Agenda Item D.2
CPMS DISCUSSION/ACTION ITEM
Meeting Date: April 7, 2026
TO: Mayor and Councilmembers
SUBMITTED BY: JoAnne Plummer, Neighborhood Services Director SUBJECT: Neighborhood 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 Neighborhood Services Department.
BACKGROUND:
The Neighborhood 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 project ideas and provide direction on the Neighborhood Services Department’s (Department) work priorities for the next fiscal year.
The draft Fiscal Year (FY) 2026 -27 Annual Work Program also summarized 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 opportunities in the Department are infinite, but are restricted by fiscal and physical resources, therefore a priority -setting proc ess is useful to allow the City Council the opportunity 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 mo re efficient than attempting to shift resource s 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 Neighborhood Services Department for the upcoming fiscal year.
The Annual Work Program covers the work of six divisions within the D epartment:
Administration, Emergency Services, Grants Program, Homelessness Services, Library, and Parks and Recreation. The Annual Work Program reflects the core services each 1 Meeting Date: April 7, 2026
division provides, as well as those priority projects/programs that the division can reasonably expect to achieve in the coming fiscal year. The Annua l Work Program also identifies a list of long -range projects/programs that exceed the division’s projected capacity to take on next fiscal year ; however, the team will attempt to address items as staff capacity becomes available, or in future year work programs. Tentative completion dates for projects and deliverables are best estimates and therefore should 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 work priorities must occur within the constraints of the budget and available staffing. Goleta is still a small city with limited staff and finite resources. Given the large number of competing work priorities, the City must take care not to overco mmit at any given time and instead be prepared to take a measured approach for delivery of services for programs and projects. Over time, much can be accomplished if available staffing resources are concentrated and projects are approached methodically, in a way that programmatic services can logically follow. 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 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 status quo operations of the current adopted budget with respect to existing number of positions and work commitments, including the priorities that have shifted during the current fiscal year.
ALTERNATIVES:
The Council can direct staff to revise the Neighborhood 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: April 7, 2026
ATTACHMENTS:
1. Draft Fiscal Year 2026-27 Neighborhood Services Department Annual Work Program
2. Neighborhood Services Department Fiscal Year 2026 -27 Work Program Presentation
3 ATTACHMENT 1
Draft FY 2026-27 Neighborhood Services Department Annual Work Program 4 1
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
NEIGHBORHOOD SERVICES DEPARTMENT
Adopted April 7, 2026
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FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
NEIGHBORHOOD SERVICES DEPARTMENT
Table of Contents
EXECUTIVE SUMMARY ................................................................................................. 4 Introduction and Purpose ............................................................................................. 4 Department Staffing and Organizational Structure ...................................................... 4 Workload Considerations ............................................................................................. 7 Administration ................................................................................................................. 7 Role of the Division ...................................................................................................... 7 Core Services .............................................................................................................. 8 Key Accomplishments and Milestones ........................................................................ 9 Fiscal Year 2026-27 Projects/Programs ....................................................................... 9 Emergency services ...................................................................................................... 10 Role of the Division .................................................................................................... 10 Core Services ............................................................................................................ 10 Key Accomplishments and Milestones ...................................................................... 11 Fiscal Year 2026-27 Projects/Programs ..................................................................... 12 Long Range Projects/Program Contingent on Staff Capacity..................................... 13 Grants Program ............................................................................................................. 13 Role of the Division .................................................................................................... 13 Core Services ............................................................................................................ 13 Key Accomplishments and Milestones ...................................................................... 14 Fiscal Year 2026-27 Projects/Programs ..................................................................... 15 Homelessness Services Division .................................................................................. 15 Role of the Division .................................................................................................... 15 Core Services ............................................................................................................ 16 Key Accomplishments and Milestones ...................................................................... 17 Fiscal Year 2026-27 Projects/Programs ..................................................................... 18 Long Range Projects/Program Contingent on Staff Capacity..................................... 18 Library Services Division ............................................................................................... 19 Role of the Division .................................................................................................... 19 Core Services ............................................................................................................ 19 6 3
Key Accomplishments and Milestones ...................................................................... 20 Fiscal Year 2026-27 Projects/Programs ..................................................................... 21 Long Range Projects/Program Contingent on Staff Capacity..................................... 23 Parks & Recreation Division .......................................................................................... 23 Role of the Division .................................................................................................... 23 Core Services ............................................................................................................ 24 Key Accomplishments and Milestones ...................................................................... 25 Fiscal Year 2026-27 Projects/Programs ..................................................................... 26 Long Range Projects/Program Contingent on Staff Capacity..................................... 27
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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 Neighborhood Services 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: 33.125
Divisions: 6
Major Themes or Priorities for the Year:
o Capital Campaign for the Libra ry interior renovation project and Library services at alternate locations
o Impacts of current political events on funding resources, homeless populations and programs, community programming, etc
o High Priority CIP Projects (Depot/Library/Stow Grove Park and Goleta Community Center)
o Expansion of public programming opportunities (Library/Parks & Recreation/Emergency Preparedness)
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 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 33.125 full-time equivalent positions (FTEs), which is a total of 56 employees . The positions of the department are further detailed below in Table 1. Figure 1 below shows the organizational structure of the whole department.
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Table 1: Neighborhood Services Current Staffing Levels
FULL TIME AND PART TIME POSITION TITLE FTE Part Time
(FTEs)
Department Director 1.0
Homelessness Services Coordinator 1.0
Senior Management Analyst 1.0
Management Assistant (Support to NS & Library) 2.0
Emergency Services Coordinator 1.0
Program Technician (Emergency Services) (1) 0.50
Parks and Recreation Manager 1.0
Recreation Supervisors 2.0
Administrative Assistant (GCC) 1.0
Maintenance Worker I (GCC via General Services Dept.) 0.0 Program Technician (GCC – Senior Programs) (1) 0.50
Community Center Custodial (3) 1.125
Community Center Event Monitor (3) 1.125
Department Aide (1) 0.375
SUBTOTAL NS FTEs 10.0 3.625
LIBRARY DIVISION
City Librarian (“Library Director” for certain roles) 1.0 Supervising Librarian (Branch Supervisor GVL) 1.0
Librarian II (Children’s Librarian) 1.0
Library Technician 1.0 (5) 1.875
Library Assistant 3.0 (4) 1.50
Library Pages (6) 2.25
GVL FTE’s 7.0 5.625
BUELLTON LIBRARY
Supervising Library Technician 1.0 (2) .75
Library Technician (2) .75
Library Assistant
Buellton FTE’s 1.0 1.5
SOLVANG LIBRARY
Supervising Library Technician 1.0
Library Technician (4) 1.50
Department Aide (1) 0.375
Solvang FTE’s 1.0 1.875
BOOKVAN
Library Assistant (2) 0.75
Department Aides (2) 0.75
Bookvan FTE’s 0 1.5
Subtotals 19.0 14.125
TOTAL NEIGHBORHOOD SERVICES DEPARTMENT FTEs 33.125
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Figure 1: Neighborhood Services Department Organizational Chart
Director of Neighborhood
Services
Parks and Recreation
Manager
Recreation Supervisor
Community Center
Administrative Assistant
6 Hourly Employees
Recreation Supervisor
Community Programs
Senior Programs
Department Aide
Special Events & Volunteers
Homelessness Services
Coordinator
Contracted Service Providers
Emergency Services
Coordinator
Program Technician
CERT Volunteers
Grants /
AdministrativeManagement
Management Assistant
Management Assistant
City Librarian
Goleta Valley Library
5 Full-Time & 13 Part-Time
Staff
4 Part-Time Bookvan Staff
Volunteers
Buellton Library
4 Part-Time Staff
Volunteers
Solvang & Santa Ynez
Libraries
5 Part-Time Staff
Volunteers
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Workload Considerations
The Neighborhood Services Department is currently operating at full capacity, with several divisions functioning beyond their sustainable workload. Many of the Department’s initiatives are multi-year projects that require consistent staffing , technical expertise, and long-term resource commitments. In addition to managing a broad portfolio of park-related Capital Improvement Program projects, the Department plays a critical support role for other City departments on major efforts such as the Train Depot, Library, and Community Center construction projects. These responsibilities are carried out concurrently with a wide range of ongoing programmatic services across multiple divisions.
Although the Department has only one current vacancy, the team includes four key staff members who have either recently completed their first year of employment or new role with the City of Goleta . These employees have made meaningful contributions to the Department’s success; however, as with any onboarding or r ole transition, time is required for staff to fully understand their responsibilities, become familiar with City processes, conduct independent assessments, and establish goals for their respective program areas. This learning curve affects not only the em ployees themselves but also places additional demands on their supervisors, who must provide heightened guidance and support during this period.
Additionally, during the previous fiscal year, the Department was assigned a substantial volume of work that was not included in the adopted 2025 –2026 Work Program. While the reasons for these deviations varied, the cumulative impact on staff capacity was significant. As a customer-facing department, Neighborhood Services must also respond to daily operational needs that can shift rapidly due to external factors, further influencing the team’s ability to maintain planned workloads. Collectively, these conditions highlight the importance of evaluating current staffing levels, workload distribution, and resource needs to ensure the Department can continue delivering high -quality services while meeting the City’s strategic priorities.
ADMINISTRATION
Role of the Division
The Neighborhood Services Division provides executive and administrative support to the whole department. This includes preparing the annual work program, budgeting and invoicing, personnel matters, agenda management and calendaring, departmental representation and outreach, evaluating and implementing new initiatives, overseeing strategic planning activities and supporting capital improvement projects.
The Division provides central coordination of the citywide Customer Relationship Management (CRM) Program, City Assist. City Assist is an online portal for residents to submit questions and service requests to the City and its departments. Neighborhood Services tracks all submissions to ensure that requests have been appropriately assigned within the organization and that these requests are responded to and closed out in a timely manner.
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Staff also provide responsive administrative and operational support to the Parking Enforcement Officers to ensure efficient field operations and consistent enforcement practices. This includes coordinating resources, addressing service requests, and facilitating communication to help officers effectively serve the community.
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
ADMINISTRATIVE
Department Administration: work program, budgeting, and invoicing, personnel matters, agenda items, Commission support, Committee support, website management, etc.
Respond to Public Inquiries and Requests for Assistance via Phone and oversight of City Assist, Including Coordination and Follow-Up with other City Departments Assist with Responses to Media Inquiries, Preparation of Press Releases, Monarch Press, Prepare weekly, monthly and special report requests related to calls for service, Weekly Updates
Acquisition/Negotiations of Mathilda Drive Properties for expansion of public open space
PARKING ENFORCEMENT
Parking Enforcement—#1 Call for Service at the City
Temporary Parking Restrictions Program Support (Deltopia and Halloween) Issuance of Oversized Vehicle Permits
Daily and Weekly Parking Reports
NEIGHBORHOOD SERVICES OTHER DUTIES
Seeking and Applying for Relevant Grants (Program and Project Related) Research on Miscellaneous Topics
Representation at Miscellaneous Meetings
General Support to other City Departments
Spanish Translations and Interviews as Needed
Library Advisory Commission (lead) and County Library Advisory Committee (support) – Work efforts reflected primarily in the Library Division Parks and Recreation Commission (lead)
Human Services Committee (lead)
Homelessness Issues Standing Committee (lead)
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Public Safety & Emergency Preparedness Committee (Support)
CAPITAL PROJECTS
Goleta Train Depot Project (support)
Goleta Community Center Capital Improvement Projects (support) Goleta Valley Library ADA, Safety and Building Improvement Project (primary support) Stow Grove Park Renovation Project (lead)
GEOGRAPHIC INFORMATION SYSTEM (GIS)
Mapping requests for all divisions within the Neighborhood Services Department
Key Accomplishments and Milestones
Over the past year, the Administration Division 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)
Continue to provide Capital
Project Support to the Goleta
Train Depot and Library Remodel
projects
Ongoing 5.1 CMO, GS
Quarterly Grant Reporting and
Ongoing Reimbursement
Requests for the Building
Forward and TIRCP Grant
Awards
Ongoing 8.3 CMO, GS
Research and Apply for Grants
for Capital Projects and
Programs
Ongoing 5.1 N/A
Implemented New Grant
Application Software Complete 8.3 N/A
Creation of a Temporary Parking
Restriction Program interactive
Geographic Information System
(GIS) Map for the website
Completed 8.3 N/A
Creation of a Homelessness
Services Resource GIS Map (for
internal use only)
Completed 8.3 N/A
Facilitated substantial changes to
the City Assist program to
streamline work orders with
simplified options for citizens
Completed 8.3 N/A
Fiscal Year 2026-27 Projects/Programs
The Administration Division initiatives for FY 202 6-27 are listed in Table 4 below in priority order.
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Table 4: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Procurement and
Implementation of a new
Customer Relationship
Management (CRM)
Software System to
replace City Assist
2026 8.3
N/A
2. Coordinate Purchasing
Agreements and
Contracts
Ongoing 8.1 N/A
3. Create a Standardized
Electronic Filing System
and Structure for
Department Files
2026 8.1 N/A
4. Continue to negotiate
property on Mathilda
Drive for expansion of
Open Space at Ellwood
Mesa
2026 2.2 CAO
EMERGENCY SERVICES
Role of the Division
The City’s Emergency Services Division (ESD) fulfills three key roles. First, it acts as the primary practitioner of emergency management for the City of Goleta. Second, it advocates for emergency preparedness and services for residents, businesses, and visitors within the City of Goleta. Third, it serves as the City’s main point of contact for emergency management within the Santa Barbara County Operational Area, including coordination with the Santa Barbara County Office of Emergency Management (OEM).
Core Services
Table 5 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 5: Core Services
Lead the City’s emergency services program through the five missions of emergency management (prevention, protection, mitigation, response, and recovery).
Support continuity of government and the City's emergency preparedness and disaster relief programs.
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Develop and deliver internal staff training program for the advance EOC Team.
Foster relationships with outside organizations including local, state and federal organizations.
Promote the disaster readiness and safety of Goleta communities through public education and outreach including the City's Community Emergency Response Team program (CERT).
Prepare grant applications and claims for disaster assistance and equipment.
Oversee the City's emergency operations center.
Monitor program compliance with laws, rules and regulations related to provision of emergency management programs.
Provide situational awareness by assessing and synthesizing information from multiple sources to support timely and informed decision‑making.
Attend Operational Area Emergency Managers Committee Meetings, Operational Area Public Education Committee, Santa Barbara County CERT Collaborative, and Chair the subcommittee of the Community Disaster Education Workshop.
Key Accomplishments and Milestones
Over the past year, the Emergency Services Division can point to several complete and near-complete initiatives as shown in Table 6 below.
Table 6: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SAFETY
ELEMENT #
Train City Staff and City
Volunteers on Disaster Service
Workers
Ongoing 7.1 11.2 & 11.8
Refresher Workshops, Seminars,
tabletop exercise for City staff on
National Incident Management
System / Standardized on National
Incident Management System /
Standardized Emergency
Management System
Ongoing 7.1 11.2 & 11.8
Modify EOP Update Project to
EOP Revision Ongoing 7.1 IA-4 & 11.3
Expand Community Outreach
Events (Increased by 25% over
last year)
Ongoing 7.1 11.1
Genasys Evacuation Mapping for
City of Goleta in coordination with
OEM
Sept. 2025 7.2 11.4
Restart CERT Program (Two
classes this year) March 2026 7.1 11.1
Outfit the Emergency Operations
Center Sept. 2025 7.1 11.4
Secure reimbursement through Ongoing N/A N/A
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Disaster Assistance programs**
Shelter Agreements (SBC-DSS &
Red Cross) Sept. 2025 7.2 11.3
Community Disaster Education
Workshop - Subcommittee Chair
for Redesign
Sept. 2025 7.1 11.8
Local Responsibility Area Fire
Hazard Severity Zones Ordinance Sept. 2025 7.2 12.3
Volunteer Management System Spring 2026 7.1 11.1
*Items listed in Italics were not included in the 2025/26 Work Plan. **During FY 25/26 the City received $ 1.058M in reimbursements through the Federal Emergency Management Agency’s (FEMA) Public Assistance Program and through the California Office of Emergency Services’ (CalOES) California Disaster Assistance Act. In collaboration with Public Works and Finance Departments, another $892K was qualified in reimbursements , and an additional $335K is pending consideration.
Fiscal Year 2026-27 Projects/Programs
The Emergency Services Division initiatives for FY 2026-27 are listed in Table 7 below in priority order.
Table 7: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SAFETY
ELEMENT #
1. Complete Revision to City
Emergency Operations Plan
(EOP)
Dec 2026 7.1 IA-4 & 11.3
2. Continuity of Operations Plan
(COOP) Dec 2026 7.1 IA-4 & 11.3
3. EOP Functional Annexes / EOC
Standard Operating Guidelines Dec 2026 7.1 11.2, &
11.3, IA-4
4. Continue to Expand Outreach
efforts to the Community Ongoing 7.1 11.1
5. Increase the number of CERT
offerings Oct 2026 7.1 11.1
6. Goleta CERT - Disaster Service
Worker Volunteer Program
Establish by
2027/28 7.1 11.1
7. Train City Staff and City
Volunteers on Disaster Service
Workers
Ongoing 7.1 N/A
8. Continue to secure
reimbursement for declared
disasters
Ongoing N/A N/A
9. Local Hazard Mitigation Plan
Update Adoption Apr 2028 7.1 IA-4 & 11.9
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Long Range Projects/Program Contingent on Staff Capacity The Emergency Services Division potential long -range projects/programs are listed in Table 8 below.
Table 8: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
10. Radio Communication System Project 2028
11. Evaluate Community Battery re-charging station -
Marborg Trailer* 2028
12. Evaluation of the City’s Emergency Operations Plan
(EOP) using Homeland Security Exercise Evaluation
Program (HSEEP) Methodology
2027/29
13. Build City staff capacity for mitigation and recovery disaster mission areas 2028
*Applied for a grant in February 2026 to convert one trailer.
GRANTS PROGRAM
Role of the Division
Staff administers and manages the Community Development Block Grant (CDBG) program funded by the U.S. Department of Housing and Urban Development (HUD), ensuring compliance with a complex federal regulatory framework, including 24 CFR Part 570, 2 CFR Part 200 (Uniform Guidance), and a pplicable cross-cutting requirements.
Responsibilities include maintaining compliance with HUD timeliness standards, environmental review requirements under 24 CFR Part 58, financial management and reporting, and comprehensive subrecipient monitoring to ensure eligible use of funds and program performance. The City’s CDBG program primarily supports capital improvement activities, limited public services, and targeted neighborhood revitalization efforts aligned with Consolidated Plan priorities.
In addition, the staff facilitates and manages the city’s grantmaking programs for nonprofit organizations and governmental agencies benefiting the Goleta community. These programs, namely Support to Other Agencies and City Grants, involve coordinating the competitive grant application and evaluation process with committees such as the Human Services Standing Committee, Homelessness Issues Standing Committee, Parks and Recreation Commission, and the Economic Development Revitalization Committee. Staff secures grant agreements, oversees disbursements, and ensure grant performance under the grant agreement and adopted grant guidelines.
Core Services
Table 9 outlines the Division’s core services, including routine responsibilities, ongoing programs, and essential work ef forts performed on a day -to-day basis. This section is 17 14
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 5: Core Services
Department Liaison to the City’s Human Services Standing Committee Administer and manage the City’s CDBG entitlement program, including management of public service subrecipient agreements and capital projects; oversight of applications, reimbursements , and HUD drawdowns; environmental review; compliance monitoring; and preparation of require d Annual Action Plans, Five -Year Consolidated Plans, and quarterly and year-end performance reports.
Administer and manage the City’s local external grant programs, Goleta City Grants and Support to Other Agencies, including development and maintenance of program policies, procedures, and guidance materials; coordination of application, evaluation, and award processes; and preparation and administration of grant agreements to ensure accountability and compliance with City requirements.
Key Accomplishments and Milestones
Over the past year, the Grants Division has contributed to several complete and near - complete initiatives as shown in Table 10 below.
Table 10: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Update Goleta City Grant and
CDBG Program Guidelines Complete 2, 8.3 CMO
Develop CDBG Contract
Documents for Federally Assisted
Capital Projects and Subrecipient
Agreements
Complete 2, 8.3 CMO
Develop updated CDBG Contract
Special Provisions for
Construction and Non-
Construction Contracts
Complete 2, 8.3 City Attorney’s
Office
Provide an Internal Standard
Operating Procedure for Capital
Projects
2026 2, 8.3 N/A
Solicit a Request for Proposals
for On-Call Grant Management
for CDBG Support
2026 2, 8.3 N/A
Development of a Community
Organization Round Table to
Share Resources/Concerns
relating to Immigration and
Completed 7.2 N/A
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Customs Enforcement (ICE)
Development of a special
process for awarding grants in
response to ICE impacts
Completed 2.1 N/A
*Items listed in Italics were not included in the 2025/26 Work Plan.
Fiscal Year 2026-27 Projects/Programs
The Grants Division initiatives for FY 202 6-27 are listed in Table 11 below in priority order.
Table 6: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Create and Adopt Various
CDBG/Federal Grant
Policies, Including Section 3
Policy, Subrecipient
Monitoring, and Risk
Assessment Policy
2027 2, 8.3 N/A
2. Monitor and Update Current
Practice and Procedures
Based on Changing Federal
Guidance
Ongoing 2, 8.3 City Attorney’s
Office
3. Update Part 58 (NEPA)
Environmental Review
Process and Guidelines,
including the process for
other agencies receiving
HUD funding in our
jurisdiction
2027 2, 8.3 N/A
4. Continue to Build Capacity
(staff training, systems,
internal controls)
Ongoing
2, 8.3 N/A
5. Support to Other Agencies
Program Review 2027 2, 8.3
CMO, City
Attorney’s
Office
HOMELESSNESS SERVICES DIVISION
Role of the Division
The City of Goleta’s Homelessness Services Division was created to turn the goals of the 2021 Homelessness Strategic Plan into action. The plan guides efforts on how Goleta identifies needs, closes service gaps, and prioritizes funding and partnerships to help people experiencing or at risk of homelessness.
The Plan serves as a roadmap for a community-wide effort, led by the city’s Neighborhood Services Department, working with local nonprofits, service providers, and volunteers. 19 16
Through outreach, housing navigation, emergency services, and long -term supportive programs, the goal is simple: make homelessness in Goleta rare, brief, and non-recurring.
The work is focused on four key areas:
Expanding affordable housing options in the Goleta Valley Increasing access to critical services
Reducing impacts on neighborhoods, businesses, and public spaces Preventing individuals and families from falling into homelessness This work is guided by the Homelessness Issues Standing Committee, a subcommittee of two Councilmembers that meet quarterly to provide support and guidance.
Core Services
Table 12 outlines the Homelessness Services 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 - Homelessness
Response to requests for service from residents of Goleta, homeless services providers, elected officials, and Goleta City staff
Updating of the “By-Name List” of all identified homeless people Attendance and participation in meetings of the Countywide Continuum of Care Attendance and participation in meetings of the South Coast Homeless Collaborative maintained by SBACT
Review and analysis of regular communication from national and state organizations working to end homelessness
Weekly meeting planning and leadership of the SBACT Regional Action Planning Group
Respond to informational inquiries from the City of Goleta Community Relations Team and media
Contract oversight, monitoring and management for outside contracted services Assisting in the design and improvement plans for housing, homelessness services, shelter, and safe parking program efforts
Coordination of clean-up efforts of abandoned encampments Coordination of outreach, encampment clearing, and mapping with nonprofit outreach providers and the County homelessness services staff Outreach and education presentations through workshops, tabling and community events
Creation of monthly data reports on the status of people experiencing homelessness in Goleta
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Key Accomplishments and Milestones
Over the past year, the Homelessness Services Division can point to several complete and near-complete initiatives as shown in Table 13 below.
Table 8: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Placement of up to 24 Goleta
residents into County Housing
Authority Patterson Point Project
May 2026 2.1 N/A
Placement of 26 households into
permanent housing through
collaborative work of outreach,
shelter, and housing providers
June 2026 2.1 N/A
Established an enforcement
letter with Union Pacific Railroad
for Santa Barbara County
Sheriffs to respond to issues
related to homeless
encampment in their right of way
July 2025 2.1 Police
Developed a new ordinance and
process for amending the Safe
Parking components of the
Goleta Municipal Code for
ratification and adoption.
July 2025 2.1 City Attorney
Created a program to issue
Temporary Camping Licenses in
accordance with the amended
Safe Parking ordinance
March 2026 2.1 Finance
In consultation with the City
Attorney, created a process for
citing people living in their
vehicles, including developing
new ordinance language,
identifying locations for signage,
drafting and printing citation
booklets for law enforcement,
and assisting with the ticketing
process roll out.
April 2026 2.1 City Attorney,
Public Works
Serve as enforcement official to
potentially provide forgiveness
from administrative fines for
inhabiting a vehicle on public
property
April 2026 2.1 City Attorney
*Items listed in Italics were not included in the 2025/26 Work Plan. 21 18
Fiscal Year 2026-27 Projects/Programs
The Homelessness Services Division initiatives for FY 202 6-27 are listed in Table 14 below in priority order.
Table 9: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Homelessness Services Strategic
Plan Update Spring 2027 2.1 N/A
2. Track progress of Goleta residents
served by the County’s Homeless
Prevention, Diversion, and Retention
program
December 2026 2.1 N/A
3. Expansion of Safe Parking Program
by 20% June 2027 2.1 N/A
4. Place 25 households into permanent
housing through efforts of Partners in
Housing Solutions contract
June 2027 2.1
N/A
5. Establish homelessness service
provider presence at Goleta’s Train
Depot
December 2026 2.1 GS
Long Range Projects/Program Contingent on Staff Capacity The Homelessness Services Division potential long-range projects/programs are listed in Table 15 below.
Table 10: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
6. Achievement of Functional Zero (inflows matching
outflows of people experiencing homelessness) TBD
7. Exploration of possible sites for 24-hour vehicle parking for people living in vehicles TBD
8. Support the creation of a tiny home permanent housing project (unit cost less than $250,000) TBD
9. Collaboration for the creation of a homelessness services center providing navigation, showers, warming shelter, or cooling center in Goleta or nearby
TBD
10. Goleta-based program established for a homeles s
prevention program (currently in development by the
County of Santa Barbara)
TBD
22 19
LIBRARY SERVICES DIVISION
Role of the Division
The Library Services Division (Library) provides services throughout Santa Barbara County Library Zone 4, which extends from County Service Area No. 3 (CSA-3) through the Eastern Goleta Valley, City of Goleta, Isla Vista, and north into Gaviota , City of Buellton, City of Solvang, and the Santa Ynez Valley. The primary roles and responsibilities of the Library include Administration, Materials, Circulation, Reference, Digital Services, Adult Programs, Youth Programs, and Outreach.
The Santa Barbara County Library Advisory Committee meets at least quarterly to review services and operations and makes advisory recommendations to the Board of Supervisors. The City of Goleta Library Advisory Commission meets at least six times annually and advises staff and the City Council on matters af fecting the Goleta Valley Library, representing the interests of the Library’s patrons by recommending programming and services for the Library.
Core Services
Table 16 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 11: Core Services
Administrative Services: Personnel supervision, budget oversight, programmatic priorities, collection management, policy development and review, public representation, safety and training planning, and long-term initiatives Circulation Services: Checking materials in and out, registering patrons for library cards, searching and placing holds on titles, informing patrons of library offerings Reference Services: Performing simple and complex research functions, providing readers’ advisory recommendations and ready reference service Collection Services: Filing and shelving materials per classification systems, sorting and processing interlibrary loans via courier delivery service, selecting and deselecting materials from the collection, cataloging and processing materials for circulation Programming Services: Design and implementation of all -ages active and passive programming that promotes literacy, creativity, and enrichment, and positions the library as a place of connection and community
Digital Services: Providing 24/7 online access to and instruction for streaming and downloadable content including eBooks, eAudiobooks, music, movies, and research databases
23 20
Key Accomplishments and Milestones
Over the past year, the Library Services Division can point to several complete and near- complete initiatives as shown in Table 17 below. Many of these accomplishments and milestones reflect the successful completion of items prioritized in the adopted 25/26 Work Program . H owever, several accomplishments and milestones have also been included that were unforeseen work efforts that arose due to evolving circumstances and critical opportunities. The Library Division navigated several unexpected occurrences, including: a rare opportunity to upgrade the inter ior design layout and furnishings at Goleta Valley Library; renewed efforts to refresh and optimize the existing space at Solvang Library; the briefly delayed opening at GVL Express due t o intricate tenant improvements within the shared building; the identification of a new print materials vendor following the sudden discontinuation of operations from a longtime national pr ovider; a supervisory absence and vacancy at Buellton Library; and a best practice need to assess and evaluate the Bookvan’s routes thro ughout Isla Vista for safety and service efficacy.
Each of these milestones, collectively representing hundreds of staff hours, demonstrate a consistent adaptability to pivot on short notice and apply creative problem-solving skills to address complex scenarios in order to deliver high -quality public library service even through atypical circumstances.
Table 12: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Establish temporary Library
services from 6500 Hollister July 2025 2.5 GS
Provide off-site library services
within Zone 4 during library
construction
Spring 2025-
Summer 2027 2.5 N/A
Ensure access to literacy
materials remains high in print
and digital collections during
construction with strategic
purchasing
Spring 2025-
Summer 2027 2.5 N/A
Identify possible funding sources
for Library furnishings through a
capital campaign
February-
December
2026
2.5 CMO
Initiate development of Marketing
Strategy for Libraries June 2026 2.5 CMO
Assess remaining policies &
update/add as necessary, present
Collection Development policy to
California State Library
July 2025 2.5 N/A
Partner with Community Center in
Weekly Programming for Seniors
Spring 2025-
Summer 2027;
Ongoing
2.5 N/A
Work with Schools to Access
Library Cards for All Students
December
2026 2.5 CMO
24 21
Begin discussions for first draft of
Memorandum of Understanding
with each of the three Friends of
the Library organizations
Summer 2025 2.5 N/A
Development of Library Logo for
the Goleta Valley Library June 2026 2.5 CMO
Complete space assessments
and enhancements at Solvang
Library
June 2026 N/A N/A
Launched $1.7 million Interior
Design Capital Campaign with
fiscal sponsorship from the Santa
Barbara Foundation
February
2026 3.7 CMO, FIN
Developed Goleta Valley Library
interior design layout with project
team
January 2026 2.5 GS
Coordinated and provided a
Groundbreaking Ceremony to
mark start of construction at
Goleta Valley Library
February
2026 2.5 CMO, GS,
PW
Assessed and modified Bookvan
route for safety, access, and
service quality
November
2025 2.5 N/A
Develop donor recognition
program for capital campaign
donors
May 2026 3.7 CMO
Implementation of Volunteer
Management System June 2026 7, 8 N/A
Design and deliver monthly
Library e-newsletter, The Reading
Corner
December
2025 2.5 CMO
Implementation of price cap on
Hoopla audiobook catalog to
manage cost increases
October 2025 2.5 N/A
*Items listed in Italics were not included in the 2025/26 Work Plan.
Fiscal Year 2026-27 Projects/Programs
The Library Services Division initiatives for FY 2026 -27 are listed in Table 18 below in priority order.
Table 13: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Reach capital
campaign goal of $1.7
December
2026
25 22
million for interior
design furnishings at
Goleta Valley Library
3.7 CMO
2. Finalize furniture
selection for Goleta
Valley Library
December
2026
2.5 GS
3. Complete Donor
Recognition Program
for Goleta Valley
Library capital
campaign
January 2027
2.5 CMO, GS
4. Transition Library
services from GVL
Express to Fairview
upon construction
completion
Summer 2027
2.5 GS, CMO
5. Establish print material
service with new
vendor following
unanticipated closure
of longtime provider
July 2026
2.5 GS, CMO
6. Perform assessment
and refresh of
collection for
reopening of Goleta
Valley Library
February 2027
2.5 N/A
7. Collaboration with
Finance Department
and Parks &
Recreation Division on
best practices for a
Citywide Cash
Handling Policy for in-
person financial
transactions
February
2027 3.3 FIN
8. Finalize Memorandum
of Understanding with
each Friends of the
Library organization
April 2027
2.5 CMO
9. Initiate Library
Strategic Plan in
alignment with Goleta
Valley Library
reopening
Spring 2027
2.5 CMO
10. Migrate Goleta Valley
Library, Buellton
November
2026
26 23
Library, and Solvang
Library to point of sale
system for improved
service and efficiency
8.1 FIN
11. Develop consistent
and relevant training
program for Library
Division
October 2026
9.2 CMO
12. Finalize Marketing
Plan for Library
Division
March 2027 2.5 CMO
Long Range Projects/Program Contingent on Staff Capacity The Library Services Division potential long-range projects/programs are listed in Table 19 below.
Table 14: Long-Range Projects/Programs Contingent on Staff Capacity/Funding
PROJECT/PROGRAM ESTIMATED
COMPLETION
13. Upgrades to (or replacement of) Goleta Valley Library Bookvan to increase and expand regional access to
Library materials and services
2028
14. Creation of defined methodology and process for
optional issuing of library cards to every student in Zone 4 Late 2027
15. Expand outreach services and establish an ongoing
schedule of engagement with community partners
throughout Zone 4
2028
16. Completion and implementation of Library Strategic Plan following establishment of services at Goleta
Valley Library
Spring 2029
17. Design and implementation of Community Reads
program throughout Zone 4 to promote literacy,
engagement, and partnership
2028
PARKS & RECREATION DIVISION
Role of the Division
The Parks and Recreation Division oversees the implementation of the Recreation Needs Assessment, implement ation of the Goleta Parks, Facilities and Playgrounds Master Plan (Parks Master Plan) , the Goleta Community Center (GCC) Strategic Plan, and serves as the liaison to the Parks and Recreation Commission . Daily functions include the management, rental and oversight of the Goleta Community Center, as well as the management and facilitation of the rental and community utilization of all City parks, courts, and facilities. Planning and oversight of parks-related Capital Improvement Program (CIP) projects for developed parks is a major function of this program (e.g., 27 24
Pickleball Entry Project at GCC and Stow Grove Park Phase 1 renovation). The program includes the coordination of a Senior Program at the Goleta Community Center. The Parks and Recreation Division oversees the Special Event Permit processing, the Monarch Butterfly Education Program, Adopt -A-Park, Community Garden Education, online facility booking program , the Volunteer Network, and newly developed Contract Camps & Classes program(s).
Since 2023, the Parks and Recreation Division has provided direct management and oversight of the GCC. Under the leadership of the General Services Department, the Parks and Recreation D ivision is currently providing daily support to, and managing impacts on rentals and programming from, a variety of CIP projects to improve the access, function, and safety of the building. Parks and Recreation staff are assisting, programming, and renting around a three -phase ADA improvement project, a Skylight Replacement project, and a two -phase electrical improvement project with immediate impacts that will extend into the 2027-2028 fiscal year.
Core Services
Table 20 outlines the Parks and Recreation 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 Parks and Recreation Division'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 15: Core Services
Park & Facility Management: Manage and oversee the reservation process and community utilization of City parks, picnic areas, courts, and facilities like the GCC, while interfacing with the community and providing information, resources, problem- solving, rental assistance, and customer support.
Recreation Programs & Services: Provide, or support via community partnerships, a variety of recreational programs, services, and activities for residents of all ages – including seasonal camps, c lasses, community events, basic needs, and enrichment offerings.
Special Events & Community Engagement : Serve as liaison to the Parks and Recreation Commission; assist with community events and seasonal activities ; plan for, obtain, and implement communi ty input on park, playground, and facility improvement projects. Process and assist community members, organizations, and corporations with special and temporary event permits for public and private events.
Operation & Management of the GCC: Ensure the day -to-day operations of the GCC, staff and supervise all rentals and events, and assist with and support planned CIP projects at the building led by the General Services Department. Ensure the achievement of planned fee-for-space revenues via long and short-term rentals of the facility’s spaces to outside entities, including community -based organizations, civic and governmental agencies, and for-profit enterprises.
28 25
Key Accomplishments and Milestones
Over the past year, the Parks & Recreation Division can point to several complete and near-complete initiatives as shown in Table 21 below.
Table 21: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
CITY
STRATEGIC
GOAL #
GCC
STRATEGIC
GOAL #
SUPPORTING
DIVISIONS
OR DEPT(S)
Development of a Contract
Class Program for
Recreation Services
Complete 2.2 3.1.1 / 3.1.2 N/A
Development of a
Marketing Plan for Goleta
Community Center
June 2026 2.2 3.2.1 CR
Development of a
Volunteer Management
Program
June 2026 2.2 3.2.1.2 HR / GS
Development of a
Temporary Employee
Evaluation Program
June 2026 9.1 1.1.1 HR
Design of Pickleball Entry
Project at GCC April 2026 2.2 1.1.3 N/A
Established Monthly
Senior Nutrition Cooking
Class with Foodbank of
SBC
Complete 2.2 3.1.1.5 N/A
Execution & Expansion of
the Annual Senior Expo April 2026 2.2 3.1.1.4, 3.3 N/A
Recruitment and Hiring of
Department Aide Position Complete 9.1 1.1.1 HR
Completion of the Splash
Pad Project at Jonny D.
Wallis Neighborhood Park
Nov 2025 2.2 - N/A
Completion of Mathilda
Park Improvement Project June 2026 2.2 PW
Development of
Community Block Party
Pilot Program
Complete
2.2 - CMO
Implementation of the
Inaugural Fourth of July
Drone Show
Complete
2.2 - CR
Assumed Management of
Pickleball Online
Reservation Program from
GVCC Organization
Complete
2.2 2.1.1 N/A
29 26
*Items listed in Italics were not included in the 2025/26 Work Plan.
Fiscal Year 2026-27 Projects/Programs
The Parks and Recreation Division initiatives for FY 2026-27 are listed in Table 22 below in priority order.
Table 16: FY 2026-27 Projects/Programs
PROJECT/
PROGRAM
ESTIMATED
COMPLETION
CITY
STRATEGIC
GOAL #
GCC
STRATEGIC
GOAL #
SUPPORTING
DIVISIONS
OR DEPT(S)
1. Skylight
Replacement
Project at GCC
Support & Impact
Remediation
December
2026 2.2 1.2.1 GS
2. Implement New
Pickleball
Operation
Schedule
August 2026 2.2 2.1.1.1 N/A
3. Completion of
Stow Grove Park
Phase One
2027 2.2 - N/A
4. Apply / Secure
Grant Funding for
Evergreen Master
Planning
Spring 2027 2.2 - N/A
5. Apply for / Secure
Grant Funding for
Community
Planning Effort for
Nectarine Park for
Conceptual Design
Spring 2027 2.2 - N/A
6. Initiate Evergreen
Park Master
Planning Process
Winter 2027 2.2 - N/A
Implemented & Trained
Injury & Illness Prevention
Program for all NS &
Library System Locations
Nov 2026 2.2 1.1.1
HR
Developed Rental Policies
and Fee Schedule for
Train Depot Community
Room
May 2026 2.2 - GS/CMO
Hosted Community
Feedback & Listening
Sessions
April 2026 2.2 4.2.1 N/A
30 27
7. Implementation of
New Spring &
Summer Contract
Camps
Spring &
Summer
2027
2.2 3.1.1 / 3.1.2
N/A
8. Identify & apply for
grant funding for
Phase II & III for
Stow Grove Park
Spring 2027
2.2 - N/A
9. Electrical
Replacement at
GCC Support &
Impact
Remediation
2027 2.2 1.2.1 GS
10. Santa Barbara
Shores Park
Playground
Replacement
Project
Spring 2027 2.2 - PW
Long Range Projects/Program Contingent on Staff Capacity The Parks and Recreation Division potential long-range projects/programs are listed in Table 23 below.
Table 17: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED COMPLETION
11. Design and Construction of a Dog Park and
Bike Pump Track
TBD
Based on Funding / Capacity
12. Design and Construction of Phases Two
and Three of Stow Grove Park
TBD
Based on Funding / Capacity
13. Development of a Master Plan for San
Miguel Park to address ADA compliance,
aging infrastructure, Creek Restoration,
vehicle and pedestrian access
TBD
Based on Funding / Capacity
14. Expand Senior Program offerings to include
additional evening & weekend programs,
and expand senior lounge service hours
TBD
Based on Funding &
Staffing Capacity
15. Expand Contract Camps & Class offerings
to include additional after-school & summer
partners, offering more youth and adult
recreation level sport and athletic options
TBD
Based on Additional Staffing
Capacity
16. Develop & Implement Community Special
Events (Summer Movie in the Park Series,
Community Cultural Events in the Park, etc)
TBD
Based on Funding &
Additional Staffing Capacity
31 ATTACHMENT 2
Neighborhood Services Department FY 2026-27 Work Program Presentation 32 FY 2026-27
Annual Work Program
NEIGHBORHOOD
SERVICES DEPARTMENT
City Council Meeting
APRIL 7, 2026
Presentation by:
JOANNE PLUMMER, DIRECTOR
Neighborhood Services Team Members
33 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 Neighborhood Services Department
work
priorities for Fiscal Year 2026-27
April 7, 2026, City Council Meeting 2
34 Director of Neighborhood
Services
Parks and Recreation
Manager
Recreation Supervisor
Community Center
Administrative Assistant
6 Hourly Employees
Recreation Supervisor
Community Programs
Senior Programs
Department Aide
Special Events & Volunteers
Homelessness Services
Coordinator
Contracted Service
Providers
Emergency Services
Coordinator
Program Technician
CERT Volunteers
Grants /
Administrative Management
Management Assistant
Management Assistant
City Librarian
Goleta Valley Library
5 Full-Time & 13 Part-Time
Staff
4 Part-Time Bookvan Staff
Volunteers
Buellton Library
4 Part-Time Staff
Volunteers
Solvang & Santa Ynez
Libraries
5 Part-Time Staff
Volunteers
Neighborhood Services
Department Structure
3April 7, 2026, City Council Meeting
35 FY 2025-26 Key Accomplishments and
Milestones
Establishment of
Temporary and Offsite
Library Services
Graduation of Two CERT
Classes
(First Since 2019)
Development of a
Summer Camp and
Contract Class Program
Modification of Safe
Parking Ordinance in
Goleta Municipal Code
Secured Over $1M in
Disaster
Reimbursement
Funding and Qualified
an Additional $892,000
Updates to the City
Grant Guidelines and
Implementation of New
Grant Applicant
Software
Launched the Capital
Campaign for the
Interior Renovation
Project for Goleta Valley
Library
Completion of the
Splash Pad at Jonny D
Wallis Neighborhood
Park
4April 7, 2026, City Council Meeting
36 Major Themes/Priorities FY 2026-27
5 Complete Phase One
of Stow Grove Park
Adoption of the
Emergency Operations
Plan
Re-opening of Library
at 500 North Fairview
Update to the
Homelessness
Strategic Plan
Implementation of
New Customer
Relationship
Management Software
April 7, 2026, City Council Meeting
37 6
ADMINISTRATION
April 7, 2026, City Council Meeting
38 ADMINISTRATION FY 2026-27 Projects
7 1. Procurement and implementation of a new Customer Relationship Management (CRM) Software System to replace City Assist
2. Ongoing coordination of Administrative Services (CRM Management, Invoicing, Agreements & Contracts, Purchase Orders, Committee and Commission Support, etc)
3. Create a standardized electronic filing system and structure for department files
4. Continue to negotiate property on Mathilda Drive for expansion of Open Space at Ellwood Mesa April 7, 2026, City Council Meeting
39 8
EMERGENCY SERVICES
April 7, 2026, City Council Meeting
40 EMERGENCY SERVICES FY 2026-27 Projects
9 1. Complete Revision to the City Emergency Operations Plan (EOP),
2. Continuity of Operations Plan (COOP)
3. EOP Functional Annexes and EOC Standard Operating Guidelines
4. Continue to expand outreach efforts
5. Increase the Number of CERT Offerings
6. Restore the Goleta CERT Disaster Service Worker Volunteer Program
7. Continue to Train City Staff and City Volunteers as Disaster Service Workers
8. Continue to Secure Financial Reimbursement for Declared Disasters
9. Update to the Local Hazard Mitigation Plan
April 7, 2026, City Council Meeting
41 EMERGENCY SERVICES Long-Range Projects
10. Implementation of a radio Communication System Project
11. Implementation of converting the Marborg Trailers to Battery Re-Charging Stations to be dispatched during disasters for use by residents
12. Evaluation of the City’s Emergency Operations Plan (EOP) using Homeland Security Exercise Evaluation Program (HSEEP) Methodology
13. Build City Staff Capacity for Mitigation and Recovery Disaster Mission Areas 10April 7, 2026, City Council Meeting
42 11
GRANTS PROGRAM
April 7, 2026, City Council Meeting
43 GRANTS PROGRAM FY 2026-27 Projects
12 1. Create and Adopt Various CDBG/Federal Grant Policies, Including Section 3 Policy, Subrecipient Monitoring, and Risk Assessment Policy
2. Monitor and Update Current Practice and Procedures Based on Changing Federal Guidance
3. Update Part 58 (NEPA) Environmental Review Process and Guidelines, including the process for other agencies receiving HUD funding in our jurisdiction
4. Continue to Build Capacity (staff training, systems, internal controls)
5. Support to Other Agencies Program Review
April 7, 2026, City Council Meeting
44 13
HOMELESSNESS SERVICES
April 7, 2026, City Council Meeting
45 HOMELESSNESS SERVICES FY 2026-27 Projects
14 1. Homelessness Services Strategic Plan Update
2. Track Progress of Goleta Residents Served by the County’s Homeless Prevention, Diversion, and Retention Program
3. Expansion of Safe Parking Program by 20%
4. Place 25 Households into Permanent Housing through Efforts of Partners in Housing Solutions Contract
5. Establish Homelessness Service Provider Presence at Goleta’s Train Depot April 7, 2026, City Council Meeting
46 HOMELESSNESS SERVICES Long-Range
Projects
6. Achievement of Functional Zero (inflows matching outflows of people experiencing homelessness)
7. Exploration of possible sites for 24-hour vehicle parking for people living in vehicles
8. Support the creation of a tiny home permanent housing project (unit cost less than $250,000)
9. Collaboration for the creation of a homelessness services center providing navigation, showers, warming shelter, or cooling center in Goleta or nearby
10. Goleta-based program established for a homeless prevention program (currently in development by the County of Santa Barbara) 15April 7, 2026, City Council Meeting
47 16
LIBRARY SERVICES
April 7, 2026, City Council Meeting
48 LIBRARY SERVICES FY 2026-27 Projects
17 1. Reach Capital Campaign Goal of $1.7 Million for Interior Design Furnishings at Goleta Valley Library
2. Finalize and Procure Furniture Selection for Goleta Valley Library
3. Complete Donor Recognition Program for Goleta Valley Library Capital Campaign
4. Transition Library Services from GVL Express to Fairview Upon Construction Completion
5. Establish New Print Material Service Vendor Following Unanticipated Closure of Longtime Provider
6. Perform Assessment and Refresh of Collection for Reopening of Goleta Valley Library April 7, 2026, City Council Meeting
49 LIBRARY SERVICES FY 2026-27 Projects – Cont.
18 7. Collaboration with Finance Department and Parks & Recreation Division on Best Practices for a Citywide Cash Handling Policy for In-Person Financial Transactions
8. Finalize Memorandum of Understanding with each Friends of the Library Organization
9. Initiate Library Strategic Plan in Alignment with Goleta Valley Library Reopening
10. Migrate Goleta Valley Library, Buellton Library, and Solvang Library to Point of Sale System for Improved Service and Efficiency
11. Develop Consistent and Relevant Training Program for Library Division
12. Finalize Marketing Plan for Library Division
April 7, 2026, City Council Meeting
50 LIBRARY SERVICES Long-Range Projects
13. Upgrades to (or replacement of) Goleta Valley Library Bookvan to increase and expand regional access to Library materials and services
14. Creation of defined methodology and process for optional issuing of library cards to every student in Zone 4
15. Expand outreach services and establish an ongoing schedule of engagement with community partners throughout Zone 4
16. Completion and implementation of Library Strategic Plan following establishment of services at Goleta Valley Library
17. Design and implementation of Community Reads program throughout Zone 4 to promote literacy, engagement, and partnership
19April 7, 2026, City Council Meeting
51 20
PARKS AND RECREATION
April 7, 2026, City Council Meeting
52 PARKS AND RECREATION FY 2026-27 Projects
21 1. Skylight Replacement Project at GCC Support & Impact Remediation
2. Implement New Pickleball Operation Schedule
3. Completion of Stow Grove Park Phase One
4. Apply / Secure State Grant Funding for Evergreen Park Master Plan Implementation
5. Apply / Secure State Grant Funding for Nectarine Park
6. Initiate Evergreen Park Master Planning Process
April 7, 2026, City Council Meeting
53 PARKS AND RECREATION FY 2026-27 Projects
– Cont.
22 7. Implementation of New Spring & Summer Contract Camps
8. Identify & apply for grant funding for Phase II & III for Stow Grove Park
9. Electrical Replacement at GCC Support & Impact Remediation
10. Santa Barbara Shores Park Playground Replacement Project April 7, 2026, City Council Meeting
54 PARK AND RECREATION Long-Range Projects
11. Design and Construction of a Dog Park and Bike Pump Track
12. Design and Construction of Phases Two and Three of Stow Grove Park
13. Development of a Master Plan for San Miguel Park to address ADA compliance, aging infrastructure, creek restoration, vehicle and pedestrian access
14. Expand Senior Program offerings to include additional evening and weekend programs and expand senior lounge service hours
15. Expand Contract Camps and Class offerings to include additional after-school and summer partners, offering more youth and adult recreation level sport and athletic options
16. Develop and implement community special events (Summer Movie in the Park Series, Community Cultural Events in the Park, Etc.) 23April 7, 2026, City Council Meeting
55 24
Questions?
56