draft Fiscal Year 2026-27 General Services Department Annual Work Program
2. General Services Department Fiscal Year 2026-27 Work Program Presentation 3 ATTACHMENT 1
Draft Fiscal Year 2026-27 General Services Department Annual Work Program
4 1
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
GENERAL SERVICES
Adopted March 3, 2026
5 2
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
GENERAL SERVICES DEPARTMENT
Table of Contents
EXECUTIVE SUMMARY ................................................................................................. 3 Introduction and Purpose ............................................................................................. 3 Department Staffing and Organizational Structure ...................................................... 3 FACILITIES MANAGEMENT .......................................................................................... 5 Role of the Division ...................................................................................................... 5 Core Services .............................................................................................................. 5 Key Accomplishments and Milestones ........................................................................ 6 Fiscal Year 2026-27 Projects/Programs ....................................................................... 7 FLEET MANAGEMENT .................................................................................................. 9 Role of the Division ...................................................................................................... 9 Core Services .............................................................................................................. 9 Key Accomplishments and Milestones ...................................................................... 10 Fiscal Year 2026-27 Projects/Programs ..................................................................... 10 PURCHASING & PROCUREMENT .............................................................................. 10 Role of the Division .................................................................................................... 10 Core Services ............................................................................................................ 10 Key Accomplishments and Milestones ...................................................................... 11 Fiscal Year 2026-27 Projects/Programs ..................................................................... 12 INFORMATION TECHNOLOGY ................................................................................... 12 Role of the Division .................................................................................................... 12 Core Services ............................................................................................................ 12 Key Accomplishments and Milestones ...................................................................... 13 Fiscal Year 2026-27 Projects/Programs ..................................................................... 14 Long Range Projects/Programs Contingent on Staff Capacity ................................... 14 6 3
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 Servic es 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: 8.0
Divisions: 4
Major Themes or Priorities for the Year:
o Commencing operation of the new Amtrak Train Depot, Facility Capital Renewal, and Information Technology Governance.
Department Staffing and Organizational Structure
Staff capacity is a key factor in determining what work the Department can undertake.
Many projects are multi -year efforts and require ongoing resources. New projects can only be added or completed if 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 of 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 8.0 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.
7 4
Table 1: Department Current Staffing Levels
FULL TIME POSITION TITLE FTE
Director 1.0
Senior Management Analyst (Purchasing Officer) 1.0
Project Manager 1.0
Management Analyst 1.0
Management Assistant 1.0
Facility and Fleet Coordinator 1.0
Facility Technician 1.0
Maintenance Worker 1.0
TOTAL FTEs 8.0
Figure 1: General Services Department Organizational Chart
General
Services
Director
Senior
Management
Analyst
Management
Assistant
Facilities &
Fleet
Coordinator
Facilities
Technician
Management
Analyst
Project
Manager
Maintenance
Worker I
(GCC)
8 5
FACILITIES MANAGEMENT
Role of the Division
The City owns an increasing portfolio of facilities totaling approximately 14 8,000 square feet. General Services is responsible for all activity related to City facilities including property acquisition and disposition; facility maintenance; leasing and tenant relations; building safety and security; regulatory compliance; and workspace management (moves, additions, 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.
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 to 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
Manage general maintenance of City facilities, including structural and building system components
Prioritize preventative maintenance to minimize downtime and extend the lifespan of building systems while reducing reactive repairs
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 and access control systems 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 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
Enhance ADA compliance across City facilities
9 6
Key Accomplishments and Milestones
Over the past year, the Facilities Management Division can point to several complete and near completion initiatives as shown in Table 3 and 4 below.
Table 3: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Install butterfly sculpture at
City Hall Completed N/A N/A
Treat Library for termites and
dry rot Completed 5.4 N/A
Expand security by
upgrading access control
systems in high-traffic City
buildings
Completed 5.4 N/A
Rebuild the second-floor
bedroom at Stow House
following storm damage
Completed 5.4 N/A
Execute a long-term HVAC
maintenance contract for all
City-owned facilities
Completed 5.4 N/A
Conduct a market rate study
for Goleta Community
Center-related leases and
execute revised leases with
tenants
Partially
Completed -
New leases
executed
N/A N/A
Install automatic transfer
switch on the backup
generator at the Corporation
Yard
June 2026 5.4 N/A
10 7
Table 4: Capital Program - Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Develop plans and
specifications to replace the
electrical panels and wiring at
Goleta Community Center
June 2026 5.4 Neighborhood
Services
Complete the bid process and
begin construction on Goleta
Valley Library Safety, ADA,
and Building Improvements
Project
Completed 5.4 Neighborhood
Services – Library
Conduct architectural,
structural, and electrical
assessments of Stow House
June 2026 5.4 N/A
Obtain a permit to remove
and permanently close the
underground fuel tank at the
new Amtrak Station
Completed 5.4 N/A
Fiscal Year 2026-27 Projects/Programs
The Facilities Management Division initiatives and Facility Capital initiatives for FY 2026- 27 are listed in Tables 5 and 6 below in priority order.
Table 5: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Commence and refine
operation of the new Amtrak
Train Depot
Summer 2026 5.4 All
2. Solicit coffee cart and
vending machine vendors
for the new Amtrak Train
Depot
June – Aug
2026 N/A N/A
3. Issue RFP for routine roof
and door maintenance at all
facilities
December
2026 5.4 N/A
4. Re-key all City facilities December
2026 5.4 N/A
5. Consolidate maintenance of
first aid kits, AEDs, and eye
washing stations under one
vendor
July 2026 N/A N/A
6. Repair exterior damage and
install protective barriers at
the Corporation Yard
June – Sept
2026 5.4 N/A
11 8
Table 6: FY 2026-27 Capital Project Milestones
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Complete construction
of the Goleta Valley
Library ADA, Safety,
and Building
Improvement Project
June 2027 5.4 Neighborhood
Services
2. Complete Goleta
Community Center
Electrical System
Replacement Project
(Priority contingent on
funding)
June 2027 5.4 Neighborhood
Services
3. Complete exterior ADA
improvements and
sewer line replacement
at Goleta Community
Center
June 2027 5.4 Neighborhood
Services
4. Replace HVAC units 11
and 13 at City Hall March 2027 5.4 N/A
5. Complete replacement
of the Goleta
Community Center
Skylight
September
2026 5.4 Neighborhood
Services
6. Develop asbestos and
lead paint compendium
for Goleta Community
Center campus
September
2026 5.4 N/A
7. Develop high-priority
preservation projects
for Stow House based
upon the architectural
assessment conducted
in FY 2026
November
2026 5.4 N/A
8. Develop design for City
Hall elevator installation January 2027 5.4 N/A
9. Develop preliminary
plans to remedy
stormwater intrusion at
the South Coast
Railroad Museum
February 2027 5.4 N/A
12 9
FLEET MANAGEMENT
Role of the Division
General Services oversees the City’s fleet of 2 7 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 replacement schedules and conducts related long -range financial planning for the fleet.
Core Services
Table 7 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 to 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 7: Core Services
Maintain and repair City vehicles and equipment
Prioritize preventative maintenance to minimize downtime, extend vehicle lifespan, and reduce reactive repairs
Maintain 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
13 10
Key Accomplishments and Milestones
Over the past year, the Fleet Management Division can point to several complete and near completion initiatives as shown in Table 8 below.
Table 8: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Replace the Go-4 parking
enforcement vehicle and procure
a second parking enforcement
vehicle for use by the Sheriff’s
Office
Completed 5.4 Sheriff
Replace Vehicle No. 12 and 14
and surplus them June 2026 5.4 N/A
Complete the significant backlog
of deferred maintenance on all
City-owned trailers
Completed 5.4 N/A
Purchase two (2) new Ford F-150
Hybrid vehicles for Public Works
Lead Maintenance Workers
June 2026 5.4 N/A
Fiscal Year 2026-27 Projects/Programs
The Fleet Management Division initiatives for FY 2026-27 are listed in Table 9 below.
Table 9: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Replace Vehicles No. 16
and 18 June 2027 5.4 N/A
PURCHASING & PROCUREMENT
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, and accounts payable), are also housed in this Division.
Core Services
Table 10 outlines the Division’s core services, including routine responsibilities, ongoing 14 11
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 to 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 10: Core Services
Provide training, guidance, and support to staff on the City’s procurement processes and purchasing code
Assist departments with the preparation of Informal Bids, Formal Bids, and Request for Proposals (RFPs)
Review and approve requisitions and agreements in accordance with the City’s purchasing procedures
Operate the Logistics Section of the Emergency Operations Center
Key Accomplishments and Milestones
Over the past year, the Purchasing and Procurement Division can point to several complete and near completion initiatives as shown in Table 11 below.
Table 11: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Conduct two training sessions on
purchasing and procurement
topics
Completed 8.3 N/A
Create processes, procedures,
templates, and flow charts for the
EOC Logistics Section to ensure
standardized and legally
compliant emergency purchasing
Completed 8.3 N/A
Conduct a series of training
exercises with General Service
Staff on EOC Logistics processes
and tasks
Completed –
six (6)
sessions
8.3 N/A
15 12
Fiscal Year 2026-27 Projects/Programs
The Purchasing and Procurement Division initiatives for FY 2026 -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. Create Citywide
templates for Requests
for Proposals
June 2027 8.3 N/A
2. Conduct two training
sessions on purchasing
and procurement topics
June 2027 8.3 N/A
3. Present annual
recommended revisions
to Chapter 3.05 of the
Goleta Municipal Code
to the Ordinance
Committee and City
Council
June 2027 8.3 City Attorney
4. Complete Departmental
Continuity of Operations
Plan (COOP)
December
2026 7.1 Neighborhood
Services
INFORMATION TECHNOLOGY
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 high quality cost-effective technical support and services to achieve the City’s mission.
Core Services
Table 13 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 to 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.
16 13
Table 13: Core Services
Deliver and support secure, reliable, and integrated technology solutions in alignment with the City’s strategic goals
Maintain and monitor the condition and functionality of networks, City -issued equipment, mobile devices, and servers
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
Enhancing the ability of the public to interact and conduct business with the City remotely
Key Accomplishments and Milestones
Over the past year, the Information Technology Division can point to several complete and near completion initiatives as shown in Table 14 below.
Table 14: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Conduct cybersecurity training for
all City staff and contractors Completed 8.3 N/A
Upgrade all City laptops and
desktops to MS Windows 11 Completed 8.3 N/A
Implement MS Teams Calling Completed 8.3 N/A
Augment wireless network to
improve connectivity at the
Corporation Yard
Completed 8.3 N/A
Implement advanced
cybersecurity enhancements Completed 8.3 N/A
Implement fiber internet service
at the Goleta Community Center April 2026 8.3 N/A
Migrate all City email accounts
from .org to .gov domain Completed 8.3 N/A
Design IT networking at the new
Amtrak Train Depot Completed 8.3 N/A
Install fiber internet service at the
new Amtrak Train Depot April 2026 8.3 N/A
17 14
Fiscal Year 2026-27 Projects/Programs
The Information Technology Division initiatives for FY 2026 -27 are listed in Table 15 below in priority order.
Table 15: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Develop an IT
Governance Framework
for the City in concert
with an IT Steering
Committee to help
prioritize projects and
guide policy development
June 2027 8.3 N/A
2. Adopt numerous IT
policies in support of the
Governance Framework
June 2027 8.3 N/A
3. Provide technical
assistance in the
selection and
implementation of a
records management
system
December
2026 8.3 City Manager –
City Clerk
4. Develop plan to migrate
City domains to .gov June 2027 8.3 N/A
Long Range Projects/Programs Contingent on Staff Capacity The following prospective projects in Table 16 below represent long-range work efforts that exceed the department’s expected staff capacity for Fiscal Year 2026-27. However, in the event staff capacity becomes available, then new projects will be taken up in the order of priority shown in Table 16 below.
Table 16: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
1. Develop options for a single file management system for all electronic files TBD
2. Develop a plan, schedule, and budget for development of the next IT Strategic Plan TBD
3. Implement an automated pool vehicle reservation system TBD
18 ATTACHMENT 2
General Services Department Fiscal Year 2026-27 Work Program Presentation
19 FY 2026-27
Annual Work Program
GENERAL SERVICES
DEPARTMENT
City Council Workshop
March 3, 2026
Present
ation by:
Matt Fore, General Services Director
20 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 2026-27
FY 2026-27 General Services Department Annual Work Program 2 21 General Services Department Structure
Fiscal Year 2026-2027
FY 2026-27 General Services Department Annual Work Program
8.0 FTE
3 22
Role and Responsibilities of General Services
4FY 2026-27 General Services Department Annual Work Program Asset Management (Facilities, Fleet, Information Technology) General maintenance of City Facilities including security services Ensure Compliance with Building Regulations, ADA Accessibility, OSHA, etc. Preventative Maintenance and Repair of Assets to Extend Useful Life Information Technology
Cybersecurity
Integrated T echnology Solutions
Strategic Planning and Maintenance of Networks
Contractor Oversight
23 Role and Responsibilities of General Services (con’t) 5FY 2026-27 General Services Department Annual Work Program Purchasing and Procurement
Review and Approve Requisitions and Contracts
Guidance and Training to City Staff
Audit Procurement Actions in Accordance with City’s Purchasing Procedures Operate Logistics Section of the Emergency Operations Center Administration
Council and Subcommittees
Budget Development and Management
Personnel Management
Property Management and Tenant Relations
24 General Services Key Accomplishments
Fiscal Year 2025-26
Facilities Management
Installed butterfly sculpture at City Hall
Treated Library for termites and dry rot
Expanded security by upgrading access control systems in high-traffic City buildings
Rebuilt the second-floor bedroom at Stow House following storm damage Executed a long-term HVAC maintenance contract for all City-owned facilities Conduct a market rate study for Goleta Community Center-related leases and execute revised leases with tenants (partially completed – new leases executed)
Install automatic transfer switch on the backup generator at the Corporation Yard (est. completion June)
6FY 2026-27 General Services Department Annual Work Program 25 Fiscal Year 2026-
27 Projects
7 FACILITIES MANAGEMENT
1. Commence and refine operation of the new
Amtrack
Train Depot
2. Solicit coffee cart and vending machine vendors for
the new Amtrack Train Depot
3. Issue RFP for routine roof and door maintenance
at all facilities
4. Re-key all City facilities
5. Consolidate maintenance of first aid kits, AEDs,
and eye washing stations under one vendor
6. Repair exterior damage and install protective
barriers at the Corporation Yard
FY 2026-27 General Services Department Annual Work Program 7 26 General Services Key Accomplishments
FY 2025-26
Capital Projects
Completed the bid process and began construction on the Goleta Valley Library Safety, ADA, and Building Improvements Project
Obtained permit to remove and permanently close underground fuel tank at new Amtrack Station
Conduct architectural, structural, and electrical assessments of the Stow House (est. completion June)
Develop plans and specifications to replace the electrical panels and wiring at the Goleta Community Center (est. completion June)
8FY 2026-27 General Services Department Annual Work Program 27 Fiscal Year 2026-
27 Projects
9FY 2026-27 General Services Department Annual Work Program
CAPITAL PROJECTS
1. Complete construction of the Goleta Valley Library
ADA, Safet
y, and Building Improvement Project
2. Complete Goleta Community Center Electrical
System Replacement Project (Top priority contingent
on funding)
3. Complete exterior ADA improvements and sewer line
replacement at Goleta Community Center
4. Replace HVAC units 11 and 13 at City Hall
5. Complete replacement of the Goleta Community
Center Skylight
9 28
Fiscal Year 2026-
27 Projects
10FY 2026-27 General Services Department Annual Work Program CAPITAL PROJECTS CONTINUED…
6. Develop asbestos and lead paint compendium for
Goleta
Community Center campus
7. Develop high-priority preservation projects for Stow House based upon the architectural assessment
conducted in FY 2026
8. Develop design for City Hall elevator installation
9. Develop preliminary plans to remedy stormwater
intrusion at the South Coast Railroad Museum
10 29
General Services Key Accomplishments Fiscal
Year 2025-26
Fleet Management
Replaced the Go-4 parking enforcement vehicle and procured a second parking enforcement vehicle for use by the Sheriff’s Office
Completed substantial backlog of deferred maintenance on all City-owned trailers
Replace and surplus vehicles No. 12 and 14 (est. completion June) Purchase of two new Ford F-150 Hybrid vehicles for Public Works Lead Maintenance Workers (est. completion June)
11FY 2026-27 General Services Department Annual Work Program 30 Fiscal Year 2026-
27 Projects
12 FLEET MANAGEMENT
1. Replace Vehicles No. 16 and 18
FY 2026-27 General Services Department Annual Work Program 12 31 General Services Key Accomplishments Fiscal
Year 2025-26
Purchasing and Procurement
Conducted two Staff training sessions on purchasing and procurement topics Created processes, procedures, templates, and flow charts for the EOC Logistics Section to ensure standardized and legally compliant emergency purchasing
Conducted a series of training exercises with General Services Staff on EOC Logistics processes and tasks
13FY 2026-27 General Services Department Annual Work Program 32 Fiscal Year 2026-
27 Projects
14 PROCUREMENT
1. Create Citywide templates for Requests for
Proposals
2. Conduct two training sessions on purchasing and
procurement topics
3. Present annual recommended revisions to
Chapter 3.05 of the Goleta Municipal Code to the
Ordinance Committee and City Council
4. Complete Departmental Continuity of Operations
Plan (COOP)
FY 2026-27 General Services Department Annual Work Program 14 33 General Services Key Accomplishments Fiscal
Year 2025-26
Information Technology
Conducted cybersecurity training for all City staff and contractors Upgraded all City laptops and desktops to MS Windows 11 Implemented MS Teams Calling
Augmented wireless network to improve connectivity at the Corporation Yard Implemented advanced cybersecurity enhancements
Migrated all City email accounts from .org to .gov domain Designed IT networking at new Amtrack Train Depot
Install fiber internet service at new Amtrack Train Depot (est. completion April) Implement fiber internet service at the Goleta Community Center (est. completion April)
15FY 2026-27 General Services Department Annual Work Program 34 Fiscal Year 2026-
27 Projects
16 INFORMATION TECHNOLOGY
1. Develop an IT Governance Framework for the City
in concert
with an IT Steering Committee to help
prioritize projects and guide policy development
2. Adopt Numerous IT policies in support of the
Governance Framework
3. Provide technical assistance in the selection and
implementation of a records management system
4. Develop plan to migrate City domains to .gov
FY 2026-27 General Services Department Annual Work Program 16 35 Long Range
Projects
Contingent on
Staff Capacity
17FY 2026-27 General Services Department Annual Work Program General Services Department
1. Develop options for a single file management system for all electronic files
2. Develop a plan, schedule, and budget for development of the next IT Strategic Plan
3. Implement an automated pool vehicle reservation system 17 36
Questions?
FY 2026-27 General Services Department Annual Work Program 18 37 Recommendation
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 2026-27 for the General Services Department
19FY 2026-27 General Services Department Annual Work Program 38