Santa Barbara City Council
July 29, 2025

Remaining
Adopted Revised YTD Encum- Balance with %of Previous
Budget Budget Actual brances Revised budget Budget YTD

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
Summary by Fund
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year) FLEET REPLACEMENT FUND (page 16)
Revenue 5,977,251 6,956,468 6,382,941 - 573,528 91.8% 5,537,189 Expenditures 4,522,282 8,652,134 3,093,922 1,156,564 4,401,648 49.1% 3,346,055 Addition to / (use of) reserves 1,454,969 (1,695,666) 3,289,019 (1,156,564) (3,828,120) 2,191,134 FLEET MAINTENANCE FUND (page 17)
Revenue 3,581,759 3,508,147 3,318,738 - 189,409 94.6% 2,962,018 Expenditures 3,893,937 4,100,657 3,494,069 198,397 408,192 90.0% 3,185,197 Addition to / (use of) reserves (312,178) (592,510) (175,331) (198,397) (218,782) (223,178) SELF INSURANCE TRUST FUND (page 18)
Revenue 20,896,719 20,297,138 18,708,689 - 1,588,450 92.2% 16,301,323 Expenditures 22,630,509 23,045,282 16,187,689 284,275 6,573,317 71.5% 14,790,761 Addition to / (use of) reserves (1,733,790) (2,748,143) 2,520,999 (284,275) (4,984,867) 1,510,562 INFORMATION TECHNOLOGY FUND (page 19)
Revenue 9,384,047 9,384,036 8,694,949 - 689,087 92.7% 5,864,411 Expenditures 9,737,489 9,740,433 8,096,317 39,150 1,604,966 83.5% 6,129,481 Addition to / (use of) reserves (353,441) (356,397) 598,632 (39,150) (915,879) (265,071) WATERFRONT OPERATING FUND (page 20)
Revenue 20,459,725 20,514,360 18,861,980 - 1,652,380 91.9% 18,213,082 Expenditures 21,050,805 21,393,602 18,581,015 645,539 2,167,048 89.9% 16,899,611 Addition to / (use of) reserves (591,080) (879,242) 280,965 (645,539) (514,668) 1,313,471 SANTA BARBARA CLEAN ENERGY FUND (page 21)
Revenue 53,307,781 53,307,781 38,728,530 - 14,579,251 72.7% 43,618,026 Expenditures 55,457,671 58,393,549 46,592,741 2,927,894 8,872,914 84.8% 27,801,392 Addition to / (use of) reserves (2,149,890) (5,085,768) (7,864,211) (2,927,894) 5,706,337 15,816,635 ENERGY AND CLIMATE MANAGEMENT FUND (page 22)
Revenue 2,273,443 2,269,760 2,074,256 - 195,504 91.4% 2,805,030 Expenditures 2,326,253 2,727,512 1,763,570 184,944 778,998 71.4% 2,561,711 Addition to / (use of) reserves (52,810) (457,752) 310,685 (184,944) (583,494) 243,319

TOTAL FOR ALL FUNDS
Revenue 543,827,266 544,236,114 483,980,630 - 60,255,484 88.9% 460,157,926 Expenditures 557,029,857 587,405,717 485,073,897 27,982,168 74,349,652 87.3% 470,883,935 Addition to / (use of) reserves (13,202,591) (43,169,603) (1,093,267) (27,982,168) (14,094,168) (10,726,009) ** It is City policy to adopt a balanced budget. In most cases, encumbrance balances exist at year-end. These encumbrance balances are obligations of each fund and must be reported at the beginning of each fiscal year. In addition, a corresponding appropriations entry must be made in order to accommodate the 'carried-over' encumbrance amount. Most differences between budgeted annual revenues and expenses are due to these encumbrance carryovers.

Remaining
Adopted Revised YTD Balance with Percent Previous Change Over Budget Budget Actual Revised budget Received YTD Prior Year TAXES
Sales and Use 31,200,000 30,000,000 27,609,308 2,390,692 92.0% 27,010,356 2.2% Measure C Sales Tax 33,400,000 33,400,000 29,163,668 4,236,332 87.3% 28,925,377 0.8% Measure I Sales Tax - 3,000,000 13,624 2,986,376 0.5% - 0.0% Property Taxes 51,030,000 51,000,000 48,626,411 2,373,589 95.3% 46,781,104 3.9% Utility Users Tax 7,950,000 8,200,000 8,189,196 10,804 99.9% 7,231,078 13.3% Transient Occupancy Tax 28,700,000 29,300,000 26,650,193 2,649,807 91.0% 24,071,946 10.7% Business License 2,900,000 2,900,000 2,672,668 227,332 92.2% 2,783,668 -4.0% Cannabis Excise Tax 1,400,000 1,030,000 893,479 136,521 86.7% 1,056,074 -15.4% Real Property Transfer Tax 1,200,000 910,000 835,857 74,143 91.9% 754,710 10.8% Total Tax Revenues 157,780,000 159,740,000 144,654,404 15,085,596 90.6% 138,614,313 4.4%

LICENSES & PERMITS
Licenses & Permits 237,886 237,886 113,728 124,158 47.8% 113,036 0.6% Total 237,886 237,886 113,728 124,158 47.8% 113,036 0.6%

FINES & FORFEITURES
Police 2,540,600 2,540,600 1,897,292 643,308 74.7% 1,447,927 31.0% Other Fines & Forfeitures 483,000 483,000 910,945 (427,945) 188.6% 602,008 51.3% Total 3,023,600 3,023,600 2,808,237 215,363 92.9% 2,049,935 37.0%

USE OF MONEY & PROPERTY
Investment Income 2,327,858 2,327,858 1,580,995 746,863 67.9% 2,036,744 -22.4% Rents & Concessions 1,539,676 1,542,356 1,211,641 330,715 78.6% 1,219,005 -0.6% Total 3,867,534 3,870,214 2,792,635 1,077,579 72.2% 3,255,749 -14.2%

INTERGOVERNMENTAL
Library 884,966 911,764 888,964 22,800 97.5% 455,777 95.0% Fire 1,500,000 1,800,000 1,231,602 568,398 68.4% 974,697 26.4% Other Intergovernmental 627,078 1,798,436 527,242 1,271,195 29.3% 686,333 -23.2% Total 3,012,044 4,510,200 2,647,807 1,862,393 58.7% 2,116,807 25.1%

FEES & SERVICE CHARGES
Community Development 7,230,640 7,280,640 7,861,081 (580,441) 108.0% 6,974,720 12.7% Parks & Recreation 4,320,477 4,825,449 3,730,193 1,095,256 77.3% 3,665,760 1.8% Other Service Charges 2,821,667 2,653,870 2,751,085
(97,215) 103.7% 2,856,669 -3.7%
Total 14,372,784 14,759,959 14,342,358 417,601 97.2% 13,497,149 6.3%

OTHER REVENUES
Interfund Charges & Reimbursement 13,921,095 14,467,457 13,535,228 932,229 93.6% 12,218,204 10.8% Overhead Indirect Allocations 9,547,772 9,547,772 8,715,284 832,488 91.3% 8,482,897 2.7% Interfund Transfers 466,300 465,538 422,736 42,803 90.8% 566,877 -25.4% Interfund Loans 2,191,004 2,191,004 - 2,191,004 0.0% -
Miscellaneous 1,121,592 1,121,592 216,853 904,739 19.3% 541,151 -59.9% Donations 110,509 110,509 95,731 14,778 86.6% 110,507 -13.4% Franchise Fees 6,500,000 6,200,000 5,258,476 941,524 84.8% 5,374,639 -2.2% Total 33,858,272 34,103,873 28,244,308 5,859,564 82.8% 27,294,275 3.5% Subtotal Non-Tax Revenues 58,372,119 60,505,732 50,949,074 9,556,658 84.2% 48,326,951 5.4% TOTAL REVENUES 216,152,119 220,245,732 195,603,478 24,642,253 88.8% 186,941,264 4.6%

CITY OF SANTA BARBARA
General Fund
Interim Statement of Budgeted and Actual Revenues
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

YTD
Remaining Expended
Adopted Revised YTD Encum- Balance with and Previous
Budget Budget Actual brances Revised budget Encumbered YTD

GENERAL GOVERNMENT
Mayor & City Council
MAYOR & CITY COUNCIL 1,298,908 1,281,661 1,115,488 906 165,266 87.1% 1,019,329

ARTS & COMMUNITY
PROMOTIONS 2,178,925 2,411,135 2,168,172 53,500 189,463 92.1% 2,143,792 Total 3,477,833 3,692,795 3,283,660 54,406 354,729 90.4% 3,163,121 City Attorney
ADMINISTRATION 1,382,822 1,584,730 1,224,765 42,055 317,910 79.9% 1,224,261 CITY ATTORNEY-ADVISORY 1,993,320 1,549,882 1,302,257 16,000 231,624 85.1% 1,297,146 LITIGATION 1,718,292 1,604,737 1,221,931 147,573 235,233 85.3% 1,189,205 ENFORCEMENT 770,328 1,206,160 839,419 1,750 364,992 69.7% 698,459 Total 5,864,762 5,945,509 4,588,372 207,378 1,149,759 80.7% 4,409,072 Administration
CITY ADMINISTRATOR 2,599,989 3,284,273 2,861,513 241,419 181,341 94.5% 2,544,022 EMPLOYEE RELATIONS - - - - - #DIV/0! 2,619
CITY TV 624,883 743,071 527,849 79,932 135,290 81.8% 486,419 CITY CLERK 1,242,002 1,210,947 936,518 24,503 249,926 79.4% 659,153 ELECTIONS - - 152 - (152) #DIV/0! 464
Total 4,466,875 5,238,292 4,325,881 345,854 566,557 89.2% 3,692,213 Human Resources
HUMAN RESOURCES 2,400,886 2,386,965 2,069,292 47,206 270,466 88.7% 2,217,148 EMPLOYEE RELATIONS 378,121 409,112 276,387 139,446 (6,722) 101.6% 315,394 EMPLOYEE DEVELOPMENT 39,447 72,590 58,448 26,644 (12,502) 117.2% 24,464 Total 2,818,454 2,868,666 2,404,128 213,296 251,242 91.2% 2,557,006 Finance
ADMINISTRATION 377,593 439,662 382,447 5,144 52,071 88.2% 314,276 MANAGEMENT 897,324 1,081,667 715,743 252,346 113,578 89.5% 570,806 CASHIERING & COLLECTION 1,721,444 1,916,588 1,198,071 183,530 534,987 72.1% 1,131,251 LICENSES & PERMITS - 94 87 - 7 92.4% 269,416
BUDGET MANAGEMENT 977,338 1,376,072 932,972 224,464 218,636 84.1% 815,500 ACCOUNTING 1,182,596 1,185,311 1,098,322 2,848 84,141 92.9% 1,027,033 MISCELLANEOUS 515,876 512,056 456,661 - 55,395 89.2% 456,675 ACCOUNTS PAYABLE 308,213 320,306 324,798 12,450 (16,942) 105.3% 252,880 SERVICE 935,654 878,857 793,050 152,795 (66,989) 107.6% 633,921 PURCHASING 838,350 839,574 727,790 8,176 103,609 87.7% 739,382 CENTRAL WAREHOUSE 219,506 213,859 195,478 - 18,381 91.4% 196,927 MAIL SERVICES 176,934 186,223 159,251 8,161 18,811 89.9% 153,878 Total 8,150,828 8,950,267 6,984,669 849,914 1,115,684 87.5% 6,561,945 TOTAL GENERAL GOVERNMENT 24,778,752 26,695,529 21,586,710 1,670,849 3,437,970 87.1% 20,383,356 General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

YTD
Remaining Expended
Adopted Revised YTD Encum- Balance with and Previous
Budget Budget Actual brances Revised budget Encumbered YTD General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

PUBLIC SAFETY
Police
CHIEF'S STAFF 2,746,596 3,007,169 3,072,659 20,476 (85,966) 102.9% 2,416,442 BUSINESS OFFICE 1,107,733 1,060,610 901,029 644 158,937 85.0% 709,217 RECORDS BUREAU 2,539,652 2,412,404 1,937,107 27,030 448,266 81.4% 1,681,723 STRATEGIC OPERATIONS 2,114,775 2,208,272 2,438,304 23,783 (253,815) 111.5% 1,859,579 PROPERTY ROOM 338,792 320,455 251,210 - 69,245 78.4% 236,652 TRAINING, RECRUITMENT/WELLNES 2,389,726 2,549,601 2,567,078 191,094 (208,571) 108.2% 2,394,315 RANGE AND EQUIPMENT 1,900,458 2,016,761 1,684,608 106,679 225,474 88.8% 2,584,929 COMMUNITY & MEDIA RELATIONS - - - - - #DIV/0! 144,013
INF.TECHNOLOGY/CRIME ANALYSIS 1,853,534 2,252,083 2,077,213 298,501 (123,630) 105.5% 1,809,047 CRIMINAL INVESTIGATIONS & INTER 7,144,333 7,627,379 5,908,309 5,596 1,713,475 77.5% 5,547,482 CRIME LAB 218,380 206,448 165,070 - 41,378 80.0% 157,807 FIELD OPERATIONS DIVISION 22,923,235 23,818,838 21,337,277 27,561 2,454,000 89.7% 19,773,871 TRAFFIC 1,121,763 1,183,959 1,144,648 - 39,311 96.7% 930,572 SPECIAL EVENTS 699,244 668,486 345,890 - 322,596 51.7% 692,322 STREET CRIMES UNIT 2,147,719 2,777,957 2,157,393 - 620,565 77.7% 1,960,912 SPECIAL ENFORCEMENT TEAM 166,766 164,335 51,462 - 112,872 31.3% 63,929 PARKING AND STREET SWEEPING 563,810 533,221 289,648 - 243,573 54.3% 273,243 PARKING ENFORCEMENT 1,196,801 1,138,440 856,360 - 282,080 75.2% 625,047 COMBINED COMMUNICATIONS CTR 4,577,784 4,372,182 3,562,299 - 809,883 81.5% 3,767,176 ANIMAL CONTROL 1,077,991 1,097,063 872,551 163,600 60,913 94.4% 819,745 Total 56,829,092 59,415,664 51,620,116 864,962 6,930,587 88.3% 48,448,024 Fire
ADMINISTRATION 1,996,743 2,033,780 1,948,660 - 85,120 95.8% 1,653,081 EMERGENCY SRVS / PUBLIC ED 469,292 464,320 419,607 - 44,714 90.4% 386,284 PREVENTION 1,358,357 1,359,305 1,166,242 - 193,063 85.8% 1,141,885 WILDLAND FIRE MITIGATION PROG. 405,247 447,167 302,730 29,811 114,626 74.4% 597,796 OPERATIONS 30,288,202 30,944,045 27,676,616 192,696 3,074,733 90.1% 25,718,233 TRAINING AND RECRUITMENT 1,702,279 1,688,064 1,338,041 43,022 307,000 81.8% 849,569 ARFF 3,671,451 3,695,737 3,383,396 - 312,341 91.5% 3,130,711 Total 39,891,571 40,632,417 36,235,293 265,529 4,131,595 89.8% 33,477,559 TOTAL PUBLIC SAFETY 96,720,663 100,048,081 87,855,408 1,130,491 11,062,182 88.9% 81,925,583

PUBLIC WORKS
Public Works
ADMINISTRATION 1,905,266 1,893,092 1,750,736 8,029 134,327 92.9% 1,415,645 ENGINEERING SVCS 10,188,284 10,112,868 8,567,964 17,721 1,527,183 84.9% 7,265,080 PUBLIC RT OF WAY MGMT 2,383,963 2,390,501 1,909,007 28,591 452,903 81.1% 1,754,387 WATER RESOURCES - 3,113 2,854 - 259 - -
Total 14,477,514 14,399,574 12,230,560 54,341 2,114,673 85.3% 10,435,113 TOTAL PUBLIC WORKS 14,477,514 14,399,574 12,230,560 54,341 2,114,673 85.3% 10,435,113

YTD
Remaining Expended
Adopted Revised YTD Encum- Balance with and Previous
Budget Budget Actual brances Revised budget Encumbered YTD General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

COMMUNITY SERVICES
Parks & Recreation
REC PROGRAM MGMT 1,228,259 1,226,361 1,047,723 54,041 124,597 89.8% 1,117,509 FACILITIES & SPECIAL EVENTS 2,271,060 2,406,144 2,052,770 93,424 259,950 89.2% 1,653,471 YOUTH ACTIVITIES 1,694,474 1,657,904 1,346,965 2,183 308,757 81.4% 1,126,800 ACTIVE ADULTS 1,063,688 1,074,197 854,816 4,115 215,266 80.0% 851,583 AQUATICS 2,333,117 2,544,018 2,134,660 134,858 274,500 89.2% 1,707,297 SPORTS 1,324,457 1,574,774 1,121,282 (8,048) 461,539 70.7% 706,123 TENNIS - - - - - #DIV/0! 460,849
NEIGHBORHOOD/OUTREACH SERV 1,460,701 1,477,090 1,185,466 57,275 234,349 84.1% 1,049,600 ADMINISTRATION 1,586,827 1,575,183 1,413,816 338 161,029 89.8% 1,288,783 PROJECT MANAGEMENT TEAM 924,758 936,478 763,548 20,089 152,842 83.7% 744,015 PARK OPERATIONS MNGMNT 1,446,676 1,449,086 1,268,875 2,810 177,401 87.8% 1,123,453 GROUNDS & FACILITIES MAINT. 7,423,775 7,472,153 6,088,914 315,544 1,067,695 85.7% 5,763,195 FORESTRY 1,998,175 2,016,953 1,773,803 6,261 236,889 88.3% 1,627,664 BEACH MAINTENANCE 200,757 199,713 209,502 10,060 (19,849) 109.9% 172,953 MEDIANS PARKWAYS&CONTRACTS 573,082 613,753 414,466 111,619 87,668 85.7% 389,607 Total 25,529,806 26,223,807 21,676,605 804,570 3,742,633 85.7% 19,782,901 Library
ADMINISTRATION 1,198,662 1,164,988 981,221 45,832 137,936 88.2% 934,250 CENTRAL LIBRARY 6,304,296 6,359,057 5,232,422 31,998 1,094,636 82.8% 4,766,590 EASTSIDE LIBRARY 722,641 683,378 528,811 2,303 152,264 77.7% 481,113 LIBRARY ON THE GO 379,079 352,667 345,708 - 6,959 98.0% 204,333 ADULT EDUCATION 384,951 384,040 376,853 - 7,187 98.1% 262,000 Total 8,989,630 8,944,130 7,465,015 80,133 1,398,982 84.4% 6,648,286 TOTAL COMMUNITY SERVICES 34,519,436 35,167,937 29,141,620 884,702 5,141,615 85.4% 26,431,186

COMMUNITY DEVELOPMENT
Community Development
ADMINISTRATION 2,375,354 2,362,163 2,033,580 10,857 317,726 86.5% 1,987,824 RENTAL HOUSING MEDIATION 381,964 377,131 356,164 173 20,794 94.5% 320,224 HUMAN SERVICES 938,860 1,190,998 757,033 401,608 32,357 97.3% 725,050 LONG RANGE PLAN & SPEC STUDY 1,543,144 1,631,805 1,249,180 61,651 320,974 80.3% 953,793 DEVEL & ENVIRONMENTAL REVIEW 2,038,135 2,245,197 1,768,215 60,563 416,419 81.5% 1,524,617 ZONING INFO & ENFORCEMENT 1,749,051 1,736,784 1,459,591 3,197 273,996 84.2% 1,258,801 DESIGN REV & HIST PRESERVATION 1,824,762 1,811,155 1,528,607 2,026 280,522 84.5% 1,419,437 BLDG INSP & CODE ENFORCEMENT 1,992,719 1,956,647 1,568,648 220 387,779 80.2% 1,532,464 RECORDS ARCHIVES & CLER SVCS 745,718 753,227 641,410 14,311 97,506 87.1% 592,597 BLDG COUNTER & PLAN REV SVCS 3,045,582 3,361,204 2,560,286 359,000 441,918 86.9% 1,989,904 CODE COMPLIANCE 1,062,674 1,053,701 850,490 830 202,382 80.8% 903,818 Total 17,697,964 18,480,012 14,773,205 914,435 2,792,372 84.9% 13,208,529 TOTAL COMMUNITY DEVELOPMENT 17,697,964 18,480,012 14,773,205 914,435 2,792,372 84.9% 13,208,529

YTD
Remaining Expended
Adopted Revised YTD Encum- Balance with and Previous
Budget Budget Actual brances Revised budget Encumbered YTD General Fund
Interim Statement of Appropriations, Expenditures and Encumbrances For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

SUSTAINABILITY AND RESILIENCE
Sustainability and Resilience
ADMINISTRATION - 42,172 18,393 14,528 9,251 78.1% 15,597 ABATEMENT 352,576 811,269 542,469 130,328 138,472 82.9% 128,059 Total 352,576 853,440 560,862 144,855 147,723 82.7% 143,656 TAL SUSTAINABILITY AND RESILIENCE 352,576 853,440 560,862 144,855 147,723 82.7% 143,656

NON-DEPARTMENTAL
Non-Departmental
MEASURE C SALES TAX 37,313,123 37,313,123 37,884,913 - (571,790) 101.5% 31,349,496 TRANSFERS OUT 2,709,015 4,419,015 4,201,618 - 217,397 95.1% 3,798,289 CAPITAL OUTLAY TRANSFER 1,805,000 1,805,000 1,654,583 - 150,417 91.7% 34,965,746 APPROP. RESERVE 250,000 37,624 - - 37,624 0.0% -
Sub Total 42,077,138 43,574,762 43,741,115 - (166,352) 100.4% 70,113,532 ANTICIPATED SALARY SAVINGS (6,000,000) (6,000,000) - - (6,000,000) 0.0% - TOTAL NON-DEPARTMENTAL 36,077,138 37,574,762 43,741,115 - (6,166,353) 116.4% 70,113,532 TOTAL EXPENDITURES 224,624,042 233,219,336 209,889,479 4,799,674 18,530,184 92.1% 222,640,954 ** The legal level of budgetary control is at the department level for the General Fund. Therefore, as long as the department as a whole is within budget, budgetary compliance has been achieved. The City actively monitors the budget status of each department and takes measures to address potential over budget situations before they occur.

For Enterprise and Internal Service Funds, the level of budgetary control is at the fund level. The City also monitors and addresses these fund types for potential over budget situations.

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

TRAFFIC SAFETY FUND
Revenue 245,000 245,000 187,592 - 57,408 76.6% 191,274
Expenditures 245,000 245,000 191,337 - 53,663 78.1% 191,274 Revenue Less Expenditures - - (3,745) - 3,745 -

CREEK RESTORATION/WATER QUALITY IMPRVMT
Revenue 6,522,314 6,522,314 6,122,900 - 399,414 93.9% 5,492,539 Expenditures 6,926,031 7,610,277 5,527,291 628,914 1,454,072 80.9% 5,166,106 Revenue Less Expenditures (403,717) (1,087,963) 595,609 (628,914) (1,054,659) 326,433

COMMUNITY DEVELOPMENT BLOCK GRANT
Revenue 1,176,711 1,386,673 565,647 - 821,026 40.8% 1,129,394 Expenditures 1,179,563 2,099,778 269,582 627,849 1,202,347 42.7% 782,368 Revenue Less Expenditures (2,852) (713,106) 296,065 (627,849) (381,321) 347,026

COUNTY LIBRARY
Revenue 417,924 496,071 363,859 - 132,212 73.3% 261,668 Expenditures 562,009 552,130 404,312 5,233 142,584 74.2% 388,989 Revenue Less Expenditures (144,085) (56,059) (40,453) (5,233) (10,372) (127,322)

STREETS FUND
Revenue 13,697,673 14,565,167 13,945,070 - 620,097 95.7% 12,377,692 Expenditures 14,307,637 14,810,345 12,278,722 135,029 2,396,594 83.8% 13,062,777 Revenue Less Expenditures (609,964) (245,178) 1,666,348 (135,029) (1,776,498) (685,085)

MEASURE A FUND
Revenue 5,010,416 5,010,416 4,284,257 - 726,159 85.5% 4,422,630 Expenditures 5,277,829 7,558,230 6,645,046 122,841 790,343 89.5% 5,159,570 Revenue Less Expenditures (267,413) (2,547,814) (2,360,789) (122,841) (64,184) (736,940)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
Special Revenue Funds
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service charges 40,007,726 40,107,726 36,682,299 - 3,425,427 91.5% 35,287,573 Other Fees & Charges 58,350 58,350 25,976 - 32,374 44.5% 44,568 Investment Income 209,600 209,600 228,890 - (19,290) 109.2% 166,153 Grants 23,279 325,325 95,086 - 230,240 29.2% 380,514
Miscellaneous 28,888 28,888 2,725 - 26,163 9.4% 13,096
TOTAL REVENUES 40,327,843 40,729,889 37,034,975 - 3,694,914 90.9% 35,898,409

EXPENSES
Salaries & Benefits 2,106,867 2,125,265 1,799,679 - 325,587 84.7% 1,589,680 Materials, Supplies & Services 35,689,310 36,423,953 29,386,634 4,942,242 2,095,077 94.2% 29,795,372 Special Projects 1,241,338 1,241,338 402,318 122,078 716,942 42.2% 693,736 Transfers-Out 200,000 200,000 183,333 - 16,667 91.7% 46,217 Equipment 309,256 629,520 184,700 106,029 338,791 46.2% 100,623 Other 40,000 40,000 - - 40,000 0.0% -
Appropriated Reserve 22,335 22,335 - - 22,335 0.0% -
TOTAL EXPENSES 39,609,106 40,682,412 31,956,663 5,170,349 3,555,399 91.3% 32,225,628 Revenue Less Expense 718,737 47,477 5,078,312 (5,170,349) 139,515 3,672,781

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

SOLID WASTE FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Water Sales- Metered 66,474,000 66,474,000 60,817,474 - 5,656,526 91.5% 53,492,217 Service Charges 251,460 251,460 321,692 - (70,232) 127.9% 221,276 Cater JPA Treatment 2,400,000 2,400,000 2,478,506 - (78,506) 103.3% 1,877,291 Investment Income 2,900,100 2,900,100 3,045,421 - (145,321) 105.0% 2,566,967 Grants - - - - - #DIV/0! 1,214,675
Reimbursements 8,515,303 6,715,303 6,207,045 - 508,258 92.4% 7,490,658 Miscellaneous 85,000 85,000 731,937 - (646,937) 861.1% 819,724 TOTAL REVENUES 80,625,863 78,825,863 73,602,074 - 5,223,789 93.4% 67,682,808

EXPENSES
Salaries & Benefits 15,924,842 15,749,659 14,169,755 - 1,579,903 90.0% 12,683,910 Materials, Supplies 24,984,192 28,152,501 14,625,417 7,652,095 5,874,989 79.1% 17,000,159 Special Projects 834,235 904,730 245,923 164,688 494,118 45.4% 188,582 Water Purchases 8,290,000 8,290,000 7,469,337 - 820,663 90.1% 6,945,542 Debt Service 9,187,487 9,187,487 5,634,876 - 3,552,611 61.3% 5,661,342 Transfer-Out 56,755 56,755 48,972 - 7,783 86.3% 129,771 Capital Outlay Transfers 23,582,950 24,082,950 22,117,704 - 1,965,246 91.8% 25,561,417 Equipment 298,690 336,734 129,952 26,901 179,882 46.6% 137,273 Capitalized Fixed Assets 412,550 570,833 189,423 163,417 217,992 61.8% 141,578 Other 33,800 37,800 39,408 3,000 (4,608) 112.2% 37,164
Appropriated Reserve 150,000 150,000 - - 150,000 0.0% - TOTAL EXPENSES 83,755,501 87,519,449 64,670,767 8,010,101 14,838,580 83.0% 68,486,739 Revenue Less Expense (3,129,638) (8,693,586) 8,931,306 (8,010,101) (9,614,791) (803,931)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

WATER OPERATING FUND

Remaining
Adopted Revised YTD Encum- Balance with % of Previous
Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service Charges 30,110,997 30,110,997 28,035,739 - 2,075,258 93.1% 25,311,652 Fees 512,317 512,317 669,496 - (157,179) 130.7% 532,123 Investment Income 600,000 600,000 597,598 - 2,402 99.6% 534,465 Rents & Concessions 54,000 54,000 49,362 - 4,638 91.4% 47,140 Grants - - - - - #DIV/0! 640,579
Miscellaneous 5,000 38,000 12,851 - 25,149 33.8% -
TOTAL REVENUES 31,282,314 31,315,314 29,365,047 - 1,950,267 93.8% 27,065,958

EXPENSES
Salaries & Benefits 10,295,923 10,184,038 9,120,097 - 1,063,941 89.6% 8,494,620 Materials, Supplies&Servs. 12,028,121 12,641,251 9,713,305 1,422,979 1,504,968 88.1% 9,031,924 Special Projects 562,600 1,002,666 706,295 22,786 273,584 72.7% 618,119 Transfer-Out 56,755 56,755 48,972 - 7,783 86.3% 86,943
Debt Service 3,550,838 3,550,838 3,550,837 - 1 100.0% 3,552,087 Capital Outlay Transfers 5,159,750 5,909,750 5,479,771 - 429,979 92.7% 3,818,289 Equipment 137,900 178,631 65,973 - 112,658 36.9% 88,413 Capitalized Fixed Assets 177,000 214,258 134,240 - 80,018 62.7% 141,123 Other 2,800 6,800 - 4,000 2,800 58.8% 2,513
TOTAL EXPENSES 31,971,687 33,744,986 28,819,489 1,449,765 3,475,732 89.7% 25,834,030 Revenue Less Expense (689,373) (2,429,672) 545,557 (1,449,765) (1,525,465) 1,231,928 Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

WASTEWATER OPERATING FUND

Remaining
Adopted Revised YTD Encum- Balance with % of Previous
Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Improvement Tax 1,000,000 1,000,000 864,775 - 135,225 86.5% 752,088 Parking Fees 12,263,819 8,061,419 7,644,058 - 417,361 94.8% 7,442,737 Other Fees & Charges 20,000 20,000 2,002.37 - 17,998 10.0% - Investment Income 140,000 140,000 113,602 - 26,398 81.1% 116,903 Rents & Concessions 374,590 387,446 324,974 - 62,472 83.9% 373,189 Miscellaneous 175,272 175,272 125,116 - 50,156 71.4% 97,310 Operating Transfers-In 1,402,899 1,402,899 1,285,991 - 116,908 91.7% 844,324 TOTAL REVENUES 15,376,580 11,187,036 10,360,517 - 826,519 92.6% 9,626,552

EXPENSES
Salaries & Benefits 6,538,289 6,805,832 5,715,674 - 1,090,158 84.0% 4,935,539 Materials, Supplies & Ser 5,101,222 5,176,399 4,271,897 284,900 619,603 88.0% 4,373,709 Special Projects 433,893 519,924 197,914 239,772 82,237 84.2% 364,341 Transfer-Out 4,600 - - - - #DIV/0! 33,809
Capital Outlay Transfers 1,502,048 425,000 412,500 - 12,500 97.1% 829,583 Equipment 44,440 44,440 3,204 - 41,236 7.2% 5,409
Appropriated Reserve 10,000 10,000 - - 10,000 0.0% -
TOTAL EXPENSES 13,634,491 12,981,594 10,601,189 524,672 1,855,733 85.7% 10,542,391 Revenue Less Expense 1,742,089 (1,794,558) (240,672) (524,672) (1,029,215) (915,839) Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

DOWNTOWN PARKING FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Leases-Commercial/Industria 6,352,589 6,352,589 5,173,041 - 1,179,548 81.4% 5,165,878 Leases-Terminal 11,933,771 11,933,771 11,412,413 - 521,358 95.6% 9,429,219 Leases-Non-Commercial Avia 5,193,119 5,193,119 4,975,099 - 218,021 95.8% 4,692,177 Leases-Commercial Aviation 7,324,595 7,324,595 5,978,791 - 1,345,804 81.6% 5,841,188 Investment Income 700,000 700,000 532,938 - 167,062 76.1% 601,703 Grants - - - - - - 437,036
Service Charges 1,719 1,719 - - 1,719 0.0% -
Miscellaneous 179,958 179,958 33,494 - 146,465 18.6% 197,206 Operating Transfers-In 1,000,000 2,101,869 1,994,119 - 107,750 94.9% 863,492 TOTAL REVENUES 32,685,752 33,787,621 30,099,895 - 3,687,727 89.1% 27,227,898

EXPENSES
Salaries & Benefits 13,120,829 12,855,655 11,022,115 - 1,833,540 85.7% 9,589,851 Materials, Supplies & Service 13,599,246 16,370,483 12,632,217 1,652,762 2,085,504 87.3% 11,890,777 Special Projects 792,500 3,609,049 2,537,827 579,846 491,376 86.4% 902,014 Transfer-Out 532,544 532,544 486,006 - 46,538 91.3% 527,436 Debt Service 1,556,500 1,556,500 1,426,792 - 129,708 91.7% 1,429,271 Capital Outlay Transfers 2,969,881 4,028,237 3,781,293 - 246,944 93.9% 1,936,458 Equipment 255,806 424,487 130,823 59,207 234,457 44.8% 30,259 Other - 4,000 - 4,000 - 100.0% 1,000
Appropriated Reserve 131,556 131,556 - - 131,556 0.0% - TOTAL EXPENSES 32,958,862 39,512,511 32,017,071 2,295,815 5,199,624 86.8% 26,362,206 Revenue Less Expense (273,111) (5,724,890) (1,917,177) (2,295,815) (1,511,897) 865,692 Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

AIRPORT OPERATING FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Fees & Card Sales 4,347,952 4,347,952 4,096,200 - 251,752 94.2% 3,818,329 Investment Income 110,000 110,000 134,693 - (24,693) 122.4% 98,268 Rents & Concessions 242,550 242,550 219,271 - 23,279 90.4% 226,463 Miscellaneous - - 1,366 - (1,366) 0.0% 1,017
TOTAL REVENUES 4,700,502 4,700,502 4,451,531 - 248,971 94.7% 4,144,076

EXPENSES
Salaries & Benefits 122,516 120,853 114,675 - 6,178 94.9% 103,215 Materials, Supplies & Srvs. 3,631,330 3,631,329 2,779,556 - 851,773 76.5% 2,583,497 Capital Outlay Transfers 600,000 600,000 550,000 - 50,000 91.7% 275,000 TOTAL EXPENSES 4,353,846 4,552,182 3,644,232 - 907,951 80.1% 2,962,798 Revenue Less Expense 346,656 148,320 807,299 - (658,980) 1,181,279 Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

GOLF COURSE FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service Charges 2,487,997 2,898,895 2,657,321 - 241,574 91.7% 3,231,394 Work Orders - Bldg Maint. 4,302,071 4,302,071 4,035,116 - 266,955 93.8% 3,038,489 Miscellaneous 5,500 5,500 594 - 4,906 10.8% -
TOTAL REVENUES 6,795,568 7,206,466 6,693,031 - 513,435 92.9% 6,269,883

EXPENSES
Salaries & Benefits 4,241,025 4,184,002 3,384,531 - 799,471 80.9% 3,977,150 Materials, Supplies & Svcs. 1,941,956 2,489,373 1,940,510 177,546 371,316 85.1% 2,189,083 Special Projects 315,300 451,301 335,742 110,112 5,447 98.8% 287,238 Capital Outlay Transfers - - - - - #DIV/0! 603,298
Equipment 5,000 15,400 4,899 7,369 3,132 79.7% 10,171
TOTAL EXPENSES 6,503,281 7,140,076 5,665,682 295,028 1,179,367 83.5% 7,114,982 Revenue Less Expense 292,286 66,389 1,027,349 (295,028) (665,932) (845,099)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

FACILITIES MANAGEMENT FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Vehicle Rental Charges 5,282,423 6,070,807 5,399,825 - 670,983 88.9% 4,770,617 Investment Income 622,448 702,448 694,300 - 8,148 98.8% 517,433 Rents & Concessions 4,380 107,553 94,575 - 12,978 87.9% 94,575 Miscellaneous 68,000 68,000 187,219 - (119,219) 275.3% 154,563 Operating Transfers-In - 7,660 7,022 - 638 91.7% -
TOTAL REVENUES 5,977,251 6,956,468 6,382,941 - 573,528 91.8% 5,537,189

EXPENSES
Salaries & Benefits 246,665 350,633 194,939 - 155,694 55.6% 158,291 Materials, Supplies & Svcs. 31,417 39,077 38,308 - 769 98.0% 27,245 Debt Service 606,371 606,371 606,371 - (0) 100.0% 606,371 Capital Outlay Transfers - 49,238 49,238 - - 100.0% -
Capitalized Fixed Assets 3,637,829 7,606,815 2,205,065 1,156,564 4,245,186 44.2% 2,552,153 TOTAL EXPENSES 4,522,282 8,652,134 3,093,922 1,156,564 4,401,648 49.1% 3,346,055 Revenue Less Expense 1,454,969 (1,695,666) 3,289,019 (1,156,564) (3,828,120) 2,191,134

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

FLEET REPLACEMENT FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Vehicle Maintenance Charg 3,447,007 3,375,895 3,196,516 - 179,379 94.7% 2,829,827 Reimbursements 7,500 5,000 4,583 - 417 91.7% 4,583
Miscellaneous 127,252 127,252 117,638 - 9,614 92.4% 127,608 TOTAL REVENUES 3,581,759 3,508,147 3,318,738 - 189,409 94.6% 2,962,018

EXPENSES
Salaries & Benefits 1,921,196 1,798,871 1,614,867 - 184,005 89.8% 1,437,192 Materials, Supplies & Svcs. 1,897,522 2,210,867 1,823,242 178,731 208,894 90.6% 1,676,021 Special Projects 50,867 83,035 52,852 19,665 10,518 87.3% 47,104 Capital Outlay Transfers 1,467 - - - - #DIV/0! 17,557
Equipment 7,884 7,884 3,109 - 4,775 39.4% 7,323
Appropriated Reserve 15,000 - - - - #DIV/0! -
TOTAL EXPENSES 3,893,937 4,100,657 3,494,069 198,397 408,192 90.0% 3,185,197 Revenue Less Expense (312,178) (592,510) (175,331) (198,397) (218,782) (223,178)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

FLEET MAINTENANCE FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Insurance Premiums 13,688,728 13,089,147 11,998,384 - 1,090,764 91.7% 10,364,812 Workers' Compensation Premium 6,498,510 6,498,510 5,959,048 - 539,462 91.7% 5,297,871 OSH Charges 361,744 361,744 331,599 - 30,145 91.7% 278,835 Unemployment Insurance Premiu 191,912 191,912 175,919 - 15,993 91.7% 175,919 Investment Income 80,000 80,000 174,234 - (94,234) 217.8% 114,379 Operating Transfers-In 75,825 75,825 69,506 - 6,319 91.7% 69,506 TOTAL REVENUES 20,896,719 20,297,138 18,708,689 - 1,588,450 92.2% 16,301,323

EXPENSES
Salaries & Benefits 964,940 954,543 943,403 - 11,141 98.8% 788,008 Materials, Supplies & Services 21,665,161 22,090,738 15,242,230 284,275 6,564,233 70.3% 13,993,585 Special Projects 409 - 2,057 - (2,057) 9,168
Capital Outlay Transfers 409 - - - - #DIV/0! 8,712
TOTAL EXPENSES 22,630,509 23,045,282 16,187,689 284,275 6,573,317 71.5% 14,790,761 Revenue Less Expense (1,733,790) (2,748,143) 2,520,999 (284,275) (4,984,867) 1,510,562 The Self Insurance Trust Fund is an internal service fund of the City, which accounts for the cost of providing workers' compensation, property and liability insurance as well as unemployment insurance and certain self-insured employee benefits on a city-wide basis. Internal Service Funds charge other funds for the cost of providing their specific services.

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

SELF INSURANCE TRUST FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service charges 8,753,519 8,753,508 8,033,415 - 720,094 91.8% 5,668,595 Operating Transfers-In 630,528 630,528 661,535 - (31,007) 104.9% 195,816 TOTAL REVENUES 9,384,047 9,384,036 8,694,949 - 689,087 92.7% 5,864,411

EXPENSES
Salaries & Benefits 6,127,811 6,059,039 5,000,948 - 1,058,090 82.5% 3,595,027 Materials, Supplies & Serv 3,207,927 3,219,644 2,777,256 38,336 404,053 87.5% 2,269,480 Special Projects 200 200 - - 200 0.0% 150
Capital Outlay Transfers 242,810 302,810 282,576 - 20,234 93.3% 260,039 Equipment 158,940 158,940 35,537 814 122,589 22.9% 4,936 TOTAL EXPENSES 9,737,489 9,740,433 8,096,317 39,150 1,604,966 83.5% 6,129,481 Revenue Less Expense (353,441) (356,397) 598,632 (39,150) (915,879) (265,071)

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

INFORMATION TECHNOLOGY FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Leases - Commercial 2,300,000 2,300,000 2,021,773 - 278,227 87.9% 2,119,003 Leases - Food Service 3,250,000 3,250,000 3,430,680 - (180,680) 105.6% 3,088,944 Slip Rental Fees 6,135,835 6,135,835 5,696,905 - 438,930 92.8% 5,205,464 Visitors Fees 845,000 845,000 676,153 - 168,847 80.0% 688,645 Slip Transfer Fees 1,100,000 1,100,000 870,225 - 229,775 79.1% 1,353,125 Parking Revenue 4,368,275 4,368,275 3,994,864 - 373,412 91.5% 3,671,389 Wharf Parking 402,500 402,500 318,339 - 84,161 79.1% 269,536 Grants - 27,000 12,253 - 14,747 45.4% 12,012
Other Fees & Charges 277,540 277,540 228,217 - 49,323 82.2% 214,641 Investment Income 394,100 394,100 433,121 - (39,021) 109.9% 371,938 Rents & Concessions 475,000 475,000 454,227 - 20,773 95.6% 426,274 Miscellaneous 911,475 911,475 697,588 - 213,887 76.5% 792,112 Operating Transfers-In - 27,635 27,635 - - 100.0% -
TOTAL REVENUES 20,459,725 20,514,360 18,861,980 - 1,652,380 91.9% 18,213,082

EXPENSES
Salaries & Benefits 8,945,652 8,994,560 7,856,772 - 1,137,788 87.4% 7,127,818 Materials, Supplies & Svcs. 7,305,281 7,464,730 6,291,238 560,471 613,021 91.8% 5,866,478 Special Projects 202,590 282,909 180,253 80,319 22,337 92.1% 175,626 Debt Service 2,033,432 2,033,432 2,033,462 - (30) 100.0% 2,035,240 Capital Outlay Transfers 2,275,000 2,275,000 2,085,417 - 189,583 91.7% 1,512,500 Equipment 146,350 195,471 97,872 749 96,850 50.5% 50,533 Capitalized Fixed Assets 32,500 32,500 - - 32,500 0.0% - Other 10,000 15,000 1,000 4,000 10,000 33.3% 61,647
Appropriated Reserve 100,000 65,000 - - 65,000 0.0% -
TOTAL EXPENSES 21,050,805 21,393,602 18,581,015 645,539 2,167,048 89.9% 16,899,611 Revenue Less Expense (591,080) (879,242) 280,965 (645,539) (514,668) 1,313,471 Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

WATERFRONT OPERATING FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service Charges 53,000,781 53,000,781 38,003,848 - 14,996,933 71.7% 43,358,810 Investment Income 307,000 307,000 724,557 - (417,557) 236.0% 238,156 Miscellaneous - - 125 - (125) -
Grants - - - - - 0.0% 21,060
TOTAL REVENUES 53,307,781 53,307,781 38,728,530 - 14,579,251 72.7% 43,618,026

EXPENSES
Salaries & Benefits 1,719,294 1,700,739 1,414,043 - 286,696 83.1% 433,006 Materials, Supplies & Svc 47,673,244 50,599,297 43,813,865 2,927,894 3,857,538 92.4% 26,237,695 Special Projects 3,329,223 3,329,969 1,335,731 - 1,994,238 40.1% 1,125,273 Debt Service 2,202,038 2,202,038 - - 2,202,038 0.0% -
Equipment 6,500 6,500 1,468 - 5,032 22.6% -
Other 527,371 527,371 - - 527,371 0.0% -
TOTAL EXPENSES 55,457,671 58,393,549 46,592,741 2,927,894 8,872,914 84.8% 27,801,392 Revenue Less Expense (2,149,890) (5,085,768) (7,864,211) (2,927,894) 5,706,337 15,816,635

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

SANTA BARBARA CLEAN ENERGY FUND

Remaining
Adopted Revised YTD Encum- Balance with Percent of Previous Budget Budget Actual brances Revised budget Budget YTD

REVENUES
Service charges 2,205,693 2,202,010 1,978,319 - 223,691 89.8% 2,717,436 Miscellaneous 67,750 67,750 95,936 - (28,186) 141.6% 83,031 TOTAL REVENUES 2,273,443 2,269,760 2,074,256 - 195,504 91.4% 2,805,030

EXPENSES
Salaries & Benefits 96,540 95,344 77,845 - 17,499 81.6% 697,416 Materials, Supplies & Servic 2,056,213 2,327,914 1,614,845 124,527 588,542 74.7% 1,742,047 Special Projects 173,500 300,954 70,880 57,116 172,957 42.5% 106,992 Transfer-Out - - - - #DIV/0! 9,169
Equipment - 3,301 - 3,301 - 100.0% 6,088
TOTAL EXPENSES 2,326,253 2,727,512 1,763,570 184,944 778,998 71.4% 2,561,711 Revenue Less Expense (52,810) (457,752) 310,685 (184,944) (583,494) 243,319 Miscellaneous

CITY OF SANTA BARBARA
Interim Statement of Revenues and Expenditures
For Eleven Months Ended May 31, 2025 (91.7% of Fiscal Year)

ENERGY AND CLIMATE MANAGEMENT FUND

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Finance Department
SUBJECT: June 2025 Investment Report
RECOMMENDATION:

That Council accept the June 2025 Investment Report.

DISCUSSION:

The attached investment report includes Investment Activity, Interest Revenue, a Summary of Cash and Investments, and Investment Portfolio detail as of June 30, 2025.

ATTACHMENTS: 1. June 2025 Investment Report

2. June 2025 Clean Energy CCA Report

3. June 2025 PARS Section 115 Trust

4. June 2025 Fiscal Agent Report
PREPARED BY: Salvatore Parrilla, Treasury Analyst
SUBMITTED BY: Lyndsay Maas, Assistant Finance Director
APPROVED BY: Kelly McAdoo, City Administrator
Agenda Item No. 12
File Code No. 260.02
ENDING BALANCE AS OF June 30, 2025
Yield to
Book Maturity
Description Value (365 days)US Bank Checking Account $ 30,269,522 0.750% State of California Local Agency Investment Fund (LAIF) 75,000,000 4.269% Chandler Asset Management - Managed Portfolio 271,882,321 3.340% Total Cash and Investments $ 377,151,843
June 30, 2025
ATTACHMENT 1

CITY OF SANTA BARBARA
Checking Account, LAIF & Managed Portfolio
Summary of Cash and Investments

INVESTMENT REPORT
City of Santa Barbara | As of June 30, 2025
CHANDLER ASSET MANAGEMENT | chandlerasset.com
Chandler Team:

For questions about your account, please call (800) 317-4747, or contact [email protected]
Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures at the end of the statement.

TABLE OF CONTENTS

ECONOMIC UPDATE

ACCOUNT PROFILE

PORTFOLIO HOLDINGS

TRANSACTIONS

ECONOMIC UPDATE
-400
-200
0 200
400
600
800
1,000
MOM Change In Thousands (000's)
Nonfarm Payroll (000's)
Non-farm Payroll (000's)
3-month average (000's)

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
The U.S. economy added 147,000 jobs in June, exceeding consensus expectations, and the last two months were revised up by 16,000.

Gains were primarily driven by state and local government education, while job growth in service sectors languished. The three-month moving average and six-month moving average payrolls totaled 150,000 and 130,000 respectively. The unemployment rate declined to

4.1% in June from 4.2% in May, due to a shrinking labor force. The labor participation rate dipped to 62.3%, remaining below the prepandemic level of 63.3%. The U-6 underemployment rate, which includes those who are marginally attached to the labor force and employed part time for economic reasons dropped to 7.7% in June. Average hourly earnings fell slightly, marking a 3.7% year-over-year increase.

Source: US Department of Labor Source: US Department of Labor

EMPLOYMENT

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%
Consumer Price Index (CPI)
CPI YOY % Change
Core CPI YOY % Change
YOY (%) Change

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%
Personal Consumption Expenditures (PCE)
PCE Price Deflator YOY % Change
PCE Core Deflator YOY % Change
Fed Target
YOY (%) Change
In May, the Consumer Price Index (CPI) cooled slightly more than consensus expectations. The headline CPI increased 0.1% month-overmonth and rose 2.4% year-over-year, while the Core CPI rose 0.1% month-over-month and 2.8% year-over-year. The Personal Consumption Expenditures (PCE) price index increased 0.1% month-over-month and rose 2.3% year-over-year in May. The Core PCE deflator, which excludes food and energy and is the Fed’s preferred gauge, increased 0.2% month-over-month and 2.7% year-over-year, up from April’s

2.6% year-over-year increase. Inflation is hovering above the Fed’s 2% target.

Source: US Department of Labor Source: US Department of Commerce

INFLATION
Source: Federal Reserve Source: Bloomberg
0 1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Federal Reserve Balance Sheet Assets
Recession
In $ millions
As broadly anticipated, the Federal Open Market Committee (FOMC) left the Federal Funds Rate unchanged at the range of 4.25 - 4.50% at the June meeting. In the Summary of Economic Projections (SEP), Federal Reserve officials continued to pencil in two rate cuts in 2025, while downgrading estimates for economic growth and raising forecasts for both unemployment and inflation this year. The statement indicated that uncertainty about the economic outlook remained elevated but had diminished. The monthly redemption cap on Treasuries will remain at $5 billion, while the cap on agencies and mortgage-backed securities will be maintained at $35 billion. Since the Fed began its Quantitative Tightening campaign in June 2022, securities holdings have declined by about $2.2 trillion to approximately $6.7 trillion.

FEDERAL RESERVE

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%
Effective Federal Funds Rate
Recession
Yield (%)
Source: Bloomberg Source: Bloomberg

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%
US Treasury Note Yields
2-Year
5-Year
10-Year
Yield (%)

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%
US Treasury Yield Curve
Jun-25
Mar-25
Jun-24
Yield (%)
At the end of June, the 2-year Treasury yield was 103 basis points lower, and the 10-Year Treasury yield was 17 basis points lower, yearover-year. The spread between the 2-year and 10-year Treasury yield points on the curve edged up to +51 basis points at June month-end versus +50 basis points at May month-end. The recent yield curve inversion which began in July 2022 was historically long. The average historical spread (since 2005) is about +99 basis points. The spread between the 3-month and 10-year Treasury yield points on the curve was -7 basis points in June, versus -6 basis points in May.

BOND YIELDS

ACCOUNT PROFILE

OBJECTIVES
Investment Objectives
The investment objectives of the City of Santa Barbara are first, to provide safety of principal to ensure the preservation of capital in the overall portfolio;second, to provide sufficient liquidity to meet all disbursement requirements; and third, to earn an acceptable rate of return after first considering safety of principal and liquidity.

Chandler Asset Management Performance Objective
The performance objective for the portfolio is to earn a total rate of return through a market cycle that is equal to or above the return on the benchmark index.

Strategy
In order to achieve this objective, the portfolio invests in high-quality fixed income securities that comply with the investment policy and all regulations governing the funds.

STATEMENT OF COMPLIANCE
City of Santa Barbara ConsAgg | Account # | As of June 30, 2025 Rules Name Limit Actual Compliance
Status Notes

AGENCY MORTGAGE SECURITIES (CMOS)
Max % (MV) 100.0 5.5 Compliant
Max % Issuer (MV) 30.0 5.5 Compliant
Max Maturity (Years) 5.0 4.7 Compliant

ASSET-BACKED SECURITIES (ABS)
Max % (MV; Non Agency ABS & MBS) 20.0 2.7 Compliant
Max % Issuer (MV) 5.0 0.6 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant

BANKERS' ACCEPTANCES
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 180 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CERTIFICATE OF DEPOSIT PLACEMENT SERVICE
(CDARS)
Max % (MV) 30.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant

COLLATERALIZED BANK DEPOSITS
Max % (MV) 100.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
COLLATERALIZED TIME DEPOSITS (NONNEGOTIABLE CD/TD)
Max % (MV) 100.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant

COMMERCIAL PAPER
Max % (MV) 40.0 0.0 Compliant
Max % Issuer (Corporate & Commercial Paper; MV) 10.0 1.0 Compliant Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Days) 270 0.0 Compliant

STATEMENT OF COMPLIANCE
City of Santa Barbara ConsAgg | Account # | As of June 30, 2025 Rules Name Limit Actual Compliance
Status Notes
Min Rating (A-1 by 1 or A- by 1) 0.0 0.0 Compliant

CORPORATE MEDIUM TERM NOTES
Max % (MV) 30.0 14.3 Compliant
Max % Issuer (Corporate & Commercial Paper; MV) 10.0 1.0 Compliant Max % Issuer (MV) 5.0 1.0 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

FDIC INSURED TIME DEPOSITS (NON-NEGOTIABLE
CD/TD)
Max % (MV) 100.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant

FEDERAL AGENCIES
Max % (MV) 100.0 22.1 Compliant
Max % Issuer (MV) 30.0 12.2 Compliant
Max Callables (MV) 20.0 17.2 Compliant
Max Maturity (Years) 5 4 Compliant

LOCAL AGENCY INVESTMENT FUND (LAIF)
Max Concentration (MV) 75.0 75.0 Compliant

LOCAL GOVERNMENT INVESTMENT POOL (LGIP)
Max % (MV) 100.0 0.0 Compliant

MONEY MARKET MUTUAL FUNDS
Max % (MV) 20.0 0.6 Compliant
Max % Issuer (MV) 10.0 0.6 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant

MORTGAGE-BACKED SECURITIES (NON-AGENCY)
Max % (MV; Non Agency ABS & MBS) 20.0 2.7 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5.0 0.0 Compliant
Min Rating (AA by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, LOCAL AGENCY)

STATEMENT OF COMPLIANCE
City of Santa Barbara ConsAgg | Account # | As of June 30, 2025 Rules Name Limit Actual Compliance
Status Notes
Max % (MV) 30.0 0.8 Compliant
Max % Issuer (MV) 5.0 0.8 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

MUNICIPAL SECURITIES (CA, OTHER STATES)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A- by 1) 0.0 0.0 Compliant

NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD)
Max % (MV) 30.0 0.0 Compliant
Max % Issuer (MV) 5.0 0.0 Compliant
Max Maturity (Years) 5 0.0 Compliant
Min Rating (A-1 by 1 or A- by 1 if > FDIC Limit) 0.0 0.0 Compliant

REPURCHASE AGREEMENTS
Max Maturity (Years) 1.0 0.0 Compliant

SRI PROHIBITED INVESTMENTS
Prohibited Investment - Fossil Fuels 0.0 0.0 Compliant
Prohibited Investments - Firearms 0.0 0.0 Compliant
Prohibited Investments - Tobacco 0.0 0.0 Compliant

SUPRANATIONAL OBLIGATIONS
Max % (MV) 30.0 3.1 Compliant
Max % Issuer (MV) 10.0 2.6 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
U.S. TREASURIES
Max % (MV) 100.0 29.1 Compliant
Max Maturity (Years) 5 4 Compliant

PORTFOLIO CHARACTERISTICS
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Benchmark* 6/30/2025
Portfolio
3/31/2025
Portfolio
Average Maturity (yrs) 2.65 2.84 2.80
Average Modified Duration 2.48 2.50 2.54
Average Purchase Yield 3.34% 3.21%
Average Market Yield 3.78% 4.00% 4.13%
Average Quality** AA+ AA+ AA+
Total Market Value 273,433,549 269,381,110
*Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.

SECTOR DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Sector as a Percentage of Market Value
Sector 06/30/2025 03/31/2025
US Treasury 37.27% 38.36%
Agency 28.31% 31.14%
Corporate 18.25% 16.77%
Agency CMBS 7.01% 6.08%
Supras 3.98% 5.12%
ABS 3.41% --
Muni Bonds 1.02% 1.02%
Money Mkt Fd 0.75% 1.51%
0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
Portfolio 4.0% 4.0% 12.9% 13.6% 18.6% 41.9% 4.9% 0.0% 0.0% ICE BofA 1-5 Year Unsubordinated US Treasury &
Agency Index 0.0% 0.1% 2.6% 34.9% 27.8% 23.4% 11.1% 0.0% 0.0%

DURATION DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Portfolio Compared to the Benchmark
3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception

TOTAL RATE OF RETURN
City of Santa Barbara Managed 1.52% 4.84%
Benchmark 1.36% 4.53%
*Periods over 1 year are annualized.

Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index Total rate of return: A measure of a portfolio’s performance over time. It is the internal rate of return, which equates the beginning value of the portfolio with the ending market value; it includes interest earnings, realized and unrealized gains and losses in the portfolio.

INVESTMENT PERFORMANCE
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Total Rate of Return : Inception | 08/01/2024

PORTFOLIO HOLDINGS

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
ABS
362962AD4 GMALT 2025-2 A3 4.58
05/22/2028 1,240,000.00 05/20/20254.84%
1,239,979.42
1,239,980.04
100.64

4.23%
1,247,919.01
1,735.31

0.46%
7,938.97
NA/AAA
AAA

2.90 1.62
096912AD2 BMWLT 2025-1 A3 4.43
06/26/2028 680,000.00 06/03/20254.82%
679,985.04
679,985.32
100.57

4.16%
683,891.50
1,757.23

0.25%
3,906.18
NA/AAA
AAA

2.99 1.80
58768YAD7 MBALT 2025-A A3 4.61
04/16/2029 1,355,000.00 05/14/20254.66%
1,354,834.83
1,354,839.58
101.14

4.13%
1,370,387.52
2,776.24

0.50%
15,547.94
NA/AAA
AAA

3.79 2.15
44935XAD7 HART 2025-B A3 4.36 12/17/2029 1,030,000.00 06/03/2025

4.36%
1,029,906.99
1,029,908.12
100.64

4.09%
1,036,594.06
2,494.89

0.38%
6,685.94
NA/AAA
AAA

4.47 2.07
362549AD9 GMCAR 2025-2 A3 4.28
04/16/2030 650,000.00 05/06/20254.71%
649,904.32
649,906.87
100.54

4.07%
653,497.78
1,159.17

0.24%
3,590.91
Aaa/AAA
NA

4.79 2.14
92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 2,135,000.00 06/03/2025

4.33%
2,134,964.56
2,134,964.97
100.78

4.09%
2,151,720.89
5,405.11

0.79%
16,755.92
NA/AAA
AAA

4.87 2.65
17305EHA6 CCCIT_25-A1 4.3 06/21/2030 2,105,000.00 06/18/2025

4.31%
2,104,428.91
2,104,430.48
100.58

4.09%
2,117,265.20
1,257.15

0.78%
12,834.73
NA/AAA
NA

4.97 2.76
Total ABS 9,195,000.00 4.51%
9,194,004.07
9,194,015.39
100.72

4.12%
9,261,275.97
16,585.11

3.41%
67,260.58

4.28 2.30
AGENCY
3136G4U92 FEDERAL NATIONAL MORTGAGE
ASSOCIATION 0.6 08/26/2025 4,000,000.00 08/26/20200.60% 4,000,000.00
4,000,000.00

99.42 4.43%
3,976,710.12
8,333.33

1.46%
(23,289.88)
Aa1/AA+
AA+

0.16 0.15
31422XBA9

FEDERAL AGRICULTURAL
MORTGAGE CORP 0.48
09/22/2025
3,000,000.00
03/02/2021

0.48%
3,000,000.00
3,000,000.00

99.12 4.44%
2,973,519.45
3,960.00

1.09%
(26,480.55)
Aa1/AA+
AA+

0.23 0.22
3130ALAR5 FEDERAL HOME LOAN BANKS 0.5
11/25/2025 3,000,000.00 02/25/20210.50%
3,000,000.00
3,000,000.00

98.57 4.12%
2,956,980.90
250.00

1.09%
(43,019.10)
Aa1/AA+
AA+

0.41 0.40
3134GXCS1 FEDERAL HOME LOAN MORTGAGE
CORP 0.625 11/25/2025 3,000,000.00 11/25/20200.63%
3,000,000.00
3,000,000.00

98.55 4.32%
2,956,351.71
1,875.00

1.09%
(43,648.29)
Aa1/AA+
AA+

0.41 0.39
3130AMFM9 FEDERAL HOME LOAN BANKS 0.9
12/26/2025 3,000,000.00 05/26/20210.90%
3,000,000.00
3,000,000.00

98.43 4.20%
2,952,834.84
2,625.00

1.09%
(47,165.16)
Aa1/AA+
AA+

0.49 0.48
3130AKSV9 FEDERAL HOME LOAN BANKS 0.75
01/28/2026 3,000,000.00 01/28/20210.65%
3,000,000.00
3,000,000.00

98.10 4.12%
2,943,039.69
9,562.50

1.08%
(56,960.31)
Aa1/AA+
AA+

0.58 0.56

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3130AKPQ3 FEDERAL HOME LOAN BANKS 0.58
01/28/2026 3,000,000.00 01/28/20210.58%
3,000,000.00
3,000,000.00

97.90 4.31%
2,937,121.41
7,395.00

1.08%
(62,878.59)
Aa1/AA+
AA+

0.58 0.56
3130AKQA7 FEDERAL HOME LOAN BANKS 0.7
01/28/2026 3,000,000.00 01/28/20210.61%
3,000,000.00
3,000,000.00

98.07 4.12%
2,942,196.57
8,925.00

1.08%
(57,803.43)
Aa1/AA+
AA+

0.58 0.56
3130ALGY4 FEDERAL HOME LOAN BANKS 1.0
03/16/2026 2,000,000.00 03/16/20210.80%
2,000,000.00
2,000,000.00

97.78 4.21%
1,955,580.50
5,833.33

0.72%
(44,419.50)
Aa1/AA+
AA+

0.71 0.69
3130ARKG5 FEDERAL HOME LOAN BANKS 3.0
04/21/2026 2,000,000.00 04/21/20223.00%
2,000,000.00
2,000,000.00

99.05 4.20%
1,981,051.86
11,666.67

0.73%
(18,948.14)
Aa1/AA+
AA+

0.81 0.78
31422X2U5

FEDERAL AGRICULTURAL
MORTGAGE CORP 3.625
05/15/2026
2,000,000.00
05/15/2023

3.62%
2,000,000.00
2,000,000.00

99.57 4.13%
1,991,412.90
9,263.89

0.73%
(8,587.10)
Aa1/AA+
AA+

0.87 0.85
3130AMDY5 FEDERAL HOME LOAN BANKS 1.0
05/20/2026 2,000,000.00 05/20/20211.00%
2,000,000.00
2,000,000.00

97.30 4.13%
1,945,998.34
2,277.78

0.72%
(54,001.66)
Aa1/AA+
AA+

0.89 0.87
3130AMMZ2 FEDERAL HOME LOAN BANKS 1.0
06/10/2026 2,000,000.00 06/10/20211.00%
2,000,000.00
2,000,000.00

97.14 4.12%
1,942,874.56
1,166.67

0.72%
(57,125.44)
Aa1/AA+
AA+

0.94 0.92
3133EMH21 FEDERAL FARM CREDIT BANKS
FUNDING CORP 0.9 06/15/2026 2,000,000.00 06/15/20210.90% 2,000,000.00
2,000,000.00

97.09 4.03%
1,941,846.66
800.00

0.71%
(58,153.34)
Aa1/AA+
AA+

0.96 0.93
3133ENHV5 FEDERAL FARM CREDIT BANKS
FUNDING CORP 1.39 06/22/2026 3,000,000.00 12/22/20211.39% 3,000,000.00
3,000,000.00

97.42 4.12%
2,922,472.44
1,042.50

1.08%
(77,527.56)
Aa1/AA+
AA+

0.98 0.95
3133EM4S8 FEDERAL FARM CREDIT BANKS
FUNDING CORP 0.87 09/08/2026 2,000,000.00 09/08/20210.87% 2,000,000.00
2,000,000.00

96.49 3.93%
1,929,742.74
5,461.67

0.71%
(70,257.26)
Aa1/AA+
AA+

1.19 1.16
3130ANXS4 FEDERAL HOME LOAN BANKS 0.9
09/28/2026 2,000,000.00 09/28/20210.90%
2,000,000.00
2,000,000.00

96.22 4.05%
1,924,366.14
4,650.00

0.71%
(75,633.86)
Aa1/AA+
AA+

1.25 1.21
3133ENT67 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.25 10/19/2026 3,000,000.00 10/19/20224.26% 2,998,500.00
2,999,512.32
100.34

3.97%
3,010,311.30
25,500.00

1.11%
10,798.98
Aa1/AA+
AA+

1.30 1.24
3130APHA6 FEDERAL HOME LOAN BANKS 1.25
10/28/2026 2,000,000.00 10/28/20211.12%
2,000,000.00
2,000,000.00

96.53 3.96%
1,930,697.70
4,375.00

0.71%
(69,302.30)
Aa1/AA+
AA+

1.33 1.29
3133ENLZ1 FEDERAL FARM CREDIT BANKS
FUNDING CORP 1.78 01/26/2027 3,000,000.00 01/27/20221.78% 3,000,000.00
3,000,000.00

96.81 3.89%
2,904,423.54
22,991.67

1.07%
(95,576.46)
Aa1/AA+
AA+

1.57 1.51
3130AQMX8 FEDERAL HOME LOAN BANKS 2.25
01/26/2027 3,000,000.00 01/26/20221.79%
3,000,000.00
3,000,000.00

97.57 3.86%
2,926,980.15
29,062.50

1.08%
(73,019.85)
Aa1/AA+
AA+

1.57 1.51
3133ENPB0 FEDERAL FARM CREDIT BANKS
FUNDING CORP 2.18 02/16/2027 3,000,000.00 02/16/20222.18% 3,000,000.00
3,000,000.00

97.31 3.90%
2,919,438.69
24,525.00

1.07%
(80,561.31)
Aa1/AA+
AA+

1.63 1.56

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3130ARCB5 FEDERAL HOME LOAN BANKS

2.375 03/29/2027 3,000,000.00 03/29/20222.37%
3,000,000.00
3,000,000.00

97.27 4.01%
2,918,201.73
18,208.33

1.07%
(81,798.27)
Aa1/AA+
AA+

1.74 1.68
3133EPEE1 FEDERAL FARM CREDIT BANKS
FUNDING CORP 4.0 03/29/2027 2,000,000.00 03/29/20234.00% 2,000,000.00
2,000,000.00
100.16

3.90%
2,003,241.46
20,444.44

0.74%
3,241.46
Aa1/AA+
AA+

1.74 1.65
3134GXVN1 FEDERAL HOME LOAN MORTGAGE
CORP 3.5 06/23/2027 3,000,000.00 06/23/20223.50%
3,000,000.00
3,000,000.00

98.96 4.05%
2,968,659.54
2,333.33

1.09%
(31,340.46)
Aa1/AA+
AA+

1.98 1.89
3134GYPF3 FEDERAL HOME LOAN MORTGAGE
CORP 4.75 07/12/2027 2,000,000.00 04/12/20234.75%
2,000,000.00
2,000,000.00
100.01

4.74%
2,000,239.28
44,597.22

0.74%
239.28
Aa1/AA+
AA+

2.03 0.03
3130AWWN6 FEDERAL HOME LOAN BANKS 4.5
09/10/2027 2,000,000.00 08/24/20234.51%
1,999,120.00
1,999,523.09
101.40

3.83%
2,027,995.22
27,750.00

0.75%
28,472.13
Aa1/AA+
AA+

2.20 2.05
3130AWC24 FEDERAL HOME LOAN BANKS 4.0
06/09/2028 2,000,000.00 06/26/20234.07%
1,993,600.00
1,996,202.43
100.77

3.72%
2,015,345.44
4,888.89

0.74%
19,143.01
Aa1/AA+
AA+

2.94 2.75
3130ATHX8 FEDERAL HOME LOAN BANKS

4.125 09/14/2029 3,000,000.00 10/17/20243.93%
3,025,380.00
3,021,754.29
100.77

3.92%
3,023,153.58
36,781.25

1.11%
1,399.29
Aa1/AA+
AA+

4.21 3.78
3130ATUT2 FEDERAL HOME LOAN BANKS 4.5
12/14/2029 3,000,000.00 12/16/20244.29%
3,028,440.00
3,025,382.27
102.49

3.88%
3,074,793.42
6,375.00

1.13%
49,411.15
Aa1/AA+
AA+

4.46 4.00
Total Agency 78,000,000.00 1.98%
78,045,040.00
78,042,374.39

98.61 4.09%
76,897,581.88
352,920.97

28.31%
(1,144,792.51)

1.35 1.22

AGENCY CMBS
3137FLMV3 FHMS K-090 A2 3.422 02/25/2029 1,357,000.00 02/12/2025

4.73%
1,292,065.43
1,298,046.25

97.84 4.04%
1,327,666.55
3,869.71

0.49%
29,620.30
Aa1/AAA
AA+

3.66 3.32
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 2,570,000.00 09/20/2024

3.80%
2,537,272.66
2,542,916.00

98.06 4.05%
2,520,151.25
7,506.54

0.93%
(22,764.75)
Aa1/AAA
AA+

3.73 3.34
3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 2,481,828.53 09/19/2024

3.82%
2,394,382.85
2,408,957.13

96.30 4.05%
2,390,083.27
6,167.34

0.88%
(18,873.86)
Aa1/AA+
AAA

3.90 3.40
3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 1,000,000.00 03/13/2025

4.39%
938,828.13
943,009.80

95.37 4.06%
953,692.80
2,320.83

0.35%
10,683.00
Aa1/AA+
AAA

3.99 3.60
3137FPHK4 FHMS K-098 A2 2.425 08/25/2029 2,100,000.00 10/01/2024

3.83%
1,970,718.74
1,990,529.15

93.83 4.07%
1,970,407.11
4,243.75

0.73%
(20,122.04)
Aa1/AA+
AAA

4.15 3.78
3137H9D71 FHMS K-750 A2 3.0 09/25/2029 2,500,000.00 11/15/2024

4.62%
2,336,718.75
2,357,573.11

96.04 4.10%
2,400,941.50
6,250.00

0.88%
43,368.39
Aa1/AA+
AAA

4.24 3.55

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3137FPJG1 FHMS K-099 A2 2.595 09/25/2029 2,800,000.00 06/06/2025

4.38%
2,609,140.63
2,611,614.50

94.30 4.09%
2,640,512.28
6,055.00

0.97%
28,897.78
Aa1/AA+
AAA

4.24 3.84
3137FQ3Z4 FHMS K-101 A2 2.524 10/25/2029 2,480,000.00 03/17/2025

4.42%
2,287,218.75
2,299,209.37

93.86 4.09%
2,327,810.34
5,216.27

0.86%
28,600.96
Aa1/AA+
AA+

4.32 3.95
3137HA4B9 FHMS K-751 A2 4.412 03/25/2030 2,500,000.00 03/25/2025

4.41%
2,496,972.66
2,497,132.53
100.99

4.13%
2,524,660.25
9,191.67

0.93%
27,527.72
Aaa/AA+
AA+

4.73 3.92
Total Agency CMBS 19,788,828.53 4.24%
18,863,318.60
18,948,987.84

96.35 4.08%
19,055,925.34
50,821.11

7.01%
106,937.50

4.14 3.65
CASH
CCYUSD Receivable 7,380.74 -- 7,380.74
7,380.74

1.00 0.00%
7,380.74

0.00 0.00%

0.00 Aaa/AAA
AAA

0.00 0.00
Total Cash 7,380.74
7,380.74
7,380.74

1.00 0.00%
7,380.74

0.00 0.00%

0.00 0.00

0.00 CORPORATE
037833EB2 APPLE INC 0.7 02/08/2026 3,000,000.00 02/17/2021

0.71%
2,999,250.00
2,999,908.37

97.88 4.30%
2,936,348.79
8,341.67

1.08%
(63,559.58)
Aaa/AA+
NA

0.61 0.59
74153WCU1 PRICOA GLOBAL FUNDING I 4.4
08/27/2027 3,500,000.00 08/20/20244.41%
3,499,230.00
3,499,446.58
100.45

4.18%
3,515,592.96
53,044.44

1.29%
16,146.37
Aa3/AAAA2.16

2.01 66815L2T5

NORTHWESTERNMUTUAL
GLOBAL FUNDING 4.11
09/12/2027
2,440,000.00
09/05/2024

4.11%
2,439,926.80
2,439,946.32

99.91 4.15%
2,437,839.18
30,363.77

0.90%
(2,107.14)
Aa1/AA+
AAA

2.20 2.06
64953BBW7 NEW YORK LIFE GLOBAL FUNDING

4.4 04/25/2028 1,880,000.00 04/22/20254.43%
1,878,684.00
1,878,764.45
100.76

4.11%
1,894,347.01
15,165.33

0.70%
15,582.56
Aa1/AA+
AAA

2.82 2.61
61690DK72 MORGAN STANLEY BANK NA

5.016 01/12/2029 3,250,000.00 02/13/20254.93%
3,257,345.00
3,256,397.48
101.55

4.62%
3,300,528.24
72,453.33

1.21%
44,130.76
Aa3/A+
AA3.542.31
78016HZV5 ROYAL BANK OF CANADA 4.95
02/01/2029 2,750,000.00 12/09/20244.59%
2,787,207.50
2,782,218.65
102.29

4.25%
2,812,990.68
56,718.75

1.04%
30,772.03
A1/A
AA3.593.20
09247XAP6 BLACKROCK FINANCE INC 3.25
04/30/2029 3,400,000.00 07/29/20244.60%
3,205,996.00
3,243,566.80

97.21 4.04%
3,305,088.83
18,723.61

1.22%
61,522.03
Aa3/AANA3.83

3.54 89236TMF9 TOYOTA MOTOR CREDIT CORP

5.05 05/16/2029 3,250,000.00 12/04/20244.55%
3,314,675.00
3,306,386.40
102.65

4.30%
3,336,229.98
20,515.63

1.23%
29,843.58
A1/A+
A+

3.88 3.48

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
24422EXT1 JOHN DEERE CAPITAL CORP 4.85
06/11/2029 3,250,000.00 07/18/20244.62%
3,281,980.00
3,275,773.59
102.46

4.17%
3,329,900.83
8,756.94

1.23%
54,127.24
A1/A
A+

3.95 3.56
437076DC3 HOME DEPOT INC 4.75
06/25/2029 3,250,000.00 07/18/20244.59%
3,272,652.50
3,268,214.09
102.07

4.18%
3,317,381.02
2,572.92

1.22%
49,166.92
A2/A
A

3.99 3.53
532457CQ9 ELI LILLY AND CO 4.2 08/14/2029 3,275,000.00 08/12/2024

4.24%
3,268,882.55
3,269,957.96
100.35

4.10%
3,286,624.29
52,345.42

1.21%
16,666.32
Aa3/A+
NA

4.12 3.62
171239AL0 CHUBB INA HOLDINGS LLC 4.65
08/15/2029 2,800,000.00 08/15/20244.47%
2,821,364.00
2,817,565.16
101.70

4.19%
2,847,722.00
49,186.67

1.05%
30,156.83
A2/A
A

4.13 3.59
14913UAQ3 CATERPILLAR FINANCIAL SERVICES
CORP 4.375 08/16/2029 3,275,000.00 08/12/20244.40%
3,270,820.05
3,271,550.28
100.76

4.17%
3,299,865.67
53,730.47

1.21%
28,315.38
A2/A
A+

4.13 3.68
69371RT48 PACCAR FINANCIAL CORP 4.0
09/26/2029 1,600,000.00 09/23/20244.05%
1,596,704.00
1,597,205.80

99.47 4.14%
1,591,469.97
16,888.89

0.59%
(5,735.83)
A1/A+
NA

4.24 3.82
857449AE2 STATE STREET BANK AND TRUST
CO 4.782 11/23/2029 2,750,000.00 12/09/20244.56%
2,776,977.50
2,773,950.17
102.13

4.24%
2,808,576.68
13,881.08

1.03%
34,626.50
Aa2/AAAA4.40

3.92 59217GFT1 METROPOLITAN LIFE GLOBAL
FUNDING I 4.9 01/09/2030 3,100,000.00 --4.96%
3,092,094.00
3,092,777.86
102.02

4.40%
3,162,493.86
72,574.44

1.16%
69,716.00
Aa3/AAAA4.53

3.94 743315AW3 PROGRESSIVE CORP 3.2
03/26/2030 2,500,000.00 04/25/20254.49%
2,359,625.00
2,364,635.60

95.41 4.28%
2,385,182.75
21,111.11

0.88%
20,547.15
A2/A
A

4.74 4.29
Total Corporate 49,270,000.00 4.30%
49,123,413.90
49,138,265.57
100.64

4.23%
49,568,182.71
566,374.47

18.25%
429,917.14

3.58 3.15

MONEY MARKET
FUND
31846V807 FIRST AMER:TRS OBG Y 2,040,919.07 --

3.94%
2,040,919.07
2,040,919.07

1.00 3.94%
2,040,919.07

0.00 0.75%

0.00 Aaa/AAAm
AAA

0.00 0.00
Total Money Market
Fund 2,040,919.07 3.94%
2,040,919.07
2,040,919.07

1.00 3.94%
2,040,919.07

0.00 0.75%

0.00 0.00

0.00 MUNICIPAL BONDS
13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 2,715,000.00 10/30/2024

4.38%
2,729,308.05
2,727,339.66
101.77

4.02%
2,763,177.68
50,906.25

1.02%
35,838.02
Aa2/AAAA4.09

3.64 Total Municipal
Bonds 2,715,000.00 4.38%
2,729,308.05
2,727,339.66
101.77

4.02%
2,763,177.68
50,906.25

1.02%
35,838.02

4.09 3.64

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration

SUPRANATIONAL
45950VPU4 INTERNATIONAL FINANCE CORP

0.75 03/23/2026 2,000,000.00 03/23/20210.81%
1,994,600.00
1,999,216.32

97.44 4.37%
1,948,722.10
4,083.33

0.72%
(50,494.22)
Aaa/AAA
NA

0.73 0.71
45906M3G4

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 4.0 09/09/2027
3,000,000.00
09/09/2022

4.00%
3,000,000.00
3,000,000.00

99.78 4.10%
2,993,379.48
37,333.33

1.10%
(6,620.52)
Aaa/NA
NA

2.19 2.05
45906M4E8

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 4.5 06/26/2028
2,000,000.00
06/26/2023

4.53%
1,997,500.00
1,998,507.12
100.07

4.47%
2,001,439.28
1,250.00

0.74%
2,932.16
Aaa/AAA
NA

2.99 0.95
459058LN1

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 3.875 10/16/2029
3,865,000.00
--

3.98%
3,846,482.35
3,849,057.96
100.24

3.81%
3,874,084.99
31,201.82

1.43%
25,027.03
Aaa/AAA
NA

4.30 3.89
Total Supranational 10,865,000.00 3.52%
10,838,582.35
10,846,781.39

99.57 4.12%
10,817,625.85
73,868.49

3.98%
(29,155.54)

2.83 2.27

US TREASURY
91282CBC4 UNITED STATES TREASURY 0.375
12/31/2025 2,000,000.00 06/02/20210.70%
1,970,768.30
1,996,802.51

98.11 4.27%
1,962,109.38

20.38 0.72%
(34,693.13)
Aa1/AA+
AA+

0.50 0.49
91282CBW0 UNITED STATES TREASURY 0.75
04/30/2026 3,000,000.00 01/12/20221.45%
2,912,812.50
2,983,162.64

97.29 4.10%
2,918,701.17
3,790.76

1.07%
(64,461.47)
Aa1/AA+
AA+

0.83 0.81
91282CCF6 UNITED STATES TREASURY 0.75
05/31/2026 2,000,000.00 09/24/20210.88%
1,988,281.25
1,997,711.07

97.05 4.06%
1,941,093.76
1,270.49

0.71%
(56,617.31)
Aa1/AA+
AA+

0.92 0.90
91282CCP4 UNITED STATES TREASURY 0.625
07/31/2026 2,000,000.00 09/24/20210.90%
1,973,950.30
1,994,189.93

96.47 3.99%
1,929,453.12
5,214.09

0.71%
(64,736.81)
Aa1/AA+
AA+

1.08 1.06
91282CCW9 UNITED STATES TREASURY 0.75
08/31/2026 2,000,000.00 10/08/20211.00%
1,975,781.25
1,994,229.76

96.38 3.96%
1,927,578.12
5,013.59

0.71%
(66,651.64)
Aa1/AA+
AA+

1.17 1.14
91282CCZ2 UNITED STATES TREASURY 0.875
09/30/2026 2,000,000.00 10/08/20211.02%
1,986,406.25
1,996,590.35

96.33 3.92%
1,926,562.50
4,398.91

0.71%
(70,027.85)
Aa1/AA+
AA+

1.25 1.22
912828YU8 UNITED STATES TREASURY 1.625
11/30/2026 2,000,000.00 02/28/20221.86%
1,978,437.50
1,993,578.45

96.95 3.86%
1,939,062.50
2,752.73

0.71%
(54,515.95)
Aa1/AA+
AA+

1.42 1.38
912828YX2 UNITED STATES TREASURY 1.75
12/31/2026 2,000,000.00 03/17/20222.17%
1,961,956.00
1,988,086.79

96.98 3.84%
1,939,687.50

95.11 0.71%
(48,399.29)
Aa1/AA+
AA+

1.50 1.46

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CFZ9 UNITED STATES TREASURY 3.875
11/30/2027 2,000,000.00 01/25/20244.10%
1,984,380.00
1,990,194.42
100.38

3.71%
2,007,656.24
6,564.21

0.74%
17,461.82
Aa1/AA+
AA+

2.42 2.28
91282CGC9 UNITED STATES TREASURY 3.875
12/31/2027 3,000,000.00 01/25/20244.08%
2,977,500.00
2,985,694.64
100.42

3.70%
3,012,656.25
315.90

1.11%
26,961.61
Aa1/AA+
AA+

2.50 2.36
91282CGH8 UNITED STATES TREASURY 3.5
01/31/2028 2,000,000.00 01/25/20244.08%
1,957,414.00
1,972,596.33

99.49 3.71%
1,989,843.76
29,198.90

0.73%
17,247.43
Aa1/AA+
AA+

2.59 2.41
9128283W8 UNITED STATES TREASURY 2.75
02/15/2028 5,000,000.00 12/09/20244.10%
4,800,781.25
4,835,584.53

97.62 3.71%
4,881,054.70
51,657.46

1.80%
45,470.17
Aa1/AA+
AA+

2.63 2.48
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 2,000,000.00 06/28/20234.06%
1,995,000.00
1,997,149.97
100.76

3.70%
2,015,156.24
26,739.13

0.74%
18,006.27
Aa1/AA+
AA+

2.67 2.48
91282CGT2 UNITED STATES TREASURY 3.625
03/31/2028 2,000,000.00 01/25/20244.07%
1,966,020.00
1,977,658.21

99.83 3.69%
1,996,562.50
18,224.04

0.73%
18,904.29
Aa1/AA+
AA+

2.75 2.57
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 2,000,000.00 01/25/20244.06%
1,956,484.36
1,971,101.37

99.46 3.70%
1,989,140.62
11,793.48

0.73%
18,039.25
Aa1/AA+
AA+

2.84 2.66
91282CHE4 UNITED STATES TREASURY 3.625
05/31/2028 2,000,000.00 01/25/20244.07%
1,965,180.00
1,976,647.80

99.79 3.70%
1,995,781.24
6,140.71

0.73%
19,133.44
Aa1/AA+
AA+

2.92 2.73
91282CHQ7 UNITED STATES TREASURY 4.125
07/31/2028 3,000,000.00 01/25/20244.06%
3,007,950.00
3,005,428.56
101.21

3.71%
3,036,210.93
51,619.48

1.12%
30,782.37
Aa1/AA+
AA+

3.08 2.83
91282CHX2 UNITED STATES TREASURY 4.375
08/31/2028 2,000,000.00 02/23/20244.35%
2,002,000.00
2,001,401.57
101.97

3.71%
2,039,453.12
29,245.92

0.75%
38,051.55
Aa1/AA+
AA+

3.17 2.90
91282CJN2 UNITED STATES TREASURY 4.375
11/30/2028 2,000,000.00 02/23/20244.33%
2,003,722.00
2,002,666.51
102.08

3.72%
2,041,640.62
7,411.20

0.75%
38,974.11
Aa1/AA+
AA+

3.42 3.14
91282CJR3 UNITED STATES TREASURY 3.75
12/31/2028 3,000,000.00 01/25/20244.04%
2,961,093.75
2,972,385.63
100.09

3.72%
3,002,695.32
305.71

1.11%
30,309.69
Aa1/AA+
AA+

3.50 3.25
91282CDW8 UNITED STATES TREASURY 1.75
01/31/2029 5,000,000.00 10/29/20244.16%
4,535,156.25
4,608,143.30

93.42 3.73%
4,671,093.75
36,498.62

1.72%
62,950.45
Aa1/AA+
AA+

3.59 3.39
91282CEB3 UNITED STATES TREASURY 1.875
02/28/2029 3,000,000.00 11/12/20244.30%
2,717,226.56
2,758,704.81

93.71 3.72%
2,811,445.32
18,800.95

1.03%
52,740.51
Aa1/AA+
AA+

3.67 3.47
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 5,000,000.00 12/09/20244.09%
5,005,664.06
5,004,932.63
101.35

3.73%
5,067,578.10
51,844.26

1.87%
62,645.47
Aa1/AA+
AA+

3.75 3.42
9128286T2 UNITED STATES TREASURY 2.375
05/15/2029 5,000,000.00 10/29/20244.14%
4,637,304.69
4,690,680.84

95.13 3.74%
4,756,250.00
15,166.44

1.75%
65,569.16
Aa1/AA+
AA+

3.87 3.64
91282CKT7 UNITED STATES TREASURY 4.5
05/31/2029 2,000,000.00 01/13/20254.59%
1,992,812.50
1,993,568.13
102.73

3.74%
2,054,531.24
7,622.95

0.76%
60,963.11
Aa1/AA+
AA+

3.92 3.56

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 2025 Cusip Security Description Par Value/
Units
Purchase
Date
Purchase
Yield
Cost Value
Book Value
Mkt
Price
Mkt
YTM
Market Value
Accrued Int.
% of Port.

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CEV9 UNITED STATES TREASURY 3.25
06/30/2029 5,000,000.00 10/23/20244.07%
4,825,585.94
4,851,085.07

98.17 3.75%
4,908,593.75
441.58

1.81%
57,508.68
Aa1/AA+
AA+

4.00 3.71
91282CFC0 UNITED STATES TREASURY 2.625
07/31/2029 5,500,000.00 10/04/20243.79%
5,221,347.66
5,263,668.58

95.79 3.75%
5,268,183.58
60,222.72

1.94%
4,515.00
Aa1/AA+
AA+

4.08 3.78
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 5,400,000.00 09/20/20243.53%
5,422,781.25
5,419,230.76

99.50 3.75%
5,373,210.92
65,427.31

1.98%
(46,019.84)
Aa1/AA+
AA+

4.17 3.79
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 4,000,000.00 10/03/20243.61%
3,979,218.75
3,982,298.30

98.99 3.76%
3,959,687.52
35,191.26

1.46%
(22,610.78)
Aa1/AA+
AA+

4.25 3.88
91282CFT3 UNITED STATES TREASURY 4.0
10/31/2029 5,000,000.00 12/09/20244.08%
4,981,250.00
4,983,381.16
100.95

3.76%
5,047,656.25
33,695.65

1.86%
64,275.09
Aa1/AA+
AA+

4.34 3.92
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 3,000,000.00 12/04/20244.08%
3,006,210.94
3,005,501.51
101.47

3.76%
3,044,064.00
10,481.56

1.12%
38,562.49
Aa1/AA+
AA+

4.42 4.00
91282CMU2 UNITED STATES TREASURY 4.0
03/31/2030 2,500,000.00 05/22/20254.11%
2,488,378.91
2,488,634.53
100.93

3.78%
2,523,242.20
25,136.61

0.93%
34,607.67
Aa1/AA+
AA+

4.75 4.25
91282CMZ1 UNITED STATES TREASURY 3.875
04/30/2030 3,250,000.00 04/29/20253.78%
3,263,837.89
3,263,368.04
100.39

3.78%
3,262,695.31
21,217.73

1.20%
(672.73)
Aa1/AA+
AA+

4.83 4.34
91282CNG2 UNITED STATES TREASURY 4.0
05/31/2030 2,000,000.00 06/06/20254.11%
1,990,078.13
1,990,198.26
100.97

3.78%
2,019,376.00
6,775.96

0.74%
29,177.74
Aa1/AA+
AA+

4.92 4.42
Total US Treasury 102,650,000.00 3.58%
100,392,772.24
100,936,256.96

98.71 3.78%
101,259,707.54
650,295.78

37.27%
323,450.58

3.26 3.01
Total Portfolio 274,532,128.34 3.34%
271,234,739.02
271,882,321.01

98.27 4.00%
271,671,776.77
1,761,772.18
100.00%
(210,544.24)

2.84 2.50
Total Market Value +
Accrued 273,433,548.95

TRANSACTIONS

TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|04/01/2025 Through 06/30/2025| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount InterestPur/Sold Total Amount Gain/Loss

ACQUISITIONS
Purchase 04/25/2025 64953BBW7 1,880,000.00 NEW YORK LIFE GLOBAL FUNDING 4.4 04/25/2028 99.930 4.43% (1,878,684.00) 0.00 (1,878,684.00) 0.00 Purchase 04/28/2025 743315AW3 2,500,000.00 PROGRESSIVE CORP 3.2 03/26/2030 94.385 4.49% (2,359,625.00) (7,111.11) (2,366,736.11) 0.00 Purchase 04/30/2025 91282CMZ1 3,250,000.00 UNITED STATES TREASURY

3.875 04/30/2030 100.426 3.78% (3,263,837.89) 0.00 (3,263,837.89) 0.00 Purchase 05/14/2025 362549AD9 650,000.00 GMCAR 2025-2 A3 4.28 04/16/2030 99.985 4.71% (649,904.32) 0.00 (649,904.32) 0.00 Purchase 05/21/2025 58768YAD7 1,355,000.00 MBALT 2025-A A3 4.61 04/16/2029 99.988 4.66% (1,354,834.83) 0.00 (1,354,834.83) 0.00 Purchase 05/23/2025 91282CMU2 2,500,000.00 UNITED STATES TREASURY

4.0 03/31/2030 99.535 4.11% (2,488,378.91) (14,480.87) (2,502,859.78) 0.00 Purchase 05/29/2025 362962AD4 1,240,000.00 GMALT 2025-2 A3 4.58 05/20/2028 99.998 4.84% (1,239,979.42) 0.00 (1,239,979.42) 0.00 Purchase 06/09/2025 91282CNG2 2,000,000.00 UNITED STATES TREASURY

4.0 05/31/2030 99.504 4.11% (1,990,078.13) (1,967.21) (1,992,045.34) 0.00 Purchase 06/10/2025 92970QAJ4 2,135,000.00 WFCIT 2025-1 A 4.34 05/15/2030 99.998 4.33% (2,134,964.56) 0.00 (2,134,964.56) 0.00 Purchase 06/10/2025 096912AD2 680,000.00 BMWLT 2025-1 A3 4.43 06/26/2028 99.998 4.82% (679,985.04) 0.00 (679,985.04) 0.00 Purchase 06/11/2025 44935XAD7 1,030,000.00 HART 2025-B A3 4.36 12/17/2029 99.991 4.36% (1,029,906.99) 0.00 (1,029,906.99) 0.00 Purchase 06/11/2025 3137FPJG1 2,800,000.00 FHMS K-099 A2 2.595 09/25/2029 93.184 4.38% (2,609,140.63) (2,018.33) (2,611,158.96) 0.00 Purchase 06/26/2025 17305EHA6 2,105,000.00 CCCIT_25-A1 4.3 06/21/2030 99.973 4.31% (2,104,428.91) 0.00 (2,104,428.91) 0.00 Total Purchase 24,125,000.00 (23,783,748.63) (25,577.52) (23,809,326.15) 0.00 TOTAL
ACQUISITIONS 24,125,000.00 (23,783,748.63) (25,577.52) (23,809,326.15) 0.00

DISPOSITIONS

TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|04/01/2025 Through 06/30/2025| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount InterestPur/Sold Total Amount Gain/Loss Call Redemption 05/19/2025 31422X2W1 (2,000,000.00)

FEDERAL AGRICULTURAL
MORTGAGE CORP 4.1
05/19/2027
100.000 4.10% 2,000,000.00 0.00 2,000,000.00 0.00
Total Call
Redemption (2,000,000.00) 2,000,000.00 0.00 2,000,000.00 0.00 Maturity 06/10/2025 3130AMMT6 (2,000,000.00) FEDERAL HOME LOAN BANKS 0.69 06/10/2025 100.000 0.69% 2,000,000.00 0.00 2,000,000.00 0.00 Total Maturity (2,000,000.00) 2,000,000.00 0.00 2,000,000.00 0.00 Sale 04/28/2025 91282CFH9 (2,000,000.00) UNITED STATES TREASURY

3.125 08/31/2027 98.531 4.17% 1,970,625.00 10,020.38 1,980,645.38 15,567.62 Sale 04/30/2025 91282CFU0 (2,000,000.00) UNITED STATES TREASURY

4.125 10/31/2027 101.090 4.12% 2,021,796.88 0.00 2,021,796.88 21,796.88 Sale 05/16/2025 91282CAB7 (3,000,000.00) UNITED STATES TREASURY

0.25 07/31/2025 99.148 0.38% 2,974,453.13 2,175.41 2,976,628.54 (24,743.67) Sale 06/05/2025 459058JL8 (3,000,000.00)

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 0.5 10/28/2025

98.477 0.50% 2,954,310.00 1,541.67 2,955,851.67 (45,690.00) Sale 06/05/2025 91282CMB4 (3,000,000.00) UNITED STATES TREASURY

4.0 12/15/2027 100.273 4.22% 3,008,203.13 56,703.30 3,064,906.43 23,739.96 Sale 06/23/2025 3133ENXS4 (3,000,000.00)

FEDERAL FARM CREDIT

BANKS FUNDING CORP

3.375 05/26/2026

99.201 3.38% 2,976,030.00 7,593.75 2,983,623.75 (23,970.00) Total Sale (16,000,000.00) 15,905,418.14 78,034.51 15,983,452.65 (33,299.20) TOTAL
DISPOSITIONS (20,000,000.00) 19,905,418.14 78,034.51 19,983,452.65 (33,299.20)

IMPORTANT DISCLOSURES
2025 Chandler Asset Management, Inc, An Independent Registered Investment Adviser.

Information contained herein is confidential. Prices are provided by ICE Data Services Inc (“IDS”), an independent pricing source. In the event IDS does not provide a price or if the price provided is not reflective of fair market value, Chandler will obtain pricing from an alternative approved third party pricing source in accordance with our written valuation policy and procedures. Our valuation procedures are also disclosed in Item 5 of our Form ADV Part 2A.

Performance results are presented gross-of-advisory fees and represent the client’s Total Return. The deduction of advisory fees lowers performance results. These results include the reinvestment of dividends and other earnings. Past performance may not be indicative of future results. Therefore, clients should not assume that future performance of any specific investment or investment strategy will be profitable or equal to past performance levels. All investment strategies have the potential for profit or loss. Economic factors, market conditions or changes in investment strategies, contributions or withdrawals may materially alter the performance and results of your portfolio.

Index returns assume reinvestment of all distributions. Historical performance results for investment indexes generally do not reflect the deduction of transaction and/or custodial charges or the deduction of an investment management fee, the incurrence of which would have the effect of decreasing historical performance results. It is not possible to invest directly in an index.

Source ICE Data Indices, LLC (“ICE”), used with permission. ICE permits use of the ICE indices and related data on an “asis” basis; ICE, its affiliates and their respective third party suppliers disclaim any and all warranties and representations, express and or implied, including any warranties of merchantability or fitness for a particular purpose or use, including the indices, index data and any data included in, related to, or derived therefrom. Neither ICE data, its affiliates or their respective third party providers guarantee the quality, adequacy, accuracy, timeliness or completeness of the indices or the index data or any component thereof, and the indices and index data and all components thereof are provided on an “as is” basis and licensee’s use it at licensee’s own risk. ICE data, its affiliates and their respective third party do not sponsor, endorse, or recommend chandler asset management, or any of its products or services.

This report is provided for informational purposes only and should not be construed as a specific investment or legal advice. The information contained herein was obtained from sources believed to be reliable as of the date of publication, but may become outdated or superseded at any time without notice. Any opinions or views expressed are based on current market conditions and are subject to change. This report may contain forecasts and forward-looking statements which are inherently limited and should not be relied upon as indicator of future results. Past performance is not indicative of future results. This report is not intended to constitute an offer, solicitation, recommendation or advice regarding any securities or investment strategy and should not be regarded by recipients as a substitute for the exercise of their own judgment.

Fixed income investments are subject to interest, credit and market risk. Interest rate risk: the value of fixed income investments will decline as interest rates rise. Credit risk: the possibility that the borrower may not be able to repay interest and principal. Low rated bonds generally have to pay higher interest rates to attract investors willing to take on greater risk. Market risk: the bond market in general could decline due to economic conditions, especially during periods of rising interest rates.

Ratings information have been provided by Moody’s, s&P and Fitch through data feeds we believe to be reliable as of the date of this statement, however we cannot guarantee its accuracy.

Security level ratings for U.S. Agency issued mortgage-backed securities “MBS” reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest.

BENCHMARK DISCLOSURES
Benchmark Disclosure
ICE BofA 3-Month US Treasury Bill Index
The ICE BofA US 3-Month Treasury Bill Index is comprised of a single issue purchased at the beginning of the month and held for a full month. At the end of the month that issue is sold and rolled into a newly selected issue. The issue selected at each month- end rebalancing is the outstanding Treasury Bill that matures closest to, but not beyond, three months from the rebalancing date.

ICE BofA 1-5 Yr US Treasury & Agency Index
The ICE BofA 1-5 Year US Treasury & Agency Index tracks the performance of US dollar denominated US Treasury and nonsubordinated US agency debt issued in the US domestic market. Qualifying securities must have an investment grade rating (based on an average of Moody’s, S&P and Fitch). Qualifying securities must have at least one year remaining term to final maturity and less than five years remaining term to final maturity, at least 18 months to maturity at time of issuance, a fixed coupon schedule, and a minimum amount outstanding of $1 billion for sovereigns and $250 million for agencies.

ENDING BALANCE AS OF June 30, 2025
Book
Description ValueRiver City Bank Lockbox Account $ 1,072,457River City Bank ICS (Investment Account) 15,708,438Total Cash and Investments $ 16,780,895 June 30, 2025
ATTACHMENT 2

COMMUNITY CHOICE AGGREGATION (CCA)

CITY OF SANTA BARBARA
Summary of Cash and Investments
6/1/2025 to 6/30/2025

CITY OF SANTA BARBARA
PARS Post-Employment Benefits Trust
Account Summary
Source 6/1/2025 Contributions Earnings Expenses Distributions Transfers 6/30/2025 PENSION 1002 $2,495,143.49 $0.00 $75,750.11 $1,203.92 $0.00 $0.00 $2,569,689.68 Totals $2,495,143.49 $0.00 $75,750.11 $1,203.92 $0.00 $0.00 $2,569,689.68 Investment Selection
Source

PENSION
Investment Objective
Source

PENSION
Investment Return
Source 1-Month 3-Months 1-Year 3-Years 5-Years 10-Years PENSION 3.04% 5.63% 10.13% - - - 1/26/2024
Information as provided by US Bank, Trustee for PARS; Not FDIC Insured; No Bank Guarantee; May Lose Value Headquarters - 4350 Von Karman Ave., Suite 100, Newport Beach, CA 92660 800.540.6369 Fax 949.250.1250 www.pars.org Account balances are inclusive of Trust Administration, Trustee and Investment Management fees Annualized Return
Investment Return: Annualized rate of return is the return on an investment over a period other than one year multiplied or divided to give a comparable one-year return.

Past performance does not guarantee future results. Performance returns may not reflect the deduction of applicable fees, which could reduce returns. Information is deemed reliable but may be subject to change.

Account Report for the Period
Balance as of
Moderate - Strategic Blend
Balance as of
The dual goals of the Moderate Strategy are growth of principal and income. It is expected that dividend and interest income will comprise a significant portion of total return, although growth through capital appreciation is equally important. The portfolio will be allocated between equity and fixed income investments.

Plan's Inception Date

CASH & CASH

EQUIVALENTS
Guaranteed
Investment Contracts
(GIC) US GOVT & AGENCIES TOTALS
Book & Market Book & Market Book Market Book Market

BOND FUNDS

RESERVE FUNDS
2011 Water - 1,699,855.08 - - - 1,699,855.08 1,699,855.08 Safe Drinking Water State Loan
2013 Water - 687,124.84 428,069.44 - - 1,115,194.28 1,115,194.28 Refunding COPS
2016 Sewer - 0.04 - - - 0.04 0.04
Refunding Bonds
2014 Waterfront - 10,098.57 581,455.74 - - 591,554.31 591,554.31 Refunding Bonds
2019 Airport - 1.78 - - - 1.78 1.78
Refunding Bonds
2024 Public Safety and Park 118,589,613.11 - - - 118,589,613.11 118,589,613.11 Revenue BondsSubtotal, Reserve Funds 1,009,525.18 120,986,693.42 - - 121,996,218.60 121,996,218.60 TOTAL FISCAL AGENTINVESTMENTS 120,986,693.42 1,009,525.18 - - 121,996,218.60 121,996,218.60 Notes:
(1) Cash & cash equivalents include money market funds.(2) Market values have been obtained from the following trustees: US Bank ATTACHMENT 4

CITY OF SANTA BARBARA
Fiscal Agent Investments
June 30, 2025

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Public Works Department
SUBJECT: Best Interest Waiver and Agreement for Custodial Services with Downtown Santa Barbara Improvement Association [Agreement] RECOMMENDATION: That Council:

A. Approve a Best Interest Waiver under Santa Barbara Municipal Code 4.52.070, subdivision L; and
B. Authorize the execution of an agreement in the amount of $718,328 with Downtown Santa Barbara Improvement Association for custodial services from September 1, 2025, through June 30, 2026, renewable for up to four additional one-year terms thereafter.

DISCUSSION:

Since 2020, the City of Santa Barbara (City) has funded a variety of daily custodial and related services on the State Street Plaza through the Downtown Parking Fund. These services are performed by both City staff and contractors, and include litter pickup, sidewalk and in-street pressure washing, landscape maintenance, graffiti removal, and clean-up after special events such as Old Spanish Days Fiesta, as well as annual holiday lighting displays and weekly rotation of flags and banners for the State Street Flag Program (“Base Services”).

On June 25, 2024, City Council adopted a resolution forming the Downtown Santa Barbara Community Benefit Improvement District (CBID). The CBID was formed at the behest of Downtown property owners to fund “special benefit services” for the purpose of revitalizing Downtown and attracting and retaining businesses. The special benefit services are additional to the Base Services. The special benefit services are referred to as Civil Sidewalks/Safety and Cleanliness and District Identity/Placemaking services as outlined in the adopted CBID Management District Plan.

The special benefit services will be provided within the State Street Plaza and to an expanded CBID service area that includes the State Street Plaza as well as the 1300 block of State Street between Sola and Victoria Streets, the 00 blocks of cross-streets Agenda Item No. 13
File Code No. 550.1
Council Agenda Report
Best Interest Waiver and Agreement for Custodial Services with Downtown Santa Barbara Improvement Association [Agreement]
July 1, 2025

between Sola and Gutierrez Streets, and Chapala and Anacapa Streets between Sola and Gutierrez Streets.

While the City continues to fund Base Services on State Street, the CBID will be responsible for all special benefit services within the CBID, including on the cross-streets and parallel streets. To administer the activities of the CBID, including these special benefit services, property owners within the District formed a nonprofit organization called the Downtown Santa Barbara Improvement Association (DSBIA) that is managed by a small staff and overseen by a board of directors. The special benefit services will be funded entirely by special assessments levied on parcels within the CBID. Council previously approved a separate agreement between the City and DSBIA for provision of special benefit services and administration of the CBID on February 25, 2025.

Staff believes that it is more efficient if the DSBIA provides both the Base Services and the special benefit services; therefore, Staff requests Council approval of a Best Interest Waiver under Santa Barbara Municipal Code 4.52.070, subdivision L, to enable the City to contract with DSBIA to provide specified custodial services for the State Street Plaza beginning on September 1, 2025. These services include:
 Daily litter pick-up, cleaning, and biowaste removal.  Weekly sidewalk pressure washing.
 Weekly landscape maintenance, including removal of dead foliage, raking leaves, weeding, and watering.
 Graffiti removal on public property.
 Weekly rotation of flags and banners for the State Street Flag Program.  Special clean-up services following events such as Old Spanish Days Fiesta.  Installation and maintenance of holiday lights.

This agreement enables all custodial and related services in the Downtown area to be provided by a single entity. Consolidating management of these services under one provider is in the best interest of the City because it will eliminate redundancy, create clear accountability structures, ensure uniform service delivery across the entire service area, and enable cost efficiencies. As the entity responsible for administering the special benefit services for the CBID in the expanded area, DSBIA is the only organization that could provide unified service delivery by assuming responsibility for the specified services in the State Street Plaza.

The State Street Flag Program is a City program for the rotation and display of approved flags and banners on City streetlights within the State Street Plaza. It has been administered by Downtown Organization with the flag installation and removal paid for by the City. The State Street Flag Program is administered according to adopted rules, which are included as an exhibit to the draft contract and are attached to this Agenda Report (See State Street Flag Program Exhibit).

Council Agenda Report
Best Interest Waiver and Agreement for Custodial Services with Downtown Santa Barbara Improvement Association [Agreement]
July 1, 2025

The initial term of the proposed agreement runs from September 1, 2025, through June 30, 2026. The agreement may be renewed for up to four additional one-year terms upon mutual agreement of the parties.

BUDGET/FINANCIAL INFORMATION:

The cost of the proposed agreement in the amount of $718,328 is funded by expenditure appropriations already included in the Recommended General Fund Budget for Fiscal Year 2026 under the new Downtown Services Program. Staff plans to include expenditure appropriations for the agreement in the annual budget process for the duration of the agreement.

A copy of the contract may be requested from the Public Works Department for public review by contacting [email protected].

ENVIRONMENTAL REVIEW:

The approval of a Best Interest Waiver for custodial services from September 1, 2025, through June 30, 2026, renewable for up to four additional one-year terms, falls outside of the definition of a “Project” under California Environmental Quality Act (CEQA) Guidelines § 15378 (b)(5) as administrative activities of governments that will not result in direct physical changes in the environment are not subject to CEQA environmental review.

ATTACHMENT: State Street Flag Program Exhibit
PREPARED BY: Sarah Clark, Downtown Team Manager/nv
SUBMITTED BY: Joshua Haggmark, Acting Public Works Director APPROVED BY: Kelly McAdoo, City Administrator

ATTACHMENT

ATTACHMENT

EXHIBIT C

CITY OF SANTA BARBARA STATE STREET FLAG PROGRAM

POLICIES AND AGREEMENT
I. BACKGROUND
Downtown Santa Barbara Improvement Association (hereinafter “DSBIA”) administers and oversees the State Street Flag Program (hereinafter “Flag Program” or “Program”), which was established by Paul Mills, noted vexillologist (one who studies flags) and late Director of the Santa Barbara Museum of Art. The Flag Program recognizes historically and culturally significant events, institutions, and attractions in Santa Barbara, in addition to local community service organizations1. The colorful flags are flown from City lamp posts lining downtown State Street, extending from Cabrillo Boulevard to Micheltorena Street.

The original intent of the program is to provide a public art component to the streetscape “sculpture in motion” with colorful graphics on materials that move with the wind. This vision ensures that the State Street flags provide the visual cue that one has arrived in Downtown Santa Barbara, while adding to our cultural and artistic vitality.

DSBIA staff members set Program Policies, select non-profit organizations for participation in the Program as outlined below, set the schedule for each installation, install and remove the flags each week, and convene the Flag Committee, which is comprised of community volunteers who evaluate each proposed flag design and have final authority with respect to design approval.

Non-profit organizations selected for participation in the Flag Program are strongly encouraged to engage a graphic designer to generate proposed flag designs. Flags must be graphically strong and meet high aesthetic standards, and text must be limited to 3% of the flag’s surface area2. The Design Committee’s design review includes evaluation of the graphic/image, the size of the design, the color(s) used, and the grade of materials proposed.

II. SELECTION FOR PARTICIPATION IN STATE STREET FLAG PROGRAM AND

DURATION OF TERM
1 Please note that for-profit businesses, poli�cal campaigns, and one-�me events cannot be considered for par�cipa�on in the Flag Program.
2 See Exhibit A, State Street Flag Design Guidelines for details on design objec�ves and technical considera�ons.

ATTACHMENT
A. A non-profit organization seeking an annual one-week flag installation on State Street should submit a Program Application to DSBIA.3 B. In order to accommodate a broad range of eligible non-profit organizations, DSBIA maintains a three-tiered system for admitting participants into the program and determining the duration of the term for which they qualify.

Non-profit organizations are prioritized for inclusion in the Program as follows:

1. Tier 1 non-profit organizations are accorded top priority, and include long-running historical and cultural events and festivals (with a 5+ year history) in downtown Santa Barbara, and attractions in downtown Santa Barbara, including museums, theaters, and libraries. Tier 1 non-profit organizations are eligible for annual oneweek installations and may remain in the Program for an unlimited number of years, subject to the following:
a. Ongoing maintenance of 125 flags in a clean and displayworthy condition, free from tears, stains, and other signs of disrepair.4
b. Completion of all required paperwork on an annual basis, including a signed Program Policies, Indemnification
Agreement, and Certificate of Insurance for no less than $1M in liability coverage.
c. Payment of an administrative fee on an annual basis, no later than one month prior to the date of installation.5

2. Tier 2 non-profit organizations include long-running historical and cultural events and festivals (with a 5+ year history) in greater Santa Barbara; attractions and institutions in greater Santa Barbara, including museums, theaters, libraries and educational institutions; 3 Once selected for par�cipa�on in the Program, each organiza�on’s preferences regarding the �meframe for installa�on will be considered as DSBIA staff generates the Flag Program calendar; however, due to the nature of the Program and the high volume of interested and eligible non-profit organiza�ons, DSBIA is unable to guarantee that each organiza�on’s scheduling preferences will be accommodated. 4 Due to exposure to the elements and the normal wear and tear that results in fading and damage, State Street Flags typically have a lifespan of five to seven years; non-profit organiza�ons eligible for a term of unlimited dura�on must budget to remanufacture a full set of flags as needed on a periodic basis to remain in the Program, in accordance with Program policies.
5 Administra�ve fees cover DSBIA staff costs for se�ng Program Policies, marke�ng the Program, selec�ng Program par�cipants, dra�ing the annual Flag Program calendar, convening the Design Commitee to conduct flag design review and evalua�on, and collec�ng completed forms and proof of liability insurance from par�cipants.

ATTACHMENT
in addition to organizations that promote historical and/or cultural events, attractions, and education. Tier 2 non-profit organizations are eligible for annual one-week installations and may remain in the Program for a term of seven (7) consecutive years, subject to the following:
a. Ongoing maintenance of 125 flags in a clean and displayworthy condition for the life of the seven (7) year term, free from tears, stains, and other signs of disrepair.
b. Completion of all required paperwork on an annual basis, including execution of a signed Program Policies,
Indemnification Agreement, and Certificate of Insurance for no less than $1M in liability coverage.
c. Payment of an administrative fee on an annual basis, no later than one month prior to the date of installation.

3. Tier 3 non-profit organizations include agencies that provide community service in Santa Barbara. Tier 3 non-profit organizations are eligible for annual one-week installations and may remain in the Program for a term of seven (7) consecutive years, subject to the following:
a. Ongoing maintenance of 125 flags in a clean and displayworthy condition for the life of the seven (7) year term, free from tears, stains, and other signs of disrepair.
b. Completion of all required paperwork on an annual basis, including execution of a signed Program Policies,
Indemnification Agreement, and Certificate of Insurance for no less than $1M in liability coverage.
c. Payment of an administrative fee on an annual basis, no later than one month prior to the date of installation.

C. As vacancies for one-week installations become available, non-profit organizations will be selected from the waiting list according to tier and date of first inquiry. All organizations classified as Tier 1 will be offered a placement before organizations classified as Tier 2, and all organizations classified as Tier 2 will be offered a placement before organizations classified as Tier 3.

ATTACHMENT
D. Following completion of a seven (7) year term, a Tier 2 or Tier 3 organization will be placed at the end of the corresponding waiting list, and will be eligible for future inclusion in the Program as availability allows.

III. FLAG DESIGN AND MANUFACTURE
A. Following notification of selection, new participating organizations are strongly encouraged to engage and work closely with an experienced graphic designer to submit up to four proposed flag designs to DSBIA staff.6 B. Once a newly-selected organization has generated one or more proposed designs, DSBIA staff will convene the Flag Committee to review and provide feedback on the design. One or more representative(s) of the organization will be invited to present the design(s) at the meeting, to receive feedback and recommendations on the graphics, colors, and lettering (if any), in the effort to maximize the aesthetic strength and durability of the display.

C. Flags must be designed in accordance with the following specifications:7

1. Flags must be 4 feet wide by 6 feet high, and must have two grommets at the top and a third patch reinforcement grommet at the side, to allow them to be tied to City lamp posts for display.

2. Flags must have a fiberglass rod rolled in vinyl and sewn into the top of the flag to enable display.

3. Flags must be well-constructed of appropriately durable fabrics – e.g., Glaser nylon -- using a silk screen, full-color CMYK (cyanmagenta-yellow-black) process, digital photographic prints, or applique technique.

D. Once an organization has received final design approval from the Design Committee, manufacture of the flags may commence, using the approved design.8
6 New par�cipants are also strongly encouraged to visit the Flag Program page on DSBIA’s website at htp://www.downtownsb.org/about/state-street-flag-program to view examples of previously approved flag designs.
7 See Exhibit A, State Street Flag Program Design Guidelines, and Exhibit B, the Flag Factory’s Master Pricing and Services document.
8 DSBIA shall not be responsible for any expenses incurred or losses sustained by an organiza�on par�cipa�ng in the Flag Program, pursuant to the manufacture or maintenance of flags.

ATTACHMENT
E. At least 125 flags must be produced for installation, to be stored, maintained, and installed by the Flag Factory.

F. Participating non-profit organizations are strongly encouraged to have extra flags manufactured at the time a full set is generated for the annual oneweek State Street installation; the extra flags can be stored with the participant organization itself, and used for promotional purposes at the discretion of the organization’s staff.

G. Flags must be maintained in a clean and display-worthy condition. DSBIA staff shall have sole discretion to determine whether flags are in a condition adequate for display.

H. All flag designs previously approved will be subject to Design Committee review upon remanufacture.

1. Due to exposure to the elements and the normal wear and tear that results in fading and damage, flags typically have a lifespan of five to seven years.

2. Once an organization’s flags show signs of disrepair such that they can no longer be flown, DSBIA staff will inform the organization’s representative that a full set of 125 flags must be remanufactured, in accordance with the Policies outlined above, for the non-profit organization to be eligible for the remainder of its term in the Program.

3. To prevent inconsistencies in flag color, age, and quality, remanufacture of single design flags in partial batches is prohibited.

IV. FLAG INSTALLATION, STORAGE, AND MAINTENANCE9
A. In the event that flags cannot be flown safely for the duration of their scheduled installation due to inclement weather, an authorized representative of the affected non-profit organization will be notified as soon as possible.

B. Organizations participating in the Flag Program are required to store flags at the Flag Factory in Carpinteria. Flags are installed by the Flag Factory 9 DSBIA is not responsible for the loss, the�, or damage of any flags during delivery, installa�on, removal, or pickup.

ATTACHMENT
team, and will be transported back to the Carpenteria location after installation on State Street for maintenance and storage.

C. Flag maintenance is managed by The Flag Factory and includes services such as counting, cleaning, washing, removing bird droppings, ironing, mending, repairing stiffener rods and grommets, and drying flags after rain or fog to prevent mildew. Maintenance costs are billed directly by The Flag Factory and are payable by participating organizations.

D. An organization seeking to use some or all of its flags for other marketing or promotional purposes during the weeks they are not displayed on State Street, will be required to work directly with the Flag Factory to check flags out and return them, and will be solely responsible for ensuring that all flags are returned to the Flag Factory no later than two weeks prior to their scheduled installation on State Street.

E. An organization’s flags will not be flown on State Street if the set is incomplete.

SIGNATURE BELOW INDICATES UNDERSTANDING OF AND AGREEMENT TO THE POLICIES OUTLINED ABOVE.

Name of Non-Profit Organization
Representative Name Representative Email
Representative Title Representative Phone Number
Authorized Signature
Date

ATTACHMENT
STATE STREET FLAG PROGRAM: INDEMNIFICATION AGREEMENT
THIS AGREEMENT is made this day of____________________________, by and between DOWNTOWN SANTA BARBARA IMPROVEMENT ASSOCIATION, hereinafter referred to as “DSBIA” and, ___________________________________ hereinafter referred to as “INDEMNITOR.”

RECITALS
A. WHEREAS, the City of Santa Barbara (the “City”) owns and maintains 125 decorative flag (banner) brackets (the “brackets”) which are affixed to City owned lampposts located on State Street from Cabrillo Boulevard to Micheltorena Street in the City of Santa Barbara, California; and
B. WHEREAS, the brackets are designed to accommodate flags 4’ wide by 6’ high; and
C. WHEREAS, DSBIA manages and supervises the use of the brackets for the City; and
D. WHEREAS, groups or organizations desiring to utilize the brackets to fly flags must execute an indemnification agreement agreeing to personally indemnify, defend and hold harmless DSBIA from any liability attributable to the subject flags including, without limitation, any defect in design and/or fabrication of the flags and to also provide proof of liability insurance naming DSBIA as an additional insured; and
E. WHEREAS, INDEMNITOR has requested permission to fly flags utilizing the brackets, which permission has been granted subject to the execution of this Indemnification Agreement and the provision of proof of liability insurance.

NOW, THEREFORE, in consideration of the foregoing, the parties hereto agree as follows:

1. Indemnity by INDEMNITOR.

INDEMNITOR hereby agrees to indemnify, defend and hold DSBIA harmless from and against all claims, liability, damage, or loss arising out of any injury or death of any person or damage to or destruction of property (collectively the “claims”) which claims are attributable to INDEMNITOR’s flags including, without limitation, any and all claim of defects in design and/or fabrication of said flags, except a claim arising from a defect or negligence in the installation, design, and/or fabrication of the brackets. These indemnity obligations shall include reasonable attorneys’ fees,

ATTACHMENT
investigation costs, and all other reasonable costs incurred by DSB from the first notice that any claim or demand is to be made or may be made.

2. Liability Insurance.

At all times during the term of this Agreement, INDEMNITOR shall keep in force, at its sole cost and expense, public liability and property damage insurance with respect to INDEMNITOR’s flags in an amount of not less than One Million Dollars ($1,000,000.00) combined single limits. All such liability and property damage insurance shall specifically insure the performance by INDEMNITOR of the indemnity Agreement set forth in Section 1 above. INDEMNITOR agrees that DSBIA shall be named as an additional insured on such policy of insurance. Such policy of insurance shall contain a clause or endorsement to the effect that it may not be terminated or materially amended except after ten (10) days prior written notice to DSBIA and INDEMNITOR. INDEMNITOR shall furnish DSBIA with copies of such insurance policy, or with a certificate of the company issuing such insurance, certifying that the same is in full force and effect.

IN WITNESS WHEREOF, DSBIA and INDEMNITOR have executed this Agreement on day and year first above written.

DOWNTOWN SANTA BARBARA ASSOCIATION
By: ____________________________________________________ Robin Elander, Executive Director Date
Downtown Santa Barbara Improvement Association
By: ____________________________________________________ Authorized Signatory of “INDEMNITOR” Date
By: ____________________________________________________ Print Name Date

ATTACHMENT
2025 STATE STREET FLAG PROGRAM

DESIGN GUIDELINES
A. Background
a. The Design Guidelines are informed by years of Program experience and aim to guide applicants in developing strong, aesthetically pleasing flag designs. Adhering to these Guidelines ensures a streamlined review and approval process.
b. New participants are encouraged to involve their graphic designer in Committee meetings where proposed designs are reviewed. For questions or assistance, please contact Downtown Santa Barbara Improvement Association (DSBIA) staff.

B. Design Objectives
a. Graphic and Text Elements
i. Use bold, colorful graphics or artistic images to represent the identity of the nonprofit organization.
ii. Minimize reliance on text.
b. Consistency with EPV Requirements
i. Flag designs should support the historic character of EPV, as outlined in the City’s Municipal Code.
ii. Use colors harmonious with EPV's architectural styles. Typeface should align with the district’s aesthetics unless part of a registered logo or trademark.
c. Reference Approved Designs
i. Applicants are encouraged to visit the Flag Program webpage to view examples of previously approved designs. These examples include both current and older designs for reference.

C. Technical Considerations
a. General Specifications
i. Flags must measure 4 feet wide by 6 feet tall and include two top grommets and a side-reinforcement grommet for secure lamppost attachment.
ii. Flags must have a fiberglass rod, rolled in vinyl and sewn into the top edge, for stability.

ATTACHMENT
iii. Use durable materials such as Glaser nylon to withstand weather exposure.
iv. Consider hemmed edges when creating designs that bleed to the flag's edges.
v. Flags may use digital printing, silk screening, or fabric applique techniques.
b. Digital Printing Specifics
i. Digital printing produces a broad range of colors and allows for photographic elements.
ii. Colors are applied to one side of the fabric, resulting in less vibrant colors on the reverse.
iii. Fine lines and subtle colors lose clarity over time due to sun exposure and dirt accumulation. Use bold designs with strong contrast.
iv. Avoid pastel colors, white backgrounds, or photographic elements that may date quickly.
v. Test designs by printing on thin paper and holding them against sunlight to simulate fabric appearance.

D. Design Considerations
a. Artistic and Graphic Standards
i. Designs must be bold, dynamic, and creative, effectively representing the organization.
ii. Logos should be integrated artistically (e.g., off-center placement, color adjustments, or design elements that bleed off edges). b. Text Limitations
i. Text must cover no more than 3% (104 square inches) of the flag's surface area and should serve to identify the organization. ii. Text area is calculated using the smallest rectangle enclosing all text, including ascenders, descenders, and letter spacing.
iii. Fonts must align with EPV standards (serif or script styles); sans serif and block fonts are discouraged.
iv. Dates, times, locations, and marks like “registered” or “trademark” are prohibited.
v. Text should complement the graphic image and not dominate the design. Exceptions may be granted for designs integrating text artistically.
c. Colors and Compatibility
i. Fluorescent and Day-Glo colors are prohibited.
ii. Flag colors should harmonize with EPV's historic aesthetic. d. Traffic Sign Restrictions
i. Designs must not mimic or conflict with traffic control signs or devices.

ATTACHMENT

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Parks and Recreation Department
SUBJECT: Contract Amendment with RRM Design Group for the Chase Palm Park Arbor Project [Agreement]
RECOMMENDATION:

That Council authorize the Parks and Recreation Director to execute a third amendment to Agreement No. 26,919 with RRM Design Group in the amount of $34,940 for design services and construction administration for the Chase Palm Park Arbor Project.

DISCUSSION:

Project Description
The Chase Palm Park Arbor Project will redesign the patio adjacent to Casa Las Palmas to achieve integration of a new arbor/pergola structure, accessibility upgrades, renovation of the snack bar building, new fencing, lighting, and landscaping upgrades. The accessibility improvements will provide access to and around the patio of Casa Las Palmas, as well as the adjacent public restroom and small parking area. The addition of the arbor/pergola structure will greatly enhance outdoor activities on the existing patio by providing shade.

Project Status
In early fall of 2024, the City authorized a construction contract with Quincon Inc. in the amount of $1,199,524. Construction started in late fall of 2024 and is approximately 80% complete.

Contract Amendment
On May 25, 2021, Council authorized a professional services agreement with RRM Design Group in the amount of $101,419 to provide architectural design services for the Project. On September 12, 2023, Council authorized the first contract amendment for additional design services and construction administration support in the amount of $23,125, which increased the total contract amount to $124,544. On February 11, 2025, Agenda Item No. 14
File Code No. 570.05
Council Agenda Report
Contract Amendment with RRM Design for the Chase Palm Park Arbor Project [Agreement]
July 29, 2025

Council authorized the second contract amendment for additional design services and construction administration support in the amount of $30,800, which increased the total contract amount to $155,354.

The purpose of the third contract amendment is to expand the scope of work to include additional design and construction administration services, due to unforeseen site conditions and cost associated with a longer construction timeline. The contract increase is for $34,940, which brings the total contract amount to $190,294.

BUDGET/FINANCIAL INFORMATION:

There are sufficient expenditure appropriations in Fiscal Year 2026 Capital Program Fund to cover the cost of the contract amendment.

SUSTAINABILITY IMPACT:

The Project will further the City’s sustainability goals through incorporating environmentally responsible design and construction techniques, as well as upgrading accessibility at this City facility.

A copy of the agreement may be requested from the Parks and Recreation Department for public review by contacting Courtney Carlson at [email protected].

PREPARED BY: Justin Van Mullem, Capital Projects Supervisor SUBMITTED BY: Jill E. Zachary, Parks and Recreation Director APPROVED BY: Kelly McAdoo, City Administrator

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: City Administrator’s Office
SUBJECT: Contract with Visit Santa Barbara for Tourism Marketing Services [Agreement]
RECOMMENDATION:

That Council authorize the City Administrator to execute an annual community promotion contract with Visit Santa Barbara to provide marketing services that promote Santa Barbara as a tourism destination, in an amount of $950,000.

DISCUSSION:

The City’s annual budget includes $950,000 for Visit Santa Barbara to promote Santa Barbara as a tourist destination. This contract will help support year-round administrative expenses for Visit Santa Barbara, including salaries and benefits, advertising, consumer and trade information services, public relations, and sales. The term of the contract covers the period of July 1, 2025 through June 30, 2026.

Visit Santa Barbara work efforts will be focused on the travel and hospitality industry and promoting Santa Barbara as a premier destination in order to increase visitation, economic impact, employment, and tax generation.

BUDGET/FINANCIAL INFORMATION:

The City’s Fiscal Year 2026 budget includes $950,000 for this agreement. No additional appropriations are required.

The contract is available for review in the City Clerk’s Office at City Hall or by contacting Nicole Grisanti at [email protected]
ATTACHMENT: Visit Santa Barbara 2025-2026 Business Plan

PREPARED AND
SUBMITTED BY: Nicole Grisanti, Supervisor, City Administrator’s Office APPROVED BY: Kelly McAdoo, City Administrator
Agenda Item No. 15
File Code No. 180.02
Visit Santa Barbara
Budget

ACCRUAL
Jul 25-Jun 26
Income
4000 · TBID INCOME
4010 · City of Santa Barbara 5,615,059.00
4015 · City of Goleta 2,258,990.00
4020 · County of Santa Barbara 2,408,314.00
Total 4000 · TBID INCOME 10,282,363.00
4030 · City of Santa Barbara Funds 950,000.00
4040 · County of Santa Barbara Funds 75,316.00
4050 · PRIVATE SOURCE INCOME
4051 · Co-Op Advertising 96,314.00
4052 · Co-Op Sales 53,650.00
4055 · Interest Income 45,000.00
4060 · Membership Dues 142,680.00
4065 · Membership Meetings 39,630.00
Total 4050 · PRIVATE SOURCE INCOME 377,274.00
Total Income 11,684,953.00
Gross Profit 11,684,953.00
Expense
5001 · OPERATIONS
5002 · Employee Costs
5005 · Salaries & Wages 2,437,953.00
5010 · P/R Tax Expense 182,673.00
5011 · Health Insurance 248,280.00
5012 · 401k Benefit Expense 70,168.00
5013 · Work Comp. Insurance 9,400.00
5014 · Employee Relations 24,500.00
Total 5002 · Employee Costs 2,972,974.00
5020 · Professional Fees
5021 · Accounting/Audit 101,300.00
5024 · HR 12,000.00
5025 · Legal Fees 6,000.00
5026 · Professional Services 23,900.00
Total 5020 · Professional Fees 143,200.00
5031 · TBID Collection Fees 215,124.81
5033 · Insurance 30,400.00
5035 · IT Services & Supplies 69,000.00
Rent, Office Exp, Utilities 284,574.50
Total 5001 · OPERATIONS 3,715,273.31

ATTACHMENT
Visit Santa Barbara
Budget

ACCRUAL
Jul 25-Jun 26
6000 · PROGRAMS
6010 · Advertising
6011 · Adv Account Management 905,214.00
6012 · Brand 3,287,538.00
6023 · Airline Co-Op Campaigns 175,000.00
6017 · Retail Campaigns 1,040,166.00
6018 · Visitor Magazine 45,000.00
Total 6010 · Advertising 5,452,918.00
Dues, Meetings, Promotional Items 115,371.00
6045 · CRM Software & Maintenance 38,184.00
6050 · Community Events 104,500.00
6060 · Industry Events 93,000.00
6070 · Industry Relations 169,569.00
6800 · Public Relations
6801 · PR Account Management 86,592.00
6802 · PR FAM Tours 102,188.00
6806 · Trade Shows 23,464.00
6800 · Public Relations 212,244.00
6850 · Professional Development 52,873.00
6900 · Research & Reporting 144,872.00
7000 · Sales
7001 · Sales Account Management 112,488.00
7002 · Booking Incentives 80,995.00
7003 · Sales FAM Tours 96,500.00
7005 · Lead Generation 52,584.00
7007 · Sales Missions & Client Events 45,250.00
7009 · Sponsorships 46,725.00
7010 · Trade Shows 208,722.00
7000 · Sales 643,264.00
7100 · Travel Trade
7112 · Air Service Development 4,090.00
7102 · Trade FAM Tours 22,196.00
7104 · Trade Missions & Client Events 2,400.00
7107 · Trade Shows 145,316.00
7100 · Travel Trade 174,002.00
7530 · Visitor Services 95,000.00
7200 · Visual Assets 385,928.00
7300 · Website Expense 158,544.00
7400 · Workforce Development 50,000.00
Total 6000 · PROGRAMS 7,890,269.00
Total Expense 11,605,542.31
Net Ordinary Income 79,410.69
Visit Santa Barbara
Budget

ACCRUAL
Jul 25-Jun 26
Other Expense
5029 · Interest Expense 6,510.00
8005 · Depreciation Expense 56,173.48
8015 · Property Tax 4,400.00
Total Other Expense 67,083.48
Net Other Income -67,083.48
Net Income 12,327.21
Annual Business Plan
JULY 2025 - JUNE 2026
GOLETA :: SANTA BARBARA :: MONTECITO :: SUMMERLAND
02 Table of Contents
Strategy One: Position and Amplify the Santa Barbara Brand to Target Markets Strategy Two: Grow Overnight Demand for the Destination Strategy Three: Champion Positive Visitor Experiences
Strategy Four: Strengthen the Organization’s Effectiveness Appendix A: 2025-2026 Performance Measures and Expected Outcomes Appendix B: 2025-2026 Budget
05 15
20 23
28 32
Visit Santa Barbara 2025-2026 Business Plan
Yet as competition grows and traveler expectations
shift, it’s clear that sustained success requires
more than promotion. That’s why this year’s plan
also sharpens our focus on enhancing the visitor
experience — from workforce development
and accessibility improvements to community
partnerships and insights that guide smarter
decisions. Our strategies remain rooted in
collaboration, agility and impact.

We are proud to champion this extraordinary
region, not only as a world-class destination,
but as a place we call home. Thank you for your
partnership, trust and shared commitment to
ensuring that Santa Barbara’s light continues to
shine brightly in the year to come.

Kathy Janega-Dykes
President/CEO
Visit Santa Barbara
Visit Santa Barbara’s 2025-2026 Business Plan
is more than a financial blueprint — it’s a
reflection of who we are as an organization and a
destination. It captures our strategic priorities and
the collective vision we share with our members,
stakeholders and hospitality partners for the year
ahead. Rooted in our community’s natural beauty,
cultural richness and welcoming spirit, our work is
driven by the belief that Santa Barbara’s appeal is
not only timeless — but also evolving.

This year, our destination marketing efforts will
deepen across all fronts: from inspiring datadriven brand campaigns and PR outreach, to meaningful group sales efforts, content innovation
and an expanded focus on video, social media
and authentic storytelling. Through new travel
segments, refreshed visuals, co-branded airline
promotions and expanded meetings-focused sales
assets, we will inspire the next wave of travelers,
both near and far.

Kathy Janega-Dykes
Perspective for the Year Ahead
Visit Santa Barbara 2025-2026 Business Plan 03
Visit Santa Barbara is a nonprofit 501(c)(6)
organization jointly funded by the City of Santa
Barbara, the County of Santa Barbara, the South
Coast Tourism Business Improvement District
(TBID) and by a membership of hospitalityrelated businesses. As the official destination marketing organization for the Santa Barbara
South Coast, VSB is contracted by the City of
Santa Barbara to market the area as a premier
destination for leisure and business travel.

VSB’s Board of Directors is composed of business
owners and professionals who have the experience
and willingness to serve the community beyond
the scope of their demanding work schedules.

Their volunteer responsibilities include steering
company policy, building relationships with local
government, interpreting the needs and interests
of the community, shaping how VSB delivers
upon its mission and influencing the organization’s
future evolution.

About Visit Santa Barbara
VSB inspires overnight travel to the Santa Barbara
South Coast in order to enhance the community’s
economy and quality of life.

The Organization’s Mission
Visit Santa Barbara 2024-2025 Business Plan 04
Visit Santa Barbara 2025-2026 Business Plan 05

STRATEGY ONE
Position and Amplify the Santa Barbara
Brand to Target Markets
The public relations department creates demand
for visitation by securing strategic earned media
coverage that informs, inspires and influences
prospective travelers. Editorial stories resulting
from VSB’s media relations are intended not only
to spark curiosity and desire for travel but to build
brand awareness, sustain interest and reinforce key
messages about the Santa Barbara South Coast in
an increasingly competitive landscape.

Through longstanding media relationships,
destination expertise and skillful, timely
storytelling, VSB generates press coverage that
captures both the ever-evolving character and
enduring appeal of the Santa Barbara South Coast.

Ongoing engagement with journalists — and with
the potential travelers they reach — is essential for
keeping the destination top-of-mind, especially
during times of crisis, economic uncertainty and
intensified competition for consumer attention.

The in-house PR team is made up of seasoned
professionals, including a PR director with 29
years of experience in media relations, journalism
and communications; one part-time and two fulltime PR managers whose collective backgrounds span three decades in PR and journalism; and a
PR associate who supports day-to-day operations.

To further amplify its reach, the team works
closely with a renowned PR agency based in New
York and Los Angeles that specializes in travel and
lifestyle media.

Strategic Focus and Initiatives
In the year ahead, the PR team will focus on
targeted outreach to media in domestic drive
markets, nonstop flight markets, as well as
national and select international outlets. VSB
will strategically craft pitches to reflect current
consumer travel interests, highlight new and
timely angles and support industry needs such as
overnight bookings and shoulder-season stays.

One of the department’s most effective initiatives
is its visiting journalist program. VSB will
proactively invite targeted media to experience
the Santa Barbara South Coast firsthand and
will work with local partners to host customized
familiarization (“FAM”) trips. Each itinerary
is thoughtfully designed to balance a range of
accommodations, attractions and experiences that
align with the journalist’s focus and their outlet’s
audience, with the goal of generating high-quality
editorial coverage that accurately reflects the
destination.

New this year, the PR team will work with
producers to develop short travel segments
on television news shows in targeted markets,
including Southern California, the Bay Area and
metropolitan-area markets. These broadcasts offer
an opportunity to reach diverse audiences through
trusted local media in markets with strong
visitation potential.
06 PUBLIC RELATIONS
Visit Santa Barbara 2025-2026 Business Plan
Past Performance and Impact
In 2024-25, VSB’s media relations efforts resulted
in wide-reaching, meaningful media coverage
in leading publications and outlets, including
Westways (AAA Southern California), Sunset, the
Los Angeles Times, The Mercury News, KCALTV (CBS Los Angeles), Condé Nast Traveler, Matador Network, Paste, Seattle magazine, the
Chicago Tribune, Travel + Leisure en Español
(Latin America), Le Figaro (France), Citizen
Femme (U.K.) and Qantas magazine (Australia).

In total, VSB supported the creation of more than
631 editorial stories, with a potential reach of 8.6
billion readers and viewers.

VSB will also continue to maintain and enhance
destination resources for the press, including an
online press room, fact sheets and a curated photo
library that supports story creation.

Relationship-building remains a cornerstone of
the department’s success. Over the coming year,
VSB will meet with journalists and editors from
key visitor markets to share destination updates,
inspire interest in story development and create
new and deeper relationships with media contacts.

These direct conversations also provide valuable
insights into editorial priorities and evolving
trends within the media industry.

VSB will participate in leading industry trade
shows and media networking events, including
the IPW Media Marketplace in Greater Fort
Lauderdale, the TravMedia International Media
Marketplace in New York and potential media
receptions in Los Angeles and San Francisco.

Budget: $212,000
How VSB Measures Performance
The goal of VSB’s media relations work is to
motivate potential travelers to choose the Santa
Barbara South Coast, using third-party editorial
content as a trusted source of inspiration and
information. Performance will be measured based
on the quality and breadth of content published,
the reach and relevance of the media outlets and
the effectiveness of positioning the destination as a
compelling place to visit.

Expected Outcomes
As a result of these efforts, the Santa Barbara
South Coast will be covered in inspiring, highvalue travel and lifestyle stories in target media outlets. These stories will build credibility, enhance
the region’s reputation and draw attention to local
businesses, attractions and experiences.

Visit Santa Barbara 2025-2026 Business Plan 07
The marketing department plays a vital role in
building destination awareness, inspiring travel
and driving overnight visitation to the Santa
Barbara South Coast. As the largest department
at VSB, marketing leads the development and
execution of integrated campaigns that span paid
and owned media channels.

The department is led by a seasoned director with
over 16 years of industry experience — including
more than a decade at VSB — and supported by a
high-performing team of six managers specializing
in advertising, content strategy, digital marketing,
social media, research and creative production.

This in-house team is further strengthened
by three long-term agency partners: Sparkloft
Media, Miles Partnership and Granicus (formerly
Simpleview).

Over the past year, the department expanded
its capabilities with the addition of a dedicated
Social Media Manager and Research & Analytics
Manager, deepening VSB’s ability to deliver
data-driven, high-impact campaigns. Enhanced
in-house creative capacity has allowed for greater
agility, brand consistency and content production
across platforms. Through strategic multi-channel
storytelling, the marketing team brings Santa
Barbara’s essence to life — delivering compelling
narratives that convert travel dreams into bookings
and ensuring the destination remains top-of-mind
in a competitive global landscape.

The Santa Barbara Effect
“The Santa Barbara Effect” remains VSB’s flagship
brand campaign, capturing the emotional impact
of a visit to the Santa Barbara South Coast —
where everyday stress gives way to sea breezes,
mountain views and deeply restorative moments.

The campaign is rooted in showcasing how the
destination makes travelers feel, using rich visuals
and evocative language to highlight the unique
blend of natural beauty, cultural depth and
effortless luxury found here.

Anchored by the region’s four foundational
pillars, the campaign highlights the destination’s
immersive experiences without filters or special
effects. The tone remains clean, confident and
emotionally resonant, helping travelers picture
themselves in Santa Barbara and compelling them
to take the next step.
08 MARKETING
Visit Santa Barbara 2025-2026 Business Plan
Food and Libations: Celebrating the South
Coast’s diverse culinary scene — from Michelinrecognized restaurants to casual coastal eats, local wine and vibrant farm-to-table fare.

Outdoor Recreation: Highlighting the abundance
of seasonal, year-round outdoor experiences, from
coastal walks to mountain hikes.

Arts and Culture: Featuring the region’s rich
creative scene — museums, galleries, architecture
and a vibrant calendar of events.

Lifestyle and Wellness: Showcasing Santa Barbara’s
restorative atmosphere and balanced, wellnesscentered lifestyle.

This year, VSB will continue to grow and evolve
the campaign to ensure it reflects shifting traveler
trends, behavior and expectations. Enhancements
will include leveraging Meta’s AI-powered ad
tools (such as dynamic copy suggestions and site
link integrations) to improve performance and
engagement. Wherever possible, ads will include
a clear lodging-forward component, reinforcing
the ease and appeal of booking a stay. VSB will
also explore new media partners to extend reach
and uncover untapped audiences, building a more
robust, adaptable media plan across all verticals.
09 MARKETING
Visit Santa Barbara 2025-2026 Business Plan
The Santa Barbara Effect Continued
Audience Targeting
Targeting will remain highly strategic, leveraging
mobile location data and behavioral signals to
reach high-value travelers in top-performing
domestic ZIP codes. California will remain the
highest priority market, supported by key outof-state markets including Arizona, Colorado, Georgia, Idaho, Illinois, Minnesota, Montana,
Nevada, New York, Texas, Utah, Oregon,
Washington and Washington D.C.

Audience segmentation will include travelers
ages 25 and older, those living near major metro
airports and high-income ZIP codes. Interestbased filters will identify travelers with affinities for luxury travel, road trips, wineries, hotels,
beaches and outdoor adventure. Behavioral filters
will capture travelers who have shown interest in
Santa Barbara or competitive destinations.

Advertising Partners
VSB’s paid advertising strategy will span a
comprehensive mix of platforms and formats to
reach travelers across the full decision-making
journey. Tactics will include paid social on
Facebook, Instagram, TikTok and Pinterest; video
and display advertising via YouTube, Connected
TV and Adara; paid search ads through Google
and Bing; and premium print placements in highvalue publications. All creative will be refreshed monthly and quarterly to reflect seasonal trends
and traveler sentiment, with weekly performance
monitoring and optimization to ensure topperforming content remains prioritized. VSB will invest in testing new media partners to explore
emerging opportunities, tap into untapped
audiences and continue building a dynamic,
results-driven media plan that adapts to changing
traveler behaviors and platform performance.

Budget: $3,084,000
Weddings in The American Riviera®
With its natural beauty and romantic charm, the
Santa Barbara South Coast remains a soughtafter wedding destination. Visit Santa Barbara will continue to invest in paid media and content
marketing to inspire couples to choose the region
for their special day.

Targeting both California-based couples and outof-state visitors, the campaign will highlight Santa Barbara’s diverse venues, personalized service and
one-of-a-kind guest experiences. Media efforts
will focus on Instagram, Pinterest, TikTok and
paid search, with additional platforms evaluated as
performance evolves.

This year, VSB will deepen relationships with
local wedding and event planners to identify
emerging trends and content opportunities. These
insights will aim to guide the creation of new
website articles and media partnerships, helping
ensure VSB’s wedding storytelling remains timely,
engaging and aligned with how couples choose
their destination and plan their big day.

Budget: $102,000
Visit Santa Barbara 2025-2026 Business Plan 10
To position the Santa Barbara South Coast as a
premier travel destination, Visit Santa Barbara will
continue to invest in high-quality, versatile creative
assets — with an emphasis on video content that
can be repurposed across a range of platforms and
formats. These assets play a critical role in keeping
content fresh, combatting advertising fatigue
and showcasing the diversity of experiences and
travelers throughout the region.

New visual content will be produced across the
following programs:

The Santa Barbara Effect
Aligned with VSB’s four destination pillars —
food and drink, outdoor recreation, arts and
culture and lifestyle and wellness — VSB will
conduct on-location shoots to capture seasonal
moments and refresh campaign visuals. Much
of the current asset library dates back to 2019
has been widely used in California markets,
and will sunset after this year. Priorities for the
new production cycle include refreshed aerials,
neighborhood-specific content, new talent and
updated footage across all seasons to ensure
continued relevance and impact.

Signature Events
To capture the energy and spirit of the region,
VSB will continue producing photo and video
content around signature local events, an effort
that has grown over the past several years. These
productions help build VSB’s storytelling library
with vibrant, timely visuals that resonate across
marketing channels. This year’s priorities include
coverage of Parade of Lights, Fourth of July
celebrations, harvest events and additional key
moments that showcase the Santa Barbara South
Coast’s community character, seasonal appeal and
visitor experiences.

Organic Social Media
VSB will continue prioritizing mobile-first,
short-form video, now favored by all major social
platforms. The team will produce bite-sized,
vertical content for Instagram Reels, TikTok,
YouTube Shorts and Pinterest Idea Pins, helping to
inspire and inform potential travelers in dynamic,
thumb-stopping ways.

Content Creator Program
To add authenticity and a fresh local lens, VSB
will maintain its local content creator program,
engaging talented community members to
produce mobile-first videos and striking
destination photography. This approach supports
year-round content creation, expands VSB’s
reach across social platforms and showcases a
broader mix of attractions, dining, lodging and
neighborhoods.

Meetings & Sales
To support group sales efforts, VSB will produce
refreshed video and photography assets that
showcase Santa Barbara’s unique appeal as a
meetings destination. The shoot will highlight
diverse talent and settings — from oceanfront
venues and walkable neighborhoods to group
dining and wine tasting — all designed to reflect
the region’s ease, beauty and standout experiences.

Final deliverables will include 60-, 30- and
15-second video cuts, along with updated b-roll
and photography for use in sales presentations,
trade shows, advertising and SantaBarbaraCA.
com/meetings. These new assets will equip the
sales team with more compelling, planner-focused
visuals to drive group business.

Budget: $386,000
Visual Assets
Visit Santa Barbara 2025-2026 Business Plan 11

MARKETING
Social media remains one of VSB’s most
impactful, owned tools for inspiring travel,
building community and keeping Santa Barbara
top-of-mind. With the addition of a dedicated
Social Media Manager, VSB is expanding its
ability to deliver timely, relevant and platformspecific content that speaks directly to traveler interests and behavior.

VSB’s strategy will prioritize a video-first, mobileoptimized approach that meets audiences where they’re most engaged. Key platforms include
Instagram, Facebook, TikTok, YouTube, Pinterest
and Threads, with a focus on short-form content
such as Reels, TikToks, YouTube Shorts and Idea
Pins. VSB’s organic presence offers a real-time,
behind-the-scenes look at the Santa Barbara South
Coast, designed to inspire discovery, guide trip
planning and spark emotional connection.

To keep content fresh and hyper-local, VSB pairs
internal production with collaborations from
local creators who bring authentic, on-the-ground
perspectives to the feed. A mix of visually striking
imagery, trend-informed storytelling, curated
articles and user-generated content ensures that
travelers see Santa Barbara through multiple lenses
— all grounded in real experiences. As platforms
evolve, VSB will continue to adapt its social
strategy to maximize visibility, engagement and
relevance in an ever-changing digital space.

Visit Santa Barbara 2024-2025 Business Plan 12
Social Media

MARKETING
As VSB’s most valuable owned channel,
SantaBarbaraCA.com will continue to serve as
the go-to digital resource for travelers planning a
visit to the Santa Barbara South Coast. While the
current site will remain in operation throughout
the fiscal year, VSB will begin formal planning
for a full website redesign aimed at delivering a
modern, scalable platform aligned with evolving
traveler needs and partner priorities.

Initial efforts will focus on scoping and
researching the project — defining goals, assessing
functionality gaps and evaluating cost — before
presenting final recommendations to the Board
for approval. Key drivers for the redesign include
improved content discoverability, simplified event
and business listings, enhanced booking support
and better search functionality, all of which are
critical for increasing partner referrals and visitor
engagement.

In the interim, the current site will continue to be
updated with new content, SEO enhancements
and seasonal articles, which will carry forward
into the redesigned platform. However, website
improvement budgets have been reduced to focus
only on essential maintenance and fixes, with no
major feature enhancements planned this year.

By balancing short-term site management with
long-term vision, VSB is laying the foundation for
a future-ready website that continues to deliver
value to both travelers and the local tourism
economy.

Content Strategy
Content remains central to VSB’s digital approach.

The team will continue producing timely, seasonal
articles and itineraries that reflect destination
offerings and support broader campaign goals.

With hundreds of rich content pieces now
published, this year’s efforts will also focus on
organizing and optimizing content for better
visibility and performance — ensuring users can
discover relevant information through improved
tagging, placement and internal linking.

Emphasis will be placed on integrating fresh
visuals and video, particularly user-generated
content (UGC), to create a more immersive and
inspiring experience. A curated calendar of events
and a regularly updated special offers section
will remain key engagement drivers for both
prospective and in-market visitors. All content
efforts will be designed with longevity in mind,
ensuring assets created this year can seamlessly
carry forward into the redesigned site.

Maintenance & Development Strategy
With redesign planning underway, VSB will take
a conservative approach to website maintenance
and development. Only essential fixes and critical
functionality updates will be addressed, ensuring
the site remains stable, secure and accessible
while limiting investment in temporary solutions.

Larger infrastructure upgrades will be deferred and
reevaluated as part of the redesign process. This
strategic pause ensures that all available resources
can be allocated toward building a more modern,
scalable platform, rather than investing in shortterm fixes that may soon be obsolete.

Visit Santa Barbara 2025-2026 Business Plan 13
SantaBarbaraCA.com

MARKETING
Member Advertising Program
VSB will offer high-impact advertising
opportunities for individual businesses looking
to boost their visibility among travel-ready
audiences. Paid placements will be available across
SantaBarbaraCA.com, Facebook, Instagram
Reels and VSB’s direct-to-consumer newsletters,
providing targeted exposure to qualified leisure
travelers interested in the Santa Barbara South
Coast.

Offerings include native web ads, recommended
listings, sponsored events, Facebook ads,
dedicated newsletters and more — all priced
to accommodate a range of business sizes and
marketing budgets.

This year, VSB will expand partner support by
working more closely with businesses on media
planning, introducing seasonal sales efforts to
drive timely participation and collaborating with
the membership team to welcome new advertisers.

These efforts aim to foster greater diversity in the
advertising mix, ensuring travelers are introduced
to a wide variety of experiences across the
destination.

By tapping into VSB’s well-qualified audiences
and curated media channels, participating
partners can amplify their reach, drive meaningful
engagement and contribute to a thriving visitor
economy.

Budget: $30,000*
*Allocated from within the total brand campaign
advertising budget.

Visit Santa Barbara 2025-2026 Business Plan 14
Accessibility
VSB remains committed to ensuring that
SantaBarbaraCA.com is accessible to all users.

While comprehensive ADA updates will be
built into the future redesign, the current site
will continue to undergo routine accessibility
audits and updates to remain aligned with
WCAG standards. Core efforts will focus on
improving contrast, alt text, navigability and form
accessibility, while addressing any high-priority
issues as they arise. Accessibility enhancements
are viewed not just as compliance, but as critical
to delivering a welcoming and inclusive digital
experience for all.

Budget: $159,000
Visit Santa Barbara 2025-2026 Business Plan 15

STRATEGY TWO
Grow Overnight Demand
for the Destination
The group sales team fields leads and inquiries
from interested clients, qualifies their needs
and connects them with Santa Barbara South
Coast hospitality partners. The team is highly
experienced with long tenure in the sales and
hospitality industry. Led by a director of sales
with 37 years of experience, 31 of which have
been in sales, the team is composed of a director
of national accounts with 21 years of experience,
two business development managers with 29
years of combined experience and regional
representation in Northern California with 22
years of experience. VSB’s group sales team
provides a high level of professional service and a
depth of experience setting them apart from other
competitive destinations.

VSB sales professionals generate incremental
business for lodging and other hospitality
businesses. By identifying qualified buyers,
nurturing relationships with high-performing
clients, promoting the destination with
personalized communications and connecting
these qualified buyers with well-matched
hospitality partners in the community, the sales
team continually introduces prospective group
and individual travelers to the destination and
Santa Barbara South Coast lodging and hospitality
businesses.

VSB group sales managers focus on corporate
groups, incentive programs, SMERF groups,
associations and conventions representing from
10 to over 1,000 room nights. Focused attention
is targeted to midweek and off-season programs
which fill rooms when leisure travel bookings
are not as prevalent. The business development
team creates relationships with domestic and
international travel advisors, tour operators and
wholesalers to generate interest in the Santa
Barbara South Coast.

In turn, these business partners refer and influence
their leisure traveler clients to select and book
with local hospitality partners instead of other
competitive destinations.

The key to VSB’s strategy is personal engagement
with existing and prospective clients. In both
group and leisure markets, sales managers
continually seek new qualified buyers for the
Santa Barbara South Coast while maintaining
constant contact and nurturing relationships
with clients already showing propensity to book.

Trade shows, professional conferences, networking
events and traditional sales prospecting are all
successful strategies used to uncover potential
clientele. Once identified, these high-value clients
are then nurtured with regular contact through
sales missions, creative in-market client events, site
inspections and FAM trips. When an additional
incentive to commit is needed, VSB also provides
targeted financial incentives to assist with closing
business during identified need periods.

Budget: $643,000
How VSB Measures Performance
Group sales activities are tracked monthly and
quarterly against goals for proactive sales contacts,
new leads generated for short-term and longterm, total converted definite bookings for short term and long term, numbers of trade shows,
client events, sales missions, FAM tours and site
inspections and attribution sourcing for all directly
sourced RFPs. VSB also tracks lost business to
evaluate if strategies need to be adjusted to convert
more business.

Expected Outcome
Incremental definite bookings from new and
existing meeting planner clients.
16 GROUP & TRAVEL TRADE SALES
Visit Santa Barbara 2025-2026 Business Plan
Meetings Industry Trade Shows
The sales team seeks out new sales prospects by
participating regularly in industry shows targeting
Corporate, Incentive and Association business in
targeted geographic areas which attract qualified
planners for the Santa Barbara South Coast. In
addition to regular participation with industry
partners and associations such as Meetings
Professionals International, Corporate Executives
Meeting Association, Society for Incentive
Travel Executives, Professional Conference
Management Association and Visit California,
VSB also maximizes strategic partnerships with
DMO Alliances and third-party meeting planner
organizations who provide access to qualified
planners and new sales prospects.

Client Events & Sales Missions
VSB sales managers regularly travel to targeted
markets to nurture existing client relationships
and appeal to prospective buyers with creative
events and activations. Focus markets include
Northern and Southern CA, direct flight markets
such as Denver, Atlanta, Salt Lake City, Phoenix
and Seattle and proven feeder markets in the
Midwest and Eastern Seaboard. Sales managers
from local hotels as well as DMCs frequently
attend as partners and have an opportunity to
share their message with the curated group of
planner attendees. For these events, VSB controls
the invitation list and focuses on developing new
business relationships with prospective buyers
while maintaining loyalty with known clients.

Visit Santa Barbara 2025-2026 Business Plan 17
Local Familiarization Tours (FAMs)
A proven sales success strategy is to bring clients
and prospective buyers to the Santa Barbara South
Coast and showcase all the region has to offer for
their events. VSB FAM tours and site inspections
are customized to client profiles and the needs
of their groups and give planners first-hand
destination knowledge. FAM tours are scheduled
seven times throughout the year to host teams
of planners in one organization, or destination
overviews for planners representing multiple
organizations, from a variety of target markets.

These multi-night experiences are carefully curated
to highlight numerous hotels, restaurants and
destination attributes which will elevate the Santa
Barbara South Coast for consideration against
competitive destinations.
with travel advisors, tour operators and
wholesalers, uncovering new prospects and
fostering deeper client relationships with existing
customers. The team prioritizes destination
education initiatives, ensuring that travel
professionals are well-versed in the unique
offerings of the Santa Barbara South Coast and
can influence buying behavior for their clientele.

VSB also facilitates in-person engagement with
the destination by conducting FAM tours and site
inspections. These immersive experiences provide
firsthand exposure to local accommodations,
dining establishments and recreational activities,
positioning the Santa Barbara South Coast as the
destination of choice among competitors.

Budget: $174,000
How VSB Measures Performance
VSB monitors sales activities on a monthly
and quarterly basis, aligning production with
predefined benchmarks. Key indicators include
proactive sales outreach, referrals to hospitality
partners, agent training sessions, new clients and
accounts identified, trade show engagements,
client-centric events, sales missions, FAM tours
and site inspections.

Expected Outcome
By forging meaningful connections between local
hospitality businesses and key industry players
such as wholesalers, receptives, tour operators
and independent travel agents, the concerted
efforts result in Santa Barbara’s inclusion in travel
itineraries, brochures, online directories and
partner referrals. Local businesses benefit from
heightened booking activity generated by both
new and existing trade clients.
18 Weddings
The spectrum of wedding-related business,
including traditional ceremonies and receptions,
as well as bachelor/bachelorette getaways,
micro-weddings/elopements, vow renewals and
honeymoons represent significant group business
for the Santa Barbara South Coast. The sales team
focuses on elevating awareness of Santa Barbara as
an aspirational wedding destination, connecting
room requests with hotel and hospitality partners
and educating potential clients on the destination
attributes that could extend visits beyond the
typical Friday and Saturday night stays. Dedicated
microsite content which includes itinerary ideas
and inspiration around the experiences and
activities available in both the destination and
with hospitality partners are valuable tools the
sales team shares with prospective clients.

Travel Trade Engagement
VSB creates connections between local hospitality
businesses and both domestic and international
travel experts, aiming to enhance sales and
visibility for the Santa Barbara South Coast as a
premier destination for leisure travelers. Efforts
are geared towards growing hotel bookings
through strategic engagement with travel trade
professionals who can influence buying decisions.

By educating and advocating for the region, VSB
aims to position the Santa Barbara South Coast as
a top choice among discerning travelers.

Proactive Travel Trade Initiatives
VSB actively pursues business growth through
agent training, trade shows and FAM tours,
appealing to qualified clients demonstrating
propensity to promote and recommend visits to
the Santa Barbara South Coast. VSB’s presence at
industry events enables personalized interactions
Visit Santa Barbara 2025-2026 Business Plan
Third Night Free Lodging Campaign
VSB’s signature Third Night Free campaign
remains a cornerstone of its paid media strategy.

Now in its seventh year, this high-performing
initiative continues to drive incremental bookings,
increase length of stay and generate meaningful
revenue for properties of all sizes — all within a
flexible, commission-free framework that allows
accommodations to set their own blackout dates,
rate types, room categories and cancellation
policies.

Running year-round, the campaign is
continuously refreshed with seasonal messaging
and imagery to keep content relevant and
engaging. Media budgets will fluctuate based
on seasonal demand and partner participation,
allowing us to stay agile and invest where interest
is highest.

To expand reach and counter audience fatigue, a
new dedicated test budget will be introduced to
explore emerging media partnerships and uncover
untapped, high-quality audiences. Proven partners
like Travelzoo, Dunhill Travel Deals and Luxury
Link will continue to anchor targeted email and
paid search campaigns, focused on high-intent
travelers in California, Las Vegas, Phoenix,
Denver, Dallas, Chicago, Portland and Seattle.

Meanwhile, geo-targeted social advertising in both
English and Spanish will roll out in three-week
bursts to build urgency and drive conversions.

Messaging will emphasize the value of an extra
night, reminding travelers that two days simply
aren’t enough to fully experience all the Santa
Barbara South Coast has to offer.

Budget: $991,000
Locals Lodging Campaign
Now entering its third year, Visit Santa Barbara’s
Locals Lodging promotion will return this winter
and spring to encourage staycations and welcome
visiting friends and family with a 30% discount at
participating area hotels.

Timed to support off-peak travel, the campaign
aims to drive hotel occupancy, foster community
engagement and reinforce the economic value of
tourism. Paid advertising will run on Facebook
and Instagram, targeting residents across the
Santa Barbara South Coast and will be supported
by local digital newsletter, radio and print
placements.

The promotion continues to highlight the pride
locals take in their hometown, while helping to
fill rooms during slower travel periods. As with
previous years, the campaign will be actively
monitored and adjusted to ensure strong
performance and lasting impact within the
community.

Budget: $49,000
19 ADVERTISING
Visit Santa Barbara 2025-2026 Business Plan

STRATEGY THREE
Champion Positive Visitor Experiences
Visit Santa Barbara 2025-2026 Business Plan 20
To ensure resources are allocated effectively, VSB
will monitor airline load factors and coordinate
closely with airline partners to align campaign
timing and investment with flight performance
and seasonal need.

By combining media efforts with airlines’ trusted
brand equity, VSB will deliver targeted, highimpact messaging that promotes both the ease of flying into SBA and the allure of a Santa Barbara
getaway — ultimately enhancing route success and
bringing more visitors to the South Coast.

Budget: $175,000
21 Airline Co-Op Campaign
Visit Santa Barbara will continue to invest in
strategic airline partnerships to raise awareness
of nonstop air service into Santa Barbara Airport
(SBA) and drive bookings from key nonstop fly
markets. In collaboration with trusted carriers
including Southwest, Delta, Alaska, United and
American Airlines, VSB will manage a dedicated
co-op media budget designed to support route
awareness and stimulate demand.

This year’s campaign will look to introduce
co-branded print placements and influencer
partnerships in select nonstop flight markets,
expanding VSB’s reach beyond digital and creating
multiple touchpoints for inspiration. Paid social
will remain a core tactic, offering the flexibility to
optimize in real time based on engagement trends,
traveler sentiment and performance data.

Visit Santa Barbara 2025-2026 Business Plan

AIR SERVICE DEVELOPMENT
The community partnerships department plays
a vital role in deepening engagement within the
hospitality community across the Santa Barbara
South Coast. Though the department is modest in
size, the team brings a unique blend of experience,
relationships and fresh perspective to VSB’s
work. Led by a director with over 15 years at the
organization, the team benefits from deep-rooted
connections across the community. Joining her is
a new Community Partnerships Manager whose
background in wedding photography brings
creative insight and strong ties to local businesses
and industry professionals.

A key priority will be delivering added value to
members through a robust lineup of educational
trainings, professional development opportunities
and industry networking events. The department
will also continue to champion workforce
development efforts — positioning hospitality as
a meaningful and rewarding career path for local
residents and students alike. In addition, VSB will
remain an active supporter of community festivals
and cultural events that celebrate the region’s
identity while driving visitation and elevating the
Santa Barbara brand.

Workforce Development
A thriving leisure and hospitality sector relies on a
talented, diverse workforce to deliver exceptional
guest experiences and fuel the local economy.

VSB remains committed to elevating the industry
as a compelling and viable career path for local
residents and students. In partnership with
community organizations, VSB will continue
to co-host State Street Job Fairs — providing a
vital platform for businesses to connect directly
with job seekers. VSB will also maintain its
collaboration with the Santa Barbara South
Coast Chamber of Commerce on the Hospitality
Inspiration Campaign, which spotlights local
success stories across visitor-serving roles. Through
a mix of digital, social and print advertising, these
real-life stories inspire potential employees and
guide them to a campaign website that highlights
current job openings and career pathways in the
hospitality field.

Budget: $50,000
Community Events
VSB will continue to support local events and
festivals that drive overnight visitation and align
with the destination’s brand through strategic
sponsorships, marketing and public relations
efforts. Signature events receiving support
include the Goleta Lemon Festival (September),
NatureTrack Film Festival (October), Pianos on
State Street (October), UCSB Alumni and Parents
Weekends (November and April), World of Pinot
Noir (February) and the Santa Barbara Culinary
Experience (May).

Budget: $105,000
Visitor Services
In partnership with the Santa Barbara South Coast
Chamber, VSB will enhance the visitor experience
through high-touch services, seasonal activations
and coordinated hotel outreach. Efforts include
ongoing support for the State Street Visitor
Center, pop-up visitor services at key events and
high-traffic locations, and a weekly hospitality
email update to keep hotels informed and aligned
with local happenings. Together, these initiatives
aim to boost satisfaction, increase overnight stays
and strengthen the connection between visitor
services and the hospitality community.

Budget: $95,000
22 COMMUNITY PARTNERSHIPS
Visit Santa Barbara 2025-2026 Business Plan

STRATEGY FOUR
Strengthen the Organization’s
Effectiveness
Visit Santa Barbara 2025-2026 Business Plan 23
VSB will continue to offer a suite of engaging
programs designed to educate, connect and
celebrate the local hospitality community.

The monthly I Am Santa Barbara training equips
frontline employees with in-depth knowledge
of the destination — from its tourism impact
and history to architectural highlights and
guest interaction tips. This 60-minute session
includes interactive elements, prize giveaways
and culminates in certification as a Santa Barbara
Ambassador.

To further support member engagement and
professional growth, VSB will host monthly
Lunch & Learn sessions featuring a variety of
timely topics, along with quarterly Meet & Mingle
events held at rotating venues to foster informal
networking and collaboration.

Members will also have the chance to showcase
their businesses to the hospitality community
through the Member Open House series.

In addition, VSB will host two signature industry
events: the Tourism Summit in winter and
the Annual General Meeting in spring. These
gatherings feature inspirational keynote speakers,
forward-looking data and insights and valuable
industry updates designed to inform, energize and
connect hospitality professionals across the region.

The organization will also take part in the annual
Hospitality Summer Games, bringing together
hospitality professionals for a spirited day of teambuilding and camaraderie.

Budget: $93,000
24 INDUSTRY EVENTS
Visit Santa Barbara 2025-2026 Business Plan
Data remains central to VSB’s decision-making
and destination stewardship strategy. VSB will
continue to lead with research-driven insights
while evolving its capabilities with new team
resources and reporting tools.

Forward-Looking Demand Data
Through continued use of Demand360+, VSB
monitors hotel bookings up to a year in advance,
offering one of the few DMO-led views into
forecasted transient and group demand across
the Santa Barbara South Coast. These insights
highlight changes in transient and group demand,
rate tracking and performance benchmarking,
all shared weekly with TBID lodging properties,
members and local government partners to
support operational decision-making.

Hotel Performance Reports
VSB’s analysis of weekly and monthly STR data
provides real-time visibility into occupancy trends,
ADR, RevPAR and the performance of group vs.
non-group business. This data directly informs
program pacing and budget alignment tied to
TBID assessment revenues. Reports are regularly
shared with stakeholders to provide market
context and support business-level insights.

Mobile Location Data Pinpoints Likely
Visitors
VSB continues to be a leader among DMOs in
leveraging mobile location data to identify and
prioritize high-value visitors. Monthly analysis
isolates the top ~1,000 ZIP codes responsible for
~80% of overnight stays. This enables precise ad
targeting and strategic positioning of the Santa
Barbara brand — whether as an exclusive luxury
retreat or a more accessible getaway, depending on
market potential. California remains the dominant
market, accounting for 75% of visitation, while
out-of-state visitors are particularly valuable due to
longer lengths of stay.

Expanded Internal Capacity
In support of deeper insights and transparency,
VSB has welcomed Casey LaHonta to the team in
May 2025 as Research & Analytics Manager. In
his role, Casey will focus on building new internal
reporting tools to support cross-departmental
needs and enhance the organization’s ability to
track campaign performance, visitor behavior and
market shifts. These new tools will continue to
evolve over the year and contribute to more agile,
data-informed planning.

Budget: $145,000
25 RESEARCH & REPORTING
Visit Santa Barbara 2025-2026 Business Plan
Rebecca Anderson, Ganna Walska Lotusland
Warner Anderson, WA Event Management
Jens Baake, Acme Hospitality Group
Jason Baker, Expond
Leslie Brickell, Residence Inn by Marriott Santa Barbara Goleta Bradley Cance, The Ritz-Carlton Bacara, Santa Barbara
Michael Cohen, Santa Barbara Adventure Company
Chris Cline, Hotel Santa Barbara
Amada Cruz, Santa Barbara Museum of Art
Rick Fidel, Rosewood Miramar Beach
Treg Finney, Mar Monte Hotel
Andrew Firestone, StonePark Capital
Dan Glaeser, CalPrivate Bank
Trevor Large, Fauver, Large, Archbald & Spray LLC
Warren Nocon, Hotel Californian
Tom Patton, Ramada by Wyndham Santa Barbara
Woody Sears, Autio
David Sigman, Santa Barbara Polo & Racquet Club
Tim Snider, Fess Parker Winery & Vineyard
Ben Sprague, Earl Warren Showgrounds
Ex Officio Advisors
Christopher Hastert, Santa Barbara Airport
Councilmember Mike Jordan, Santa Barbara City Council
Councilmember Luz Reyes-Martín, Goleta City Council
Kristen Miller, Santa Barbara South Coast Chamber of Commerce 26 2025-2026 Board of Directors
Visit Santa Barbara 2025-2026 Business Plan

ADMINISTRATION
Kathy Janega-Dykes, President/CEO
Jennifer Reyes, Executive Assistant

COMMUNITY PARTNERSHIPS
Noelle Buben, Director of Community Partnerships & Events Aleah Elisara, Community Partnerships Manager

MARKETING
JessyLynn Perkins, Director of Marketing
Carly Hopkins, Creative Manager
Shantel Adams, Digital Marketing Manager
Taylon Faltas, Content Manager
Lela Brodie, Social Media Marketing Manager
Casey LaHonta, Research & Analytics Manager
Emily Lauderdale, Web Marketing Manager

PUBLIC RELATIONS
Karna Hughes, Director of Public Relations
Anna Naughton, Public Relations Manager
Brooke Holland, Public Relations Manager
Dani DeVries, Public Relations Manager
Whitney Wiser, Public Relations Associate
SALES
Beth Olson, CDME, Director of Sales
Catherine “Cat” Puccino, Director of National Accounts
Amy Esnault, Group Business Development Manager
Catherine Lopez, Business Development Manager
Mark Feldman, Sales Representative, Northern California Visit Santa Barbara Staff
Visit Santa Barbara 2025-2026 Business Plan 27
500 East Montecito Street
Santa Barbara, CA 93103
(800) 676-1266 | (805) 966-9222

APPENDIX A
2025-2026 Performance Measures &
Expected Outcomes
Visit Santa Barbara 2025-2026 Business Plan 28
Qualitative Outcome
The Santa Barbara South Coast will be covered in inspiring, high-value travel and lifestyle stories in target media outlets. The brand’s reputation as a desirable travel destination will be enhanced and regional businesses will receive attention from media outlets that reach prospective travelers.

The Santa Barbara Effect Advertising Campaign | Budget: $3,084,000 Paid Social Media and Video Quantitative Outcomes*
• 423 million social media ads delivered with an average cost per 1,000 of $2.71 • 28 million completed video views with an average cost per 1,000 of $15.61 • 2.9 million incremental sessions on SantaBarbaraCA.com with an average cost of $0.46 *Facebook, Instagram, Youtube, Pinterest and TikTok
Paid Digital Quantitative Outcomes*
• 15 million ads delivered with an average cost per 1,000 of $0.02 • 8.2 million completed video views with an average cost per 1,000 of $21.23 • 7,900 hotel bookings with an average cost of $17.56
*OTA and Video Advertising
Paid Search Quantitative Outcomes
• 6.3 million ads delivered with an average cost per 1,000 of $0.6 • 505,000 incremental sessions on SantaBarbaraCA.com with an average cost of $0.69 Print Advertising Qualitative Outcome
VSB will select key print publications as aligned with brand pillars and audience targeting. These media partners may include Sunset Magazine, San Diego Magazine, Visit California or similar.

Test Budget Qualitative Outcomes
Explore new media partnerships to deliver rich storytelling and travel inspiration to audiences with a proven propensity to visit the region. These partnerships will expand our existing digital, social and print presence while capitalizing on new and emerging opportunities, such as the World Cup. Performance will be measured against current media placements and overall campaign benchmarks.

Weddings Advertising Qualitative Outcomes* | Budget: $102,000 • 12.1 million social media ads delivered with an average cost per 1,000 of $5.45 • 71,000 clicks to SantaBarbaraCA.com with an average cost of $1.10 *Paid Social and Search
Public Relations | Budget: $212,000
Visit Santa Barbara 2025-2026 Business Plan 29
2025-2026 PERFORMANCE MEASURES & EXPECTED OUTCOMES
Third Party Email Quantitative Outcomes
• 70 million emails delivered
• 111,800 referrals to participating lodging businesses at a cost of $2.76 each Paid Social Media Quantitative Outcomes
• 49.9 million social media ads delivered average cost per 1,000 of $8.14 • 866,000 sessions on SantaBarbaraCA.com at a cost of $0.62 each Cost Per Click Media Quantitative Outcomes
• 26 million social media ads delivered average cost per 1,000 of $2.32 • 60,000 sessions on SantaBarbaraCA.com at a cost of $1 each Test Budget Qualitative Outcomes
Test new media partnerships to expand reach, attract qualified audiences and drive incremental bookings, while maintaining or lowering current cost per acquisition. Performance will be evaluated against existing media benchmarks.

Locals Lodging Campaign | Budget: $49,000
Paid Social Media Quantitative Outcomes
• 5.1 million social media ads delivered average cost per 1,000 of $8.01 • 53,000clicks to SantaBarbaraCA.com at a cost of $0.77 each Local Newsletter Media Quantitative Outcomes*
• 57,000 impressions delivered average cost per 1,000 of $52.60 • 6,600 clicks to SantaBarbaraCA.com at a cost of $0.46 each Local Print Media Quantitative Outcomes*
• 75,000 impressions delivered average cost per 1,000 of $72.04 *Print and digital
Airline Co-op Campaign | Budget: $175,000
Paid Social Media Quantitative Outcomes
• 34.4 million social media ads delivered average cost per 1,000 of $2.91 • 151,000 referrals to participating airlines at a cost of $0.66 each Test Budget Qualitative Outcomes
Test new media partnerships to expand reach in key nonstop fly markets, attract qualified airline passengers and drive incremental bookings — all while maintaining or improving upon existing costper-acquisition benchmarks. Performance will be evaluated in comparison to current media placements and campaign averages.

Third Night Free Campaign | Budget: $991,000
Visit Santa Barbara 2025-2026 Business Plan 30
Quantitative Outcome
• Monthly average employment in lodging sector: >5,100 (Santa Barbara County) Industry Events | Budget: $105,000
Quantitative Outcome
• Achieve a 10% increase in overall attendance at VSB industry events Group Sales | Budget: $643,000
Quantitative Outcome
• 28,721 hotel rooms contracted from meeting planner clients Travel Trade Sales | Budget: $174,000
Qualitative Outcome
Increased proactive sales contacts, referrals to hospitality partners, agents trained on Santa Barbara, business connections at third party trade shows, VSB missions and client events, FAM tour participation and local site inspections. As a result, Santa Barbara is added to itineraries, brochures, online listings and partner referrals by travel trade clients.

Workforce Development | Budget: $50,000
Visit Santa Barbara 2025-2026 Business Plan 31

APPENDIX B
2025-2026 Budget
Visit Santa Barbara 2025-2026 Business Plan 32
33 FY 2025-2026 Revenue Total
Tourism Business Improvement District $10,282,363
City of Santa Barbara Contract $950,000
County of Santa Barbara Contract $75,316
Cooperative Advertising Fees $96,314
Cooperative Sale Fees $53,650
Membership Dues & Events $182,311
Interest Income $45,000
Total Revenue $11,684,954
Visit Santa Barbara 2025-2026 Business Plan
FY 2025-2026
Expenses Marketing Public
Relations Sales Community Partnerships Admin Total
Advertising $4,547,704 $4,547,704
Program Contractors $905,214 $86,592 $112,488 $143,200 $1,247,494 FAM Tours $102,188 $118,696 $220,884
Lead Generation $137,669 $137,669
Client Missions $47,650 $47,650
Trade Shows $23,464 $354,038 $377,502
Industry Relations $55,725 $358,700 $174,569 $588,994
Research $144,872 $144,872
Visual Assets $385,928 $385,928
Website $158,541 $158,541
Personnel $906,206 $617,918 $630,467 $316,946 $501,437 $2,972,974 Operations $170,137 $102,664 $104,749 $52,659 $345,118 $775,327 Total Expenses $7,073,730 $932,826 $1,561,482 $728,305 $1,309,196 $11,605,539

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Public Works Department
SUBJECT: Memorandum of Understanding with Eucalyptus Hill Improvement Association for Installation of Driver Speed Feedback Signs [Agreement]
RECOMMENDATION: That Council:

A. Authorize the City Administrator to enter into a Memorandum of Understanding between the City of Santa Barbara and the Eucalyptus Hill Improvement Association to install driver speed feedback signs on Alston Road; and B. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Amending Resolution No. 25-066, Adopting the Budget for Fiscal Year 2026, to Appropriate Funds for Driver Speed Feedback Signs on Alston Road.

DISCUSSION:

The Eucalyptus Hill Improvement Association (Association) has requested driver speed feedback signs on Alston Road to address concerns of traffic speeds. Through this Memorandum of Understanding (MOU), the Association will pay for the purchase, installation, and ongoing maintenance of the signs and necessary equipment. The initial installation not-to-exceed amount is $18,836.72. The City of Santa Barbara (City) will facilitate ordering, installing, and maintaining the equipment as funded by the Association.

This includes providing labor and equipment to install all necessary parts.

BUDGET/FINANCIAL INFORMATION:

With approval of the proposed appropriations, there are sufficient expenditure appropriations in the Street Capital Fund in Fiscal Year 2026 to cover the cost of installing the proposed speed feedback signs. The Association is providing funding to the City for an initial installation not-to-exceed the amount of $18,836.72. Through the MOU, the Association will also agree to provide funding for ongoing maintenance as needed. The City will supply spare used poles valued at about $1,000 and provide labor and equipment to erect the poles and install the signs, which is valued at about $2,000.

Agenda Item No. 16
File Code No. 530.04
Council Agenda Report
Memorandum of Understand with Eucalyptus Hill Improvement Association for Installation of Driver Speed Feedback Signs [Agreement]
July 29, 2025

A copy of the MOU may be requested from the Public Works Department for public review by contacting [email protected].

ENVIRONMENTAL REVIEW:

The MOU with the Association falls outside of the definition of a “Project” under California Environmental Quality Act (CEQA) Guidelines § 15378 (b)(5) as administrative activities of governments that will not result in direct physical changes in the environment are not subject to CEQA environmental review. The authorization of the MOU will not result in direct physical impacts to the environment.

PREPARED BY: Brian D’Amour, P.E., City Engineer/DB/nv
SUBMITTED BY: Joshua Haggmark, P.E., Acting Public Works Director APPROVED BY: Kelly McAdoo, City Administrator
RESOLUTION NO.

A RESOLUTION OF THE COUNCIL OF THE CITY OF
SANTA BARBARA AMENDING RESOLUTION NO. 25-066,
ADOPTING THE BUDGET FOR FISCAL YEAR 2026, TO

APPROPRIATE FUNDS FOR DRIVER SPEED FEEDBACK

SIGNS ON ALSTON ROAD
WHEREAS, in accordance with the City Charter, the City Administrator filed with the Council a proposed budget for the fiscal year beginning July 1, 2025; and WHEREAS, the City Council is required to adopt a budget before the beginning of the fiscal year on July 1, 2025; and
WHEREAS, the City Charter provides that at any public meeting after the adoption of the budget, the City Council may amend or supplement the budget by motion adopted by the affirmative votes of at least a majority of the total members of the City Council; and WHEREAS, as authorized by Resolution No. 25-066, this Resolution approves the amendment to the budget as provided herein.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA THAT in accordance with the provisions of Section 1205 of the City Charter, the budget for the Fiscal Year 2026, as adopted by Resolution No. 25-066, is hereby amended as follows:

The Council approves an increase in revenue and expenditure appropriations of $18,836.72 in the Streets Capital Fund in Fiscal Year 2026, funded by the Eucalyptus Hill Improvement Association, for driver speed feedback signs on Alston Road.

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Airport Department
SUBJECT: Sole Source Vendor For Airport Mosquito Control Services [Agreement]
RECOMMENDATION: That Council:

A. Authorize the City’s General Serivces Manager to issue a Purchase Order to the Mosquito and Vector Management District of Santa Barbara County (District) in the amount of $108,145.60 pursuant to the Sole Source provisions of the Santa Barbara Municipal Code Section 4.52.070(K) for mosquito monitoring and control services at the Airport;
B. Authorize the City’s General Services Manager to issue Purchase Orders and Change Orders to the District for four subsequent fiscal years for mosquito monitoring and control services, in amounts not to exceed the annual appropriated budget for the program as approved by City Council; and C. Authorize the Airport Director to execute a Memorandum of Understanding between the City of Santa Barbara and the District describing mosquito monitoring and control services at the Airport.

DISCUSSION:

Mosquitoes, which reproduce in both fresh and brackish water, are known vectors for West Nile Virus and other diseases. Portions of the Goleta Slough Ecological Reserve on Santa Barbara Airport property are major sources of several mosquito species. Because of the proximity to the campus of the University of Californa, Santa Barbara (UCSB), housing developments, and Airport tenants and passengers, control of local mosquito populations is critical to the protection of public health and the prevention of the spread of disease.

Agenda Item No. 17
File Code No. 330.04
Council Agenda Report
Sole Source Vendor For Airport Mosquito Control Services [Agreement] July 29, 2025

The purpose of the Mosquito and Vector Management District of Santa Barbara County (District) is to provide vector surveillance, prevention, abatement, and control services to property owners and residents to ensure protection from vector annoyance, and to protect the public from the threat of vector-borne disease. District staff include a biologicst and vector techniciants that are uniquely qualified to identify and treat mosquito and other vector sources within District boundaries to protect public health.

The District is the only vector control provider with the resources available to serve the Airport’s expansive property and has historically provided mosquito monitoring and abatement services. Typically, the District pre-treats known mosquito sources during the dry season with an extended release product that is activated by winter rains. Throughout the mosquito season the District monitors mosquito populations and recommends additional treatments based on conditions observed.

Under the existing Memorandum of Understanding and associated work plan, the Airport will reimburse the District for staff time and the cost of materials associated with mosquito monitoring and control activities. City Council previously approved five years of contracting via sole source with the District on August 18, 2020.

BUDGET/FINANCIAL INFORMATION:

There are sufficient funds in the Airport Operating Fund to pay for the continued mosquito abatement activities.

SUSTAINABILITY IMPACT:

The District has been responsive to the requirements of the City’s Integrated Pest Management program and has been accountable to the Goleta Slough Management Committee to adapt its practices to minimize impact to sensitive habitats. Mosquito control materials target the larval stage where affective control can be achieved using less toxic materials approved by the City IPM Advisory Committee. All material used is categorized as Green or Yellow in the City’s IPM Strategy/PHAER Zone report.

PREPARED BY: Andrew Bermond, Airport Facilities Manager SUBMITTED BY: Chris Hastert, Airport Director
APPROVED BY: Kelly McAdoo, City Administrator

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: City Administrator’s Office
SUBJECT: Agreement for Fiscal Year 2026 with Good Samaritan Shelter [Agreement]
RECOMMENDATION:

That Council authorize the City Administrator to execute a funding agreement in the amount of $200,000 with Good Samaritan Shelter for the operation of the non-congregate interim housing project and related services at Dignity Moves at 1016 Santa Barbara Street.

DISCUSSION:

The Dignity Moves non-congregate interim housing project (Project) located at 1016 Santa Barbara Street has provided 33 private rooms for individuals experiencing homelessness. Each room has a bed, a desk and chair, heating and air conditioning, a window, and a locking door. Good Samaritan Shelter (GSS) provides a variety of support services for project participants. GSS has an excellent reputation for providing care and tailored services to help address the root causes of homelessness and connecting clients to a wide array of other services.

Since the project’s inception on April 1, 2022, Good Samaritan Shelter has served 155 people, 127 of which were chronically homeless (defined as homeless a year or longer with one or more disabling conditions), and 75 of which were over the age of 55.

Additionally, through referral partnerships with over 17 other service providers, including multiple County departments and the City of Santa Barbara, the Project has guided 58 individuals to a housing solution.

On May 13, 2025, the County Board of Supervisors approved an extension to the ground lease at 1016 Santa Barbara Street for another two years (through June 30, 2027) so that Good Samaritan Shelter can continue to operate the Project at this location. Though the Project has operated 33 beds since inception, the number of beds will decline to 27 once the ground lease extension begins on July 1, 2025. This is due to a decline in funding for Agenda Item No. 18
File Code No. 610.04
Council Agenda Report
Agreement for Fiscal Year 2026 with Good Samaritan Shelter [Agreement] July 29, 2025

Project operations as not all contracts expiring June 30, 2025 can immediately be replaced with new contracts.

To assist in financially supporting the Project, the recommendation is that the City transition its seven designated emergency shelter beds at PATH Santa Barbara to seven designated beds at Dignity Moves. The total cost remains the same. Entities that will be able to facilitate referrals to these beds include the Santa Barbara Police Department and the City’s contracted street outreach provider, City Net.

BUDGET/FINANCIAL IMPACT:

The recommended agreement with Good Samaritan Shelter for the operation of the noncongregate interim housing project and related services at Dignity Moves at 1016 Santa Barbara Street is a planned expenditure for interim housing in the Fiscal Year 2026 adopted City Administrator’s Office General Fund budget. Funding for this agreement consists of $200,000 from the General Fund, of which $130,000 is allocated from new Measure I revenues.

A copy of the agreement is available from the City Administrator’s Office for public review; please contact Talhia Dorado at [email protected] to request a copy.

PREPARED AND
SUBMITTED BY: Barbara Andersen, Sr. Assistant to the City Administrator APPROVED BY: Kelly McAdoo, City Administrator

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Public Works Department
SUBJECT: Increase Purchase Order for the U.S. 101 State Street Undercrossing Project
RECOMMENDATION:

That Council authorize an increase to Purchase Order No. 32500838 with David Shelton Inc., for payment and performance bonding for the U.S. 101 State Street Undercrossing Project, in the amount of $24,108, for a total expenditure authority of $575,539.

DISCUSSION:

Background
Improving safety for pedestrians and cyclists at the U.S. 101 State Street Undercrossing (Undercrossing) was a high priority due to its significant use by both pedestrians and cyclists. The U.S. 101 State Street Undercrossing Project (Project) reallocated space through the undercrossing between Yanonali and Gutierrez Streets to improve safety and rebalance space for vehicles, pedestrians, and cyclists.

Current Status
The Project is complete, and a ribbon cutting ceremony was held on June 4, 2025. David Shelton Inc., (Shelton) has completed all ironwork to the satisfaction of the City of Santa Barbara (City). The recommended Purchase Order increase covers payment and performance bonds costs, a requirement of the City, but originally omitted from Shelton’s proposal.

BUDGET/FINANCIAL INFORMATION:

There are sufficient expenditure appropriations in the Measure A Capital Fund to cover the recommended additional Project costs necessary to pay for the Purchase Order increase.

A copy of the Purchase Order increase may be requested from the Public Works Department for public review by contacting [email protected].

Agenda Item No. 19
File Code No. 530.04
Council Agenda Report
Increase Purchase Order for the U.S. 101 State Street Undercrossing Project July 29, 2025

ENVIRONMENTAL REVIEW:

The Project was determined to be exempt under California Environmental Quality Act Section 15301, Existing Facilities. This categorical exemption covers the operation, repair, maintenance, and minor alterations to existing facilities involving no or negligible expansion of existing or former use. The Project falls under subdivisions b, c, f, and h of Section 15301. The Project involves minor alterations (bicycle lane improvements, pedestrian improvements, addition of street trees, and vehicle lane reduction) of an existing public street, involving negligible or no expansion of use. A Notice of Exemption was filed on September 9, 2020.

PREPARED BY: Brian D’Amour, P.E., City Engineer/TB/sk
SUBMITTED BY: Joshua Haggmark, P.E., Acting Public Works Director APPROVED BY: Kelly McAdoo, City Administrator

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Sustainability & Resilience Department
SUBJECT: Office Furniture Donation from Bright Market LLC.

RECOMMENDATION:

That Council accept a donation of office equipment, valued at $29,000, from Bright Market LLC. for use by the Sustainability and Resilience Department.

DISCUSSION:

The City recently amended its lease agreement with FBK Investments, expanding the Sustainability & Resilience Department offices to an adjacent suite previously occupied by Bright Market, LLC (dba FastSpring). FastSpring wishes to donate surplus furniture and computer equipment from this space that is no longer needed to the Sustainability and Resilience Department.

The donation of equipment will assist the Sustainability and Resilience Department’s expansion into the new office suite by greatly reducing the need to acquire additional furniture and equipment, saving a substantial amount of cost, and allowing staff to seamlessly move into the space.

BUDGET/FINANCIAL INFORMATION:

This action does not have a budget or financial impact on the City.

SUSTAINABILITY IMPACT:

This donation will effectively reduce waste by extending the life of furniture that would have otherwise been discarded.

PREPARED BY: Stephanie Lopez Lozano, Administrative Assistant SUBMITTED BY: Alelia Parenteau, Sustainability & Resilience Director APPROVED BY: Kelly McAdoo, City Administrator
Agenda Item No. 20
File Code No. 630.02

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Public Works Department
SUBJECT: Sewer System Management Plan Update
RECOMMENDATION:

That Council approve the updated Sewer System Management Plan.

DISCUSSION:

Background
On June 5, 2023, the State Water Resources Control Board updated the Statewide Sanitary Sewer Systems General Order (General Order) for publicly owned sanitary sewer systems. The General Order requires public agencies that own or operate sanitary sewer systems to develop, implement, and update a system-specific Sewer System Management Plan (SSMP). The goal of the SSMP is to provide a plan and schedule to properly manage, operate, and maintain all parts of the sanitary sewer system to help reduce and prevent Sanitary Sewer Overflows (SSOs), as well as mitigate any SSOs that do occur.

According to the updated General Order requirements, staff must conduct periodic internal audits at least every three years and shall focus on evaluating the effectiveness of the SSMP and compliance with SSMP requirements. The SSMP must be updated every six years and must include any significant program changes. The General Order also requires approval of the SSMP by the City Council when significant updates are made to the SSMP. Minor edits outside of the six-year updates may be completed without reapproval of the plan, but a log of changes is required to be maintained. The update currently being performed would be considered a significant update.

The City of Santa Barbara (City) initially developed and received Council certification of its SSMP in 2008. The City’s SSMP has been subsequently audited and updated in 2013, 2018, and 2020. With the implementation of the new General Order, the City submitted its first three-year audit to the California State Water Resources Control Board on January 31, 2025. The Water Resources Control Board requires the City to submit an updated SSMP by August 2, 2025.

Agenda Item No. 21
File Code No. 540.13
Council Agenda Report
Sewer System Management Plan Update
July 29, 2025

Discussion
In 2024, staff hired HDR Engineering Inc. (HDR) to perform an audit of the City’s Sewer System Management Plan to comply with the new General Order. The audit reviews the period between August 2, 2021, and August 2, 2024. The audit assessed the current state of Sewer System Management Plan compliance with the General Order, identified deficiencies found in the Sewer System Management Plan and program implementation, and recommended corrective actions. In addition, the audit provided an evaluation of Sewer System Management Plan and program implementation effectiveness. Most deficiencies documented by HDR were considered minor non-conformance, and recommended corrective actions or opportunities for improvement were documented by HDR. The Audit report was submitted to City staff on January 31, 2025, and was uploaded by City staff to the California Integrated Water Quality System database as required by the General Order. Staff used the audit’s findings to update the SSMP to address any deficiencies identified and ensure compliance with the requirements of the updated General Order. The highest priority finding was that air release valves on pressurized sewer mains were not mapped in the City’s Geographical Information System (GIS). This finding was met by staff documenting that there are no air release valves installed on pressurized mains in the City’s sewer system. Several of the audit's recommendations involved reorganizing information within the SSMP and other supporting documents to simplify future audits by making required information more readily available. Other updates included improved documentation around training for staff and contractors, the use of a computerized maintenance management system for maintaining asset registers, and documenting changes in procedures and practices since the last SSMP update.

The SSMP itself provides an overview of how the City conducts its wastewater management activities for successful, ongoing General Order compliance. The investment made in updating business strategies and activities within the SSMP will serve the City well in future years.

WATER COMMISSION RECOMMENDATION:

This item was presented to Water Commission at its meeting on July 17, 2025. The Commission voted 4-0-1 in support of staff’s recommendations.

BUDGET/FINANCIAL INFORMATION:

Funding for the projects and programs documented in the SSMP is included in the appropriate Wastewater Fund capital and operating budgets.

SUSTAINABILITY IMPACT:

The proactive maintenance and repair of the collection system reduces the potential for SSOs.

A copy of the SSMP is available for review in the City Clerk’s Office reading file and may be requested from the Public Works Department for public review by emailing [email protected].

Council Agenda Report
Sewer System Management Plan Update
July 29, 2025

PREPARED AND
SUBMITTED BY: Joshua Haggmark, P.E., Acting Public Works Director APPROVED BY: Kelly McAdoo, City Administrator

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Public Works Department
SUBJECT: Environmental Determination for Cliff Drive Vision Zero Project for Notice of Exemption
RECOMMENDATION:

That Council find the Cliff Drive Vision Zero Project meets the criteria for exemption under California Environmental Quality Act Guidelines Section 15301 Existing Facilities (c) and authorize the filing of a Notice of Exemption in compliance with California Environmental Quality Act Guidelines Section 15062.

DISCUSSION:

In 2022, the City of Santa Barbara (City) was awarded a California Active Transportation Program (ATP) Grant for the design and construction of the community-supported Cliff Drive Vision Zero Project (Project). The Project addresses the community’s desire to transform Cliff Drive into a neighborhood-serving street that connects schools, local services, and parks. The Project’s goals are to enhance mobility, improve safety, and create multi-modal transit opportunities for all ages and abilities in compliance with the Americans with Disabilities Act.

The Project site extends along Cliff Drive from the Arroyo Burro County Beach Park entrance (west) to Castillo Street (east) within the coastal zone. A Coastal Exemption will be required. Cliff Drive is a Council-designated Vision Zero Priority Corridor. The Project includes a three-mile separated-bike path along Cliff Drive that is part of the 30-mile long Coastal Bike Route from the University of California Santa Barbara to Ventura County.

The Project also includes the following pedestrian and safety infrastructure enhancements (Attachment 1):
 Four new traffic signals along Cliff Drive;
 Fourteen new crosswalks and safety enhancements to four existing crosswalks;  Safety features at crossings including curb extensions, widened sidewalks, highvisibility crosswalk markings, median refuge islands, rectangular rapid flashing beacons (at unsignalized intersections), and safety lighting; Agenda Item No. 22
File Code No. 630.02
Council Agenda Report
Environmental Determination for Cliff Drive Vision Zero Project for Notice of Exemption July 29, 2025

 A new crosswalk at Cliff Drive and Salida Del Sol for improved coastal access and a safe walking route to Washington Elementary School;
 A wider sidewalk on Flora Vista Drive between Cliff Drive and Red Rose Way;  Curb extensions at the Flora Vista Drive/Red Rose Way intersection to improve safety for students walking or biking to Monroe Elementary School; and  A wider sidewalk on Loma Alta Drive to improve connectivity to McKinley Elementary School.

Staff request that Council find the Project exempt under the California Environmental Quality Act (CEQA) Guidelines 15301 Existing Facilities subsection (c) bicycle and pedestrian trails, and similar facilities, and other alterations such as the addition of bicycle facilities with no expansion and no environmentally sensitive resources, and authorize the filing of a Notice of Exemption (NOE) with the County of Santa Barbara’s Clerk of the Board and California State Clearinghouse. An environmental determination is necessary for the State to release the next portion of grant funding for the Project’s right-of-way (ROW), final design, and construction phases. Construction is anticipated to begin in 2027.

COMMUNITY OUTREACH:

Community engagement along Cliff Drive is documented in the City’s 2016 Bicycle Master Plan, the 2006 Pedestrian Master Plan, and Project related community engagements from 2013 to the present. Most recently, community meetings were held online and inperson on June 4, 2025, and June 5, 2025, to update the community on the Project’s design. Staff also presented to the Street Tree Advisory Committee and the Parks and Recreation Commission (PRC) for approval to remove 23 street trees and plant 70 new street trees as part of the Project. The PRC approved the request and recommended the street tree designation to include 11 new tree species for the Cliff Drive Street Tree Master Plan (Attachment 2). On June 26, 2025, staff provided a Project update to the City’s Transportation and Circulation Committee. Future community outreach efforts will focus on the construction phase of the Project.

BUDGET/FINANCIAL INFORMATION:

This Project is funded primarily by State Active Transportation Program grant funds, which covers 80 percent of the project costs. The 20 percent City share is funded by the Measure C Capital Fund. City match funds for the environmental and preliminary design phase were appropriated in September of 2023; therefore sufficient expenditure appropriations exist in the Measure C Capital Fund in Fiscal Year 2026 to complete the environmental phase. Staff will return to Council in Fall 2025 to request appropriations for future design phases.

Council Agenda Report
Environmental Determination for Cliff Drive Vision Zero Project for Notice of Exemption July 29, 2025

SUSTAINABILITY IMPACT:

The Project will improve safety for pedestrians and cyclists and contribute to the City’s sustainability goals by e, reducing energy consumption and air pollution. The Project is also consistent with the City’s Vision Zero Strategy and City’s Climate Action Plan.

ENVIRONMENTAL REVIEW:

CEQA Guideline Section 15301 (also known as the “Class 1 Exemption”) covers the operation, repair, maintenance, or minor alteration of existing facilities involving no or negligible expansion of existing or former use. This Project meets the criteria of subdivisions (c) as the separated-bike paths, new and enhanced crosswalks, widened sidewalks, new traffic signals, rapid flashing beacons, lighting, and street tree removal and plantings will not result in an expansion of existing use.

For these reasons, the Public Works Director, exercising authority under Santa Barbara Municipal Code Section 22.100.080, has determined that the Project is exempt under CEQA. Council has final authority to approve the Project. Therefore, Council must confirm the exemption before Project approval and authorize the filing of a Notice of Exemption for the Project.

ATTACHMENTS: 1. Project Location Map and Renderings,

2. Cliff Drive Street Tree Master Plan Species Designation List PREPARED BY: Brian D’Amour, P.E., City Engineer/JG/MJB/nv SUBMITTED BY: Joshua Haggmark, P.E., Acting Public Works Director APPROVED BY: Kelly McAdoo, City Administrator
ATTACHMENT 1
Cliff Drive Vision Zero Renderings
Existing
Improvements
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City of Santa Barbara

FORESTRY DIVISION
ATTACHMENT 5

STREET TREE MASTER PLAN

SPECIES DESIGNATION CHANGE

FOR ADOPTION
Continued from
May 2025
Date: 6/25/2025.

Location: All of Cliff Drive
Present Species Designation:

Block(s) Botanical Name Common Name WUCOLS
RATING
1100 – 1600
Ocean side
Inland side
Archontophoenix cunninghamiana
Geijera parviflora
King Palm
Australian Willow
Moderate
Low
Whole street
Whole street
Callistemon citrinus
Jacaranda mimosifolia
Lemon Bottlebrush
Jacaranda
Unknown
Low
2100 – 2400 Metrosideros excelsa New Zealand Christmas Tree Moderate Request to change designation:

The Committee recommends (5/0) that the Commission change the designation to include the following species for all of Cliff Drive:

Quercus agrifolia, Coast Live Oak,
Arbutus ‘Marina’, Strawberry Tree,
Quercus tomentella, Island Oak,
Melaleuca quinquenervia, Paperbark,
Quercus suber, Cork Oak,
Quercus engelmannii, Engelmann Oak,
Quercus hypoleucoides, Silverleaf Oak,
Platanus racemosa, California Sycamore,
Cassia leptophylla, Gold Medallion Tree,
Lagerstroemia indica, Crape Myrtle,
Jacaranda mimosifolia, Jacaranda
Block(s): Parkway width:
800, 1300 – 1600, 1800 - 1900 3’
900 – 1000, 2200 4’
1100 8’
2000, 2100, 2500 6’
ATTACHMENT 2

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Community Development Department
SUBJECT: Prohousing Designation Program Application
RECOMMENDATION:

That Council receive and accept public comments on the City’s draft application to the State of California Prohousing Designation Program.

DISCUSSION:

Background
The Prohousing Designation Program administered by the California Department of Housing and Community Development (HCD) creates incentives for local governments that are compliant with State Housing Element Law and that have enacted “Prohousing Policies.” Prohousing-designated municipalities receive incentives such as additional points or other advantages when they apply for statewide funding of housing and infrastructure programs.

Statewide funding available for local governments with a Prohousing Designation includes the Prohousing Incentive Program (PIP), a state investment from the Building Homes and Jobs Trust Fund. Notice of funding availability for the PIP is posted in August, with applications due in December, and awards made in March. In 2024, over $15 million in PIP funds was awarded to 19 jurisdictions for affordable housing and programs aimed at preventing homelessness.

Local governments that receive the Prohousing Designation can also qualify for priority processing or funding points when applying for several funding programs, including:

1. Affordable Housing and Sustainable Communities (AHSC)

2. Infill Infrastructure Grant (IIG)

3. Transformative Climate Communities (TCC)

4. Solutions for Congested Corridors
Agenda Item No. 23
File Code No. 660.01
Council Agenda Report
Prohousing Designation Program Application
July 29, 2025

5. Local Partnership Program

6. Transit and Intercity Rail Capital Program (TIRCP)

7. Sustainable Transportation Planning Grant Program (STPG) A Prohousing Designation would benefit City partners (including Housing Authority of the City of Santa Barbara, Santa Barbara Metropolitan Transit District, and Santa Barbara County Association of Governments) with more favorable funding opportunities for these organizations.

The application for a Prohousing Designation requires a formal resolution from City Council authorizing application to and participation in the Prohousing Designation Program, which was adopted on November 19, 2024 asResolution No. 24-127, and is attached to the application.

Prohousing Designation Application
Prohousing Designation consists of multiple components, including seven appendices.

The attached draft Prohousing Designation application is ready for public review but does not yet include the completed Appendix 6 public participation process checklist (to be completed after public review) and Appendix 7 supporting documentation (multiple copies of supporting documentation that is too voluminous to be included as an attachment to this report). The application and Appendix 7 are posted on the City’s webpage at https://santabarbaraca.gov/Prohousing. After public review, the final application will include all the materials necessary for HCD’s review.

The core of the Prohousing Designation application is the project proposal self-scoring sheet (Appendix 3 of the draft application). A minimum score of 30 points is required to be awarded by HCD as a Prohousing jurisdiction. The scoring criteria for the prohousing designation awards 1, 2, or 3 points per policy category (e.g., policy category 1A is worth 3 points, 1C is worth 2 points, and 1H is worth 1 point). Enhancement factors can also be used to add enhancement points of either 2 points (category 1) or 1 point (Categories 2-8) where applicable. The total points per policy category is the addition of the policy category points plus enhancement points (if used).

Points are awarded based on a categorized list of prohousing policies supported by ordinances, policies, programs, and example projects. In addition to the points per category, enhancement factors can be applied to each category to receive extra points if aligned with state priorities, such as mitigating climate change, promoting fair housing, and preventing displacement. If a policy category or enhancement factor is not included in Appendix 3, it means the City does not meet that particular policy or enhancement factor category. The City’s draft Prohousing Designation application has a score of 47 category points and 21 enhancement factor points for a total of 68 points.

Council Agenda Report
Prohousing Designation Program Application
July 29, 2025

Public Participation
The Prohousing Designation application requires a “diligent public participation process” including posting the draft application for input, convening public hearings, and considering public comments. This Council hearing informs the public of the City’s intent to submit the draft Prohousing Designation application to HCD and initiates the minimum 30-day public review period of the draft application. The City will collect comments and revise the application as necessary following the Council hearing. If the application is amended to reflect public comments, it will be posted for an additional seven days in accordance with the state’s requirements.

Application Process and Consultation with HCD
The Prohousing Designation Application is submitted to HCD for formal review and approval after confirming the threshold requirements1 and conducting a public participation process. HCD allows and encourages jurisdictions to submit their draft Prohousing Designation application for informal preliminary review before the thresholds or public participation portions have been completed. Accordingly, staff submitted an initial draft application to HCD in April 2025 and met several times with HCD staff (April – June) to review and amend the project proposal scoring sheet. Staff is confident that the consultations with HCD resulted in an improved application that should be approved by HCD in a timely manner.

BUDGET/FINANCIAL IMPACT:

This action does not have a budget/financial impact on the City; however, if the City receives the Prohousing Designation, it will improve the City’s ability to receive grant funding for affordable housing, programs to reduce homelessness, and sustainable transportation projects.

ENVIRONMENTAL REVIEW:

Staff has determined that the Prohousing Designation application does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to Section 15378(b)(5) of the CEQA Guidelines, because it consists of an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment.

ATTACHMENT: Draft Prohousing Application
PREPARED BY: Rosie Dyste, Interim Principal Planner
1Requirements include having a certified Housing Element, complying with applicable state housing law related to the Permit Streamlining Act and CEQA, and complying with the “7 Principles for Addressing Homeless Encampments” published by the United States Interagency Council on Homelessness.

Council Agenda Report
Prohousing Designation Program Application
July 29, 2025

SUBMITTED BY: Allison DeBusk, Interim Community Development Director APPROVED BY: Kelly McAdoo, City Administrator

ATTACHMENT
Formal Resolution for the Prohousing Designation Program (Revised 09/24)
Prohousing Designation Program Application
State of California
Governor Gavin Newsom
Tomiquia Moss, Secretary
Business, Consumer Services and Housing Agency
Gustavo Velasquez, Director
Department of Housing and Community Development
Megan Kirkeby, Deputy Director
Division of Housing Policy Development
651 Bannon Street
Sacramento, CA 95811
Website: http://www.hcd.ca.gov/planning-and-community-development/prohousingdesignation-program Email: [email protected]
February 2025
Rev 2/3/25
Prohousing Designation Program Application Package
Instructions
The applicant is applying for a Prohousing Designation under the Prohousing Designation Program (“Prohousing” or “Program”), which is administered by the Department of Housing and Community Development (“Department”) pursuant to Government Code section 65589.9.

The Program creates incentives for Jurisdictions that are compliant with State Housing Element Law and that have enacted Prohousing Policies. These incentives will take the form of additional points or other preference in the scoring of applications for competitive housing and infrastructure programs. The administrators of each such program will determine the value and form of the preference.

In order to be considered for a Prohousing Designation, the applicant must accurately complete all sections of this application, including any relevant appendices. The Department reserves the right to request additional clarifying information from the applicant.

This application is subject to Government Code section 65589.9 and to the regulations (Cal.

Code Regs., tit. 25, § 6600 et seq.) adopted by the Department in promulgation thereof (“Regulations”). All capitalized terms in this application shall have the meanings set forth in the Regulations.

All applicants must submit a complete, signed application package to the Department, in electronic format, in order to be considered for a Prohousing Designation. Please direct electronic copies of the completed application package to the following email address:

[email protected].

A complete application will include all items identified in the Application Checklist.

In relation to Appendix 1, the Formal Resolution for the Prohousing Designation Program, please use strikethrough and underline if proposing any modifications to the text of the Resolution. Please be aware, any sustentative deviations from the Formal Resolution may result in an incomplete application and will likely be subject to additional internal review and potential delays.

Appendix 2, the Proposed Policy Completion Schedule, applies only if an application includes proposed policies.

Appendix 3, Self-Scoring Sheet and Sample Self-Scoring Sheet, includes a blank template to be completed by the applicant as part of the application, as well as a Sample Self-Scoring Sheet with an example of how this template may be completed.

Appendix 4 lists examples of Prohousing Policies with enhancement factors to aid applicants in understanding how enhancement factors may be applied.

Rev 2/3/25
Appendix 5 provides a sample template to assist applicants with confirming the treatment of homeless encampments within the jurisdiction is consistent with USICH’s “7 Principles for Addressing Encampments.”
Appendix 6 provides a checklist to confirm that a Diligent Public Participation Process was conducted.

Appendix 7 is where the applicant will include any additional information and supporting documentation for the application.

If you have questions regarding this application or the Program, or if you require technical assistance in preparing this application, please email [email protected].

Rev 2/3/25
Application Checklist
Yes No
Application Information ☒ ☐
Certification and Acknowledgement ☐ ☐
The Legislative Information form is completed. ☒ ☐
The Threshold Requirements Checklist is completed. ☒ ☐
A duly adopted and certified Formal Resolution for the Prohousing Designation Program is included in the application package. (See Appendix 1 for the Formal Resolution for the Prohousing Designation Program form.)
☒ ☐
If applicable, the Proposed Policy Completion Schedule is completed. (See Appendix 2.)
☒ ☐
The Self-Scoring Sheet is completed. (See Appendix 3 for the SelfScoring Sheet and the Sample Self-Scoring Sheet.) ☒ ☐
One-page summary describing consistency with the 7 Principles for Addressing Encampments is completed. (See Appendix 5 for a template to assist.)
☐ ☐
The checklist confirming that a Diligent Public Participation process was conducted. (See Appendix 6 for the template.)
☐ ☐
Additional information and supporting documentation (Applicant to provide as Appendix 7.)
☐ ☐
Application Information
Applicant (Jurisdiction): City of Santa Barbara
Applicant Mailing Address: 630 Garden Street
City: Santa Barbara
ZIP Code: 93102
Website: SantaBarbaraCA.gov
Authorized Representative Name Allison DeBusk
Authorized Representative Title: Interim Community Development Director Phone: 8055645503
Email: [email protected]
Contact Person Name: Rosie Dyste
Contact Person Title: Interim Principal Planner
Phone: 8055645470x4599
Email: [email protected]
Total Self-Score (Based on Appendix 3): 56
Rev 2/3/25

CERTIFICATION AND ACKNOWLEDGMENT
As authorized by the Formal Resolution for the Prohousing Designation Program (Resolution No. 24-127 ), which is attached hereto and incorporated by reference as if set forth in full, I hereby submit this full and complete application on behalf of the applicant.

I certify that all information and representations set forth in this application are true and correct.

I further certify that any proposed Prohousing Policy identified herein will be enacted within two (2) years of the date of this application submittal.

I acknowledge that this application constitutes a public record under the California Public Records Act (Gov. Code, § 6250 et seq.) and is therefore subject to public disclosure by the Department.

Signature: __________________________________________
Name and Title: ______________________________________
Date: _______________________________________________
Legislative Information
District Number Legislators Name(s)
State
Assembly
District
37 Assemblymember Gregg Hart
State
Senate
District
21 Senator Monique Limon
Applicants can find their respective State Senate representatives at https://www.senate.ca.gov/, and their respective State Assembly representatives at https://www.assembly.ca.gov/
Rev 2/3/25
Threshold Requirements Checklist
The applicant meets the following threshold requirements in accordance with Section 6604 of the Regulations:

Yes No
The applicant is a Jurisdiction. ☒ ☐
The applicant has adopted a Compliant Housing Element. ☒ ☐ The applicant has submitted or will submit a legally sufficient Annual Progress Report prior to designation.
☒ ☐
The applicant has completed or agrees to complete, on or before the relevant statutory deadlines, any rezone program or zoning that is necessary to remain in compliance with Government Code sections 65583, subdivision (c)(1), and 65584.09, subdivision (a), and with California Coastal Commission certification where appropriate. ☒ ☐
The applicant is in compliance, at the time of the application, with applicable state housing law, including, but not limited to those included in Government Code section 65585, subdivision (j); laws relating to the imposition of school facilities fees or other requirements (Gov. Code, § 65995 et seq.); Least Cost Zoning Law (Gov. Code, § 65913.1); Permit Streamlining Act (Gov. Code, § 65920 et seq.); and provisions relating to timeliness of CEQA processing by local governments in Public Resources Code sections 21080.1, 21080.2, and 21151.5(a). ☒ ☐
The applicant further acknowledges and confirms that its treatment of homeless encampments on public property complies with and will continue to comply with the constitutional rights of persons experiencing homelessness and that it has submitted a one-page summary to the Department demonstrating how the applicant has enacted best practices in their jurisdiction related to the treatment of unhoused individuals camping on public property, consistent with United States Interagency Council on Homelessness’ “7 Principles for Addressing Encampments,” (June 17, 2022 update), hereby incorporated by reference. ☒ ☐
The applicant has duly adopted and certified, by the applicant’s governing body, a Formal Resolution for the Prohousing Designation Program, which is hereby incorporated by reference. (A true and correct copy of the resolution is included in this application package.) ☒ ☐
Rev 2/3/25
Scoring Criteria
Category 1: Favorable Zoning and Land Use
Category Prohousing Policy Description Points
1A Sufficient sites, including rezoning, to accommodate 150 percent or greater of the current or draft RHNA, whichever is greater, by total and income category. These additional sites must be identified in the Jurisdiction’s housing element adequate sites inventory, consistent with Government Code section 65583, subdivisions (a)(3) and (c)(1). 3 1B Permitting missing middle housing uses (e.g., duplexes, triplexes, and fourplexes) by right in existing low-density, single-family residential zones in a manner that exceeds the requirements of SB 9 (Chapter 162, Statutes of 2021, Gov. Code, §§ 65852.21, 66411.7). 3 1C Sufficient sites, including rezoning, to accommodate 125 to 149 percent of the current or draft RHNA, whichever is greater, by total and income category. These points shall not be awarded if the applicant earns three points pursuant to Category (1)(A) above. These additional sites must be identified in the Jurisdiction’s housing element adequate sites inventory, consistent with Government Code section 65583, subdivisions (a)(3) and (c)(1).
2 1D Density bonus programs that allow additional density for additional affordability beyond minimum statutory requirements (Gov. Code, § 65915 et seq.).
2 1E Increasing allowable density in low-density, single-family residential areas beyond the requirements of state Accessory Dwelling Unit Law, (Gov. Code, §§ 65852.2, 65852.22) (e.g., permitting more than one converted ADU; one detached, new construction ADU; and one JADU per single-family lot), and in a manner that exceeds the requirements of SB 9 (Chapter 192, Statutes of 2021, Gov. Code, §§ 65852.21, 66411.7). These policies shall be separate from any qualifying policies under Category (1)(B).
2 1F Eliminating minimum parking requirements for residential development as authorized by Government Code section 65852.2; adopting vehicular parking ratios that are less than the relevant ratio thresholds at subparagraphs (A), (B), and (C) of Gov. Code section 65915, subdivision (p)(1); or adopting maximum parking requirements at or less than ratios pursuant to Gov. Code section 65915, subdivision (p).
2 1G Zoning or incentives that are designed to increase affordable housing development in a range of types, including, but not limited to, large family units, Supportive Housing, housing for transition age foster youth, and deep affordability targeted for Extremely Low-Income Households in all parts of the Jurisdiction, with at least some of the zoning, other land use designation methods, or incentives being designed to increase affordable housing development in higher resource areas shown in the TCAC/HCD Opportunity Map, and with the Jurisdiction having confirmed that it considered and addressed potential environmental justice issues in adopting and implementing 2 Rev 2/3/25
this policy, especially in areas with existing industrial and polluting uses.
1H Zoning or other land use designation methods to allow for residential or mixed uses in one or more non-residential zones (e.g., commercial, light industrial). Qualifying non-residential zones do not include open space or substantially similar zones.
1 1I Modification of development standards and other applicable zoning provisions or land use designation methods to promote greater development intensity. Potential areas of focus include floor area ratio, height limits, minimum lot or unit sizes, setbacks, and allowable dwelling units per acre. These policies must be separate from any qualifying policies under Category (1)(B) above.
1 1J Establishment of a Workforce Housing Opportunity Zone, as defined in Government Code section 65620, or a Housing Sustainability District, as defined in Government Code section 66200.
1 1K Establishment of an inclusionary housing program requiring new developments to include housing affordable to and reserved for lowand very low-income households, consistent with the requirements of AB 1505 (Chapter 376, Statutes of 2017, Gov. Code, § 65850.01). 1 1L Other zoning and land use actions not described in Categories (A)-(K) of this section that measurably support the Acceleration of Housing Production.
1 Rev 2/3/25
Scoring Criteria
Category 2: Acceleration of Housing Production Timeframes Category Prohousing Policy Description Points
2A Establishment of ministerial approval processes for multiple housing types, including, for example, single-family, multifamily and mixed-use housing.
3 2B Acceleration of Housing Production through the establishment of streamlined, program-level CEQA analysis and certification of general plans, community plans, specific plans with accompanying Environmental Impact Reports (EIR), and related documents. 2 2C Documented practice of streamlining housing development at the project level, such as by enabling a by-right approval process or by utilizing statutory and categorical exemptions as authorized by applicable law, (e.g., Pub. Resources Code, §§ 21155.1, 21155.4, 21159.24, 21159.25; Gov. Code, § 65457; Cal Code Regs., tit. 14, §§ 15303, 15332; Pub. Resources Code, §§ 21094.5, 21099, 21155.2, 21159.28).
2 2D Establishment of permitting processes that take less than four months to complete. Policies under this category must address all approvals necessary to issue building permits.
2 2E Absence or elimination of public hearings for projects consistent with zoning and the general plan.
2 2F Priority permit processing or reduced plan check times for homes affordable to Lower-Income Households.
2 2G Establishment of consolidated or streamlined permit processes that minimize the levels of review and approval required for projects, and that are consistent with zoning regulations and the general plan. 1 2H Absence, elimination, or replacement of subjective development and design standards with objective development and design standards that simplify zoning clearance and improve approval certainty and timing.
1 2I Establishment of one-stop-shop permitting processes or a single point of contact where entitlements are coordinated across city approval functions (e.g., planning, public works, building) from entitlement application to certificate of occupancy.
1 2J Priority permit processing or reduced plan check times for ADUs/JADUs or multifamily housing.
1 2K Establishment of a standardized application form for all entitlement applications.
1 2L Documented practice of publicly posting status updates on project permit approvals on the internet.
1 2M Limitation on the total number of hearings for any project to three or fewer. Applicants that accrue points pursuant to category (2)(E) are not eligible for points under this category.
1 2N Other policies not described in Categories (2)(A)-(M) of this section that quantifiably decrease production timeframes or promote the streamlining of approval processes.
1 Scoring Criteria
Rev 2/3/25
Category 3: Reduction of Construction and Development Costs Category Prohousing Policy Description Points
3A Waiver or significant reduction of development impact fees for residential development with units affordable to Lower-Income Households. This provision does not include fees associated with the provision of housing affordable to Lower-Income Households (e.g., inclusionary in lieu fees, affordable housing impact fees, and commercial linkage fees).
3 3B Adoption of policies that result in less restrictive requirements than Government Code sections 65852.2 and 65852.22 to reduce barriers for property owners to create ADUs/JADUs. Examples of qualifying policies include, but are not limited to, development standards improvements, permit processing improvements, dedicated ADU/JADU staff, technical assistance programs, and pre-approved ADU/JADU design packages.
2 3C Adoption of other fee reduction strategies separate from Category (3)(A), including fee deferrals and reduced fees for housing for persons with special needs. This provision does not include fees associated with the provision of housing affordable to Lower-Income Households (e.g., inclusionary in lieu fees, affordable impact fees and commercial linkage fees).
1 3D Accelerating innovative housing production through innovative housing types (e.g., manufactured homes, recreational vehicles, park models, community ownership, and other forms of social housing) that reduce development costs.
1 3E Measures that reduce costs for transportation-related infrastructure or programs that encourage active modes of transportation or other alternatives to automobiles. Qualifying policies include, but are not limited to, publicly funded programs to expand sidewalks or protect bike/micro-mobility lanes, creation of on-street parking for bikes, transit-related improvements, or establishment of carshare programs. 1 3F Adoption of universal design ordinances pursuant to Health and Safety Code section 17959.
1 3G Establishment of pre-approved or prototype plans for missing middle housing types (e.g., duplexes, triplexes, and fourplexes) in lowdensity, single-family residential areas. 1 3H Adoption of ordinances that reduce barriers, beyond existing law, for the development of housing affordable to Lower-Income Households. 1 3I Other policies not described in Categories (3)(A)-(H) of this section that quantifiably reduce construction or development costs. 1 Rev 2/3/25
Scoring Criteria
Category 4: Providing Financial Subsidies
Category Prohousing Policy Description Points
4A Establishment of a housing fund or contribution of funds towards affordable housing through proceeds from approved ballot measures.
2 4B Establishment of local housing trust funds or collaboration on a regional housing trust fund, which include the Jurisdiction’s own funding contributions. The Jurisdiction must contribute to the local or regional housing trust fund regularly and significantly. For the purposes of this Category, “regularly” shall be defined as at least annually, and “significant” contributions shall be determined based on the impact the contributions have in accelerating the production of affordable housing.
2 4C Demonstration of regular use or planned regular use of funding (e.g., federal, state, or local) for preserving assisted units at-risk of conversion to market rate uses and conversion of market rate uses to units with affordability restrictions (e.g., acquisition/rehabilitation).

For the purposes of this category, “regular use” can be demonstrated through the number of units preserved annually by utilizing this funding source.
2 4D Provide grants or low-interest loans for ADU/JADU construction affordable to Lower- and Moderate-Income Households.
2 4E A comprehensive program that complies with the Surplus Land Act (Gov. Code, § 54220 et seq.) and that makes publicly owned land available for affordable housing, or for multifamily housing projects with the highest feasible percentage of units affordable to Lower Income Households. A qualifying program may utilize mechanisms such as land donations, land sales with significant write-downs, or below-market land leases.
2 4F Establishment of an Enhanced Infrastructure Financing District or similar local financing tool that, to the extent feasible, directly supports housing developments in an area where at least 20 percent of the residences will be affordable to Lower-Income Households. 2 4G Prioritization of local general funds to accelerate the production of housing affordable to Lower-Income Households.
2 4H Directed residual redevelopment funds to accelerate the production of affordable housing.
1 4I Development and regular (at least biennial) use of a housing subsidy pool, local or regional trust fund, or other similar funding source sufficient to facilitate and support the development of housing affordable to Lower-Income Households.
1 Rev 2/3/25
4J Prioritization of local general funds for affordable housing. This point shall not be awarded if the applicant earns two points pursuant to Category (4)(G).
1 4K Providing operating subsidies for permanent Supportive Housing. 1 4L Providing subsidies for housing affordable to Extremely Low-Income Households.
1 4M Other policies not described in Categories (4)(A)-(L) of this section that quantifiably promote, develop, or leverage financial resources for housing affordable to Lower-Income Households.
1 Rev 2/3/25
Scoring Criteria
Enhancement Factors
The Department shall utilize enhancement factors to increase the point scores of Prohousing Policies. An individual Prohousing Policy may not use more than one enhancement factor.

Each Prohousing Policy will receive extra points for enhancement factors in accordance with the chart below.

Category Prohousing Policy Description Points
1 The policy represents one element of a unified, multi-faceted strategy to promote multiple planning objectives, such as efficient land use, access to public transportation, housing affordable to Lower-Income Households, climate change solutions, and/or hazard mitigation.
2 2 Policies that promote development consistent with the state planning priorities pursuant to Government Code section 65041.1. 1 3 Policies that diversify planning and target community and economic development investments (housing and non-housing) toward placebased strategies for community revitalization and equitable quality of life in lower opportunity areas. Such areas include, but are not limited to, Low Resource and High Segregation & Poverty areas designated in the most recently updated TCAC/HCD Opportunity Maps, and disadvantaged communities pursuant to Health and Safety Code sections 39711 and 39715 (California Senate Bill 535 (2012).
1 4 Policies that go beyond state law requirements in reducing displacement of Lower-Income Households and conserving existing housing stock that is affordable to Lower-Income Households. 1 5 Rezoning and other policies that support intensification of residential development in Location Efficient Communities.
1 6 Rezoning and other policies that result in a net gain of housing capacity while concurrently mitigating development impacts on or from Environmentally Sensitive or Hazardous Areas.
1 7 Zoning policies, including inclusionary housing policies, that increase housing choices and affordability, particularly for Lower-Income Households, in High Resource and Highest Resource areas, as designated in the most recently updated TCAC/HCD Opportunity Maps.
1 8 Other policies that involve meaningful actions towards Affirmatively Furthering Fair Housing outside of those required pursuant to Government Code sections 65583, subdivision (c)(10), and 8899.50, including, but not limited to, outreach campaigns, updated zoning codes, and expanded access to financing support.
1 Self-Scoring Sheet Instructions
The Department shall validate applicants’ scores based on the extent to which each identified Prohousing Policy contributes to the Acceleration of Housing Production. The Department shall assess applicants’ Prohousing Policies in accordance with statutory requirements and the Regulations.

The Department shall further assess applicants’ Prohousing Policies using the following four scoring categories: Favorable Zoning and Land Use, Acceleration of Housing Production Timeframes, Reduction of Construction and Development Costs, and Providing Financial Subsidies. Applicants shall demonstrate that they have enacted or proposed at least one policy that significantly contributes to the Acceleration of Housing Production in each of the four categories. A Prohousing Designation requires a total score of 30 points or more across all four categories.

Instructions
Please utilize one row of the Self-Scoring Sheet for each Prohousing Policy.  Category Number: Select the relevant category number from the relevant Scoring Criteria list in this application. Where appropriate, applicants may utilize a category number more than once.  Concise Written Description of Prohousing Policy: Set forth a brief description of the enacted or proposed Prohousing Policy.
 Enacted or Proposed: Identify the Prohousing Policy as enacted or proposed. For proposed Prohousing Policies, please complete Appendix 2: Proposed Policy Completion Schedule.  Documentation Type: For enacted Prohousing Policies, identify the relevant documentary evidence (e.g., resolution, zoning code provisions). For proposed Prohousing Policies, identify the documentation which shows that implementation of the policy is pending.
 Web Links/Electronic Copies: Insert the Web link(s) to the relevant documentation or indicate that electronic copies of the documentation have been attached to this application as Appendix 7.  Points: Enter the appropriate number of points using the relevant Scoring Criteria list in this application.  Enhancement Category Number (optional): If utilizing an enhancement factor for a particular Prohousing Policy, enter the appropriate category number using the relevant Scoring Criteria list in this application.  Enhancement Points (optional): If utilizing an enhancement factor for a particular Prohousing Policy, enter the point(s) for that Prohousing Policy.
 Total Points: Add the enhancement point(s) to the Prohousing Policy’s general point score.

ATTACHMENT
Formal Resolution for the Prohousing Designation Program (Revised 09/24)
Appendix 1: Formal Resolution for the Prohousing Designation Program Appendix 2: Proposed Policy Completion Schedule
Category
Number
Concise Written Description of
Proposed Policy
Key Milestones and
Milestone Dates
Anticipated
Completion
Date
Notes
2N “Single Family Streamlining” process
improvements
Public outreach, Spring
2023
Working Group
sessions, Summer 2023
Decision-maker
discussions, Spring
2024 and Summer 2025
Adoption hearings, Fall
2025 through Winter
2025/2026
Winter
2025/2026
Implements Housing Element
Program HE-5: Process
Improvements
3H Adaptive Reuse Ordinance Housing Element
adopted December
2023 and certified
February 2024
Joint Work Session with
City Council and
Planning Commission,
July 2024
Public Engagement,
Fall 2024
Planning Commission,
December 2024
Public Engagement,
Spring 2025
Planning Commission
for ordinance
recommendation to City
Council, June 2025
City Council adoption
hearings, Summer/Fall
2025
December
2025
Implements Housing Element
Program HE-1: Facilitate
Conversion of Nonresidential
Buildings to Housing
Appendix 3: Self-Scoring Sheet and Sample Self-Scoring Sheet Self-Scoring Sheet
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
1D City’s density bonus
program (Section

30.145.030) can be
used for projects that
do not qualify under the
state’s program (e.g.
projects of four or fewer
units) and can be used
to construct one or
more affordable units
anywhere in the City in
all zones including the
single unit residential
zones and all areas
targeted to meet the
City 2023-2031
Housing Element
Regional Housing
Needs Allocation
(RHNA).

An example of a project
that used the City’s
program is 251 S. Hope
with 89 units for verylow and low-income
seniors and one
manager’s unit. The
land use designation
E 1. Zoning Code

2. Affordable
Housing Policies
and Procedures

3. Example Project
251 S. Hope
Project Page
Electronic
Copies
Attached in
Appendix 7
Density Bonus
Ordinance
Affordable
Housing Policies
and Procedures
Gardens on
Hope
Webpage
2 1 2 4
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
would allow 15-27
dwelling units/acre
(du/ac) and with the
City’s density bonus it
was approved at 51
du/ac.

Enhancement category
number 1 was used for
2 reasons: 1) efficient
land use because the
City’s program provides
an option for density
bonus citywide rather
than just the multi-unit
zones under state law
and 2) housing
affordable to lowerincome households
because the City’s
program for rental
projects requires
density bonus units
within the first 35%
density bonus to be
rented for at least 90
years to low-income
households (on
average to 70% of AMI
or below) and for units
above the first 35%
density bonus for at
least 90 years to 80%
AMI or below.

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
1F Minimum parking
requirements are
eliminated for ADUs
and JADUs as
authorized by State
ADU law (Section

30.185.040).

Parking maximums
were adopted for
Average Unit Size
Density Incentive
Program (AUD)
projects and parking is
eliminated for AUD
projects within the
City’s Central Business
District (CBD) – a
Location Efficient
Community (Section

30.150.090). Per the
AUD Program Progress
Report, AUD projects in
the CBD on average
provide 0.69 parking
spaces per unit.

Projects of 100%
affordable units and
senior housing are
eligible for parking
reductions (Section

30.175.050). An
example of a project
that used the reduced
E 1. Zoning Code

2. Vera Cruz
Village Project
Page
Electronic
Copies
Attached in
Appendix 7
Accessory
Dwelling Unit
Ordinance
AUD Parking
Incentives
Parking
Exceptions and
Reductions
Vera Cruz
Village
Webpage
2 5 1 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
parking incentives is
Vera Cruz Village at
116 E. Cota with 28
units for very-low and
low-income renters and
16 parking spaces.

Enhancement category
5 was used because
the City’s parking
policies support
intensification of
residential development
in the CBD per Land
Use Element Policy
LG6. Location of
Residential Growth.

Encourage new
residential units in
multi-family and
commercial areas of
the City with the highest
densities to be located
in the Downtown, La
Cumbre Plaza/Five
Points area and along
Milpas Street, where
there are multiple
transportation options
and shorter commutes
to daily destinations.
1H Single and multi-unit
residential and mixeduse is allowed by right
in all Commercial and
E 1. Zoning Code

2. AUD Program
Progress Report
Electronic
copies
attached in
Appendix 7
1 1 2 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Office Zones and in the
Manufacturing
Commercial (M-C)
Zone. In the Coastal
zone, portions of the
Hotel and Related
Commerce and OceanOriented Commercial
zones also allow
residential and mixeduse.

Per the AUD Program
Progress Report (2023)
Chapter 3, 50% of AUD
projects and 44% of
variable density
projects (used in the
Coastal Zone and
inland prior to the AUD
program) are located in
nonresidential zones.

Enhancement Category
1 was used because
allowing residential as a
use by right in
commercial, office, and
the manufacturing
commercial zone is a
multi-faceted strategy
that promotes efficient
land use consistent with
Land Use Element
Policy LG4. Principals
Commercial
and Office Land
Use Regulations
Manufacturing
Land Use
Regulations
AUD Progress
Report
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
for Development, Mix of
Land Uses. Encourage
a mix of land uses,
particularly in the
Downtown to
maintain its strength as
a viable commercial
center, to include retail,
office, restaurant,
residential, institutional,
financial and cultural
arts, encourage easy
access to basic
needs such as
groceries, drug stores,
community services,
recreation, and public
space.

These nonresidential
zones are centrally
located near jobs and
services, and promote
use of public
transportation, jobs
because the
nonresidential zones
include the central bus
terminal and Amtrack
rail station.
1I AUD Incentive Program
(Chapter 30.150)
development standards
incentives available
since 2013 promote
E 1. Zoning Code Electronic
copies
attached in
Appendix 7
1 1 2 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
greater development
intensity. The AUD
Program replaced the
variable density
standards (base density
standards of 12 to 18
du/ac remains for
projects that choose not
to use the AUD density
incentives). The AUD
Program allows three
density tiers for
additional density
beyond what would
normally be allowed in
the base zone to
incentivize smaller units
and Community Benefit
Housing: Medium-High
(15-27 du/ac), High (28-
36 du/ac) and Priority
Housing Overlay (37-63
du/ac).

The program also
reduced setbacks for
AUD projects in
nonresidential zones.

For example, with some
variations based on
where a project is
located, the front
setback for AUD
projects in
nonresidential zones
Average UnitSize Density
Incentive
Program
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
was reduced from 10-
20 feet to a five-foot
variable front setback.

Enhancement Category
1 was used because
the AUD program
implements Land Use
Element
Implementation Action
LG6.1 Average UnitSize Density Incentive
Program. Amend the
Zoning Ordinance to
incorporate an Average
Unit-Size Density
Incentive Program in
multi-family and
commercial zones
based on smaller unit
sizes and higher
densities adjacent to
transit and commercial
uses and to implement
Housing Element
policies for
higher densities for
affordable and/or
Community Benefit
projects as part of a
multi-faceted strategy
to use land more
efficiently by
encouraging smaller
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
units and increasing
density.
1L Rules of measurement
for calculating density
(Section 30.15.025)
were amended
(effective March 2025)
to round fractions up
rather than down and
clarify that the
maximum allowed
density or “base
density” is the greatest
number of units allowed
under the Zoning
Ordinance, General
Plan, Coastal Land Use
Plan, or Specific Plan.

According to the AUD
Program Progress
Report, rounding down
meant few lots (only
32% of lots in the
Program) could achieve
the maximum densities
allowed in each AUD
Density tier. This
change applies not only
to AUD projects, but
any project that relies
on density calculations.

E 1. Zoning Code
Electronic
copies
attached in
Appendix 7
Rules of
Measurement
for Calculating
Density
1 1
2A New and remodeled
one-story single unit
E 1. Zoning Code Neighborhood
Preservation
3 8 1 4
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
homes less than 17 feet
in height and not
exceeding 4,000
square feet may be
approved ministerially
outside of Special
Design Districts
(Section 22.69.020).

About 28 percent of the
single unit zones are
potentially eligible for
this process.

Multi-unit housing
projects, including
mixed-use residential
projects, are approved
ministerially if proposed
under SB-35 (Section

30.145.035). Most of
the City’s multi-unit and
mixed-use zones are
eligible for this
provision (about 25% of
all City land area),
notwithstanding the
exceptions in
Government Code
65913.4. Furthermore,
these are the zones
that include the parcels
identified as suitable to
meet RHNA.

Enhancement Category
8 was used because
Single Family
Residential Unit
Design Review
Affordable
Housing
Streamlined
Approval
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
the single unit zones
are predominately in
high resource areas
and the Housing
Element’s suitable sites
inventory identifies
multi-unit housing
opportunities near
transit corridors and
jobs throughout the
City, providing an
opportunity for all
residents to have
access to economically
strong neighborhoods.
2B The 2011 General Plan
Final Program EIR
accelerates housing
production through the
establishment of
streamlined, programlevel CEQA analysis for
residential development
up to the year 2030.

Several Addenda to the
certified 2011 General
Plan Final Program EIR
has been adopted since
2011 including for the
Average Unit Size
Density Incentive
(AUD) program
ordinance which
provides density
increases and
E 1. Resolution

2. Zoning Code
Electronic
copies
attached in
Appendix 7
Resolution No.
11-079
Adopting the
2011 General
Plan Update
List of
Ministerial
Projects and
Categorical
Exemptions
2 6 1 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
incentives for multi-unit
housing and 2020 AUD
amendments for
additional incentives
focused in the Central
Business District. The
2023-2031 Housing
Element did not include
any rezones and
therefore it was not
necessary to prepare
an addenda to the
program EIR.

Unless a project has
site specific potentially
significant
environmental impacts,
the majority of multi-unit
residential projects
requiring entitlements
are eligible for CEQA
exemptions in the
discretionary review
process because the
environmental impacts
of residential
development were
analyzed in the 2011
General Plan Final
Program EIR and
subsequent addenda.

Furthermore, under
CEQA Guidelines
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Section 15169, public
agencies may prepare
a Master Environmental
Assessment (MEA) to
identify and catalog
environmental
resources, organize
data for CEQA
documentation, and
predict potential
environmental impacts.

In 2025, the City
adopted updates to the
MEA for Cultural
Resources and Historic
Resources and adopted
the first MEA for Tribal
Resources in response
to Program HE-9:

Resources Protection
and Development
Certainty of the City’s
6th Cycle Housing
Element (2023–2031)
to implement General
Plan policies related to
cultural and
environmental
protection (HR-1:

Protect Historic and
Archaeological
Resources); provide
clarity and consistency
in development review;
and establishing
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
measurable standards
for environmental
impact evaluation –
thus further
streamlining the
environmental review
process.

Enhancement Category
6 was used because
the development
impacts on or from
Environmentally
Sensitive or Hazardous
Areas are mitigated
from development
aligned with the 2011
General Plan EIR.
2C By-right approval
process established in
the Zoning Ordinance
(Section 30.145.040
effective March 2025).

Projects subject to
design review, but not
subject to some other
form of discretionary
land use approval, are
most commonly exempt
from CEQA using
categorical exemptions
under Sections
15301,15303, and
15332.

E 1. Zoning Code Electronic
copies
attached in
Appendix 7
By-Right
Approval
2 2 1 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Housing projects that
do not qualify for CEQA
exemptions fall into
three general
categories: 1) projects
on sites identified on
the Cortese List, 2)
projects exceeding the
density of the General
Plan Land Use
designation, and 3)
projects with potential
to cause environmental
impacts.

Enhancement Category
2 was used because
CEQA exemptions for
projects requiring
design review must
align with efficient
development priorities
in the Principles of
Development from the
General Plan Land Use
Element and evaluated
in the 2011 General
Plan EIR.
2D All planning and
building permit
applications are
accepted online
through the Accela
Civic platform that
E 1. Online

2. Staff Procedures
Electronic
copies
attached in
Appendix 7
2 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
automates and
streamlines permit
review. Concurrent
review of plans means
plan reviews are
completed by all City
reviewers
simultaneously rather
than sequentially.

Recent multi-unit
residential projects that
have benefitted from
established permit
processes and were
entitled within four
months include an
adaptive reuse project
at 821 State Street and
a multi-unit residential
project at 228 Cottage
Grove Avenue.

Staff Procedures for
building permit Plan
Review Timelines
estimate turnaround
time for plan check
review in 10 days for
small projects and up to
30 days for extra large
projects. Resubmittals
are reviewed in 10
days.

Apply for a
Permit page
Building
Permit Forms
& Applications
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
2E One story single unit
homes located outside
of special design
districts are exempt
from public hearings.

Since 2010, about four
new single unit homes
were approved
ministerially (these
were demo rebuilds,
there are very few
vacant lots and new
single unit homes are
not common).

Minor design alterations
for single unit projects
are eligible for
administrative approval
by the Community
Development Director
without public hearings
(Section 22.69.020).

E 1. Zoning Code Electronic
copies
attached in
Appendix 7
See Code

22.69.020
included in 2A.
2 2
2F Review of applications
for housing projects
with affordable units is
coordinated with the
City’s Land
Development Team
process to efficiently
coordinate applicant
feedback.

Housing projects
citywide that are 100%
E 1. Online Electronic
copies
attached in
Appendix 7
Accelerate 2.0
2 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
affordable receive
priority review service
with the Accelerate 2.0
program. Affordable
housing projects, and
other select project
types, receive
dedicated support from
the Ombudsman for
expedited permitting.

To accelerate
entitlements, these
projects receive priority
on design review
hearing agendas. To
accelerate building
permits, these projects
receive priority in
building permit plan
review. As part of the
Accelerate 2.0
prioritization efforts, the
Ombudsman monitors
projects throughout the
review processes and
facilitates prompt
reviews when
necessary.
2G The objective design
review process
minimizes the level of
review by eliminating
concept review and
consolidating project
design approval and
E 1. Zoning Code Electronic
copies
attached in
Appendix 7
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
final design approval
into one hearing
(Section 30.220.050,
effective March 2025).

Objective
Design Review
2H The City of Santa
Barbara has mixed-use
zoning allowing multiunit residential in
commercial zones
since the very first
zoning ordinance was
adopted in 1924.

Title 25 Objective
Design and
Development
Standards for multi-unit
and mixed-use housing
(effective March 2025).

Zoning Ordinance
Section 30.185.040
(inland) and Chapter

28.86 (coastal) are
objective standards for
ADUs.

E 1. Zoning Code Electronic
copies
attached in
Appendix 7
Title 25
Objective
Design and
Development
Standards
See Code

30.185.040
included in 1F
Coastal ADU
ordinance
1 1
2I The Permit Counter is a
one-stop shop for
permit processing. The
Land Development
Team (LDT) process is
coordinated across five
City departments
throughout the
E 1. Online Electronic
copies
attached in
Appendix 7
Construction
and Land
Development
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
entitlement and
permitting process.

Planning staff conduct
Project Review Team
(PRT) meetings every
Tuesday to discuss
specific project issues
and receive policy
direction from
experienced staff. The
Ombudsman is a single
point of contact for
certain projects. Accela
Citizens Access portal
is a single point to
submit entitlement and
building permits.
2J 100% affordable
housing projects and
ADUs/JADUs receive
priority building permit
processing. Plan review
timelines are detailed in
internal staff priority
routing procedures
guidelines.

Enhancement Category
2 was used because by
implementing priority
ADU/JADU plan check
timeframes per
Government Code
Section 65852.21(e), in
addition to providing
E 1. Online Electronic
copies
attached in
Appendix 7
See How Long
Does it Take
to Get a
Permit under
FAQs: Building
Permit Forms
and
Applications
1 2 1 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
pre-approved ADU
plans, helps the City in
its commitment to
increase ADU/JADU
stock by 629 units over
eight years, including
affordable units,
promoting infill
development,
redevelopment of
underutilized and
previously developed
land, consistent with
the State planning
priorities.
2K The Planning
Application form (PLN)
is standardized for all
entitlement
applications. Planning
applications are
submitted using the
Accela Citizens Access
portal.

E 1. Online
application form
Electronic
copies
attached in
Appendix 7
Planning (PLN)
Application
1 1
2L Applicants can view the
status of housing
project permits using
the Accela Citizens
Access portal.

Major project proposals
and ADU permit status
are posted online.

E 1. Online map and
dashboard
statistics
Electronic
copies
attached in
Appendix 7
Citizen Access
Development
Activity
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
2N “Single Family
Streamlining” process
improvements are
underway with an
anticipated completion
by winter 2025/2026.

The process
improvements
implement Housing
Element Program HE-5:

Process Improvements
and recommendations
from the 2020 Land
Development Process
Improvement report.

The improvements
focus on home repairs,
updates, and remodels.

Zoning code updates
will increase flexibility in
requirements for home
repairs, remodels and
land development,
including loosening
restrictions on garage
conversions and guest
houses. Updates to the
Single Family Design
Board (SFDB)
Guidelines will expand
administrative
approvals for more
projects resulting in
shorter permit
processing timelines
P 1. Online Electronic
copies
attached in
Appendix 7
Single Family
Streamlining
Process
Improvements
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
and lower permit costs.

The process
improvements are
anticipated to lower the
quantity of projects
requiring a
discretionary decision
by SFDB by 32% by
reducing the total
number of triggers
while also increasing
thresholds for some
triggers. Ultimately, the
process improvements
will make more
decisions for single
family homes be
ministerial reviews by
staff rather than
requiring a public
hearing with SFDB.

This benefits
homeowners because
review timeframes may
no longer require
scheduling of a public
hearing for certain
repairs and remodels,
which also reduces
permit fees.
3A The City does not and
has not charged
development impact
fees for housing. This
includes housing
E 1. Fee schedule Electronic
copies
attached in
Appendix 7
3 1 2 5
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
developments with
units affordable to
lower-income
households. Since
2015, approximately
2,440 housing units
have been permitted
without collecting
impact fees, including
355 deed-restricted
units affordable to lower
and moderate income
households.

Enhancement Category
1 was used because it
supports efficient land
use in a built-out City
per Land Use Element
policy LG1 Resource
Allocation Priority LG4
Principles for
Development and
housing affordable to
lower-income
households per
Housing Element Policy

2.1: Prioritize
Affordable Housing and
Community Priority
Projects by reducing
development costs.

Fee Information
3B Pre-approved ADU
plans are available for
residents to provide an
E 1. Online

2. Zoning
Ordinance
Electronic
copies
2 3 1 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
option for design
certainty, fast plan
check review (half the
review time required for
a standard ADU) and
plan check fee reduced
by 25%.

Because ADUs form a
large part of all
residential permit
applications (653
issued Certificates of
Occupancy since
2017), the City has
dedicated a planning
staff member solely to
ADU permit review.

The City has also
created an ADU Guide
Informational Packet to
assist applicants.

Approximately 629
ADUs are anticipated to
be constructed to
accommodate the
City’s 2023-2031
RHNA, of which
approximately 370 are
assumed to be
affordable for lowerand moderate income
households based on
attached in
Appendix 7
Pre-Approved
ADU program
See ADU
Ordinance
included in 1F
ADU Guide
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
prior ADU rental
surveys.

The City’s ADU
ordinance is less
restrictive than state
law by allowing open
yard reductions to
construct a detached or
attached ADU and
allowing conversion of
commercial floor area
to ADUs (Section

30.185.040).

Enhancement Category
3 was used because
over 55% of the
permitted ADUs in the
City are located in High
or Higher Resource
areas in the most
recently updated
TCAC/HCD Opportunity
Maps.
3C The City’s populations
with special housing
needs include seniors
(19% of the total
population) and
veterans. The City does
not and has not
charged development
impact fees for housing.

E 1. Fee schedule Electronic
copies
attached in
Appendix 7
See Fee
Schedule
included in 3A
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
In effect, development
impact fees are
reduced to zero for
housing for persons
with special needs.

The lack of
development impact
fees facilitates projects
such as Johnson Court
and Gardens on Hope
to be constructed in
high resource areas of
the City. Johnson Court
is an affordable housing
development serving
the homeless veteran
population with 16
studio units in a high
resource area of the
City (2025 AFFH
Mapping Tool).

Gardens on Hope is an
89-unit serviceenriched housing for
the frail senior
population in the
highest resource area
of the City (2025 AFFH
Mapping Tool).
3E The City has multiple
programs and projects
that encourage active
modes of
transportation, directed
by Circulation Element
E 1. Online project
information
Electronic
copies
attached in
Appendix 7
1 1 2 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
policies such as Policy

4.2 The City shall work
to expand, enhance,
and maintain the
system of bikeways to
serve current
community needs and
to develop increased
ridership for bicycle
transportation and
recreation and 5.1 The
City shall create an
integrated pedestrian
system within and
between City
neighborhoods,
schools, recreational
areas, commercial
areas and places of
interest.

Implementation of
these policies is carried
out via the Bicycle
Master Plan (2016) and
Pedestrian Master Plan
(2006). Recent
improvements to
bicycle and pedestrian
infrastructure include
the Eastside
Community Paseos
project that provides a
safe route to local
schools and parks,
Neighborhood
Transportation
Planning Efforts
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
encouraging students
to bike or walk. It also
connects to the
Westside Community
Paseos Project,
creating a crosstown
bike network. In the
planning phase is the
Cliff Drive Vision Zero
Project that focuses on
improving safety and
mobility by removing
excess traffic lanes and
adding a three-mile
separate path for all
ages and abilities along
Cliff Drive, This project
enhances access to
three elementary
schools, Santa Barbara
City College, parks,
neighborhood services,
and retail, while closing
the final gap in the 30-
mile Coastal Bike
Route from UCSB to
Ventura.

Enhancement Category
1 was used because
efficient land use and
access to public
transportation go hand
in hand. More active
transportation
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
infrastructure supports
efficient land use, which
is a climate change
solution to reduce
Greenhouse Gas
emissions.
3H Directed by Housing
Element Program HE-1,
staff has proposed an
adaptive reuse
ordinance which
reduces barriers
beyond existing law for
the development of
households affordable
to lower-income
households. The
proposed ordinance
extends development
incentives to more
potential projects,
exceeding standards
included in Assembly
1490 (2023).

The adaptive reuse
ordinance amendment
has been
recommended by
Planning Commission
to City Council, with
future public hearings in
Summer/Fall 2025, and
anticipated adoption by
December 2025.

P 1. Draft Zoning
Ordinance

2. Water Meter
Ordinance
Electronic
copies
attached in
Appendix 7
Proposed
Adaptive
Reuse
Ordinance
(Planning
Commission
version, June
12, 2025)
Water Meter
Regulations
1 8 1 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Additional barriers for
affordable adaptive
reuse projects providing
100% of the proposed
units for very-low and
low income households
have recently been
removed in an
ordinance amendment
for water waters.

Changed in January
2025, these projects
may use private
submetering by right
(Section 14.08.150).

Enhancement Category
8 was used because
the Adaptive Reuse
Ordinance is
anticipated to increase
access to housing
opportunity and mobility
and result in
approximately 10 new
multiunit residential
projects in high and
moderate resource
areas of the City per
Housing Element
Program HE-22:

Affirmatively Further
Fair Housing Program
and Opportunities.

Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
3I In 2017, the voters
approved the Santa
Barbara Critical
Infrastructure and
Essential Community
Services (Measure C).

Funds from Measure C
repair local streets,
improve drainage, and
support parks rather
than requiring such
measures from
development impact
fees. Furthermore, the
City does not charge
Quimby Fees to
acquire, develop, or
improve parks, thus
providing a significant
cost saving for
developers of multi-unit
housing. Example
projects funded by
Measure C include the
Milpas Street
Crosswalk Safety and
Sidewalk Widening
Project and the Dwight
Murphy Field
Renovation Project.

Enhancement Category
2 was used because
Measure C funds
promote efficient infill
E 1. Resolution Electronic
copies
attached in
Appendix 7
Resolution 23-
161
1 2 1 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
development by
improving existing
infrastructure such as
streets that serve
already developed
area, which, in turn,
continues efficient
development patterns
that use land efficiently,
are adjacent to existing
developed areas, in
areas appropriately
planned for growth, and
served by adequate
utilities.
4A Measure I, Essential
Local Services Tax Act
is a ballot measure
approved in 2024
(Chapter 4.15) that
includes a portion of the
funds toward improving
housing affordability.

This measure is one of
the funding options that
implement the 2023-
2031 Housing Element
Program HE-31:

Secure Permanent
Affordable Housing
Funding.

The revenues from
Measure I are
anticipated to be
available starting fiscal
E 1. Ordinance Electronic
copies
attached in
Appendix 7
Chapter 4.15
Santa Barbara
Essential Local
Services Tax
2 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
year 2026 and to date
$1.5 million has been
set aside for the Local
Housing Trust Fund,
with an additional $1.5
million allocated to
Housing & Homeless
Services. Over time,
the funds from this
measure will be
available through the
Local Housing Trust
Fund to affordable
housing developers to
assist with meeting the
City’s affordable
housing needs.
4B The City established a
Local Housing Trust
Fund in January 2024
(Ordinance 6138). This
fund implements 2023-
2031 Housing Element
Program HE-16: Create
Affordable Housing
Funds.

Significant contributions
to date include ~$2,7
million each to 15 S.

Hope with 46 units and
Carrillo St. Apartments
with 65 units.

E 1. Ordinance Electronic
copies
attached in
Appendix 7
Chapter 26.80
Local Housing
Trust Fund
2 2
4C The City regularly uses
the Affordable Housing
E 1. Online Electronic
copies
2 4 1 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Fund to preserve units
at-risk of conversion to
market rate units and to
acquire units. This
implements 2023-2031
Housing Element
Program HE‐23:

Monitor and Preserve
Existing Affordable
Housing, with the
objective of preserving
at least
73 affordable rental
units owned by
nonprofit entities during
this 6th Cycle Housing
Element.

In 2024, 28 units were
preserved on two
properties by having
their had affordability
covenants
extended/renewed: 821
Bath St (12 units),
which had restrictions
that expired in 2019,
were extended to
5/1/2054 and 521 W
Victoria (16 units) had
restrictions that were
going to expire in 2053.

In 2024, the City
extended the

2. Policies and
Procedures
attached in
Appendix 7
See
Affordable
Housing
Policies and
Procedures
included in 1D
Funding
Recommendati
ons
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
restrictions even
further, until 2083.

Enhancement Category
4 was used because
expanding covenants to
90 years goes beyond
state law to reduce
displacement of lowerincome households and
the home repair funding
pool conserves existing
housing stock that is
naturally affordable to
lower-income
households.
4H The City directed
residual redevelopment
funds to Housing
Authority and other
nonprofit partners for
affordable housing
production, consistent
with 2023-2031
Housing Element
Program HE-12:

Prioritize Deed
Restricted Affordable
Housing.

The City provided $5
million as a residual
receipts loan from old
redevelopment funds
program income (loan
E 1. Policies and
Procedures
Electronic
copies
attached in
Appendix 7
See
Affordable
Housing
Policies and
Procedures
included in 1D
1 8 1 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
repayments) to the
Housing Authority for
development of a new
affordable housing
project located at 200
North La Cumbre Road
(known as “Bella
Vista”). This
development will
produce 47 larger
affordable units
consisting of 15 onebedroom, 20 twobedrooms, and 12
three-bedrooms units
for Lower-income
families and individuals
with developmental or
physical disabilities.

Enhancement Category
8 was used because
the residual
redevelopment funds
provided financing
support to a project for
lower-income and
special needs families
in the highest resource
area of the city,
furthering fair housing
goals.
4I Inclusionary housing inlieu fees are transferred
into the Local Housing
E 1. Ordinance Electronic
copies
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
Trust Fund to support
operating expenses per
the state’s
requirements. This
funding facilitates and
supports the
development of housing
affordable to lower
income households
(Section 30.160.130).
attached in
Appendix 7
Affordable
Housing
Inclusionary
Fund
4K Subsidies are provided
to the Sanctuary Center
to support permanent
supportive housing.

Sanctuary Centers of
Santa Barbara provides
permanent affordable
housing units for more
than 36 clients
living with mental
illness. To reduce costs
and provide sustainable
energy, the City
awarded CDBG funds
to add solar panels to
the building. The City
also used CDBG funds
to pay salaries for
bilingual Clinic therapist
and a part-time
psychiatrist at the
Integrated Care Clinic,
a collaboration between
Sanctuary Centers and
Neighborhood Clinics.

E 1. Online Electronic
copies
attached in
Appendix 7
See Funding
Recommendat
ions included
in 4C
1 1
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
4L Subsidies were
provided to the Housing
Authority for housing
affordable to extremely
low income
households, consistent
with 2023-2031
Housing Element
Program HE-16 Create
Affordable Housing
Funds. This includes a
$6 million loan to
acquire 3055 De la
Vina Street property
that is being converted
from a motel to
permanent housing for
extremely low income
residents.

E 1. Ordinance Electronic
copies
attached in
Appendix 7
Ordinance
Approving Loan
Agreement
1 1
4M CDBG funding of
$60,000 in 2024 was
provided to Habitat for
Humanity of Southern
Santa Barbara County’s
Neighborhood
Revitalization
Homeowner
Rehabilitation
Programs to conduct
repairs to preserve
naturally affordable
housing. This owneroccupied home repair
and rehabilitation
E 1. Online Electronic
copies
attached in
Appendix 7
See Funding
Recommendat
ions included
in 4C
Rental Housing
Mediation
Program
1 4 1 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
program focuses on
assisting low-income
individuals, families and
seniors with necessary
home repairs,
accessibility
modifications and
aging-in-place
adaptations
to remain safe in their
homes, consistent with
Housing Element
Program HE-25: Fund
Home Improvements
and Repairs. The
program
funding is targeted
to residents at or
below 80 percent
AMI with an objective to
repair 10 units annually.

Additionally, the City’s
Rental Housing
Mediation Program
(RHMP) ensures lowerincome households can
stay in their units,
consistent with 2023-
2031 Housing Element
Program HE‐22:

Affirmatively Further
Fair Housing Program
and Opportunities, The
RHMP comprises three
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
full-time Staff and a
Board of fifteen trained
community volunteers
appointed by the Santa
Barbara City Council
and dedicated to
resolving rental housing
disputes by offering
mediation services and
information on
Landlord-Tenant rights
and responsibilities. In
2024, the RHMP
served 1,220 clients
(includes cities of
Goleta and
Carpinteria). Of those
34 rental housing
disputes were settled
out of court.

Enhancement category
4 was used because
these programs go
beyond state law to
reduce displacement of
lower income
households by 1)
providing information
on the California Rules
and Regulations
pertaining to
Landlord/Tenant rights
and responsibilities to
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation Type
(e.g., resolution,
zoning code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
parties in a residential
rental housing situation;
2) offering mediation
services to landlords,
tenants, roommates
and neighbors
regarding disputes
pertaining to residential
rental housing; and 3)
preventing
homelessness by
settling rental housing
disputes out of court
through the provision of
Dispute Resolution
Services.

TOTAL 47 21 68
Sample Self-Scoring Sheet
Note: This is a Sample Self-Scoring Sheet; an actual submission may include more specificity when an applicant completes the “Concise Written Description of Prohousing Policy.” Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation
Type (e.g.,
resolution, zoning
code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
1B Permitted missing
middle housing uses by
allowing duplexes and
triplexes by right in
existing low-density,
single-family residential
zones beyond what is
required by SB 9.

E Zoning code Electronic
copy attached
3 6 1 4
1C Sufficient sites to
accommodate 131
percent of the current
RHNA with rezoning by
total or income
category.

P Resolution Electronic
copy attached
2 1 2 4
1D Density bonus program
exceeds statutory
requirements by 12
percent.

E Zoning code Electronic
copy attached
2 2
1F Eliminated parking
requirements for
residential development
as authorized by
Government Code
section 65852.2.

E Zoning code Electronic
copy attached
2 2
1G Zoning that that is
designed to increase
affordable housing for a
range of types and for
E Zoning code Electronic
copy attached
1 1 2 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation
Type (e.g.,
resolution, zoning
code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
extremely low-income
households.
1H Modified development
standards/other
applicable zoning
provisions to allow for
residential uses in nonresidential zones (light
industrial).

E Zoning code Electronic
copy attached
1 1 2 3
1L Other zoning and land
use actions that
measurably support the
Acceleration of Housing
Production.

P Resolution Electronic
copy attached
1 1
2B Streamlined programlevel CEQA analysis
and certification of
general plans,
community plans,
specific plans with
accompanying
Environmental Impact
Reports (EIR), and
related documents.

E Zoning code Electronic
copy attached
2 2
2G Consolidated permit
processes that
minimize the levels of
review and approval
required for projects.

E Zoning code Electronic
copy attached
1 1
2I Established a one-stopshop permitting
process.

P Resolution Electronic
copy attached
1 1 2 3
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation
Type (e.g.,
resolution, zoning
code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
2N Other actions that
quantifiably decrease
production timeframes.

E Zoning code Electronic
copy attached
1 1
3A Waiver of residential
development impact
fees.

E Zoning code Electronic
copy attached
3 3
3B Adopted policies that
result in less restrictive
requirements than
Government Code
sections 65852.2 and
65852.22.

P Resolution Electronic
copy attached
2 1 2 4
3E Measures that reduce
costs for transportationrelated infrastructure.

E Zoning code Electronic
copy attached
1 1
3I Other actions that
quantifiably reduce
construction or
development costs.

E Zoning code Electronic
copy attached
1 1
4A Local housing trust
funds.

E Zoning code Electronic
copy attached
2 2
4C Regular use of funding
for preserving assisted
units at-risk of
conversion to marketrate uses.

E Zoning code Electronic
copy attached
2 2 1 3
4E Establishes a program
that complies with the
Surplus Land Act and
offers below-market
land leases for
affordable housing.

E Zoning code 2 2
Category
Number
Concise Written
Description of
Prohousing Policy
Enacted or
Proposed
Documentation
Type (e.g.,
resolution, zoning
code)
Insert Web
Links to
Documents or
Indicate that
Electronic
Copies are
Attached as
Appendix 7
Points Enhancement
Category
Number
Enhancement
Points
Total Points
4G Prioritization of local
general funds for
affordable housing.

E Zoning code 2 2
4M Other actions that
leverage financial
resources for housing.

E Zoning code 1 1
TOTAL 33 12 45
Appendix 4: Examples of Prohousing Policies with Enhancement Factors If a Prohousing Policy incorporates any of the enhancement factors specified in the Scoring Criteria Enhancement Factors chart, it will receive extra points as indicated therein. Examples of such qualifying Prohousing Policies include the following:

Category 1: Favorable Zoning and Land Use
 Rezoning sufficient sites to accommodate 150 percent or greater of the Regional Housing Needs Allocation by total or income category, including sites in Location Efficient Communities.
 Rezoning sufficient sites to accommodate 150 percent or greater of the Regional Housing Needs Allocation by total or income category, including sites in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Rezoning to accommodate 125 to 149 percent of the Regional Housing Needs Allocation in downtown commercial corridors or other infill locations.  Expanding density bonus programs to exceed statutory requirements by 10 percent or more in Location Efficient Communities.
 Reducing or eliminating parking requirements for residential development as authorized by Government Code section 65852.2 in Location Efficient Communities.  Increasing allowable density in low-density, single-family residential areas beyond the requirements of state Accessory Dwelling Unit Law in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Modification of development standards and other applicable zoning provisions to promote greater development intensity in downtown commercial corridors or other infill locations.
 Coupling rezoning actions with policies that go beyond state law requirements in reducing displacement of lower-income households and conserving existing housing stock that is affordable to lower-income households.

Category 2: Acceleration of Housing Production Timeframes  Ministerial approval processes for multifamily housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Streamlined, program-level CEQA analysis and certification of specific plans in Location Efficient Communities.
 Documented practice of streamlining housing development at the project level in downtown commercial corridors and other infill locations.  Expedited permit processing for housing affordable to lower-income households in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).

Category 3: Reduction of Construction and Development Costs  Fee waivers for affordable housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Fee waivers or reductions for higher density housing in downtown commercial corridors or other infill locations.
 Measures that reduce costs and leverage financial resources for transportation-related infrastructure or programs in Low Resource and High Segregation & Poverty areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Adoption of universal design ordinances to increase housing choices and affordability for persons with disabilities in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Permitting innovative housing types, such as manufactured homes, recreational vehicles or park models, in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).

Category 4: Providing Financial Subsidies
 Targeting local housing trust funds to acquisition or rehabilitation of existing affordable units, or to affordable units at risk of converting to market rate uses, in Low Resource and High Segregation & Poverty areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Marketing grants and other financial products for ADUs/JADUs in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Utilizing publicly owned land for affordable housing in High Resource and Highest Resource areas (as designated in the most recently updated TCAC/HCD Opportunity Maps).
 Establishment of an Enhanced Infrastructure Financing District or similar local financing tool in a Low Resource or High Segregation & Poverty area (as designated in the most recently updated TCAC/HCD Opportunity Maps).  Directing residual redevelopment funds or general funds to conservation or preservation of affordable housing in areas at high risk of displacement.

Appendix 5: Homeless Encampment Template
Subchapter 6.6 Prohousing Designation Program requires applicants to confirm that its treatment of encampments on public property complies with and will continue to comply with the constitutional rights of persons experiencing homelessness. An application must include a one-page summary demonstrating how the applicant has enacted best practices in their jurisdiction related to the treatment of unhoused individuals camping on public property, consistent with the United States Interagency Council on Homelessness’ “7 Principles for Addressing Encampments (June 17, 2022). The following template and certification are included to help jurisdictions meet this threshold.
 Principle 1: Establish a Cross-Agency, Multi-Sector Response to Encampments – Describe how system partners (name partners) work together to prioritize health and safety both for residents and unsheltered individuals. (350 characters max)  Principle 2: Engage Encampment Residents to Develop Solutions – Describe street outreach efforts to engage with encampment residents to find alternative shelter, housing, and service options using the housing first approach before an existing encampment is closed. (350 characters max)
 Principle 3: Conduct Comprehensive and Coordinated Outreach – Describe multidisciplinary connection strategies and linkages to resources and permanent housing solutions that is customized to individual needs. If applicable, describe how the jurisdiction uses the coordinated entry system to connect individuals to resources and permanent housing. (350 characters max)
 Principle 4: Address Basic Needs and Provide Storage – Describe efforts to meet basic needs, health, safety, and access to storage (timeframes) for people experiencing unsheltered homelessness while creating clear pathways to permanent housing. (350 characters max)
 Principle 5: Ensure Access to Shelter or Housing Options – Describe how low barrier resources to housing and supportive services are communicated to encampment residents. Include how strategies involve alternative measures to criminalization, focusing on service engagement and harm reduction. (350 characters max)  Principle 6: Develop Pathways to Permanent Housing and Supports – Describe Housing First strategies emphasizing low barriers, a harm-reduction model, and services to support people obtaining permanent housing more efficiently. Identify efforts to align federal, state, and local funding/programs to provide clear pathways to permanent housing. (350 characters max)
 Principle 7: Create a Plan for What Will Happen to Encampment Sites After Closure – Describe plans for former encampment spaces (long-term solutions to prevent encampments from reoccurring). Include efforts to emphasize safety, accessibility, and inclusivity that improve infrastructure. Example: Communities can include curb cuts to increase mobility access and enhanced lighting to encourage safety. (350 characters max)
Certification and Authorization:

Signature of Authorized Representative Date
Appendix 6: Public Participation Checklist
Pursuant to Sections 6601, 6602, and 6605, applicants are required to demonstrate how they have engaged in a “Diligent Public Participation Process.” Please complete this checklist, and sign, to confirm that the applicant has complied with this requirement. Attach and reference any comments you received during the process.

Regulation Text Explanation Yes No
Outreach through a
variety of methods and
languages to ensure
access to the public
process and provide
opportunities for public
input.

Applicant should use methods such as newspaper
ads, email, social media, fliers, etc., to inform the
public that an application has been drafted and
posted for public comment. Language access
should reflect languages spoken in your local
community and should be available in multiple
languages in print media or upon request for digital
media.
☐ ☐
Specific effort to engage
all segments of the
community, including
individuals or
representatives of lowerincome and special
needs households, forprofit and non-profit
developers, and special
needs service providers.

Individuals and organizations representing lowerincome and special needs households, for-profit and non-profit developers, and special needs
service providers should be engaged, informed of,
and offered an opportunity to comment on the
application. Outreach lists utilized for Housing
Element compliance would suffice.
☐ ☐
Availability of the draft
document to the public,
including notification to
interested parties and all
segments of the
community, for thirty (30)
calendar days and
subsequent versions for
seven (7) calendar days.

Applicants should post the application in print and
digital forms, collect comments, and incorporate
those comments into the application if necessary.

Making the application available to the public could
be satisfied by posting the application online and/or
announcements through other mediums (e.g., local
newspapers) so long as these forums include
diverse segments of the community, including
individuals or representatives of lower-income and
special needs households, for-profit and non-profit
developers, and special needs service providers.
☐ ☐
Public hearings and
informative meetings.

For the purposes of satisfying this requirement, a
City Council or Board of Supervisors meeting
informing the public of the jurisdiction's intent to
submit a Prohousing Designation Program
application, in addition to any subsequent meetings
necessary to make revisions in response to public
comment, will satisfy this requirement.
☐ ☐
Consideration of
comments, including
incorporation of
comments into a
jurisdiction's application
and Prohousing Policies
as appropriate.

Provide all comments received with a description
of how the comment was incorporated into the
application. If the comment is not appropriate for
incorporation, please describe why.
☐ ☐
Certification and Authorization:

Signature of Authorized Representative Date
Appendix 7: Additional Information and Supporting Documentation [Note: to be provided under separate cover with the final application]

CITY OF SANTA BARBARA

COUNCIL AGENDA REPORT
AGENDA DATE: July 29, 2025
TO: Mayor and Councilmembers
FROM: Fire Department
SUBJECT: Renewal of Levy for Fiscal Year 2026 for the Wildland Fire Suppression Assessment District [Resolution]
RECOMMENDATION:

That Council adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Declaring its Intention to Continue Vegetation Road Clearance, Implementation of a Defensible Space Inspection and Assistance Program, and Implementation of a Vegetation Management Program Within the Foothill and Extreme Foothill Zones; Declaring the Work to be of More Than General or Ordinary Benefit and Describing the District to be Assessed to Pay the Costs and Expenses Thereof; Approving the Updated Engineer’s Report; Confirming Diagram and Assessment; and Ordering Continuation of the Wildland Fire Suppression Assessment District for Fiscal Year 2026.

DISCUSSION:

On July 11, 2006, the City Council adopted Resolution 06-064 which declared the Council’s intention to order expansion of vegetation road clearance, implementation of a defensible space inspection and assistance program, and implementation of a vegetation management program within the Foothill and Extreme Foothill Zones of the High Fire Hazard Area. The Resolution described the special benefit to be assessed and approved an Engineer’s Report, confirmed the diagram and assessment, and ordered levy of the Wildland Fire Suppression Assessment District (District) for Fiscal Year 2007. As required by the Resolution, the assessment must be renewed annually by Council. The City has renewed the Wildland Fire Suppression Assessment for the past seventeen years.

Assessment funds continue to reduce the risk and severity of wildland fires through the reduction of flammable vegetation. The assessment provides three primary services:

1. Vegetation Road Clearance: Each year, the assessment provides approximately 14 miles of road clearance. The frequency is such that most roads in the District are cleared of impeding vegetation every three years. Clearing vegetation from the roadways is required of property owners by law and allows for safer egress of residents and ingress of first responders during an emergency. In Fiscal Year 2025, the team cleared 14 Miles of roadways, representing 120 tons of vegetation cleared.

Agenda Item No. 24
File Code No. 520.03
Council Agenda Report
Renewal of Levy for Fiscal Year 2026 for the Wildland Fire Suppression Assessment District [Resolution]
July 29, 2025