Goleta City Council
April 21, 2026

Agenda Item C.1

CPMS PUBLIC HEARING
Meeting Date: April 21, 2026

TO: Mayor and Councilmembers

SUBMITTED BY: JoAnne Plummer, Neighborhood Services Director

PREPARED BY: Cassidy Le Air, Senior Management Analyst

SUBJECT: Draft 2026–2027 Annual Action Plan and Substantial Amendment to the 2025–2029 Consolidated Plan for the Community Development Block Grant (CDBG) Program and Designat e the City Manager as the Certifyi ng Officer for Environmental Reviews Pursuant to 24 Code of Federal Regulations (CFR) Part 58

RECOMMENDATION:

A. Conduct a public hearing to receive public input regarding the Draft 2026–2027 Annual Action Plan and Substantial Amendment to the 2025–2029 Consolidated Plan; and

B. Adopt the 2026–2027 Annual Action Plan and Substantial Amendment to the 2025–2029 Consolidated Plan and authorize the City Manager, or designee, to submit the adopted plans to the U.S. Department of Housing and Urban Development (HUD), incorporating all public comments received through the close of the public review period and any revisions requested by Council prior to submission; and

C. Authorize the City Manager, or designee, to execute all necessary grant agreements, certifications, and related documents required by HUD for the administration of the C ommunity Development Block Grant (CDBG) 2026–2027 Program Year; and

D. Authorize the appropriation of the 2026–2027 CDBG program funds of $302,724 as described in the Fiscal Impacts Section; and

E. Adopt Resolution No. 26 -__ Entitled “A Resolution of the City Council of the City of Goleta, California, Designating the City Manager as the Certifying Officer for Purposes of the National Environmental Policy Act (NEPA) and 24 Code of Federal Regulations (CFR) Part 58”

1 Meeting Date: April 21, 2026

BACKGROUND:

Since 2004, the City of Goleta (the “City”) has been an Entitlement Grantee receiving an annual allocation of federal funds from the U.S. Department of Housing and Urban Development (HUD) through its Community Development Block Grant (CDBG) Program.

This program is designed to benefit low - and moderate-income residents by supporting activities that provide decent housing, create suitable living environments, and expand economic opportunities.

The CDBG Program is a formula -based block grant authorized under the Housing and Community Development Act of 1974 (Act), a federal law1, with funding levels determined through the federal budget appropriation process. Although annual funding is subject to federal appropriations, the Act establishes the program’s eligibility criteria, national objectives, and funding distribution formulas.

CDBG was created to consolidate seven federal community development grant programs into a single formula -based block grant, providing states and units of local government with greater flexibility to address community needs and determine which eligible activities to fund. Prior to its establishment, the federal government exercised greater control over how funds were allocated among individual programs and which projects were funded under federal grant programs.

To continue receiving these funds as an Entitlement Grantee, the City is required to prepare a series of planning documents, including a Citizen Participation Plan (CPP), a Five-Year Consolidated Plan, and an Annual Action Plan. Together, these documents establish the City’s priorities for the use of CDBG funds and guide implementation of eligible activities, ensuring alignment with local needs and priorities while meeting federal national objectives. In addition to maintaining eligibility as an Entitlement Grantee, th e City must comply with all applicable federal statutes, regulations, and administrative requirements governing the program.

DISCUSSION:

This public hearing provides an opportunity for the public and City Council to review and provide input on the City’ s needs, priorities, and proposed use of CDBG funds for Program Year (PY) 2026–2027, as well as the proposed amendment to the City’s Five - Year 2025–2029 Consolidated Plan (collectively, the “Plans”).

The draft Plans were made available for a 30-day public review period from April 3, 2026, through May 4, 2026. Written comments will continue to be accepted through the close of the public review period and, consistent with federal requirements and the City’s Citizen Participation Plan, all comments received w ill be summarized and incorporated, as appropriate, into the final Plans prior to the submission to HUD.

On April 3, 2026, HUD announced final CDBG allocations, and the City will receive

1 CDBG Laws and Regulations - HUD Exchange
2 Meeting Date: April 21, 2026

$302,724, which will be incorporated into the Plans prior to submission.

When establishing program goals and funding recommendations, CDBG funds are generally distributed among three eligible categories: Public Services, Administration, and Capital Projects. The Administration category is capped at 20 percent, the Public Services category at 15 percent, and the Capital Projects category is not subject to a maximum. As a result, funding for Capital Projects may exceed 65 percent of the total CDBG allocation when the Administration and Public Services categories are funded below their maximum allowable levels.

Over the past year, staff have evaluated how to align community needs with federal program requirements and available funding. Under the CDBG Program, the City has discretion to adjust the goals, objectives, and funding prio rities established in the Consolidated Plan. Given the City’s existing General Fund support for nonprofit services and the significant unmet need for public facility and infrastructure improvements, the Draft 2025–2029 Consolidated Plan, as amended, incorp orates prior discussions with the Human Services Standing Committee (the “Committee”) to reduce funding for Public Services and concentrate future CDBG funding on Administration and Capital Projects.

The Draft Substantial Amendment implements this approach by allocating 20 percent of the annual CDBG entitlement to Administration and the remaining 80 percent to Capital Projects. Allocating the full allowable amount to Administration supports the City’s ongoing compliance, reporting, environmental review, and program administration responsibilities.

The City’s need for Capital Project funding is significant, with tens of millions of dollars in currently unfunded public facility and infrastructure needs. Concentrating limited CDBG resources on capital projects would allow the City to help address these needs.

When providing Public Services subawards, subrecipients are subject to all applicable federal requirements, and the City is responsible for ensuring compliance. Focusing funds on capital improvements reduces subrecipient monitoring requirements while directing resources toward eligible projects that improve public facilities, infrastructure, and accessibility for low- and moderate-income persons.

Regarding Public Services, the City currently provides $250,000 annually from the General Fund to nonprofits through the Goleta City Grant Program. This funding level was increased from $150,000 to $250,000 in Fiscal Year 2022 -23. The initial increase was supported by American Rescue Plan Act (ARPA) funds and it is now fully funded by the General Fund. Staff will discuss the Goleta City Grant goals and objectives with the Committee prior to the release of the next Notice of Funding Availability (NOFA) to ensure alignment with City goals and maximize impact.

2025–2029 Consolidated Plan, as amended

The Substantial Amendment to the 2025 –2029 Consolidated Plan revises the Public Services goal beginning in Year Two of the plan and reallocates those funds to the existing Capital Improvements goal. The proposed changes include:

3 Meeting Date: April 21, 2026

• Reduction of the Public Services Resources by $192,552 to $48,138 • Reduction of the Public Services Beneficiaries by 4,520 persons assisted • Increase to the Capital Improvements Resources by $192,552 to $1,235,562 • No change to the Capital Improvements Beneficiaries , as the activities qualify under Area Benefit and/or Limited Clientele (Presumed Benefit for persons with disabilities) national objectives
No further changes are proposed to the Consolidated Plan. The revisions are limited to adjusting the goals for Years Two through Five of the Five-Year plan. As the City is currently in Year One, no amendments are proposed for the current Program Year.

These revisions are summarized in Table 1.

Table 1: 2025–2029 Five-Year Consolidated Plan Goals (As Amended)2 Goal and
Description
Needs Addressed Anticipated
Resources3
Beneficiaries
Public Services:

Provide low- and moderate-
income youth, seniors, and
residents with special needs
with a range of public
services necessary to
prevent homelessness and
ameliorate the effects of
poverty.
 Expand public services
for low- and moderate-
income youth, seniors,
and residents with
special needs
 Prevent and reduce
homelessness
$240,690 → $48,138
(decrease of
$192,552)
5,650 → 1,130
persons assisted
Capital Improvements:

Improve public facilities and
infrastructure to benefit
residents of predominantly
low- and moderate-income
areas or those presumed
under HUD regulations to be
low- and moderate-income
such as elderly and disabled
adults.
 Improve public facilities
and infrastructure
 Address material
barriers to accessibility
$1,043,010 →
$1,235,562
(increase of
$192,552)
6,000 persons
assisted
Administration:

Provide for the timely and
compliant administration of
the CDBG program in
accordance with HUD policy
and federal regulations.
 All $320,925 N/A
2 Amended figures reflect changes to Years Two through Five of the Five-Year Plan. Year One (PY 2025– 2026) allocations are unchanged.
3 The anticipated resources are an estimate based on Year One’s Annual Allocation of $320,92 5. Actual amounts will vary based on the release of the Annual Allocations. 4 Meeting Date: April 21, 2026

2026–2027 Annual Action Plan

The 2026–2027 Annual Action Plan covers the time period of July 1, 2026, through June 30, 2027, and identifies the specific projects and activities to be implemented during the program year using CDBG funds to address the priority needs and goals established in the 2025–2029 Consolidated Plan. The Action Plan reflects the City’s updated strategic direction and is consistent with the proposed Substantial Amendment . Consistent with federal program regulations, up to 20 percent ($60,544) may be used for program administration, including program planning. The remaining 80 percent ($242,180) will be allocated toward an eligible capital improvement project.

Capital Projects

The capital project selected for funding is the Americans with Disabilities Act (ADA) Improvements at the Goleta Community Center pickleball courts (CIP No. 9126) . The project includes construction of ADA-compliant pathways, improvements to entry points to ensure compliant clearances and maneuverability, upgrades to signage and wayfinding, and enhancements to improve connectivity among accessib le parking, entrances, restrooms, and recreational facilities.

This project was selected because it will remove architectural barriers and improve access to a publicly available recreational facility. The proposed improvements will eliminate existing barr iers to access and help ensure that individuals with mobility limitations, including seniors and persons with disabilities, can safely and fully use the facility.

In addition, the project is consistent with the City’s adopted Consolidated Plan priorities related to accessibility, improvement of public facilities, and CDBG national objectives.

By improving the path of travel and overall site accessibility, the project promotes equitable access to recreational opportunities and supports a suitable living environment. The project is anticipated to be released for bid in summer 2026.

Designation of a Certifying Officer

The proposed resolution designates the City Manager as the “Certifying Officer” for purposes of the National Environmental Policy Act (NEPA) ( 42 U.S.C. § 4321 et seq.) and 24 Code of Federal Regulations (CFR) Part 58. As a recipient of HUD funding, the City acts as the Responsible Entity for applicable HUD-assisted projects and, pursuant to 24 CFR Part 58, is required to assume responsibility for environmental review, decision- making, and compliance with applicable federal environmental laws and authorities. The Certifying Officer, as designated pursuant to 24 CFR § 58.13 and subject to the certification requirements of § 58.71, is responsible for executing certifications, Requests for Release of Funds (RROF), and related environmental review documents. Adoption of the resolution formalizes this role and ensures the City can complete and certify environmental reviews and access HUD funding, including CDBG and Community Project Funding (CPF) assistance.

5 Meeting Date: April 21, 2026

FISCAL IMPACTS:

As described above, HUD has allocated $302,724 in CDBG funding to the City for Program Year 2026–2027, which aligns with the City’s 2026 –2027 Fiscal Year . The budget appropriation required is detailed below.

Account Name Account
Number
Account Type
Description Fiscal Budget
Grant Proceeds - Federal
(CDBG)
402-80-8500-
44600 Revenue $ (302,724.00)
Total Revenue: $ (302,724.00)
Conferences, Meetings and
Travel
402-60-6300-
51001 Expense $ 4,000.00
Salaries – CDBG Administration
402-60-6300-
59000 Expense $ 22,544.00
Advertising
402-60-6300-
51012 Expense $ 4,000.00
Professional Services
402-60-6300-
51200 Expense $ 30,000.00
Total Administration Costs: $ 60,544.00
Construction - GCC Pickleball
Courts
402-90-9126-
57071 Expense $ 242,180.00
Total Capital Project Costs: $ 242,180.00
Total Expenditures: $ 302,724.00

ALTERNATIVES:

Council may choose to modify any of the Plans. Should revisions be requested, staff will incorporate the changes into the final versions prior to submission to HUD. Depending on the extent of revisions, additional public comment periods may be required. Th e Annual Action Plan must be submitted no later than June 2, 2026; failure to meet this deadline will result in forfeiture of funds for the 2026–2027 Program Year.

LEGAL REVIEW BY: Isaac Rosen, Acting City Attorney

APPROVED BY: Robert Nisbet, City Manager

ATTACHMENTS:

1. Draft Substantial Amendment to the 2025–2029 Consolidated Plan

2. Draft 2026–2027 Annual Action Plan

3. Resolution No-26-_, entitled “A Resolution of the City Council of the City of Goleta, California, Designating the City Manager as the Certifying Officer for Purposes of the National Environmental Policy Act (NEPA) and 24 Code of Federal Regulations (CFR) Part 58”

4. Presentation

6 ATTACHMENT 1
Draft Substantial Amendment to the 2025–2029 Consolidated Plan 7 DRAFT

Substantial Amendment
2025-2029
Consolidated Plan

2025-2026
Action Plan

Draft for Public Review & Comment
Public Review Period – April 3 through May 4, 2026
8 City of Goleta – i – 25-29 Consolidated Plan &
25-26 Action Plan

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9 City of Goleta – ii – 25-29 Consolidated Plan &
25-26 Action Plan

Table of Contents
Table of Contents ..................................................................................................................... ii Executive Summary ................................................................................................................. 1 ES-05 Executive Summary ................................................................................................... 1 The Process .............................................................................................................................. 6 PR-05 Lead & Responsible Agencies ................................................................................... 6 PR-10 Consultation ............................................................................................................... 7 PR-15 Citizen Participation ..................................................................................................22 Needs Assessment..................................................................................................................29 NA-05 Overview ...................................................................................................................29 NA-10 Housing Needs Assessment ....................................................................................31 NA-15 Disproportionately Greater Need: Housing Problems ...........................................47 NA-20 Disproportionately Greater Need: Severe Housing Problems ...............................52 NA-25 Disproportionately Greater Need: Housing Cost Burdens .....................................57 NA-30 Disproportionately Greater Need: Discussion ........................................................59 NA-35 Public Housing .........................................................................................................61 NA-40 Homeless Needs Assessment .................................................................................67 NA-45 Non-Homeless Special Needs Assessment ............................................................72 NA-50 Non-Housing Community Development Needs .....................................................76 Housing Market Analysis........................................................................................................80 MA-05 Overview ..................................................................................................................80 MA-10 Number of Housing Units .......................................................................................81 MA-15 Housing Market Analysis: Cost of Housing ............................................................88 MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ................................93 MA-25 Public and Assisted Housing ...................................................................................97 MA-30 Homeless Facilities and Services ............................................................................99 MA-35 Special Needs Facilities and Services .................................................................. 102 MA-40 Barriers to Affordable Housing ............................................................................. 106 MA-45 Non-Housing Community Development Assets .................................................. 108 MA-50 Needs and Market Analysis Discussion ............................................................... 116 MA-60 Broadband Needs .................................................................................................. 121 MA-65 Hazard Mitigation .................................................................................................. 123 Strategic Plan ........................................................................................................................ 125 SP-05 Overview ................................................................................................................. 125 SP-10 Geographic Priorities .............................................................................................. 126 SP-25 Priority Needs .......................................................................................................... 128 SP-35 Anticipated Resources ............................................................................................ 131 SP-40 Institutional Delivery Structure .............................................................................. 135 SP-45 Goals Summary ...................................................................................................... 139 SP-65 Lead-based Paint Hazards ...................................................................................... 141 SP-70 Anti-Poverty Strategy ............................................................................................. 142 SP-80 Monitoring ............................................................................................................... 143 Action Plan ............................................................................................................................ 145 AP-15 Expected Resources ................................................................................................ 145 AP-20 Annual Goals and Objectives ................................................................................. 149 AP-35 Projects .................................................................................................................... 151 AP-38 Project Summary .................................................................................................... 152 10 City of Goleta – iii – 25-29 Consolidated Plan &
25-26 Action Plan

AP-50 Geographic Distribution ......................................................................................... 154 AP-85 Other Actions .......................................................................................................... 155 AP-90 Program Specific Requirements ............................................................................ 157

List of Tables
Table 1 - Strategic Plan Summary ..................................................................................................................... 3 Table 2 – Responsible Agencies ......................................................................................................................... 6 Table 3 - Agencies, groups, and organizations who participated ................................................................... 9 Table 4 - Other local / regional / federal planning efforts .............................................................................. 21 Table 5 - Citizen Participation Outreach .......................................................................................................... 24 Table 6 – Housing Needs Assessment Demographics, Santa Barbara County ........................................... 32 Table 7 – Total Households, Santa Barbara County ....................................................................................... 33 Table 8 – Housing Problems 1, Santa Barbara County .................................................................................. 33 Table 9 – Housing Problems 2, Santa Barbara County .................................................................................. 34 Table 10 – Cost Burden > 30%, Santa Barbara County .................................................................................. 34 Table 11 – Cost Burden > 50%, Santa Barbara County .................................................................................. 34 Table 12 – Crowding Information, Santa Barbara County ............................................................................. 35 Table 13 – Households with children under the age of 6, Santa Barbara County ....................................... 35 Table 14 – Disproportionally Greater Need 0 - 30% AMI, Santa Barbara County ........................................ 48 Table 15 – Disproportionally Greater Need 30 - 50% AMI, Santa Barbara County ...................................... 48 Table 16 – Disproportionally Greater Need 50 - 80% AMI, Santa Barbara County ...................................... 49 Table 17 – Disproportionally Greater Need 80 - 100% AMI, Santa Barbara County .................................... 49 Table 18 – Severe Housing Problems 0 - 30% AMI, Santa Barbara County ................................................. 53 Table 19 – Severe Housing Problems 30 - 50% AMI, Santa Barbara County ............................................... 53 Table 20 – Severe Housing Problems 50 - 80% AMI, Santa Barbara County ............................................... 54 T
able 21 – Severe Housing Problems 80 - 100% AMI, Santa Barbara County ............................................. 54 Table 22 – Greater Need: Housing Cost Burdens AMI, Santa Barbara County ............................................ 57 Table 23 – Public Housing by Program Type, County of Santa Barbara ...................................................... 61 Table 24 – Characteristics of Public Housing Residents by Program Type, County of Santa Barbara ...... 62 Table 25 – Race of Public Housing Residents by Program Type, County of Santa Barbara ....................... 63 Table 26 – Ethnicity of Public Housing Residents by Program Type, County of Santa Barbara ................ 63 Table 27 – Homeless Needs Assessment, County of Santa Barbara ............................................................ 67 Table 28 – Nature and Extent of Homelessness, County of Santa Barbara ................................................. 70 Table 29 – Residential Properties by Unit Number, County of Santa Barbara ............................................. 81 Table 30 – Unit Size by Tenure, County of Santa Barbara ............................................................................. 82 Table 31 – Affordable Housing Covenants, County of Santa Barbara .......................................................... 82 Table 32 – Cost of Housing, County of Santa Barbara ................................................................................... 88 Table 33 – Rent Paid, County of Santa Barbara .............................................................................................. 88 Table 34 – Housing Affordability, County of Santa Barbara .......................................................................... 89 Table 35 – Monthly Rent, County of Santa Barbara ....................................................................................... 89 Table 36 – Rental Housing Costs, County of Santa Barbara .......................................................................... 89 Table 37 – Condition of Units, County of Santa Barbara ............................................................................... 94 Table 38 – Year Unit Built, County of Santa Barbara ..................................................................................... 94 Table 39 – Risk of Lead-Based Paint, County of Santa Barbara .................................................................... 94 Table 40 – Vacant Units, County of Santa Barbara ......................................................................................... 95 Table 41 – Total Number of Units by Program Type, County of Santa Barbara .......................................... 97 T
able 42 – Public Housing Condition ............................................................................................................... 97 Table 43 – Facilities and Housing Targeted to Homeless Households, County of Santa Barbara ............. 99 Table 44 – Homeless Service Providers for Santa Barbara County ............................................................ 101 11 City of Goleta – iv – 25-29 Consolidated Plan &
25-26 Action Plan

Table 45 – Business Activity, City of Goleta .................................................................................................. 108 Table 46 – Labor Force, City of Goleta ........................................................................................................... 109 Table 47 – Occupations by Sector, City of Goleta ........................................................................................ 109 Table 48 – Travel Time, City of Goleta ........................................................................................................... 109 Table 49 – Educational Attainment by Employment Status , City of Goleta .............................................. 111 Table 50 – Educational Attainment by Age, City of Goleta .......................................................................... 111 Table 51 – Median Earnings in the Past 12 Months by Educational Attainment, City of Goleta .............. 111 Table 52 - Geographic Priority Areas ............................................................................................................. 126 Table 53 – Priority Needs Summary .............................................................................................................. 128 Table 55 – Anticipated Resources .................................................................................................................. 132 Table 56 – Institutional Delivery Structure .................................................................................................... 135 Table 57 – Homeless Prevention Services Summary ................................................................................... 136 Table 58 - Expected Resources – Priority Table ............................................................................................ 146 Table 59 – Goals Summary ............................................................................................................................ 149 Table 60 – Project Information ....................................................................................................................... 151 Table 61 - Geographic Distribution ................................................................................................................ 154

List of Figures
Figure 1 – Housing Problems by Race/Ethnicity (0-30% AMI) ............................................................... 50 Figure 2 – Housing Problems by Race/Ethnicity (30-50% AMI) ............................................................. 50 Figure 3 – Housing Problems by Race/Ethnicity (50-80% AMI) ............................................................. 51 Figure 4 – Housing Problems by Race/Ethnicity (80-100% AMI) ........................................................... 51 Figure 5 – Severe Housing Problems by Race/Ethnicity (0-30% AMI) .................................................. 55 Figure 6 – Severe Housing Problems by Race/Ethnicity (30-50% AMI) ................................................ 55 Figure 7 – Severe Housing Problems by Race/Ethnicity (50-80% AMI) ................................................ 56 Fi
gure 8 – Severe Housing Problems by Race/Ethnicity (80-100% AMI) .............................................. 56 Figure 9 – Housing Cost Burdens by Race/Ethnicity .............................................................................. 58 Figure 10 – Severe Housing Cost Burdens by Race/Ethnicity ............................................................... 58

List of Maps
Map 1 – Households with Extremely Low income and Severe Cost Burden ...................................... 36 Map 2 – Households with Low Income and Severe Cost Burden ......................................................... 37 Map 3 – Households with Moderate income and Severe Cost Burden ............................................... 38 Map 4 - Households with Low Income and Severe Cost Burden (Southern Region) ......................... 39 Map 5 - Concentration of Housing Problems (Goleta) ......................................................................... 116 Map 6 - R/ECAPs (Santa Barbara County) ............................................................................................. 118 Map 7 - Median Household Income (Goleta) ........................................................................................ 126

12 City of Goleta – v – 25-29 Consolidated Plan &
25-26 Action Plan

Version History
No. Summary of Changes
1 Published Draft for Public Comment: 5/16/25 Sent to HUD for Approval: 6/20/25 Conducted Public Hearing: 6/17/25 Approved by HUD: 7/3/25 Original 2025-2029 Consolidated Plan and 2025-2026 Annual Action Plan.

2 Published Draft for Public Comment: 4/03/26 Sent to HUD for Approval: TBD Conducted Public Hearing: 4/21/26 Approved by HUD: TBD
Amendment 1 (Substantial): The City is amending its 2025-2029 Consolidated Plan to adjust the Public Services goal from the Strategic Plan and reallocate those funds to the existing Capital Improvements goal. The proposed changes include:
• Reduction of Public Services Goal (decreased by $192,552 to $48,138) • Reallocate to Capital Improvements Goal (increased by $192,552 to $1,235,562)

13 City of Goleta – 1 – 25-29 Consolidated Plan &
25-26 Action Plan

Executive Summary
ES-05 Executive Summary
Introduction
The City of Goleta has developed the 2025 -2029 Consolidated Plan to guide the strategic investment of federal Community Development Block Grant (CDBG) funds. As required by the U.S. Department of Housing and Urban Development (HUD), the Consolidated Plan provides a comprehensive assessment of local housing and community development needs and establishes priorities, objectives, and strategies for addressing these needs from July 1, 2025 to June 30, 2030.

Each year, the City receives CDBG funds through a formula- based allocation from HUD.

These funds are awarded to non-profit organizations, for-profit entities, and public agencies to support a variety of activities that align with the City’s Consolidated Plan goals and address the high priority needs of low- and moderate-income residents.

The City is also a member of the County of Santa Barbara HOME Consortium. The HOME Investment Partnerships (HOME) program is an additional HUD formula grant that provides funding to support affordable housing. The County administers the program and oversees HOME activities that occur in Goleta.

Community Development Block Grant (CDBG)
The CDBG program, established under the Housing and Community Development Act of 1974, is a flexible federal funding source designed to address a wide range of housing and community development needs. HUD evaluates the City’s Consolidated Plan and program performance based on three primary objectives: providing decent housing, creating suitable living environments, and expand ing economic opportunities for low - and moderate-income households. To qualify for CDBG funding, each activity must meet one of the following national objectives:
• Benefit low- and moderate-income persons
• Prevent or eliminate slums and blight
• Address an urgent community development need (usually the result of a natural disaster or public health emergency)
HOME Investment Partnerships (HOME)
The HOME program, established under the Cranston- Gonzalez National Affordable Housing Act of 1990, is the largest federal program dedicated to affordable housing development. Designed to increase the supply of safe and affordable housing for low- and moderate-income households, the HOME program is often implemented in collaboration with non-profit housing developers, public agencies, and private entities. Eligible activities supported by HOME funds include new construction, acquisition, and rehabilitation of affordable housing, homebuyer assistance programs, and tenant-based rental assistance. 14 City of Goleta – 2 – 25-29 Consolidated Plan &
25-26 Action Plan

2025-2026 Program Year
For the 2025-2026 program year, the City anticipates receiving approximately $320,925 in CDBG funds which will be allocated to support the following eligible activities to be implemented from July 1, 2025 through June 30, 2026.

April 2026 Amendment
The City is amending its 2025- 2029 Consolidated Plan to adjust the Public Services goal from the Strategic Plan and reallocate those funds to the existing Capital Improvements goal. The proposed changes include:
• Reduction of Public Services Goal (decreased by $192,552 to $48,138) • Reallocate to Capital Improvements Goal (increased by $192,552 to $1,235,562)

2025-2026 CDBG Activities
Public Service Activities
LEAP: Family Resource Center $29,548.00
PSHH: Supportive Housing Program $18,590.00
Sub-Total: $48,138.00

Capital Improvement Activities
City of Goleta: Mathilda Park Improvements $208,602.00
Sub-Total: $208,602.00

Program Administration Activities
City of Goleta: CDBG Administration $64,185.00
Sub-Total: $64,185.00

CDBG TOTAL: $320,925.00

15 City of Goleta – 3 – 25-29 Consolidated Plan &
25-26 Action Plan

Summary of the objectives and outcomes identified in the Plan needs assessment Overview The 2025- 2029 Consolidated Plan is grounded in a comprehensive, data- driven needs assessment and market analysis, combined with insights gathered from residents, community organizations, and other local stakeholders. This approach ensures that CDBG funds are directed toward high priority needs that align with the City’s goals.

Based on this, the City has identified four high priority needs, which will be addressed through three goals over the five-year period. These goals establish a clear framework for the allocation of CDBG funds which ensures that federal investments produce measurable and sustainable outcomes. Each goal is tied to specific outcome indicators which allow the City to track progress, assess performance, and evaluate the impact of HUD- funded activities. The following table summarizes the goals, priority needs, and expected five-year outcomes.

Table 1 - Strategic Plan Summary
Goal Name Category Need(s) Addressed Five Year Goal Outcome Indicator

Public Services
Non-Housing
Community
Development
Expand public services for
LMI youth, seniors, and
residents with special needs

Prevent and reduce
homelessness
Public service activities other than
Low/Mod Income Housing Benefit:
453 Households / 1,130 Persons
Assisted
Capital Improvements
Non-Housing
Community
Development
Improve public facilities and
infrastructure

Address material barriers to
accessibility
Public facility or infrastructure
activities other than Low/Mod
Income Housing Benefit:
6,000 Persons Assisted
Planning &
Administration All All Other: 5

16 City of Goleta – 4 – 25-29 Consolidated Plan &
25-26 Action Plan

Evaluation of past performance
Over the 2020-2024 program years, the City successfully utilized CDBG funds to implement impactful housing and community development programs. All projects and activities included in the 2024-2025 Action Plan are underway and the final accomplishments will be reported as part of the City’s Consolidated Annual Performance and Evaluation Report (CAPER). From 2020 -2023, the investment of HUD funds, in combination with state and local resources, enabled the City and its partners to achieve the following:
• Assist non-homeless special needs populations
• Assist homeless individuals/families and residents at-risk of homelessness • Improve public facilities and infrastructure
These efforts resulted in meaningful impacts for residents, particularly low- and moderate- income households. The successes and lessons learned from these programs serve as the foundation for the strategies outlined in the 2025-2029 Consolidated Plan.

Summary of citizen participation process and consultation process The Consolidated Plan regulations at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to addr ess homelessness, Public Housing Authorities (PHA), business es, civic leaders, and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low -income individuals and families, homeless individuals and families, youth and/or other persons with special needs. Information supplied by these community stakeholders, together with the data supplied by HUD resulted in a well - informed planning document that reflects the housing, community, and economic development needs and priorities for the City of Goleta over the next five years.

In accordance with the City’s Citizen Participation Plan (CPP), residents and stakeholders were able to participate in the development of the 2025- 2029 Consolidated Plan through surveys, community meetings, and public hearings. Efforts were made to encourage participation by low - and moderate -income persons, particularly those living in areas where HUD funds are proposed to be used, and by residents of predominantly low - and moderate-income neighborhoods. Efforts were made to encourage the participation of minorities and non- English speaking persons, as well as persons with disabilities. The consultation process included representatives of the CoC, PHA, and other specified groups who completed surveys, provided local data, and assisted the City to ensure practical coordination of strategies to maximize impact and to avoid duplication of effort. 17 City of Goleta – 5 – 25-29 Consolidated Plan &
25-26 Action Plan

Summary of public comments
As required by HUD regulations, all public comments received during the development of the 2025-2029 Consolidated Plan and 2025-2026 Action Plan are summarized in section PR- 15 of this Plan in addition to Appendix A.

Summary of comments or views not accepted and the reasons for not accepting them The City considered and incorporated all feedback received throughout the planning process. No public comments were disregarded.

Summary
The 2025-2029 Consolidated Plan establishes a clear framework for the strategic use of CDBG funds to address high- priority community needs. All applications for funding through the City’s Notice of Funding Availability (NOFA) process must align with at least one of the Strategic Plan goals and their corresponding measurable objectives.

For the 2025 -2026 program year, the City will allo cate $320,925 in CDBG funds toward eligible activities designed to provide suitable affordable housing and improve the quality of life of its low- and moderate-income residents.

18 City of Goleta – 6 – 25-29 Consolidated Plan &
25-26 Action Plan

The Process
PR-05 Lead & Responsible Agencies
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Table 2 – Responsible Agencies
Agency Role Name Department/Agency

CDBG Administrator City of Goleta Department of Neighborhood Services

Narrative
The City of Goleta’s Neighborhood Services Department serves as the lead agency for the administration and oversight of the CDBG program.

The Neighborhood Services Department ensures that CDBG investments align with community priorities, comply with HUD regulations, and are effectively managed to maximize impact. This includes planning, implementation, financial oversight, performance monitoring, and reporting. The department works closely with non -profit organizations, for-profit entities, and public agencies to administer funds in accordance with the City’s Consolidated Plan and Annual Action Plans.

To ensure strong governance and transparency, the City actively monitors funded activities, provides technical assistance to subrecipients, and conducts community engagement efforts to inform future funding priorities. This ongoing oversight ensures that CDBG funds are used to achieve measurable improvements in housing, infrastructure, and public services throughout Goleta.

Consolidated Plan Public Contact Information
City of Goleta
Neighborhood Services Department
Grants Manager
130 Cremona Drive, Suite B
Goleta, CA 93117
(805) 690-5126
[email protected]

19 City of Goleta – 7 – 25-29 Consolidated Plan &
25-26 Action Plan

PR-10 Consultation
Introduction
The City of Goleta conducted a comprehensive consultation process to ensure that the 2025-2029 Consolidated Plan reflects the needs and priorities of residents, service providers, and community stakeholders. In compliance with 24 CFR Part 91 , the City engaged a wide range of public and private agencies, regional planning entities, and service providers that support low - and moderate -income residents, special needs populations, and individuals experiencing homelessness. The goal of this process was to enhance coordination among local government agencies, non-profits, housing developers, businesses, and service organizations to create a cohesive strategy for improving housing affordability, public services, public facilities, and infrastructure. To facilitate the consultation process, the City solicited feedback through the following methods:
• Community Survey (web‐based and paper)
• Community meetings
• Stakeholder consultations
• Public hearings
• Receipt of written and oral comments
To gather the greatest breadth and depth of information, the City consulted with a wide variety of agencies, groups , and organizations concerning the housing, community, and economic development needs of the community.

Each of the agencies, groups , or organizations invited to consult and participate in the planning process is represented in Table 3. The input received from these consultations helped establish and inform the objectives and goals described in the Strategic Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City recognizes the importance of careful coordination and alignment among various service providers to maximize the effectiveness of the CDBG program. As a result, during the development of the Consolidated Plan, the City consulted with organizations that provide assisted housing, health services and other community -focused programs.

Outreach efforts included surveys, invitations to community meetings, and follow -up interviews where appropriate.

The City further recognizes the importance of continued coordination and alignment during the upcoming five -year planning period with these organizations and agencies. The City will reinforce these partnerships through the implementation of the Notice of Funding Availability (NOFA) process for CDBG funds each year and through technical assistance provided to subrecipients.
20 City of Goleta – 8 – 25-29 Consolidated Plan &
25-26 Action Plan

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The Santa Maria/Santa Barbara County Continuum of Care (CoC) is comprised of a network of public, private, faith- based, for-profit, and non-profit service providers that collaborate to address homelessness and housing instability. The County of Santa Barbara, through its Housing and Community Development Division (HCD), serves as the Collaborative Applicant, Coordinated Entry System (CES) Lead Agency, and Homeless Management Information System (HMIS) Lead Agency for the CoC.

This collaborative structure supports a range of programs and services funded through federal, state, and local resources including street outreach, emergency shelters, permanent supportive housing, rapid re -housing, homelessness prevention, and supportive services. The City and CoC work in close partnership to ensure that housing and services are targeted, equitable, and responsive to the evolving needs of individuals and families experiencing homelessness, including chronically homeless persons, veterans, families with children, unaccompanied youth, and those at risk of homelessness.

Ongoing coordination occurs through public meetings such as the CoC Membership and Board, as well as through working groups, regional action plan teams, and elected officials forums. These collaborative spaces allow for broad stakeholder participation, including individuals with lived experience of homelessness, service providers, housing developers, healthcare partners, and local jurisdictions.

Through regular consultation with the CoC, the City of Goleta ensures that the Consolidated Plan reflects the needs of homeless populations and integrates with broader regional strategies. This partnership strengthens the City’s ability to coordinate resources, bridge service gaps, and achieve shared goals to reduce homelessness and support housing stability for all residents.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS Although not a direct Emergency Solutions Grant (ESG) entitlement community, the City consulted with a number of housing, social services, governmental , and other entities involved in housing and community development in the region. Through these consultations, the City identified the holistic needs of the community, including those for extremely low-income households and homeless persons, and how the City can continue to effectively coordinate with regional homeless service providers to best meet the needs of these populations. The CoC was consulted to discuss performance standards, outcome evaluation methodologies, and policies and procedures for the use of HMIS. 21 City of Goleta – 9 – 25-29 Consolidated Plan &
25-26 Action Plan

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities Table 3 - Agencies, groups, and organizations who participated 1 Agency/Group/Organization County of Santa Barbara
Agency/Group/Organization Type
Other Government – County; Regional Organization;
Planning Organization; Agency – Managing Flood
Prone Areas; Agency Management of Public Land or
Water Resources; Agency – Emergency Management;
Publicly Funded Institution/System of Care
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
2 Agency/Group/Organization City of Buellton
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
3 Agency/Group/Organization City of Carpinteria
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
4 Agency/Group/Organization City of Goleta
Agency/Group/Organization Type Other Government - Local; Planning Organization 22 City of Goleta – 10 – 25-29 Consolidated Plan &
25-26 Action Plan

What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
5 Agency/Group/Organization City of Lompoc
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
6 Agency/Group/Organization City of Santa Barbara
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
7 Agency/Group/Organization City of Santa Maria
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
8 Agency/Group/Organization City of Solvang
Agency/Group/Organization Type Other Government - Local; Planning Organization 23 City of Goleta – 11 – 25-29 Consolidated Plan &
25-26 Action Plan

What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
9 Agency/Group/Organization Housing Authority of the County of Santa Barbara (HASBARCO)
Agency/Group/Organization Type PHA; Assisted Housing; Housing What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Public Housing Needs How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
10 Agency/Group/Organization Legal Aid Foundation of Santa Barbara County Agency/Group/Organization Type Services – Housing; Services – Fair Housing; Civic Leader
What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
11 Agency/Group/Organization Santa Maria/Santa Barbara County Continuum of Care (CoC)
Agency/Group/Organization Type Continuum of Care; Regional Organization; Planning Organization
What section of the Plan was
addressed by Consultation? Homeless Needs Assessment; Homeless Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
12 Agency/Group/Organization Independent Living Resource Center 24 City of Goleta – 12 – 25-29 Consolidated Plan &
25-26 Action Plan

Agency/Group/Organization Type Services – Persons with Disabilities What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
13 Agency/Group/Organization People’s Self-Help Housing Agency/Group/Organization Type Services – Housing; Services – Education; Services - Employment
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
14 Agency/Group/Organization Domestic Violence Solutions for Santa Barbara County
Agency/Group/Organization Type Services – Housing; Services – Children; Services – Victims of Domestic Violence;
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
15 Agency/Group/Organization Good Samaritan Shelter
Agency/Group/Organization Type Services – Housing; Services Homeless What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
16 Agency/Group/Organization People Assisting the Homeless (PATH) 25 City of Goleta – 13 – 25-29 Consolidated Plan &
25-26 Action Plan

Agency/Group/Organization Type Services – Housing; Services – Homeless What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
17 Agency/Group/Organization Child Abuse Listening and Mediation (CALM) Agency/Group/Organization Type Services – Homeless; Services – Victims of Domestic Violence; Services - Children
What section of the Plan was
addressed by Consultation?
Homeless Needs; Non-Homeless Special Needs;
Non-Housing Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
18 Agency/Group/Organization Channel Islands YMCA
Agency/Group/Organization Type Services – Children; Services – Education; Services – Unaccompanied Youth
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
19 Agency/Group/Organization Meals on Wheels Santa Maria Valley Agency/Group/Organization Type Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
26 City of Goleta – 14 – 25-29 Consolidated Plan &
25-26 Action Plan

20 Agency/Group/Organization Santa Maria Organization of Transportation Helpers (SMOOTH)
Agency/Group/Organization Type Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
21 Agency/Group/Organization Jodi House Brain Injury Support Center Agency/Group/Organization Type Services – Persons with Disabilities What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
22 Agency/Group/Organization CommUnify
Agency/Group/Organization Type Services – Housing; Services – Elderly Persons What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis; How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
23 Agency/Group/Organization Community Action Partnerships of SLO County (CAPSLO)
Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
24 Agency/Group/Organization Planned Parenthood of Central Coast 27 City of Goleta – 15 – 25-29 Consolidated Plan &
25-26 Action Plan

Agency/Group/Organization Type Services – Health
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
25 Agency/Group/Organization Habitat for Humanity of Santa Barbara Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
26 Agency/Group/Organization Community Partners in Caring Agency/Group/Organization Type Services – Elderly
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
27 Agency/Group/Organization Santa Barbara Community Housing Corporation Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
28 Agency/Group/Organization New Beginnings
Agency/Group/Organization Type Services – Housing; Services – Homeless; Services – Homeless Veterans
28 City of Goleta – 16 – 25-29 Consolidated Plan &
25-26 Action Plan

What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
29 Agency/Group/Organization Pacific Pride Foundation
Agency/Group/Organization Type Services – Persons with HIV/AIDS; Services – Homeless
What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
30 Agency/Group/Organization Sarah House
Agency/Group/Organization Type Services – Persons with HIV/AIDS; Services – Health What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
31 Agency/Group/Organization University of California, Santa Barbara Agency/Group/Organization Type Services – Education; Services – Employment; Publicly Funded Institution/System of Care
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy; Market Analysis
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
32 Agency/Group/Organization Santa Barbara County Workforce Development Board
29 City of Goleta – 17 – 25-29 Consolidated Plan &
25-26 Action Plan

Agency/Group/Organization Type Services – Employment; Business Leaders; Civic Leaders
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy; Market Analysis
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
33 Agency/Group/Organization Court Appointed Special Advocates of Santa Barbara County
Agency/Group/Organization Type Child Welfare Agency; Services – Children; Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
34 Agency/Group/Organization Federal Emergency Management Agency (FEMA) Agency/Group/Organization Type
Agency – Managing Flood Prone Areas; Agency –
Emergency Management; Other government -
Federal
What section of the Plan was
addressed by Consultation? Hazard Mitigation
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
35 Agency/Group/Organization Federal Communications Commission Agency/Group/Organization Type Agency – Narrowing the Digital Divide; Other government - Federal
What section of the Plan was
addressed by Consultation? Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
30 City of Goleta – 18 – 25-29 Consolidated Plan &
25-26 Action Plan

consultation or areas for
improved coordination?
selected departments through surveys, meetings,
and email.
36 Agency/Group/Organization CA Department of Housing and Community Development
Agency/Group/Organization Type Other – State Government; Planning Organization What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
37 Agency/Group/Organization California Technology Office Agency/Group/Organization Type Services – Narrowing the Digital Divide What section of the Plan was
addressed by Consultation? Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
38 Agency/Group/Organization United Boys & Girls Club
Agency/Group/Organization Type Services – Children; Services – Education What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
39 Agency/Group/Organization Foodbank of Santa Barbara County Agency/Group/Organization Type Services – Children; Services – Elderly; Services - Health
What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
31 City of Goleta – 19 – 25-29 Consolidated Plan &
25-26 Action Plan

40 Agency/Group/Organization Alliance for Pharmaceutical Access Agency/Group/Organization Type Services - Health
What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
41 Agency/Group/Organization North County Rape Crisis & Child Protection Center Agency/Group/Organization Type Services – Victims of Domestic Violence; Services - Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs Assessment;
Non-Housing Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
42 Agency/Group/Organization The Salvation Army
Agency/Group/Organization Type Services – Homeless
What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
43 Agency/Group/Organization Fighting Back Santa Maria Valley Agency/Group/Organization Type Services – Homeless; Services - Children What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
44 Agency/Group/Organization Family Service Agency of Santa Barbara County 32 City of Goleta – 20 – 25-29 Consolidated Plan &
25-26 Action Plan

Agency/Group/Organization Type Child Welfare Agency; Services – Children; Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
45 Agency/Group/Organization Isla Vista Youth Projects dba LEAP Agency/Group/Organization Type Services – Children; Services – Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
46 Agency/Group/Organization Santa Barbara County Association of Governments Agency/Group/Organization Type
Services – Narrowing the Digital Divide; Services –
Broadband ISP; Regional Organization; Planning
Organization
What section of the Plan was
addressed by Consultation?
Non-Housing Community Development Strategy;
Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
47 Agency/Group/Organization Santa Barbara Neighborhood Clinics Agency/Group/Organization Type Services – Health; Health Agency; What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.

33 City of Goleta – 21 – 25-29 Consolidated Plan &
25-26 Action Plan

Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a list of agencies, organizations and other stakeholders that have expressed an interest in the City’s CDBG program and invited representatives from each entity to participate at multiple points in the planning process. All agencies were strongly encouraged to attend community meetings and participate in surveys.

Any agency or organization that was not consulted and would like to be included in the City’s list of stakeholders, the agency or organization may contact the Neighborhood Services Department at (805) 690-5126 or via email at [email protected].

Other local/regional/state/federal planning efforts considered when preparing the Plan Table 4 - Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?

Continuum of Care
County of Santa Barbara,
Housing and Community
Development
Consultation with the CoC indicates that
the City’s Consolidated Plan goals are
consistent with the CoC’s strategies.

Housing Element City of Goleta
The goals included in the Consolidated
Plan are consistent with the Housing
Element policies and objectives.

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) To enhance coordination among the CoC, public, and assisted housing providers and private and governmental health, mental health and service agencies, the City invited each of these entities to provide input on the needs of the community in the development of this Consolidated Plan.

The Neighborhood Services Department works with subrecipients of CDBG funds to ensure a coordinated effort among service agencies in the region to address the needs of Goleta residents, including but not limited to chronically homeless individuals and families, families with children, veterans and their families, unaccompanied youth, and persons who were recently homeless but now live in permanent housing. To promote economic opportunities for low -income residents, the City coordinates with subrecipients, s ocial service agencies, businesses, and housing developers to ensure that where there are job opportunities for low -income individuals in connection with HUD -assisted projects, information is disseminated through appropriate channels consistent with the ob jectives of Section 3 of the Housing and Community Development Act of 1968.

34 City of Goleta – 22 – 25-29 Consolidated Plan &
25-26 Action Plan

PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting The City of Goleta conducted a comprehensive citizen participation process to ensure that the 2025-2029 Consolidated Plan accurately reflects community needs and priorities. The public engagement process was designed in accordance with the City’s Citizen Participation Plan (CPP) and HUD regulations (24 CFR 91.105), ensuring that residents, local organizations, and community stakeholders had meaningful opportunities to participate in shaping the City’s housing and community development strategies.

The Neighborhood Services Department led outreach efforts, emphasizing broad public engagement, particularly among low - and moderate- income residents, individuals with disabilities, racial and ethnic minorities, non- English-speaking populations, and public housing residents. The City also actively consulted with local and regional institutions, businesses, developers, non-profit and faith-based organizations, the Continuum of Care (CoC), and the Public Housing Agency (PHA) to ensure a coordinated and holistic approach to addressing housing and community development needs.

To identify and prioritize community needs, the City developed and distributed a survey to gather input on housing, community, and economic development needs. The survey was available in English and Spanish, accessible online and in paper format, and posted at various public facilities to maximize participation.

The City hosted a community meeting on October 21 , 2024 where residents and stakeholders participated in interactive discussions and provided feedback on local housing and community development needs.

In compliance with 24 CFR 91.105(e)(1)(ii), the City conducted two public hearings at different stages of the planning process. The first public hearing was convened on September 17, 2024 and focused on reviewing program performance. A draft of the 2023- 2024 Consolidated Annual Performance and Evaluation Report (CAPER) was made available for public review from September 5, 2024 to September 23, 2024 . The second public hearing on April 1, 2025 allowed residents to voice their priorities for funding allocation and the strategies the City should pursue in the 2025-2029 Consolidated Plan.

Subsequently, the City made the draft CPP, 2025-2029 Consolidated Plan and 2025 -2026 Action Plan available for public review and comment from May 16, 2025, to June 17, 2025.

Residents were invited to review the draft documents and to attend the Public Hearing on June 17, 2025, or submit written comments concerning the housing and community development needs, proposed projects and activities, as well as proposed strategies and actions for affirmatively furthering fair housing.
35 City of Goleta – 23 – 25-29 Consolidated Plan &
25-26 Action Plan

April 2026 Amendment
The City made the draft Substantial Amendment to the 2025 -2029 Consolidated Plan available for public review and comment from April 3, 2026 through May 4, 2026. Residents were invited to review the draft documents and to attend the Public Hearing on April 21, 2026, or submit written comments concerning the proposed strategies, projects, and activities.

36 City of Goleta – 24 – 25-29 Consolidated Plan &
25-26 Action Plan

Citizen Participation
Table 5 - Citizen Participation Outreach
Mode of Outreach Target of Outreach Summary of
Response/attendance
Summary of
Comments received
Summary of comments
not accepted and
reasons
URL
(If applicable)

1 Internet Outreach Non-targeted/broad
community
The Resident Survey was
available online and in paper
format at various public
facilities from October through
December 2024. The City
advised residents and
stakeholders of the availability
of the survey via email,
posting on social media
channels, and announcements
on the City website.

The purpose of the
survey was to allow all
residents and
stakeholders the
opportunity to provide
their assessment of the
level of need in Goleta
for a variety of housing,
community and
economic development
activities.

In total, 437 residents
and 45 stakeholders
completed the survey.

All survey responses
were accepted and
incorporated into the
survey results.

N/A
2 Public Meeting Minorities
Persons with
disabilities
Non-targeted/broad
community
Community Meeting on
October 21, 2024, at 6:00 pm
at the Goleta Valley
Community Center.

Stakeholders and
residents in attendance
participated in
interactive discussions
on priority housing and
community
development needs.

All comments were
accepted.

N/A
37 City of Goleta – 25 – 25-29 Consolidated Plan &
25-26 Action Plan

3 Newspaper Ad Non-targeted/broad
community
Notice of the 15-day public
review and comment period
for the draft 2023-2024
Consolidated Annual
Performance and Evaluation
Report (CAPER). The Public
Notice was published on
September 5, 2024, and
invited interested parties to
review the draft document.

Residents and stakeholders
were also invited to a public
hearing to provide oral
comments.

Two written comments
were received. One
commenter expressed
concern regarding the
allocation of funds,
noting that more was
budgeted for program
administration than for
public services. Another
commenter, a recipient
of assistance,
expressed gratitude for
the City’s support.

All comments were
accepted.

N/A
4 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on September
17, 2024, to receive comments
on high priority housing and
community development
needs and strategies.

No comments were
received.

No comments were
received.

N/A
5 Internet Outreach Non-targeted/broad
community
Notice of Funding Availability
(NOFA) inviting stakeholders
to submit applications for
CDBG funds.

No comments were
received.

No comments were
received.

N/A
38 City of Goleta – 26 – 25-29 Consolidated Plan &
25-26 Action Plan

6 Public Meeting Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public meeting on February
27, 2025, to receive comments
at the Human Services
Standing Committee
regarding the proposed
activities for the 2025-2026
Action Plan.

No comments were
received.

No comments were
received.

N/A
8 Newspaper Ad Non-targeted/broad
community
Notice inviting residents and
stakeholders to a public
hearing to provide comments
concerning priorities for
funding allocation and the
strategies the City should
pursue in the 2025-2029
Consolidated Plan and 2025-
2026 Action Plan.

No comments were
received.

No comments were
received.

N/A
9 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on May 6, 2025,
at 5:30 pm to receive
comments on the draft 2025-
2029 Consolidated Plan and
2025-2026 Annual Action Plan.

No comments were
received.

No comments were
received.

N/A
39 City of Goleta – 27 – 25-29 Consolidated Plan &
25-26 Action Plan

10 Newspaper Ad Non-targeted/broad
community
Notice of the public hearing
for the final 2025-2029
Consolidated Plan, 2025-2026
Action Plan, and Citizen
Participation Plan. The Public
Notice invited residents and
stakeholders to attend and
provide oral comments.

No comments were
received.

No comments were
received.

N/A
11 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on June 17,
2025, at 5:30 pm to adopt the
2025-2029 Consolidated Plan,
2025-2026 Action Plan, and
Citizen Participation Plan, and
authorize its submission to
HUD.

No comments were
received.

No comments were
received.

N/A
12 Newspaper Ad Non-targeted/broad
community
Notice of the public hearing
for the draft Substantial
Amendment to the 2025-2029
Consolidated Plan. The Public
Notice invited residents to
review the amended
documents and provide
written comments or attend
the public hearing and provide
oral comments.

TBD TBD N/A
40 City of Goleta – 28 – 25-29 Consolidated Plan &
25-26 Action Plan

13 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on April 21,
2026, at 5:30 pm to adopt the
Substantial Amendment to the
2025-2029 Consolidated Plan
and authorize its submission
to HUD.

TBD TBD N/A

41 City of Goleta – 29 – 25-29 Consolidated Plan &
25-26 Action Plan

Needs Assessment
NA-05 Overview
Needs Assessment Overview
The Needs Assessment section of the Consolidated Plan examines the housing, homelessness, non-homeless special needs, and non- housing community development needs across Santa Barbara County, including the City of Goleta. This analysis serves as the foundation for understanding the most pressing challenges and prioritizing the allocation of resources to address these needs over the next five years.

The housing needs assessment evaluates the prevalence of housing problems experienced by households across different income level s, tenure s, and household types. It also identifies disproportionate housing needs among racial and ethnic groups and highlights the specific needs of public housing residents.

The homeless needs assessment describes the nature and extent of sheltered and unsheltered homelessness to inform the Santa Maria/Santa Barbara County Continuum of Care’s (CoC’s) strategy to address homelessness.

The non-homeless special needs assessment focuses on residents who require supportive housing and services due to factors such as age, disability, and other vulnerabilities. These populations include elderly residents, individuals with disabilities, those with substance use disorders, people living with HIV/AIDS, and survivors of domestic violence.

The non-housing community development needs assessment evaluates the demand for public facilities, infrastructure improvements, and public services that primarily benefit low- and moderate-income residents.

It is important to note that the Needs Assessment sections of this Consolidated Plan adopt a regional perspective, presenting data and narratives primarily at the County level, consistent with the Consortium-wide approach. Where appropriate, city-specific data and context are highlighted to ensure Goleta’s unique needs are thoroughly examined and incorporated into the regional framework. This dual focus aligns with HUD’s regulatory requirements while emphasizing the City’s priorities within the Consortium’s broader regional blueprint.

Methodology
To assess community needs, the City of Goleta utilized a combination of quantitative data and qualitative input obtained through robust community engagement efforts. The key sources of data include:
• American Community Survey (ACS), 2016-2020 5-year estimates • Comprehensive Housing Affordability Strategy (CHAS), 2016-2020 5-year estimates • 2024 Point-In-Time (PIT) Homeless Count
• State of California Department of Justice (2022)
42 City of Goleta – 30 – 25-29 Consolidated Plan &
25-26 Action Plan

• National Crime Victimization Survey (2022)
• Consultations with local stakeholders, service providers, and housing authorities • Feedback from residents through public meetings and surveys This report utilizes the 2016- 2020 ACS and CHAS 5- year estimates as they are the most current data sets supplied through HUD’s eCon Planning Suite.

Consolidated Plan Survey for Residents and Stakeholders The City of Goleta conducted a Consolidated Plan Survey in collaboration with members of the CDBG Urban County Partnership and HOME Consortium to complement quantitative data with community input. The survey, available online in English and Spanish, was distributed through email and social media channels. A total of 437 residents and 45 organizations participated, providing valuable insights into priority needs across public facilities, infrastructure improvements, housing, public services, and economic development. These results are integrated throughout the Needs Assessment and Market Analysis of Consolidated Plan to ensure alignment with community priorities.

43 City of Goleta – 31 – 25-29 Consolidated Plan &
25-26 Action Plan

NA-10 Housing Needs Assessment
Summary of Housing Needs
When evaluating the housing needs of residents in the County of Santa Barbara, the Consolidated Plan describes housing needs according to income level, tenure, and household types. This analysis is based on ACS and CHAS data, summarized in Tables 6- 13 below.

An overview of the number of households by income level and household type is provided in Table 7. Household types include small families (2-4 related members), large families (5 or more related members), elderly households (at least one person aged 62 and older), and households with young children (at least one person aged 6 and under ). Income levels correspond with HUD Adjusted Median Family Income (HAMFI), or Area Median Income (AMI), defined as follows:

Income Level AMI No. of Households

Extremely Low-Income 0-30% of AMI 19,335 Households
Low-Income 31-50% of AMI 17,865 Households
Moderate-Income 51-80% of AMI 25,870 Households
Middle-Income 81-100% of AMI 15,140 Households
Above Middle >100% of AMI 70,075 Households
Tables 8-13 detail the housing problems faced by households, categorized by tenure (renter or owner), income level, and household type . Housing problems are assessed based on cost burdens, overcrowding, and substandard housing conditions, as defined by HUD:
• Cost Burden: Households spending more than 30% of their gross income on housing costs (rent plus utilities for renters, and mortgage payments, taxes, insurance, and utilities for owners) . Severe cost burdens occur when households spend more than 50% of their gross income on housing costs. • Overcrowding: Households with more than 1 person per room, excluding bathrooms, porches, foyers, halls, or half-rooms. Severe overcrowding occurs when households have more than 1.5 people per room.
• Substandard Housing Conditions: Households lack complete kitchen and/or plumbing facilities.

Between 2010 to 2020, the City of Goleta’s population grew by 9 %, from 29,888 to 32,690, while the number of households increased by 8%, from 10,814 to 11,652. During this same period, the median income rose by 63%, from $67,895 to $110,842. Despite these economic gains, housing costs have risen more rapidly than income, making it increasingly difficult for many residents to secure adequate and affordable housing. 44 City of Goleta – 32 – 25-29 Consolidated Plan &
25-26 Action Plan

Of the 3,875 low - and moderate-income households (≤ 80% of AMI) in the City of Goleta, 2,929 households (76%) experience at least one housing problem, and 2,085 households (54%) are affected by one or more severe housing problems.

Housing cost burdens are the most prevalent housing problem, particularly among extremely low- and low-income renters ( ≤ 50% of AMI). Of the 1,935 extremely low -and low-income households, 1,310 are cost burdened, with 1,060 of these facing severe cost burdens. Renters are disproportionately impacted, with 60 % (790 households) experiencing severe cost burdens, compared to 30 % of homeowners (520 households).

Single-person households and small family households represent the largest share of renters facing severe cost burdens.

Overcrowding is another significant housing problem, particularly for renters and large families. Among the 589 low - and moderate-income households (≤ 80% of AMI) that are overcrowded, 81% are renters (479 households). Large family households are the most affected, accounting for 62 % (364 households) of overcrowded households , due to insufficient multi-bedroom housing units.

Although less common, substandard housing conditions remain a concern, affecting 80 renters and no homeowners. Addressing these challenges will require a coordinated and comprehensive approach to expanding affordable housing options, preserve existing housing stock, and support vulnerable populations in the City.

Table 6 – Housing Needs Assessment Demographics, Santa Barbara County Demographics Base Year: 2010 Most Recent Year: 2020 % Change

Population 423,895 448,229 5.7%
Households 141,793 148,309 4.6%
Median Income $60,078.00 $78,925.00 31.4%
Data Source: 2006-2010 ACS (Base Year), 2016-2020 ACS (Most Recent Year)

45 City of Goleta – 33 – 25-29 Consolidated Plan &
25-26 Action Plan

Table 7 – Total Households, Santa Barbara County
0-30%
AMI
30-50%
AMI
50-80%
AMI
80-100%
AMI
>100%
AMI

Total Households 19,355 17,865 25,870 15,140 70,075
Small Family Households 4,415 6,770 9,815 5,960 29,660
Large Family Households 1,225 3,075 4,340 2,195 6,875
Household contains at least one
person 62-74 years of age 3,660 3,400 5,510 3,370 18,790 Household contains at least one
person age 75 or older 3,455 3,070 3,635 1,920 8,765
Households with one or more
children 6 years old or younger 2,575 4,295 5,650 2,630 9,445 Data Source: 2016-2020 CHAS
Table 8 – Housing Problems 1, Santa Barbara County
Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete plumbing
or kitchen facilities
595 215 385 265 1,460 40 20 10 30 100
Severely
Overcrowded - With
>1.51 people per
room (and complete
kitchen and
plumbing)
730 1,260 1,370 460 3,820 65 65 270 170 570
Overcrowded - With

1.01-1.5 people per
room (and none of
the above problems)
1,195 1,495 2,395 685 5,770 55 305 630 445 1,435
Housing cost burden
greater than 50% of
income (and none of
the above problems)
7,425 4,110 2,440 545 14,520 3,560 2,120 1,730 700 8,110 Housing cost burden
greater than 30% of
income (and none of
the above problems)
930 3,025 5,360 2,585 11,900 695 1,280 2,875 1,810 6,660 46 City of Goleta – 34 – 25-29 Consolidated Plan &
25-26 Action Plan

Zero/negative
Income (and none of
the above problems)
1,050 0 0 0 1,050 385 0 0 0 385
Data Source: 2016-2020 CHAS
Table 9 – Housing Problems 2, Santa Barbara County
Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more of
four housing
problems
9,940 7,080 6,595 1,955 25,570 3,720 2,510 2,645 1,345 10,220 Having none of four
housing problems 3,775 4,810 8,540 5,975 23,100 1,920 3,465 8,095 5,860 19,340 Household has
negative income, but
none of the other
housing problems
1,050 0 0 0 1,050 385 0 0 0 385
Data Source: 2016-2020 CHAS
Table 10 – Cost Burden > 30%, Santa Barbara County
Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 3,005 4,305 4,235 11,545 775 800 1,640 3,215 Large Related 1,005 1,740 980 3,725 150 440 765 1,355
Elderly 2,340 1,385 1,320 5,045 2,750 2,125 2,130 7,005 Other 4,250 1,945 3,055 9,250 735 220 310 1,265
Total need by income 10,600 9,375 9,590 29,565 4,410 3,585 4,845 12,840 Data Source: 2016-2020 CHAS
Table 11 – Cost Burden > 50%, Santa Barbara County
Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 2,670 1,970 945 5,585 725 630 490 1,845
Large Related 795 495 70 1,360 105 175 160 440
47 City of Goleta – 35 – 25-29 Consolidated Plan &
25-26 Action Plan

Elderly 1,895 875 565 3,335 2,130 1,190 955 4,275
Other 4,035 1,345 1,075 6,455 670 170 155 995
Total need by income 9,395 4,685 2,655 16,735 3,630 2,165 1,760 7,555 Data Source: 2016-2020 CHAS
Table 12 – Crowding Information, Santa Barbara County
Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 1,250 2,310 2,885 480 6,925 100 245 485 320 1,150 Multiple, unrelated
family households 65 320 660 235 1,280 20 120 420 310 870 Other, non-family
households 700 190 220 25 1,135 0 0 0 0 0
Total need by
income 2,015 2,820 3,765 740 9,340 120 365 905 630 2,020 Data Source: 2016-2020 CHAS

Table 13 – Households with children under the age of 6, Santa Barbara County Renter Owner
0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total 0-30%
AMI
30-
50%
AMI
50-
80%
AMI
Total

Households with children
6 years of age or younger
present
2,170 3,835 4,150 10,155 405 460 1,500 2,365
Data Source: 2016-2020 CHAS

48 City of Goleta – 36 – 25-29 Consolidated Plan &
25-26 Action Plan

Map 1 – Households with Extremely Low income and Severe Cost Burden

49 City of Goleta – 37 – 25-29 Consolidated Plan &
25-26 Action Plan

Map 2 – Households with Low Income and Severe Cost Burden

50 City of Goleta – 38 – 25-29 Consolidated Plan &
25-26 Action Plan

Map 3 – Households with Moderate income and Severe Cost Burden

51 City of Goleta – 39 – 25-29 Consolidated Plan &
25-26 Action Plan

Map 4 - Households with Low Income and Severe Cost Burden (Southern Region)

52 City of Goleta – 40 – 25-29 Consolidated Plan &
25-26 Action Plan

Describe the number and type of single person households in need of housing assistance.

Based on 2016-2020 ACS data (S2501) , Santa Barbara County has 35,383 single-person households, accounting for approximately 24% of all households. Among them, 47% are homeowners (16,774 households) , while 53% are renters (18,609 households). Single- person households face distinct housing challenges, largely stemming from limited earning potential and a shortage of smaller, affordable housing options such as studios and one-bedroom apartments. High rental costs relative to their income exacerbate these challenges, often resulting in housing cost burdens for many.

Housing cost burdens represent the most pressing issue for single -person households.

Table 10 reveals that 10,515 single-person households (categorized as “other”) experience cost burdens, with renters comprising 88% ( 9,250 households) and homeowners accounting for the remaining 12% (1,265 households). Severe cost burdens, as shown in Table 11 , affect 7,450 single-person households, with renters again representing the majority at 87% (6,455 households) and homeowners 13 % (995 households). Extremely low-income single-person renters ( ≤ 30% of AMI) are particularly vulnerable to external pressures such as rising rental costs, inadequate tenant protections, and unexpected financial emergencies. While single -person homeowners may also experience financial strain, their housing costs are generally more predictable, making them less susceptible to immediate displacement.

Although s ingle-person households, by definition, do not experience overcrowding , substandard housing conditions remain a concern. Table 8 estimates that 1,560 households countywide occupy substandard units. Based on this, it is reasonable to infer that approximately one percent of single-person households may reside in substandard housing units.

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Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

Families with Disabled Members
According to the 2016 -2020 ACS data (S1810), approximately 44,270 individuals in Santa Barbara County have a disability, representing about 10 % of the total population. Nearly half (45% or 20,118 residents) of the County’s disabled population are aged 65 and older, demonstrating a strong correlation between with age and disability and highlighting the heightened vulnerability faced by elderly residents with disabilities.

Adults with disabilities encounter unique obstacles to independent living, including limited employment opportunities, high healthcare costs, and the need for housing with accessibility modifications. These factors leave families with disabled members particularly susceptible to housing cost burdens , especially those on fixed incomes or with limited earning potential. Additionally , these households often reside in housing units that lack adequate accessibility features such as ramps, widened doorways, and s ensory adaptations, further compounding their housing challenges. Consequently, families with disabled members are more likely to experience at least one housing problem , including cost burdens, overcrowding, or substandard housing.

Survivors of Domestic Violence, Dating Violence, Sexual Assault, and Stalking Survivors of domestic violence and related crimes often face immediate and life - threatening risks to housing stability. In 2022, the Santa Barbara County Sherrif’s Department responded to 485 domestic violence related calls , signaling that housing assistance may be necessary for these households ( State of California Department of Justice). However, this figure likely underrepresents the true scale of need, as the 2022 National Crime Victimization Survey indicates that only 53% of domestic violence incidents and 21% of sexual assaults are reported in California. According to the U.S. Department of Justice, nearly one in four (22%) domestic violence cases filed in court involved at least one party with a child. Based on these trends, the actual need for housing assistance among survivors is likely much higher.

Survivors fleeing violent homes, nearly one quarter (22%) with minor children, face an elevated risk of becoming homeless. This is especially true for those who lose economic support when fleeing abusive relationships, significantly increasing the likelihood of experiencing housing cost burdens. Limited affordable housing options further compound these challenges, often forcing survivors to rely on overcrowded living arrangements with family or friends as temporary solutions or pushing them into unsafe or inadequate housing.

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What are the most common housing problems?
The most prevalent housing problem in the County of Santa Barbara is the housing cost burden, which occurs when households spend more than 30 % of their gross income on housing expenses. This issue is largely driven by the gap between rising housing costs and slower income growth for many residents. Table 10 reveals that 42,405 low- and moderate- income households (≤ 80% of AMI) experience cost burdens. Renters are disproportionately affected, representing 70% (29,565 households) of this group, while homeowners make up the remaining 30% (12,840 households). Among renters, single-person households (9,250) and small family households (11,545) account for the largest share of cost -burdened households. Furthermore, extremely low -income households ( ≤ 30% of AMI) face the highest prevalence of housing cost burdens, reflecting the persistent affordability challenges they face.

Severe cost burdens , where households spend more than 50% of their gross income on housing, impact 24,290 low- and moderate-income households (≤ 80% of AMI). Table 11 shows that 14,080 extremely low- and low-income renters (≤ 50% of AMI) are most affected, with single-person households (5,380) and small family households ( 4,640) disproportionately impacted. Among homeowners, elderly households face the highest incidence of severe cost burdens , with 4,275 households impacted. These financial challenges are particularly acute for senior s on fixed incomes , who often struggle to maintain or adapt their housing to meet their evolving needs.

Overcrowding, defined as a household with more than one person per room, is the second most common housing problem in the County. This issue stems from the lack of adequately sized housing options that are affordable, forcing families to reside in units that fail to meet their spatial needs. Table 12 indicates that 9,990 low- and moderate-income households (≤ 80% of AMI) experience overcrowding, with renters (8,600 households) accounting for the majority. Single family renter households are particularly impacted, making up 65% (6,445 households) of overcrowded households at this income level.

Severe overcrowding, defined as more than 1.5 persons per room, impacts 3,760 low- and moderate-income households (≤ 80% of AM I). Table 8 s how s t his issue is especially pronounced among renters (3,360 households), who are often compelled to share housing with unrelated individuals to reduce housing costs. Overcrowded non-family households (1,110) being unique to renters only further illustrates the extent of this issue and highlights the challenges caused by the lack of affordable, adequately sized rental housing options.

Substandard housing, characterized by the lack of complete kitchen or plumbing facilities, is less common but remains a concer n. Table 8 shows that 1,560 households countywide are affected , with 635 extremely low -income households disproportionately impacted.

These conditions leave many residents in inadequate or unsafe housing environments.

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Are any populations/household types more affected than others by these problems? Of the 63,090 low- and moderate-income households (≤ 80% of AMI) in the County of Santa Barbara, 46,650 households (74%) experience at least one housing problem. Extremely low- and low -income households ( ≤ 50% of AMI) are the most affected, accounting for 63% (29,185 households) of all low- and moderate-income households with housing problems.

Extremely low-income renters (≤ 30% of AMI) are disproportionately affected compared to homeowners. Of the 15,290 extremely low-income households, 71% are renters (10,875 households), while 29% are homeowners (4,415 households). Insights from Table 11 reveal that extremely low-income renters are the most likely to experience severe cost burdens, with single-person households (4,035) and small related households (2,670) representing the largest shares. These households face challenges such as limited financial resources and a shortage of affordable, adequately sized housing options. High rental costs relative to their income exacerbate these issues, often resulting in severe cost burdens or overcrowded living arrangements, as unrelated individuals and families share undersized units to reduce expenses.

Overcrowding is another significant issue that primarily impacts renters. Table 12 indicates that o f the 9,990 low - and moderate -income households ( ≤ 80% of AMI) experiencing overcrowded housing conditions, 86% are renters (8,600 households). Single family renter households are particularly at risk, frequently living in units that are too small to meet their needs or sharing housing to offset high rental costs. Large families face additional challenges due to a lack of affordable multi -bedroom housing units, resulting in higher rates of overcrowding as they struggle to find appropriately sized housing within their financial means.

Elderly households and households with disabled members also face distinct challenges related to affordability and accessibility. Many in these groups rely on limited or fixed incomes, such as Social Security Income (SSI) and Social Security Disability Insurance (SSDI), which do not keep pace with the rising cost of living in Santa Barbara County . For example, in 2024 the maximum SSI payment for an individual is $943 per month, while the average rent for a one -bedroom units is approximately $2,800. This means that SSI only covers about one-third of the cost of rent, which increases their likelihood of experiencing cost burdens. These financial constraints often leave e lderly and disabled homeowners struggling to maintain or adapt their homes to meet their evolving needs. Renters in these groups encounter additional obstacles due to the limited availability of accessible housing units that are affordable.

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Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Als o discuss the needs of formerly homeless families and individuals who are receiving rapid re -housing assistance and are nearing the termination of that assistance
Low-income individuals and families with children in Santa Barbara County face significant challenges in maintaining stable housing. The leading indicators of risk for homelessness include income constraints , severe cost burdens, and household type. H ouseholds at imminent risk of homelessness are often extremely low-income, relying on fixed incomes or inconsistent wages from part -time or low -wage jobs. These households frequently experience severe cost burdens, leaving little financial flexibility for essential expenses like food, transportation, and healthcare. Single-person and single- parent households are particularly vulnerable, as they often lack fi nancial reserves or shared income to cover unexpected costs such as medical bills or car repairs , which increase their likelihood of displacement.

According to Table 11, 19,875 extremely low- and low-income households (≤ 50% of AMI) in the County experience severe cost burdens, with 71% being renters (14,080 households) and 29% homeowners (5,795 households). Extremely low-income renters (≤ 30% of AMI) are especially susceptible to rising rental costs, stagnating wages, and a limited supply of affordable housing. These pressures place many of these households at imminent risk of being evicted. While homeowners also face financial strain, their predictable housing costs make them slightly less vulnerable to immediate displacement.

Families with children, particularly single-parent households, face heightened risks due to limited earning potential and higher overall expenses, including childcare and education- related costs. As shown in Table 13, there are 6,870 extremely low - and low -income households with at least one child under six years old , with 87% being renters (6,005 households) and 13 % homeowners ( 865 households) . Among t hese households , an estimated 4,264 renters and 251 homeowners with young children are severely cost burdened, based on the trends observed in Table 11. For these families , e ven minor financial setbacks, such as reduced work hours or unexpected medical expenses, can lead to eviction and increase their likelihood of entering emergency shelters or becoming unsheltered.

Formerly homeless individuals and families receiving rapid re -housing assistance face ongoing risks of returning to homelessness, especially as their assistance nears termination. While these programs play a vital role in providing short-term relief, they may not fully address the underlying factors that lead to homelessness. Many participants remain financially vulnerable, as they are employed in low-wage or part-time jobs. These households often transition into housing that is affordable only with assistance , leaving them unable to sustain their housing once subsidies end. Barriers to securing replacement housing such as poor credit and a history of eviction exacerbate their risk of falling back into homelessness without continued support.
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If a jurisdiction provides estimates of the at -risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

The County of Santa Barbara utilized HUD-defined thresholds for income levels, household types, and housing problems to identify populations at risk of homelessness (as defined at 24 CFR 91.5) . Estimates of households meeting these criteria were derived by using the ACS and CHAS data, supplemented by locally available information, to ensure a comprehensive assessment.

In Santa Barbara County, extremely low -income renters (≤ 30% of AMI) who are severely cost burdened are identified as the population most at-risk of homelessness. These households are particularly vulnerable due to their limited financial resources, which leaves them unable to absorb rising rental costs or handle unexpected financial setbacks.

This methodology allows for accurate and consistent identification of at-risk populations.

Having adopted HUD’s data-driven approach, the County effectively leverages data to prioritize resources and develop targeted strategies to support at-risk residents.

Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
Several housing characteristics are strongly associated with housing instability and an elevated risk of homelessness. These factors include:

1. Income Constraints: Household income is a foundational determinant of housing stability. Extremely low-income households (≤ 30% of AMI) face inherent instability due to limited financial resources, often struggling to afford even the least expensive housing in the County’s high-cost market. The shortage of affordable housing exacerbates this issue, compelling many of these households to live in overcrowded or substandard conditions, or pay rents they cannot sustainably afford. These households also frequently lack financial reserves to weather unexpected hardships such as job loss or medical expenses, which leaves them particularly vulnerable to eviction, displacement, and homelessness.

2. Housing Tenure: Renters experience significantly higher rates of housing problems compared to homeowners. The County’s competitive rental market worsens these challenges by exposing renters to rising rents, stringent screening criteria, and limited availability of units . Renters with poor credit and a history of evictions are disproportionately impacted, leaving them more susceptible to housing instability and homelessness. In contrast, homeowners typically benefit from more predictable housing costs which reduce their risk of immediate displacement.

3. Household Type: Certain household types encounter unique challenges that elevate their risk of instability. Single-person households often lack financial safety nets or shared income resources, making them more vulnerable to sudden income shocks or rising housing costs . This issue is magnified for s ingle-parent households who also face higher childcare costs, which makes maintaining stable housing especially 58 City of Goleta – 46 – 25-29 Consolidated Plan &
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difficult. Elderly residents and individuals with disabilities, especially those on fixed incomes, are at heightened risk when affordable housing options fail to meet their accessibility needs.

4. Housing Cost Burden: Severely cost burdened households spending more than 50% of their gross monthly income on housing are at heightened risk of instability. These households often struggle to cover basic needs like food, transportation, and healthcare, and are particularly vulnerable to eviction or foreclosure when faced with unexpected expenses or income disruptions.

5. Overcrowding: Overcrowded housing conditions are common among low-income households, particularly renters and large families. Economic necessity often forces multiple families or unrelated individuals to share living spaces to offset high housing costs. Overcrowding can strain household dynamics, lower quality of life, and increase the likelihood of displacement due to conflicts or landlord actions.

6. Substandard Housing Conditions: Housing units lacking complete plumbing or kitchen facilities, or those with significant structural issues, contribute to housing instability. Homeowners with limited financial resources may struggle to afford necessary repairs , increasing their risk of displacement if the property becomes uninhabitable. Renters are especially vulnerable, as landlords may fail to address deficiencies, forcing tenants to relocate and destabilizing their housing situation.

Based on these characteristics, extremely low -income renters ( ≤ 30% of AMI) who are severely cost burdened are identified as the most at-risk of becoming homeless.

Discussion
Based on this analysis, t he most significant housing needs exist for an estimated 24,290 low- and moderate-income households ( ≤ 80% of AMI) who are severely cost burdened , particularly 16,735 renters. Among these households, the 9,395 extremely low -income renters (≤ 30% of AMI) who are severely cost burdened face the greatest risk of housing instability and becoming homeless due to their limited financial resources and the County’s extremely competitive, high-cost rental market.
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NA-15 Disproportionately Greater Need: Housing Problems Introduction
This section evaluates whether specific racial and ethnic groups in Santa Barbara County experience a disproportionately greater need for housing assistance by analyzing the prevalence of housing problems across various income levels. The analysis compares the rate of housing problem s faced by racial and ethnic groups to determine if any group experiences these issues at significantly higher rates than the overall population within the same income category.

According to HUD, a disproportionately greater need exists when a racial or ethnic group experiences housing problems at a rate 10 percentage points or more above the average for all households at the same income level . For example, if 60% of all low -income households experience a housing problem, but 70% of low-income Hispanic households face the same issue, then low-income Hispanic households would be considered to have a disproportionately greater need.

Tables 14-17 provide information on the number of households experiencing housing problems by race, ethnicity, and income level. The housing problems analyzed in this section are defined by HUD as follows:
• Cost Burden: Households spending more than 30% of their gross income on housing costs. For renters , this includes rent plus utilities. For homeowners, it includes mortgage payments, taxes, insurance, and utilities. • Overcrowding: Households with more than 1 person per room, excluding bathrooms, porches, foyers, halls, or half-rooms.
• Substandard Housing Conditions: Households lacking complete kitchen and/or plumbing facilities.
o Lacking complete kitchen facilities: Missing a sink with a faucet, a refrigerator, or a stove/range.
o Lacking complete plumbing facilities: Missing hot and cold running water, a flush toilet, or a bathtub/shower.

Figures 1-4 illustrate the prevalence of housing problems among racial and ethnic groups at various income levels, highlighting disparities where they exist.

By understanding disparities in housing problems, the County can better allocate resources and tailor programs to address the needs of disproportionately impacted populations.

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Table 14 – Disproportionally Greater Need 0 - 30% AMI, Santa Barbara County Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 15,285 4,070 0
White 7,230 2,125 0
Black / African American 475 70 0
Asian 890 480 0
American Indian / Alaskan Native 45 55 0
Pacific Islander 0 0 0
Hispanic 6,285 1,055 0
Data Source: 2016-2020 CHAS

Table 15 – Disproportionally Greater Need 30 - 50% AMI, Santa Barbara County Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 13,890 3,980 0
White 4,820 1,880 0
Black / African American 240 0 0
Asian 360 180 0
American Indian / Alaskan Native 80 14 0
Pacific Islander 0 0 0
Hispanic 7,990 1,825 0
Data Source: 2016-2020 CHAS

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Table 16 – Disproportionally Greater Need 50 - 80% AMI, Santa Barbara County Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 17,475 8,400 0
White 7,570 4,385 0
Black / African American 235 215 0
Asian 450 340 0
American Indian / Alaskan Native 20 25 0
Pacific Islander 0 0 0
Hispanic 8,795 3,300 0
Data Source: 2016-2020 CHAS

Table 17 – Disproportionally Greater Need 80 - 100% AMI, Santa Barbara County Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 7,700 7,445 0
White 4,050 3,705 0
Black / African American 180 150 0
Asian 350 235 0
American Indian / Alaskan Native 10 29 0
Pacific Islander 0 0 0
Hispanic 2,905 3,215 0
Data Source: 2016-2020 CHAS

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Discussion
The methodology for calculating disproportionately greater need provides a valuable framework for comparing the incidence of housing problems across racial and ethnic groups of varying sizes. This analysis reveals that while most racial and ethnic groups face similar rates of housing problems within each income category, low-income Black/African American households face a significantly higher rate, indicating a disproportionately greater need for housing assistance.

Extremely Low-Income (0-30% of AMI)
At the extremely low-income level, 79% of all households experience at least one housing problem. No racial or ethnic group within this income level surpasses HUD’s 10-percentage point threshold for disproportionately greater need.

Figure 1 – Housing Problems by Race/Ethnicity (0-30% AMI)

Data Source: 2016-2020 CHAS
Low-Income (30-50% of AMI)
At the low-income level, 78% of all households face one or more housing problems. 100% of Black/African American households within this income category experience housing problems, revealing a disproportionately greater need.

Figure 2 – Housing Problems by Race/Ethnicity (30-50% AMI)

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Data Source: 2016-2020 CHAS
Moderate-Income (50-80% of AMI)
At the moderate-income level, 68% of all households experience housing problem s. No racial or ethnic group within this income level meets HUD’s definition for disproportionately greater need.

Figure 3 – Housing Problems by Race/Ethnicity (50-80% AMI)

Data Source: 2016-2020 CHAS
Middle-Income (80-100% of AMI)
At the middle-income level, 51% of all households experience at least one housing problem. No racial or ethnic group experiences a disproportionately greater need within this income category.

Figure 4 – Housing Problems by Race/Ethnicity (80-100% AMI)

Data Source: 2016-2020 CHAS

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NA-20 Disproportionately Greater Need: Severe Housing Problems Introduction
This section analyzes whether specific racial or ethnic groups in Santa Barbara County experience a disproportionately greater number of severe housing problems than the general population within the same income category. As in the previous section, a disproportionately greater need exists when the rate of severe housing problems among a racial or ethnic group exceeds the average rate for all households at the same income level by 10 percentage points or more.

Tables 18-21 present detailed data on the number of households experiencing severe housing problems by race, ethnicity, and income level. The severe housing problems analyzed in this section are defined by HUD as follows:
• Severe Cost Burden: Households spending more than 50% of their gross income on housing costs. For renters, this includes rent plus utilities. For homeowners, it includes mortgage payments, taxes, insurance, and utilities. • Severe Overcrowding: Households with more than 1.5 people per room, excluding bathrooms, porches, foyers, halls, or half-rooms.
• Substandard Housing Conditions: Households lacking complete kitchen and/or plumbing facilities.
o Lacking complete kitchen facilities: Missing a sink with a faucet, a refrigerator, or a stove/range.
o Lacking complete plumbing facilities: Missing hot and cold running water, a flush toilet, or a bathtub/shower.

Figures 5-8 illustrate the prevalence of severe housing problems among racial and ethnic groups at various income levels, highlighting disparities where they exist.

By identifying disparities in severe housing problems, the County can allocate resources more effectively and tailor programs to address the needs of disproportionately impacted populations.
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Table 18 – Severe Housing Problems 0 - 30% AMI, Santa Barbara County Severe Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 13,660 5,695 0
White 6,495 2,865 0
Black / African American 475 75 0
Asian 845 525 0
American Indian / Alaskan Native 45 55 0
Pacific Islander 0 0 0
Hispanic 5,470 1,870 0
Data Source: 2016-2020 CHAS

Table 19 – Severe Housing Problems 30 - 50% AMI, Santa Barbara County Severe Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 9,590 8,275 0
White 3,255 3,440 0
Black / African American 199 39 0
Asian 275 260 0
American Indian / Alaskan Native 60 29 0
Pacific Islander 0 0 0
Hispanic 5,540 4,270 0
Data Source: 2016-2020 CHAS

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Table 20 – Severe Housing Problems 50 - 80% AMI, Santa Barbara County Severe Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 9,240 16,635 0
White 3,775 8,185 0
Black / African American 40 405 0
Asian 200 585 0
American Indian / Alaskan Native 15 35 0
Pacific Islander 0 0 0
Hispanic 5,050 7,040 0
Data Source: 2016-2020 CHAS

Table 21 – Severe Housing Problems 80 - 100% AMI, Santa Barbara County Severe Housing Problems
Has one or more of
four housing
problems
Has none of the
four housing
problems
Household has
no/negative income,
but none of the other
housing problems

Jurisdiction as a whole 3,300 11,835 0
White 1,385 6,370 0
Black / African American 0 330 0
Asian 160 425 0
American Indian / Alaskan Native 0 35 0
Pacific Islander 0 0 0
Hispanic 1,720 4,395 0
Data Source: 2016-2020 CHAS

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Discussion
This analysis reveals Black/African American households and American Indian/Alaskan Native households have a disproportionately greater need for housing assistance.

Extremely Low-Income (0-30% of AMI)
At the extremely low -income level, 71% of all households experience at least one severe housing problem. 86% of Black/African American households within this income category experience severe housing problems, exhibiting a disproportionately greater need.

Figure 5 – Severe Housing Problems by Race/Ethnicity (0-30% AMI)

Data Source: 2016-2020 CHAS
Low-Income (30-50% of AMI)
At the low-income level, 54% of all households experience one or more severe housing problems. 84% of Black/African American households at this income level experience severe housing problems, demonstrating a disproportionately greater need . 67% of American Indian/Alaskan Native households also experience severe housing problems, meeting HUD’s definition of disproportionately greater need.

Figure 6 – Severe Housing Problems by Race/Ethnicity (30-50% AMI)

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Data Source: 2016-2020 CHAS
Moderate-Income (50-80% of AMI)
At the moderate-income level, 36% of all households experience severe housing problems.

No racial or ethnic group within this income level exceeds HUD’s 10 -percentage point threshold for disproportionately greater need.

Figure 7 – Severe Housing Problems by Race/Ethnicity (50-80% AMI)

Data Source: 2016-2020 CHAS

Middle-Income (80-100% of AMI)
At the middle-income level, 22% of all households experience at least one severe housing problem. No racial or ethnic group within this income level meets HUD’s definition of disproportionately greater need.

Figure 8 – Severe Housing Problems by Race/Ethnicity (80-100% AMI)

Data Source: 2016-2020 CHAS

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NA-25 Disproportionately Greater Need: Housing Cost Burdens Introduction
This section evaluates whether specific racial and ethnic groups in Santa Barbara County experience housing cost burdens at disproportionately greater rates compared to the overall population. Consistent with previous sections, a disproportionately greater need exists when a racial or ethnic group experiences cost burdens at a rate of 10 percentage points or more above the Countywide average.

Table 22 provides data on the proportion of household income spent on housing by race and ethnicity, categorized according to HUD-defined housing cost burden levels:
• No cost burden: Housing costs do not exceed 30% of gross household income. • Cost burden: Housing costs range between 30-50% of gross household income. • Severely cost burdened: Housing costs exceed 50% of gross household income.

Figures 9 and 10 illustrate the proportion o f cost burdened households by race and ethnicity, highlighting disparities where they exist.

Understanding disparities in housing cost burdens enables the County to develop resource allocation strategies that address the needs of disproportionately impacted populations.

Table 22 – Greater Need: Housing Cost Burdens AMI, Santa Barbara County Housing Cost Burden < 30% 30-50% > 50%
No/negative
income (not
computed)

Jurisdiction as a whole 88,540 30,890 27,305 1,579
White 52,400 15,365 15,095 675
Black / African American 1,545 485 740 4
Asian 4,235 1,355 1,200 470
American Indian / Alaskan Native 325 70 120 20
Pacific Islander 25 0 0 0
Hispanic 27,740 12,850 9,495 305
Data Source: 2016-2020 CHAS

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Discussion
The analysis indicates that housing cost burdens are broadly distributed across the County’s population, with no racial or ethnic group exceeding HUD’s threshold for disproportionately greater need.

Cost Burdened Households
In Santa Barbara County, 21% of all households are cost burdened, meaning they spend between 30 to 50% of their gross income on housing expenses. According to this analysis, no racial or ethnic group exceeds HUD’s 10-percentage point threshold for disproportionately greater need related to housing cost burdens.

Figure 9 – Housing Cost Burdens by Race/Ethnicity

Data Source: 2016-2020 CHAS
Severely Cost Burdened Households
Countywide, 18% of all households are severely cost burdened, spending over 50% of their gross income on housing costs. Like cost burdens, no racial or ethnic group meets HUD’s definition for disproportionately greater need among severely cost burdened households.

Figure 10 – Severe Housing Cost Burdens by Race/Ethnicity

Data Source: 2016-2020 CHAS
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NA-30 Disproportionately Greater Need: Discussion
Are there any income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole?
Based on this assessment, there is a disproportionately greater need for housing assistance among Black/African American and American Indian/Alaskan Native households in Santa Barbara County. These groups face significant disparities in housing problems and severe housing problems, particularly at the extremely low- and low-income levels.

Housing Problems
• Low-Income Households
o Approximately 100% of Black/African American households in this income category experience housing problems, compared to 78% of all low-income households. This significantly surpasses HUD’s 10-percentage point threshold for disproportionately greater need.

Severe Housing Problems
• Extremely Low-Income Households
o 86% of Black/African American households in this income category experience severe housing problems, compared to 71% of all extremely low- income households.
• Low-Income Households
o 84% of Black/African American households and 67 % of American Indian/Alaskan Native households at this income level face severe housing problems, compared to 54% of all low-income households. Both groups meet HUD’s definition of disproportionately greater need.

Due to the low share of American Indian/Alaskan Native households in the County, the estimates from the ACS and CHAS datasets may contain large margins of error, impacting data reliability. While these populations are included in the analysis, their need should be evaluated with an understanding of these limitations.

If they have needs not identified above, what are those needs? No additional housing needs for these specific racial or ethnic groups were identified through the citizen participation process or consultation with stakeholders.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community? The geographic distribution of Black/African American and American Indian/Alaskan Native households reflects concentrations in urban and culturally significant areas, respectively.

These patterns influence access to resources, employment opportunities, and housing.

According to the Santa Barbara County Regional Analysis of Impediments to Fair Housing Choice (AI), Black/African American residents are not concentrated in any specific areas or 72 City of Goleta – 60 – 25-29 Consolidated Plan &
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neighborhoods in the County. The analysis did identify instances of segregation between White and Hispanic residents in the County overall and in Santa Maria, as well as one Racially or Ethnically Concentrated Area of Poverty (R/ECAP) located in Santa Maria (Census Tract 2101). Most residents in the R/ECAP are Hispanic, and approximately one in five were born in Mexico.

Black/African American Households
• Goleta: African Americans comprise approximately 2.5% of the population, which is slightly higher than the County (1.8%) overall.
• Lompoc: Contains the highest concentration of Black/African American households, which may be influenced by the nearby Vandenberg Space Force Base and the surrounding military community. African Americans comprise approximately 3.1% of the population, which is higher than the County overall. • Santa Maria: Black/African American households account for 1.2% of the population, which is smaller compared to the County overall.

American Indian/Alaskan Native Households
• Santa Ynez Valley: This area near the Santa Ynez Band of Chumash Indians Reservation contains the highest concentration of American Indian/Alaskan Native households in the County, reflecting historical and cultural ties to the region. • Goleta: American Indian/Alaskan N ative households account for 0.06% of the population, which is smaller than the County (0.36%) overall. • Lompoc: American Indian/Alaskan N ative households comprise approximately

0.58% of the population, which is slightly higher than the County overall. • Santa Maria: Modest concentrations of American Indian/Alaskan Native households in this area, aligning with the availability of affordable housing.

The disproportionate need for housing assistance among Black/African American and American Indian/Alaskan Native households emphasizes the importance of targeted outreach and equitable resource allocation to meet fair housing objectives. Similarly, American Indian/Alaskan Native populations require strategies that address both geographic dispersion and culturally relevant services.

73 City of Goleta – 61 – 25-29 Consolidated Plan &
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NA-35 Public Housing
Introduction
The Housing Authority of the County of Santa Barbara (HASBARCO) plays a vital role in addressing the affordable housing needs of residents throughout the County. By building, acquiring, owning, managing, and maintaining residential rental units for extremely low - and low -income households, HASBARCO ensures residents have access to stable and affordable housing.

HASBARCO administers the County’s Housing Choice Voucher (HCV) program , which provides rental assistance to low-income households , including elderly, disabled, and homeless populations. As of 2024, HASBARCO administers 3,733 vouchers. With housing costs in Santa Barbara County among the highest in the nation, HASBARCO’s programs are critical for alleviating housing cost burdens and addressing housing instability.

Guided by its mission to “provide Santa Barbara County with affordable housing opportunities for low-income households in an environment which preserves personal dignity, and in a manner which maintains the public trus t,” HASBARCO is essential in advancing the County’s broader strategic housing objectives.

Table 23 – Public Housing by Program Type, County of Santa Barbara Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*

# of unit
vouchers in
use
0 3,733 1,053 2,680 176 94 148
Data Source: PIC (PIH Information Center); HASBARCO
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

74 City of Goleta – 62 – 25-29 Consolidated Plan &
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Table 24 – Characteristics of Public Housing Residents by Program Type, County of Santa Barbara Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*

Average
Annual
Income
0 21,240 22,400 20,080 23,182 16,344 14,680
Average
length of
stay
0 6 6 6 0 0 0
Average
Household
size
0 3 2 2 1 4 2
Homeless at
admission 0 825 338 487 176 48 48
Elderly
Program
Participants
(>62)
0 1,564 430 1,134 113 0 45
Disabled
Families 0 1,698 394 1,304 74 6 133
Families
requesting
accessibility
features
0 118 118 0 0 0 0

HIV/AIDS
program
participants
0 0 0 0 0 0 0
DV victims 0 0 0 0 0 0 0
Data Source: PIC (PIH Information Center); HASBARCO
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

75 City of Goleta – 63 – 25-29 Consolidated Plan &
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Table 25 – Race of Public Housing Residents by Program Type, County of Santa Barbara Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*

White 0 3,230 775 2,455 143 69 102
Black/
African
American
0 239 49 190 21 5 13
Asian 0 63 18 45 2 0 0
American
Indian/
Alaska
Native
0 75 22 53 3 0 5
Pacific
Islander 0 29 9 20 2 0 0
Other 0 97 35 62 5 4 9
Data Source: PIC (PIH Information Center), HASBARCO
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

Table 26 – Ethnicity of Public Housing Residents by Program Type, County of Santa Barbara Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled*

Hispanic 0 2,075 626 1,449 51 44 72
Not Hispanic 0 1,658 426 1,232 125 36 58
Data Source: PIC (PIH Information Center), HASBARCO
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition

76 City of Goleta – 64 – 25-29 Consolidated Plan &
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units.

Section 504 of the Rehabilitation Act of 1973 prohibits discrimination based on disability in federally assisted programs. HASBARCO ensures compliance with Section 504 by offering accessible units, fulfilling reasonable accommodations, and ensuring equal access to all housing programs and services. The agency is actively processing 118 requests for accessibility features, ensuring all accommodations are made in accordance with its policies and procedures.

Through the HCV program , HASBARCO assists 1,698 families with at least one disabled member, including 12 Non-Elderly Disabled (NED) vouchers . The NED vouchers provide rental assistance to non- elderly people with disabilities, enabling them to live independently. Despite these efforts, HASBARCO indicated there are 2,667 disabled applicants on the waitlist. This illustrates a significant gap between the availability and demand for accessible housing units that are affordable.

To meet the needs of disabled residents, HASBARCO implements several proactive measures:
• Affirmatively markets units and partners with local agencies that assist families with disabilities.
• Provides a regularly maintained list of accessible units to program participants. • Conducts ongoing Fair Housing training to ensure staff are knowledgeable about regulatory requirements and changes.
• Prioritizes accessibility upgrades during Rental Assistance Demonstration (RAD) reviews to ensure properties comply with the accessibility standards under Section 504, the Fair Housing Act, and the Americans with Disabilities Act (ADA).

These practices demonstrate HASBARCO’s commitment to addressing barriers and ensuring equal access for people with disabilities.

What are the number and type of families on the waiting list for public housing and section 8 tenant - based rental assistance? Based on the information above, and any other information available to the jurisdiction, what are the m ost immediate needs of residents of Public Housing and Housing Choice voucher holders?
As of March 2025, 9,716 applicants are on the waiting list for housing assistance, reflecting a significant demand for affordable housing. Among these applicants , 8,480 ( 87%) are extremely low-income, 1,838 (19%) are elderly, and 2,667 (27%) have disabilities.

According to HASBARCO, the average annual income of program participants is $21,240 , indicating that most voucher holders are extremely low-income. These income constraints exacerbate housing instability, as participants often resort to sharing housing with unauthorized occupants to offset costs. This leaves them particularly vulnerable to eviction and displacement in the event of landlord actions. This demonstrates the continued need 77 City of Goleta – 65 – 25-29 Consolidated Plan &
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for partnerships with workforce development agencies to provide job training, adult learning, and access to higher-paying employment opportunities.

Based on the most recent consultation, the average household size of program participants is three (3) members , which may indicate that most voucher holders are extremely low- income families with children . These households face compounded financial pressures from high childcare and education -related costs, emphasizing the need for affordable childcare and educational youth programs.

Moreover, the 1,564 elderly and 1,698 disabled program participants face additional barriers, including high healthcare costs and limited availability of affordable housing with accessibility features near supportive services. This highlights the pressing need for affordable units equipped with accessibility features that are located close to healthcare and supportive services.

How do these needs compare to the housing needs of the population at large? While voucher holders share many of the same challenges as other extremely low- and low-income households in the County, their reliance on housing assistance makes their needs more acute. This is especially true for those participants residing in units that are only affordable with voucher assistance. Without ongoing support, many voucher holders are at risk of eviction and displacement.

The prevalence of homelessness among program participants at admission further emphasizes these vulnerabilities. Over the past few years , HASBARCO has housed 825 families experiencing homelessness at the time of admission, including 189 families in the past year alone. These efforts alleviate the strain on emergency shelters, reduce homelessness, and improve housing stability across the County.

Discussion
This analysis highlights the pressing need for additional affordable housing options that are accessible and located near supportive services. The extensive waiting list demonstrates the high demand for affordable units, particularly those equipped with accessibility features . Moreover, voucher holder s may require wraparound services , including:
• Job training and workforce development to address income disparities. • Affordable childcare and youth programs to alleviate financial pressures on families • Healthcare and supportive services for elderly and disabled households Continued collaboration between HASBARCO, the County, and local organizations is essential to implementing a comprehensive and coordinated to meet these needs.

HASBARCO’s goals over the next five years align with HUD’s objectives to affirmatively further fair housing and promote safe, decent, and affordable housing. By pursuing these 78 City of Goleta – 66 – 25-29 Consolidated Plan &
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goals, HASBARCO aims to ensure long- term housing stability and improved living conditions for residents in the County of Santa Barbara. 79 City of Goleta – 67 – 25-29 Consolidated Plan &
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NA-40 Homeless Needs Assessment
Introduction
Homelessness in Santa Barbara County presents significant challenges, with a growing number of individuals and families affected by housing instability. There are four federally defined categories under which individuals and families may quality as homeless: (1) literally homeless; (2) imminent risk of homelessness; ( 3) homeless under other federal statutes; and (4) fleeing/attempting to flee domestic violence.

The 2024 Point -in-Time (PIT) Count revealed a 12% increase in the County’s homeless population compared to the previous year, driven by the expiration of pandemic -era eviction moratoriums and rental assistance programs, rising rents, and a lack of affordable housing options. This section provides an in- depth analysis of the needs of various homeless populations, including chronically homeless individuals and families, veterans, families with children, and unaccompanied youth. I t also examines the nature and extent of homelessness across racial and ethnic groups and between sheltered and unsheltered populations, setting the stage for the County’s strategy to address homelessness.

The County of Santa Barbara serves as the collaborative applicant for the Santa Maria/Santa Barbara County Continuum of Care (CoC), which is designed to organize and ensure the coordinated delivery of services to address homelessness.

Table 27 – Homeless Needs Assessment, County of Santa Barbara Population Homeless on a Given
Night Homeless Each Year Days
Homeless
Sheltered Unsheltered Experiencing Becoming Exiting

People in households with
adult(s) and child(ren) 268 96
3,979 1,954 2,141 N/A
People in households with only
children 9 0
People in households with only
adults 510 1,236

Chronically homeless persons 300 388
Veterans 29 61
Unaccompanied Child 9 0
Persons with HIV/AIDS 4 4
Elderly 78 238
Survivor of DV 95 232
Persons with SUD 107 187
Data Source: 2024 HUD CoC Homeless Populations and Subpopulations Report 80 City of Goleta – 68 – 25-29 Consolidated Plan &
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If data is not available for the categories "number of persons becoming and exiting homelessness each year" and "number of days that persons experience homelessness", then describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth).

The 2024 PIT Count identified 2,119 individuals experiencing homelessness in Santa Barbara County, including 787 individuals in shelters or transitional housing and 1,332 unsheltered individuals . This highlights significant gaps in emergency and transitional housing options within the County.

Chronically Homeless Individuals and Families
Chronically homelessness individuals and families account for approximately 29 % of the total homeless population, equating to 610 people. Chronic homelessness is defined as experiencing homelessness with a disabling condition for at least one (1) year or having four (4) episodes of homelessness within the past three (3) years.

These individuals face significant barriers to housing stability due to serious mental illness, chronic health conditions, substance use disorders, and physical or developmental disabilities. The County has adopted a Housing First approach, prioritizing permanent supportive housing paired with wraparound services. However, gaps remain in behavioral health services and addiction treatment capacity, which are critical for long-term stability.

Veterans
The 2024 PIT Count recorded 90 homeless veterans, with 29 residing in shelters (32%) and 61 living unsheltered (68%). This marks a 57% reduction in veteran homelessness since 2020, when 210 homeless veterans were counted, showcasing the County’s significant progress in addressing this issue.

Despite this progress, unmet needs persist for mental health counseling, assistance with navigating Veterans Affairs (VA) resources, and additional permanent supportive housing units. Addressing these needs will require continued investment coupled with strengthened partnerships among local service providers.

Families with Children
The 2024 PIT Count reported 125 homeless households with children, comprised of 364 individuals, including 211 children under 18. Among these individuals, 230 were staying in emergency shelters, 38 were residing in transitional housing, and 96 were living in unsheltered conditions.

These families face unique challenges, including limited access to affordable multi - bedroom units , childcare, educational youth programs, and job training. Expanding housing options and increasing supportive services will be essential to achieving stability and preventing chronic homelessness among this group.

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Unaccompanied Youth and Transitional Aged Youth
Nine (9) unaccompanied youth were identified in emergency shelter s, along with 70 transitionally aged youth (18- 24) experiencing homelessness. These youth face distinct obstacles, including limited access to resources, lack of family support, disruptions in education, and barriers to stable employment.

The County’s Coordinated Community Plan to Address Youth Homelessness focuses on addressing these needs through expand ed transitional housing options, family reunification programs, and tailored education and employment services. While progress has been made, s trengthening partnerships with organizations specializing in youth services will be crucial to bridge service gaps and reducing youth homelessness.

Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

Families with Children
To address the needs of homeless families with children, 125 multi-bedroom housing units that are affordable to extremely low -income households are needed. Existing initiatives such as the Youth Action Board and the County’s Coordinated Community Plan to End Youth Homelessness aim to address the complex needs of these families. However, gaps in affordable housing and supportive service capacity remain critical barriers.

Veterans
For the County’s homeless veterans, approximately 90 affordable studios or one-bedroom units coupled with supportive services are needed. Over the past five years, resources to address veteran homelessness have increased significantly, contributing to a notable reduction in the number of homeless veterans. Continued investment of t hese resources, which include long-term subsidies and supportive services through the Veterans Affairs Supportive Housing (VASH) and Supportive Services for Veterans and Families (SSVF) programs will be vital for sustaining progress and addressing the ongoing housing and service needs of veterans.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

The 2024 PIT Count highlights disparities in homelessness across racial and ethnic groups in Santa Barbara County. While Black/African America n individuals represent 2.4% of the County’s population, they account for 5 % of individuals experiencing homelessness.

Although this represents a decrease from 2019, when 7% of the homeless population identified as Black/African American, the disparity remains significant and underscores systemic inequities in access to housing, employment, and other essential resources.

Addressing these disparities requires culturally responsive services tailored to the unique needs of underrepresented groups. These include targeted outreach, equitable resource 82 City of Goleta – 70 – 25-29 Consolidated Plan &
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allocation, and services designed to address the systemic barriers that disproportionately impact racial and ethnic minorities.

The County of Santa Barbara, in collaboration with the CoC, has implemented a plan to address racial equity within the homelessness response system. Service providers seeking funding are required to develop Racial Equity Plans and evaluate the demographics of their staff relative to the population in their service area. These efforts have already driven meaningful progress , fostering accountability, reducing disparities , and improving outcomes for underserved racial and ethnic groups.

Table 28 – Nature and Extent of Homelessness, County of Santa Barbara Race Sheltered Unsheltered

White 289 698
Black / African American 66 48
Asian 13 34
American Indian / Alaskan Native 11 26
Native Hawaiian/Other Pacific Islander 7 1
Other (multi-racial) 225 245
Ethnicity Sheltered Unsheltered
Hispanic/Latino 381 505
Not Hispanic/Latino 406 827
Data Source: 2024 HUD CoC Homeless Populations and Subpopulations Report Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

Many homeless individuals in Santa Barbara County are unsheltere d (63%), residing in vehicles, encampments, or other places not meant for habitation. Among the 1,332 unsheltered people , 53 % (710 individuals) were living in vehicles, while 47% (622 individuals) were living on the street. The number of people counted living in vehicles increased by 16% from the previous year (611 in 2023), revealing a growing reliance on vehicles as a form of shelter amidst rising housing costs and limited affordable housing options.

Emergency shelters and transitional housing programs serve 787 individuals in Santa Barbara County, representing a 17% increase from the prior year (685 in 2023). Among the 787 sheltered homeless people , 88% (696 individuals) were in emergency shelters, while 12% (91 individuals) were residing in transitional shelters. While this trend is reflective of the increasing capacity of emergency shelters and transitional housing, it also highlights that existing capacity remains insufficient.
83 City of Goleta – 71 – 25-29 Consolidated Plan &
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Homelessness is most concentrated in urban areas such as the Cities of Santa Barbara, Santa Maria, Lompoc, and Goleta, where services are more accessible, but housing costs remain prohibitively high. Rural areas, while having lower concentrations of homelessness, face unique challenges due to limited transportation, fewer services, and a lack of nearby housing resources. Addressing these geographic disparities will require tailored strategies, such as mobile outreach programs and expanded rural housing options.

Discussion
The 2024 PIT Count highlights the need for expanded shelter capacity, increased permanent supportive housing, and enhanced supportive service programs tailored to the unique needs of vulnerable populations. The sharp increase in homeless f amilies reveals the importance of prevention measures, tenant protection, and access to supportive services such as mental health care, job training, and childcare.

The County’s notable progress in reducing veteran homelessness demonstrates the effectiveness of collaborative approaches. This success could serve as a model that can be adapted and scaled to address the needs of other subpopulations, such as chronically homeless individuals, families with children, and unaccompanied youth . Continued emphasis on culturally responsive services is also essential to addressing systemic inequities and ensuring that underserved communities receive the resources and support they need to achieve housing stability.

Looking forward, the County aims to strengthen partnerships with local, state, and federal agencies to develop innovative and sustainable solutions. By leveraging federal resources, the County can create a more effective homeless response system that promotes housing stability and improves the quality of life for its most vulnerable residents.

84 City of Goleta – 72 – 25-29 Consolidated Plan &
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NA-45 Non-Homeless Special Needs Assessment
Introduction
Santa Barbara County is home to several special needs populations who face significant barriers to stable housing and supportive services due to unique vulnerabilities . These populations include the elderly and frail elderly, individuals with disabilities, people with alcohol or drug addictions, individuals living with HIV/AIDS, and survivors of domestic violence. Unlike the general population, t hese groups often require tailored housing solutions and specialized services to address barriers such as limited income, accessibility needs, health conditions, and social stigma.

This section provides an overview of the characteristics of each group, their specific housing and supportive service needs, and strategies to address these challenges . By understanding the unique obstacles faced by these groups , the County can design and implement programs that foster stability, independence, and improved quality of life for its most vulnerable residents.

Describe the characteristics of special needs populations in your community.

Elderly and Frail Elderly
The elderly population, defined by HU D as individuals aged 62 or older , is a growing demographic in Santa Barbara County , account ing for approximately 18 % of the total population (ACS S0101). A particularly vulnerable subset of this group is the frail elderly , who require assistance with three or more daily living activities.

The County is home to 55,575 elderly households, constituting 37% of all households (Table 4). Elderly households exhibit higher homeownership rates than the general population, with 76% living in owner -occupied residences, compared to 52% of all households (ACS B25007). Despite this, financial challenges remain pronounced among low- and moderate- income elderly households, with 53% experiencing cost burdens (12,050 households) and 33% facing severe cost burdens (7,610 households).

Elderly households’ reliance on fixed or limited incomes leaves them particularly vulnerable to rising costs , financial instability, and diminished quality of life. As the County’s population continues to age, the demand for housing and supportive services tailored to the needs of elderly and frail elderly residents will grow.

People with Disabilities
Persons with disabilities , defined by HUD as individuals with physical, mental, developmental, or emotional impairments that substantially limit major life activities , represent 10% of the County’s population (44,270 residents) (ACS S1810). Disabilities are strongly correlated with age, with 20,118 elderly residents having one or more disabilities, representing 45 % of the County’s disabled population. The most common disabilities 85 City of Goleta – 73 – 25-29 Consolidated Plan &
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include ambulatory difficulty ( 59%), hearing impairments (45%), and independent living challenges (41%).

People with disabilities frequently encounter unique barriers to independent living, including limited employment opportunities, high healthcare costs, and discrimination in securing housing. The scarcity of units that are both affordable and accessible further exacerbates these challenges, highlighting the importance of tailored housing solutions that promote independence and stability.

People with Alcohol and Other Drug Addictions
Substance use disorders, including alcohol and drug addictions, continue to pose a significant challenge in Santa Barbara County. While obtaining accurate data on addiction is difficult due to the stigma surrounding substance use and fear of criminal repercussions, available statistics reveal concerning trends that indicate a pressing need for intervention.

The opioid crisis continues to have a profound impact on the community . In 2023, the County reported 130 opioid-related deaths, which is a dramatic increase from the 38 deaths in 2017 (Santa Barbara Opioid Safety Coalition). Alarmingly, 86% of these fatalities were linked to fentanyl, highlighting the growing presence of this highly potent synthetic opioid and its devastating consequences.

Substance use often exacerbates barriers to stable housing, employment, and healthcare.

These challenges are further complicated by the stigma surrounding addiction, which frequently discourages individuals from seeking treatment.

Victims of Domestic Violence
In 2022, the Santa Barbara County Sherrif’s Department responded to 485 domestic violence related calls. Many survivors require immediate relocation to long- term housing to escape dangerous environments . Survivors face numerous challenges, including financial instability, the need for legal advocacy, and rebuilding their lives after leaving abusive situations.

What are the housing and supportive service needs of these populations and how are these needs determined?
The housing and supportive service needs of these populations were identified through resident surveys, consultations with stakeholders and service providers, and analyses of local and national data sources and reports . These efforts provided a comprehensive understanding of the unique challenges and service gaps faced by these populations.

Elderly and Frail Elderly
The housing and supportive service needs of the elderly and frail elderly residents are centered on maintaining independence, ensuring accessibility, and promoting social connection. Key housing needs include affordable units equipped with aging -in-place features, such as grab bars, ramps, no-step entries, and single-story layouts. Accessible 86 City of Goleta – 74 – 25-29 Consolidated Plan &
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transportation options, proximity to healthcare services, and community-based programs are essential to enhancing quality of life.

Supportive services must address the unique challenges faced by elderly residents, including fixed incomes, mobility limitations, and social isolation. Services such as in-home care, meal delivery, and social engagement programs are critical to mitigate the risks associated with aging and fostering independence.

People with Disabilities
Housing needs for people with disabilities include affordable and accessible units that accommodate a variety of impairments, such as mobility challenges, sensory disabilities, and cognitive conditions. Features such as widened doorways, no step thresholds, lowered countertops, roll-in showers, and auditory or visual aids are critical to ensuring independence. Proximity to healthcare providers and accessible public transportation further enhances the ability of people with disabilities to live independently.

Supportive services should include case management, vocational training, and access to specialized healthcare. These services help disabled individuals overcome the unique challenges they face by ensuring they have equitable opportunities for independent living.

People with Alcohol and Other Drug Addictions
Stable housing paired with integrated supportive services is vital for i ndividuals with substance use disorders. Transitional housing, sober living environments, and long- term supportive housing provide safe and structured settings conducive to recovery and reintegration into the community.

Supportive services must include detoxification programs, outpatient and inpatient treatment options, counseling, and peer support networks. Prevention and education initiatives targeting youth and at -risk populations are key to altering perception of substance use and mitigating its impact on the community.

Victims of Domestic Violence
Victims of domestic violence, and other members of their household such as children, often require immediate access to emergency shelters or transitional housing to escape unsafe environments. Long- term supportive housing is also needed to ensure survivors can achieve stability and rebuild their lives.

Supportive services must include counseling, legal advocacy, financial assistance, and workforce development programs to address the comprehensive needs of survivors and promote self-sufficiency.
87 City of Goleta – 75 – 25-29 Consolidated Plan &
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Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area.

Human Immunodeficiency Virus (HIV) compromises the immune system, which can progress to Acquired Immunodeficiency Syndrome (AIDS) if not treated. According to the Center for Disease Control’s (CDC) Atlas Plus Program, 629 residents were living with HIV in Santa Barbara County in 2022, including 31 newly diagnosed cases that year. Among those living with HIV, 381 individuals received HIV medical care, and 350 individuals achieved viral suppression. These outcomes highlight the importance of access to affordable healthcare to manage their condition effectively.

Individuals living with HIV/AIDS are more likely to experience housing instability, discrimination, and limited access to healthcare. Stable and affordable housing is a key determinant of health for this population, as it supports adherence to treatment pl ans, reduces the risk of health complications, and minimizes hospitalization rates. As such, the availability of affordable housing near specialized HIV/AIDS healthcare providers is particularly vital to improving health outcomes and quality of life for this population.

Families of individuals with HIV/AIDS face additional burdens, including navigating the social stigma associated with the condition, managing financial pressures from medical expenses, and navigating the complexities of accessing appropriate service providers.

These challenges often result in heightened stress and economic strain, creating a cycle of instability that hinders effective treatment and overall well-being.

Addressing gaps in supportive services is also critical to improving the quality of life for individuals with HIV/AIDS and their families. Initiatives should prioritize addressing both physical and mental health needs through case management, counseling, and nutritional assistance. These services are essential for improving health outcomes and ensuring individuals living with HIV/AIDS and their families can lead healthy, stable, and dignified lives.

Discussion
This section highlights the various challenges faced by special needs populations in Santa Barbara County. Each group experiences distinct barriers to stable housing and supportive services, ranging from affordability and accessibility to social stigma and access to specialized services.

Addressing these needs requires a comprehensive approach that expands affordable housing options with integrated supportive services that are tailored to the unique needs of these residents.

88 City of Goleta – 76 – 25-29 Consolidated Plan &
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NA-50 Non-Housing Community Development Needs
Describe the jurisdiction’s need for Public Facilities.

The City of Goleta has identified a significant need for enhanced public facilities to promote community well-being and support vulnerable populations. These facilities play a vital role in addressing the needs of low - and moderate- income residents, fostering social connections, and improving overall quality of life.

The City’s Strategic Plan prioritizes improving public facilities that predominantly serve low- and moderate -income residents. These projects aim to address key service gaps through the construction, expansion, or rehabilitation of facilities such as:
• Homeless facilities: Facilities that provide essential services to individuals experiencing homelessness, such as emergency shelters, transitional housing, and resource centers remain a significant need. These spaces offer critical amenities such as food, clothing, showers, laundry services, and access to case management, all of which are critical in helping individuals transition to stable housing. • Senior centers and facilities for persons with disabilities: With an aging population, additional facilities are needed to support aging in place, reduce social isolation, and provide accessible environments tailored to elderly and disabled residents. These centers enrich the lives of elderly and disabled residents by offering social, educational, and wellness programs.
• Youth centers: Safe and accessible youth centers are needed in underserved neighborhoods to provide after -school programs, mentorship, and recreational activities. These spaces foster positive development and offer alternatives to at-risk behaviors.
• Childcare centers: A significant shortage of affordable childcare facilities limits opportunities for working families and reduces workforce participation across the City. Expanding access to affordable childcare options is essential to supporting economic stability, particularly for low-income families. • Neighborhood facilities such as community centers: Community centers serve as vital hubs for residents by providing access to resources, educational opportunities, and gathering spaces. Enhancing these facilities strengthens community cohesion, increases engagement, and fosters equitable access to community resources. • Parks and recreational facilities: Parks and recreational spaces are crucial for improving physical and mental health, encouraging social interaction, and enhancing the quality of life for residents. In low -income neighborhoods, where access to outdoor spaces is often limited, the expansion and improvement of parks is particularly vital.

The City’s goal to improve public facilities reflects its broader commitment to meeting the needs of underserved populations by fostering vibrant and healthy communities.

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How were these needs determined?
The City’s public facility needs were identified through a comprehensive process that included multiple sources of input and analysis. Key methods included:
• Resident Surveys: Feedback from residents provided valuable insights into community priorities and highlighted specific needs for public facilities, such as youth centers, childcare centers, and facilities serving special needs populations. • Stakeholder and Service Provider Consultations: Input from local stakeholders and service providers shed light on existing service gaps and emphasized the importance of public facilities in meeting community needs. • Community Meetings: Interactive exercises and discussions provided a platform for residents to share their perspectives and prioritize regional needs, ensuring a localized and equitable approach to planning.

This multi-faceted approach ensures that investments in public facility improvements are aligned with the City’s Capital Improvement Plan (CIP), address community -identified needs, and prioritize equitable access for low- and moderate-income residents.

Describe the jurisdiction’s need for Public Improvements.

Public improvements are essential for creating safe, accessible, and suitable living environments, particularly in underserved neighborhoods. For this reason, the City’s Strategic Plan prioritizes enhancing infrastructure in CDBG designated low- and moderate- income areas. Key priorities include:
• Accessibility Improvements: Projects that remove architectural barriers and provide ADA-compliant upgrades to public infrastructure are essential to ensuring that individuals with disabilities can safely navigate public spaces and fully participate in community activities. These efforts align with the City’s commitment to addressing the needs of residents with disabilities.
• Infrastructure Improvements in CDBG Low - and Moderate -Income Areas: The sidewalks, curbs, gutters, driveway approaches, alleys, pedestrian crossings, and streetlights in these areas often require significant rehabilitation . These improvements enhance pedestrian and motorist safety, improve traffic circulation, preserve neighborhood aesthetics, and advance environmental sustainability.

By prioritizing these types of infrastructure improvements, the City aims to enhance the quality of life and address the needs of residents in low- and moderate-income areas.

How were these needs determined?
The City’s public infrastructure needs were identified through a combination of resident surveys, consultations with stakeholders and service providers, and public input gathered during community meetings. These efforts provided valuable insights into infrastructure priorities such as accessibility improvements. In addition, analyses of service gaps and 90 City of Goleta – 78 – 25-29 Consolidated Plan &
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infrastructure conditions outlined in the City’s CIP helped inform the short - and long-term planning efforts.

Describe the jurisdiction’s need for Public Services.

Public services are consistently identified as a high priority by residents and stakeholders in the City of Goleta. In accordance with CDBG regulations, the City may allocate up to 15 percent of its annual grant allocation (plus 15 percent of prior year program income) to support eligible public service activities. The City’s Strategic Plan prioritizes investments that address critical gaps in service capacity and directly benefit low- and moderate-income residents. Public service activities prioritized for funding include, but are not limited to:
• Programs for individuals experiencing or at-risk of homelessness: Services such as street outreach, emergency shelters, rapid re -housing, and case management are essential to addressing the complex challenges of homelessness. These programs provide immediate relief by offering access to critical resources such as temporary housing and supportive services, while also creating pathways to permanent housing. By addressing short-term needs and long-term stability, these programs can prevent chronic homelessness and reduce housing instability. • Senior services: Programs tailored to the needs of elderly residents include transportation assistance, meal delivery, wellness checks, and social engagement activities. These services are crucial for promoting aging in place, reducing social isolation, and improving the overall well-being of seniors. • Youth services: After-school programs, mentorship opportunities, and recreational activities designed to support positive youth development. These programs address disparities by providing safe and engaging spaces for at -risk youth, encouraging personal growth, and reducing involvement in risky behaviors. • Childcare services: The City faces a significant shortage of affordable childcare options, which limits opportunities for workforce participation among low - and moderate-income families , particularly single parents . Programs that expand access to affordable childcare support working families by enabling parents to maintain stable employment while ensuring their children’s well -being and development.
• Domestic Violence services: Programs that provide case management, counseling, legal advocacy, financial assistance, and workforce development to address the comprehensive needs of survivors and promote self-sufficiency. • Services for persons with disabilities: Programs that provide case management, assistive technology training, vocational rehabilitation, and access to specialized healthcare are necessary to support individuals with disabilities. These services enable residents with disabilities to live independently, access employment and housing opportunities, and participate fully in community life. 91 City of Goleta – 79 – 25-29 Consolidated Plan &
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How were these needs determined?
The City’s public service needs were identified through a comprehensive and collaborative process designed to capture community priorities and address service gaps effectively. The key methods employed included:
• Resident Surveys: Responses from residents provided valuable insights into the community’s priorities and highlighted critical service gaps and unmet needs. • Stakeholder and Service Provider Consultations: Engagement with stakeholders and service providers offered an in-depth understanding of existing challenges and opportunities to enhance service delivery.
• Community Meetings: Public input gathered during community meetings, which included interactive exercises and discussions, ensured that regional perspectives and localized priorities were incorporated in the City’s public service strategy.

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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview
The Market Analysis section provides a clear picture of the environment in which the City of Goleta must administer its programs over the course of the Consolidated Plan. In conjunction with the Needs Assessment, this analysis serves as the basis for identifying the City’s housing assets and needs, understanding the private market dynamics, and determining where to focus public investment over the next five years.

The housing market analysis evaluates the housing market in terms of supply, demand, cost, and condition of housing. It also identifies the existing public housing stock, whether any units are at risk of being lost from the affordable housing inventory, and the condition of said units to inform the regional strategy for improving the living environment of households residing in public and assisted housing.

The homeless and special needs analysis describes the current inventory and capacity of facilities, housing, and services to meet the needs of homeless people and special needs populations that require supportive housing services due to factors such as age, disability, and other vulnerabilities.

The barriers to affordable housing analysis evaluates whether there are any regulatory barriers to affordable housing, including public policies that affect the cost of housing and the incentives to develop, maintain, or improve affordable housing. These include tax policies, land use controls, zoning ordinances, building codes, and policies that negatively impact the return on residential investment.

The broadband and hazard mitigation analysis focuses on the needs of low- and moderate- income communities, particularly as it relates to their gaps in access to high-speed internet and their vulnerability to natural hazards.

Consistent with the HOME Consortium’s collaborative approach, the Market Analysis adopts a regional perspective, presenting data and narratives primarily at the County level.

Where appropriate, city- specific data and context are incorporated to ensure Goleta’s unique needs are thoroughly examined and incorporated into the regional framework. This dual focus aligns with HUD’s regulatory requirements while emphasizing the City’s priorities within the Consortium’s broader regional blueprint.

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MA-10 Number of Housing Units
Introduction
This section provides an overview of the County’s housing stock, highlighting its composition, availability, and alignment with the residents’ needs. The total number of residential structures by property type is provided in Table 29. Property types include single-family (1-4 units), multi-family (5 or more units), and mobile homes. Table 30 details the number of residential structures by unit size (number of bedrooms) and tenure.

The County of Santa Barbara’s housing market is characterized by limited inventory and high demand, exacerbated by population growth and rising housing costs. As of 2020, there were 159,248 housing units in the County. Of these, 49% were owner-occupied (77,504 units), 44% renter occupied (70,805 units), and 7% vacant (10,939 units). The housing stock predominantly consists of single-family homes (74%), though multi-family properties (22%) and mobile homes (4%) also provide additional housing options. This c omposition is reflective of historical development patterns that prioritized single- family homes, often at the expense of creating a balanced mix of housing types to serve diverse population needs.

Across all vacant units, approximately 36% are for seasonal, recreational, or occasional use, 24% are under renovation, 18% are listed for rent, and 7% are second homes.

The relationship between housing unit size and tenure reflects disparities that significantly affect accessibility and affordability. Owner-occupied units tend to be larger, with 31% offering four or more be drooms, compared to just 7% of rental units. Conversely, rental properties are more likely to consist of studios and one-bedroom units, which make up 34% of the rental stock but just 3% of owner-occupied housing. This imbalance restricts the housing choices available to certain demographic groups, such as large families who require more space and single-person households seeking smaller, more affordable homes. These mismatches in unit size and availability exacerbate affordability challenges, particularly for low- and moderate-income residents.

Table 29 – Residential Properties by Unit Number, County of Santa Barbara Property Type Number Percent

1-unit detached structure 91,448 57%
1-unit, attached structure 11,256 7%
2-4 units 14,698 9%
5-19 units 21,560 14%
20 or more units 13,445 8%
Mobile Home, boat, RV, van, etc. 6,841 4%
Total 159,248 100%
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Data Source: 2016-2020 ACS

Table 30 – Unit Size by Tenure, County of Santa Barbara Owners Renters
Number Percent Number Percent

No bedroom 417 1% 5,374 8%
1 bedroom 1,861 2% 18,385 26%
2 or 3 bedrooms 51,367 66% 41,992 59%
4 or more bedrooms 23,859 31% 5,054 7%
Total 77,504 100% 70,805 100%
Data Source: 2016-2020 ACS

Table 31 – Affordable Housing Covenants, County of Santa Barbara Property City Assisted
Units Total Units Funding Status

Abrego Gardens Isla Vista 3 9 Non-HUD 31-Dec-29
Beach Court Apts. Carpinteria 6 6 HUD
202/811 30-Sep-25
The Boulders Santa Barbara 1 14 Non-HUD 20-Mar-49
Braddock House Goleta 1 1 Non-HUD 10-Aug-67
Brittany Park Santa Maria 4 4 Non-HUD 31-Dec-28
Casa con Tres Lompoc 11 12 Non-HUD 28-May-37
Casa de Familia Santa Maria 15 16 Non-HUD 30-Aug-35
Casa de las Flores Carpinteria 7 43 Non-HUD 11-Aug-34
Central Plaza Apts. Santa Maria 22 112 Section 8 30-Nov-41 College Park Apts. Lompoc 11 35 Non-HUD 11-Feb-64
Courtyard Apts. Lompoc 11 18 Non-HUD 8-Jul-31
Courtyard South Apts. Lompoc 2 6 Non-HUD 28-Jan-34
Creekside Village Los Alamos 11 39 Non-HUD 12-Aug-32
Cypress Court Lompoc 11 60 Non-HUD 19-Feb-69
Dahlia Court Carpinteria 11 54 Non-HUD 2-Jul-42
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Dahlia Court II Carpinteria 11 33 Non-HUD 30-Jan-44
Sumida Gardena Goleta 11 200 Non-HUD 31-Dec-29
Ellwood Apts. Goleta 3 8 Non-HUD 7-Jun-37
Ted Zenich Gardens Santa Maria 11 24 Non-HUD 14-Jul-63
Freedom House Orcutt 6 6 Non-HUD 24-Dec-31
Goleta Accessible Apts. Goleta 12 13 HUD
202/811 28-Feb-25
Homebase on G Lompoc 2 39 Non-HUD 29-Jun-41
Hummel Cottages Orcutt 2 20 Non-HUD 22-Aug-59
Vintage Walk Buellton 6 6 Non-HUD 8-Nov-37
ICON Isla Vista 3 22 Non-HUD 5-Mar-40
ICON Gardens Isla Vista 4 24 Non-HUD 20-Jan-42
Isla Vista Apts. Isla Vista 11 56 Non-HUD 19-Apr-41
K Street Apts. Lompoc 3 4 Non-HUD 28-May-37
The Knoll Santa Barbara 1 12 Non-HUD 7-Aug-49
L.C. Grossman Homes Goleta 14 14 RAD PH
Conv 30-Nov-34
Leland RAD LAP Orcutt 15 29 Section 8 30-Nov-34
Lompoc Gardens RAD Lompoc 74 74 Section 8 30-Nov-35
Lompoc Terrace Lompoc 39 39 RAD PH
Conv 31-Mar-34
Los Adobes de Maria II Santa Maria 11 52 Non-HUD 11-Jul-57 Los Adobes de Maria III Santa Maria 5 33 Non-HUD 8-May-39 Los Alamos Senior Apts. Los Alamos 14 14 Non-HUD 13-Jul-30 Maravilla Senior Apts. Santa Barbara 4 92 Non-HUD 7-Dec-31 Mariposa Townhomes Orcutt 11 80 Non-HUD 10-Mar-57
Mark’s House Lompoc 6 6 Non-HUD 3-Nov-27
Morningstar Condos Santa Maria 7 7 Non-HUD 18-Dec-22
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Mountain House Santa Barbara 3 14 Non-HUD 5-Nov-36
Nectarine Apts. Goleta 11 18 Non-HUD 20-Sep-30
New Visions Santa Maria 6 8 HUD
202/811 09-Apr-25
Oak Knolls Apts. Santa Maria 40 40 Section 8 31-Mar-42
Paradise Ivy Plaza Lofts Isla Vista 6 24 Non-HUD 6-Feb-63 Parke Orcutt Apts. Orcutt 12 117 Non-HUD 23-Jan-34
Parkview Apts. Isla Vista 8 20 Non-HUD 13-Jun-62
Pescadero Lofts Isla Vista 33 33 Non-HUD 18-Nov-69
Pilgrim Terrace Santa Barbara 83 84 Section 8 30-Apr-35 Portabello Apts. Lompoc 11 14 Non-HUD 19-Sep-34
Positano Apts. Santa Barbara 11 118 Non-HUD 8-Jul-56
Presidio Park Apts. Santa Barbara 50 50 Section 8 31-Oct-43 Quail Meadows Santa Maria 2 6 Non-HUD 2023
Quinta Isabella Montecito 8 15 Non-HUD 22-May-32
Rainbow Plaza Lompoc 31 31 HUD 202 31-Aug-42
Rancho Hermosa Santa Maria 11 47 Non-HUD 12-Aug-67
Recovery Way Lompoc 11 16 Non-HUD 29-Jun-39
Residences at Depot St. Santa Maria 7 78 Non-HUD 2-Mar-41 Sandpiper Apts. Goleta 11 68 Non-HUD 10-Mar-42
Sandpiper Village Goleta 1 1 Non-HUD 1-Jan-24
Santa Rita Village Lompoc 11 36 Non-HUD 19-Feb-69
School St. Safe House Santa Maria 6 6 Non-HUD 6-Apr-33
Sierra Madre Cottages Santa Maria 7 7 Non-HUD 21-Mar-41 Solvang Senior Apts. Solvang 1 41 Non-HUD 29-Dec-36
Southern Court Apts. Lompoc 10 12 Non-HUD 19-Sep-34
St. George DP Isla Vista 2 8 Non-HUD 6-Jan-34
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St. George OV Isla Vista 10 55 Non-HUD 2-Jul-43
St. Vincent’s Gardens Santa Barbara 10 75 Non-HUD 5-Mar-63 Storke Rancho Apts. Goleta 11 36 Non-HUD 9-Jul-36
T Street Apts. Lompoc 35 35 Non-HUD 1-Mar-32
Terra Cotta I Santa Maria 2 2 Non-HUD 31-Dec-29
Terra Cotta II Santa Maria 4 4 Non-HUD 31-Dec-32
The Loop Project Isla Vista 5 25 Non-HUD 19-Jun-43
Tumbleweed Apts. Goleta 12 13 Non-HUD 16-Apr-33
Union Plaza Santa Maria 122 122 Section 8 31-Dec-40
Valentine Court I Santa Maria 34 35 HUD 202 31-May-37
Valentine Court II Santa Maria 18 18 HUD
202/811 30-Jun-28
Valentine Court III Santa Maria 9 9 HUD
202/811 28-Sep-34
Villa Caridad Seniors Santa Barbara 94 95 HUD
202/811 30-Sep-28
Villa del Sol Apts. Isla Vista 4 4 Non-HUD 31-Dec-35
Villa la Esperanza Goleta 75 83 Section 8 31-Dec-35
Data Source: HUD Multifamily Assistance and Section 8 Database; County Housing Element Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

Santa Barbara County leverages a variety of federal, state, and local programs to provide affordable housing options for its low- and moderate-income residents. While the Housing Authority of the County of Santa Barbara (HASBARCO) no longer has traditional public housing, it administers approximately 3,733 Housing Choice Vouchers (HCV), which enable eligible households to secure rental housing in the private market. This approach, while effective in expanding choice, depends heavily on the availability of rental units that meet program standards.

As shown in Table 31, there are 67 residential properties comprised of 2,303 total units (816 assisted) that provide affordable housing for low-income families, elderly residents, and people with disabilities. These units are subject to income eligibility restrictions to ensure assistance reaches the intended beneficiaries.
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Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

Reductions in the publicly subsidized housing stock contribute to the shortage of affordable housing. Without proactive intervention, these units are at risk of converting to market rate housing, potentially displacing low - and moderate-income households. For this reason, HUD requires the County to analyze the scope of potential losses to better safeguard the community’s affordable housing inventory.

Affordable housing in Santa Barbara County faces the ongoing threat of conversion to market-rate units as subsidies expire. According to the HUD Multifamily and Section 8 database, there are currently 18 active project-based contracts that support 744 affordable units. Of these, there are six projects with a total of 145 assisted units that are renewed either annually or in five-year increments and are considered at risk of conversion to market rate housing upon contract expiration. Losing these units would significantly impact the current tenants and reduce the availability of affordable housing in the community.

Does the availability of housing units meet the needs of the population? The availability of housing in Santa Barbara County does not adequately meet the needs of its population . While the County’s total housing stock consists of 159,248 units, this figure obscures underlying issues related to affordability, suitability, and accessibility .

Rising housing combined with a limited supply of affordable units , disproportionately impacts low- and moderate-income households, many of whom face cost burdens or are unable to find housing that meets their needs.

As highlighted in the Needs Assessment, this situation is particularly acute for low - and moderate-income renters. Low vacancy rates create intense competition for available units, driving up rents, and leaving limited options for those with lower incomes. As a result, many of these households are left with little choice but to pay rents they cannot sustainably afford, compromising their financial stability , and limiting opportunities for renters to improve their housing situations.

Furthermore, the existing housing stock fails to serve specific needs, such as smaller units for single-person households and seniors, larger units for families, and accessible housing for individuals with disabilities. These gaps highlight the importance of diversif ying the housing supply that is affordable for various household types at different income levels.

Describe the need for specific types of housing.

Santa Barbara County’s housing market exhibits critical gaps across various types, resulting in a mismatch between the available supply and demand.

Smaller Housing Alternatives
The market lacks sufficient affordable studios and one-bedroom units that are suitable for single-person households and seniors seeking to downsize. As demonstrated in the Needs Assessment, single-person households represent nearly one-quarter of all households in 99 City of Goleta – 87 – 25-29 Consolidated Plan &
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the County. This includes 16,774 single- person homeowners and 18,609 single- person renters. Despite this demand, the housing stock only offers 2,278 owner-occupied units and 23,759 renter-occupied units with one bedroom or less.

The limited inventory of smaller housing units creates intense competition among small families and single-person households, driving up prices for these units. As a result, many individuals are forced to overspend on housing or settle for a unit that does not match their needs. Seniors often struggle to find affordable, appropriately sized homes to downsize into, which locks larger homes out of the market for families who might need the extra space and prevents housing mobility. Expanding the supply of sma ller units is critical to addressing the needs of these demographic groups and alleviating the affordability crisis.

Family-Sized Rentals
The scarcity of larger rental units with four or more bedrooms poses significant challenges for larger families in Santa Barbara County. Among low - and moderate -income households, overcrowding affects 9,990 families, with large family renter households comprising 65% of this total (6,445 households). This reveals a clear disconnect between the needs of larger families and the availability of appropriately sized units.

The housing stock only includes 5,054 rental units with four or more bedrooms , which is insufficient to meet demand. As a result, many families are forced to live in overcrowded conditions or pay rents they cannot sustainably afford to secure larger spaces. This lack of suitable housing for larger families disproportionately impacts low- and moderate-income households, compounding financial strain and contributing to long -term housing instability. Addressing this gap will require targeted efforts to develop larger rental units that are affordable for families are various income levels.

Accessible Housing
Housing accessibility is another critical gap in Santa Barbara County’s housing market.

Many individuals with disabilities require units with features such as grab bars, ramps, widened doorways, no step thresholds, and auditory or visual aids to maintain their independence and quality of life. However, the current housing stock lacks sufficient units equipped with these features, leaving a significant portion of the population without suitable housing options.

The shortage of accessible units not only limits opportunities for individuals with disabilities to live independently but also creates additional burdens for caregivers and family members. Furthermore, the absence of accessible housing exacerbates inequity in housing choice and quality for residents with disabilities, who may already face other economic or social challenges. To address these needs, it is imperative to prioritize the development of accessible units in both new construction and rehabilitation projects.

Discussion
Santa Barbara County faces a complex housing cris is driven by rising costs, limited inventory, and significant mismatches between the supply of housing and the needs of its 100
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residents. While the County’s total housing stock of 159,248 units may appear sufficient on the surface, a closer examination reveals that affordability, accessibility, and unit size disparities are pervasive issues, particularly for low- and moderate-income households.

Addressing these challenges requires strategic investments in affordable housing development, preservation of existing affordable units, and expanding the diversity of housing types.

MA-15 Housing Market Analysis: Cost of Housing
Introduction
The cost of housing is a key determinant of accessibility and stability within a community.

For Santa Barbara County, evaluating housing costs is critical to understanding the economic pressures residents face and identifying strategies to create a more inclusive and sustainable housing market. When housing costs rise faster than incomes, the resulting affordability challenges manifest as widespread housing cost burdens, overcrowding, and displacement.

Recent trends highlight significant increases in home values and rents, driven by limited housing supply, strong demand, and rising construction costs. Between 2010 and 2020, the median home value in the County modestly rose by 6% from $ 576,500 to $ 610,300.

However, during the same period, median contract rents grew significantly faster, increasing by 34% from $1,265 to $1,697. More current data reveals even steeper increases as the median home value jumped by 21% between 2020 to 2023, reaching $735,700 .

Similarly, rents continue to rise, with the median contract rent increasing by an additional 21% to $2,050 in 2023.

These rapid cost increases highlight the growing affordability challenges facing residents.

Fair Market Rents (FMR) and HOME Rents remain lower than the area’s median rents, indicating the importance of rental assistance programs in bridging affordability gaps.

Despite this, the availability of affordable units remains insufficient to meet demand.

Table 32 – Cost of Housing, County of Santa Barbara
Cost of Housing 2010 2020 2023 % Change

Median Home Value $576,500 $610,300 $735,700 6%
Median Contract Rent $1,265 $1,697 $2,050 34%
Data Source: 2006-2010 ACS (Base Year), 2016-2020 ACS; 2019-2023 ACS (DP04) Table 33 – Rent Paid, County of Santa Barbara
Rent Paid Number Percent

Less than $500 2,476 3.63%
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$500-999 7,713 11.30%
$1,000-1,499 16,757 24.55%
$1,500-1,999 18,200 26.66%
$2,000 or more 23114 33.86%
Total 68,260 100%
Data Source: 2016-2020 ACS
Table 34 – Housing Affordability, County of Santa Barbara Units Affordable to Household Earning Renter Owner

30% HAMFI 13,790 5,640
50% HAMFI 11,965 5,984
80% HAMFI 15,965 10,778
100% HAMFI 8,954 7,690
Total 50,674 30,092
Data Source: 2016-2020 CHAS
Table 35 – Monthly Rent, County of Santa Barbara
Monthly Rent Efficiency 1 BR 2 BR 3 BR 4 BR

Fair Market Rent $2,040 $2,350 $2,667 $3,520 $4,001
High HOME Rent $1,664 $1,784 $2,142 $2,466 $2,731
Low HOME Rent $1,295 $1,387 $1,665 $1,923 $2,145
Data Source: 2023 HUD FMR and HOME Rents
Table 36 – Rental Housing Costs, County of Santa Barbara Rental Cost by Bedroom 2022 2023 2024 % Change

1-bedroom $2,859 $3,034 $2,782 -2.7%
2-bedroom $4,860 $4,522 $4,129 -15.0%
3-bedroom $8,450 $6,888 $6,537 -22.6%
Data Source: Zumper Research
Is there sufficient housing for households at all income levels? Santa Barbara County’s housing market does not adequately serve households across all income levels, even though there are 64,122 housing units deemed affordable to the 102
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County’s 63,090 low- and moderate-income households. This figure is misleading because it does not account for critical issues sch as the suitability of housing for specific household needs, whether units are available for occupancy, or whether affordable units are occupied by households they are intended to serve. These challenges highlight the complexities of the housing market and the barriers faced by many residents in securing appropriate and affordable housing.

A notable issue is the mismatch between affordable housing units and their occupants.

While data suggests there are sufficient units affordable to low - and moderate-income households, there is no assurance that these units are occupied by the intended income groups. Higher-income households often occupy lower -cost housing, which reduces the availability of these units for low - and moderate-income residents who need them most.

This misallocation exacerbates the housing crisis and highlights a key inefficienc y in the market.

In addition to this mismatch, there is an insufficient supply of affordable housing to meet demand. The Needs Assessment revealed widespread housing cost burdens among low - and moderate-income households, with the greatest challenges faced by extremely low - income households. This group comprises 19,355 households, competing for only 19,430 affordable units, a surplus that, in practice, is more theoretical than real due to competition and practical availability. Low - and moderate-income households face similar pressures , as demand continues to outpace the production of affordable housing, leaving many residents vulnerable to housing instability.

Another significant issue is the lack of diversity in the existing housing stock, which fails to meet the specific needs of various household types. There is a shortage of smaller units suitable for single -person households and seniors, forcing these groups to compete for limited options or remain in housing that is either too large or unaffordable. At the same time, larger families struggle to find adequately sized homes, often leading to overcrowding or unsustainable housing costs. Furthermore, the limited availability of accessible units creates additional barriers for individuals with disabilities, restricting their ability to live independently and participate fully in the community. These gaps in housing diversity not only exacerbate overcrowding and cost burdens but also disproportionately impact the County's most vulnerable populations, highlighting the urgent need for targeted interventions to address these challenges.

How is affordability of housing likely to change considering changes to home values and/or rents? Housing affordability challenges are projected to persist as home values and rents continue to rise at a pace far exceeding income growth. The 21% increase in the median home value between 2020 and 2023, reaching $735,700 , emphasizes the growing inaccessibility of homeownership for most residents. To afford a home at this price point, a household would need an annual income of approximately $181 ,000, assuming a 20 % down payment of $147,140. This income threshold is far beyond the reach of many households in the County, leaving homeownership an unattainable goal for many.
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The rental market is no less daunting. Although recent data suggests a slight decline in rental prices, the current market rents for two - and three- bedroom units remain prohibitively high at $4,129 and $6,537, respectively. A household would need an annual income of $165,160 to afford a two -bedroom unit without experiencing cost burdens and $261,480 to afford a three-bedroom unit. These figures far exceed the income levels of low- and moderate- income households, highlighting the severe mismatch between hous ing costs and residents’ financial capacities.

The long-term implications of these affordability trends are troubling. Rising home values and rents will likely continue to exacerbate housing insecurity and displacement among vulnerable populations. For renters, even slight reductions in rental costs offer only temporary relief in a market that remains unaffordable. Meanwhile, escalating home values further entrench barriers to homeownership, reducing opportunities for wealth building and long-term housing stability for low- and moderate-income households.

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing?
Fair Market Rents (FMR) and HOME Rents are essential tools for addressing the housing affordability gap in Santa Barbara County, particularly for low -income households. These programs provide crucial benchmarks for affordable rental pricing that align with the financial capacity of households earning at or below specific income thresholds. For instance, the 2023 FMR for a two -bedroom unit is $2, 667 which is nearly half of the area median rent of $4,522 for the same type of unit. Low HOME Rents provide an even deeper level of affordability, with two-bedroom units priced at $1,665, making them accessible to low-income households.

The significant disparity between market -rate rents and affordable rent thresholds highlights the inability of the private market to produce and maintain low -cost housing without significant subsidies. The financial dynamics of rental housing also illustrate the challenges developers face. For example, renting a two -bedroom unit at Low HOME Rent levels would result in $ 685,680 of foregone income over a 20 -year affordability period compared to market-rate rents. Even renting at Fair Market Rent (FMR) levels would result in $ 445,200 in lost income over the same period. These figures reveal the financial disincentives inherent in producing affordable housing, emphasizing the critical role of public assistance.

Discussion
Housing affordability in Santa Barbara County is a pressing and persistent challenge, driven by rising home values, escalating rents, and the inability of the private market to produce affordable units without significant public assistance.

To address these challenges, the County must adopt a comprehensive approach that integrates the production of new affordable units with the preservation of existing affordable housing. Public investment is critical to offset the financial losses developers 104
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incur when offering units at affordable rates. Additionally, expanding rental assistance programs can provide immediate relief to low -income households and bridge the affordability gap.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Assessing the condition and age of Santa Barbara County’s housing stock provides essential insights into the challenges of maintaining safe, habitable, and affordable housing. This evaluation is critical for developing strategies to address housing deficiencies, mitigate health risks, and preserve the long -term viability of the County’s existing housing inventory.

As of 2020, approximately 31% of owner-occupied units and 50% of renter-occupied units in the County exhibit at least one substandard condition, such as lacking complete kitchen or plumbing facilities, overcrowding, or cost burden. These conditions are most prevalent among low- and moderate-income households, who often lack the financial capacity to address them. The aging housing stock, with over 63% of units built before 1980, further demonstrates the urgency for rehabilitation efforts to ensure housing quality and safety for current and future residents.

Definitions
Santa Barbara County defines housing conditions based on the California Health and Safety Code (HSC). A housing unit is classified as “ substandard” if it poses a risk to the health, safety, or welfare of its occupants or the public. Conditions that contribute to substandard housing include:
• Inadequate sanitation (e.g., lacking complete kitchen or plumbing facilities) • Structural hazards (e.g., compromised foundations, walls, or other vertical supports) • Hazardous electrical, plumbing, or mechanical systems that are unsafe or not functioning properly
• Faulty weather protection (e.g., leaky roofs or insufficient insulation) • Fire, health, or safety hazards (as determined by appropriate fire or health official) • Use of unapproved or unsafe construction materials, or non-compliant additions • Inadequate structural resistance to horizontal forces.

For the purposes of the CDBG and HOME programs, housing units in substandard condition are considered suitable for rehabilitation if the deficiencies can be corrected in a cost - effective manner without requiring complete demolition.

Housing units are classified as being in “standard” condition if they comply with all applicable state and local requirements and meet HUD’s Housing Quality Standards (HQS).

The County anticipates replacing HQS with HUD’s National Standards for the Physical Inspection of Real Estate (NSPIRE) beginning in October 2025, which will introduce updated criteria for housing inspections.

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Table 37 – Condition of Units, County of Santa Barbara
Condition of Units
Owner-Occupied Renter-Occupied
Number Percent Number Percent

With one selected Condition 24,288 31.3% 35,499 50.1%
With two selected Conditions 1021 1.3% 6,589 9.3%
With three selected Conditions 27 0.0% 270 0.4%
With four selected Conditions 0 0.0% 0 0.0%
No selected Conditions 52,168 67.3% 28,447 40.2%
Total 77,504 100.0% 70,805 100.0%
Data Source: 2016-2020 ACS
Table 38 – Year Unit Built, County of Santa Barbara
Year Unit Built
Owner-Occupied Renter-Occupied
Number Percent Number Percent

2000 or later 9,355 12.1% 8,020 11.3%
1980-1999 18,865 24.3% 18,750 26.5%
1950-1979 30,550 39.4% 27,165 38.4%
Before 1950 18,740 24.2% 16,875 23.8%
Total 77,510 100.0% 70,810 100.0%
Data Source: 2016-2020 CHAS
Table 39 – Risk of Lead-Based Paint, County of Santa Barbara Risk of LBP Hazard
Owner-Occupied Renter-Occupied
Number Percent Number Percent

Units Built Before 1980 49,280 63.6% 44,035 62.2%
with children under 6 5,950 7.7% 8,635 12.2%
Units Built Before 1980 with
households <80% AMI 15,190 19.6% 25,655 36.2%
with children under 6 1,785 2.3% 5,805 8.2%
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present)

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Table 40 – Vacant Units, County of Santa Barbara
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation Total

Vacant Units 0 0 0
Abandoned Vacant Units 0 0 0
REO Properties 16 0 16
Abandoned REO Properties 0 0 0
Data Source: Property Shark
Need for Owner and Rental Rehabilitation
Santa Barbara County’s housing stock is predominantly older, with 63% of all units constructed before 1980. The aging nature of the County’s housing stock results in increased repair and maintenance needs. Older units, especially those built over 45 years ago, are more likely to have structural deficiencies, outdated systems, and environmental hazards such as lead -based paint (LBP). Without rehabilitation, these issues can worsen over time, leading to unsafe and uninhabitable conditions for many residents.

Owner-occupied housing represents 77,504 units, 64 % of which were built before 1980.

Approximately 31% of these units exhibit at least one housing problem. Low - and moderate-income homeowners often face significant financial barriers to addressing these issues, leaving them at greater risk of living in substandard conditions. Programs that provide grants or low -interest loan s for rehabilitation are essential to supporting these households and preserving the quality of the housing stock.

Rental housing accounts for 70,805 units, with 50 % exhibiting at least one housing condition that requires attention. Many landlords lack incentives or the financial capacity to make necessary repairs, leaving renters vulnerable to unsafe and unhealthy living environments. Expanding landlord incentive programs, coupled with stronger code enforcement, is critical to ensuring safe and habitable living conditions for tenants.

Estimated Number of Housing Units Occupied by Low- or Moderate-Income Families with LBP Hazards Housing units built before 1978 are at significant risk of containing LBP which poses serious health risks. Of the 93,315 housing units built before 1980, an estimated 40,845 are occupied by low- and moderate-income households. Among these, 7,590 units house children under six years old, including 1,785 owner-occupied units and 5,805 renter-occupied units.

Exposure to lead can cause severe health effects , especially for children, including developmental delays, behavioral issues, and neurological damage. Addressing LBP hazards through testing and abatement programs, tenant education, and landlord compliance measures is essential to protecting public health and ensuring safe housing. 108
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Discussion
The aging condition of Santa Barbara County’s housing stock presents both a challenge and an opportunity. Rehabilitation of existing housing is a cost -effective solution that not only extends the lifespan of aging properties but also prevents the loss of affordable housing units, reduces health hazards, and improves residents’ quality of life.

Preservation efforts such as roof repairs and accessibility modifications are particularly vital for low- and moderate-income households, who are disproportionately impacted by substandard conditions and face the greatest obstacles to maintaining their homes. By implementing comprehensive housing rehabilitation programs, the County can ensure its housing inventory remains safe, habitable, and accessible.

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MA-25 Public and Assisted Housing
Introduction
The Housing Authority of the County of Santa Barbara (HASBARCO) does not operate traditional public housing developments. Instead, HASBARCO administers the Housing Choice Voucher (HCV) program to provide housing assistance to low - and moderate- income households. This decentralized approach leverages partnerships with private landlords and housing providers to meet the County’s affordable housing needs.

Table 41 – Total Number of Units by Program Type, County of Santa Barbara Program Type
Public
Housing
Vouchers
Total Project
-based
Tenant-
based
Special Purpose Voucher
Veterans Affairs
Supportive
Housing
Family
Unification
Program
Disabled

Unit
vouchers
available
0 4,600 1,128 3,472 296 150 187
Access units 0 100 100 0 0 0 0
Data Source: PIC (PIH Information Center); HASBARCO

Describe the supply of public housing developments.

There are no public housing developments in Santa Barbara County. Housing choice and project-based vouchers serve as the primary tool for addressing housing affordability challenges. These vouchers provide crucial assistance to low -income families, elderly individuals, and people with disabilities, enabling them to secur e housing in the private market. However, the current supply is insufficient to meet the County’s growing demand for affordable housing.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan Santa Barbara County does not have any traditional public housing developments . All housing assistance is provided through the HCV program . HASBARCO monitors the condition of all voucher -assisted units to ensure they meet HUD’s Housing Quality Standards (HQS).

Table 42 – Public Housing Condition
Public Housing Development Average Inspection Score

Not applicable Not applicable

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Describe the restoration and revitalization needs of public housing units in the jurisdiction.

While there are no public housing units in the County, HASBARCO ensures that all voucher- assisted units comply with HUD standards. The HQS inspection criteria evaluates the physical condition of units, focusing on health, safety, and habitability. These inspections play a critical role in preserving the quality of the existing assisted housing stock and addressing the unique needs of voucher holders.

Describe the public housing agency's strategy for improving the living environment of low - and moderate-income families residing in public housing.

HASBARCO employs a comprehensive strategy to improve the living environment of low- and moderate-income families residing in assisted housing. These efforts aim to enhance housing quality, promote economic mobility, and address the holistic needs of vulnerable populations. Key components of HASBARCO’s stratgy include:
• Counseling: HASBARCO counsels HCV holders to assist them with locating units in areas with lower concentrations of poverty or minority populations. This initiative supports deconcentration efforts and expands access to higher opportunity neighborhoods which improve outcomes for families.
• Resource Leveraging: The agency actively seeks additional funding and resources to maintain and expand the supply of safe, decent, and sanitary housing units. • Supportive Service Partnerships: HASBARCO partners with community organizations to provide on- site services desined to address the unique needs of program participants, including:
o Workforce Development: Job training, adult education, and workforce development programs to address income disparities and promote self - sufficiency.
o Childcare and Youth Programs: Affordable childcare and after school programs to alleviate financial pressures on families.
o Healthcare Services: Primary care, mental health support and substance use services for residents.
o Financial Literacy: Credit counseling, budgeting workshops, and homeownership counseling to empower families to achieve financial stability.
o Food Assistance: Partnerships with food banks and meal programs to address food insecurity among households.

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MA-30 Homeless Facilities and Services
Introduction
This section provides a summary of the facilities, housing, and services that meet the needs of homeless people throughout the County of Santa Barbara. Regionally, there are numerous facilities and services targeted at residents at-risk of becoming homeless and experiencing homelessness, including a range of emergency shelters, transitional shelters, and permanent supportive housing options. HUD uses the following definitions for these three facility types:
• Emergency Shelter (ES) is any facility with the primary purpose of providing a temporary shelter for the homeless in general or for specific populations of the homeless and which does not require occupants to sign leases or occupancy agreements.
• Transitional Housing (TH) is designed to provide homeless individuals and families with interim stability and support to successfully move to and maintain permanent housing. Transitional housing may be used to cover the costs of up to 24 months of housing with accompanying supportive services. Program participants must have a lease (or sublease) or occupancy agreement in place when residing in transitional housing.
• Permanent Supportive Housing (PSH) is defined as community -based housing paired with supportive services to serve households in which at least one member has a disability. Housing does not have a designated length of stay in which formerly homeless individuals and families live as independently as possible. Under PS H, a program participant must be the tenant on a lease (or sublease) for an initial term of at least one year that is renewable and is terminable only for cause.

Table 43 – Facilities and Housing Targeted to Homeless Households, County of Santa Barbara ES Beds TH Beds PSH Beds
Current &
New
Current &
New
Current &
New
Under
Development

Households with
Adult(s) and Child(ren) 246 43 79
47 Households with Only
Adults 542 66 691
Chronically Homeless
Households 0 0 162
Veterans 0 22 314
Unaccompanied Youth 13 0 0
Data Source: 2024 Housing Inventory Count (HIC)

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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons In California , the primary programs for assisting families in poverty are CalWORKS, CalFresh, and Medi -Cal. These programs provide clients with employment assistance, discounted food, medical care, childcare, and cash payments to meet basic needs such as housing and transportation.

The California Work Opportunities for Kids (CalWORKs) program provides financial assistance and Welfare- to-Work services to California families with little to no cash.

Through this program these families may be eligible to receive immediate short-term help with housing, food, utilities, clothing, or medical care. Childcare is also available through this program.

CalFresh, formerly the Food Stamp Program, is a nutritional assistance program that provides Electronic Benefit Transfer Cards to people receiving public assistance to purchase food and other essential items.

The Medi-Cal program provides health coverage for people with low income and limited ability to pay for health coverage, including seniors, those with disabilities, young adults and children, pregnant women, persons in a skilled nursing or intermediate care home, and persons in the Breast and Cervical Cancer Treatment Program (BCCTP). People receiving federally funded cash assistance programs, such as CalWORKs (a state implementation of the federal Temporary Assistance for Needy Families (TANF) program), the State Supplementation Program (SSP) (a state supplement to the federal Supplemental Security Income (SSI) program), foster care, adoption assistance, certain refugee assistance programs, or In-Home Supportive Services (IHSS), are also eligible.

CDBG and HOME Funded Activities
Congress designed the CDBG and HOME programs to serve low-income people, some of whom may meet the federal poverty definition. At least 70 % of all CDBG funds must be used for activities that are considered under program rules to benefit low - and moderate- income people . Additionally, every CDBG activity must meet one of three national objectives: benefit low - and moderate-income people (at least 51 % of the beneficiaries must be low- and moderate-income), address slums or blight, or meet a particularly urgent community need.

Under the HOME program, households must earn no more than 80% of the AMI, adjusted for household size, to be eligible for assistance. Furthermore, 90% of the HOME allocation that is invested in affordable rental housing must be directed to assist households earning no more than 60% AMI.
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List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP -40 Institutional Delivery Structure or screen MA- 35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Table 44 – Homeless Service Providers for Santa Barbara County Provider Location Description

Domestic Violence Solutions
Goleta, Lompoc, Santa Barbara,
Santa Maria ES,TH, OPH
Fighting Back Santa Maria Valley Santa Maria PSH, RRH
Good Samaritan Shelter (GSS) Lompoc, Santa Barbara, Santa Maria, Countywide ES, TH, PSH, RRH, OPH
Housing Authority of the City of
Santa Barbara Santa Barbara PSH, OPH
Housing Authority of the County
of Santa Barbara
Goleta, Lompoc, Santa Barbara,
Santa Maria, Countywide PSH, OPH
Junior League Santa Barbara ES
Mental Wellness Center Santa Barbara PSH
New Beginnings Counseling
Center
Goleta, Lompoc, Santa Barbara,
Santa Maria, Countywide, RRH, OPH
People Assisting the Homeless
(PATH) Santa Barbara ES, PSH, RRH
People’s Self-Help Housing Goleta, Lompoc, Santa Barbara, Santa Maria PSH, OPH
Rescue Mission Santa Barbara ES
Santa Barbara Community
Housing Corp. Santa Barbara PSH
Santa Barbara County Department
of Behavioral Wellness Santa Barbara, Lompoc PSH
Santa Barbara County Department
of Social Services
Santa Barbara, Lompoc, Santa
Maria ES, RRH
The Salvation Army Santa Barbara, Santa Maria ES, TH
The Turner Foundation Santa Barbara TH
Transition House Santa Barbara ES, TH, RRH, OPH
Veterans Administration (VA) Countywide PSH
Willbridge of Santa Barbara Santa Barbara ES, TH, PSH
Youth and Family Services YMCA Lompoc, Santa Barbara ES, TH, PSH, RRH, OPH Data Source: 2024 Housing Inventory Count (HIC)
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MA-35 Special Needs Facilities and Services
Introduction
Santa Barbara County is home to several special needs populations who face significant barriers to stable housing and supportive services due to unique vulnerabilities. These populations include the elderly and frail elderly, individuals with disabilities , people with alcohol or drug addictions, individuals living with HIV/AIDS, and survivors of domestic violence. Unlike the general population, these groups often require tailored housing solutions and specialized services to address barriers such as limited income, accessibility needs, health conditions, and social stigma.

Elderly and Frail Elderly
The elderly population, defined by HUD as individuals aged 62 or older, is a growing demographic in Santa Barbara County, accounting for approximately 18 % of the total population (ACS S0101). A particularly vulnerable subset of this group is the frail elderly , who require assistance with three or more daily living activities.

The County is home to 55,575 elderly households, constituting 37% of all households (Table 4). Elderly households exhibit higher homeownership rates than the general population, with 76% living in owner -occupied residences, compared to 52% of all households (ACS B25007). Despite this, financial challenges remain pronounced among low- and moderate- income elderly households, with 53% experiencing cost burdens (12,050 households) and 33% facing severe cost burdens (7,610 households).

Elderly households’ reliance on fixed or limited incomes leaves them particularly vulnerable to rising costs, financial instability, and diminished quality of life. As the County’s population continues to age, the demand for housing and supportive services tailored to the needs of elderly and frail elderly residents will grow.

People with Disabilities
Persons with disabilities, defined by HUD as individuals with physical, mental, developmental, or emotional impairments that substantially limit major life activities, represent 10% of the County’s population (44,270 residents) (ACS S1810). Disabilities are strongly correlated with age, with 20,118 elderly residents having one or more disabilities, representing 45 % of the County’s disabled population. The most common disabilities include ambulatory difficulty (59% ), hearing impairments (45 %), and independent living challenges (41%).

People with disabilities frequently encounter unique barriers to independent living, including limited employment opportunities, high healthcare costs, and discrimination in securing housing. The scarcity of units that are both affordable and accessible further exacerbates these challenges, highlighting the importance of tailored housing solutions that promote independence and stability.
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People with Alcohol and Other Drug Addictions
Substance use disorders, including alcohol and drug addictions, continue to pose a significant challenge in Santa Barbara County. While obtaining accurate data on addiction is difficult due to the stigma surrounding substance use and fear of criminal repercussions, available statistics reveal concerning trends that indicate a pressing need for intervention.

The opioid crisis continues to have a profound impact on the community . In 2023, the County reported 130 opioid-related deaths, which is a dramatic increase from the 38 deaths in 2017 (Santa Barbara Opioid Safety Coalition). Alarmingly, 86% of these fatalities were linked to fentanyl, highlighting the growing presence of this highly potent synthetic opioid and its devastating consequences.

Substance use often exacerbates barriers to stable housing, employment, and healthcare.

These challenges are further complicated by the stigma surrounding addiction, which frequently discourages individuals from seeking treatment.

Victims of Domestic Violence
In 2022, the Santa Barbara County Sherrif’s Department responded to 485 domestic violence related calls. Many survivors require immediate relocation to long- term housing to escape dangerous environments. Survivors face numerous challenges, including financial instability, the need for legal advocacy, and rebuilding their lives after leaving abusive situations.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs.

The housing and supportive service needs of these populations were identified through resident surveys, consultations with stakeholders and service providers, and analyses of local and national data sources and reports. These efforts provided a comprehensi ve understanding of the unique challenges and service gaps faced by these populations.

Elderly and Frail Elderly
The housing and supportive service needs of the elderly and frail elderly residents are centered on maintaining independence, ensuring accessibility, and promoting social connection. Key housing needs include affordable units equipped with aging -in-place features, such as grab bars, ramps, no -step entries, and single -story layouts. Accessible transportation options, proximity to healthcare services, and community-based programs are essential to enhancing quality of life.

Supportive services must address the unique challenges faced by elderly residents, including fixed incomes, mobility limitations, and social isolation. Services such as in-home 116
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care, meal delivery, and social engagement programs are critical to mitigate the risks associated with aging and fostering independence.

People with Disabilities
Housing needs for people with disabilities include affordable and accessible units that accommodate a variety of impairments, such as mobility challenges, sensory disabilities, and cognitive conditions. Features such as widened doorways, no step thresholds, lowered countertops, r oll-in showers, and auditory or visual aids are critical to ensuring independence. Proximity to healthcare providers and accessible public transportation further enhances the ability of people with disabilities to live independently.

Supportive services should include case management, vocational training, and access to specialized healthcare. These services help disabled individuals overcome the unique challenges they face by ensuring they have equitable opportunities for independent living.

People with Alcohol and Other Drug Addictions
Stable housing paired with integrated supportive services is vital for individuals with substance use disorders. Transitional housing, sober living environments, and long- term supportive housing provide safe and structured settings conducive to recovery and reintegration into the community.

Supportive services must include detoxification programs, outpatient and inpatient treatment options, counseling, and peer support networks. Prevention and education initiatives targeting youth and at -risk populations are key to altering perception of substance use and mitigating its impact on the community.

Victims of Domestic Violence
Victims of domestic violence often require immediate access to emergency shelters or transitional housing to escape unsafe environments. Long-term supportive housing is also needed to ensure survivors can achieve stability and rebuild their lives.

Supportive services must include counseling, legal advocacy, financial assistance, and workforce development programs to address the comprehensive needs of survivors and promote self-sufficiency.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
Inadequate discharge planning and coordination contributes to homelessness in situations where people are released from public institutions or systems of care without having an appropriate mainstream or supportive housing option available upon discharge from an institutional setting.

Coordinated discharge planning for those exiting foster care, health and mental health care, and corrections facilities is recognized as best practice . One of the goals included in the
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County’s Plan to Address Homelessness is to build and strengthen regional support systems to help residents obtain and maintain housing. This collective approach emphasizes methods to increase communication, coordination, and data sharing among institutions and service providers which helps ensure that hospitals, jails, and foster care programs can more effectively assist people being discharged by providing appropriate referrals to facilitate smoother transition to supportive or mainstream housing.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with

91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.

During the 2025-2029 Consolidated Plan period, the Strategic Plan calls for the County to utilize CDBG and HOME funds to support housing and public service activities that benefit low- and moderate- income households, particularly non-homeless special needs populations. In the 2025- 2026 Action Plan, the County will provide CDBG funds to the following:
• CALM: Childhood Trauma Treatment – 200 children
• CAPSLO: County Home Repair Program – 27 seniors

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MA-40 Barriers to Affordable Housing
Negative Effects of Public Policies on Affordable Housing and Residential Investment Public policies in Santa Barbara County present significant barriers to the development and preservation of affordable housing. These barriers, while lawful, hinder affordable housing initiatives through restrictive zoning, burdensome development standards , complex permitting processes, and high fees. Unlike impediments to fair housing choice, which are unlawful and often involve discriminatory practices, barriers to affordable housing arise from policies that unintentionally constrain housing accessibility and affordability for low- and moderate-income households.

One of the primary barriers is the County’s zoning ordinances and land use designations, which restrict higher-density development to limited areas. Only a small portion of land is zoned for densities of 20 or more units per acre, the minimum typically required for affordable housing to be economically viable. Even in zones that permit higher densities, developers often face additional constraints such as parking requirements, open space mandates, and design guidelines, which reduce the number of units that can be built and drive-up costs. For example, mixed- use zoning districts limit residential development by tying it to commercial floor area ratios, which disincentivizes affordable housing in these areas. This restrictive zoning framework perpetuates housing inaccessibility, particularly in areas with high land values and strong market demand, where affordable housing is most needed but hardest to build.

Development standards further compound these challenges. Minimum lot sizes, height restrictions (e.g., 35- foot limits), site coverage caps (e.g., 30 %), and open space requirements make it difficult to achieve the economies of scale needed for affordable housing. These standards limit the number of units that can be constructed on a site, increasing per-unit costs and discouraging developers. Conditional Use Permits (CUPs) and Development Plan reviews introduce delays, uncertainties, and additional expenses, particularly for affordable housing developers operating with tight budgets. Excessive parking requirements force developers to dedicate valuable land to parking rather than housing. This is particularly counterproductive for affordable housing projects targeting low-income residents who are less likely to own vehicles. Moreover, subjective design guidelines can lead to repeated redesigns, further delaying projects and increasing costs.

High development fees and associated charges represent another significant barrier.

Uniform fees for permits, impact assessments, and utility connections disproportionately burden affordable housing developers, who already face slim profit margins. These fees often make affordable housing financially infeasible, pushing developers toward market - rate projects with higher returns.

The cumulative effect of these barriers has created a housing market that struggles to meet the needs of low- and moderate-income residents. Addressing these barriers requires bold reforms, targeted incentives, and renewed funding commitments. 119
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MA-45 Non-Housing Community Development Assets
Introduction
The economic health of the City of Goleta is closely tied to the strength of its workforce, the competitiveness of its business sectors, and the adequacy of its infrastructure. This section evaluates the City’s major employment sectors, workforce characteristics, and infrastructure needs, while exploring strategies to sustain long -term growth and enhance economic opportunities for low- and moderate-income residents.

Goleta benefits from a diverse economy that is supported by a relatively well -educated workforce. However, the City faces challenges such as mismatched workforce skills, infrastructure gaps, and disparities in job accessibility, which hinder economic growth. By aligning investments with local needs, Goleta can foster a more resilient economy and expand opportunities for low- and moderate-income residents.

Table 45 – Business Activity, City of Goleta
Business Activity by Sector Number of
Workers
Number
of Jobs
Share of
Workers
Share of
Jobs
Jobs less
Workers

Agriculture, Mining, Oil & Gas 136 433 0.8% 5.3% 4.5%
Arts, Entertainment, Accommodations 1579 625 8.9% 7.7% -1.3% Construction 875 454 4.9% 5.6% 0.6%
Education and Health Care Services 5629 2369 31.8% 29.1% -2.8% Finance, Insurance, and Real Estate 920 116 5.2% 1.4% -3.8% Information 523 68 3.0% 0.8% -2.1%
Manufacturing 1592 10 9.0% 0.1% -8.9%
Other Services 1007 365 5.7% 4.5% -1.2%
Professional, Scientific, Management 2536 494 14.3% 6.1% -8.3% Public Administration 572 2524 3.2% 31.0% 27.7%
Retail Trade 1375 214 7.8% 2.6% -5.2%
Transportation and Warehousing 577 66 3.3% 0.8% -2.5%
Wholesale Trade 357 408 2.0% 5.0% 3.0%
Total 17,678 8,146 100% 100% 0%
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs)

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Table 46 – Labor Force, City of Goleta
Labor Force Statistics Number

Total Population in the Civilian Labor Force 18,483
Civilian Employed Population 16 years and over 17,678
Unemployment Rate 4.4%
Unemployment Rate for Ages 16-24 2.2%
Unemployment Rate for Ages 25-65 2.1%
Data Source: 2016-2020 ACS

Table 47 – Occupations by Sector, City of Goleta
Occupations by Sector Number

Management, business and financial 2,929
Farming, fisheries, and forestry occupations 66
Service 3,549
Sales and office 3,080
Construction, extraction, maintenance, and repair 977
Production, transportation, and material moving 1,363
Data Source: 2016-2020 ACS

Table 48 – Travel Time, City of Goleta
Travel Time to Work Number Percent

< 30 Minutes 13,217 86%
30-59 Minutes 1,470 10%
60 or More Minutes 708 5%
Total 15,396 100%
Data Source: 2016-2020 ACS

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Table 49 – Educational Attainment by Employment Status , City of Goleta Educational Attainment
In Labor Force Not in Labor
Force Civilian
Employed Unemployed

Less than high school graduate 1,578 117 248
High school graduate (includes
equivalency) 1,622 63 313
Some college or Associate's degree 3,856 156 559
Bachelor's degree or higher 6,716 148 840
Data Source: 2016-2020 ACS

Table 50 – Educational Attainment by Age, City of Goleta Educational Attainment by Age
In Labor Force
18–24 25–34 35–44 45–65 65+

Less than 9th grade 27 225 391 436 231
9th to 12th grade, no diploma 137 117 404 370 184
High school graduate, GED, or
alternative 899 604 446 948 690
Some college, no degree 2,119 941 657 1,525 919
Associate's degree 310 404 370 683 378
Bachelor's degree 1,087 1,525 913 1,777 1,372
Graduate or professional degree 42 867 1015 1,607 946
Data Source: 2016-2020 ACS

Table 51 – Median Earnings in the Past 12 Months by Educational Attainment , City of Goleta Educational Attainment Median Earnings in the Past 12 Months

Less than high school graduate $26,217
High school graduate (includes equivalency) $43,761
Some college or Associate's degree $38,519
Bachelor's degree $62,392
Graduate or professional degree $83,845
Data Source: 2016-2020 ACS
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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
Goleta’s economy is anchored by several prominent employment sectors, each with unique contributions and challenges. According to Table 45, the City’s workforce and business activity are concentrated in the following key sectors:
• Education and Health Care Services: This sector represents the largest share of the workforce, employing 32 percent of workers and accounting for 29 percent of jobs.

The high proportion of workers in this field highlights the City’s strong focus on education and health services, supported by institutions such as UC Santa Barbara and local healthcare providers. However, the deficit of jobs compared to workers (3 percent) suggests that some workers commute outside Goleta for employment in this sector. Expanding job opportunities in education and healthcare within the City will help retain local talent.
• Professional, Scientific, and Management Services: Comprising 14 percent of the workforce but only 6 percent of jobs, this sector highlights Goleta ’s knowledge - based economy. The disparity suggests that many professionals in this field commute to neighboring areas for work. Promoting local innovation hubs and expanding local job opportunities in this sector will be critical to closing this gap and retaining talent.
• Manufacturing: Accounting for 9 percent of the workforce but only 0.1 percent jobs, the manufacturing sector presents one of the most striking disparities (9 percent).

This suggests that many Goleta residents employed in manufacturing work outside of the City. Targeted efforts to attract manufacturing businesses, particularly those specializing in advanced technologies, could create local jobs and reduce out - commuting.
• Arts, Entertainment, and Accommodations: Employing 9 percent of the workforce and accounting for 8 percent of jobs, this sector emphasizes the importance of tourism as an economic driver. The County’s cultural and natural attractions bring millions of visitors annually, creating a steady demand for hospitality and entertainment services. To sustain the sector’s growth, investments in tourism infrastructure, workforce training programs, and marketing campaigns will be necessary to maintain service quality and attract workers.

Disparities between the number of workers and available jobs in these sectors reflect underlying challenges. Sectors with more jobs than workers, such as public administration, rely heavily on non -resident labor, while sectors with more workers than jobs push residents to commute to neighboring regions for employment. Aligning workforce skills with local job opportunities will help reduce these imbalances and foster a more robust local economy.

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Describe the workforce and infrastructure needs of the business community The economic vitality of the City of Goleta hinges on the alignment of workforce capabilities with the demands of local industries. While the City boasts a relatively well -educated population, with a significant portion of residents holding a bachelor’s degree or higher, there are notable gaps between the skills possessed by workers and the needs of employers. This mismatch is particularly pronounced in sectors experiencing rapid technological advancements, such as renewable energy, advanced manufacturing, and healthcare. Expanding vocational training, adult education, and technical certification programs will be critical to bridging these gaps. Additionally, targeted efforts to improve bilingual education and English language proficiency will enable non- native English speakers to fully participate in the economy, particularly customer -facing industries and professional fields.

Infrastructure improvements are equally important for Goleta’s business community. Table 48 reveals that about 15 percent of residents commute more than 30 minutes to work, with 5 percent of these workers commuting over an hour. These lengthy commutes, often driven by a job -to-housing imbalance, strain the transportation network and impose significant financial and time burdens on workers. This highlights the need for investment in reliable public transit and efficient road networks to reduce commute times and improve job accessibility. Expanding broadband access, especially in underserved areas, will enable telework, remote education, and e- commerce opportunities which enhance economic opportunities for low- and moderate-income households.

As revealed during the public meetings, investments in affordable housing near employment centers are essential to reducing commute times and improving job accessibility. These investments would not only ease the burden on transportation infrastructure but also enhance residents’ quality of life by promoting greater economic access. Concurrently, improvements in public transit, road networks, and broadband infrastructure will support job creation and facilitate telework, e -commerce, and remote education opportunities, particularly in underserved areas.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

Several economic initiatives are expected to shape Goleta’s development during the planning period. The growth of renewable energy and aerospace industries presents significant opportunities for high-wage job creation. These emerging sectors will require a skilled labor force equipped to meet the demands of green technologies and advanced manufacturing. Workforce development programs must align with these industries to ensure that residents can take advantage of these opportunities. 126
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Similarly, the tourism industry is also poised for recovery following the impacts of the COVID-19 pandemic. By investing in tourism infrastructure and promoting Goleta’s cultural and natural attractions, the City can capitalize on increased demand for hospitality and entertainment services, sustaining tourism as a key economic driver.

Ongoing public infrastructure projects will further stimulate job creation in construction, technology, and related fields. For instance, the Santa Barbara County Last-Mile Broadband Program aims to expand internet access in underserved communities, which w ill unlock opportunities in telework, online education, and e- commerce, improving economic mobility for residents and businesses alike . Additionally, planned passenger rail service between Ventura County and Goleta will improve regional connectivity, reducing commute times and enhancing access to job opportunities.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
Goleta’s workforce is highlight educated, with 6,716 workers holding a bachelor’s degree and 1,607 holding a graduate or professional degree. These figures highlight the City’s strong talent pool, particularly in professional and management sectors. However, other sectors, such as manufacturing, face persistent labor shortages due to skill mismatches or limited availability of local jobs.

Earnings data further highlights the importance of education in achieving economic mobility. Workers without a high school diploma earn a median income of $26,217, compared to $62,392 for those with a bachelor’s degree. These stark disparities reveal not only the economic opportunities tied to higher education but also the pressing need to bridge skill gaps for workers who lack access to traditional academic pathways. This emphasizes the need for technical education, trade schools, and apprenticeship programs that will help build a pipeline of workers to support emerging industries such as advanced manufacturing, renewable energy, and aerospace that offer greater earning potential and opportunities for upward mobility.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

Goleta benefits from a variety of workforce training initiatives that support economic mobility and address skills gaps. Community colleges such as Santa Barbara City College and Allan Hancock College offer programs in health care, technology, and skilled trades , while Cuesta College’s Aviation Maintenance Technician program prepares students for careers in the aerospace industry.

The Santa Barbara County Workforce Investment Board (WIB) plays a critical role in connecting jobs seekers with training opportunities, offering career counseling, job placement, and apprenticeships in high- demand industries such as construction and manufacturing.
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Innovation hubs like the Cal Poly San Luis Obispo Hothouse and UC Santa Barbara’s Nanofabrication Facility and Quantum Foundry support entrepreneurship and advanced technical training. These resources provide pathways to high- paying jobs in emerging industries while fostering local innovation and economic diversification. Together, these initiatives enhance employment opportunities for low - and moderate- income residents, contributing to the City’s long-term economic resilience.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? The Counties of Santa Barbara and San Luis Obispo prepared the region’s first-ever Comprehensive Economic Development Strategy (CEDS) in 2024. The CEDS serves as a blueprint for building economic resilience and promoting sustainable growth over a five- year horizon.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

The 2024 CEDS identifies three broad goals: supporting people through workforce development and wraparound services, fostering innovation in emerging industries, and prioritizing place- based investments in affordable housing and infrastructure improvements. These strategies closely align with the Consolidated Plan’s objectives, particularly in addressing barriers to affordable housing and ensuring underserved neighborhoods have the necessary infrastructure to access economic opportunities.

Discussion
The City of Goleta’s economy is at a critical juncture. By addressing workforce skill gaps, improving infrastructure, and investing in affordable housing, the City can enhance its competitiveness while creating economic opportunities for low - and moderate -income residents. Strategic use of HUD funds will play a critical role in supporting these objectives, particularly in improving public infrastructure and expanding affordable housing options for low- and moderate-income residents.

The County’s Workforce Housing Study identifies innovative housing strategies such as Community Land Trusts (CLTs) as a key tool for increasing long-term housing affordability and expanding access to homeownership near employment hubs . HUD funds will be instrumental in supporting these objectives, particularly in enhancing public infrastructure, supporting CLTs and other shared equity models, and expanding affordable rental and homeownership opportunities. These investments help address the needs of low- and moderate-income workers, directly contribute to business retention, talent attraction, and long-term economic resilience.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of “concentration”)
This section evaluates whether the City of Goleta has areas where households face disproportionately high rates of housing problems such as cost burden, overcrowding, and substandard housing conditions. To identify these areas, a “concentration” is defined as any census tract where the percentage of households experiencing housing problems exceeds the Countywide average by at least 10 percentage points. This methodology allows for consistent evaluation of disparities and ensures resources are directed to ar eas of greatest need.

Countywide, 45.6 percent of households experience housing problems. Census tracts with over 55.6 percent of households experiencing these issues are identified as areas with a concentration of housing problems. Based on this threshold, the most acute chall enges were observed in the following five census tracts:
• 2924 (Isla Vista): 89.77%
• 2926 (Isla Vista): 92%
• 2935 (City of Goleta): 54.25%
• 2936 (Isla Vista): 80.95%
• 3001 (City of Goleta): 63.08%
Map 5 - Concentration of Housing Problems (Goleta)

Source: HUD Community Planning and Development (CPD) Maps

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Are there any areas in the jurisdiction where racial or ethnic minorities or low- income families are concentrated? (include a definition of “concentration”) HUD defines Racially or Ethnically Concentrated Areas of Poverty (R/ECAP) as census tracts with a majority non- White population (greater than 50 %) and a poverty rate exceeding 40% or three times the regional average, whichever is lower. This definition helps pinpoint neighborhoods where racial or ethnic minorities face systemic economic disadvantages.

Santa Barbara County has a total population of 444,895. Within the CDBG Urban County Partnership, the community of Orcutt has the largest population (31,353), followed by the community of Isla Vista (15,733) and the cities of Carpinteria (13,449), Solvang (5,644), and Buellton (5,276). Of the participating HOME Consortium members , Goleta is the smallest, with a population of 32,142, followed by Lompoc, which has a population of 42,753. Santa Maria is the largest of the three with a population of 105,528.

The County’s population is majority- minority. The largest population group is Hispanic (45.7%), followed by non- Hispanic White (43.9%). Asian and Pacific Islanders (AAPI) comprise 5.4% and African Americans comprise 1.8% of the County’s population.

The racial/ethnic composition of the cities and largest Census Designated Places (CDPs) in the CDBG Urban County Partnership are as follows:
• Buellton has a majority White population (71.8%), and approximately one -fifth of residents are Hispanic.
• Carpinteria’s population is approximately half White (48.48%) and half Hispanic (45.57%).
• Isla Vista has a population that is majority White (52.85%) and approximately one - fifth Hispanic (23.29%). There is also a significant AAPI population (15.13%). • Orcutt’s population is majority White (61.96%), and approximately 28.4% of the population is Hispanic.
• Solvang has a population that is nearly three- quarters White (73.58%), and approximately 17.63% Hispanic.

The racial/ethnic composition of the HOME Consortium participating jurisdictions varies, though trends in each jurisdiction since 1990 generally mirror the trends Countywide:
• Goleta, which was incorporated as a city in 2002, has a majority White population (50.3%), with a smaller Hispanic population (33.7%) and a larger AAPI population (10.1%) than the County as a whole. African Americans comprise approximately

2.5% of the population, which is slightly higher than the County overall. Between 1990 and 2020, population trends in Goleta have mirrored the County, with a declining non -Hispanic White population, and growing Hispanic and AAPI populations.
•
Lompoc has a majority Hispanic population (60.4%), with smaller non- Hispanic White (29.1%) and AAPI (3.8%) populations than the County overall. Lompoc has a higher percentage of African American residents (3.1%) than the County overall. In 1990, Lompoc was majority non- Hispanic White. B etween 1990 and 2020, the 130
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Hispanic population in Lompoc nearly tripled while the non -Hispanic White population declined by almost half. The populations of African American and AAPI residents also declined slightly over this same period. • Santa Maria also has a majority Hispanic population (76.7%), with smaller non- Hispanic White (15.4%), AAPI (4.7%), and African American (1.2%) populations than the County overall. Since 1990, the population of Hispanic residents has more than doubled in Santa Maria, while the non -Hispanic White population has declined by almost half.

Based on this, there is one R/ECAP located in Santa Maria (Census Tract 2101). Most residents in the R/ECAP are Hispanic (62.4% of the R/ECAP population), and approximately one in five (22.3%) were born in Mexico. The R/ECAP in Santa Maria has a higher percentage of non-Hispanic White residents and a lower percentage of Hispanic residents than the city overall:
non-Hispanic White individuals comprise 15.4% of Santa Maria’s population and 31.2% of the R/ECAP population; Hispanic residents comprise 76.7% of the city’s population and 62.4% of the R/ECAP population.

Map 6 - R/ECAPs (Santa Barbara County)

Source: HUD Affirmatively Furthering Fair Housing (AFFH) Maps Although Santa Barbara County does not have significant R/ECAPs, several census tracts exhibit high concentrations of low -income households. As shown in the Needs Assessment, concentrations of low-income households largely coincide with areas already identified as experiencing disproportionately high rates of housing problems ( Map 4 ).

These areas often face overlapping challenges related to housing affordability, access to quality education, and economic mobility.
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What are the characteristics of the market in these areas/neighborhoods? Areas with concentrated housing problems, racial or ethnic minorities, and low -income households often share a range of socioeconomic and structural challenges. These areas are frequently characterized by older, substandard housing stock, overcrowding, and high rates of housing cost burdens. The convergence of these issues directly impacts residents’ health, safety, and quality of life.

Economic opportunities in these areas also tend to be limited. Many residents work in lower-wage industries such as agriculture, hospitality, or service, where opportunities for upward mobility are constrained. Additionally, residents in these areas often face barriers to accessing jobs in higher -paying sectors due to educational attainment gaps, language barriers, and inadequate transportation infrastructure.

Schools in these areas are frequently underfunded, contributing to lower educational outcomes and perpetuating cycles of poverty. Access to essential services such as healthcare, childcare, grocery stores, and recreational facilities is often insufficient, further straining residents’ financial and emotional well-being.

As noted throughout the 25- 29 Regional AI, in Santa Barbara County, Hispanic and Black residents are exposed to adverse community factors more frequently than other racial/ethnic groups, whereas non-Hispanic White residents tend to have better access to opportunities than other racial/ethnic groups. Specifically, • Hispanic residents of Santa Barbara County have poor access to neighborhoods with proficiency schools and are most likely to live in high poverty neighborhoods.

Additionally, Hispanic residents living below the Federal poverty line are the least likely of any group to live in neighborhoods with high labor force participation and human capital.
• Black residents of Santa Barbara County are least likely to live near employment centers, do not have good access to neighborhoods with high labor force participation and human capital, and have the highest poverty rate of any racial/ethnic group in the County. Additionally, Black residents living below the Federal poverty line have the least access of any group to neighborhoods with high- performing schools.
• Non-Hispanic White residents of Santa Barbara County, in comparison, are most likely to live in neighborhoods with high- performing schools, high labor force participation and human capital, low poverty rates, and that are near employment centers. Non- Hispanic White residents also have the lowest poverty and unemployment rates of any group in the County.

Regarding the geographic distribution of opportunities, residents of Santa Maria appear to experience low access to opportunities. Specifically, in comparison to the County overall, • Residents in
Goleta, which has higher concentration of non-Hispanic White and AAPI residents than the County overall, have better access to high performing schools, employment centers, neighborhoods with high labor force participation and human capital, public transit, and low poverty neighborhoods. 132
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Overall, access to opportunities improves from North to South in the County of Santa Barbara, with areas on the S outh side of the County having better economic, education, and job proximity scores than areas on the North side.

Are there any community assets in these areas/neighborhoods? Despite these challenges, neighborhoods with concentrated housing problems and racial or ethnic minorities possess valuable community assets that can serve as building blocks for revitalization. The City of Goleta has unique features that can be leveraged to improve quality of life and economic opportunities for residents.

For example, Goleta’s proximity to UC Santa Barbara offers potential for academic partnerships, innovation hubs, and student-driven community initiatives that could benefit local residents. These efforts could support entrepreneurship and job creation in high - demand industries such as renewable energy and advanced manufacturing. Moreover, the City’s parks and recreational facilities provide opportunities for community engagement, health promotion, and cultural events. Together, these assets create opportuni ties to enhance the quality of life and economic mobility for residents.

Are there other strategic opportunities in any of these areas? Addressing the overlapping challenges faced by these communities requires a comprehensive approach that combines investments in housing, infrastructure, and public services. By aligning local resources with these strategies and leveraging HUD funding, the City can make meaningful progress toward reducing systemic inequities and revitalizing its most underserved neighborhoods. Collaborative efforts among the County, Cities, non - profit organizations, and private sector partners will ensure that investments are impactful, cost-effective, and sustainable.

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MA-60 Broadband Needs
Describe the need for broadband wiring and connections for households, including low- and moderate- income households and neighborhoods.

Access to reliable high- speed internet is a critical component of modern life, enabling residents to pursue education, secure employment, access telehealth services, and engage in civic life. In Goleta, while most residents have access to broadband through fixed and mobile technologies, significant disparities persist, particularly for low - and moderate- income households. Faster, more reliable, and affordable broadband connections are essential to addressing service gaps and ensuring all residents have equal access.

The County’s Broadband Strategic Plan (BSP) reveals notable gaps in access and affordability. Approximately 25% of households earning less than $20,000 per year lack internet access, and nine percent of all households in the County are without any internet service. Even among those with access, infrastructure quality varies significantly, impacting the speed and reliability of connections. About eight percent of the population resides in underserved neighborhoods that lack adequate broadband service, defined by the Federal Communications Commission (FCC) as 25 megabits per second (Mbps) download and three Mbps upload speeds, or 25/3 Mbps.

Affordability remains a critical barrier. From 2021 through February 2024, the FCC’s Affordable Connectivity Program (ACP) provided low-income households with up to $50 per month for broadband services. As of December 2023, over 23,650 households in Santa Barbara County participated in the program, demonstrating significant demand for affordable internet options. The program’s discontinuation leaves a significant gap, emphasizing the need for alternative financial assistance programs to maintain connectivity for vulnerable populations.

Goleta adheres to HUD’s “Narrowing the Digital Divide” rule (81 FR 92626), requiring broadband infrastructure in all new construction and substantial rehabilitation of multi - family housing financed with HUD funds. This policy ensures that residents of HUD - assisted properties have access to adequate broadband services (25/3 Mbps). However, continued action is needed to address gaps in access and affordability.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

According to the FCC ’s National Broadband Map, the City is serviced by at least seven active fixed Internet Service Providers (ISP), including Earthlink Fiber, Cox, Viasat, Frontier, HughesNet, XNET WiFi, and Starlink. Mobile broadband services are provided by AT&T, T- Mobile, and Verizon. In areas with few ISPs, residents often face higher prices, slower speeds, and inconsistent service quality. This lack of competition disproportionately impacts low-income neighborhoods, where providers are less likely to invest in high quality infrastructure due to perceived lower profitability. Encouraging the entry of additional ISPs 134
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and increasing competition is vital to fostering a more equitable broadband market, as it drives improvements in service quality and affordability. 135
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MA-65 Hazard Mitigation
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of Goleta is increasingly vulnerable to a range of natural hazards intensified by climate change. The 2023 Multi -Jurisdictional Hazard Mitigation Plan (MJHMP) identifies wildfires, droughts and water shortages, earthquakes, and extreme weather events such as heat waves and flooding as the most significant threats to public safety, infrastructure, and housing stability. These hazards are not only becoming more frequent but are also increasing in severity, emphasizing the need for proactive mitigation strategies.

Rising temperatures, prolonged droughts, and changes in vegetation resulting from climate change are expected to significantly increase the frequency and intensity of wildfires. These events not only threaten public safety and property but also impose severe strains on local firefighting resources. For low - and moderate- income households, the recovery process is especially challenging as many lack insurance coverage of the financial resources necessary to rebuild or repair their homes.

Erratic precipitation patterns and reduced snowpack levels have led to persistent drought conditions, jeopardizing water availability across the City. Reservoir levels are projected to decline further, threatening agricultural productivity, residential water access, and municipal supply systems. The impacts of drought disproportionately affect low -income communities and rural areas, where higher water bills and restricted access to clean water exacerbate existing economic vulnerabilities. Without proactive measures, the risk of desertification and water insecurity will continue to grow.

The frequency and intensity of heavy rainfall events and severe storms are projected to increase due to climate change. These events elevate the risk of flash flooding and mudslides, particularly in areas with outdated stormwater infrastructure. The MJHMP identifies high flood hazard zones, including coastal communities and neighborhoods with inadequate drainage systems placing them at heightened risk. Rising sea levels exacerbate these risks, with flooding projected to affect over 12% of the County’s population by 2060.

For low-income neighborhoods, flooding is particularly destructive, as housing structures often lack the resilience to withstand severe weather conditions, leading to property damage, displacement, and prolonged recovery periods.

Earthquake risks remain a persistent concern, given Goleta’s location within a seismically active region. The MJHMP outlines vulnerabilities to critical infrastructure and residential buildings, especially in older neighborhoods with unreinforced masonry structures.

Earthquake-induced utility outages and fires add further layers of risk, especially in densely populated areas.

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Describe the vulnerability of housing occupied by low- and moderate-income households to these risks.

Low- and moderate-income households are disproportionately affected by these hazards due to their limited financial capacity. Many of these households reside in poorly maintained homes that lack essential features such as modern insulation, fire- resistant materials, seismic retrofitting, or flood-proof construction. Moreover, these residences are often located in high -risk areas such as floodplains and wildfire-prone regions, leaving residents more vulnerable to damage, displacement, and health risks during and after natural hazard events.

The County has identified eight Environmental Justice Communities (EJC) that are particularly vulnerable to natural hazards due to their socioeconomic conditions, including Cuyama, New Cuyama, Ventucopa, Sisquoc, Garey, Casmalia, Los Alamos, and Isla Vista.

These EJCs are characterized by high poverty rates, aging infrastructure, and limited access to emergency services, making them less resilient to disasters. For instance, extreme heat events disproportionately affect households without air conditioning, while flood prone EJCs face compounding risks of property damage and displacement during severe storms.

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Strategic Plan
SP-05 Overview
Overview
The Strategic Plan is a guide for the City of Goleta to establish its housing and community development priorities, strategies, and objectives for the investment of CDBG funds over the next five years, beginning July 1, 2025 and ending June 30, 2030.

The priority needs and goals established in this Strategic Plan (Plan) are based on analysis of information including the results of the Resident Survey and housing and community development data elements required by HUD in the online Consolidated Plan s ystem (the eCon Planning Suite). In consideration of community input and available data, the four priority needs listed below are established as part of this Plan. • Expand public services for low- and moderate-income youth, seniors, and residents with special needs
• Prevent and reduce homelessness
• Improve public facilities and infrastructure
• Address material barriers to accessibility
Consistent with HUD’s national goals for the CDBG program to provide decent housing opportunities, maintain a suitable living environment, and expand economic opportunities for low- and moderate-income residents, the priority needs listed above will be addressed over the next five years through the implementation of CDBG funded activities aligned with the following three measurable Strategic Plan goals:
• Public Services
• Capital Improvements
• Planning and Administration

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SP-10 Geographic Priorities
Geographic Area
Table 52 - Geographic Priority Areas
Target Area

1 Citywide
General Allocation Priorities
Goleta is a rapidly growing City with a diverse population and evolving community needs.

As outlined in the Needs Assessment, the median household income in Goleta is $110,842.

Evaluation of HUD’s Community Planning and Development (CPD) mapping system reveals that each of the Census Tracts within the City has a median household income of at l east $45,610 or more, with the exception of three Census Tracts in Isla Vista, south of the University of California, Santa Barbara (UCSB) campus. The lower median income levels in the UCSB area may be attributed to the large number of full -time undergraduate and graduate students with lower incomes who reside in the area.

During the Consolidated Plan cycle, CDBG funding will be principally directed toward activities that serve low - and moderate-income residents citywide. While Goleta remains committed to ensuring all qualifying residents have access to these resources, it w ill also consider funding projects that serve predominantly low- and moderate-income areas.

Goleta’s funding strategy is designed to be both flexible and intentional. While the City recognizes the broad, citywide need for CDBG investments, it also acknowledges that certain neighborhoods face more severe housing and community development challenges than others. Therefore, the City’s approach balances citywide resource allocation with targeted, place-based revitalization efforts to achieve the greatest possible impact.

Map 7 - Median Household Income (Goleta)

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SP-25 Priority Needs
Priority Needs Summary
Table 53 – Priority Needs Summary
1 Priority Need
Name
Expand public services for low- and moderate-income youth, seniors, and residents with special needs
Priority Level High
Population Income Level: Extremely Low, Low, and Moderate Family Types: Families with Children, Elderly, and Public Housing Residents
Non-Homeless Special Needs: Elderly, Frail Elderly, Persons with Disabilities, and Survivors of Domestic Violence
Geographic
Areas Affected Citywide / CDBG Eligible Areas
Associated
Goals Public Services
Description Goleta is home to 3,875 low- and moderate -income households, representing 33% of all households in the City. Many of these residents, particularly at-risk youth, families, seniors, individuals with disabilities, and survivors of domestic violence, face persistent barriers to stability, wellness, and self -sufficiency. These barriers often stem from limited access to essential resources such as food, housing and shelter, clothing, health care, and safety services.

High quality public services are essential to enhancing the well -being, independence, and economic resilience of vulnerable households , especially those at -risk of housing instability, poverty, and social isolation. Investments in service delivery help prevent crises before they escalate, reduce reliance on emergency systems, and build long - term capacity for individuals and families to thrive.

Basis for
Relative
Priority
Expanding access to public services was consistently identified as a high priority through resident surveys , stakeholder consultations, and community meetings. The Human Services Standing Committee further emphasized the importance of addressing the critical needs of low- and moderate-income households. Supporting a robust network of service providers is vital to advancing the City’s goal of promoting stability , safety, and long-term growth for residents at every stage of life.

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2 Priority Need
Name Prevent and reduce homelessness
Priority Level High
Population Income Level: Extremely Low and Low
Homeless: Chronic Homelessness, Individuals, Families with Children, Mentally Ill, Chronic Substance Abuse, Veterans, Persons with HIV/AIDS, Survivors of Domestic Violence, and Unaccompanied Youth Geographic
Areas Affected Citywide
Associated
Goals Homeless Services
Description Goleta has a growing homeless population, with 148 individuals identified as homeless in the 2024 Point- In-Time (PIT) Count.

Additionally, the Needs Assessment shows that 954 extremely low- and low-income renters face severe cost burdens, placing them at imminent risk of homelessness.

Addressing homelessness in the City requires a comprehensive, coordinated, and housing -focused response . This includes both immediate and preventative solutions, such as increased shelter capacity, transitional housing, rental assistance, flexible financial support, and wraparound supportive services.

Basis for
Relative
Priority
Preventing and reducing homelessness is one of the City’s top priorities. Stakeholders emphasized the importance of early intervention to stabilize at- risk individuals before they become homeless. This includes addressing the needs of at- risk youth and underserved populations through preventative services that reduce the incidence of family violence, school disengagement, and substance abuse which are key pathways into homelessness. Through partnerships with the CoC, service providers, and housing developers, the City will support a range of activities that address both the immediate needs of people experiencing homelessness and the structural factors that contribute to housing instability. 3 Priority Need
Name Improve public facilities and infrastructure
Priority Level High
Population Non-Housing Community Development
Geographic
Areas Affected Citywide / CDBG Eligible Areas
Associated
Goals Public Facilities and Infrastructure Improvements Description The City’s General Plan highlights the need for improved public facilities and infrastructure. Many low - and moderate -income neighborhoods have deteriorated roads, outdated utilities, and inadequate public 142
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spaces. Investments in youth centers, parks, emergency shelters, and senior facilities are needed, along with improvements to sidewalks, streets, draining, and utility systems. These improvements will enhance walkability, accessibility, and resilience to e nvironmental hazards in underserved areas.

The City is particularly focused on revitalizing existing neighborhoods by enhancing public facilities to ensure residents have safe, accessible spaces that meet the needs of youth, families, and residents with special needs.

Basis for
Relative
Priority
The need to improve public facilities and infrastructure is informed by the results of the resident survey, input received during the community meetings, and the City’s ongoing assessment of critical community facilities as evidenced in the General Plan. The Human Services Standing Committee also emphasized the importance of revitalizing neighborhoods through improved infrastructure and service capacity.

Enhancing public facilities and infrastructure in underserved areas is a key strategy to improve safety, promote social cohesion, and support the delivery of services to people experiencing homelessness , youth, and residents with special needs.
4 Priority Need
Name Address material barriers to accessibility
Priority Level High
Population Non-Housing Community Development
Non-Homeless Special Needs: Elderly, Frail Elderly, and Persons with Disabilities
Geographic
Areas Affected Citywide
Associated
Goals Public Facilities and Infrastructure Improvements Description Many public buildings, sidewalks, and parks lack necessary accessibility features, making it difficult for seniors and people with disabilities to navigate the community. ACS data (S1810) highlights that 2,733 individuals in Goleta have a disability, and 1,431 elderly households face accessibility challenges.

Installing accessibility features such as ramps, widened sidewalks and doorways, as well as sensory aids improve pedestrian safety, support aging in place, and help residents participate fully in civic life.

Basis for
Relative
Priority
Addressing barriers to accessibility is rated as a high priority need for the City to ensure residents can age in place and access essential services.
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SP-35 Anticipated Resources
Introduction
During the five-year period of the Consolidated Plan, the City of Goleta anticipates investing approximately $1.5 million of CDBG funds to achieve the goals outlined in this Strategic Plan. It is important to note that the City’s annual allocation of CDBG funds are subject to change based on federal budget appropriations and shifts in demographic data used in HUD’s funding formulas.

For the 2025-2026 program year, the City anticipates it will receive $320,925 in CDBG funds, which will be allocated to eligible activities to be implemented from July 1, 2025 to June 30, 2026.

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Anticipated Resources
Table 54 – Anticipated Resources
Source of
Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of Con Plan:
$
Narrative Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$

CDBG
Admin and Planning
Public Improvements
Public Services
$320,925.00 $0.00 $0.00 $320,925.00 $1,283,700.00
The expected amount
available for the remainder
of the Consolidated Plan
period assumes level
funding in future years.

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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied.

As a City with substantial housing and community development needs, Goleta understands it may be advantageous for the City to use CDBG funds to leverage appropriate federal, state, local, and private resources, including but not limited to those listed below:

Federal Resources
• Continuum of Care (CoC) Program
• Emergency Solutions Grants (ESG), as pass-through from the State • HUD Veterans Affairs Supportive Housing (HUD-VASH)
• Supportive Housing for the Elderly (Section 202)
• Supportive Housing for Persons with Disabilities (Section 811) • Federal Low-Income Housing Tax Credit (LIHTC) Program State Resources
• State Low-Income Housing Tax Credit Program
• Permanent Local Housing Allocation (PLHA)
• CalHome Program
• Multifamily Housing Program (MHP)
• CalHFA Single and Multi-Family Program
• Mental Health Service Act (MHSA) Funding
• Justice Assistance Grant (JAG) Program
• Homeless Emergency Aid Program (HEAP)
• Project Roomkey
Local Resources
• Housing Authority of the County of Santa Barbara (HASBARCO) • General fund
Private Resources
• Federal Home Loan Bank Affordable Housing Program (AHP) • Community Reinvestment Act Programs
• People’s Self-Help Housing
• Private Contributions
HOME Match Requirements
The City does not receive HOME as part of its entitlement allocation. The amount of matching, is therefore, not applicable to Goleta.
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If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan.

The City owns a variety of public facilities that serve Goleta residents. Over the next five years, the City proposes to target a significant portion of its CDBG funding to enhancing its public facilities and infrastructure in predominantly low - and moderate- income neighborhoods that need revitalization . As such, the City is committed to exploring opportunities to leverage these publicly owned sites in combination with CDBG funds to maximize the impact of limited public funding to meet high priority community needs.

Discussion
Goleta anticipates investing approximately $1.5 million in CDBG funds during the Consolidated Plan period to enhance public services and improve public facilities and infrastructure. These funds will be strategically leveraged with federal, state, local, and private resources to maximize the impact of these initiatives.

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SP-40 Institutional Delivery Structure
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

The City of Goleta will carry out its Consolidated Plan through a well -coordinated institutional delivery system that includes public institutions, nonprofit organizations, and private entities . This system is structured to ensure the effective use of HUD funds to address the high priority needs of low- and moderate-income residents.

Table 55 – Institutional Delivery Structure
Responsible Entity Responsible
Entity Type Role Geographic Area
Served

County of Santa Barbara Government
Affordable housing
Homelessness
Non-homeless special needs
Community development
Planning
Jurisdiction
City of Goleta Government
Affordable housing
Homelessness
Non-homeless special needs
Community development
Planning
Jurisdiction
Housing Authority of the County of
Santa Barbara (HASBARCO) PHA Public housing
Affordable housing-rental Jurisdiction
Isla Vista Youth Projects, dba LEAP Non-profit
organization
Non-homeless special needs
Public services Jurisdiction
People’s Self-Help Housing Non-profit
organization
Affordable housing
Non-homeless special needs
Public services
Jurisdiction

Assessment of Strengths and Gaps in the Institutional Delivery System Goleta’s institutional delivery system is highly collaborative, well-structured, and equipped with experienced public and private sector partners. One of the key strengths of the system is the diverse network of service providers capable of leveraging CDBG funds to address affordable housing, public services, and community development needs. The Housing Authority of the County of Santa Barbara and nonprofit partners ensure that residents have access to rental assistance, homeownership opportunities, and supportive housing programs. The Neighborhood Services Department coordinates resources to assist homeless individuals and families, while various City departments work together to implement public facility and infrastructure improvement projects.

Despite these strengths, gaps remain in the delivery system. The most significant challenge is the limited availability of financial resources. Federal funding allocations for CDBG are insufficient to fully address local housing and community development needs.

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Availability of services targeted to homeless persons and persons with HIV and mainstream services.

Table 56 – Homeless Prevention Services Summary
Homeless Prevention Services Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV

Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X X
Education X
Employment and Employment Training X X
Healthcare X X X

HIV/AIDS X X
Life Skills X X
Mental Health Counseling X X X
Transportation X

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Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The City of Goleta works closely with local nonprofits and regional service providers to ensure that homeless individuals, families, and persons with HIV/AIDS have access to housing assistance, supportive services, and case management. Homelessness prevention services such as rental assistance are available and target both homeless individuals and those at risk of homelessness.

A key pillar of the City’s approach is the implementation and expansion of Housing First strategies, which prioritize placing individuals and families experiencing homelessness into housing without preconditions such as sobriety or service participation. Once housed, they received voluntary, individualized services to support housing stability and long-term self- sufficiency. Housing First has proven to be particularly effective in serving chronically homeless individuals and those with complex behavioral and substance use needs.

To ensure effective outreach and engagement, the City supports multi-disciplinary street outreach teams that include case managers, behavioral health professionals, medical providers, and peer navigators. These teams proactively identify and engage unsheltered individuals, including unaccompanied youth and veterans, and connect them to shelter, healthcare, and housing services.

The City also funds and supports a range of supportive services, including mental health and substance use counseling, employment training, childcare, transportation assistance, and healthcare access. These services are available to both homeless persons and those at risk of homelessness, and many are tailored to meet the needs of specific populations, including families with children, veterans, and individuals living with HIV/AIDS.

To maintain its ability to deliver a comprehensive system of care that addresses the diverse needs of its residents, the City will continue working with its partners to expand housing - first programs, increase emergency shelter capacity, and strengthen outreach initiatives to connect individuals with available support services.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above Goleta’s institutional delivery system effectively supports homeless individuals, special needs populations, and low -income residents through a network of service providers offering case management, housing assistance, and supportive services. The City prioritizes programs that address the unique needs of chronically homeless individuals, families with children, veterans, and unaccompanied youth.

A key strength of the delivery system is its proactive and collaborative approach. Service providers conduct direct outreach to homeless populations to ensure they are connected 150
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to housing programs and mainstream benefits. In partnership with the County and nonprofit organizations, the City funds programs that provide rental assistance for those most at risk of homelessness.

One of the most pressing challenges is the lack of emergency and transitional housing options. The existing shelter system does not have enough capacity to serve all individuals in need, particularly families with children and unaccompanied youth. Limited funding for public services also restricts the City’s ability to expand supportive housing programs and case management services. To address these gaps, the City maximizes all available resources, including allocating the full 15 percent allowable under the CDBG public services cap, and supplementing these investments with other resources to support critical programs and services. However, even with these efforts, funding remains insufficient to fully meet the level of need across the City.

Moving forward, the City is committed to continuing its efforts to expand capacity and improve service delivery. This includes seeking additional funding opportunities, strengthening partnerships with the private sector, and exploring innovative housing solutions.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs To enhance the effectiveness of the institutional delivery system and address service gaps, the City will pursue coordinated strategies that align with the adopted Community Action Plan to Address Homelessness, General Plan, and the Housing Element to better meet the needs of residents. Through leveraged investments and strategic partnerships, the City aims to enhance housing stability, service accessibility, and overall quality of life for its most vulnerable residents. By aligning the Consolidated Plan goals with broader planning initiatives, the City of Goleta will work toward building a more effective, responsive, and well-funded delivery system that can meaningfully address the community’s priority needs over the next five years.

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SP-45 Goals Summary
Goals Summary Information
Goal Name Start
Year
End
Year Category Needs Addressed Funding Goal Outcome Indicator

1 Public Services 2025 2030
Non-Housing
Community
Development
Expand public services for
LMI youth, seniors, and
resident with special needs

Prevent and reduce
homelessness
CDBG: $48,138.00
Public service activities other than
Low/Mod Income Housing Benefit:
453 Households / 1,130 Persons
Assisted
2 Capital Improvements 2025 2030
Non-Housing
Community
Development
Improve public facilities and
infrastructure

Address material barriers to
accessibility
CDBG: $1,235,562.00
Public facility or infrastructure
activities other than Low/Mod
Income Housing Benefit:
6,000 Persons Assisted
3 Planning &
Administration 2025 2030 All All CDBG: $320,925.00 Other: 5 152

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Goal Descriptions
1 Goal Name Public services
Goal
Description
Expand and support a comprehensive network of public services that address the critical needs of low- and moderate-income youth, seniors, and residents with special needs. These programs are intended to promote safety, stability, and self- sufficiency for underserved populations and prevent crises such as homelessness and ameliorate the effects of poverty. 2 Goal Name Capital improvements
Goal
Description
Invest in the rehabilitation, expansion, or development of public facilities and infrastructure that serve low- and moderate-income residents. Improvements may include parks, youth and senior centers, emergency shelters, sidewalks, street lighting, and other critical infrastructure that enhances neighborhood safety, accessibility, and quality of life. Priority will be given to projects that serve predominantly low- and moderate-income areas, or residents presumed under HUD regulations to be low- and moderate-income such as seniors, severely disabled adults, survivors of domestic violence, and residents experiencing homelessness. Where possible, improvements will remove material and architectural barriers to accessibility , in compliance with the Americans with Disabilities Act (ADA).
3 Goal Name Planning and Administration
Goal
Description
Ensure the effective, timely, and compliant administration of the CDBG program in accordance with HUD policy and federal regulations. Activities include overall program oversight, planning, performance evaluation, reporting, and coordination with community stakeholders to ensure resources are aligned with community needs and priorities.

Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2) Not applicable.

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SP-65 Lead-based Paint Hazards
Actions to address LBP hazards and increase access to housing without LBP hazards The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing-based approaches. This strategy requires the City to implement programs that protect children living in older housing from lead hazards.

Two thirds of the City’s housing stock (66%) was built before 1980, when the use of lead- based paint was outlawed, meaning that residents of these homes are at risk of lead-based paint hazards. In these units, the best way to have reasonable assurance that lead -based paint hazards are not present is to have the painted surfaces tested.

To reduce lead-based paint hazards, the City takes the following actions:
• Include lead testing and abatement procedures if necessary, in all residential rehabilitation activities for units built prior to January 1, 1978. • Educate residents on the health hazards of lead- based paint through the use of brochures and encourage screening children for elevated blood-lead levels.

How are the actions listed above related to the extent of lead poisoning and hazards? Over time through testing and abatement, monitoring of public health data, and through public education, the public will have greater awareness of the hazards of lead-based paint to children. This will prompt homeowners, landlords, and parents of young chi ldren to proactively address unsafe housing conditions in pre -1978 units where children may potentially be exposed to lead-based paint hazards.

How are the actions listed above integrated into housing policies and procedures? The City’s Housing Element includes actions related to community outreach and the dissemination of brochures provided by the U.S. Environmental Protection Agency to businesses, housing advocacy groups, and key stakeholders. Any unit receiving assistance through the program that was built prior to January 1, 1978 is tested for lead-based paint.

If lead-based paint is present, appropriate abatement procedures are implemented as part of the rehabilitation contract consistent with the requirements of 24 CFR Part 35.

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SP-70 Anti-Poverty Strategy
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families To meaningfully address this challenge, each of the goals included in the Strategic Plan is aligned to support activities that promote the availability of affordable housing and provide essential services that directly benefit low - and moderate- income resi dents. In the implementation of the Strategic Plan, the City will prioritize funding for activities that most effectively address these goals over the next five years. This strategy will emphasize using CDBG funds to help individuals and families rise out of poverty to long -term self - sufficiency.

The implementation of CDBG activities meeting the goals established in this Strategic Plan will help to reduce the number of poverty-level families by:
• Providing public services designed to address the needs of low- and moderate- income y outh, seniors , residents with special needs, and those experiencing homelessness
• Improving public facilities and infrastructure to benefit residents in predominantly low- and moderate-income areas or those presumed under HUD regulations to be low- and moderate-income such as the elderly and disabled adults How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan?
The goals of this Strategic Plan are aligned to benefit low- and moderate-income residents and to reduce the number of poverty-level families. For example, the public services goal will include funding for activities targeted at families in poverty and other low - and moderate-income households with specific service needs. Providing this range of targeted services ensures youth, families , residents with special needs, and those experiencing homelessness have the appropriate support and resources to thrive in Goleta. 155

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SP-80 Monitoring
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements To ensure that CDBG funds are used efficiently and in compliance with applicable regulations, the City provides technical assistance to all subrecipients at the beginning of each program year and monitors subrecipients throughout the program year.

Technical Assistance
To enhance compliance with federal program regulations, the City provides an annual Notice of Funding Availability (NOFA) workshop to review the Plan goals, program requirements, and available resources with potential applicants. Subsequent to the approval of the Annual Action Plan, a subrecipient workshop is held to review program regulations in detail, to provide useful forms and resources for documenting compliance and to review the City’s compliance procedures and requirements. Additionally, individualized technical assistance is provided on an as -needed basis throughout a program year.

Activity Monitoring
All activities are monitored, beginning with a detailed review upon receipt of an application to determine eligibility, conformance with a National Objective and conformance with a Plan goal. This review also examines the proposed use of funds, eligibility of the service area, eligibility of the intended beneficiaries and likelihood of compliance with other federal requirements such as the National Environmental Policy Act, the System for Award Management (SAM) debarment list, prevailing wage, Minority and Women Business Enterprise, Section 3 and federal acquisition and relocation regulations, as applicable.

Subrecipients are required to submit an audit and other documentation to establish their capacity, and any findings noted in the audit are reviewed with the applicant. Eligible applications are then considered for funding. Once funded, desk monitoring includes ongoing review of required quarterly performance reports. For CDBG public service activities, an on-site monitoring is conducted once every two (2) years, or more frequently as needed to ensure compliance. These reviews include both a fiscal and progr ammatic review of the subrecipient’s activities. The reviews determine if the subrecipient is complying with the program regulations and City contract. Areas routinely reviewed include overall administration, financial systems, appropriateness of program expenditures, program delivery, client eligibility determination and documentation, reporting systems, and achievement toward achieving contractual goals. Following the monitoring visit, a written report is provided delineating the results of the review and any findings of non -compliance and the required corrective action. Subrecipients normally 156

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have 30 days to provide the City with corrective actions taken to address any noted findings.

Individualized technical assistance is provided, as noted above, as soon as compliance concerns are identified. For CDBG capital projects, monitoring also includes compliance with regulatory agreement requirements.

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Action Plan
AP-15 Expected Resources
Introduction
The projects and activities included in the 2025- 2026 Action Plan are based on resources that are reasonably anticipated to be available to the City from July 1, 2025, through June 30, 2026. The actual resources available to support activities during the implementation of the remainder of the 2025- 2029 Consolidated Plan may vary significantly due to factors outside of the City’s control. For example, HUD formula grant allocations are subject to change each year based on several factors such as the amount of the national appropriation, changes in ACS population data applied to the CPD grant formulas, statutory changes to the grant programs, the addition or removal of entitlements receiving a particular grant, and the availability of reallocated funds.

For the 2025-2026 Program Year, the City anticipates it will receive $320,925 in CDBG funds, which will be allocated to eligible activities to be implemented from July 1, 2025 to June 30, 2026.
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Anticipated Resources
Table 57 - Expected Resources – Priority Table
Source of
Funds Uses of Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of Con Plan:
$
Narrative Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$

CDBG
Admin and Planning
Public Improvements
Public Services
$320,925.00 $0.00 $0.00 $320,925.00 $1,283,700.00
The expected amount
available for the remainder
of the Consolidated Plan
period assumes level
funding in future years.

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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied As a jurisdiction with substantial housing and community development needs, Goleta understands that it may be advantageous for the City to use CDBG funds to leverage appropriate federal, state, local, and private resources, including but not limited to those listed below:

Federal Resources
• Continuum of Care (CoC) Program
• Emergency Solutions Grants (ESG), as pass-through from the State • HUD Veterans Affairs Supportive Housing (HUD-VASH)
• Supportive Housing for the Elderly (Section 202)
• Supportive Housing for Persons with Disabilities (Section 811) • Federal Low-Income Housing Tax Credit (LIHTC) Program State Resources
• State Low-Income Housing Tax Credit Program
• Permanent Local Housing Allocation (PLHA)
• CalHome Program
• Multifamily Housing Program (MHP)
• CalHFA Single and Multi-Family Program
• Mental Health Service Act (MHSA) Funding
• Justice Assistance Grant (JAG) Program
• Homeless Emergency Aid Program (HEAP)
• Project Roomkey
Local Resources
• Housing Authority of the County of Santa Barbara (HASBARCO) • General fund
Private Resources
• Federal Home Loan Bank Affordable Housing Program (AHP) • Community Reinvestment Act Programs
• People’s Self-Help Housing
• Private contributions

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HOME Match Requirements
The City does not receive HOME as part of its entitlement allocation. The amount of matching, is therefore, not applicable to Goleta.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City owns a variety of public facilities that serve Goleta residents. Over the next five years, the City proposes to target a significant portion of its CDBG funding to enhancing its public facilities and infrastructure in predominantly low - and moderate- income neighborhoods that need revitalization. As such, the City is committed to exploring opportunities to leverage these publicly owned sites in combination with CDBG funds to maximize the impact of limited public funding to meet high priority community needs.

Discussion
During the 2025-2026 Program Year, the City anticipates that these funds will be leveraged with other public and private funding. Along with leveraged dollars, the City expects to invest approximately $320,925 of CDBG funds during the program year on public services, as well as public facility and infrastructure improvement activities that promote suitable living environments.
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AP-20 Annual Goals and Objectives
Goals Summary Information
Table 58 – Goals Summary
Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator

1 Public Services 2025 2026
Non-Housing
Community
Development
Citywide
Expand public services
for LMI youth, seniors,
and residents with
special needs

Prevent and reduce
homelessness
CDBG: $48,138.00
Public service activities other
than Low/Mod Income Housing
Benefit:
453 Households / 1,130 Persons
Assisted
2 Capital
Improvements 2025 2026
Non-Housing
Community
Development
CDBG Eligible
Areas
Improve public facilities
and infrastructure

Address material
barriers to accessibility
CDBG: $208,602.00
Public facility or infrastructure
activities other than Low/Mod
Income Housing Benefit:
2,360 Persons Assisted
3 Program
Administration 2025 2026 All Citywide All CDBG: $64,185.00 Other: 1

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Goal Descriptions
1 Goal Name Public services
Goal
Description
Expand and support a comprehensive network of public services that address the critical needs of low- and moderate-income youth, seniors, and residents with special needs. These programs are intended to promote safety, stability, and self- sufficiency for underserved populations and prevent crises such as homelessness and ameliorate the effects of poverty. 2 Goal Name Capital improvements
Goal
Description
Invest in the rehabilitation, expansion, or development of public facilities and infrastructure that serve low- and moderate-income residents. Improvements may include parks, youth and senior centers, emergency shelters, sidewalks, street lighting, and other critical infrastructure that enhances neighborhood safety, accessibility, and quality of life. Priority will be given to projects that serve predominantly low- and moderate-income areas, or residents presumed under HUD regulations to be low- and moderate-income such as seniors, severely disabled adults, survivors of domestic violence, and residents experiencing homelessness. Where possible, improvements will remove material and architectural barriers to accessibility, in compliance with the ADA.
3 Goal Name Planning and Administration
Goal
Description
Ensure the effective, timely, and compliant administration of the CDBG program in accordance with HUD policy and federal regulations. Activities include overall program oversight, planning, performance evaluation, reporting, and coordination with community stakeholders to ensure resources are aligned with community needs and priorities.

Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b).

Not applicable.

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AP-35 Projects
Introduction
To address the high priority needs identified in the 2025- 2029 Consolidated Plan, the City of Goleta will invest CDBG funds in projects that provide public services to low - and moderate-income households and improve the City’s public facilities and infrastructure.

Together, these projects will address the housing and community development needs of residents.

Projects
Table 59 – Project Information
Project Name

1 Public Services
2 Capital Improvements
3 Program Administration

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Based on the Strategic Plan, the City is allocating 100 percent of its CDBG funds (excluding program administration) for program year 2025- 2026 toward projects and activities that benefit low- and moderate-income households. Due to the nature of certain activities to be undertaken, investments in public facilities and infrastructure improvements may be limited to the designated CDBG Low- and Moderate -Income Areas (LMA) while other activities benefit low- and moderate-income clientele and are available citywide.

The primary obstacles to meeting the underserved needs of low - and moderate-income residents include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low -income households, and the lack of availability of home improvement financing in the private lending industry. To address these obstacles, the City is investing CDBG funds through the 2025-2026 Action Plan in projects that provide public services to low- and moderate-income households and improve public facilities and infrastructure.

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AP-38 Project Summary
Project Summary Information
1 Project Name Public Services
Target Area Citywide
Goals Supported Public Services
Needs Addressed
Expand public services for low- and moderate-income youth, families, and residents with special needs &
Prevent and reduce homelessness
Funding CDBG: $48,138
Description
Provide a range of public services that address the critical needs of low- and moderate-income residents, including at-risk youth, families, and residents with special needs . These programs are intended to promote safety, stability, and self- sufficiency for underserved populations and prevent crises such as homelessness and ameliorate the effects of poverty.

Target Date 6/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
453 households / 1,130 persons assisted
Location Description Citywide
Planned Activities LEAP: Family Resource Center (200 households) - $29,548 PSHH: Supportive Housing Program (253 households) - $18,590 2 Project Name Capital Improvements
Target Area CDBG Eligible Areas
Goals Supported Public Facilities and Infrastructure Improvements Needs Addressed Improve public facilities and infrastructure & Address material barriers to accessibility
Funding CDBG: $208,602
Description
Improve public facilities and infrastructure that serve predominantly low- and moderate-income areas, or residents presumed under HUD regulations to be low- and moderate-income such as seniors, severely disabled adults, survivors of domestic violence, and residents experiencing homelessness. Where possibl e, improvements will remove material and architectural barriers to accessibility, in compliance with the ADA.

Target Date 6/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
2,360 Persons assisted
Location Description CDBG Eligible Areas
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Planned Activities City of Goleta: Mathilda Park Improvements (2,360 Persons) - $208,602 3 Project Name Program Administration
Target Area Citywide
Goals Supported All
Needs Addressed All
Funding CDBG: $64,185
Description
Overall administration of the CDBG program which includes preparation and submission of the Annual Action Plan and CAPER, IDIS data input, provision of technical assistance, monitoring of all projects, and fiscal management.

Target Date 6/30/26
Estimate the
number and type of
families that will
benefit from the
proposed activities
N/A
Location Description Citywide
Planned Activities City of Goleta: CDBG Administration - $64,185

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AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed
Assistance will be primarily directed to activities that serve low - and moderate-income residents citywide. During the 2025- 2026 program year, one public facility and infrastructure project relies on the established low- and moderate-income area. Those are the CDBG-eligible portions of the Mathilda Park Improvements project.

The low- and moderate-income census tract/block groups are shown on the map included in Appendix B of this Consolidated Plan. Based on 2016-2020 American Community Survey (ACS) data, the City qualifies as an “exception grantee” with an exception threshold of

43.6%. This means that, for the purposes of the CDBG program, an area is considered low- and moderate-income if at least 43.6% of residents have household incomes at or below 80% of AMI. Consequently, CDBG -funded activities that qualify under the area benefit criteria must serve areas where at least 43.6% of residents are low- and moderate-income.

Geographic Distribution
Table 60 - Geographic Distribution
Target Area Percentage of CDBG Funds

1 Citywide 35%
2 CDBG Low- Mod Areas 65%

Rationale for the priorities for allocating investments geographically For the 2025 -2026 program year, the City will invest $320,925 of CDBG funds that will benefit low- and moderate-income residents throughout the City. Of this amount, $208,602, or 65%, of all resources will be invested in activities that exclusively benefit neighborhoods where at least 43.6% of residents are low- and moderate-income. Due to the nature of the activities to be undertaken, investments in activities such as the Mathilda Park Improvements project are limited to the CDBG eligible Low- and Moderate-Income Area (LMA), while other activities serve low - and moderate- income clientele are available citywide.

Discussion
The City of Goleta is allocating 100% percent of its non -administrative CDBG funds for program year 2025-2026 to activities that benefit low- and moderate-income residents.

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AP-85 Other Actions
Introduction:

In the implementation of the 2025 -2026 Annual Action Plan, the City will invest CDBG resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, reduce the number of poverty -level families, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

Actions planned to address obstacles to meeting underserved needs The primary obstacles to meeting the underserved needs of low - and moderate-income people include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low -income households, and the lack of home improvement financing in the private lending industry. To address these obstacles, the City is investing CDBG funds through the 2025-2026 Action Plan in activities that provide public services to low- and moderate-income residents and those that are homeless.

Actions planned to foster and maintain affordable housing During the 2025- 2026 program year, the City will invest CDBG funds to provide public services that will enable low- and moderate-income households to access resources that support their ability to maintain affordable housing. Due to the City’s limited resources, it will continue to explore opportunities to leverage its funds to preserve the supply of affordable housing.

Actions planned to reduce lead-based paint hazards
The Residential Lead Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing -based approaches. To reduce lead-based paint hazards, the City of Goleta will disseminate brochures provided by the U.S. Environmental Protection Agency to anyone seeking a permit or information for renovation of any property built prior to January 1, 1978.

Actions planned to reduce the number of poverty-level families The implementation of CDBG activities meeting the goals established in this Consolidated Plan will help to reduce the number of poverty-level families by:
• Providing public services designed to address the needs of at -risk youth, families, residents with special needs, and those experiencing homelessness • Improving public facilities and infrastructure to benefit residents in predominantly low- and moderate-income areas or those presumed under HUD regulations to be low- and moderate-income such as elderly and disabled adults In addition to these efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the 168

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Earned Income Tax Credit and Head Start provide pathways out of poverty for families who are ready to pursue employment and educational opportunities. Additionally, in California, the primary programs that assist families in poverty are CalWORKs, CalFresh (formerly food stamps) and Medi -Cal. Together, these programs provide individuals and families with employment assistance, subsidies for food, medical care, childcare and cash payments to meet basic needs such as housing, nutrition and transportation.

Actions planned to develop institutional structure
Goleta’s institutional delivery system is highly collaborative, well-structured, and equipped with experienced public and private sector partners. One of the key strengths of the system is the diverse network of service providers capable of leveraging CDBG funds to address affordable housing, public services, and community development needs. To enhance the effectiveness of the institutional delivery system and address service gaps, the City will collaborate with nonprofit agencies receiving CDBG funds through the 2025 -2026 Action Plan to ensure that the needs of low- and moderate-income residents are met as envisioned within the 2025-2029 Consolidated Plan.

Actions planned to enhance coordination between public and private housing and social service agencies
To enhance coordination between public and private housing and social service agencies, the City will continue consulting with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate-income residents in Goleta. With improvements in technology, the City will expand its outreach efforts to enhance coordination with public and private housing and social service agencies through social media platforms such Facebook, Twitter, Instagram, etc.

Discussion:

In the implementation of the 2025- 2026 Annual Action Plan, the City will invest CDBG resources to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, reduce the number of poverty -level families, develop institutional structure, and enhance coordination between public and private housing and social service agencies.

169

City of Goleta – 157 – 25-29 Consolidated Plan &
25-26 Action Plan

AP-90 Program Specific Requirements
Introduction:

In the implementation of programs and activities under the 2025-2026 Annual Action Plan, the City will follow all HUD regulations concerning the use of program income, forms of investment, and the overall low- and moderate-income benefit for the CDBG program.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan.
$0

3. The amount of surplus funds from urban renewal settlements $0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan $0

5. The amount of income from float-funded activities $0 Total Program Income: $0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. The City will meet this requirement over the 2025- 2026, 2026-2027, and 2027-2028 program years.
100.00%

170

APPENDIX A
Citizen Participation
171

APPENDIX B
Grantee Unique Appendices
172

APPENDIX C
SF-424, SF-424B, & Certifications
173
ATTACHMENT 2
Draft 2026–2027 Annual Action Plan
174

DRAFT

Program Year 2026-2027
Community Development
Block Grant (CDBG)
Action Plan

Draft for Public Review & Comment
Public Review Period – April 3 through May 4, 2026
Program Year – July 1, 2026 through June 30, 2027

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City of Goleta – i – 2026-27 Action Plan

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176
City of Goleta – ii – 2026-27 Action Plan

Table of Contents
Executive Summary ................................................................................................................. 1 AP-05 Executive Summary ................................................................................................... 1 The Process .............................................................................................................................. 5 PR-05 Lead & Responsible Agencies ................................................................................... 5 AP-10 Consultation ............................................................................................................... 6 AP-12 Citizen Participation ..................................................................................................21 Action Plan ..............................................................................................................................27 AP-15 Expected Resources ..................................................................................................27 AP-20 Annual Goals and Objectives ...................................................................................31 AP-35 Projects ......................................................................................................................33 AP-38 Project Summary ......................................................................................................34 AP-50 Geographic Distribution ...........................................................................................35 AP-75 Barriers to Affordable Housing ................................................................................36 AP-85 Other Actions ............................................................................................................38 AP-90 Program Specific Requirements ..............................................................................41

List of Tables
Table 1 - Strategic Plan Summary ........................................................................................... 3 Table 2 – Responsible Agencies .............................................................................................. 5 Table 3 - Agencies, groups, and organizations who participated ......................................... 8 Table 4 - Other local / regional / federal planning efforts .....................................................20 Table 5 - Citizen Participation Outreach .................................................................................22 Table 57 - Expected Resources – Priority Table .....................................................................28 Table 58 – Goals Summary .....................................................................................................31 Table 59 – Project Information ...............................................................................................33 Table 60 - Geographic Distribution ........................................................................................35

177
City of Goleta – iii – 2026-27 Action Plan

Version History
No. Summary of Changes
1 Published Draft for Public Comment: 4/03/26 Sent to HUD for Approval: TBD Conducted Public Hearing: 4/21/26 Approved by HUD: TBD
Original 2026-2027 Annual Action Plan.

2 Published Draft for Public Comment: Sent to HUD for Approval:

Conducted Public Hearing: Approved by HUD:

178
City of Goleta – 1 – 2026-27 Action Plan

Executive Summary
AP-05 Executive Summary
Introduction
On June 17, 2025, t he City of Goleta adopted the 2025 -2029 Consolidated Plan which established the framework for investing Community Development Block Grant (CDBG) funds received from the U.S. Department of Housing and Urban Development (HUD). The 2026-2027 Action Plan represents the second of five annual plans and outlines the specific projects, activities, funding allocations, and performance goals for the program year spanning July 1, 2026 through June 30, 2027.

Each year, the City receives CDBG funds through a formula- based allocation from HUD.

These funds are awarded to non-profit organizations, for-profit entities, and public agencies to support a variety of activities that align with the City’s Consolidated Plan goals and address the high priority needs of low- and moderate-income residents.

The City is also a member of the County of Santa Barbara HOME Consortium. The HOME Investment Partnerships (HOME) program is an additional HUD formula grant that provides funding to support affordable housing. The County administers the program and oversees HOME activities that occur in Goleta.

Community Development Block Grant (CDBG)
The CDBG program, established under the Housing and Community Development Act of 1974, is a flexible federal funding source designed to address a wide range of housing and community development needs. HUD evaluates the City’s Consolidated Plan and program performance based on three primary objectives: providing decent housing, creating suitable living environments, and expand ing economic opportunities for low - and moderate-income households. To qualify for CDBG funding, each activity must meet one of the following national objectives:
• Benefit low- and moderate-income persons
• Prevent or eliminate slums and blight
• Address an urgent community development need (usually the result of a natural disaster or public health emergency)
HOME Investment Partnerships (HOME)
The HOME program, established under the Cranston- Gonzalez National Affordable Housing Act of 1990, is the largest federal program dedicated to affordable housing development. Designed to increase the supply of safe and affordable housing for low- and moderate-income households, the HOME program is often implemented in collaboration with non-profit housing developers, public agencies, and private entities. Eligible activities supported by HOME funds include new construction, acquisition, and rehabilitation of affordable housing, homebuyer assistance programs, and tenant-based rental assistance. 179
City of Goleta – 2 – 2026-27 Action Plan

2026-2027 Program Year
For the 2026-2027 program year, the City anticipates receiving approximately $320,925 in CDBG funds. These funds will support eligible activities to be implemented from July 1, 2026 through June 30, 2027.
2026-2027 CDBG Activities

Capital Improvement Activities
City of Goleta: Community Center Pickleball Court ADA Improvements $256,740.00 Sub-Total: $256,740.00

Program Administration Activities
City of Goleta: CDBG Administration $64,185.00
Sub-Total: $64,185.00

CDBG TOTAL: $320,925.00

As of the date of the preparation of this draft document, HUD has not yet released the 2026- 2027 Annual Allocations. For this reason, HUD has advised the City to prepare this draft document utilizing the current year annual allocation and include “contingency provision” language detailing how the City will adjust its proposed Plan once the actual allocation amounts become known. As such, the following methodology shall be employed if the City’s 2026-2027 annual allocation changes.

Should the CDBG allocation be greater than $320,925:
• The CDBG Administration budget will be increased to fully utilize the 20% cap for administrative activities.
• Balance of funds will be added to the Community Center Pickleball Court ADA Improvements project.

Should the CDBG allocation be less than $320,925:
• The CDBG Administration budget will be reduced to be compliant with the 20% cap for administrative activities.
• Balance of funds will be deducted from the Community Center Pickleball Court ADA Improvements project.

180
City of Goleta – 3 – 2026-27 Action Plan

Summary of the objectives and outcomes identified in the Plan The 2025- 2029 Consolidated Plan is grounded in a comprehensive, data- driven needs assessment and market analysis, combined with insights gathered from residents, community organizations, and other local stakeholders. This approach ensures that CDBG funds are directed toward high priority needs that align with the City’s goals.

Based on this, the City has identified four high priority needs, which will be addressed through three goals over the five-year period. These goals establish a clear framework for the allocation of CDBG funds which ensures that federal investments produce measurable and sustainable outcomes. Each goal is tied to specific outcome indicators which allow the City to track progress, assess performance, and evaluate the impact of HUD- funded activities. The following table summarizes the goals, priority needs, and expected five-year outcomes.

Table 1 - Strategic Plan Summary
Goal Name Category Need(s) Addressed Five Year Goal Outcome Indicator

Public Services
Non-Housing
Community
Development
Expand public services for
LMI youth, seniors, and
residents with special needs

Prevent and reduce
homelessness
Public service activities other than
Low/Mod Income Housing Benefit:
453 Households / 1,130 Persons
Assisted
Capital Improvements
Non-Housing
Community
Development
Improve public facilities and
infrastructure

Address material barriers to
accessibility
Public facility or infrastructure
activities other than Low/Mod
Income Housing Benefit:
6,000 Persons Assisted
Planning &
Administration All All Other: 5

Evaluation of past performance
During the 2025-2026 program year, the City successfully utilized CDBG funds to complete a capital improvement project that advanced its strategic plan goals. The final accomplishments will be reported as part of the City’s Consolidated Annual Performance and Evaluation Report (CAPER).

The project generated tangible benefits for residents, particularly low - and moderate- income households, and reinforced the City’s commitment to strategic investment of federal resources. The progress achieved and lessons learned during the program year informed the priorities and implementation approach reflected in this Action Plan. 181
City of Goleta – 4 – 2026-27 Action Plan

Summary of citizen participation process and consultation process The Consolidated Plan regulations at 24 CFR Part 91 provide the citizen participation and consultation requirements for the development of the Consolidated Plan. Chief among those requirements is the need to consult with the Continuum of Care (CoC) to addr ess homelessness, Public Housing Authorities (PHA), business es, civic leaders, and public or private agencies that address housing, health, social service, victim services, employment, or education needs of low -income individuals and families, homeless individuals and families, youth and/or other persons with special needs. Information supplied by these community stakeholders, together with the data supplied by HUD resulted in a well - informed planning document that reflects the housing, community, and economic development needs and priorities for the City of Goleta over the next five years.

In accordance with the City’s Citizen Participation Plan (CPP), residents and stakeholders were able to participate in the development of the 2025- 2029 Consolidated Plan through surveys, community meetings, and public hearings. Efforts were made to encourage participation by low - and moderate -income persons, particularly those living in areas where HUD funds are proposed to be used, and by residents of predominantly low - and moderate-income neighborhoods. Efforts were made to encourage the participation of minorities and non- English speaking persons, as well as persons with disabilities. The consultation process included representatives of the CoC, PHA, and other specified groups who completed surveys, provided local data, and assisted the City to ensure practical coordination of strategies to maximize impact and to avoid duplication of effort.

Summary of public comments
As required by HUD regulations, all public comments received during the development of the 2026-2027 Action Plan are summarized in section PR-15 and Appendix A of this Plan.

Summary of comments or views not accepted and the reasons for not accepting them The City considered and incorporated all feedback received throughout the planning process. No public comments were disregarded.

Summary
The 2026-2027 Action Plan advances both Strategic Plan Goals identified in the 2025-2029 Consolidated Plan by allocating a total of $320,925 in CDBG funds toward eligible activities designed to promote suitable living environments and improve the quality of life for low- and moderate-income residents.

182
City of Goleta – 5 – 2026-27 Action Plan

The Process
PR-05 Lead & Responsible Agencies
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Table 2 – Responsible Agencies
Agency Role Name Department/Agency

CDBG Administrator City of Goleta Department of Neighborhood Services

Narrative
The City of Goleta’s Neighborhood Services Department serves as the lead agency for the administration and oversight of the CDBG program.

The Neighborhood Services Department ensures that CDBG investments align with community priorities, comply with HUD regulations, and are effectively managed to maximize impact. This includes planning, implementation, financial oversight, performance monitoring, and reporting. The department works closely with various stakeholders to administer funds in accordance with the City’s Consolidated Plan and Annual Action Plans.

To ensure strong governance and transparency, the City actively monitors funded activities, provides technical assistance to subrecipients, and conducts community engagement efforts to inform future funding priorities. This ongoing oversight ensures that CDBG funds are used to achieve measurable improvements throughout Goleta.

Consolidated Plan Public Contact Information
City of Goleta
Neighborhood Services Department
Grants Manager
130 Cremona Drive, Suite B
Goleta, CA 93117
(805) 690-5126
[email protected]

183
City of Goleta – 6 – 2026-27 Action Plan

AP-10 Consultation
Introduction
The City of Goleta conducted a comprehensive consultation process to ensure that the 2025-2029 Consolidated Plan reflects the needs and priorities of residents, service providers, and community stakeholders. In compliance with 24 CFR Part 91 , the City engaged a wide range of public and private agencies, regional planning entities, and service providers that support low - and moderate -income residents, special needs populations, and individuals experiencing homelessness. The goal of this process was to enhance coordination among local government agencies, non-profits, housing developers, businesses, and service organizations to create a cohesive strategy for improving housing affordability, public services, public facilities, and infrastructure. To facilitate the consultation process, the City solicited feedback through the following methods:
• Community Survey (web‐based and paper)
• Community meetings
• Stakeholder consultations
• Public hearings
• Receipt of written and oral comments
To gather the greatest breadth and depth of information, the City consulted with a wide variety of agencies, groups , and organizations concerning the housing, community, and economic development needs of the community.

Each of the agencies, groups , or organizations invited to consult and participate in the planning process is represented in Table 3. The input received from these consultations helped establish and inform the objectives and goals described in the Strategic Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City recognizes the importance of careful coordination and alignment among various stakeholders to maximize the effectiveness of the CDBG program. As a result, during the development of the Consolidated Plan, the City consulted with organizations that provide assisted housing, health services and other community -focused programs. Outreach efforts included surveys, invitations to community meetings, and follow -up interviews where appropriate.

The City further recognizes the importance of continued coordination and alignment during the upcoming five -year planning period with these organizations and agencies. The City will reinforce these partnerships through the implementation of the Notice of Funding Availability (NOFA) process for CDBG funds each year and through technical assistance provided to subrecipients.
184
City of Goleta – 7 – 2026-27 Action Plan

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness The Santa Maria/Santa Barbara County Continuum of Care (CoC) is comprised of a network of public, private, faith- based, for-profit, and non-profit service providers that collaborate to address homelessness and housing instability. The County of Santa Barbara, through its Housing and Community Development Division (HCD), serves as the Collaborative Applicant, Coordinated Entry System (CES) Lead Agency, and Homeless Management Information System (HMIS) Lead Agency for the CoC.

This collaborative structure supports a range of programs and services funded through federal, state, and local resources including street outreach, emergency shelters, permanent supportive housing, rapid re -housing, homelessness prevention, and supportive services. The City and CoC work in close partnership to ensure that housing and services are targeted, equitable, and responsive to the evolving needs of individuals and families experiencing homelessness, including chronically homeless persons, veterans, families with children, unaccompanied youth, and those at risk of homelessness.

Ongoing coordination occurs through public meetings such as the CoC Membership and Board, as well as through working groups, regional action plan teams, and elected officials forums. These collaborative spaces allow for broad stakeholder participation, including individuals with lived experience of homelessness, service providers, housing developers, healthcare partners, and local jurisdictions.

Through regular consultation with the CoC, the City of Goleta ensures that the Consolidated Plan reflects the needs of homeless populations and integrates with broader regional strategies. This partnership strengthens the City’s ability to coordinate resources, bridge service gaps, and achieve shared goals to reduce homelessness and support housing stability for all residents.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS Although not a direct Emergency Solutions Grant (ESG) entitlement community, the City consulted with a number of housing, social services, governmental , and other entities involved in housing and community development in the region. Through these consultations, the City identified the holistic needs of the community, including those for extremely low-income households and homeless persons, and how the City can continue to effectively coordinate with regional homeless service providers to best meet the needs of these populations. The CoC was consulted to discuss performance standards, outcome evaluation methodologies, and policies and procedures for the use of HMIS. 185
City of Goleta – 8 – 2026-27 Action Plan

Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities Table 3 - Agencies, groups, and organizations who participated 1 Agency/Group/Organization County of Santa Barbara
Agency/Group/Organization Type
Other Government – County; Regional Organization;
Planning Organization; Agency – Managing Flood
Prone Areas; Agency Management of Public Land or
Water Resources; Agency – Emergency Management;
Publicly Funded Institution/System of Care
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
2 Agency/Group/Organization City of Buellton
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
3 Agency/Group/Organization City of Carpinteria
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
4 Agency/Group/Organization City of Goleta
Agency/Group/Organization Type Other Government - Local; Planning Organization 186
City of Goleta – 9 – 2026-27 Action Plan

What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
5 Agency/Group/Organization City of Lompoc
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
6 Agency/Group/Organization City of Santa Barbara
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
7 Agency/Group/Organization City of Santa Maria
Agency/Group/Organization Type Other Government - Local; Planning Organization What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
8 Agency/Group/Organization City of Solvang
Agency/Group/Organization Type Other Government - Local; Planning Organization 187
City of Goleta – 10 – 2026-27 Action Plan

What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Homeless Strategy;
Non-Housing Community Development Strategy;
Anti-Poverty Strategy; Lead-based Paint Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
9 Agency/Group/Organization Housing Authority of the County of Santa Barbara (HASBARCO)
Agency/Group/Organization Type PHA; Assisted Housing; Housing What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Public Housing Needs How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
10 Agency/Group/Organization Legal Aid Foundation of Santa Barbara County Agency/Group/Organization Type Services – Housing; Services – Fair Housing; Civic Leader
What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
11 Agency/Group/Organization Santa Maria/Santa Barbara County Continuum of Care (CoC)
Agency/Group/Organization Type Continuum of Care; Regional Organization; Planning Organization
What section of the Plan was
addressed by Consultation? Homeless Needs Assessment; Homeless Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
12 Agency/Group/Organization Independent Living Resource Center 188
City of Goleta – 11 – 2026-27 Action Plan

Agency/Group/Organization Type Services – Persons with Disabilities What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
13 Agency/Group/Organization People’s Self-Help Housing Agency/Group/Organization Type Services – Housing; Services – Education; Services - Employment
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
14 Agency/Group/Organization Domestic Violence Solutions for Santa Barbara County
Agency/Group/Organization Type Services – Housing; Services – Children; Services – Victims of Domestic Violence;
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
15 Agency/Group/Organization Good Samaritan Shelter
Agency/Group/Organization Type Services – Housing; Services Homeless What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
16 Agency/Group/Organization People Assisting the Homeless (PATH) 189
City of Goleta – 12 – 2026-27 Action Plan

Agency/Group/Organization Type Services – Housing; Services – Homeless What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
17 Agency/Group/Organization Child Abuse Listening and Mediation (CALM) Agency/Group/Organization Type Services – Homeless; Services – Victims of Domestic Violence; Services - Children
What section of the Plan was
addressed by Consultation?
Homeless Needs; Non-Homeless Special Needs;
Non-Housing Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
18 Agency/Group/Organization Channel Islands YMCA
Agency/Group/Organization Type Services – Children; Services – Education; Services – Unaccompanied Youth
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
19 Agency/Group/Organization Meals on Wheels Santa Maria Valley Agency/Group/Organization Type Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
190
City of Goleta – 13 – 2026-27 Action Plan

20 Agency/Group/Organization Santa Maria Organization of Transportation Helpers (SMOOTH)
Agency/Group/Organization Type Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
21 Agency/Group/Organization Jodi House Brain Injury Support Center Agency/Group/Organization Type Services – Persons with Disabilities What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
22 Agency/Group/Organization CommUnify
Agency/Group/Organization Type Services – Housing; Services – Elderly Persons What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis; How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
23 Agency/Group/Organization Community Action Partnerships of SLO County (CAPSLO)
Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
24 Agency/Group/Organization Planned Parenthood of Central Coast 191
City of Goleta – 14 – 2026-27 Action Plan

Agency/Group/Organization Type Services – Health
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
25 Agency/Group/Organization Habitat for Humanity of Santa Barbara Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
26 Agency/Group/Organization Community Partners in Caring Agency/Group/Organization Type Services – Elderly
What section of the Plan was
addressed by Consultation?
Housing Needs Assessment; Non-Homeless Special
Needs
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
27 Agency/Group/Organization Santa Barbara Community Housing Corporation Agency/Group/Organization Type Services – Housing
What section of the Plan was
addressed by Consultation? Housing Needs Assessment; Market Analysis How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
28 Agency/Group/Organization New Beginnings
Agency/Group/Organization Type Services – Housing; Services – Homeless; Services – Homeless Veterans
192
City of Goleta – 15 – 2026-27 Action Plan

What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
29 Agency/Group/Organization Pacific Pride Foundation
Agency/Group/Organization Type Services – Persons with HIV/AIDS; Services – Homeless
What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
30 Agency/Group/Organization Sarah House
Agency/Group/Organization Type Services – Persons with HIV/AIDS; Services – Health What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
31 Agency/Group/Organization University of California, Santa Barbara Agency/Group/Organization Type Services – Education; Services – Employment; Publicly Funded Institution/System of Care
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy; Market Analysis
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
32 Agency/Group/Organization Santa Barbara County Workforce Development Board
193
City of Goleta – 16 – 2026-27 Action Plan

Agency/Group/Organization Type Services – Employment; Business Leaders; Civic Leaders
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy; Market Analysis
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
33 Agency/Group/Organization Court Appointed Special Advocates of Santa Barbara County
Agency/Group/Organization Type Child Welfare Agency; Services – Children; Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
34 Agency/Group/Organization Federal Emergency Management Agency (FEMA) Agency/Group/Organization Type
Agency – Managing Flood Prone Areas; Agency –
Emergency Management; Other government -
Federal
What section of the Plan was
addressed by Consultation? Hazard Mitigation
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
35 Agency/Group/Organization Federal Communications Commission Agency/Group/Organization Type Agency – Narrowing the Digital Divide; Other government - Federal
What section of the Plan was
addressed by Consultation? Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
194
City of Goleta – 17 – 2026-27 Action Plan

consultation or areas for
improved coordination?
selected departments through surveys, meetings,
and email.
36 Agency/Group/Organization CA Department of Housing and Community Development
Agency/Group/Organization Type Other – State Government; Planning Organization What section of the Plan was
addressed by Consultation? Housing Needs Assessment
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
37 Agency/Group/Organization California Technology Office Agency/Group/Organization Type Services – Narrowing the Digital Divide What section of the Plan was
addressed by Consultation? Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
38 Agency/Group/Organization United Boys & Girls Club
Agency/Group/Organization Type Services – Children; Services – Education What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
39 Agency/Group/Organization Foodbank of Santa Barbara County Agency/Group/Organization Type Services – Children; Services – Elderly; Services - Health
What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
195
City of Goleta – 18 – 2026-27 Action Plan

40 Agency/Group/Organization Alliance for Pharmaceutical Access Agency/Group/Organization Type Services - Health
What section of the Plan was
addressed by Consultation? Non-Housing Community Development Strategy How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
41 Agency/Group/Organization North County Rape Crisis & Child Protection Center Agency/Group/Organization Type Services – Victims of Domestic Violence; Services - Children
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs Assessment;
Non-Housing Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
42 Agency/Group/Organization The Salvation Army
Agency/Group/Organization Type Services – Homeless
What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
43 Agency/Group/Organization Fighting Back Santa Maria Valley Agency/Group/Organization Type Services – Homeless; Services - Children What section of the Plan was
addressed by Consultation?
Homeless Needs – Chronically homeless, families
with children, veterans, unaccompanied youth;
Homeless Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
44 Agency/Group/Organization Family Service Agency of Santa Barbara County 196
City of Goleta – 19 – 2026-27 Action Plan

Agency/Group/Organization Type Child Welfare Agency; Services – Children; Services – Elderly; Services – Persons with Disabilities
What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
45 Agency/Group/Organization Isla Vista Youth Projects dba LEAP Agency/Group/Organization Type Services – Children; Services – Education What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
46 Agency/Group/Organization Santa Barbara County Association of Governments Agency/Group/Organization Type
Services – Narrowing the Digital Divide; Services –
Broadband ISP; Regional Organization; Planning
Organization
What section of the Plan was
addressed by Consultation?
Non-Housing Community Development Strategy;
Broadband
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.
47 Agency/Group/Organization Santa Barbara Neighborhood Clinics Agency/Group/Organization Type Services – Health; Health Agency; What section of the Plan was
addressed by Consultation?
Non-Homeless Special Needs; Non-Housing
Community Development Strategy
How was the
Agency/Group/Organization
consulted and what are the
anticipated outcomes of the
consultation or areas for
improved coordination?
To obtain a comprehensive assessment of the needs
and priorities within the community, the
Consolidated Plan process included consultation and
engagement with residents, service providers, and
selected departments through surveys, meetings,
and email.

197
City of Goleta – 20 – 2026-27 Action Plan

Identify any Agency Types not consulted and provide rationale for not consulting The City maintains a list of agencies, organizations and other stakeholders that have expressed an interest in the City’s CDBG program and invited representatives from each entity to participate at multiple points in the planning process. All agencies were strongly encouraged to attend community meetings and participate in surveys.

Any agency or organization that was not consulted and would like to be included in the City’s list of stakeholders, the agency or organization may contact the Neighborhood Services Department at (805) 690-5126 or via email at [email protected].

Other local/regional/state/federal planning efforts considered when preparing the Plan Table 4 - Other local / regional / federal planning efforts Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan?

Continuum of Care
County of Santa Barbara,
Housing and Community
Development
Consultation with the CoC indicates that
the City’s Consolidated Plan goals are
consistent with the CoC’s strategies.

Housing Element City of Goleta
The goals included in the Consolidated
Plan are consistent with the Housing
Element policies and objectives.

Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l)) To enhance coordination among the CoC, public, and assisted housing providers and private and governmental health, mental health and service agencies, the City invited each of these entities to provide input on the needs of the community in the development of this Consolidated Plan.

The Neighborhood Services Department works with subrecipients of CDBG funds to ensure a coordinated effort among service agencies in the region to address the needs of Goleta residents, including but not limited to chronically homeless individuals and families, families with children, veterans and their families, unaccompanied youth, and persons who were recently homeless but now live in permanent housing. To promote economic opportunities for low -income residents, the City coordinates with subrecipients, s ocial service agencies, businesses, and housing developers to ensure that where there are job opportunities for low -income individuals in connection with HUD -assisted projects, information is disseminated through appropriate channels consistent with the ob jectives of Section 3 of the Housing and Community Development Act of 1968.

198
City of Goleta – 21 – 2026-27 Action Plan

AP-12 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal setting The City of Goleta conducted a comprehensive citizen participation process to ensure that the 2025-2029 Consolidated Plan accurately reflects community needs and priorities. The public engagement process was designed in accordance with the City’s Citizen Participation Plan (CPP) and HUD regulations (24 CFR 91.105), ensuring that residents, local organizations, and community stakeholders had meaningful opportunities to participate in shaping the City’s housing and community development strategies.

The Neighborhood Services Department led outreach efforts, emphasizing broad public engagement, particularly among low - and moderate- income residents, individuals with disabilities, racial and ethnic minorities, non- English-speaking populations, and public housing residents. The City also actively consulted with local and regional institutions, businesses, developers, non-profit and faith-based organizations, the Continuum of Care (CoC), and the Public Housing Agency (PHA) to ensure a coordinated and holistic approach to addressing housing and community development needs.

To identify and prioritize community needs, the City developed and distributed a survey to gather input on housing, community, and economic development needs. The survey was available in English and Spanish, accessible online and in paper format, and posted at various public facilities to maximize participation. In addition, the City hosted a community meeting on October 21, 2024 where residents and stakeholders participated in interactive discussions and provided feedback on local housing and community development needs.

In compliance with 24 CFR 91.105(e)(1)(ii), the City conducted two public hearings at different stages of the planning process. The first public hearing was convened on September 16, 2025 and focused on reviewing program performance. A draft of the 2024- 2025 Consolidated Annual Performance and Evaluation Report (CAPER) was made available for public review from September 4, 2025 to September 22, 2025.

Subsequently, the City made the draft 2026-2027 Action Plan available for public review and comment from April 3, 2026, to May 4, 2026. Residents were invited to review the draft documents and to attend the Public Hearing on April 21, 2026, or submit written comments concerning the housing and community development needs, proposed projects and activities, as well as proposed strategies and actions for affirmatively furthering fair housing.

199
City of Goleta – 22 – 2026-27 Action Plan

Citizen Participation
Table 5 - Citizen Participation Outreach
Mode of Outreach Target of Outreach Summary of
Response/attendance
Summary of
Comments received
Summary of comments
not accepted and
reasons
URL
(If applicable)

1 Internet Outreach Non-targeted/broad
community
The Resident Survey was
available online and in paper
format at various public
facilities from October through
December 2024. The City
advised residents and
stakeholders of the availability
of the survey via email,
posting on social media
channels, and announcements
on the City website.

The purpose of the
survey was to allow all
residents and
stakeholders the
opportunity to provide
their assessment of the
level of need in Goleta
for a variety of housing,
community and
economic development
activities.

In total, 437 residents
and 45 stakeholders
completed the survey.

All survey responses
were accepted and
incorporated into the
survey results.

N/A
2 Public Meeting Minorities
Persons with
disabilities
Non-targeted/broad
community
Community Meeting on
October 21, 2024, at 6:00 pm
at the Goleta Valley
Community Center.

Stakeholders and
residents in attendance
participated in
interactive discussions
on priority housing and
community
development needs.

All comments were
accepted.

N/A
200
City of Goleta – 23 – 2026-27 Action Plan

3 Newspaper Ad Non-targeted/broad
community
Notice of the 15-day public
review and comment period
for the draft 2023-2024
Consolidated Annual
Performance and Evaluation
Report (CAPER). The Public
Notice was published on
September 5, 2024, and
invited interested parties to
review the draft document.

Residents and stakeholders
were also invited to a public
hearing to provide oral
comments.

Two written comments
were received. One
commenter expressed
concern regarding the
allocation of funds,
noting that more was
budgeted for program
administration than for
public services. Another
commenter, a recipient
of assistance,
expressed gratitude for
the City’s support.

All comments were
accepted.

N/A
4 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on September
17, 2024, to receive comments
on high priority housing and
community development
needs and strategies.

No comments were
received.

No comments were
received.

N/A
5 Internet Outreach Non-targeted/broad
community
Notice of Funding Availability
(NOFA) inviting stakeholders
to submit applications for
CDBG funds.

No comments were
received.

No comments were
received.

N/A
201
City of Goleta – 24 – 2026-27 Action Plan

6 Public Meeting Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public meeting on February
27, 2025, to receive comments
at the Human Services
Standing Committee
regarding the proposed
activities for the 2025-2026
Action Plan.

No comments were
received.

No comments were
received.

N/A
8 Newspaper Ad Non-targeted/broad
community
Notice inviting residents and
stakeholders to a public
hearing to provide comments
concerning priorities for
funding allocation and the
strategies the City should
pursue in the 2025-2029
Consolidated Plan and 2025-
2026 Action Plan.

No comments were
received.

No comments were
received.

N/A
9 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on May 6, 2025,
at 5:30 pm to receive
comments on the draft 2025-
2029 Consolidated Plan and
2025-2026 Annual Action Plan.

No comments were
received.

No comments were
received.

N/A
202
City of Goleta – 25 – 2026-27 Action Plan

10 Newspaper Ad Non-targeted/broad
community
Notice of the public hearing
for the final 2025-2029
Consolidated Plan, 2025-2026
Action Plan, and Citizen
Participation Plan. The Public
Notice invited residents and
stakeholders to attend and
provide oral comments.

No comments were
received.

No comments were
received.

N/A
11 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on June 17,
2025, at 5:30 pm to adopt the
2025-2029 Consolidated Plan,
2025-2026 Action Plan, and
Citizen Participation Plan, and
authorize its submission to
HUD.

No comments were
received.

No comments were
received.

N/A
12 Newspaper Ad Non-targeted/broad
community
Notice of the public hearing
for the draft Substantial
Amendment to the 2025-2029
Consolidated Plan. The Public
Notice invited residents to
review the amended
documents and provide
written comments or attend
the public hearing and provide
oral comments.

TBD TBD N/A
13 Public Hearing Minorities Public hearing on April 21, 2026, at 5:30 pm to adopt the

TBD TBD N/A
203
City of Goleta – 26 – 2026-27 Action Plan

Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Substantial Amendment to the
2025-2029 Consolidated Plan
and authorize its submission
to HUD.
14 Newspaper Ad Non-targeted/broad
community
Notice of the public hearing
for the draft 2026-2027 Action
Plan. The Public Notice invited
residents to provide written
comments or attend the public
hearing and provide oral
comments.

TBD TBD N/A
15 Public Hearing Minorities
Persons with
disabilities
Non-targeted/broad
community
Residents of Public
and Assisted
Housing
Public hearing on April 21,
2026, at 5:30 pm to adopt the
2026-2027 Action Plan and
authorize its submission to
HUD.

TBD TBD N/A

204

City of Goleta – 27 – 2026-27 Action Plan

Action Plan
AP-15 Expected Resources
Introduction
The projects and activities included in the 2026- 2027 Action Plan are based on resources that are reasonably anticipated to be available to the City from July 1, 2026, through June 30, 2027. The actual resources available to support activities during the implementation of the remainder of the 2025- 2029 Consolidated Plan may vary significantly due to factors outside of the City’s control. For example, HUD formula grant allocations are subject to change each year based on several factors such as the amount of the national appropriation, changes in ACS population data applied to the CPD grant formulas, statutory changes to the grant programs, the addition or removal of entitlements receiving a particular grant, and the availability of reallocated funds.

For the 2026-2027 program year, the City anticipates receiving approximately $320,925 in CDBG funds. These funds will support eligible activities to be implemented from July 1, 2026 through June 30, 2027.

205

City of Goleta – 28 – 2026-27 Action Plan

Anticipated Resources
Table 6 - Expected Resources – Priority Table
Source of
Funds Uses of Funds
Expected Amount Available Year 2 Expected
Amount
Available
Remainder
of Con Plan:
$
Narrative Description Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$

CDBG Admin and Planning
Public Improvements $320,925.00 $0.00 $0.00 $320,925.00 $962,775.00 The expected amount
available for the remainder
of the Consolidated Plan
period assumes level
funding in future years.

206

City of Goleta – 29 – 2026-27 Action Plan

Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied As a jurisdiction with substantial housing and community development needs, Goleta understands that it may be advantageous for the City to use CDBG funds to leverage appropriate federal, state, local, and private resources, including but not limited to those listed below:

Federal Resources
• Continuum of Care (CoC) Program
• Emergency Solutions Grants (ESG), as pass-through from the State • HUD Veterans Affairs Supportive Housing (HUD-VASH)
• Supportive Housing for the Elderly (Section 202)
• Supportive Housing for Persons with Disabilities (Section 811) • Federal Low-Income Housing Tax Credit (LIHTC) Program State Resources
• State Low-Income Housing Tax Credit Program
• Permanent Local Housing Allocation (PLHA)
• CalHome Program
• Multifamily Housing Program (MHP)
• CalHFA Single and Multi-Family Program
• Mental Health Service Act (MHSA) Funding
• Justice Assistance Grant (JAG) Program
• Homeless Emergency Aid Program (HEAP)
• Project Roomkey
Local Resources
• Housing Authority of the County of Santa Barbara (HASBARCO) • General fund
Private Resources
• Federal Home Loan Bank Affordable Housing Program (AHP) • Community Reinvestment Act Programs
• Private contributions

207

City of Goleta – 30 – 2026-27 Action Plan

HOME Match Requirements
The City does not receive HOME as part of its entitlement allocation. The amount of matching, is therefore, not applicable to Goleta.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City owns a variety of public facilities that serve Goleta residents. Over the next five years, the City proposes to target a significant portion of its CDBG funding to enhancing its public facilities and infrastructure in predominantly low - and moderate- income neighborhoods that need revitalization. As such, the City is committed to exploring opportunities to leverage these publicly owned sites in combination with CDBG funds to maximize the impact of limited public funding to meet high priority community needs.

Discussion
During the 2026-2027 Program Year, the City anticipates that these funds will be leveraged with other public and private funding. Along with leveraged dollars, the City expects to invest approximately $320,925 in CDBG funds during the program year on public facility and infrastructure improvement activities that promote suitable living environments. 208

City of Goleta – 31 – 2026-27 Action Plan

AP-20 Annual Goals and Objectives
Goals Summary Information
Table 7 – Goals Summary
Goal Name Start
Year
End
Year Category Geographic
Area Needs Addressed Funding Goal Outcome Indicator

1 Capital
Improvements 2026 2027
Non-Housing
Community
Development
Citywide
Improve public facilities
and infrastructure

Address material
barriers to accessibility
CDBG: $256,740.00
Public facility or infrastructure
activities other than Low/Mod
Income Housing Benefit:
3,988 Persons Assisted
2 Program
Administration 2026 2027 All Citywide All CDBG: $64,185.00 Other: 1

209

City of Goleta – 32 – 2026-27 Action Plan

Goal Descriptions
1 Goal Name Capital improvements
Goal
Description
Invest in the rehabilitation, expansion, or development of public facilities and infrastructure that serve low- and moderate-income residents. Improvements may include parks, youth and senior centers, emergency shelters, sidewalks, street lighting, and other critical infrastructure that enhances neighborhood safety, accessibility, and quality of life. Priority will be given to projects that serve predominantly low- and moderate-income areas, or residents presumed under HUD regulations to be low- and moderate-income such as seniors, severely disabled adults, survivors of domestic violence, and residents experiencing homelessness. Where possible, improvements will remove material and architectural barriers to accessibility, in compliance with the ADA.
2 Goal Name Planning and Administration
Goal
Description
Ensure the effective, timely, and compliant administration of the CDBG program in accordance with HUD policy and federal regulations. Activities include overall program oversight, planning, performance evaluation, reporting, and coordination with community stakeholders to ensure resources are aligned with community needs and priorities.

Estimate the number of extremely low -income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b).

Not applicable.

210

City of Goleta – 33 – 2026-27 Action Plan

AP-35 Projects
Introduction
To address the high priority needs identified in the 2025- 2029 Consolidated Plan, the City of Goleta will invest CDBG funds in projects that improve the City’s public facilities and infrastructure. Together, these projects will address the housing, community, and economic development needs of low- and moderate-income residents.

Projects
Table 8 – Project Information
Project Name

1 Capital Improvements
2 Program Administration

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Based on the Strategic Plan, the City is allocating 100 percent of its CDBG funds (excluding program administration) for program year 2026- 2027 toward projects and activities that benefit low- and moderate-income households. Due to the nature of certain activities to be undertaken, investments in public facilities and infrastructure improvements may be limited to the designated CDBG Low- and Moderate -Income Areas (LMA) while other activities benefit low- and moderate-income clientele and are available citywide.

The primary obstacles to meeting the underserved needs of low - and moderate-income residents include lack of funding from federal, state and other local sources, the high cost of housing that is not affordable to low -income households, and the lack of availability of home improvement financing in the private lending industry. To address these obstacles, the City is investing CDBG funds through the 2026-2027 Action Plan in projects that improve public facilities and infrastructure.

211

City of Goleta – 34 – 2026-27 Action Plan

AP-38 Project Summary
Project Summary Information
1 Project Name Capital Improvements
Target Area CDBG Eligible Areas
Goals Supported Public Facilities and Infrastructure Improvements Needs Addressed Improve public facilities and infrastructure & Address material barriers to accessibility
Funding CDBG: $256,740
Description
Improve public facilities and infrastructure that serve predominantly low- and moderate-income areas, or residents presumed under HUD regulations to be low- and moderate-income such as seniors, severely disabled adults, survivors of domestic violence, and residents experiencing homelessness. Where possibl e, improvements will remove material and architectural barriers to accessibility, in compliance with the ADA.

Target Date 6/30/27
Estimate the
number and type of
families that will
benefit from the
proposed activities
3,988 Persons assisted
Location Description CDBG Eligible Areas
Planned Activities City of Goleta: Community Center Pickleball Court ADA Project (3,988 Persons) - $256,740
2 Project Name Program Administration
Target Area Citywide
Goals Supported All
Needs Addressed All
Funding CDBG: $64,185
Description
Overall administration of the CDBG program which includes preparation and submission of the Annual Action Plan and CAPER, IDIS data input, provision of technical assistance, monitoring of all projects, and fiscal management.

Target Date 6/30/27
Estimate the
number and type of
families that will
benefit from the
proposed activities
N/A
Location Description Citywide
Planned Activities City of Goleta: CDBG Administration - $64,185

212

City of Goleta – 35 – 2026-27 Action Plan

AP-50 Geographic Distribution
Description of the geographic areas of the entitlement (including areas of low -income and minority concentration) where assistance will be directed
During the 2026-2027 program year, assistance will be primarily directed to one public facility and infrastructure project that serves residents presumed under HUD regulations to be low- and moderate-income such as seniors and severely disabled adults.

The low- and moderate-income census tract/block groups are shown on the map included in Appendix B of this Consolidated Plan. Based on 2016-2020 American Community Survey (ACS) data, the City qualifies as an “exception grantee” with an exception threshold of

43.6%. This means that, for the purposes of the CDBG program, an area is considered low- and moderate-income if at least 43.6% of residents have household incomes at or below 80% of AMI. Consequently, CDBG -funded activities that qualify under the area benefit criteria must serve areas where at least 43.6% of residents are low- and moderate-income.

Geographic Distribution
Table 9 - Geographic Distribution
Target Area Percentage of CDBG Funds

1 Citywide 100%

Rationale for the priorities for allocating investments geographically For the 2026- 2027 program year, the City will invest $320,925 in CDBG funds that will benefit low- and moderate-income residents throughout the City. Of this amount, $256,740, or 80%, of all resources will be invested in activities that exclusively benefit residents presumed under HUD regulations to be low - and moderate-income such as seniors and severely disabled adults. Due to the nature of the activities to be undertaken, investments in activities such as the Goleta Community Center ADA Improvements project serve presumed low- and moderate-income clientele and are available citywide.

Discussion
The City of Goleta is allocating 100% percent of its non -administrative CDBG funds for program year 2026-2027 to activities that benefit low- and moderate-income residents.

213

City of Goleta – 36 – 2026-27 Action Plan

AP-75 Barriers to Affordable Housing
Introduction
Public policies can influence the availability and affordability of housing by shaping how and where residential development occurs. In Goleta, certain regulatory and market conditions can create challenges for the development and preservation of affordable housing. These challenges may include zoning and land use regulations, development standards, permitting processes, and the overall cost of development. While these policies serve important planning and community objectives, they may also affect the feasibility of producing housing that is affordable to low- and moderate-income households.

Unlike impediments to fair housing choice, which involve unlawful discriminatory practices, barriers to affordable housing typically arise from policies or market conditions that unintentionally constrain the production or preservation of affordable units.

Based on community engagement, the primary barriers to affordable housing in Goleta are the high cost of housing and the limited of financial resources available to support affordable housing development. Demand for affordable housing significantly exceeds the available supply, and the resources necessary to increase the production of affordable units remain limited relative to the scale of need.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment To overcome these obstacles, the City is implementing a coordinated strategy that combines targeted investment of financial resources with policy reforms set forth in the 2023-2031 Housing Element, adopted in 2023. The Housing Element establishes five overarching goals, implemented through 24 programs designed to facilitate the development of affordable housing and reduce governmental constraints where feasible.

One potential constraint relates to zoning and land use designations that limit the areas where higher-density residential development can occur. Only a limited portion of land in the City is zoned for residential densities of 20 or more units per acre, wh ich is generally considered the minimum density required for affordable housing development to be financially viable. To help address this issue, the City is implementing Housing Element Subprogram HE2.1(a) and HE2.1(g), which include amendments to the General Plan and Title 17 of the Municipal Code to increase maximum residential densities in certain locations.

Development standards may also influence housing feasibility. Requirements related to parking, open space, building height, and site design can affect the number of housing units that can be accommodated on a site and may increase overall development costs. For example, parking requirements may reduce the amount of land available for housing development, particularly for affordable housing projects that often serve households with lower rates of vehicle ownership. To address this issue, the City’s Housing Element 214

City of Goleta – 37 – 2026-27 Action Plan

Subprogram HE2.3(d) includes a zoning amendment to remove the requirement for a Major Conditional Use Permit for shared parking reductions.

In addition, the City is evaluating zoning provisions affecting mixed- use development. In some cases, requirements that link residential development to commercial floor area ratios may limit opportunities for residential development in mixed -use districts. To improve housing feasibility in these areas, Housing Element Subprogram HE2.1(g) includes a zoning amendment to reduce open space requirements for mixed-use projects.

Other development standards, such as height limits, minimum lot sizes, and site coverage requirements, can also affect the feasibility of housing development by limiting the number of units that can be constructed on a site. To address these constraints, Housing Element Subprogram HE2.1(h) includes revisions to Title 17 and the General Plan that would increase maximum building heights to 35 feet in selected zoning districts, which may support additional housing capacity while maintaining compatibility with surrounding development.

Through these actions, the City aims to reduce regulatory constraints, encourage housing production, and support the development of housing affordable to low - and moderate- income households.

Discussion
Collectively, these regulatory constraints and market conditions contribute to a housing environment where the supply of affordable housing remains insufficient to meet community needs. By implementing Housing Element programs, updating development standards, and strategically leveraging financial resources, the City is taking meaningful steps to improve housing opportunities and support the development and preservation of affordable housing for low- and moderate-income residents.

215

City of Goleta – 38 – 2026-27 Action Plan

AP-85 Other Actions
Introduction:

Through the implementation of the 2026–2027 Annual Action Plan, the City will utilize its limited CDBG resources to support activities that improve conditions for low - and moderate-income residents and neighborhoods. While the City receives a modest annual CDBG allocation, these funds play an important role in addressing community development needs by supporting public facility and infrastructure improvements that enhance neighborhood conditions and quality of life.

In addition to direct CDBG investments, the City works collaboratively with regional partners, nonprofit organizations, and other public agencies to address broader housing, social service, and community development needs. Together, these efforts help addr ess obstacles to meeting underserved needs, support housing stability, reduce exposure to environmental hazards such as lead -based paint, strengthen institutional capacity, and enhance coordination among housing and social service providers.

Actions planned to address obstacles to meeting underserved needs The primary obstacles to meeting the underserved needs of low - and moderate-income residents include the high cost of housing, limited financial resources available to support affordable housing development and preservation, and the overall scarcity of federal, state, and other local funding for community development activities.

Given the City’s limited CDBG allocation, the 2026–2027 Action Plan focuses on strategic investments in public facility and infrastructure improvements that benefit residents presumed to be low- and moderate-income under HUD regulations. These improvements help address underserved needs by enhancing the safety, accessibility, and quality of community infrastructure in areas where residents may have limited resources to address these needs independently.

The City will also continue to coordinate with regional agencies, nonprofit service providers, and other public entities to ensure residents have access to housing assistance, social services, and supportive programs funded through other federal, state, and local resources.

Actions planned to foster and maintain affordable housing Although the City’s limited CDBG resources are primarily directed toward public facility and infrastructure improvements, the City remains committed to fostering and maintaining affordable housing through a range of policy and planning initiatives.

In particular, the City continues to implement the programs identified in the 2023–2031 Housing Element, which include actions designed to facilitate the development of housing at a variety of affordability levels, remove regulatory constraints, and suppor t the preservation of existing affordable housing. These efforts include updates to zoning and 216

City of Goleta – 39 – 2026-27 Action Plan

development standards, incentives for affordable housing development, and coordination with regional housing providers and nonprofit organizations.

The City will also continue to monitor housing needs and pursue opportunities to leverage federal, state, and private resources that support the development and preservation of affordable housing within the community.

Actions planned to reduce lead-based paint hazards
The Residential Lead -Based Paint Hazard Reduction Act of 1992 (Title X) emphasizes prevention of childhood lead poisoning through housing -based approaches. To reduce lead-based paint hazards, the City of Goleta will disseminate brochures provided by the U.S. Environmental Protection Agency (EPA) to anyone seeking a permit or information for renovation of any property built prior to January 1, 1978. These materials help raise awareness of potential lead hazards and promote safe renovation practices that reduce exposure risks.

Actions planned to reduce the number of poverty-level families The implementation of CDBG activities meeting the goals established in this Consolidated Plan will help to reduce the number of poverty-level families by:
• Improving public facilities and infrastructure to benefit residents in predominantly low- and moderate-income areas or those presumed under HUD regulations to be low- and moderate-income such as elderly and disabled adults In addition to these efforts, mainstream state and federal resources also contribute to reducing the number of individuals and families in poverty. Federal programs such as the Earned Income Tax Credit and Head Start provide pathways out of poverty for families who are ready to pursue employment and educational opportunities. Additionally, in California, the primary programs that assist families in poverty are CalWORKs, CalFresh (formerly food stamps) and Medi -Cal. Together, these programs provide individuals and families with employment assistance, subsidies for food, medical care, childcare and cash payments to meet basic needs such as housing, nutrition and transportation.

Actions planned to develop institutional structure
Goleta’s institutional delivery system is highly collaborative, well-structured, and equipped with experienced public and private sector partners. One of the key strengths of the system is the diverse network of service providers capable of leveraging CDBG funds to address affordable housing, public services, and community development needs. To enhance the effectiveness of the institutional delivery system and address service gaps, the City will collaborate with stakeholders to ensure that the needs of low - and moderate- income residents are met as envisioned within the 2025-2029 Consolidated Plan. 217

City of Goleta – 40 – 2026-27 Action Plan

Actions planned to enhance coordination between public and private housing and social service agencies
To enhance coordination between public and private housing and social service agencies, the City will continue consulting with and inviting the participation of a wide variety of agencies and organizations involved in the delivery of housing and supportive services to low- and moderate-income residents in Goleta. With improvements in technology, the City will expand its outreach efforts to enhance coordination with public and private housing and social service agencies through social media platforms such Facebook, Twitter, Instagram, etc.

Discussion:

Although the City receives a relatively small annual CDBG allocation, it remains committed to using these resources strategically to improve conditions for low- and moderate-income residents. Through targeted investments in public facility and infrastructure improvements, implementation of Housing Element programs, and coordination with regional partners and service providers, the City continues to address community development needs.

218

City of Goleta – 41 – 2026-27 Action Plan

AP-90 Program Specific Requirements
Introduction:

In the implementation of programs and activities under the 2026-2027 Annual Action Plan, the City will follow all HUD regulations concerning the use of program income, forms of investment, and the overall low- and moderate-income benefit for the CDBG program.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $0

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan.
$0

3. The amount of surplus funds from urban renewal settlements $0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan $0

5. The amount of income from float-funded activities $0 Total Program Income: $0

Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. The City will meet this requirement over the 2025- 2026, 2026-2027, and 2027-2028 program years.
100.00%

219

APPENDIX A
Citizen Participation
220

APPENDIX B
Grantee Unique Appendices
221

APPENDIX C
SF-424, SF-424B, & Certifications
222
ATTACHMENT 3
Resolution No. 26-__ Entitled “A Resolution of the City Council of the City of Goleta, California, Designating the City Manager as the Certifying Officer for Purposes of the National Environmental Policy Act (NEPA) and 24 Code of Federal Regulations (CFR) Part 58”
223
RESOLUTION NO. 26-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

GOLETA, CALIFORNIA, DESIGNATING THE CITY MANAGER

AS THE CERTIFYING OFFICER FOR PURPOSES OF THE
NATIONAL ENVIRONMENTAL POLICY ACT (NEPA) AND 24
CODE OF FEDERAL REGULATIONS (CFR) PART 58

WHEREAS, the City of Goleta (City) receives federal financial assistance from the United States Department of Housing and Urban Development (HUD), including, but not limited to, Community Development Block Grant (CDBG) and Community Project Funding (CPF) grants; and

WHEREAS, pursuant to the National Environmental Policy Act (NEPA) and the implementing regulations set forth in 24 Code of Federal Regulations (CFR) Part 58, the City, as a responsible entity receiving HUD financial assistance, is required to a ssume responsibility for environmental review, decision-making, and action that would otherwise apply to HUD; and

WHEREAS, as a recipient of HUD financial assistance, the City serves as the responsible entity for HUD-funded projects within its jurisdictio n over which it has land use authority; and

WHEREAS, pursuant to 24 Code of Federal Regulations Section 58.13 and the certification requirements set forth in Section 58.71, the Certifying Officer of the responsible entity is deemed the “responsible Feder al official” for purposes of Section 102 of NEPA and related statutory provisions, and is thereby responsible for ensuring compliance with all applicable requirements of NEPA, the regulations implementing NEPA at 40 Code of Federal Regulations Parts 1500 through 1508, as amended, and 24 Code of Federal Regulations Part 58, including the related Federal authorities listed in Section 58.5 and 58.6; and

WHEREAS, in such capacity, the Certifying Officer represents the responsible entity, consents to the jurisd iction of the Federal courts for the enforcement of responsibilities under NEPA and related authorities, and shall ensure that the responsible entity reviews and comments on Environmental Impact Statements prepared for Federal projects that may affect the recipient’s program; and

WHEREAS, in accordance with HUD requirements, the Certifying Officer for the responsible entity is the official designated by formal resolution of the governing body; and

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF GOLETA, AS FOLLOWS:

224
@BCL@F01700B6Designation of the City Manager as Certifying Officer under 24 CFR Part 58

SECTION 1. Recitals.

The City Council hereby finds and determines that the foregoing recitals, which are incorporated herein by reference, are true and correct.

SECTION 2. Designation of Certifying Officer.

The City Council hereby designates the City Manager of the City of Goleta as the Certifying Officer for all HUD -assisted projects subject to 24 CFR Part 58, including, but not limited to, CDBG- and CPF-funded activities.

SECTION 3. Authority of Certifying Officer.

The City Manager, acting as Certifying Officer, is authorized to carry out the responsibilities of the responsible entity under NEPA, 24 CFR Part 58, and related federal environmental authorities, and to execute all certifications, findings, notices, Request s for Release of Funds (RROF), and other documents necessary to perform and complete the process for HUD-assisted projects.

SECTION 4. Certification.

The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this __ day of _____ 2026.

__________________________

PAULA PEROTTE
MAYOR

ATTEST: APPROVED AS TO FORM:

_________________________ __________________________
DEBORAH S. LOPEZ ISAAC ROSEN

CITY CLERK CITY ATTORNEY

STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA ) ss.
225
@BCL@F01700B6Designation of the City Manager as Certifying Officer under 24 CFR Part 58

CITY OF GOLETA )

I, DEBORAH S. LOPEZ, City Clerk of the City of Goleta, California, DO HEREBY CERTIFY that the foregoing Resolution No. 26-__ was duly adopted by the City Council of the City of Goleta a t a regular meeting held on the __ day of ______ 2026, by the following roll call vote of the Council:

AYES:

NOES:

ABSENT:

(SEAL)

_________________________
DEBORAH S. LOPEZ

CITY CLERK

226
ATTACHMENT 4
Presentation
227
Public Hearing to Consider Substantial
Amendment to 2025-2029 Consolidated
Plan and 2026-2027 Action Plan for the
Community Development Block Grant
(CDBG) Program
April 21, 2026
Cassidy Le Air, Senior Management Analyst
228
Background
The City receives an annual allocation of Community
Developmen
t Block Grant (CDBG) funds from the U.S.

Department of Housing and Urban Development (HUD)
Required Plans:
 Consolidated Plan: Five-year strategy for the investment of CDBG funds to addr
ess high-priority housing and community development
needs
 Action Plan: Annual projects and activities that will be implemented to meet the g
oals established in the Consolidated Plan
 Citizen Participation Plan: policies and procedures for involving the community in the planning and ev
aluation of HUD-funded programs
April 21, 2026 City Council Meeting 2
229
Development of Goals & Plans
Partnered with the County of Santa Barbara, the Cities of Lompoc and Sant
a Maria for Needs Assessment,
Community Outreach, and Community Needs Survey
In-person and virtual Community Workshops on Needs
Focus on Non-Housing Community Development Activities
April 21, 2026 City Council Meeting 3
230
Amended Consolidated Plan 2025-2029 Goals
Goal Needs Addressed Anticipated Resources Beneficiaries Public Services: Provide low- and moderate-
income y
outh, seniors, and residents with
special needs with a range of public services
necessary to prevent homelessness and
ameliorate the effects of poverty.
• Expand public services
f
or low- and moderate-
income youth, seniors,
and residents with
special needs
• Prevent and reduce
homelessness
$240,690 → $48,138
(decrease of $192,552)
5,650 → 1,130 persons assisted
Capital Improvements: Improve public
f
acilities and infrastructure to benefit
residents of predominantly low- and
moderate-income areas or those presumed
under HUD regulations to be low- and
moderate-income such as elderly and
disabled adults.
• Improve public facilities
and infr
astructure
• Address material
barrier
s to accessibility
$1,043,010 → $1,235,562
(increase of $192,552)
6,000 per
sons assisted
Planning & Administration: Provide for the
timely and c
ompliant administration of the
CDBG program in accordance with HUD
policy and federal regulations.
• All $320,925 N/
A
April 21, 2026 City Council Meeting 4
Amended figures reflect changes to Years Two through Five of the Five-Year Plan. Year One (PY 2025-2026) allocations are unchanged. 231
2026-2027 Annual Action Plan
April 21, 2026 City Council Meeting 5
Annual Allocation = $302,724*
Planning and Administration Costs:
$60,544
Capital Projects: $242,180
Americans with Disabilities Act
(ADA) Improvements at the Goleta
Valley Community Center Pickleball
Courts
Program Year 2026-2027 (July 1, 2026 through June 30, 2027) *Annual Allocations announced April 3, 2026
232
Recommendations
Conduct a public hearing to receive public input regarding the Draft 2026–2027 Annual Action Plan and
Substantial Amendment to the 2025–2029 Consolidated Plan; and Adopt the 2026–2027 Annual Action Plan and Substantial Amendment to the 2025–2029 Consolidat
ed Plan and authorize the City Manager, or designee, to submit the adopted plans to the U.S. Department of Housing and Urban Development (HUD), incorporating all public comments received through the close of the public review period and any revisions requested by Council prior to submission; and
Authorize the City Manager, or designee, to execute all necessary grant agreements, certifications, and
related documents required by HUD for the administration of the CDBG 2026–2027 Program Year; and
Authorize the appropriation of the 2026–2027 Community Development Block Grant (CDBG) progr
am funds of $302,724 as described in the Fiscal Impacts Section; and Adopt a Resolution designating the City Manager as the Certifying Officer for purposes of the National
Environmental Policy Act (NEPA) and 24 CFR Part 58 and authorizing the City Manager to carry out and complete the environmental review process and execute all related certifications and documents required for HUD-assisted projects subject to 24 CFR Part 58.

Month Day, Year City Council/Committee Meeting Name 6
233
7 Questions
and
Comments
234