Agenda Item C.1
DISCUSSION/ACTION ITEM
Meeting Date: May 5, 2026
TO: Mayor and Councilmembers
SUBMITTED BY: Luz “Nina” Buelna, Public Works Director
SUBJECT: Public Works Priority Setting Workshop – Fiscal Year 2026 -27 Annual Work Program
RECOMMENDATION:
Discuss work priorities and adopt the Annual Work Program for Fiscal Year 202 6-27 for the Public Works Department.
BACKGROUND:
The Public Works Annual Work Program pro vides a consistent and structured process for the Council to review and discuss the Department’s work commitments and staffing resources. It also creates an opportunity for individual Councilmembers to propose project ideas and for the Council to offer direction on the Public Works Department’s priorities for the upcoming fiscal year. The draft Fiscal Year (FY) 2026-27 Annual Work Program also summarizes work progress and accomplishments for the past fiscal year, FY 202 5-26, and lays the groundwork for the Department’s mid-cycle budget, which will be presented to Council during the upcoming mid-cycle budget workshops.
The City’s available budget and staffing resources are limited, while the number of potential citywide work efforts continues to grow. As a result, a structured priority-setting process is essential to help the City Council establish clear policy priorities.
DISCUSSION:
Purpose
The purpose of this workshop item is to update the Council on existing work commitments and recent accomplishments, and to provide the Council with an opportunity to discuss work priorities for the Public Works Department for the upcoming fiscal year. The Annual Work Program covers the work of the seven main divisions in the Department:
Administration, Traffic and Deve lopment Engineering, Street Lighting, Parks and Open Space, Capital Improvement, Streets Maintenance, and Environmental Services. The Annual Work Program reflects the core services of each division and the priority projects the division reasonably expects to achieve in the coming fiscal year. The Annual Work Program also lists long -range projects that exceed the division’s projected capacity for next fiscal year, but which staff will attempt to address as capacity becomes available or 1 Meeting Date: May 5, 2026
in future-year work pr ograms. Tentative completion dates for projects and deliverables are best estimates and should not be interpreted as a commitment.
The Annual Work Program establishes a regular mechanism for the Council to set the Department’s work priorities and provides an opportunity to discuss and refine work efforts for the coming year, as well as to identify potential future projects and programs.
Work efforts are prioritized based on available staffing, funding, and regulatory requirements. Certain projects, including regulatory compliance efforts and grant-funded projects, have defined schedules and obligations that limit the ability to adjust timelines.
As a result, any new or expanded work efforts may require deferring or reprioritizing discretionary projects to align with available resources.
On January 20, 2026, the City Council met to discuss establishing a Transportation Commission. Staff prepared a comprehensive report with four options for the Council’s consideration. City Council did not agree to establis h a Transportation Commission at that meeting, but directed staff to develop a community engagement effort focused on transportation and roadway priorities. In response, staff implemented the “Street Talk” program, which included a citywide survey, online engagement, and in-person and virtual community meetings. Input received through this effort is being incorporated into ongoing transportation planning efforts and will inform future project development and prioritization. This event was held on April 22, 2026, and was well-received by the public.
At the January 20, 2026, meeting, the Council also agreed they would discuss the Transportation Commission idea during Public Works’ Annual Work Program. The effort to establish the Commission is not currently shown in the Department’s proposed Work Program, but if Council decides to proceed, they should determine the priority for this effort (see Tables 8 and 9 for the Transportation and Engineering Division’s portion of the Public Works Annual Work Program).
Staffing and Budget Constraints
Setting work priorities must , of course, occur within the constraints of budget and available staffing. Goleta is still a small City with limited staff and finite resources. Given the large number of competing work priorities, the City must take care not to overcommit at any given time and instead adopt a measured approach to service delivery and project execution. Over time, much can be accomplished if available staffing resources are concentrated and projects are tackled sequentially. It is also important for the City to maintain some capacity in reserve to address unanticipated events and needs beyond the City’s control that inevitably arise in any given year, particularly in the Public Works Department.
In addition to planned work program items, the Department continues to respond to Council-directed initiatives and unanticipated operational needs throughout the year.
These efforts require reallocation of staff resources and may affect the timing of planned projects. As a result, any additional effort or changes in priorities may require deferring existing projects. Project delivery timelines are subject to available staffing, funding, regulatory requirements, and the level of ongoing operational and emergenc y response needs.
2 Meeting Date: May 5, 2026
GOLETA STRATEGIC PLAN:
City-Wide Initiative: 8. Enhance the Efficiency and Transparency of City Operations Strategic Goal: 8.2 Maintain transparency in all aspects of City Government
FISCAL IMPACTS:
The Annual Work Program for Fiscal Year 2026-27 is consistent with the current adopted budget with respect to existing positions and work commitments, including consultant resources. It also lays the groundwork for the second year of the current budget cycle, assuming a continuation of existing staff resources.
ALTERNATIVES:
The Council can direct staff to revise the Public Works Department FY 2026-27 Annual Work Program prior to adoption or choose not to adopt an Annual Work Program.
LEGAL REVIEW BY: Isaac Rosen, City Attorney
APPROVED BY: Robert Nisbet, City Manager
ATTACHMENTS:
1. Draft Fiscal Year 2026-27 Public Works Department Annual Work Program
2. Public Works Department Fiscal Year 2026-27 Work Program Presentation
3 ATTACHMENT 1
Draft Fiscal Year 2026-27 Public Works Department Annual Work Program 4 1
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
Public Works
Adopted May 5, 2026
5 2
FISCAL YEAR 2026-27 ANNUAL WORK PROGRAM
Public Works
Table of Contents
EXECUTIVE SUMMARY ................................................................................................. 4 Introduction and Purpose ............................................................................................. 4 Department Staffing and Organizational Structure ...................................................... 5 Workload Considerations ............................................................................................. 8 Administration ............................................................................................................... 10 Role of the Division .................................................................................................... 10 Core Services ............................................................................................................ 10 Key Accomplishments and Milestones ...................................................................... 11 Fiscal Year 2026-27 Projects/Programs ..................................................................... 12 Long Range Projects/Programs Contingent on Staff Capacity ................................... 13 TRANSPORTATION AND DEVELOPMENT ENGINEERING PROGRAM ................... 14 Role of the Division .................................................................................................... 14 Core Services ............................................................................................................ 15 Key Accomplishments and Milestones ...................................................................... 16 Fiscal Year 2026-27 Projects/Programs ..................................................................... 18 Long Range Projects/Programs Contingent on Staff Capacity ................................... 18 PARKS AND OPEN SPACE ......................................................................................... 19 Role of the Division .................................................................................................... 19 Core Services ............................................................................................................ 20 Key Accomplishments and Milestones ...................................................................... 21 Fiscal Year 2026-27 Projects/Programs ..................................................................... 22 Long Range Projects/Programs Contingent on Staff Capacity ................................... 22 CAPITAL IMPROVEMENT PROGRAM ........................................................................ 23 Role of the Division .................................................................................................... 23 Core Services ............................................................................................................ 23 Key Accomplishments and Milestones ...................................................................... 24 Fiscal Year 2026-27 Projects/Programs ..................................................................... 26 Long Range Projects/Programs Contingent on Staff Capacity ................................... 27 STREET LIGHTING ...................................................................................................... 27 6 3
Role of the Division .................................................................................................... 27 Core Services ............................................................................................................ 28 Key Accomplishments and Milestones ...................................................................... 28 Fiscal Year 2026-27 Projects/Programs ..................................................................... 29 Long Range Projects/Programs Contingent on Staff Capacity ................................... 29 STREET MAINTENANCE ............................................................................................. 30 Role of the Division .................................................................................................... 30 Core Services ............................................................................................................ 30 Key Accomplishments and Milestones ...................................................................... 31 Fiscal Year 2026-27 Projects/Programs ..................................................................... 32 Long Range Projects/Programs Contingent on Staff Capacity ................................... 33 ENVIRONMENTAL SERVICES .................................................................................... 34 Role of the Division .................................................................................................... 34 Core Services ............................................................................................................ 34 Key Accomplishments and Milestones ...................................................................... 35 Fiscal Year 2026-27 Projects/Programs ..................................................................... 36 Long Range Projects/Programs Contingent on Staff Capacity ................................... 37 Street Talk Outreach and Engagement (Council-Directed Effort) .................................. 38 Street Talk Outreach and Survey Summary .............................................................. 40 Street Talk Community Meeting Summary ................................................................ 41
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EXECUTIVE SUMMARY
Introduction and Purpose
The Fiscal Year (FY) 2026 -27 Annual Work Program outlines the key projects, ongoing programs, and staffing resources for the Public Works Department providing a comprehensive view of departmental priorities and capacity for the upcoming fiscal year.
This document serves two primary purposes:
To inform the City Council of current and proposed work efforts, enabling strategic input and prioritization.
To guide department staff in aligning their work with the City’s Mission Statement, Core Values, and Strategic Plan.
Snapshot of FY 2026–27 Work Program:
Total FTEs: 41
Divisions: 7
Major Themes or Priorities for the Year:
o Development Engineering
Processing private development projects, coordinating with Santa Barbara County on projects affecting City infrastructure, and enforcing City engineering standards, conditions of approval, and right -of-way requirements. Ongoing work includes updating engineering standards to address regulatory changes and ensure development -related impro vements are consistent with City requirements and long-term infrastructure performance.
o Delivery of Capital Improvement Program (CIP) Projects Advancing major capital projects currently in design and construction, including Project Connect, the San Jose Creek Multipurpose Path, Cathedral Oaks Crib Wall Repair Phase I and II Project , and continued delivery of transportation, drainage, and public infrastructure improvements. Additional projects include the and other projects within the adopted Capital Improvement Program
o Pavement and Infrastructure Maintenance
Implementing the Pavement Management Program and delivering annual pavement and concrete projects to maintain roadway conditions and extend asset life.
o Transportation Safety and Mobility
Advancing projects and programs focused on traffic safety, circulation, and multimodal improvements, consistent with adopted policies and standards.
o Regulatory Compliance and Environmental Programs
Managing stormwater, environmental, and regulatory requirements, in cluding mandated reporting and program implementation.
o Council-Directed Initiatives and Community Engagement 8 5
Delivering efforts such as Street Talk and other Council-directed priorities that require coordination, outreach, and staff resources outside of t he core work program.
o Operational Support and Service Delivery
Maintaining day-to-day Public Works operations, including daily maintenance of the Splash Pad at Jonny D. Wallis Park, responses to service requests, emergency response, and interdepartmental coordination.
Core Work Program (Subject to Funding)
Management and delivery of approximately 10 Capital Improvement Program (CIP) projects currently programmed in the City’s adopted CIP. Ongoing maintenance of the City’s streets, sidewalks, storm drain infrastructure, signage, and public right-of-way to ensure safe and reliable transportation facilities. Hazardous fuel reduction and trail maintenance at Ellwood Mesa , consistent with adopted resource management plans and ongoing safety efforts. Monitoring and coordination of County and regional agency projects that impact City infrastructure and right -of-way to ensure protection of City assets and consistency with City standards.
Expansion of the urban forestry program , including increased tree planting, enhanced maintenance cycles, and canopy expansion efforts. Transportation planning studies and pilot safety improvements, such as corridor evaluations, traffic calming concepts, or multimodal safety enhancements, that are not currently funded in the adopted Capital Improvement Program. Additional environmental stewardship projects at Ellwood Mesa or other open space areas, including restoration or habitat enhancement activities. Street tree replacement and young tree establishment program, including planting, watering, and early care to support long-term canopy health.
Department Staffing and Organizational Structure
Staff capacity is a key factor in determining what work the Department can take on. Many projects are multi-year efforts and require ongoing resources. New projects can only be added if additional staffing is approved.
Generally, the Annual Work Program prioritizes the use of City staff. Consultants and contractors are engaged only when internal capacity is fully committed, when specialized skills or technical expertise are needed, or when one-time or short-term projects exceed the capacity of available staff . The use of outside consultants is limited by budget constraints and managers' capacity to oversee both staff and consultant work effectively.
When fully staffed, the Department includes 41 full -time equivalent (FTE) positions : 39 full-time staff and 4 part-time positions (0.5 FTE each). There are currently f ive (5) vacancies in the department . The department's positions are further detailed in Table 1 below. Figure 1 below shows the department's organizational structure. 9 6
Table 1: Department Current Staffing Levels
Division FULL TIME AND PART TIME
POSITION TITLE
FTE
Administration Public Works Director 1.0
Administration Assistant Public Works Director 1.0
Administration Management Assistant 1.0
Administration Management Analyst 1.0
Administration PW Business & Admin. Manager 1.0
Transportation & Development Engineering Principal Civil Engineer 1.0 Transportation & Development Engineering Senior Engineer 1.0 Transportation & Development Engineering Assist/Assoc Engineer 1.0 Transportation & Development Engineering Project Manager 1.0 Transportation & Development Engineering PW Inspector 1.0 Transportation & Development Engineering Senior Engineering Technician 1.0 Parks & Open Space Parks & Open Spaces Manager 1.0
Parks & Open Space Management Analyst 1.0
Parks & Open Space Administrative Assistant 1.0
Parks & Open Space Public Works Supervisor 1.0
Parks & Open Space Lead Maintenance Worker 1.0
Parks & Open Space Maintenance Worker II 2.0
Parks & Open Space Maintenance Worker I 2.0
Parks & Open Space Maintenance Assistant (hourly) 0.5
Capital Improvement Program Principal Civil Engineer 2.0 Capital Improvement Program Project Manager 2.75
Capital Improvement Program Associate Engineer 1.0
Capital Improvement Program Senior Office Specialist 1.0 Capital Improvement Program Intern (2-hourly) 1.0
Street Lighting Project Manager 0.25
Street Maintenance Street Maintenance Manager 1.0
Street Maintenance Administrative Assistant 1.0
Street Maintenance Public Works Supervisor 1.0
Street Maintenance Lead Maintenance Worker 1.0
Street Maintenance Maintenance Worker II 2.0
Street Maintenance Maintenance Worker I 2.0
Street Maintenance Maintenance Assistant (hourly) 0.5
Environmental Services Environmental Services Manager 1.0 Environmental Services Environmental Services Specialist 1.0 Environmental Services Project Manager 1.0
Environmental Services Administrative Assistant 1.0
TOTAL FTEs 41.0
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Figure 1: Public Works Department Organizational Chart
Public Works
Director
Public Works
Business &
Administration
Manager
Management
Analyst
Administrative
Assistant (OC -
Env Svcs)
Administrative
Assistant (OC -
POS)
Administrative
Assistant (OC -
Street Maint)
Senior Office
Specialist (OC -
CIP)
Principal Civil
Engineer -
Transportation and
Engineering
Associate
Engineer
Project
Manager
Associate
Engineer
Assistant/Asso
ciate
Engineering
Technician
Principal Civil
Engineer -
Construction
Public Works
Inspector (OC)
Environmental
Services Manager
Project
Manager
Environmental
Services
Specialist
Assistant Public
Works Director
Parks & Open
Space Manager
Management
Analyst
Public Works
Supervisor
Lead
Maintenance
Worker
Maintenance
Worker II
Maintenance
Worker II
Maintenance
Worker I
Maintenance
Worker I
Public Works
Manager
(Street
Maintenance)
Street
Lighting (0.25
FTE)
Public Works
Supervisor
Lead
Maintenance
Worker
Maintenance
Worker II
Maintenance
Worker II
Maintenance
Worker I
Maintenance
Worker I
Principal
Civil Engineer
- CIP
Project
Manager
Associate
Engineer
Project
Manager
Project
Manager
Management
Assistant
OC= Operationally Controlled
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Workload Considerations
The Public Works Department continues to deliver a broad range of critical services while advancing a complex and active work program with a total of 41.0 FTEs. In addition to delivering capital improvement projects and emergency repairs, the Department provides essential day -to-day services including en croachment permitting, traffic engineering support, roadway and pedestrian infrastructure maintenance, and maintenance of parks, open space, and the urban forest.
Public Works staff serve as first responders for infrastructure-related incidents, consistent with federal emergency management frameworks that recognize public works as an essential response function. Staff respond to traffic incidents, roadway hazards, s torm events, and other emergencies to protect public safety and maintain access throughout the City. This includes clearing debris, addressing infrastructure failures, and implementing traffic control and road closures as needed. These response efforts occ ur at all hours, including nights, weekends, and holidays, and are a core component of the Department’s responsibilities.
In addition to planned work, the Department supports Council -directed initiatives, City Manager assignments, interdepartmental coordination, and regulatory requirements that arise throughout the year. These efforts are not included in the adopted work prog ram and require redirecting staff time and resources from planned projects.
The Department’s workload remains dynamic, balancing planned project delivery with immediate response needs, ongoing public service demands, and additional Council - directed efforts.
Council-Directed Efforts Outside of Work Program
Following City Council direction at the January 21, 2026, City Council meeting on the Traffic Advisory Structure Evaluation Report, staff was directed to develop a public outreach campaign focused on transportation priorities and pavement. In response to this direction, staff conducted the Street Talk outreach effort to gather community input on transportation priorities, safety, mobility, CIP prioritization, and pavement. This effort required coordination across multiple divisions and allocation of staff resources outside of the adopted work program. The outcome of this effort will inform potential next steps, including consideration of a Transportation Commission or Committee. Currently, development of an advisory body remains a long-range effort contingent on City Council direction and available staff capacity.
Additional information on Street Talk outreach is provided at the end of this document.
The following items represent unanticipated or ongoing efforts in Fiscal Year 2025/26 that required staff time and coordination outside of the adopted work program.
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Project / Effort Division(s)
Traffic Advisory Structure Evaluation Report
(TASER)
Administration / Transportation &
Development Engineering
Berkeley Street Tree Plantings Administration / Street Maintenance / Parks & Open Space
Street Talk Outreach and Engagement Administration / Transportation & Development Engineering
No Camping Signage Coordination and
Oversight
Transportation & Development
Engineering / Street Maintenance
Special Event Support and Traffic Control
Development and Coordination Multiple Divisions
Right-of-Way Coordination and Due
Diligence, including Title, Survey, and Offers
of Dedication Review
Administration / Transportation &
Development Engineering
Local Coastal Development Permit Review
and Coordination
Transportation & Development
Engineering
General Services Standby and
Interdepartmental Support Multiple Divisions
Emergency Response and Storm Event
Operations
Administration / Street Maintenance /
Parks & Open Space
FEMA Documentation and Reimbursement
Coordination Administration/ CIP
County Development Project Review and
Coordination
Transportation & Development
Engineering
Train Depot Maintenance and Coordination Street Maintenance / Administration/ Parks & Open Space
Litigation and Claims Coordination and
Records Research Support Administration / Multiple Divisions
These efforts are completed alongside the Department’s core responsibilities an d adopted work program. As these items are not programmed in advance, they require reprioritization of staff time and resources. Work is prioritized based on public safety, regulatory requirements, and Council and City Manager direction.
As a result, the following planned work program items have experienced delays due to the need to accommodate unplanned efforts, Council -directed initiatives, and ongoing operational responsibilities:
Project / Effort Division(s)
Engineering Standards Update Transportation & Development Engineering
2026 Concrete Project Transportation & Development
Engineering / Street Maintenance
Five-Year Pavement Program Administration / Street Maintenance/ CIP Five-Year Concrete Program Administration/ Street Maintenance/ CIP Splash Pad Parks & Open Space
Street Tree Removal Replacement Street Maintenance / Parks & Open 13 10
Program Space
Master Plan for Traffic Signal
Management
Transportation & Development
Engineering
Ellwood Beach Drive Drainage Repair
(9119) CIP / Environmental Services
Storm Drain Master Plan Administration/ CIP/ Environmental Services
Street Lighting, Stormwater, and Solid
Waste Fee Study Administration / Environmental Services
The Department continues to advance these items as resources allow. Delivery timelines are dependent on available staffing capacity, funding, and the level of ongoing unplanned or emergent work.
ADMINISTRATION
Role of the Division
The Administration Division provides department -wide oversight for financial management, personnel administration, contracts, and coordination with City leadership.
The Division supports all Public Works operations through budget development, reporting, and administrative services, while ensuring compliance with City procedures and regulatory requirements.
Department administration and operational oversight
Budget development, financial management, and reporting Accounts payable, procurement, and contract administration Grant management and reimbursement coordination
Personnel management, recruitment, and staff support
Coordination with City departments, agencies, and external partners City Council and Commission support, including staff reports and presentations
Through proactive leadership, financial stewardship, and interdepartmental coordination, the Administration Division strengthens the Public Works Department’s ability to deliver high-quality infrastructure and essential services to the community.
Core Services
Table 2 outlines the Administration Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work . This section is intended to capture the foundational activities that support the Department’s mission and contribute to citywide operations and goals.
Please note that this table focuses on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
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Table 2: Core Services
Division management, including supervision, staffing, and performance evaluations Preparation, review, and coordination of City Council and Commission staff reports, presentations, and meetings
Budget development and financial oversight, including operating and CIP budgets, invoices, purchase orders, and progress payments
Management of department contracts, agreements, and consultant services Grant management, reimbursement coordination, and compliance tracking Coordination of Public Records Act requests and City Assist inquiries Claims and litigation coordination and support, including document preparation and legal coordination
Recruitment support and personnel administration
Development and maintenance of departmental policies and procedures Interdepartmental coordination and external agency coordination Preparation and implementation of the Annual Work Program Records management and document control
Coordination of developer deposits and financial tracking Notice of Claim coordination
Interdepartmental coordination and external agency coordination
Key Accomplishments and Milestones
Over the past year, the Administration Division has pointed to several complete and near- complete initiatives, as shown in Table 3 below.
Table 3: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Conducted 4 safety meetings for
the department annually Ongoing 5.4 N/A
Conducted monthly lunch and
learns to enhance employee
learning
Ongoing 9.1 N/A
Preparation for and resource
gathering for storm/emergency
response
Ongoing 7.1 Neighborhood
Services
Focus groups with department
staff for efficiencies and goal-
setting
Ongoing 8.3 N/A
Vendor management and
oversight of invoice conformance
with agreements
Ongoing 8.3 N/A
Creation of an internal budget
model for department fiscal
planning and review
Completed 3.1 N/A
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40 City Council staff reports
reviewed and uploaded to
Legistar in 2025
Ongoing N/A N/A
1,003 documents uploaded and
routed by department
administrative staff in DocuSign
Ongoing N/A N/A
Assist in hiring/filling 8 vacant
Department positions Ongoing N/A Human
Resources
Approximately 1,511
invoices/receipts processed in
2025
Ongoing 3.1 N/A
Oversight of the department's
seven divisions Ongoing N/A N/A
Coordination with Finance staff
for logistics and approval
mapping of the new InCode
invoice module
Completed 3.1 Finance
56 Public Records Act Requests
Coordinated for Department Ongoing 8.3 City Clerk
Managed 24 Notices of Claims Ongoing N/A Human
Resources/Risk
1,170 City Assist inquiries and
closeouts for the department in
2025
Ongoing 8.1 N/A
Mid-Year Budget and Fee
Schedule updates In Progress 8.2 Finance
FY 26-27 Annual Work Program
presentation and adoption In Progress 8.2 City Manager
Fiscal Year 2026-27 Projects/Programs
The Administration Division’s initiatives for FY 202 6-27 are listed in Table 4 below in priority order.
Table 4: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Preparation of the Two-
Year Budget and Annual
Work Program
June 2027 8.2
Finance/ City
Manager’s
Office
2. Coordinate, review and
upload reports for City
Council
Ongoing N/A N/A
3. Coordinate, review,
upload, and facilitate Ongoing N/A N/A
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PTAC meetings
4. Assist in hiring of vacant
positions Ongoing N/A Human
Resources
5. Maintain a master list of
expenditures, contracts,
and grant tracking
Ongoing N/A N/A
6. Oversee and approve
department invoices in
InCode
Ongoing 3.1 N/A
7. Oversee and approve
documents for signature
in DocuSign
Ongoing N/A N/A
8. Coordinate purchasing
agreements and
contracts
Ongoing 8.2 N/A
9. Coordinate departmental
records management Ongoing 8.3 City Clerk
10. Organization of the
department, including
updates on current
procedures and policies
Ongoing 8.3 N/A
11. Develop an evaluation
log and track due dates
and submissions of
employee evaluations.
In Progress 9.1 N/A
12. Develop and maintain a
Public Works
onboarding program
In Progress 8.3 N/A
13. Coordination with
outside stakeholders Ongoing 9.3 N/A
14. Vendor management
and oversight of invoice
conformance with
agreements
Ongoing 8.3 N/A
15. Oversight and review of
grant reimbursement
requests
Ongoing 3.1 Finance
16. Oversight of City Assist
and department email
inquiries
Ongoing 8.1 N/A
17. Continuity of Operations
Manual (COOP) Update Ongoing 7.1 Neighborhood
Services
Long Range Projects/Programs Contingent on Staff Capacity
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The Administration Division’s potential long-range projects/programs are listed in Table 5 below.
Table 5: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
18. Municipal Code Updates TBD
19. Develop and maintain a Grants Management Program TBD
20. Develop and maintain process for Public Works
personnel items and performance evaluations TBD
21. Assess department record-keeping practices and
evaluate improvements TBD
22. Develop a key performance measure (KPI) program for Public Works TBD
TRANSPORTATION AND DEVELOPMENT ENGINEERING PROGRAM
Role of the Division
The Transportation and Development Engineering Division is responsible for infrastructure delivery, development engineering, and transportation systems within the City’s public right -of-way, including traffic operations, signal systems, and mobility programs.
Recent staffing additions have reduced reliance on consultants for transportation-related functions. Consultant support is now focused on specialized traffic engineering services, including traffic studies, data collection, signal systems, operations, and mobility programs.
The Development Engineering function has been delivered primarily through consultant services over the past two years, consistent with the service delivery model established in 2024. The Development Engineer is responsible for land development review, enforcement of City standards and conditions of approval, right -of-way and encroachment permitting, surveyi ng, land acquisition, floodplain management, and construction inspection and oversight. This support is required to maintain development review, permitting, and inspection services. Reductions to consultant funding would directly affect service delivery.
The Division also reviews and coordinates on development projects led by Santa Barbara County that affect City infrastructure and right -of-way. These efforts are not reimbursable and require staff and consultant resources.
The work of the Transportation and Development Engineering Division of the Department of Public Works generally includes:
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Development Engineering
1. Development review and coordination to ensure compliance with City engineering standards, conditions of approval, and regulatory requirements
2. Plan review of development and permit submittals to ensure materials, design, and construction meet City engineering standards
3. Encroachment permitting and right-of-way management for work within the public right-of-way
4. Right-of-Way Coordination and Due Diligence, including Title, Survey, and Offers of Dedication Review
5. Construction inspection and compliance enforcement for permitted work and development projects
6. Surveying and mapping to support public projects and development
7. Engineering standards dev elopment and updates to maintain consistency and protect City infrastructure
8. Underground Service Alert (Dig Alert) coordination
Transportation
9. Transportation planning and mobility programs, including long -range planning, active transportation, and traffic modeling
10. Traffic operations and signal system management, including signal timing, coordination, and maintenance oversight
11. Traffic control plan review and approval for development, encroachment permits, special events, and CIP projects
12. Review of CIP and development projects for traffic design, including striping, signage, and traffic control features
13. ADA Transition Plan implementation and asset management coordination
14. Traffic safety programs, including Vision Zero and traffic calming
15. Traffic concern response and field assessments
Core Services
Table 6 outlines the Transportation and Development Engineering Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work. This section is intended to capture the foundational activities that support the Department’s mission and contribute to citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 6: Core Services
DEVELOPMENT (LAND DEVELOPMENT)
Development review and coordination, including Santa Barbara County projects affecting City infrastructure
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Enforcement of City engineering standards, conditions of approval, and regulatory requirements
Encroachment permitting and right-of-way management
Construction inspection and compliance for development projects Surveying, land acquisition, and real property coordination Floodplain management and related regulatory coordination Underground Service Alert (DigAlert) coordination
Interdepartmental coordination and support
Supervision, professional development, and training
Personnel items and performance evaluations
Composing City Council staff reports and presentations and attending night meetings (Council and Commission)
Attend meetings, non-CIP related
Budgeting of Division, financial oversight, invoices, PO’s, progress payments Manage approximately fourteen (14) consultant agreements Response to public inquiries
Coordination with other jurisdictions and regulatory agencies Manage and update City Engineering Standards
Engineering Program reporting includes various pavement funding sources (RMRA, SB1, Gas Tax, Measure A, etc.)
Respond to DigAlert requests
TRANSPORTATION
Traffic operations and maintenance, including signals, signage, and pavement markings Transportation planning and mobility programs, including active transportation and traffic modeling
ADA Transition Plan implementation and updates
Traffic safety programs, including Vision Zero and traffic calming Traffic concern response and field assessments
Review of development and encroachment permits for traffic impacts Coordination with the County and other agencies on traffic signal maintenance and transportation agreements
Supervision, professional development, and training
Personnel items and performance evaluations
Composing City Council staff reports and presentations and attending night meetings (Council and Commission)
Attend meetings, non-CIP related
Budgeting of Division, financial oversight, invoices, PO’s, progress payments Manage approximately eight (8) consultant agreements
Response to public inquiries
Coordination with other jurisdictions and regulatory agencies Manage and update City Engineering Standards
Engineering Program reporting includes various pavement funding sources (RMRA SB1, Gas Tax, Measure A, etc.)
Key Accomplishments and Milestones
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Over the past year, the Transportation and Development Engineering Division can point to several complete and near-complete initiatives as shown in Table 7 below.
Table 7: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)/DIV
SS4A Grant – Vision Zero
Initiatives Spring 2026 5.6 N/A
Develop 5-year Pavement
Management Program
(2026-2030)
Spring 2026 5.3 CIP
Complete Nexus Study
and DIF Update Spring 2026 3.3 N/A
Develop Policies and
Guidelines to assist staff in
processing workflow
Ongoing 8.3 N/A
Establish Records
Management Standards Ongoing 8.3 N/A
Timely issued 153
Encroachment Permits and
86 Transportation Permits
Ongoing 5.3 N/A
Reviewed 191 traffic
control plans as a part of
encroachment permit
applications
Ongoing 5.3 N/A
Right-of-Way
Development Review and
Compliance Program
Ongoing 5.5 CIP
Provided engineering input
and comments on 20
active developments
Ongoing 5.5 N/A
Reviewed transportation
aspects of 20 development
projects
Ongoing 5.6 N/A
Investigated and
responded to 70
transportation-related
public requests (City
Assist)
Ongoing 5.6 N/A
Responded to 1,847
DigAlert Requests Ongoing 5.5 N/A
Encroachment Permit
Update and Pavement
Moratorium
Implementation
Spring 2026 5.3 N/A
21 18
Fiscal Year 2026-27 Projects/Programs
The Transportation and Development Engineering Division initiatives for FY 2026-27 are listed in Table 8 below in priority order.
Table 8: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Update City of Goleta
Engineering Design
Standards
Winter 2027 5.5 N/A
2. County Development
Projects Review Ongoing 5.1 N/A
3. Hollister Safety
Improvements - Storke
to Pebble Beach Dr.
(Project No. 9139)
Summer 2027 5.6 N/A
4. Vision Zero Initiatives Winter 2027 5.6 N/A
5. Develop 5-year
Concrete Management
Program (2026-2030)
Summer 2027 5.3 N/A
6. Storke Road Corridor
Study Summer 2028 5.6 N/A
7. Update to the Bicycle
Pedestrian Master Plan Winter 2028 5.6 N/A
8. Develop and Maintain
Safe Routes to School
Program
Winter 2028 5.6
9. Develop and Maintain
Neighborhood Traffic
Calming Program
Winter 2028 5.6
Long Range Projects/Programs Contingent on Staff Capacity
The Transportation and Development Engineering Division ’s potential long -range projects/programs are listed in Table 9 below.
Table 9: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
10. Develop Master Plan for traffic signal management TBD
11. Fairview Corridor Study (Fowler Road to Calle Real) TBD 22 19
12. Create and Maintain DigAlert Program TBD
13. Develop and Manage Floodplain Program TBD
14. Develop infrastructure-based maps that are available to the general public TBD
15. Develop a GIS-based program for archiving record
drawings, responding to public records requests TBD
16. Muni Code Updates TBD
17. Develop and Maintain Parking Restriction Program TBD
18. Develop and Maintain Transportation Demand
Development and Maintenance Program TBD
19. Develop and Maintain Pavement and Curb Markings
Maintenance Program TBD
20. Develop Policies and Guidelines to assist staff in processing workflow TBD
21. Establish Records Management Standards TBD
PARKS AND OPEN SPACE
Role of the Division
Role of the Division
The Parks and Open Space (P/OS) Division manages over 500 acres of developed parks, recreation facilities, natural areas, and sensitive habitats. The Division is responsible for park maintenance, habitat management, and implementation of adopted City plans, including the Urban Forest Management Plan, Community Wildfire Protection Plan, an d Creek and Watershed Management Plan.
The Division also manages facilities and projects that require specialized expertise and dedicated resources. The Jonny D. Wallis Neighborhood Park splash pad, the City’s first aquatic facility, requires technical ex pertise and dedicated staffing to ensure safe operations. The facility includes pumps, plumbing, and water treatment systems similar to a swimming pool and requires daily maintenance and chemical monitoring.
The Ellwood Mesa Monarch Butterfly Grove Projec t has been under construction since 2024 and requires ongoing staff coordination and oversight. Division staff manage technical consultants, grant requirements, field operations, and community outreach.
Maintenance staff, in coordination with UC Santa Barb ara and community volunteers, support trail maintenance, irrigation, planting, and habitat management. As a long -term City commitment, the project requires ongoing funding and staff resources to maintain habitat conditions, address wildfire risk, and support safe public access.
The City maintains 99 parcels comprising developed parks, open spaces, and natural 23 20
lands, including facilities such as playgrounds, courts, trails, and other infrastructure that require ongoing maintenance.
Maintenance is performed by City staff and specialized contractors and includes landscape maintenance, trash collection and disposal, habitat restoration, and facility upkeep. The Division also supports capital projects, including landscape improvements and habitat mitigation, with ongoing maintenance responsibilities following construction.
Seasonal work, including wildfire fuel reduction, requires significant staff resources and can impact routine maintenance and response to service requests. The Division continues to address deferred maintenance and expand urban forestry efforts, supported by a $1 million grant for tree inventory, planting, and public outreach.
Core Services
Table 10 outlines the P/OS Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work. This section is intended to capture the foundational activities that support the Department’s mission and contribute citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 10: Core Services
Supervision, training, and personnel management
Preparation of City Council and Commission staff reports, presentations, and meeting participation
Budgeting, financial oversight, invoices, purchase orders, and CIP budgets Consultant coordination and contract administration
Coordination wi th regulatory agencies and other jurisdictions, including permitting and environmental review
Grant applications, grant management, and reimbursement Response to public inquiries and service requests
Development of programs, initiatives, and operational improvements Maintenance and operations of parks, facilities, and amenities, including courts, skate park, fitness equipment, playgrounds, restrooms, picnic areas, and site furnishings Splash pad operations and maintenance at Jonny D. Wallis Neighborhood Park Landscape, turf, and irrigation system maintenance, repair, upgrades, and establishment, including mulch program
Maintenance of park infrastructure, including pathways, parking lots, lighting, and fencing Trash management, graffiti removal, vandalism repair, and hazardous material cleanup Regulatory and interpretive signage program
Annual fuel reduction and vegetation management
Open space and natural resource management, including trail maintenance, beach management, habitat stewardship, invasive species management, biological surveys, and monitoring
Lake Los Carneros dam management
24 21
Coordination with County Fire Department and property owner outreach Urban forest management, including hazardous and emergency tree removal, tree care and preventative maintenance, inventory, mapping, canopy analysis, and park tree master planning
Management of the Public Tree Advisory Commission
Key Accomplishments and Milestones
Over the past year, the P/OS Division has highlighted several complete and near-complete initiatives, as shown in Table 11.
Table 11: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Wildfire Risk Reduction at
Butterfly Grove/Ellwood
Mesa
Ongoing 1.3 N/A
Community Engagement
and Outreach (Ellwood
Monarch Butterfly
Management Plan)
Ongoing 1.3
City Manager’s Office,
Neighborhood
Services
Coordination with Statewide
Partners (Ellwood Monarch
Butterfly Management Plan)
Ongoing 1.3 N/A
Project
Construction/Implementation
Management (Ellwood
Monarch Butterfly
Management Plan)
Ongoing 1.3 N/A
Technical Team
Management (Ellwood
Monarch Butterfly
Management Plan)
Ongoing 1.3 N/A
Grant Management (Ellwood
Monarch Butterfly
Management Plan)
Ongoing 1.3 N/A
Continue Devereux Creek
restoration implementation
at the Goleta Butterfly Grove
(Creek & Watershed)
Ongoing 1.3 N/A
Open and operate a splash
pad at Jonny D. Wallis
Neighborhood Park
Ongoing 2.2 Neighborhood
Services
25 22
Fiscal Year 2026-27 Projects/Programs
The P/OS Division’s Initiatives for FY 2026-27 are listed in Table 12 below in priority order.
Table 12: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Operate and Maintain
Splash Pad Ongoing 2.2 N/A
2. Implement Ellwood
Monarch Butterfly
Habitat Management
Plan Phase 1
Ongoing 1.3 N/A
3. Urban Forest Canopy
Mapping and Analysis November 2027 1.3; 5.5; 8.4 N/A
4. Park Tree Planting
Master Plans June 2027 1.3; 2.2 N/A
5. Park Tree Maintenance
Program Ongoing 5.4 N/A
Long Range Projects/Programs Contingent on Staff Capacity
The P/OS Division’s potential long-range projects/programs are listed in Table 13 below.
Table 13: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
6. Lake Los Carneros Footbridge Demolition (Project No. 9132) TBD
7. City-wide Open Space Management and Maintenance
Plan TBD
8. Lake Los Carneros Master Plan Update TBD
9. Lake Los Carneros Dam Long Range Plan Phase 1 TBD
10. Ellwood Trails and Habitat Restoration Phase 1 (Project No. 9118) TBD
11. Ellwood Monarch Butterfly Habitat Management Plan
Phase 2 TBD
12. Parks and Open Space Signage Master Plan TBD
13. Urban Forest Management Plan (UFMP) Update TBD
14. Open Space Trails Maintenance Program On hold
15. Park Field Renewal and Irrigation System
Renovation On hold
16. Creek and Watershed Management Plan Priority Projects Implementation On hold
26 23
17. Invasive Plant Removal Program (CWMP) On hold
CAPITAL IMPROVEMENT PROGRAM
Role of the Division
The Capital Improvement Program (CIP) Division is responsible for delivering capital improvement projects identified in the City’s adopted 5-Year CIP, as well as other adopted plans and policy documents, including the General Plan and Bicycle and Pedestrian Master Plan. CIP staff manage the project delivery process, including conceptual design, environmental review, design, and construction, with phases adjusted to align with project scope and requirements.
Project delivery includes public outreach and City Council actions at key milestones, including approval of consultant agreements, adoption of environmental documents, authorization to advertise for bids, award of construction contracts, and acceptance of project completion. Staff also manage consultant contracts and grant applications.
The work of the CIP Division of the Department of Public Works is organized into the following categories:
1. CIP Development
a. Preliminary Project Cost Estimating
b. Project Prioritization
c. Project Budgeting
d. Annual CIP/General Plan Consistency Planning Commission Hearing e. Annual Measure A Program of Projects (POP) City Council Public Hearing
2. Apply, Manage, and Invoice for Grant Funding
3. Project Delivery Process
a. Conceptual Design Phase
b. Environmental Review Phase
c. Design phase, including Right-of-Way and Utility Coordination d. Construction Phase
4. Construction Management, Inspection, and Project Closeout
5. Manage Consultant Agreements and Construction Contracts
6. Public Outreach for CIP Projects
7. Provide Customer Service and Respond to CIP Related Requests
8. Respond to public records requests
9. Work on Non-CIP Items Related to the Division
Core Services
Table 14 outlines the CIP Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work. This section is intended to capture the foundational activities that support the Department’s mission and contribute citywide operations and goals.
Please note that this table focuses on planned, recurring work and does not include tasks 27 24
related to emergency response, unplanned events, or special projects.
Table 14: Core Services
ADMINISTRATIVE
Interdepartmental coordination and support
Supervision and Training
Personnel Items and Performance Evaluations
Composing City Council staff reports, presentations, and attending night Meetings (Council and Commissions)
Attend Meetings, non-CIP related
Budgeting of Division, Financial Oversight, invoices, PO, progress payments, CIP budgets Grant writing, management, and reimbursement invoicing
Stakeholder coordination with utilities, special districts, and neighboring agencies Public engagement, workshops, and outreach
Manage (40+) consultant agreements, contracts, and invoicing Respond to public inquiries regarding CIP projects
CIP Project Quality Assurance / Quality Control (QA/QC)
CIP DEVELOPMENT
CIP program development and reporting, including project budgeting, prioritization, and preparation of the Five-Year CIP and Annual Work Program Measure A Program of Projects (POP) and General Plan conformity reporting Grant and funding pursuits and coordination
Project management and delivery, including prel iminary design, environmental permitting, final design, and construction management and construction oversight Interagency coordination, including SBCAG, MTD, UCSB, County, City of Santa Barbara, Airport, and other stakeholders
Review and coordination of external agency projects and documents affecting City infrastructure
Non-CIP Items Related to the CIP Division
Sidewalk Infill and Improvements on S. La Patera (Train Depot) Urban Forest Management Plan
Update CIP projects web pages
Updating electronic filing system & organizing electronic project files utilizing Teams and SharePoint
Modify and finalize front end specifications (“Boilerplate”) for local and federal projects Modify and finalize quick quote bid proposal and agreement templates Standardize Request for Qualifications (RFQ) and Request for Proposal (RFP) documents for federal and non-federal funding
Coordination and Oversight with Miscellaneous Concrete Repair Program Coordination and Oversight of Pavement Rehabilitation Program Coordination on Neighborhood Services CIP projects
Pavement and concrete programs, including capital rehabilitation and maintenance
Key Accomplishments and Milestones
Over the past year, the CIP Division can point to several complete and near -complete initiatives as shown in Table 15 below.
28 25
Table 15: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Project Connect (Project No. 9002
& 9033) Construction Phases Spring 2027 6.1 N/A
San Jose Creek Bike Path –
Northern & Southern Extent
(Project No. 9006) – Construction
Phase
Spring 2027 6.1 N/A
San Jose Creek Fish Passage
(Project No. 9117) – Construction Fall 2028 5.1 N/A
Cathedral Oaks Cribwall Repair
Project (Project No. 9053) – Final
Design Phase
Summer 2026 5.3 N/A
Ellwood Beach Drive Drainage
Repair (Project No. 9119) –
Conceptual Design and
Environmental Review Phases
2027 5.5 N/A
Citywide Traffic Signal Upgrades
(Project No. 9083) – Construction
Phase
2027 5.5 N/A
Ellwood Mesa Monarch Butterfly
Habitat Management Plan
(Project No. 9112) Phase 1-
Construction and Maintenance
Phase
Ongoing 1.3 N/A
Ellwood Mesa Coastal Trails and
Habitat Restoration (Project No.
9118)- Design Phase
2027 1.3 N/A
Old Town South Fairview Avenue,
High Flow Trash Capture Devices
(Old Town Full Trash Capture
(Project No. 9107) – Conceptual
Design Phase
2026 5.5 N/A
Cathedral Oaks Culvert
Replacement – Conceptual
Design and Environmental
Review Phases
2026 5.5 N/A
Non-CIP items related to CIP
Division Ongoing N/A N/A
2025 Annual Arterial Pavement
Projects- Construction Phase Spring 2026 5.3 N/A
2025 Residential Arterial
Pavement Projects- Construction
Phase
Spring 2026 5.3 N/A
29 26
Cathedral Oaks Undercrossing
Wing Wall Repair – Design Phase Fall 2026 5.3 N/A
Fiscal Year 2026-27 Projects/Programs
The CIP Division’s initiatives for FY 2026-27 are listed in Table 16 below in priority order.
Table 16: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Project Connect (Project
No. 9002 & 9033)
Construction Phases
Spring 2027 6.1 N/A
2. San Jose Creek Bike Path
– Northern & Southern
Extent (Project No. 9006) –
Construction Phase
Spring 2027 6.1 N/A
3. San Jose Creek Fish
Passage (Project No.
9117) – Final Design
Phase
Fall 2028 5.1 N/A
4. Cathedral Oaks Cribwall
Repair Project (Project No.
9053) – Construction
Fall 2028 5.3 N/A
5. Residential Resurfacing
Project Ongoing 5.3 N/A
6. Arterial Pavement/
Concrete Project Ongoing 5.3 N/A
7. Ellwood Beach Drive
Drainage Repair (Project
No. 9119) – Conceptual
Design and Environmental
Review Phases
2027 5.5 N/A
8. Ellwood Mesa Monarch
Butterfly Habitat
Management Plan (Project
No. 9112) Phase 1-
Construction and
Maintenance Phase
Ongoing 1.3 N/A
9. Ellwood Mesa Coastal
Trails and Habitat
Restoration (Project No.
9118)- Design Phase
Ongoing 1.3 N/A
10. Old Town South Fairview
Avenue, High Flow Trash Ongoing 5.5 N/A
30 27
Capture Devices (Old
Town Full Trash Capture
(Project No. 9107) –
Conceptual Design Phase
11. Storm Drain Master Plan Ongoing 5.1 N/A
12. Develop Street Tree
Removal/Replacement
Program
Summer 2027 5.4 N/A
13. Non-CIP items related to
CIP Division Ongoing N/A N/A
14. Fee Study Street Lighting,
Stormwater, and Solid
Waste Programs
Ongoing 3.2 N/A
Long Range Projects/Programs Contingent on Staff Capacity
The CIP Division’s potential long-range projects/programs are listed in Table 17 below.
Table 17: Long-Range Projects/Program Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
15. Additional Pavement Rehabilitation (For PCI Goals) TBD
16. Goleta US 101 Overcrossing (Pedestrian/Bike Feasibility Study) TBD
17. Cathedral Oaks Undercrossing Wing Wall Repair TBD
18. Lake Los Carnero Footbridge Demolition TBD
19. Crosswalks on Hollister Ave at Magnolia Way (Project No. 9142) TBD
20. Citywide Open Space Management and Maintenance
Plan TBD
21. Citywide School Zones Signage, Striping, & Curb
Markings Evaluation (Project No. 9103) – Conceptual
Design Phase
TBD
22. RRFBs at Calle Real and Jenna Drive (Project No. 9125) - Conceptual Design Phase TBD
23. Annual Parking Lot Maintenance TBD
24. Storke Road/Hollister Avenue Transit, Bike/Ped, and Median Improvements (Project No. 9062) – Design and
ROW Phases
TBD
STREET LIGHTING
Role of the Division
31 28
The Public Works Street Lighting Division is responsible for maintaining the City of Goleta’s street lighting system, including ongoing maintenance, funding, energy costs, and overall management. The City purchased the majority of its streetlights from Southern California Edison (SCE) and is now responsible for maintaining over 1,400 Citywide streetlights. SCE still owns and mainta ins streetlights on wooden utility poles and streetlights with lease agreements with other utilities. The City completed a Capital Improvement Program (CIP) project converting streetlight fixtures from High -Pressure Sodium (HPS) to Light-Emitting Diode (LED) fixtures.
Core Services
Table 18 outlines the Street Lighting Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work . This section is intended to capture the foundational activities that support the Department’s mission and contribute to citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 18: Core Services
ADMINISTRATIVE
Budgeting oversight for Division, Financial Oversight, invoices, PO, progress payments Composing City Council staff reports, presentations, and attending night meetings (Council and Commission)
Attend Meetings, non-CIP related
City Assist/Managing resident inquiries, questions, and requests Management of one (1) agreement and invoicing
Request for Proposals
MAINTENANCE ACTIVITIES
Streetlight Maintenance Tracking and Management
Streetlight Regular Maintenance
Streetlight Emergency Maintenance
Key Accomplishments and Milestones
Over the past year, the Street Lighting Division can point to several complete and near - complete initiatives as shown in Table 19 below.
32 29
Table 19: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Managed streetlight
maintenance requests,
inquiries, and questions
Ongoing 5.5 N/A
Completed RFP for Street
Lighting, Stormwater, and
Solid Waste Fee Study,
selected vendor, and
initiated fee study project
In Progress 3.6 Finance
Fiscal Year 2026-27 Projects/Programs
The Street Lighting Division ’s initiatives for FY 202 6-27 are listed in Table 20 below in priority order.
Table 20: FY 2026-27 Projects/Programs
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTIN
G DEPT(S)
1. Street Light Master Plan to
Establish and Maintain
Streetlight Engineering
Design Standards
Ongoing 5.5 N/A
2. Street Light Division Fee
Study Ongoing 3.6 Finance
3. Establish streetlight wiring
identification protocol
(USA/DigAlert) and
respond to USA/DigAlerts
Ongoing 5.5 N/A
4. Establish, design, and
budget for a street lighting
installation/ replacement
program
Ongoing 5.5 N/A
Long Range Projects/Programs Contingent on Staff Capacity
The Street Lighting Division’s potential long-range projects/programs are listed in Table 21 below.
Table 21: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
5. Street Light Inventory Daytime and Nighttime Audits TBD
33 30
STREET MAINTENANCE
Role of the Division
The Street Maintenance Division is responsible for maintaining the City of Goleta’s 85 center-lane miles of roadway, 110 linear miles of sidewalks, curbs and gutters, street signs, approximately 8,000 right-of-way trees, signal lighting, bridges, street striping and markings, school crossings, storm drainage infrastructure, manholes, drainage inlets, median and right -of-way and shoulder landscape, irrigation, bike paths, delineation, street sweeping program, weed abatement, asphalt repairs, and heavy equipment. The street maintenance division's maintenance workers are skilled in various areas, as they are required to handle different types of maintenance repairs and emergency responses daily. The crew and staff are responsible for handling frequent priority shifts, given the heavy workload and large work area they maintain.
Core Services
Table 22 outlines the Street Maintenance Division’s core services, including routine responsibilities, ongoing programs, and essential day-to-day work . This section is intended to capture the foundational activities that support the Department’s mission and contribute to citywide operations and goals.
Please note, this table is focused on planned, recurring work and does not include tasks related to emergency response, unplanned events, or special projects.
Table 22: Core Services
ADMINISTRATIVE/MANAGEMENT
Interdepartmental coordination and support
Supervision and training
Personnel items and performance evaluations
Compose City Council and PTAC staff reports, presentations, and meeting attendance Attend Meetings, non-CIP related
Budgeting of Division, Financial Oversight, invoices, PO, and progress payments City Assist Response
Public Records Request response
Oversight of vegetation management for hazardous fuel reductions Management of approximately 12 division consultants/vendor agreements/contracts, and invoicing
Advertise Request for Proposals for division contract work Safety Training Schedule Support
Participate in monthly Homeless Regional Action Plan meetings General Oversight – Public Right of Way Management
Management of Division Budget
Tree Maintenance Management of approximately 8,000 street trees Median Landscape Management
Right of Way Project Management
34 31
Traffic Signal Response Support
Maintenance Programs Management
Overtime Management
Emergency Response Management
PTAC Management Support
Street Sweeping Supervision
Cleaning and oversight of City Storm Drain Infrastructure: 19 miles of storm drainpipes, over 500 manholes, over 200 outfall structures, and over 800 drainage inlets Maintain City signage and stencil painting along City right -of-ways, intersections, and streets
SUPERVISION
Maintenance over 85 Center-Lane miles of roadway and right-of-way Crew Management – Streets
Tree Maintenance Supervision
Median Landscape Maintenance, including all median islands, shoulders, bulb-out planters and irrigation sections within the City
Pavement Striping Supervision
Heavy Equipment Maintenance Support
MAINTENANCE CREW
Street Maintenance
Parkway Maintenance
Sidewalk Maintenance
Curb n Gutter Maintenance
Sign Maintenance
Landscape Maintenance
Traffic Control
Bridge Maintenance Assistance
Maintenance of all right-of-way curb, gutter, and sidewalks, including painting of red, green, yellow, and white curb locations
Storm Drain inspections and clean-outs
Heavy Equipment Maintenance
Tree Maintenance
Emergency Response
Citywide graffiti removal of sidewalks and right-of-way structures Weed abatement
Pothole maintenance
Key Accomplishments and Milestones
Over the past year, the Street Maintenance Division has contributed to several complete and near-complete initiatives as shown in Table 23 below.
Table 23: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Cleaning and reorganizing Ongoing 5.4 N/A
35 32
the Maintenance Facility
and Maintenance Storage
Yard at the City
Corporation Yard
Storm preparation and
emergency response Ongoing 7.1 Neighborhood
Services
ROW Weed abatement –
Mulching Ongoing 5.5 N/A
Cathedral Oaks
Vegetation (including
oleanders) Removal
Project
Ongoing 5.1 N/A
City sidewalk grinding Ongoing 5.5 N/A
Old Town power washing
of sidewalks Ongoing 5.5 N/A
Public Works Safety
Training Program Ongoing N/A N/A
Purchase of Crafco crack
sealant equipment Completed 5.3 N/A
Corp Yard upgrades to
staff workspaces, shop
storage, and material
bunkers
Ongoing 5.4 N/A
Overhead Signal Sign
Replacement Ongoing 5.5 N/A
City Sand Bunker Project Ongoing N/A N/A
Execute and manage
agreements to secure the
right of way, median, and
City facility landscaping
Complete 5.1 N/A
Phelps Road drainage
management Ongoing 5.1 N/A
Purchase of Cold
Planner/Asphalt Grinder Completed 5.1 N/A
Fiscal Year 2026-27 Projects/Programs
The Street Maintenance Division’s initiatives for FY 2026-27 are listed in Table 24 below in priority order.
36 33
Table 24: FY 2026-27 Projects/Programs
PROJECT ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Crack seal designated
streets with alligator
cracking for road
longevity ahead of
pavement projects
Ongoing 5.3 N/A
2. Grind and pave (Cold
Planner/Asphalt
Grinder) designated
asphalt street lifts and
sink areas for
maintenance repairs
Ongoing 5.3 N/A
3. Cathedral Oaks
Vegetation (including
oleanders) Removal
Project
Ongoing 5.1 N/A
4. City sidewalk grinding Ongoing 5.5 N/A
5. Old Town power
washing of sidewalks Ongoing 5.5 N/A
6. Public Works Safety
Training Program Ongoing N/A N/A
7. Corp Yard upgrades to
staff workspaces, shop
storage, and material
bunkers
Ongoing 5.4 N/A
8. Hollister Avenue Class
1 bike path and median
replanting project
Ongoing 5.1 N/A
9. Overhead Signal Sign
Replacement Ongoing 5.5 N/A
10. City Sand Bunker
Project Ongoing N/A N/A
11. Phelps Road drainage
management Ongoing 5.1 N/A
Long Range Projects/Programs Contingent on Staff Capacity
The Street Maintenance Division’s potential long-range projects/programs are listed in Table 25 below.
Table 25: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT ESTIMATED
COMPLETION
37 34
12. Right of Way Tree Replacement and Young Tree Care
Program TBD
13. Annual District Pavement Restoration Project TBD
14. Corp Yard Paving Project TBD
15. City Crew Tree Pruning Program TBD
ENVIRONMENTAL SERVICES
Role of the Division
The Environmental Services (ES) Division supports a clean and sustainable community by protecting watersheds and advancing waste reduction efforts. The Division ensures compliance with state and federal regulations related to stormwater, watershed protection, and waste management, while responding to community needs and priorities.
The Division oversees three primary program areas:
Waste Reduction & Sustainability – Manages solid waste, recycling, and organics programs, including oversight of the City’s F ranchise Agreement for Solid Waste Collection, and supports waste reduction, reuse, and reporting requirements. Stormwater Management – Ensures compliance with the Federal Clean Water Act through implementation of the Municipal Separate Storm Sewer System (MS4) program to protect water quality.
Creek & Watershed Management – Implements projects and programs identified in the City’s Creek and Watershed Management Plan (CWMP) to support watershed protection and habitat management.
The Division also supports stormwater and waste-reduction compliance by reviewing City capital improvement projects and private development. Additional responsibilities include public outreach and education, coordination with regulatory agencies, and management of environmental data systems, including stormwater infrastructure and inspection programs.
Core Services
Table 26 outlines the Environmental Services Division’s core services, including recurring operational responsibilities, regulatory compliance programs, and ongoing work efforts that support City operations. This table reflects planned and routine activities and does not include emergency response, unplanned events, or special projects.
Table 26: Core Services
Supervision, professional development, and training
Personnel items and performance evaluations
Composing City Council staff reports and presentations and attending night meetings (Council and Commission)
Attend meetings, non-CIP related
38 35
Budgeting of Division, financial oversight, invoices, PO’s, progress payments Manage approximately fourteen (14) consultant agreements Response to public inquiries
Coordination with other jurisdictions and regulatory agencies Waste Reduction Programs (AB 939, AB 341, AB 1826, SB 1383) Hazmat Response and Disposal
Recycling Programs
Beautify Goleta Events
Oversight of K-12 Waste Reduction Education Program
Data tracking and annual reporting for waste diversion, recycling, organics, and construction and demolition programs
Creek and Watershed Management Program and Project Management Technical Advisory Committee (TAC) Management and Reporting Monthly Creek Water Quality Sampling and Analytical Program Stormwater quality sampling, analysis, and regulatory reporting MS4 Permit Compliance Program
Illicit discharge detection and elimination (IDDE)
MS4 Trash Amendment Program
Street Sweeping/Manual Litter Removal Management Program Development review for stormwater compliance and trash enclosure requirements Construction site inspections and compliance enforcement Coordination with Planning staff and applicants
Conditions of Approval development and verification
Construction stormwater database and reporting management
Key Accomplishments and Milestones
Over the past year, the Environmental Services Division can point to several complete and near-complete initiatives as shown in Table 27 below.
Table 27: Key Accomplishments and Milestones, FY 2025-26
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
Comprehensive Creek
Monitoring Work Plan Ongoing 1.3 N/A
Development of Shopping
Cart Management and
Response Program
Ongoing
N/A N/A
Timely response and
investigation of illicit
discharge reports: over 16
Ongoing N/A N/A
Final inspections and
approval for development
projects: 1
Ongoing 5.5 N/A
Procurement of Street
Sweeping Vendor 2026 5.1 N/A
39 36
Project review/plan check
for development projects: 96
Cert. of Implementation/40
Waste Recycling and
Recovery Summary
Approvals
Ongoing
5.5 Planning
Site inspections for
environmental compliance:
21 Ongoing
1.3 N/A
Review and approval of
Construction and Demolition
Reports in 2025: 40
Ongoing
5.5 N/A
Illegal dumping requests
responded to: 203 Ongoing N/A N/A
Managed inspection and
cleaning storm drains: 824
inspected/104 cleaned
Ongoing 5.3 N/A
Posted ES Monarch Press
articles/social media/press
releases/announcements/
notifications: 159
Ongoing 1.2, 1.3 Community Relations
City Assist and phone/email
responses to the public:
140
Ongoing
8.1 N/A
Water Quality Sampling
Events: 14
Ongoing
1.3 N/A
Pounds of recyclables/trash
collected during volunteer
events: 428
Ongoing
1.3 N/A
Pounds of bulky items
collected: 20,000
Ongoing
1.3 N/A
Street sweeping of 2,167
miles of street with 812,687
lbs. of debris collected
Ongoing
5.1 N/A
Held training events for staff
or construction crews: 5
Ongoing
N/A N/A
Community Cleanup/
Beautification Events: 3
Ongoing
1.3 N/A
Fiscal Year 2026-27 Projects/Programs
The Environmental Services Division’s initiatives for FY 202 6-27 are listed in Table 28 below in priority order.
Table 28: FY 2026-27 Projects/Programs
40 37
PROJECT/PROGRAM ESTIMATED
COMPLETION
STRATEGIC
GOAL #
SUPPORTING
DEPT(S)
1. Implementation of MS4
Permit Requirements Ongoing 1.3 N/A
2. Full Trash Capture
Master Plan Document
Adoption (CIP Lead)
2026 1.3 N/A
3. Storm Drain Master Plan
Adoption 2028 5.1 N/A
4. Fee Study for Solid
Waste, Stormwater, and
Street Lighting
2027 3.6 Finance
5. Creek and Watershed
Annual Report Ongoing 1.3 N/A
6. Street Sweeping
Program Ongoing 5.1 N/A
7. City-wide Waste
Characterization Study 2026 N/A N/A
8. Manage Waste Free
Goleta and achieve
90%+ diversion from
landfill disposal City-wide
Ongoing 1.3 N/A
9. Watershed and Drainage
Modelling, Inspection and
Asset Management
2028 1.3 N/A
10. Public Participation:
IRWM, SBCAMM, LTF,
and more
Ongoing 1.3 N/A
11. Waste Free Goleta
Events: Repair Fix-It
Clinics, Material Swaps,
and Easy Recycling Drop
Off Days
2030 1.3 N/A
Long Range Projects/Programs Contingent on Staff Capacity
The Environmental Services Division’s potential long-range projects/Programs are listed in Table 29 below.
Table 29: Long-Range Projects/Programs Contingent on Staff Capacity
PROJECT/PROGRAM ESTIMATED
COMPLETION
12. New MS4 (stormwater) Program Documents TBD
13. CWMP Program and Projects Implementation TBD
41 38
14. Baseflow Monitoring and Evaluation Program
Development TBD
15. New Business Education and Outreach Programs:
Initiation of Old Town trash and pollution reduction
outreach, stormwater compliance and inspections
outreach, yellow bin programs outreach
TBD
STREET TALK OUTREACH AND ENGAGEMENT (COUNCIL-DIRECTED EFFORT)
Street Talk is a Council-directed outreach effort focused on gathering community input on transportation priorities, safety, and infrastructure needs. This effort was initiated outside of the adopted work program and required coordination across multiple d ivisions, along with staff time to develop materials, conduct outreach, and engage with the public. The outreach approach was designed to provide multiple opportunities for participation through in-person events, virtual meetings, and digital engagement tools.
Table ST-1: Street Talk Engagement Timeline and Touchpoints
Date Activity Description Outcome
January 21, 2026 City Council
Meeting
City Council direction to
initiate Street Talk
outreach
Staff directed to
conduct community
engagement
Week of January
26, 2026
Council
Coordination
Follow-up coordination
with Council to refine
outreach approach
Confirmed outreach
methods and focus
areas
March 2, 2026 and
April 8, 2026
Website
Posting
Project information and
survey hosted on the
City website
Central access
point for public
engagement
March 3-17, 2026 Online Survey
Public survey distributed
to gather input on
transportation priorities
Community
feedback collected
March 3-17, 2026 Printed Survey
Printed survey
instruments and signage
placed at: City Council
Chambers, Library,
Goleta Community
Center, City Hall Front
Counter and at State of
the City event
Printed surveys
improve
accessibility and
reach residents
who may not
engage through
digital platforms
March 3, March 5,
March 9, March 10,
April 7, April 8,
2026
Social Media
Outreach
Outreach conducted
through the City's social
media platforms
Expanded reach to
a broader audience
March 3, March 11,
March 18, April 8, Press Release
Issued to inform and
remind the public of the
event and survey
Increase
awareness
42 39
March 3, April 3,
2026
Monarch
Press
Included in both March
and April issue
This served as a
supporting channel,
reinforcing
awareness among
residents already
engaged with City
communications
March 3, and 9,
2026 GovDelivery Monarch Press
Increased
awareness and
participation
March 5, March 11,
March 13, March
18, and March 16,
2026
Email
Outreach
Email notifications sent
to community distribution
lists
Increased
awareness and
participation
March 13, 2026 Parent Square
Outreach sent via Goleta
Unified School District’s
Parent Square platform
Reinforce
awareness among
the community who
are engaged
through digital
communications
March 13, 2026
Voter
Registration
List
Voter registration list
administered by
consultant
Expanded outreach
contact list to
support broader
community
notification.
March 16, 2026
Voter
Registration
List
Voter registration list
administered by
consultant was resent to
unopened contacts
Increased email
reach and
engagement by
targeting previously
unopened contacts.
March 17, 2026 –
April 2026 A-frames
Ten A-frame signs were
placed around Goleta to
promote the Open
House and survey
Promote
awareness and
engagement
March 18, 2026 Video Invite
Video created to invite
community and promote
the event, via Press
Release and webpage
Increased
awareness and
interest in Street
Talk events through
visual and digital
promotion.
April 22, 2026 Community
Open House
In-person public meeting
to present information
and gather input
Direct community
engagement and
feedback
April 23, 2026 Virtual Open
House
Online meeting to
provide an additional
participation opportunity
Increased
accessibility and
participation
43 40
Street Talk Outreach and Survey Summary
Street Talk was conducted in response to the City Council's direction to gather community input on transportation, safety, and mobility. Outreach included an online survey, community meetings, and digital communication. The information summarized below reflects input collected through March 17, 2026.
A total of 630 responses were received, with 86.4% of respondents identifying as Goleta residents. The survey included seven key questions consisting of multiple-choice, rating- scale, and open-ended formats.
The results reflect community perception and self -reported experiences. The responses do not represent statistically validated safety conditions, collision data, or engineering analysis.
Survey findings are summarized as follows:
What is your primary mode of travel within Goleta?
68.1% of respondents identified driving alone as their primary mode of travel With 1 being "not safe at all" and 10 being "extremely safe," how safe do you feel traveling in Goleta using your primary mode of travel? Respondents reported an average safety rating of 7.5 out of 10 How do you feel about traffic speeds in your neighborhood? 54% of respondents indicated traffic speeds are “about right,” while 32.7% indicated speeds are higher than preferred
What traffic safety issues in Goleta concern you most? The most frequently identified concerns include speeding on neighborhood streets (35.2%), intersection and crosswalk conditions (23.8%), distracted or impaired driving (21.5%), and bicycle facility gaps (19%)
When deciding where to make transportation improvements, what would your preference be for the City’s top funding priority?
34.1% of respondents identified pavement condition improvements as the top priority, followed by routes with higher pedestrian and bicycle activity and locations with a history of collisions
Vision Zero strategies aim to eliminate traffic deaths and serious injuries.
Which strategy should be the City's top Vision Zero priority?
32.4% of respondents identified street design improvements, including crosswalks, bicycle facilities, and lighting, as the top priority, followed by traffic law enforcement How would you prefer to receive information from the City of Goleta Department of Public Works?
59.3% of respondents prefer to receive information through City email notifications, followed by local news, the City website, and social media
44 41
The majority of respondents (more than 85%) live in Goleta, meaning results strongly reflect resident perspectives rather than commuters or visitors.
Survey results will be used to inform future transportation planning and prioritization efforts.
Street Talk Community Meeting Summary
As part of the Street Talk outreach effort, the City conducted both an in -person and a virtual community meeting to provide additional opportunities for public participation.
Consistent with City Council direction, the in -person meeting included structured “Table Talk” discussions where participants were seated and engaged in focused conversations on Vision Zero, Pavement Program, and Neighborhood Traffic Calming. The meetings also included presentation of the Capital Improvement Program (CIP) map and information on current transportation projects, including the Goleta Citywide Traffic Signal Upgrade Project, Project Connect, and the San Jose Creek Multipurpose Path, to provide context on ongoing work.
In-Person Community Meeting
Date: April 22, 2026
Location: Goleta Community Center
Total attendees: 30
The meeting included informational displays and staff-facilitated discussion areas A Capital Improvement Program (CIP) map was provided for participants to review planned and potential projects and identify areas of interest Information was presented on active transportation-related projects, including the Citywide Traffic Signal Upgrade Project, Project Connect, and the San Jose Creek Multi-Use Path
Structured “table talk” stations were provided to focus discussion on:
o Neighborhood Traffic Calming
o Vision Zero
o Pavement and roadway maintenance
Participants were able to engage directly with staff at each station and provide input
Virtual Community Meeting
Date: April 23, 2026
Format: Online meeting
Total attendees: 7
The meeting included a presentation of the same materials shared at the in- person meeting, including the CIP map and transportation projects 45 42
Participants were provided with an opportunity to ask questions and provide comments during the meeting
Input received through the community meetings will be compiled and presented at a later date.
46 ATTACHMENT 2
Public Works Department Fiscal Year 2026-27 Work Program Presentation 47 FY 2026-27 Annual
Work Program
Public Works
Department
City Council Meeting
May 5, 2026
48 Purpose
Update Council on existing work commitments and
progress
Review staffing and workload by Division/Program
Propose and consider new potential future work
projects
Discuss Public Works Department work priorities for
Fiscal Year 2026-27
May 5, 2026, City Council Meeting 2
49 Public Works
Department
Structure
May 5, 2026, City Council Meeting 3
Public Works
Director
Public Works
Business &
Administration
Manager
Management
Analyst
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Senior Office
Specialist
Principal Civil
Engineer-
Transportation and
Engineering
Associate Engineer
Project Manager
Associate Engineer
Assistant/Associate
Engineering
Technician
Principal Civil
Engineer-
Construction
Public Works
Inspector
Environmental
Services Manager
Project Manager
Environmental
Services Specialist
Assistant Public
Works Director
Parks & Open Space
Manager
Management Analyst Public Works
Supervisor
Lead Maintenance
Worker
Maintenance Worker
II
Maintenance Worker
II
Maintenance Worker
I
Maintenance Worker
I
Public Works
Manager (Street
Maintenance)
Street Lighting (0.25
FTE)
Public Works
Supervisor
Lead Maintenance
Worker
Maintenance Worker
II
Maintenance Worker
II
Maintenance Worker
I
Maintenance Worker
I
Principal Civil
Engineer- - CIP
Project Manager
Associate Engineer
Project Manager
Project Manager
Management
Assistant
50 FY 2025-26 Key Accomplishments and
Milestones
County Development
Review
Secured Safe Streets
for All Grant for
Vision Zero
Initiatives
CIP “Big 4”
significant progress
Purchased grinder
and crack sealer
equipment for in-
house pavement
program
Operating and
maintaining City
Splash Pad
Full Trash Capture
Master Plan
document
Successful transfer
of AP process to
InCode
Building In-House
Construction
Management Team
May 5, 2026, City Council Meeting 4
51 Major Themes/Priorities FY 2026-27
May 5, 2026, City Council Meeting 5
Management and delivery
of approximately 10 CIP
projects
Ongoing maintenance of
streets, sidewalks, storm
drains, signage, and public
right-of-way
Traffic safety programs,
corridor studies, traffic
calming, and multimodal
improvements
Development engineering,
encroachment permitting,
and coordination with
County and regional
projects
Stormwater compliance,
waste reduction programs,
and required regulatory
reporting
Daily service delivery,
emergency response, and
interdepartmental support
Maintenance and
operations of parks and
facilities, including splash
pad operations, as well as
open space and urban
forest management
52 Administration FY 2026-27 Projects
(partial list)
May 5, 2026, City Council Meeting 6
1. Preparation of the Two-Year Budget and Annual Work Program
2. Coordinate, review and upload reports for City Council
3. Coordinate, review, upload, and facilitate PTAC meetings
4. Assist in hiring of vacant positions
5. Maintain a master list of expenditures, contracts, and grant tracking 53 Transportation & Development Engineering
FY 2026-27 Projects (partial list)
May 5, 2026, City Council Meeting 7
1. Update City of Goleta Engineering Design Standards
2. County Development Projects Review
3. Hollister Safety Improvements - Storke to Pebble Beach Dr. (Project No. 9139)
4. Vision Zero Initiatives
5. Develop 5-year Concrete Management Program (2026-2030) 54 Parks & Open Space FY 2026-27 Projects
May 5, 2026, City Council Meeting 8
1. Operate and Maintain Splash Pad
2. Implement Ellwood Monarch Butterfly Habitat Management Plan Phase 1 - Maintenance
3. Urban Forest Canopy Mapping and Analysis
4. Program Park Tree Planting Master Plans
5. Park Tree Maintenance
55 Capital Improvement Program FY 2026-27
Projects (partial list)
May 5, 2026, City Council Meeting 9
1. Project Connect (Project No. 9002 & 9033)
2. San Jose Creek Bike Path – Northern & Southern Extent (Project No. 9006)
3. San Jose Creek Fish Passage (Project No. 9117)
4. Cathedral Oaks Cribwall Repair Project (Project No. 9053)
5. Residential Resurfacing Project
6. Arterial Pavement Project
56 Street Lighting FY 2026-27 Projects
May 5, 2026, City Council Meeting 10
1. Street Light Master Plan to Establish and Maintain Street Light Engineering Design Standards
2. Street Light Division Fee Study
3. Establish streetlight wiring identification protocol (USA/DigAlert) and respond to USA/DigAlerts
4. Establish, design, and budget for a street lighting installation/ replacement program
57 Street Maintenance FY 2026-27 Projects
(partial list)
May 5, 2026, City Council Meeting 11
1. Crack seal designated streets with alligator cracking for road longevity ahead of pavement projects
2. Grind and pave (Cold Planner/Asphalt Grinder) designated asphalt street lifts and sink areas for maintenance repairs
3. Cathedral Oaks Vegetation (including oleanders) Removal Project
4. City sidewalk grinding
5. Old Town power washing of sidewalks
58 Environmental Services FY 2026-27
Projects (partial list)
May 5, 2026, City Council Meeting 12
1. Implementation of MS4 Permit Requirements
2. Full Trash Capture Master Plan Document (CIP Lead)
3. Start Storm Drain Master Plan
4. Fee Study for Solid Waste, Stormwater, and Street Lighting
5. Creek and Watershed Annual Report
6. Street Sweeping Program
59 Street Talk
January 21, 2026, Council directed staff to conduct
community outreach
30+ outreach touchpoints across digital, print, and
in-person efforts
Survey conducted March 3–17, 2026
630 Responses Received
April 22, 2026, in-person community meeting
April 23, 2026, virtual community meeting
May 5, 2026, City Council Meeting 13
60 Public Work Long-Range Projects
Additional Pavement Rehabilitation to reach PCI goal
Goleta US 101 Bike/Pedestrian Overcrossing
Cathedral Oaks Wing Wall Repair
Lake Los Carneros Footbridge
Right of Way Tree Replacement and Young Tree Care Program Storke Road/Glenn Annie Road Corridor Study
Street Light Master Plan to Establish and Maintain Streetlight Engineering Design Standards
Develop and Maintain Safe Routes to School Program
Various Neighborhood Traffic Calming Studies
Hollister Ave Crosswalk at Magnolia Ave and ADA Parking Transportation Commission
May 5, 2026, City Council Meeting 14
61 15
Questions?
62