Adoption of the City of Goleta Operating Budget and Capital Improvement Program Budget for FY 202627 (Mid-Cycle) — Goleta City Council, June 16, 2026 (part 4 of 4)

RESOLUTION NO. 26-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

GOLETA, CALIFORNIA, APPROVING SIDE LETTER
AGREEMENTS WITH SEIU LOCAL 620 , AMENDING CERTAIN

FRINGE BENEFIT INCREASES

WHEREAS, on April 16, 2024, the City Council approved and authorized the City Manager to execute Amended and Restated Agreement Nos. 2018-037.2 and 2018-038.2, establishing the Memoranda of Understanding ("MOUs") with the Service Employees Int ernational Union, Local 620 ("Union") for the General and Miscellaneous Bargaining Units; and

WHEREAS, on December 16, 2025, the City Council approved Resolution No. 25-56 to establish a negotiated across-the-board salary increase totaling 3.7% effective January 2026; and

WHEREAS, the City Council acknowledges the increasing cost of health insurance plans with one or more dependents, and, based on a review by the City’s benefits consultant and a survey of comparable agencies, finds that the City’s Long-Term Disability benefit has not remained competitive; and

WHEREAS, to address these matters , the City and Union met and conferred in good faith and reached Side Letter Agreements to : (1) increase contributions to health insurance for employee plus family plans in July 2026 ; (2) increase contributions to health insurance for employee plus one plans and the employee plus family plans in January 2027; (3) increase the maximum Long-Term Disability benefit and provide for City-paid premiums effective July 1, 2026; and

WHEREAS, the City Council wishes to extend consistent treatment to Unrepresented Confidential, Management, and Executive employees by amending these fringe benefits to match these negotiated changes; and

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF GOLETA AS FOLLOWS:

SECTION 1.

The Side Letter Agreements between the City of Goleta and Service Employees International Union, Local 620, attached hereto as Exhibit A, are hereby approved. The City Manager is authorized to execute said Agreements on behalf of the City. The Side Letter Agreements amend Article 11, subsection s A and D of the applicable Memoranda of Understanding and establish the following terms:

A. July 2026 Adjustment: The CalPERS Gold PPO plan will be used to determine the contribution for employee plus family plan.

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B. January 2027 Amendment: The CalPERS Gold PPO plan will be used to determine the contribution for the employee plus one plan and the employee plus family plan.

C. Long-Term Disability: Effective July 1, 2026, the City will provide and pay the full premium for Long-Term Disability insurance for represented employees, with a benefit of 60% of monthly earnings up to a maximum monthly benefit of $9,000.

SECTION 2.

The City Council hereby approves amendments to the compensation provisions applicable to Unreprese nted Confidential, Management, and Executive employees as follows:

A. Effective July 1, 2026, the City contribution to health insurance shall be:
 For employee only plan: $1560 per month
 For employee plus 1 plan: $1620 per month
 For employee plus family plan: $1640 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.

B. Effective January 1, 2027, the City contribution to health insurance shall be:
 For employee only plan: $1610 per month
 For employee plus 1 plan: $1700 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.  For employee plus family plan: $1730 per month or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.

C. Effective July 1, 2026, Long -Term Disability coverage for Unrepresented, Confidential, Management, and Executive
employees shall provide a benefit of 60% of monthly earnings up to a maximum monthly benefit of $9,000 with the City paying full premium.

SECTION 3.

All other terms, conditions, and provisions of the MOUs, the Personnel Rules and Resolution No. 25-56 not specifically amended by this Resolution shall remain in full force and effect.

SECTION 4.

The City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original resolutions.

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PASSED, APPROVED, AND ADOPTED this 16th day of June, 2026.

__________________________

PAULA PEROTTE, MAYOR

ATTEST: APPROVED AS TO FORM:

_____________________________ ___________________________ DEBORAH S. LOPEZ ISAAC ROSEN

CITY CLERK CITY ATTORNEY
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STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA ) ss.

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 at a regular meeting held on the 16th day of June, 2026, by the following vote of the Council:

AYES:

NOES:

ABSENT:

(SEAL)

_________________________
DEBORAH S. LOPEZ

CITY CLERK

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SIDE LETTER OF AGREEMENT BETWEEN THE CITY OF GOLETA AND SERVICE EMPLOYEES INTERNATIONAL UNION, LOCAL 620 REGARDING GENERAL

BARGAINING UNIT

The CITY OF GOLETA, a municipal corporation (“CITY”) and LOCAL 620 OF THE SERVICE EMPLOYEES INTERNATIONAL UNION, GOLETA CHAPTER (“UNION”) agree to modify the Memorandum of Understanding (“MOU”) set to expire on December 31, 2027 as follows:

I. Article 11. BENEFITS, subsection A of the MOU, is hereby amended to provide as follows:

A. Health Insurances (Medical, Dental, Vision.) The CITY agrees to provide employees an annual open enrollment period for insurance. The CITY retains full and complete control over the selection, approval and administration of the CITY’s group insurance program.

Effective July 1, 2026, the CITY contribution to health insurance shall be:
 For employee only plan: $1560 per month
 For employee plus 1 plan: $1620 per month
 For employee plus family plan: $1640 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.

Effective January 1, 2027, the CITY contribution to health insurance shall be:
 For employee only plan: $1610 per month
 For employee plus 1 plan: $1700 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.
 For employee plus family plan: $1730 per month or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher.

A maximum of $1033.34 per employee per month may be paid to the employee in lieu of insurance premiums if the employee demonstrates participation in an alternative insurance plan satisfactory to CITY.

Benefit contributions for part-time employees are prorated. Effective January 1, 2022, regular part-time employees authorized at 15 hours per week (0.375 FTE) or more will receive City health benefit contributions and payment in lieu of insurance premiums based on the percent of full-time upon which their regular schedule is based. Eligibility 555
2 for participation in City employee benefit plans will be based on the terms of the provider contracts.

Retired CalPERS annuitants shall not be eligible for any City benefits other than salary, as required under the CA Government Code.

II. Article 11. BENEFITS, subsection D of the MOU, is hereby amended to provide as follows:

D. Long-Term Disability Insurance. Effective July 1, 2026, the CITY shall provide and pay the full premium for Long-Term Disability (LTD) insurance for all eligible employees, providing a benefit of 60% of monthly earnings up to a maximum monthly benefit of $9,000.

III. Except as modified above, the terms and conditions of the MOU shall remain unchanged and in effect as provided therein.

APPROVAL:

FOR THE CITY FOR THE UNION
_______________________________ _______________________________ Robert Nisbet, City Manager Brian Hiefield, Senior Planner _______________________________ _______________________________ Jaime A. Valdez, Andy Newkirk,
Assistant City Manager Supervising Planner
_______________________________ _______________________________ Jennifer Jennings, Angeline Foshay, Management Analyst Human Resources Risk Manager

_______________________________ _______________________________ Luke Rioux, Finance Director Laura Robinson
Labor Representative, SEIU Local 620
Approved as to Form:
_______________________________
Isaac Rosen, City Attorney

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SIDE LETTER OF AGREEMENT BETWEEN THE CITY OF GOLETA AND SERVICE EMPLOYEES INTERNATIONAL UNION, LOCAL 620 REGARDING

MISCELLANEOUS BARGAINING UNIT

I. Article 11. BENEFITS, subsection A of the MOU, is hereby amended to provide as follows:

Benefit contributions for part-time employees are prorated. Effective January 1, 2022, regular part-time employees authorized at 15 hours per week (0.375 FTE) or more will receive City health benefit contributions and payment in lieu of insurance premiums based on the percent of full-time upon which their regular schedule is based. Eligibility 557
2 for participation in City employee benefit plans will be based on the terms of the provider contracts.

Retired CalPERS annuitants shall not be eligible for any City benefits other than salary, as required under the CA Government Code.

II. Article 11. BENEFITS, subsection D of the MOU, is hereby amended to provide as follows:

III. Except as modified above, the terms and conditions of the MOU shall remain unchanged and in effect as provided therein.

APPROVAL:

558
ATTACHMENT 5

Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California, Establishing a Temporary Over-hiring Policy and Authorizing the City Manager, or Designee, to Temporarily Adjust Adopted Budgets and Corresponding Schedule of Authorized Positions as Needed for a Period Not to Exceed 90 Days”
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RESOLUTION NO. 26-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

GOLETA, CALIFORNIA, ESTABLISHING A TEMPORARY

OVER-HIRING POLICY AND AUTHORIZING THE CITY

MANAGER, OR DESIGNEE, TO TEMPORARILY ADJUST

ADOPTED BUDGETS AND CORRESPONDING SCHEDULE OF

AUTHORIZED POSITIONS AS NEEDED FOR A PERIOD NOT TO
EXCEED 90 DAYS

WHEREAS, Rule IV of the City of Goleta Personnel Rules provides instructions on how vacancies are filled; and

WHEREAS, only vacancies for positions that are approved and authorized by the City Council of Goleta, as represented on the City of Goleta ’s Schedule of Authorized Positions, may be recruited for and filled; and

WHEREAS, there is no flexibility to allow for more than one person to occupy one budgeted position at one time;

WHEREAS, the overlap a departing employee and a new employee to fill the departing employee’s position , known as “ over-hiring of positions ,” is necessary from time to time to allow succession planning and job training and to address critical organizational needs.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF GOLETA, AS FOLLOWS:

SECTION 1.

The City Manager , or designee, has the authority to adjust adopted budgets within existing appropriations and temporarily adjust the Schedule of Authorized Positions at any time to allow for the over-hiring of positions in order to meet job training and succession planning purposes for periods not to exceed 90 days , as funding is available, as determined by the Finance Director or designee.

SECTION 2.

All requests for permanent changes to adopted budgets and the Schedule of Authorized Positions will continue to require City Council approval.

SECTION 3.

The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

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PASSED, APPROVED AND ADOPTED this 16th day of June, 2026.

__________________________

PAULA PEROTTE
MAYOR

ATTEST: APPROVED AS TO FORM:

_________________________ __________________________
DEBORAH S. LOPEZ ISAAC ROSEN

CITY CLERK CITY ATTORNEY

561

STATE OF CALIFORNIA )
COUNTY OF SANTA BARBARA ) ss.

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 16th day of June, 2026, by the following roll call vote of the Council:

AYES:

NOES:

ABSENT:

(SEAL)

_________________________
DEBORAH S. LOPEZ

CITY CLERK

562
ATTACHMENT 6

Draft Classification Specifications – Emergency Services Manager, Housing Manager, and Department Personnel Request Justifications 563
Goleta, City of (CA)
Emergency Services Manager
Class Spec Code 143 Established Date 06/16/2026
Last Revised Date 06/16/2026 Salary Range $120,478.00 - $153,764.00
Annually
Bargaining Unit SEIU-M EEO EEO1-Professionals
Occupational
Group
M/M FLSA Exempt
Beneﬁt Code GEN-STAFF Physical Class N/A
Deﬁnition & Class Characteristics
Under direction, leads, oversees, and coordinates assigned programs and projects within the City's Emergency Services Management Division; supervises the work of assigned staﬀ and volunteers; implements program goals and objectives; and performs a variety of administrative and professional tasks in support of assigned area of responsibility.

The Emergency Services Manager is responsible for the coordination and administration of emergency management programs. This position shall have responsibility and authority for emergency management programs and collaborate with other departments following the four phases of emergency management: mitigation, preparation, response, and recovery.

Essential Job Functions
The following duties are typical for positions in this classiﬁcation. Incumbents may not perform all listed job functions, nor are all listed duties necessarily performed by everyone in this class depending upon business need and changing business practices:
. Provides exemplary customer service to all individuals by demonstrating a willingness to be attentive, understanding, responsive, fair, courteous and respectful, and to actively participate in maintaining a positive customer service environment.
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. Plans, formulates, promotes, coordinates, and implements programs for emergency management for the City of Goleta.
. Monitors program performance; recommends and implements modiﬁcations to systems and procedures.
. Leads, oversees and implements the City's CERT Program. . Leads, oversees and coordinates emergency management activities including developing, implementing, and maintaining the City's emergency preparedness and disaster relief programs; advises City leadership during critical events, crises, and disasters.
. Develops relations with outside organizations including local, state and federal organizations, American Red Cross, City School Districts, and utility companies; maintains close working relationships to ensure rapid and coherent response in emergency situations.
. Researches, develops and maintains written comprehensive emergency plans.
. Oversees and directs a variety of emergency related community education programs including disaster preparedness programs.
. Coordinates the development of department response plans. . Conducts technical studies in disaster planning and analyzes potential disasters within the City.
. Plans, organizes, directs, reviews, and evaluates the work of assigned staﬀ and volunteers.
. Provides administrative support to the Department Director. . Assists department heads, city oﬃcials, governmental agencies, volunteer organizations and the public in emergency management activities. . Administers, coordinates and presents emergency preparedness training, education and public information programs for City employees, volunteer groups and local civic organizations.
. Responds to public inquiries regarding city-wide and personal emergency preparedness.
. Participates in activities of various disaster planning committees and councils.
. Prepares and presents staﬀ reports to City management, City staﬀ, City Council, and various committees; makes public presentations as necessary. . Maintains knowledge of current laws, codes, regulations, and policies related to an EOP.
. Participates in the preparation and administration of assigned budget; submits budget recommendations; monitors expenditures.
. Monitors and maintains EOC resources, equipment, and training for emergency activation.
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. Performs emergency management tasks requiring government action during disasters and major emergencies and acts as liaison with volunteer, state and federal agencies.
. Prepares grant applications and reimbursement claims for disaster funds recovery with the Federal Emergency Management Agency.
. Develops exercises to test plans and standard operating procedures for city staﬀ annually.
. Ensure city staﬀ are familiar with the State Disaster Service Worker program and that staﬀ are properly trained in basic ICS roles.
. Maintains administrative records and inventory of disaster equipment. . Prepares budgets for Emergency Services.
. Other duties as assigned.

Qualiﬁcations Guidelines
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Equivalent to a Bachelor's degree from an accredited college or university with major course work in public administration or a related ﬁeld.

Experience:

Two years of increasingly responsible experience performing emergency management activities.

Knowledge and Abilities
Knowledge of:

The four phases of emergency management: mitigation, preparation, response, and recovery.

Multi-discipline ﬁeld emergency operations management, including police, ﬁre, emergency medical services (EMS), Red Cross, and public works.

City-wide services and processes related to assigned programs.

Principles and practices of supervision and training.

Public safety response and coordination.

Disaster management and recovery.

Principles and practices of emergency management program development and implementation.
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Concepts of emergency management at all levels of government.

Intergovernmental relations and political processes.

Methods and techniques of disseminating information and soliciting public support.

Recent developments related to emergency management programs.

Principles and practices of social media platforms (i.e., webpages, Twitter, Facebook, Instagram, Y ouTube) used for the delivery/receipt of information, marketing, public messaging, and emergency notiﬁcations.

Basic procedures, methods, and techniques of budget preparation and control.

Modern oﬃce equipment including computers and applicable software applications.

Pertinent federal, state and local laws, codes, and safety regulations.

Ability to:

Develop, manage, and coordinate emergency management programs.

Remain calm and eﬀective during emergencies.

Lead, direct, and monitor the work of assigned staﬀ during both routine and emergency operations.

Recommend and implement goals and objectives for providing emergency services and training.

Elicit community and organizational support for emergency management programs.

Conduct emergency management training within City departments and outside agencies.

Manage and coordinate community education programs.

Respond to ﬁeld emergencies and coordinate the response of City resources in signiﬁcant emergency operations.

Assist in writing and revising emergency plans.

Analyze state and federal legislation and recommend appropriate changes to City policy.

Interpret and explain City policies and procedures.

Make persuasive presentations in political, professional, and public environments.

Assist in preparing and administering program budgets.

Operate oﬃce equipment including computers and supporting word processing and spreadsheet applications.

Work independently in the absence of supervision.

Respond to requests and inquiries from the general public.

Communicate clearly and concisely, both orally and in writing. 6/2/26, 4:02 PM Class Spec Details
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Establish and maintain eﬀective working relationships with those contacted in the course of work.

Supplemental Information

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job.

Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Oﬃce and ﬁeld environment; travel from site to site.

Physical: Suﬃcient physical ability to work both in an oﬃce setting and operate oﬃce equipment and to operate for extended periods at ﬁeld command posts in all weather conditions; to perform light to moderate lifting and carrying; standing, walking or sitting for prolonged periods of time; mobility to operate in an Emergency Operations Center and ﬁeld incident command post in austere conditions; operating motorized vehicles.

Vision: See in the normal visual range with or without correction; vision suﬃcient to read computer screens and printed documents.

Hearing: Hear in the normal audio range with or without correction.

Other Necessary Requirements
Special Requirements
Possession of a valid Class "C" California driver's license and a satisfactory driving record may be required.

Completion of the following Incident Command System (ICS) courses within six months of employment: ICS-100, ICS-200, ICS-300, ICS-400, IS-700, IS- 800.

Desirable Skills:

Bi-lingual abilities in Spanish.

Ability to operate radio communications equipment.
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Goleta, City of (CA)
Housing Manager
Class Spec Code 150 Established Date
Last Revised Date 06/01/2026 Salary Range $143,211.10 - $182,777.69
Annually
Bargaining Unit N/A EEO
EEO1-Oﬃcials &
Managers
Occupational
Group
M/M FLSA Exempt
Beneﬁt Code MGMT Physical Class N/A
Deﬁnition & Class Characteristics

DEFINITION
Under general direction from the Planning and Environmental Review Director, plans, organizes, manages, and directs the City's housing programs and initiatives; performs a variety of project management and policy analysis assignments related to aﬀordable housing, Housing Element implementation, and housing compliance; responsible for the overall administration, development, and management of the City's housing programs; leads citywide eﬀorts and assists departments with planning, developing, implementing, and managing housing program initiatives and special projects within approved work plans and as directed.

CLASS CHARACTERISTICS
This single-position class develops and implements a wide variety of housing programs and policies for the beneﬁt of existing and future residents of the City.

The primary purpose of this position is to research, propose, and upon approval launch initiatives or policies which may also include transferring ongoing monitoring, maintenance, or updating to another staﬀ member, department, or entity. Incumbents are accountable for formulating policy for approval, developing goals and objectives, and are assigned a high degree of administrative discretion in their ex
ecution. Responsibilities include
representing the City in a variety of public forums, developing constructive community relationships with a variety of diverse interest groups, and building 6/2/26, 4:03 PM Class Spec Details
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consensus regarding policy initiatives.

SUPERVISION
The Housing Manager receives general direction from the Planning and Environmental Review Director within a framework of broad policies and established organizational values and processes. Direct supervision of project teams and other professional staﬀ is required.

Coordinates eﬀorts to integrate housing goals and aﬀordable housing policy into the City's long-term vision, mission, General Plan, and operating principles.

Plans, develops, implements, coordinates, monitors, and updates Housing Element implementation programs.

Manages the City's aﬀordable housing programs, including monitoring and enforcing aﬀordability covenants on multi-family and single-family rental properties and owner-occupied aﬀordable units for compliance with City, State, and federal regulations; oversees housing lotteries and qualiﬁcation of prospective purchasers and renters.

Serves as a leader and champion for aﬀordable housing in the organization and community; formulates action plans with deﬁned objectives, targets, and responsibilities to support the City Council's adopted housing goals.

Measures and monitors progress against housing program objectives and performance targets; develops countermeasures where required to ensure objectives are met; coordinates and monitors performance relating to annual performance measures and works with staﬀ to improve them.

Develops the operating budget for housing programs; performs departmental and citywide program-speciﬁc organizational, operational, ﬁnancial, and policy analysis; prepares narrative and statistical reports to support recommendations; implements policy and procedural changes after approval.

Reports to City management and City Council on the progress of housing programs, including the preparation and presentation of staﬀ reports, agenda items, resolutions, and ordinances.

Conducts complex studies and prepares a variety of reports, correspondence, policies, procedures, ordinances, agreements, and other 6/2/26, 4:03 PM Class Spec Details
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written materials related to housing and aﬀordable housing.

Applies for and manages grant applications and funding; prepares and monitors program grants and related proposals and ensures compliance with all grant requirements.

Negotiates, prepares, records, and monitors aﬀordable housing agreements; tracks the City's inventory of aﬀordable housing units (for sale, owner-occupied, accessory dwelling units, rental units, mobile homes, etc.); negotiates extensions of expiring aﬀ
ordability covenants and agreements;
audits and enforces aﬀordability covenants and other housing-related land development terms.

Meets with community groups, neighborhood, civic, and business organizations, and members of the public; communicates regularly with the public and organization on housing policies and programs.

Serves as staﬀ liaison to the City Council and relevant advisory committees and commissions on housing matters; serves as City liaison to relevant regional bodies to build eﬀective partnerships to support housing eﬀorts, such as the Santa Barbara County Regional Housing Trust, the Santa Barbara County Association of Governments (SBCAG), and other regional housing and planning bodies.

Coordinates with the City's Community Relations Manager to create and implement communications strategies to publicize the City's housing programs and promote broad awareness of aﬀordable housing initiatives, both internally and externally.

Participates in the City's development review process; reviews and evaluates proposed development projects for compliance with the City's aﬀordable housing requirements, Below Market Rate program, and related policies and procedures.

Analyzes and summarizes housing-related legislation, court rulings, and regulatory actions that the City Council may choose to support or respond to; evaluates their impact upon City operations and recommends policy and procedural improvements.

Develops and prepares requests for proposal to procure necessary services according to the City's purchasing rules; evaluates proposals and participates in the selection process; performs contract administration and evaluates contractor performance according to contractual agreements.

Manages, trains, motivates, and evaluates assigned professional and technical staﬀ; works with employees to correct deﬁciencies; recommends and implements disciplinary actions in consultation with the Planning and Environmental Review Director and Human Resources.
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Performs related duties similar to the above in scope and function as required.

Qualiﬁcations Guidelines
Education, Experience and Training
Any combination of experience and training that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Education:

Graduation from an accredited college or university with a bachelor's degree in urban planning, public administration, real estate, business administration, community development, or a related ﬁeld. A master's degree in a ﬁeld as listed above is highly desirable.

Experience:

Five years of progressively responsible professional experience in aﬀordable housing program development, community development, real estate, or a closely related area, including two (2) years of lead or supervisory experience.

Public sector experience is highly desirable.

Knowledge and Abilities
Knowledge of:

Principles and practices of aﬀordable housing program administration, housing ﬁnance, and housing policy development, including Housing Element law and the Regional Housing Needs Allocation (RHNA) process.

Applicable federal, state, and local laws and regulations related to housing, including Low Income Housing Tax Credit (LIHTC) ﬁnancing and California Housing Element law.

Principles of real estate law, real estate management, real estate ﬁnancing and analysis, escrow procedures, and real property title, lien, and foreclosure regulations.

Principles of planning, project management, public administration, organization, and management as applied to housing programs.

Methods of performing complex administrative, organizational, and procedural analyses.

Basic municipal budgetary principles and practices; principles of long- range ﬁnancial planning and ﬁnancing methods and practices of local governments.
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Principles and practices of leadership, motivation, team building, and conﬂict resolution.

Methods and techniques of conducting public meetings and presentations.

Research and reporting methods, techniques, and procedures related to housing production and preservation.

Modern equipment and communication tools used for business functions and program, project, and task coordination, including computers and software programs relevant to the work performed.

Techniques for eﬀectively representing the City in contacts with governmental agencies, community groups, and various business, professional, regulatory, and legislative organizations.

Techniques for providing a high level of customer service to the public and City staﬀ.

Ability to:

Identify and respond to community and City Council issues, concerns, and needs related to housing and aﬀordable housing.

Independently research, analyze, and make eﬀective recommendations on housing policy, program administration, budgetary, and ﬁscal practices, procedures, and problems.

Understand, interpret, and explain the concepts and principles of aﬀordable housing policies, programs, and projects.

Research, compile, and analyze statistical and other complex data related to housing programs.

Write complex reports in a logical, comprehensive, and concise manner; prepare and present both concise and comprehensive oral and written reports.

Prioritize workload eﬃciently and manage multiple projects, without direct instruction, to meet deadlines under changing conditions.

Use tact, initiative, prudence, and independent judgment within general policy and legal guidelines.

Eﬀectively communicate in both oral and written forms.

Interpret and apply policies, procedures, laws, codes, and regulations pertaining to housing and community development.

Select, train, supervise, coordinate, and evaluate the work of professional and technical staﬀ.

Collaborate with a variety of diverse interest groups in reaching a consensus for the betterment of the community; establish and maintain eﬀective working relations with those contacted in the course of work. 6/2/26, 4:03 PM Class Spec Details
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Develop and reﬁne the scope of the program in response to evolving organizational and community context.

Work in a team atmosphere and participate on a variety of departmental and City-wide committees to enhance the provision of all City services.

Work in a standard oﬃce setting, use standard oﬃce equipment including a computer, and move between various oﬃce and City locations.

Lift and carry oﬃce materials weighing up to ten pounds.

Read printed materials and a computer screen; hear and speak to communicate in person, over the telephone, and before groups.

Work occasional evening or oﬀ-shift hours.

Special Requirements
Possession of a valid Class "C" California driver's license and a satisfactory driving record may be required.

Supplemental Information

PHYSICAL AND MENTAL DEMANDS/WORKING CONDITIONS
The physical and mental demands herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform these essential job functions.

Mental function: Includes reading, writing, mathematical computations, operating a computer, problem solving, managing multiple projects, calmly handling complaints and problems from irate citizens or contractors, and decision making under stressful conditions.

Productivity: Incumbents must perform work in an eﬃcient, eﬀective and timely manner with minimal direction.

Mobility: Incumbents require suﬃcient mobility to work in an oﬃce setting and operate oﬃce equipment. Incumbents may be required to perform light lifting and carrying, ﬁle documents in various locations and heights, and sit, stand, walk, remain seated, and work at a video display terminal for prolonged periods of time.

Vision: Vision suﬃcient to read small print, computer screens, and printed documents, and to operate assigned equipment.

Hearing: Incumbents are required to hear in the normal audio range with or without correction.

Environment: Normal oﬃce setting with some travel to attend meetings.

Incumbents may be exposed to noise and/or dust.

Other factors: Incumbents will be required to work extended hours including evenings and weekends. Incumbents may be required to travel 6/2/26, 4:03 PM Class Spec Details
https://secure.neogov.com/classspec/detail/4ed0e29e71d6d13885b8853c2f67c984 6/7 Attachment 6
574
outside City boundaries to attend meetings.
6/2/26, 4:03 PM Class Spec Details
https://secure.neogov.com/classspec/detail/4ed0e29e71d6d13885b8853c2f67c984 7/7 Attachment 6
575
Planning and Environmental Review Personnel Requests Justification Restructuring Affordable Housing Implementation: Staffing Changes Needed As part of the FY 2026 -27 budget, we are recommending (1) reclassification of the existing Senior Housing Analyst to a new Affordable Housing Manager, and (2) the addition of a new Housing Analyst position in a r estructured 4600 Affordable Housing Program in the PER Department. This summary discusses why these changes are recommended.

The intention is to restructure the 4600 Affordable Housing Program to parallel the 4500 Sustainability Program, with one analyst position (Class Code 137, $103,888.25 - $132,590.66 Annually) reporting to one program manager (Class Code 150, $143,211.10 - $182,777.69 Annually).

This structure has shown itself to be highly effective in the Sustainability Program and has led to productivity, cost savings and efficiency gains. For example, in a successful grant application, Sustainability was just awarded a $550,000 Ocean Protection Council grant to support the pending Sea Level Rise Study and Adaptation Plan work.

It also provides greater depth and resilience, assuring institutional memory and continuity in a highly specialized area of technical expertise in the event of staff turnover.

PER’s adopted FY 2026-27 Annual Work Program shifts certain work items from 4300 Advance Planning’s deferred list to 4500 Sustainability and 4600 Affordable Housing:
4500 Develop SLR Study and Adaptation Plan
Conservation Element GPA to address wildlife connectivity per AB 1889 Safety Element GPA to address extreme heat per AB 2684 (2028) Tree Protection Ordinance
4600 Implement Required Housing Element Programs

Shifting these work items rebalances workload across PER programs and frees up additional capacity in 4300 Advance Planning for other future work.

The additional staff person will help to meet the expanding program workload. Affordable Housing workload has grown in response to new below-market rate housing development and increased community demands, especially for tenant protection assistance. 576
Public Works Inspector Position Justification
As part of the FY 2026 -27 budget, the Public Works Department is recommending the addition of a second Public Works Inspector position within the Transportation and Development Engineering Division.

The City's pavement rehabilitation program includes construction inspection as a required and eligible project delivery cost. During delivery of the 2025 Arterial Pavement Project and Residential Resurfacing Project, the City incurred approximately $289,00 0 in construction inspection costs. These full-time inspection services are necessary for quality assurance and quality control and to verify compliance with approved plans, specifications, contract requirements, City standards, and adopted Caltrans specifications.

The proposed position would allow the City to perform a greater portion of this work in - house rather than relying on consultant inspection services. Because inspection costs are already budgeted as part of pavement project delivery, a significant portion of the position's cost can be supported through existing project funding, reducing long -term consultant expenditures.

In addition to supporting the pavement program, the inspector would assist with Capital Improvement Program project inspections, encroachment permit inspections, development-related inspections, pavement assessments, and field investigations. Many of these activities are funded through capital projects, developer deposits, or permit - related programs.

The addition of a second inspector provides additional capacity, operational redundancy, and continuity of service while increasing the City's ability to deliver pavement projects, capital projects, and development-related improvements using in-house staff resources. 577
Neighborhood Services Reclassification Justification – Emergency Services

RECLASSIFICATION
EMERGENCY SERVICES COORDINATOR 137 ($103,888 - $132,590) TO EMERGENCY SERVICES MANAGER 143 ($120,478-$153,764)
The scope and complexity of the Emergency Services Coordinator position have expanded far beyond the original classification since the establishment of the position in 2018. What began as a position focused primarily on maintaining the City’s Emergency Plans, managing the Emergency Servi ces Division, and serving as a liaison to local jurisdictions has evolved into a critical leadership role responsible for advanced regulatory compliance, regional coordination, and citywide disaster readiness. New state and federal mandates have created jurisdictional obligations that did not exist when the position was created, requiring a higher level of technical expertise and strategic oversight. The position now leads the implementation of countywide emergency evacuation software, oversees the expansion and modernization of the City’s Emergency Operations Center, and has significantly expanded community preparedness programming, including bilingual outreach in English and Spanish to better serve Goleta’s diverse population.

The incumbent has also taken on a central role in the FEMA reimbursement and disaster cost-recovery process, improving the system to ensure the City maximizes eligible reimbursements. Over the past 15 months alone, this work has resulted in more than $1.13 million in secured FEMA fund ing, with an additional $895,486 anticipated. These improvements have strengthened the City’s financial resilience and established a more efficient and auditable disaster project accounting framework. Beyond financial impact, the expanded responsibilities have improved regulatory compliance, enhanced interagency coordination, increased community preparedness, and elevated the City’s overall readiness posture.

Comparable jurisdictions, including the Cities of Santa Barbara, San Luis Obispo, and Ventura, maintain dedicated Emergency Manager positions that reflect the elevated level of responsibility required to oversee modern emergency management programs. Goleta’s current classification no longer aligns with regional standards or with the complexity of work being performed. The duties now carried out by the incumbent are consistent with a higher-level classification that more accurately reflects the leadership, expertise, and citywide impact of the role.

Given the substantial expansion of responsibilities, the increased regulatory environment, and the demonstrated organizational and financial benefits delivered to the City, reclassification is both appropriate and necessary. Aligning the position with its current level of responsibility will support retention o f specialized expertise, ensure competitiveness with peer jurisdictions, and provide the structure needed to sustain and advance the City’s emergency management capabilities. The evolution of this role since 2018 makes clear that the position now functions at a significantly higher level, and reclassification is essential to support the continued safety, preparedness, and resilience of the Goleta community.
578
Neighborhood Services Reclassification Justification – Library

RECLASSIFICATION
PART TIME LIBRARY ASSISTANT – 15 HOURS PER WEEK CLASS 113 ($27.61 - $35.24)
TWO PART-TIME LIBRARY TECHNICIAN - 15 HOURS PER WEEK CLASS 115 ($29.01 - $37.03)
The duties performed by the Bookvan Library Aides (LA) have expanded well beyond the scope of the current classification due to the specialized and independent nature of Bookvan operations. These positions now carry responsibilities that are consistent with the Library Technician (LT) classification, including independent decision -making, direct engagement with community partners, and oversight of Department Aide staff.

Bookvan service operates without an on -site supervisor, requiring the LA to function as the lead st aff member during all outreach visits in Isla Vista and throughout Zone 4. In this capacity, the LA is responsible for ensuring service continuity, addressing safety concerns, resolving patron issues, and making operational decisions in real time. These expectations reflect a level of professional judgment and autonomy characteristic of the LT role rather than the entry-level LA classification.

Earlier this year, the Library Division completed a comprehensive review of Bookvan service delivery, including route design, service stop evaluation, staffing roles, and safety protocols. Most operational improvements have already been implemented. Updating the job classification is the final step needed to align staffing structure with the actual duties performed in the field and to support the long-term sustainability of this outreach model.

Reclassifying these positions to Library Technician ensures that the job description, compensation, and expectations are appropriately matched. This adjustment strengthens service reliability, supports staff retention, and reflects the professional skill level required to safely and effectively operate the Bookvan program.

579
ATTACHMENT 7

Presentation
580
FY 2026/27(Mid-Cycle) Operating and
Capital Improvement Program Budgets
and Five-Year Capital Improvement
Program and Approving Personnel
Related Updates
City of Goleta
City Council – Public Hearing
June 16, 2026
Presentation by:

Luke Rioux, Finance Director
581
Agenda
 Presentation organized in five parts:

1. May 19 Budget Workshop Recap

2. Personnel Requests

3. FY 2026/27 Final Recommended Budget (does not include Personnel Requests)

4. Other Related Personnel Updates

5. Future Items
June 16, 2026, City Council Meeting 2
582
Budget Workshop Recap (Part 1)
Budget Development Summary
Strategic Plan
Adopted May 6, 2025
Two-Year Budget Plan
Adopted June 17, 2025
Annual Work Programs
Workshops, February to May 2026
Tonight: Public Hearing & Budget
Adoption
Tonight: Public Hearing & Budget
Adoption
May 19 Budget Workshop Recap
Personnel Requests
Council requested written business cases for each position, the vacancy and recruitment picture, and the budget with and without the requests
Economic Outlook & Revenue Risk
Council asked staff to monitor TOT leading indicators and identify cost reductions if conditions deteriorate
Reserves & Deferred Maintenance
Council supported the Facilities Reserve Policy Framework ($1M baseline) within a holistic deferred-maintenance strategy Pavement & Capital Improvement Program
Council requested further detail on the pavement funding gap, value engineering, and the unfunded CIP
June 16, 2026, City Council Meeting 3
583
Personnel Requests (Part 2)
Type Dept. Program Title/Grade Change Est. Annual
Cost Funding Source FTE
New PER Housing Management Analys t (137)
$164,480
Gener al Fund, partially offset by removing two
PER interns not being utilized of $45,800 1.00
New PW Engineering Public Works Inspector (130)
142,650
General Fund (Reprogrammed from reducing
contracted services, bringing position in-house) 1.00
Reclass General
Gov.

HR/Risk
Management
Reclass Human Resources Analyst/DEI Officer
(137) to Human Resources Analyst (137) 0 General Fund (no cost – reclass is at the same grade)

1.00 Reclass PER Housing Reclass Senior Housing Analyst (143) to Housing Manager (150) 5,100 General Fund 1.00
Reclass NS Emergency
Services
Reclass Emergency Services Coordinator (137) to
Emergency Services Manager (143) 14,500 General Fund 1.00 Reclass NS Goleta Library Reclass the two Library Book Van Library Assistant (113) positions to Library Book Van Library
Technician (115) positions
2,900
County Per Capita (Fund 208) 0.75
Total Costs (General Fund) $326,7 30
Adjustments -188,450 T
wo PER interns offset and adjusted contracted
services for pa
vement
Total Net Fiscal Impact to the General Fund 138,280
Total (All Funds) $141,180 Includes County Per Capita funded positions (Fund 208)
4 584
Personnel Requests
 Department Justifications
Public Works: Public Works Inspector
(New, 1.00 FTE)
• Brings construction inspection in-house: approx. $79/hr versus approx. $130/hr
contracted
• Approx. $80K per year in cost avoidance at projected
inspection workload
• Funded by reprogramming pavement contracted services
($142,650), bringing the work in-house
PW Planning & Environmental Review:

Housing Program (New, 1.00 FTE)
• New Management Analyst (1.00 FTE) sustains expanded
housing workload and grant adminis
tration ($164,480)
• Partially offset by removing two unutilized PER intern positions ($45,800)
• Reclass of Senior Housing Analyst to Housing Manager aligns duties and program oversight
($5,100)
PER
Neighborhood Services: Emergency
Services & Library
• Reclass of Emergency Services Coordinator to Emergency Services Manager reflects expanded emerg
ency
management scope ($14,500)
• Reclass of two Library Book Van Library Assistants to Library Technicians supports mobile libr
ary service levels ($2,900,
County Per Capita Fund 208)
NS General Government: Human Resources
• Reclass of Human Resources Analyst/DEI Officer to Human Resources Analyst
• Title upda
te at the same grade (137); no fiscal impact and
duties unchanged
GG
June 16, 2026, City Council Meeting 5
585
General Fund – Five Year Forecast
Citywide Authorized Positions
Department 22/23 23/24 24/25 25/26 26/27
Original
26/27
w/Requests
General Government 17.900 18.150 19.250 18.000 18.000 18.000 General Services 4.750

5.750 6.750 7.000 7.000 7.000
Library Services 17.125 17.125 17.125 17.125 17.125 17.125 Finance 12.000 12.000 12.000 12.000 12.000 12.000
Planning & Env. Review 20.500 20.500 19.500 19.500 19.500 20.500 Public Works 36.000 37.000 39.000 39.000 39.000 40.000
Neighborhood Services 10.000 11.000 11.000 11.000 11.000 11.000 Total Full-Time Equivalent 118.275 121.52 5 124.625 123.625 123.625 125.625 % Change - Year over Year 22/23 23/24 24/25 25/26 26/27 Original
26/27
w/Requests
General Government 5.9% 1.4% 6.1% -6.5% 0.0% 0.0%
General Services 58.3%

21.1% 17.4% 3.7% 0.0% 0.0%
Library Services 6.2% 0.0% 0.0% 0.0% 0.0% 0.0%
Finance 20.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Planning & Env. Review 10.8% 0.0% -4.9% 0.0% 0.0% 5.1%
Public Works 24.1% 2.8% 5.4% 0.0% 0.0% 2.6%
Neighborhood Services 53.8% 10.0% 0.0% 0.0% 0.0% 0.0%
Total Full-Time Equivalent % Change 18.25% 2.75% 2.55% -0.80% 0.00% 1.62% June 16, 2026, City Council Meeting 6
586
Vacancy Update Full Time Equivalent
 Vacancy & Recruitment Status – Full Time Equivalent (as of June 9, 2026) Dept Program Title/Grade
FY 2026/27
Fully-loaded
Annual Costs
Recruitment
Status
Est.

Start Date FTE
General Gov City Clerk Deputy City Clerk (130) $132,900 Job posted – Closed 6/1/26
9/1/26 1.0
Public W
orks Parks & Open Space
Maintenance
Admin. Assistant (121
) 110,000 Job posted –
Closed 6/1/26
9/1/26 1.0
Public Works Parks & Open Space
Maintenance
Lead Maint. Work
er (121) 110,000 Background check 8/1/26 1.0
Public Works Street Maintenance Lead Maint. Worker (121) 110,000 R ecruitment pending
9/1/26 1.0
Neigh. Services (NS) NS – Admin Program Technician (112) – Part-Time 46,200 Background check 8/1/26 0.5 Total Vacancies (General Fund) $509,100 4.5
Public Works Environmental Services
Env. Services Specialist (137) 153,100 Not open TBD 1.0 Public W
orks Environmental Services Env. Services Manager (150) 203,600 Offe r accepted TBD 1.0 Total Vacancies (Solid Waste) $356,700 2.0
NS/Library Buellton Library Supervising Library T echnician (121) 110,000 Not open TBD 1.0 Total Vacancies (Buellton Library) $110,000 1.0
Total Vacancies (All Funds) $975,800 7.5
June 16, 2026, City Council Meeting 7
587
Vacancy Update Hourly Part-Time
 Vacancy & Recruitment Status – Hourly Part-Time (as of June 9, 2026) Dept Program Title/Grade FY 2026/27
Est. Total Comp
Recruitment
Status
Est. Start
Date #
General Gov City Council Intern I (1) $0 See footnote TBD 2.0 (1) General
Services GS - Administration Department Aide 22,900 Recruitment pending TBD 1.0
Finance Finance Department Aide 22,900 Job posted -
Closed 6/8/26 8/1/26 1.0
PER Current Planning Intern II 22,900 Not open TBD 1.0
PER Advance Planning Intern II 22,900 Not open TBD 1.0
Public Works Parks & Open Space
Maintenance
Maintenance
Assistan
t 19,200 Not open TBD 1.0
Total Vacancies (General Fund) $110,800 7.0
NS/Library Goleta Library Library P age 14,800 Not open TBD 1.0 NS/Library Buellton Library Department Aide 22,900 Not open TBD 1.0 NS/Library Goleta Library Department Aide 22,900 Job posted - Closes 6/15/26 8/1/26 1.0
Total Vacancies (Library Funds) $60,600 3.0
Total Vacancies (All Funds) $171,400 10.0
(1) The two Intern I
positions for City Council
do not have direct
funding programmed.

Council interns are
funded by their
conference, meetings,
and travel budget
allotted to each member
of $10,000.

June 16, 2026, City Council Meeting 8
588
Mid-Cycle Budget with Personnel
Requests
General Fund
FY 2026/27
Preliminary Mid-Cycle
Workshop
5/19/26
FY 2026/27
Final Mid-Cycle
without Personnel
Requests
FY 2026/27
Final Mid-Cycle
with Personnel
Requests
Ongoing Revenues $55,282,762 $55,282,762 $55,282,762
Ongoing Expenditures
(does not include one-time expenditures) $54,609,593 $54,690,493 $54,690,493 Pending Personnel Requests – General
Fund
(1) $0 $0 $138,280
Adjusted Ongoing Expenditures $54,609,593 $54,690,493 $54,828,773 Net Operating Revenue $673,169 $592,269 $453,989
(1) Pending Personnel Requests – General Fund, includes the total net fiscal impact to the General Fund on new personnel requests (+$118,680) and reclassifications (+$19,600) which is approximately $138,280.

June 16, 2026, City Council Meeting 9
589
Staff’s Recommendation on Personnel
Staff recommends approval of the two new positions and four reclassifications as permanent, full-year appointments
Requested action: Adopt the budget and Schedule of Authorized Positions as amended Staff recommends approval of the two new positions and four reclassifications as permanent, full-year appointments
Requested action: Adopt the budget and Schedule of Authorized Positions as amended 6 Personnel actions:
2 new positions and
4 reclassifications
+2.00
Total authorized FTE:
123.625 to
125.625
$138,280
Net General Fund
impact after identified
offsets
$453,989
Ongoing revenues over
ongoing expenditures
with requests included
June 16, 2026, City Council Meeting 10
590
FY 2026/27 Final Recommended
Budget (Part 3)
Expenditure Updates since the May 19 Budget Workshop: Benefit Enhancements Long-Term Disability
Maximum monthly benefit increased
from $6,000 to $9,000 for all eligible
employees; first increase in many
years, restoring competitiveness
Approx. $7,000 per year • July 1, 2026
Short-Term Disability (New)
Employer-paid benefit for unrepresented
management and executive employees
(approx. 26): 66.67% of salary, $2,500
weekly maximum, through the City’s
pooled program (PRISM)
Approx. $18,000 per year • July 1, 2026
Health Allowances (SEIU Side
Letters)
Tiered flexible benefit allowance increases
following meet-and-confer with SEIU:
family tier July 1, 2026 ($1,640 to
$2,120/mo); plus-one and family tiers
January 1, 2027
Approx. $55,900 per year • phased
Total benefit updates: approx. $80,900 per year in ongoing costs, included in the FY 2026/27 Final Recommended Budget
Total benefit updates: approx. $80,900 per year in ongoing costs, included in the FY 2026/27 Final Recommended Budget
June 16, 2026, City Council Meeting 11
591
All Funds and General Fund Summary
All City Funds - Revenues FY 2026/27
Original
FY 2026/27
Revised
$ Change
to Budget
% Change
to Budget
General Fund $52,767,733 $55,282,762 $2,515,029 4.8%
Special Revenue Funds $23,820,998 $20,103,045
-$3,717,953 -15.6%
Total $76,588,731 $75,385,807 -$1,202,924 -1.6%
All City Funds - Expenditures FY 2026/27
Original
FY 2026/27
Revised
$ Chang
e
to Budget
% Change
to Budget
General Fund $53,233,844 $61,586,666 $8,352,822 15.7%
Special Revenue Funds $27,642,357 $14,965,943
-$12,676,414 -45.9%
Total $80,876,201 $76,552,608 -$4,323,593 -5.3%
June 16, 2026, City Council Meeting 12
592
General Fund Revenues
Property Tax,
$10.7 M, 19%
Sales Tax,
$9.1 M, 17%
Transaction and
Use Tax,
$13.5 M, 24%
Transient
Occupancy Tax,
$14.4 M, 26%
Cannabis
Business Tax,
$0.5 M, 1%
Franchise Fees,
$1.6 M, 3%
Licenses &
Service Charges,
$3.2 M, 6%
All Other
Revenue,
$2.3 M, 4%
Note: All Other Revenue includes investments, fines and penalties, reimbursements, miscellaneous, and transfers General Fund
Revenues
FY 26/27
Original
FY 26/27
Mid-Cycle
$
Change
%
Change
Property Tax $10.6 M $10.7 M $0.1 M 0.7%
Sales Tax $9.1 M $9.1 M
$0.0 M 0.3%
Transaction and Use Tax $11.6 M $13.5 M $1.9 M 16.2%
Transient Occupancy Tax $14.2 M $14.4 M $0.2 M 1.1%
Cannabis Business Tax $0.7 M $0.5 M -$0.1 M -23.1%
Franchise Fees $1.6 M $1.6 M $0.0 M 1.0%
Licenses & Service
Charges $3.2 M $3.2 M $0.0 M 0.0%
All Other Revenue $1.8 M $2.3 M $0.5 M 24.7%
Total $52.8 M $55.3 M $2.5 M 4.8%
June 16, 2026, City Council Meeting 13
593
Revenues – All Funds
All Funds
FY 26/27
Original
FY 26/27
Mid-Cycle
$
Change
%
Change
General Fund $52.8 M $55.3 M $2.5 M 4.8%
Special Revenue
Funds $8.5 M $8.5 M
$0.0 M -0.3%
Development
Impact Fees $8.9 M $4.5 M -$4.4 M -49.3%
Grants $4.5 M $4.5 M $0.0 M 0.2%
Special
Assessments $1.0 M $1.2 M $0.2 M 18.4%
RDA & Other $1.0 M $1.5 M $0.5 M 49.7%
Total $76.6 M $75.4 M -$1.2 M -1.6%
General Fund,
$55.3 M, 73%
Special Revenue
Funds,
$8.5 M, 11%
Development Impact
Fees,
$4.5 M, 6%
Grants,
$4.5 M, 6%
Special Assessments,
$1.2 M, 2%RDA & Other,
$1.5 M, 2%
June 16, 2026, City Council Meeting 14
594
General Fund Expenditures
General Fund
Expenditures
FY 26/27
Original
FY 26/27
Mid-Cycle
$
Change
%
Change
General
Government $7.4 M $7.9 M $0.4 M 5.9%
General Services $4.3 M $4.3 M $0.0 M -0.4%
Library $0.5 M $0.6 M
$0.1 M 13.8%
Finance $2.3 M $2.4 M $0.1 M 2.3%
Planning & Env.

Review $6.2 M $6.3 M $0.1 M 1.8%
Public Works $14.5 M $15.6 M $1.1 M 7.9%
Neighborhood
Services $3.6 M $3.8 M $0.2 M 5.4%
Public Safety $13.2 M $13.2 M $0.0 M 0.0%
Non-Departmental $1.3 M $1.8 M $0.5 M 40.5%
CIP $0.0 M $5.8 M $5.8 M 0.0%
Total Expenditures $53.2 M $61.6 M $8.4 M 15.7%
Note: Does not include Personnel Requests
General
Government,
$7.9 M, 13%
General Services,
$4.3 M, 7%
Library,
$0.6 M, 1%
Finance,
$2.4 M, 4%
Planning & Env.

Review,
$6.3 M, 10% Public Works,
$15.6 M, 25%
Neighborhood
Services,
$3.8 M, 6%
Public Saf
ety,
$13.2 M, 22%
Non-
Departmental,
$1.8 M, 3%
CIP,
$5.8 M, 9%
June 16, 2026, City Council Meeting 15
595
Expenditures – All Funds
Note: Does not include Personnel Requests
All Funds
Expenditures
FY 26/27
Original
FY 26/27
Mid-Cycle
$
Change
%
Change
General
Government $7.5 M $7.9 M $0.4 M 5.8%
General Services $4.3 M $4.3 M $0.0 M -0.5%
Library $3.3 M $3.6 M
$0.2 M 7.4%
Finance $2.3 M $2.4 M $0.1 M 2.8%
Planning & Env.

Review $6.2 M $6.3 M $0.1 M 2.1%
Public Works $19.6 M $20.9 M $1.4 M 7.1%
Neighborhood
Services $4.6 M $4.8 M $0.2 M 4.4%
Public Safety $13.4 M $13.4 M $0.0 M 0.0%
Non-Departmental $4.3 M $4.9 M $0.5 M 12.7%
CIP $15.4 M $8.1 M -$7.3 M -47.5%
Total $80.9 M $76.6 M -$4.3 M -5.3%
General
Government,
$7.9 M, 10%
General
Services,
$4.3 M, 6%
Library,
$3.6 M, 5%
Finance,
$2.4 M, 3%
Planning & En
v.

Review,
$6.3 M, 8%
Public Works,
$20.9 M, 27%
Neighborhood
Services,
$4.8 M, 6%
Public Saf
ety,
$13.4 M, 18%
Non-
Departmental,
$4.9 M, 6%
CIP,
$8.1 M, 11%
June 16, 2026, City Council Meeting 16
596
Budget Highlights
The mid-cycle preserves all program funding levels adopted in the original two-year budget, with minor adjustments. Additional details are in the staff report.

Homelessness
Incl. $475K support to other agencies
$1.02M
Parks & Recreation
Incl. total division budget
$1.02M
Goleta Community Center (All Funds)
GF transfer · total operations $982K all sources
$982K
Police Services (Sheriff contract) $13.2M
Pavement Maintenance (All Funds)
All funds — GF $4.1M + Gas Tax + RMRA + Measure A
Total Street Maintenance Program $8.95M
$6.25M
Parks & Open Space Maintenance
Includes splash pad maintenance $~200k
$3.97M
Transportation & Development Engineering $2.34M
Goleta Library (All Funds)
GF support $590k · total Library operations $2.5M all funds $2.49M
Economic Development
Reflects direct funds only Incl. Child Care $250K · Econ Dev $100K · GEM $50K · Lions Club $31K · Public Art Board $650 $432K Goleta Train Station (Operations & Maintenance) $426K
Affordable Housing
(All Funds)
$279K
Sustainability $471K
City Grant Program
(Reflects grant funds only) $250K
Support to Other Agencies
Across multiple programs: Parks $466K NS Other $20K $486K Environmental Services (Fund 211) $1.8M
June 16, 2026, City Council Meeting 17
597
General Fund – Five Year Forecast
General Fund – Five-Year Forecast
 Structurally balanced in all five-years: net
operating revenues averages ~$385k
 Largely status quo service levels, with new
Train Station and Splash Pad operations
 Does not factor in restoring deferred
maintenance or programs
 Program expansions will need to have
offsetting reductions or a new revenue source
Note: Does not include Personnel Requests
$55.3
$56.6
$58.2
$59.8
$61.5
$54.7
$56.3
$57.9
$59.5
$61.2
$50M
$53M
$56M
$59M
$62M
$65M
FY 26/27
Mid-Cycle
FY 27/28
Forecast
FY 28/29
Forecast
FY 29/30
Forecast
FY 30/31
Forecast
Revenues Expenditures
Forecast compares ongoing revenues versus ongoing expenditures June 16, 2026, City Council Meeting 18
598
General Fund – Fund Balance and Reserves
 Policy Target: 33% of operating expenditures (4
months); fully fund
ed in all five forecast years
 Safety & Stability: immediate funding for
disasters/emergencies
 Operational Continuity: Shields city services from
tax delays or economic
downturns, and provides
liquidity on delayed grant reimbursements
 Strategic Flexibility: Up to 1/3 available for capital or revenue-enhancing projects (with repayme
nt
plan)
$15.1M $17.0M $18.1M $18.6M $19.1M $19.7M
$15.7M
$7.5M $6.7M $6.1M $5.9M $5.6M
$30.8 M
$24.5 M $24.7 M $24.7 M $25.1 M $25.3 M
$0M
$5M
$10M
$15M
$20M
$25M
$30M
$35M
FY 25/26
Est. Actuals
FY 26/27
Mid-Cycle
FY 27/28
Forecast
FY 28/29
Forecast
FY 29/30
Forecast
FY 30/31
Forecast
Contingency Reserve
Other Reserves and One-Time Fund Balance
June 16, 2026, City Council Meeting 19
599
Capital Improvement Program
 CIP project budget will continue to be further refined  DIF Nexus Study Disclaimer
 Five-Year Capital Improvement Program
 Five-Year CIP Project List (Active Priority Projects)  Long-Term CIP Project List
 Five-Year CIP Budget
 “Big Six” Priority Projects are fully funded
June 16, 2026, City Council Meeting 20
UPDATED for June 16, 2026. To be further
refined and discussed on July 21, 2026
600
CIP Budget Summary
Summary of New CIP Budget Appropriations for FY 2026/27:

New CIP Appropriations Summary FY 2026/27
Original
FY 2026/27
Mid-Cycle
General Fund $0 $5,757,723
Special Revenue Funds $15,402,071 $2,323,180
Total All Funds $15,402,071 $8,080,903
June 16, 2026, City Council Meeting 21
UPDATED for June 16, 2026. To be further
refined and discussed on July 21, 2026
601
CIP Budget Summary
Five-Year CIP Budget Summary (Updated)
UPDATED for June 16, 2026. To be further
refined and discussed on July 21, 2026
CIP - Priority Projects
June 2026
# of Priority
Projects
Total
Project Costs
Total
Cost to Complete
Funded
Amount
Est. Unfunded
Amount
General Services 6 $23,039,836 $21,758,887 $12,238,887 $9,520,000 Neighborhood Services 10 $78,306,885 $49,384,147 $20,316,324 $29,067,823 Public Works 24 $232,727,904
$134,249,997 $97,205,090 $37,044,907
All Departments 40 $334,074,624 $205,393,031 $129,760,301 $75,632,730 June 16, 2026, City Council Meeting 22
602
Gann Appropriations Limit
Gann Limit is calculated and adopted every fiscal year by resolution (Attachment 2) Gann Limit sets ceiling amount for tax-funded government services  Annually adjusted based on changes in population, inflation, per capita personal income or percentage change in the local assessment roll from preceding year for a
ddition of local nonresidential new construction
 Any significant amount of tax revenue received above the Gann Limit may result in future tax rebates or tax cuts  FY 2026/27 Gann Limit is $91.2 million
• 8.01% increase from prior year of $84.4 million
• Only $50.2 million of City Revenues subject to limit
• Currently $41 million under the limit
June 16, 2026, City Council Meeting 23
603
Other Related Personnel Updates (Part 4)
June 16, 2026, City Council Meeting 24
Three resolutions implement the personnel and benefit updates RESOLUTION 1
Authorized Positions, Salary Schedule,
Personnel Rules, & Short-Term
Disability, Hiring Incentive Policy
• Amends the Schedule of Authorized Positions,
Salary Schedule & Classification Plan,
and Funded
Positions Compensation Plan
• Updates the Personnel Rules: clarifications,
administrative
cleanup, and changes in law since
the December 2024 update
• Establishes employer-paid Short-Term Disability
for unrepresented
management and executive
employees
• Renews the Hiring Incentive Policy through June
30, 2027 for designated
hard-to-fill classifications
RESOLUTION 2
SEIU Local 620 Side Letter Agreements,
related to Tiered Health Allowance
Increases and Long-Term Disability
• Approves side letter agreements amending certain
fringe benefit increases, neg
otiated through meet-
and-confer
• Implements the tiered health allowance increases:
• Starting July 1, 2026 (Employee Plus Family)
• Starting January 1, 2027 (Employee Plus One
and Family
• Side letter
s included in Attachment 4; costs are in
the recommended budget (P
art 3)
RESOLUTION 3
Temporary Over-Hire Policy
• Authorizes the City Manager or Designee to
temporarily over-
hire (double-fill) an authorized
position for succession planning, training, and
knowledge transfer
• Requires a written Finance Director or Designee
finding that identified savi
ngs support the cost
• Each over-hire limited to the shorter of 90 days or
the period savings can support:
cost-neutral by
design
604
Future Items (Part 5)
CIP Update & Grant Updates
Updated CIP following adoption of the DIF Nexus Study,
plus status of major capital grants, including the San Jose Creek Multipurpose Path
Summer/Fall 2026
Deferred Maintenance & Facilities Funding
Policy
Facilities Reserve Policy Framework returns for formal
adoption ($1M baseline reserve); shared-responsibility
options, including capital campaigns, with nonprofits
operating City facilities
Winter/Spring 2026-2027
Pavement, Value Engineering & Long-Term
Funding
Updated Pavement Condition Index (PCI) information and
funding level scenarios, presented with the annual pavement update or the broader deferred-maintenance discussion
Spring 2027
Economic Monitoring
TOT trends, travel-market and RevPAR data reported at quarterly financial reviews; tiered cost-reduction measures maintained for early response if conditions deteriorate
Ongoing
To be discussed at future City Council meetings; no action requested tonight June 16, 2026, City Council Meeting 25
605
Recommendations
A. Adopt Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California Amending the Two- Year Budget Plan for Fiscal Years 2025/26 and 2026/27 and Five-Year Capital Improvement Program”; and B. Adopt Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California, Adopting the City’s GANN Limit for Fiscal Year 2026/27”; and
C. Receive an oral report, read by the City Clerk or staff, summarizing the recommendation for final action on compensation paid in the form of fringe benefits to City executive employees:

1. For all executive employees amend the City’s monthly Flexible Benefit Plan Allowance such that:
i. Effective July 1, 2026, for employees enrolled with more than one dependent, the allowance shall be $1640 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher . All other tiers remain unchanged. ii. Effective January 1, 2027, for employees enrolled with one dependent, the allowance shall be $1700 per month, or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher, and employees enrolled with more than one dependent, the allowance shall be $1730 per month or 85% of the monthly premium cost for the CalPERS Gold PPO plan (Region 2), rounded up to the nearest $10, whichever is higher . The employee-only tier remains unchanged; and Note: If City Council supports the Personnel Requests, it is recommended that City Council adopt the budget, schedule of authorized positions, and salary schedule resolutions as amended 606
Recommendations (continued)
D. Adopt Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California, Amending the City of Goleta Schedule of Authorized Positions, the City of Goleta Salary Schedule and Classification Plan, and the Funded Positions Compensation Plan Schedule for Fiscal Year 2025/26 and Fiscal Year 2026/27, Amending the Personnel Rules, Establishing an Employer-Paid Short-Term Disability Benefit for Unrepresented Management and Executive Employees, and Authorizing the Application of the Hiring Incentive Policy to Certain Positions”; and E. Adopt Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California, Approving Side Letter Agreements with SEIU Local 620, Amending Certain Fringe Benefit Increases”; and F. Adopt Resolution No. 26-__ entitled, “A Resolution of the City Council of the City of Goleta, California, Establishing a Temporary Over-Hiring Policy and Authorizing the City Manager, or Designee, to Temporarily Adjust Adopted Budgets and Corresponding Schedule of Authorized Positions as Needed for a Period Not to Exceed 90 Days.” June 16, 2026, City Council Meeting 27
Note: If City Council supports the Personnel Requests, it is recommended that City Council adopt the budget, schedule of authorized positions, and salary schedule resolutions as amended 607

Goleta City CouncilJune 16, 2026

Goleta City Council
June 16, 2026