Agenda packet, first session — Santa Barbara City Council, April 28, 2026 (part 1 of 2)

CITY OF SANTA BARBARA

CITY COUNCIL
Randy Rowse
Mayor
Kelly McAdoo
City Administrator
Kristen W. Sneddon
Mayor Pro Tempore
Oscar Gutierrez
Ordinance Committee Chair
John S. Doimas
City Attorney
Eric Friedman
Finance Committee Chair
Meagan Harmon
Mike Jordan
Wendy Santamaria
City Hall
735 Anacapa Street
http://www.SantaBarbaraCA.gov
APRIL 28, 2026, 2:00 PM
AGENDA
IN-PERSON PUBLIC COMMENT: At the beginning of each meeting of the City Council, Finance Committee, or Ordinance Committee, any member of the public may address the City Council concerning any item not on the Council's agenda. Any person wishing to make such address should first complete and deliver a "Request to Speak" form prior to the time that public comment is taken up by the City Council. Each speaker will be given a total of 3 minutes to address the Council. Pooling of time is not allowed during general public comment. The time allotted for general public comment at the beginning of the 2:00 p.m. session is 30 minutes.

Any member of the public who did not speak during the 2:00 p.m. session but who submitted a request to do so during the 2:00 p.m. 30 minute session may do so at the end of the meeting when the additional “Public Comment (If Necessary)” is announced. The City Council, upon majority vote, may decline to hear a speaker on the grounds that the subject matter is beyond their jurisdiction.

REMOTE PUBLIC COMMENT: Members of the public wishing to speak must “raise their hand” in the Zoom platform by selecting the virtual hand icon when their item is called. The keyboard shortcut for this is Alt+Y for Windows and Option+Y for Macs. City staff will activate the speaker’s microphone when the speaker’s name is called. The speaker will then need to unmute themselves. The keyboard shortcut for this is Alt+M for Windows or Command-Shift-A for Macs.

HOW TO REMOTELY OBSERVE AND/OR SPEAK LIVE AT A MEETING
• Web: https://santabarbaraca-gov.zoom.us/j/89359334270 (Participation via Zoom) • Telephone: Dial 1-669-900-6833, Enter Webinar ID: 893 5933 4270 (press *9 to raise/lower hand; press *6 to mute/unmute) • Online Streaming: Council meetings are streamed live at www.SantaBarbaraCA.gov/CAP • TV: Each regular City Council meeting is broadcast live in English and Spanish on City TV Channel 18 and rebroadcast in English on Wednesdays and Thursdays at 7:00 p.m. and Saturdays at 8:00 a.m., and in Spanish on Sundays at 3:00 p.m.

Each televised Council meeting is closed captioned for the hearing impaired. Check the City TV program guide at www.santabarbaraca.gov/citytv for rebroadcasts of Finance and Ordinance Committee meetings.

WRITTEN PUBLIC COMMENT: Public comments may also be submitted via email to [email protected] prior to the beginning of the Council Meeting. All public comments submitted via email will be provided to City Council and will become part of the public record.
(CONTINUED ON NEXT PAGE)
ORDER OF BUSINESS: Regular meetings of the Finance Committee and the Ordinance Committee begin at 12:00 p.m. The regular City Council meeting begins at 2:00 p.m. in the Council Chambers at City Hall.

REPORTS: Copies of the reports relating to agenda items are available for review at http://www.SantaBarbaraCA.gov/CAP.In accordance with state law requirements, this agenda generally contains only a brief general description of each item of business to be transacted or discussed at the meeting. Should you wish more detailed information regarding any particular agenda item, you are encouraged to obtain a copy of the Council Agenda Report (a "CAR") online at the City's website (http://www.SantaBarbaraCA.gov/CAP). Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are posted to the City’s website as soon as reasonably feasible.

CONSENT CALENDAR: The Consent Calendar is comprised of items that will not usually require discussion by the City Council. A Consent Calendar item is open for discussion by the City Council upon request of a Councilmember, City staff, or member of the public. Items on the Consent Calendar may be approved by a single motion. Should you wish to comment on an item listed on the Consent Agenda, after turning in your "Request to Speak" form, you should come forward to speak or raise your hand in Zoom at the time the Council considers the Consent Calendar.

LANGUAGE TRANSLATION AND INTERPRETATION: The City of Santa Barbara offers live Spanish translation and interpretation for City Council Meetings via the Wordly platform. Follow the directions below to access the service. • Go to: https://attend.wordly.ai/join/QQBV-6746
o Ensure the Session ID QQBV-6746 is displayed.
o Select “Spanish” and click on the “Attend” button.
o You can now read the captions on your device and/or listen to the translation of the City Council meeting. o Click the speaker button to hear a text-to-speech version of the translated dialogue. • If you have any questions or concerns, please contact City TV at 805-564-5311.

SPANISH INTERPRETATION: If you need interpretation of your communications to Council from Spanish into English, please contact the City Clerk’s Office at 564-5309 or by email at [email protected]. If possible, notification of at least 48 hours will usually enable the City to make arrangements.

INTERPRETACIÓN EN ESPAÑOL: Si necesita una interpretación del español al inglés, para sus comunicaciones al Consejo, comuníquese con la Oficina del Secretario Municipal al 564-5309, o por correo electrónico a [email protected]. Si es posible, la notificación de al menos 48 horas generalmente permitirá a la Ciudad hacer los arreglos.

AMERICANS WITH DISABILITIES ACT: If you need auxiliary aids or services or staff assistance to attend or participate in this meeting, please contact the City Administrator's Office at 564-5305 or by email at [email protected]. If possible, notification at least 48 hours prior to the meeting will usually enable the City to make reasonable arrangements. For those who need accessibility accommodation in using the “raise hand” function and/or registering to participate in the Zoom session, please contact the Clerk’s office by 5:00 p.m. the day before the meeting for assistance. Additionally, a speaker may email [email protected] by 5:00 p.m. the day before a meeting, stating which item they wish to speak on. Specialized services, such as sign language interpretation or documents in Braille, may require additional lead time to arrange. 04/28/2026 Santa Barbara City Council Final Agenda Page 1 APRIL 28, 2026 AGENDA
REGULAR CITY COUNCIL MEETING - 2:00 P.M.

CALL TO ORDER

PLEDGE OF ALLEGIANCE

ROLL CALL

CEREMONIAL ITEMS

1. Subject: Fair Housing Month 2026

CHANGES TO THE AGENDA

CONSENT CALENDAR

2. Subject: Waiver of Reading in Full of Ordinances and Resolutions Recommendation: That Council waive the reading in full of all ordinances and resolutions on the agenda and authorize reading by title only, pursuant to City Charter Section 511, unless otherwise requested by a member of the City Council; this waiver shall not apply to emergency ordinances, which shall be read in full as required by Section 511.

3. Subject: Adoption of Ordinance Approving First Amendment to Lease Agreement Number 25,583 with Mulligan’s Café Inc. at Santa Barbara Golf Club [Ordinance Adoption; Agreement]
Recommendation: That Council adopt, by reading of title only, an Ordinance of the Council of the City of Santa Barbara Approving a First Amendment to Lease Agreement No. 25,583 with Mulligan’s Café Inc., a California Corporation, for the Restaurant Facility at Santa Barbara Golf Club, 3500 McCaw Avenue, Extending the Term through September 30, 2029, and Updating Operational Provisions. 04/28/2026 Santa Barbara City Council Final Agenda Page 2

4. Subject: Adoption of an Ordinance Approving a Service and Support Agreement with ProDIGIQ, Inc. at the Airport [Ordinance Adoption; Agreement]
Recommendation: That Council adopt, by reading of title only, an Ordinance of the Council of the City of Santa Barbara Approving and Authorizing the Airport Director to Execute a Service and Support Agreement with ProDIGIQ, Inc., Commencing Upon the Effective Date of the Enabling Ordinance.

5. Subject: Authorization to Amend the Legal Services Agreement with Colantuono, Highsmith & Whatley, PC; and Appropriate Available General Fund Reserves [Resolution; Agreement]
Recommendation: That Council:

A. Authorize the City Attorney to execute an amendment to the legal services agreement with the law firm Colantuono, Highsmith & Whatley, PC to provide legal servcies relating to litigation regarding the City’s Rent Increase Moratorium and Rent Stabilization Ordinance by increasing the agreement not to exceed amount by $300,000 for a new contract amount of $400,000; 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 an Increase to the Litigation Services Agreement for the City’s Rent Stabilization Ordinance in the Amount of $400,000; and
C. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Approving the Plan to Replenish Reserves as Required by Resolution No. 23-124, the Policies for Reserves.

6. Subject: Second Amendment to Contract with Environmental Science Associates for the Santa Barbara Airport and Goleta Slough Sea-Level Rise Adaptation Plan [Agreement]
Recommendation: That Council authorize the Airport Director to execute a Second Amendment to Contract No. 28,268 with Environmental Science Associates to increase the total contract amount by $11,595 for additional professional services for the Santa Barbara Airport and Goleta Slough Sea-Level Rise Adaptation Plan.

7. Subject: First Amendment to East Beach Rental Concession License Agreement for Bliss Beach, LLC [Agreement]
Recommendation: That Council approve and authorize the Parks and Recreation Director to execute the First Amendment to the City of Santa Barbara East Beach Rental Concession License Agreement No. 28,629 with Bliss Beach, LLC. 04/28/2026 Santa Barbara City Council Final Agenda Page 3

8. Subject: March 2026 Investment Report
Recommendation: That Council accept the March 2026 Investment Report.

9. Subject: Self-Insured Workers' Compensation Program Annual Report Recommendation: That Council receive the annual Self-Insured Workers’ Compensation Program Annual Report for the fiscal year ended June 30, 2025.

GENERAL PUBLIC COMMENT

PULLED CONSENT ITEMS

CITY COUNCIL ADMINISTRATIVE AND ATTORNEY REPORTS

SUSTAINABILITY AND RESILIENCE

10. Subject: Own Your Impact Campaign
Recommendation: That Council receive a presentation on the Sustainability & Resilience Department’s Own Your Impact Campaign.
04/28/2026 Santa Barbara City Council Final Agenda Page 4

CITY ADMINISTRATOR

11. Subject: Draft State Street Master Plan
Recommendation: That Council:

A. Receive the draft State Street Master Plan as the primary framework for the long-term revitalization of the State Street corridor;
B. Provide final direction to staff on any additional refinements or policy direction to be incorporated prior to returning to Council with the Final State Street Master Plan;
C. Authorize staff to proceed with submitting the draft Master Plan to the Historic Landmarks Commission, Planning Commission, Access Advisory Committee, Downtown Parking Committee, and Transportation and Circulation Committee for review, anticipated in June 2026, prior to returning to Council with the Final State Street Master Plan and advancing to detailed design and engineering phases;
D. Authorize staff to proceed with receiving public comments from any member of the public via correspondence to
[email protected] and closing the public comment period for the Draft State Street Master Plan on June 30, 2026; E. Direct staff to return with a General Plan Amendment, including an update to the Circulation Element, and an amendment to Title 31 no later than when the final State Street Master Plan returns to City Council; F. Direct staff to return to Council with a more detailed funding strategy, including identification of grant funding, capital improvement program allocations, and public-private partnership opportunities; and G. Confirm the updated project Work Plan timeline targeting Final Master Plan adoption in August 2026 and detailed design and engineering phases to begin in early 2027.

COUNCIL AND STAFF COMMUNICATIONS

COUNCILMEMBER COMMITTEE ASSIGNMENT REPORTS & ENGAGEMENTS

PUBLIC COMMENT (IF NECESSARY)

ADJOURNMENT

PROCLAMATION
FAIR HOUSIN6 MONJTH
APRIL 2026
WHEREAS, April is National Fair Housing Month, celebrating the 5/f" Anniversary of the passage of the Federal Fair Housing Act in 1968, prohibiting discrimination concerning the sale, rental, and .finandng of housing based on race, color, religion, national origin, sex, disability, or familial status; and WHEREAS, the U. S Department of Housing and Urban Development 2026 theme • for National Fair Housing Month is "Faith, Freedom, & Fair Housing, highlighting the importance of supporting equal access to housing for all including a fair housing market and homeownership; and
WHEREAS, according to the 2025 Fair Housing Trends Report, despite local state, and federal laws prohibiting discrimination, more than 32,000 fair housing complaints were filed the prior year alleging discrimination based on one or more of the Fair Housing Act's seven protected classes, including an increase of nearly 8.5% in complaints based on national origin; and
WHEREAS, the City of Santa Barbara is committed to advandng equity in housing and upholding fair housing practices and is proud to provide the community with the Rental Housing Mediation Program, established in 1976, which provides at no cost to partidpants, education, eviction prevention, mediation with the successful out-of court resolution of rental housing disputes, thereby assisting in the prevention of homelessness;
NOW, THEREFORE, I, RANDY ROWSE, by virtue of the authority vested in me as Mayor of the City of Santa Barbara, California, do hereby proclaim April 2026 as FAIR HOUSING MONTH. I thank local fair housing advocates for their service to the community, and urge community members to educate themselves to better understand and exercise their rights to equal housing opportunities.

IN WITNESS WJIEREOF, I have here�nto set my hand and caused the Official Seal of the City of San!,t'Barbara, California, to )fe affixed this 2lf" day of April, 2026.

Agenda Item No. 1
Ordinance No.

AN ORDINANCE OF THE COUNCIL OF THE CITY OF

SANTA BARBARA APPROVING A FIRST AMENDMENT TO
LEASE AGREEMENT NO. 25,583 WITH MULLIGAN’S CAFÉ
INC., A CALIFORNIA CORPORATION, FOR THE

RESTAURANT FACILITY AT SANTA BARBARA GOLF
CLUB, 3500 MCCAW AVENUE, EXTENDING THE TERM
THROUGH SEPTEMBER 30, 2029, AND UPDATING
OPERATIONAL PROVISIONS.

THE COUNCIL OF THE CITY OF SANTA BARBARA DOES ORDAIN AS FOLLOWS:

1. In accordance with the provisions of Section 521 of the Charter of the City of Santa Barbara, an Ordinance of the Council of the City of Santa Barbara Approving a First Amendment to Lease Agreement 25,583 With Mario and Elena Medina doing business as Mulligan’s Café Inc., commencing upon the effective date of the enabling Ordinance, a copy of which is on file with the City Clerk, is hereby approved.

Agenda Item No. 3
Ordinance No.

AN ORDINANCE OF THE COUNCIL OF THE CITY OF

SANTA BARBARA APPROVING AND AUTHORIZING THE

AIRPORT DIRECTOR TO EXECUTE A SERVICE AND
SUPPORT AGREEMENT WITH PRODIGIQ, INC.,

COMMENCING UPON THE EFFECTIVE DATE OF THE

ENABLING ORDINANCE

THE CITY COUNCIL OF THE CITY OF SANTA BARBARA DOES ORDAIN AS FOLLOWS:

SECTION 1. In accordance with the provision of Section 521 of the Charter of the City of Santa Barbara, An Ordinance of the Council of the City of Santa Barbara approving and authorizing execution of a 6-year agreement and two, 24-month options to renew with Prodigiq, Inc., for MYKONOS Lease Management System, GASB 87 Module, Tenant Portal, and Finance Module, is hereby approved.

Agenda Item No. 4
City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: City Attorney’s Office
Subject: Authorization to Amend the Legal Services Agreement with Colantuono, Highsmith & Whatley, PC; and Appropriate Available General Fund Reserves [Resolution; Agreement]
Recommendation: That Council:

A. Authorize the City Attorney to execute an amendment to the legal services agreement with the law firm Colantuono, Highsmith & Whatley, PC to provide legal servcies relating to litigation regarding the City’s Rent Increase Moratorium and Rent Stabilization Ordinance by increasing the agreement not to exceed amount by $300,000 for a new contract amount of $400,000;
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 an Increase to the Litigation Services Agreement for the City’s Rent Increase Moratorium and Rent Stabilization Ordinance in the Amount of $400,000; and
C. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Approving the Plan to Replenish Reserves as Required by Resolution No. 23-124, the Policies for Reserves.

Agenda Item No. 5
Council Agenda Report
Authorization to Amend the Legal Services Agreement with Colantuono, Highsmith & Whatley, PC; and Appropriate Available General Fund Reserves [Resolution; Agreement] April 28, 2026

Page 2 ends

Discussion:

In March 2026, the City entered into an agreement with Colantuono, Highsmith & Whatley, PC to provide legal services relating to the relating to litigation regarding the City’s Rent Increase Moratorium and Rent Stabilization Ordinance. Expenditures on the contract are anticipated to exceed the current contract amount of $100,000 due to the potential for protracted litigation. Increasing the contract amount by an additional $300,000 is necessary to avoid an interruption of service.

Budget/Financial Information:

The cost for legal support and related costs for this case will be paid by available General Fund Reserves in Fiscal Year (FY) 2026. These reserves will be transferred into the SelfInsurance Fund to cover the costs of the legal services agreement.

The City Council adopted reserve policy for the General Fund articulates a target of 10% of annual operating expenditures to stay in reserves to address the fiscal impacts of unexpected events in order to minimize the impacts to the organization and community.

As of April 28, 2026, the General Fund contingency reserves have been fully depleted.

The City’s policy requires that the Council develop a plan to replenish reserves when reserves are utilized for expenses.

As a result of the Council reserve replenishment policy, staff recommends transferring $300,000 of available FY2026 funds and recommended FY2027 funds from the City’s Flexible Housing Fund into the General Fund to replendish the reserves required to be transferred in to the Self-Insurance Fund to fund the legal services agreement.

Council Agenda Report
Authorization to Amend the Legal Services Agreement with Colantuono, Highsmith & Whatley, PC; and Appropriate Available General Fund Reserves [Resolution; Agreement] April 28, 2026

Page 3 ends

The City Administrator’s Recommended Budget for FY2027 includes a $1,500,000 allocation from Measure I sales tax revenues into the Flexible Housing Fund. $1,000,000 of the Flexible Housing Fund is programmed to be used for operations of Casa Cacique.

Reducing the fund balance in the Flexible Housing Fund could prevent staff from investing additional resources in affordable housing development and homeless prevention programs.

Prepared and
Submitted By: John S. Doimas, City Attorney
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 AN INCREASE TO THE LITIGATION SERVICES
AGREEMENT FOR CITY’S RENT STABILIZATION
ORDINANCE IN THE AMOUNT OF $400,000
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:

1. The Council approves a transfer of General Fund Reserves in FY2026 in the amount of $400,000 into the Self-Insurance Fund; and

2. The Council approves an increase in expenditure appropriations in the SelfInsurance Fund in Fiscal Year 2026 in the amount of $400,000, to fund litigation services regarding the City’s Rent Stabilization Ordinance.

Resolution No.

A RESOLUTION OF THE COUNCIL OF THE CITY OF SANTA

BARBARA APPROVING THE PLAN TO REPLENISH
RESERVES AS REQUIRED BY RESOLUTION NO. 23-124,

THE POLICIES FOR RESERVES
WHEREAS, the City has established policies regarding reserves for the various City funds for the purpose of providing consistent designations for different categories of reserves, ensuring fiscal security for the funds, and defining standards for minimum amounts to be maintained in reserves; and
WHEREAS, contingency reserves are intended to be used for unexpected events or situations; and
WHEREAS, any use of reserves is recommended to include an assessment of the fiscal condition and outlook of the fund’s fiscal condition and an evaluation of the impacts of the event that triggered the need to use reserves, a balancing strategy to minimize the use of reserves including expenditure reductions and revenue enhancements and a plan to replenish reserves; and
WHEREAS, the replenishment plan should include information how reserves are to be restored.

NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA THAT:

1. The funding source that is most appropriate to fund the legal services agreement amendment to provide legal services relating to the litigation regarding the City’s Rent Stabilization Ordinance is the General Fund; and

2. The General Fund actual contingency reserve balance is below the target specified in the reserve policy; and

3. The Council approves a transfer of available funds in the City’s Flexible Housing Fund in FY2026 in the amount of $400,000 into the General Fund to ensure actual contingency reserves are restored to their current level.

City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: Airport Department
Subject: Second Amendment to Contract with Environmental Science Associates for the Santa Barbara Airport and Goleta Slough SeaLevel Rise Adaptation Plan [Agreement] Recommendation:

That Council authorize the Airport Director to execute a Second Amendment to Contract No. 28,268 with Environmental Science Associates to increase the total contract amount by $11,595 for additional professional services for the Santa Barbara Airport and Goleta Slough Sea-Level Rise Adaptation Plan.

Discussion:

Background
The City has been undergoing several major sea-level rise planning efforts to prepare for increased flooding and erosion, modernize the City’s Local Coastal Programs (LCPs), and satisfy State permitting requirements.

The Airport and Goleta Slough Climate Adaptation Plan, originally named the Sea-level Rise Adaptation Plan (Plan), includes an infrastructure vulnerability assessment, risk analysis, climate adaptation plan, and a LCP update for the Airport segment of the City of Santa Barbara’s coastal zone. The Airport LCP was last updated and certified by the California Coastal Commission (CCC) in 2003 and must be modernized to meet new State requirements, including climate change considerations.

The Airport area was not included in the 2021 City Adaptation Plan because it was already engaged in a multi-agency planning effort for the Goleta Slough area . The Plan is funded by three sources: the Airport Capital Improvement budget and two separate CCC grants, shown below.

Agenda Item No. 6
Council Agenda Report
Second Amendment to Contract with Environmental Science Associates for the Santa Barbara Airport Sea-Level Rise Adaptation Plan [Agreement] April 28, 2026

Page 2 ends

Table 1: Amount and Description of Funding
Date Action Description Amount
January 23,
2022 Funded
Council authorized the
Airport Director to fund the
first phase of the Plan
$255,000
March 9, 2023 Funded CCC funded the second
phase of the Plan $245,000
Funding
February 9,
2024 Funded CCC funded the third phase of the Plan $243,000 July 7, 2023 First
Amendment
Added to include assistance
in writing the Biological
Resources section of the
LCP
$13,905
Amendments
April 28, 2026
Second
Requested
Amendment
Amended to alter the scope
for work for Phase B – Task
5, Phase C – Task 1 and
change the completion date
to August 10, 2027
$11,595
Total Amendments $25,500
Revised Contract Amount $768,500
Proposed Contract Amendment
The Plan has progressed through nearly all tasks in the original scope of work, but as the contract nears completion, additional time is needed to finalize remaining tasks and address changes based on updated analysis. This amendment extends the agreement from June 30, 2026 to August 10, 2027 and increases the contract amount by $11,595, bringing the revised total not to exceed $768,500. It incorporates additional studies for Task 5 related to Local Coastal Plan policy creation. The amendment further updates the scope of work for Phase B, Task 5 (Sea-Level Rise Adaptation Plan), including Subtask

5.1 on adaptation measures and strategies, and revises Phase C, Task 1 for community engagement and project management.

Budget/Financial Information:

Council Agenda Report
Second Amendment to Contract with Environmental Science Associates for the Santa Barbara Airport Sea-Level Rise Adaptation Plan [Agreement] April 28, 2026

Page 3 ends

The Plan has progressed through most of its tasks, and additional funds are required to complete the remaining work. Funds are available in the extra services portion of the project budget funded by the Airport budget.

Sustainability Impact:

The Plan advances goals contained in the General Plan, LCP, Climate Action Plan, and Adaptation Plan to address both the causes and impacts of climate change.

Environmental Review:

There is no requirement for environmental review because this project is a planning development study and will not result in construction, demolition, or alteration to the environment. Additionally, feasibility studies and LCP Amendments are statutorily exempt from California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sections 15262 and 15265.

A copy of the agreement may be requested from the Airport Department for public review; please contact [email protected] to request a copy.

Prepared By: Jessica Metzger, AICP, Project Planner
Submitted By: Christopher Hastert, Airport Director
Approved By: Kelly McAdoo, City Administrator
City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: Parks and Recreation Department
Subject: First Amendment to East Beach Rental Concession License Agreement for Bliss Beach, LLC [Agreement]
Recommendation:

That Council approve and authorize the Parks and Recreation Director to execute the First Amendment to the City of Santa Barbara East Beach Rental Concession License Agreement No. 28,629 with Bliss Beach, LLC.

Discussion:

On March 18, 2025, the City entered into License Agreement No. 28,629 with Bliss Beach, LLC for East Beach concession services. The proposed First Amendment would expand the permitted use of the licensed area to allow private events and parties, subject to City approval and applicable permit requirements, and would also revise the payment schedule. The amendment would reduce the annual license fee from the current 2025 amount of $60,273.97 for the April 1, 2025 through December 31, 2025 period to $40,000 for calendar year 2026, with future annual CPI-based adjustments capped at five percent for the duration of the agreement term. All other terms of the original agreement would remain in effect.

Budget/Financial Information:

The proposed amendment revises the agreement’s license fee provisions. The amendment sets the 2026 annual license fee at $40,000, provides for future CPI-based annual increases capped at five percent, and allows the fee to be paid in quarterly installments at the licensee’s option. Event-related fees associated with approved private events and parties would apply in addition to the license fee and would not be waived.

The reduction in the annual license fee is anticipated to result in approximately $44,000 less revenue in Fiscal Year 2027.

Agenda Item No. 7
Council Agenda Report
First Amendment to East Beach Rental Concession License Agreement for Bliss Beach, LLC [Agreement]
April 28, 2026

Page 2 ends

A copy of the contract/agreement may be requested from the Parks and Recreation Department for public review by emailing [email protected].

Prepared By: Adam Porte, Recreation Manager
Submitted By: Jill Zachary, Parks and Recreation Director Approved By: Kelly McAdoo, City Administrator
City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: Finance Department
Subject: March 2026 Investment Report
Recommendation:

That Council accept the March 2026 Investment Report.

Discussion:

The attached investment report includes Investment Activity, Interest Revenue, a Summary of Cash and Investments, and Investment Portfolio detail as of March 31, 2026.

Attachments:

1. March 2026 Investment Report.

2. March 2026 Clean Energy CCA Report.

3. March 2026 PARS Section 115 Trust.

4. March 2026 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. 8
ENDING BALANCE AS OF March 31, 2026
Yield to
Book Maturity
Description Value (365 days)US Bank Checking Account $ 23,433,764 0.600% State of California Local Agency Investment Fund (LAIF) 61,716,668 3.826%Chandler Asset Management - Managed Portfolio 280,841,442 3.760% Total Cash and Investments $ 365,991,874
March 31, 2026
ATTACHMENT 1

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

INVESTMENT REPORT
City of Santa Barbara | As of March 31, 2026
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%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
Unemployment Rate
Underemployment Rate (U6)
Unemployment Rate (U3)
Rate (%)
March nonfarm payrolls rose by 178,000, a decisive reversal from February’s revised 133,000 decline that had been distorted by a Kaiser Permanente strike affecting over 30,000 healthcare workers and severe winter weather. Healthcare contributed 76,000 positions as striking nurses returned, while construction and leisure rebounded from weather-induced troughs. The unemployment rate edged lower to

4.3%, though partly from a labor force reduction rather than a hiring acceleration. Meanwhile, the underemployment rate edged up to

8.0% from 7.9% in February. Average hourly earnings rose 0.2% over the month and 3.5% year over year—the slowest annual pace since May 2021.

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%
Personal Consumption Expenditures (PCE)
PCE Price Deflator
YOY % Change
PCE Core Deflator
YOY % Change
Fed Target
YOY (%) Change
Inflation firmed slightly in February on a headline basis, with the Consumer Price Index (CPI) rising 0.3% for the month, following a 0.2% increase in January. On an annual basis, headline CPI rose 2.4%, unchanged from January. Core CPI, which excludes volatile food and energy prices, increased 0.2% in February, down from January’s 0.3% pace, while the annual rate held steady at 2.5%. The Personal Consumption Expenditures (PCE) Index rose 0.3% in January, easing from a 0.4% gain in December. On a year-over-year basis, headline PCE also edged down to 2.8% from 2.9% the prior month. Core PCE held steady at 0.4% on the month but ticked up to 3.1% annually from

3.0% in December, driven largely by higher healthcare services costs.

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
The Federal Reserve left its benchmark interest rate unchanged in March, keeping the target range at 3.50% to 3.75% following three late‑2025 rate cuts that were justified by signs of softening in the labor market. However, policymakers have grown wary of potential inflationary pressures stemming from tariffs, the war in Iran, and the ensuing spike in commodity prices. The Federal Reserve now projects just one rate cut in 2026, even as inflation expectations rise. The Committee also reaffirmed its December decision to halt balance sheet runoff and to reinvest principal and interest payments from its securities holdings, signaling a continued emphasis on maintaining ample reserves and supporting orderly market functioning.

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 (%)

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%

5.5%
US Treasury Yield Curve
Mar-26
Dec-25
Mar-25
Yield (%)
At March month-end, the 2-year Treasury yield stood at 3.79%, down approximately 9 basis points from one year ago, while the 10-year finished at 4.32%, roughly 11 basis points higher year-over-year. The spread between the two narrowed to 52 basis points, wider by 20 basis points year-over-year. The prior 2-year to 10-year inversion from July 2022 through August 2024 was historically long. The average spread since 2005 is approximately 95 basis points, suggesting the current slope sits well below its long-run norm. The 3-month to 10- year spread stood near 64 basis points at March month-end.

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 #11206 | As of March 31, 2026 Rules Name Limit Actual Compliance
Status Notes

AGENCY MORTGAGE SECURITIES
Max % (MV) 100.0 7.2 Compliant
Max % Issuer (MV) 30.0 7.2 Compliant
Max Maturity (Years) 5.0 4.0 Compliant

ASSET-BACKED SECURITIES (ABS)
Max % (MV; Non Agency ABS & MBS) 20.0 3.6 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 #11206 | As of March 31, 2026 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 20.4 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 12.8 Compliant
Max % Issuer (MV) 30.0 7.0 Compliant
Max Callables (MV) 20.0 8.7 Compliant
Max Maturity (Years) 5 3 Compliant

LOCAL AGENCY INVESTMENT FUND (LAIF)
Max Concentration (MV) 75.0 61.7 Compliant

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

MONEY MARKET MUTUAL FUNDS
Max % (MV) 20.0 0.4 Compliant
Max % Issuer (MV) 10.0 0.4 Compliant
Min Rating (AAA by 2) 0.0 0.0 Compliant

MORTGAGE-BACKED SECURITIES (NON-AGENCY)
Max % (MV; Non Agency ABS & MBS) 20.0 3.6 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 #11206 | As of March 31, 2026 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 3 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 2.7 Compliant
Max % Issuer (MV) 10.0 2.7 Compliant
Max Maturity (Years) 5 4 Compliant
Min Rating (AA- by 1) 0.0 0.0 Compliant
U.S. TREASURIES
Max % (MV) 100.0 33.7 Compliant
Max Maturity (Years) 5 4 Compliant

PORTFOLIO CHARACTERISTICS
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 Benchmark* 3/31/2026
Portfolio
12/31/2025
Portfolio
Average Maturity (yrs) 2.65 2.90 2.88
Average Modified Duration 2.47 2.54 2.54
Average Purchase Yield 3.76% 3.64%
Average Market Yield 3.84% 4.00% 3.74%
Average Quality** AA+ AA+ AA+
Total Market Value 280,841,442 280,034,140
*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 March 31, 2026 Sector as a Percentage of Market Value
Sector 03/31/2026 12/31/2025
US Treasury 41.23% 39.33%
Corporate 24.96% 22.50%
Agency 15.70% 19.34%
Agency CMBS 8.79% 8.87%
ABS 4.46% 4.51%
Supras 3.33% 4.08%
Muni Bonds 0.99% 1.00%
Money Mkt Fd 0.54% 0.37%

QUALITY DISTRIBUTION
Rating 03/31/2026 12/31/2025
AAA 9.08% 9.67%
AA 74.22% 75.51%
A 15.35% 14.18%
BBB 0.71% --
NA 0.64% 0.65%
Rating 03/31/2026 12/31/2025
Aaa 6.43% 6.99%
Aa 77.73% 78.41%
A 13.02% 11.76%
NA 2.81% 2.84%
Rating 03/31/2026 12/31/2025
AAA 11.18% 11.11%
AA 68.67% 69.93%
A 8.86% 7.53%
NA 11.28% 11.43%
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 S&P Rating Moody’s Rating Fitch Rating
0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
Portfolio 5.9% 3.5% 7.5% 14.4% 24.7% 32.7% 11.4% 0.0% 0.0% ICE BofA 1-5 Year Unsubordinated US Treasury &
Agency Index 0.0% 0.0% 2.5% 35.8% 29.1% 20.5% 12.1% 0.0% 0.0%

DURATION DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 Portfolio Compared to the Benchmark
TOTAL RATE OF RETURN* 3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception City of Santa Barbara Managed 0.30% 4.31% 4.57%
Benchmark 0.20% 3.87% 4.21%
*Periods over 1 year are annualized.

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.

Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index

INVESTMENT PERFORMANCE
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 Total Rate of Return : Inception | 08/01/2024

PORTFOLIO HOLDINGS

HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 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
1,239,985.22
100.47

4.11%
1,245,885.04
1,735.31

0.45%
5,899.82
NA/AAA
AAA

2.14 0.92
096912AD2 BMWLT 2025-1 A3 4.43
06/26/2028 680,000.00 06/03/20254.82%
679,985.04
679,989.01
100.33

4.16%
682,248.76
502.07

0.24%
2,259.75
NA/AAA
AAA

2.24 1.06
05594HAD5 BMWLT 2025-2 A3 3.97
09/25/2028 1,420,000.00 10/08/20254.32%
1,419,996.02
1,419,996.64

99.87 4.11%
1,418,083.00
939.57

0.51%
(1,913.64)
NA/AAA
AAA

2.49 1.26
89240NAD4 TLOT 2025-B A3 3.96 11/20/2028 1,800,000.00 09/09/2025

3.97%
1,799,677.80
1,799,732.24

99.52 4.29%
1,791,365.40
2,178.00

0.64%
(8,366.84)
Aaa/NA
AAA

2.64 1.61
58768YAD7 MBALT 2025-A A3 4.61
04/16/2029 1,355,000.00 05/14/20254.66%
1,354,834.83
1,354,871.32
100.72

4.21%
1,364,815.62
2,776.24

0.49%
9,944.30
NA/AAA
AAA

3.04 1.61
44935XAD7 HART 2025-B A3 4.36 12/17/2029 1,030,000.00 06/03/2025

4.36%
1,029,906.99
1,029,923.56
100.38

4.15%
1,033,886.19
1,995.91

0.37%
3,962.63
NA/AAA
AAA

3.71 1.49
362549AD9 GMCAR 2025-2 A3 4.28
04/16/2030 650,000.00 05/06/20254.71%
649,904.32
649,921.46
100.19

4.17%
651,205.75
1,159.17

0.23%
1,284.29
Aaa/AAA
NA

4.04 1.28
92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 2,135,000.00 06/03/2025

4.33%
2,134,964.56
2,134,970.37
100.52

4.12%
2,146,089.19
4,118.18

0.77%
11,118.82
NA/AAA
AAA

4.12 1.99
17305EHA6 CCCIT 2025-A1 A1 4.3 06/21/2030 2,105,000.00 06/18/2025

4.31%
2,104,428.91
2,104,516.41
100.30

4.16%
2,111,218.17
25,143.06

0.76%
6,701.76
Aaa/AAA
NA

4.22 2.08
Total ABS 12,415,000.00 4.41%
12,413,677.89
12,413,906.22
100.24

4.17%
12,444,797.12
40,547.50

4.46%
30,890.90

3.28 1.59
AGENCY
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

99.98 3.77%
1,999,534.00
27,388.89

0.72%
(466.00)
Aa1/AA+
AA+

0.12 0.12
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

99.61 3.87%
1,992,182.00
7,277.78

0.71%
(7,818.00)
Aa1/AA+
AA+

0.14 0.14
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

99.47 3.78%
1,989,388.00
6,166.67

0.71%
(10,612.00)
Aa1/AA+
AA+

0.19 0.19
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

99.41 3.76%
1,988,276.00
5,300.00

0.71%
(11,724.00)
Aa1/AA+
AA+

0.21 0.20

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

99.46 3.81%
2,983,701.00
11,467.50

1.07%
(16,299.00)
Aa1/AA+
AA+

0.23 0.22
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

98.74 3.80%
1,974,810.00
1,111.67

0.71%
(25,190.00)
Aa1/AA+
AA+

0.44 0.43
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

98.61 3.77%
1,972,294.00
150.00

0.71%
(27,706.00)
Aa1/AA+
AA+

0.50 0.48
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

98.55 3.83%
1,970,938.00
10,625.00

0.71%
(29,062.00)
Aa1/AA+
AA+

0.58 0.56
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

98.39 3.80%
2,951,562.00
9,641.67

1.06%
(48,438.00)
Aa1/AA+
AA+

0.82 0.80
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

98.76 3.80%
2,962,839.00
12,187.50

1.06%
(37,161.00)
Aa1/AA+
AA+

0.82 0.80
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

98.65 3.76%
2,959,467.00
8,175.00

1.06%
(40,533.00)
Aa1/AA+
AA+

0.88 0.85
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

3.84%
2,003,180.00
444.44

0.72%
3,180.00
Aa1/AA+
AA+

0.99 0.97
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

98.61 3.81%
2,958,414.00
395.83

1.06%
(41,586.00)
Aa1/AA+
AA+

0.99 0.97
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

99.68 3.77%
2,990,316.00
28,583.33

1.07%
(9,684.00)
Aa1/AA+
AA+

1.23 1.18
3130AWWN6 FEDERAL HOME LOAN BANKS 4.5
09/10/2027 2,000,000.00 08/24/20234.51%
1,999,120.00
1,999,686.22
100.96

3.81%
2,019,274.00
5,250.00

0.72%
19,587.78
Aa1/AA+
AA+

1.45 1.38
3130AWC24 FEDERAL HOME LOAN BANKS 4.0
06/09/2028 2,000,000.00 06/26/20234.07%
1,993,600.00
1,997,171.27
100.35

3.83%
2,007,052.00
24,888.89

0.72%
9,880.73
Aa1/AA+
AA+

2.19 2.05
3130ATHX8 FEDERAL HOME LOAN BANKS

4.125 09/14/2029 3,000,000.00 10/17/20243.93%
3,025,380.00
3,017,873.64
100.77

3.88%
3,023,028.00
5,843.75

1.08%
5,154.36
Aa1/AA+
AA+

3.46 3.19
3130ATUT2 FEDERAL HOME LOAN BANKS 4.5
12/14/2029 3,000,000.00 12/16/20244.29%
3,028,440.00
3,021,107.69
102.10

3.88%
3,063,051.00
40,125.00

1.10%
41,943.31
Aa1/AA+
AA+

3.71 3.35
Total Agency 44,000,000.00 2.46%
44,046,540.00
44,035,838.82

99.58 3.81%
43,809,306.00
205,022.92

15.70%
(226,532.82)

1.15 1.08

AGENCY CMBS

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
3137FLMV3 FHMS K-090 A2 3.422 02/25/2029 1,357,000.00 02/12/2025

4.73%
1,292,065.43
1,310,367.63

98.08 4.09%
1,330,932.03
3,869.71

0.48%
20,564.40
Aa1/AAA
AA+

2.91 2.66
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 2,570,000.00 09/20/2024

3.80%
2,537,272.66
2,548,458.21

98.28 4.09%
2,525,808.85
7,506.54

0.91%
(22,649.36)
Aa1/AAA
AA+

2.98 2.68
3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 2,455,886.88 09/19/2024

3.82%
2,369,355.23
2,397,890.07

96.84 4.09%
2,378,167.88
6,102.88

0.85%
(19,722.19)
Aa1/AA+
AAA

3.15 2.76
3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 1,000,000.00 03/13/2025

4.39%
938,828.13
953,921.97

96.08 4.10%
960,771.00
2,320.83

0.34%
6,849.03
Aa1/AA+
AAA

3.24 2.93
3137FMTY8 FHMS K-094 A2 2.903 06/25/2029 3,000,000.00 12/05/2025

3.87%
2,903,554.69
2,912,066.81

96.37 4.10%
2,891,037.00
7,257.50

1.04%
(21,029.81)
Aa1/AA+
AAA

3.24 2.96
3137FPHK4 FHMS K-098 A2 2.425 08/25/2029 2,100,000.00 10/01/2024

3.83%
1,970,718.74
2,010,633.05

94.75 4.11%
1,989,731.10
4,243.75

0.71%
(20,901.95)
Aa1/AA+
AAA

3.40 3.11
3137H9D71 FHMS K-750 A2 3.0 09/25/2029 2,500,000.00 11/15/2024

4.62%
2,336,718.75
2,383,196.86

96.62 4.14%
2,415,525.00
6,250.00

0.87%
32,328.14
Aa1/AA+
AAA

3.49 2.88
3137FPJG1 FHMS K-099 A2 2.595 09/25/2029 2,800,000.00 06/06/2025

4.38%
2,609,140.63
2,645,506.58

95.15 4.12%
2,664,079.60
6,055.00

0.95%
18,573.02
Aa1/AA+
AAA

3.49 3.17
3137FQ3Z4 FHMS K-101 A2 2.524 10/25/2029 2,480,000.00 03/17/2025

4.42%
2,287,218.75
2,331,106.75

94.74 4.12%
2,349,609.04
5,216.27

0.84%
18,502.29
Aa1/AA+
AA+

3.57 3.28
3137FRUT6 FHMS K-106 A2 2.069 01/25/2030 2,700,000.00 07/14/2025

4.28%
2,457,843.75
2,496,196.31

92.74 4.14%
2,503,969.20
4,655.25

0.90%
7,772.89
Aa1/AA+
AAA

3.82 3.56
3137HA4B9 FHMS K-751 A2 4.412 03/25/2030 2,500,000.00 03/25/2025

4.41%
2,496,972.66
2,497,593.61
100.60

4.18%
2,514,980.00
9,191.67

0.90%
17,386.39
Aaa/AA+
AA+

3.98 3.29
24,199,689.42 96.36 24,524,610.70 8.79% 3.42
Total Agency CMBS 25,462,886.88 4.20% 24,486,937.83 4.12% 62,669.40 37,672.87 3.05 CASH
CCYUSD Receivable 6,953.10 -- 6,953.10
6,953.10

1.00 6,953.10

0.00 0.00%

0.00 Aaa/AAA
AAA

0.00 0.00
6,953.10 1.00 6,953.10 0.00% 0.00
Total Cash 6,953.10 6,953.10 0.00 0.00 0.00

CORPORATE

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
74153WCU1 PRICOA GLOBAL FUNDING I 4.4
08/27/2027 3,500,000.00 08/20/20244.41%
3,499,230.00
3,499,639.26
100.38

4.12%
3,513,275.50
14,544.44

1.26%
13,636.24
Aa3/AAAA1.41

1.35 66815L2T5

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

4.11%
2,439,926.80
2,439,964.64

99.81 4.25%
2,435,278.60
5,292.77

0.87%
(4,686.04)
Aa1/AA+
AAA

1.45 1.39
64953BBW7 NEW YORK LIFE GLOBAL FUNDING

4.4 04/25/2028 1,880,000.00 04/22/20254.43%
1,878,684.00
1,879,093.45
100.24

4.27%
1,884,570.28
35,845.33

0.68%
5,476.83
Aa1/AA+
AAA

2.07 1.92
69371RU20 PACCAR FINANCIAL CORP 4.0
11/07/2028 1,515,000.00 11/05/20254.02%
1,514,151.60
1,514,263.84

99.64 4.14%
1,509,588.42
24,240.00

0.54%
(4,675.42)
A1/A+
NA

2.61 2.41
61690DK72 MORGAN STANLEY BANK NA

5.016 01/12/2029 3,250,000.00 02/13/20254.93%
3,257,345.00
3,254,502.44
101.07

4.44%
3,284,784.75
35,773.83

1.18%
30,282.31
Aa3/A+
AA2.791.67
693475CG8 PNC FINANCIAL SERVICES GROUP
INC 4.075 01/26/2029 2,000,000.00 01/27/20264.03%
2,001,820.00
2,001,662.50

99.47 4.34%
1,989,446.00
14,715.28

0.71%
(12,216.50)
A3/AA2.82

1.72 78016HZV5 ROYAL BANK OF CANADA 4.95
02/01/2029 2,750,000.00 12/09/20244.59%
2,787,207.50
2,775,484.93
101.72

4.30%
2,797,355.00
22,687.50

1.00%
21,870.07
A1/A
AA2.842.60
09247XAP6 BLACKROCK FINANCE INC 3.25
04/30/2029 3,400,000.00 07/29/20244.60%
3,205,996.00
3,274,204.90

97.32 4.19%
3,308,829.00
46,348.61

1.19%
34,624.10
Aa3/AANA3.08

2.85 89236TMF9 TOYOTA MOTOR CREDIT CORP

5.05 05/16/2029 3,250,000.00 12/04/20244.55%
3,314,675.00
3,295,467.76
102.13

4.31%
3,319,345.25
61,546.88

1.19%
23,877.49
A1/A+
A+

3.13 2.82
24422EXT1 JOHN DEERE CAPITAL CORP 4.85
06/11/2029 3,250,000.00 07/18/20244.62%
3,281,980.00
3,270,872.85
101.84

4.23%
3,309,647.25
48,163.19

1.19%
38,774.40
A1/A
A+

3.20 2.90
437076DC3 HOME DEPOT INC 4.75
06/25/2029 3,250,000.00 07/18/20244.59%
3,272,652.50
3,264,709.42
101.54

4.23%
3,299,949.25
41,166.67

1.18%
35,239.83
A2/A
A

3.24 2.87
025816EJ4 AMERICAN EXPRESS CO 4.351
07/20/2029 2,245,000.00 07/21/20254.35%
2,245,000.00
2,245,000.00

99.93 4.41%
2,243,397.07
19,264.66

0.80%
(1,602.93)
A2/AA3.30

2.15 532457CQ9 ELI LILLY AND CO 4.2 08/14/2029 3,275,000.00 08/12/2024

4.24%
3,268,882.55
3,270,875.91
100.09

4.17%
3,278,101.43
17,957.92

1.17%
7,225.51
Aa3/A+
NA

3.37 3.10
171239AL0 CHUBB INA HOLDINGS LLC 4.65
08/15/2029 2,800,000.00 08/15/20244.47%
2,821,364.00
2,814,302.21
101.12

4.29%
2,831,480.40
16,636.67

1.01%
17,178.19
A2/A
A

3.38 3.01
14913UAQ3 CATERPILLAR FINANCIAL SERVICES
CORP 4.375 08/16/2029 3,275,000.00 08/12/20244.40%
3,270,820.05
3,272,177.50
100.33

4.27%
3,285,846.80
17,910.16

1.18%
13,669.30
A2/A
A+

3.38 3.09
69371RT48 PACCAR FINANCIAL CORP 4.0
09/26/2029 1,600,000.00 09/23/20244.05%
1,596,704.00
1,597,700.38

99.35 4.20%
1,589,593.60
888.89

0.57%
(8,106.78)
A1/A+
NA

3.49 3.22

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
857449AE2 STATE STREET BANK AND TRUST
CO 4.782 11/23/2029 2,750,000.00 12/09/20244.56%
2,776,977.50
2,769,864.03
101.61

4.30%
2,794,308.00
46,757.33

1.00%
24,443.97
Aa2/AAAA3.65

3.27 59217GFT1 METROPOLITAN LIFE GLOBAL
FUNDING I 4.9 01/09/2030 3,100,000.00 --4.96%
3,092,094.00
3,093,974.99
100.87

4.65%
3,126,852.20
34,599.44

1.12%
32,877.21
Aa3/AAAA3.78

3.38 06406RCG0 BANK OF NEW YORK MELLON
CORP 4.026 01/22/2030 1,925,000.00 01/14/20264.05%
1,925,470.40
1,925,440.79

99.00 4.36%
1,905,730.75
14,854.26

0.68%
(19,710.04)
Aa3/A
AA3.812.61
95000U4D2 WELLS FARGO & CO 4.182
01/23/2030 2,000,000.00 01/27/20264.17%
2,000,380.00
2,000,358.06

99.11 4.49%
1,982,280.00
15,798.67

0.71%
(18,078.06)
A1/BBB+
A+

3.82 2.60
12572QAL9 CME GROUP INC 4.4 03/15/2030 2,000,000.00 11/13/2025

4.12%
2,021,360.00
2,019,463.17
100.30

4.32%
2,006,048.00
3,911.11

0.72%
(13,415.17)
Aa3/AAAA3.96

3.52 743315AW3 PROGRESSIVE CORP 3.2
03/26/2030 2,500,000.00 04/25/20254.49%
2,359,625.00
2,386,087.21

95.66 4.40%
2,391,547.50
1,111.11

0.86%
5,460.29
A2/A
A

3.99 3.69
74464AAC5 PUBLIC STORAGE OPERATING CO

4.375 07/01/2030 1,700,000.00 07/17/20254.58%
1,684,598.00
1,686,786.12

99.87 4.41%
1,697,735.60
18,593.75

0.61%
10,949.48
A2/A
NA

4.25 3.80
713448GH5 PEPSICO INC 4.3 07/23/2030 2,000,000.00 09/19/2025

4.08%
2,018,440.00
2,016,410.01
100.25

4.23%
2,005,074.00
16,244.44

0.72%
(11,336.01)
A1/A+
NA

4.31 3.80
58933YBQ7 MERCK & CO INC 4.15 09/15/2030 2,000,000.00 09/23/2025

4.07%
2,007,100.00
2,006,348.66

99.43 4.29%
1,988,518.00
3,688.89

0.71%
(17,830.66)
Aa3/A+
NA

4.46 4.02
02079KAW7 ALPHABET INC 4.1 11/15/2030 2,100,000.00 11/14/2025

4.04%
2,105,565.00
2,105,146.00

99.32 4.26%
2,085,684.30
34,679.17

0.75%
(19,461.70)
Aa2/AA+
NA

4.63 4.10
023135CT1 AMAZON.COM INC 4.1
11/20/2030 2,000,000.00 12/29/20254.03%
2,006,040.00
2,005,723.37

98.83 4.38%
1,976,564.00
29,838.89

0.71%
(29,159.37)
A1/AA
AA4.644.11
92826CAZ5 VISA INC 4.1 02/12/2031 1,815,000.00 02/03/2026

4.13%
1,812,567.90
1,812,631.83

99.90 4.12%
1,813,204.97
10,128.71

0.65%
573.13
Aa3/AANA4.87

4.35 Total Corporate 69,570,000.00 4.39%
69,466,656.80
69,498,156.23
100.14

4.30%
69,654,035.91
653,188.56

24.96%
155,879.68

3.33 2.88

MONEY MARKET
FUND
31846V807 FIRST AMER:TRS OBG Y 1,498,041.57 --

3.29%
1,498,041.57
1,498,041.57

1.00 3.29%
1,498,041.57

0.00 0.54%

0.00 Aaa/AAAm
AAA

0.00 0.00
Total Money Market
Fund 1,498,041.57 3.29%
1,498,041.57
1,498,041.57

1.00 3.29%
1,498,041.57

0.00 0.54%

0.00 0.00

0.00 HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of March 31, 2026 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

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

4.38%
2,729,308.05
2,725,073.53
101.76

3.93%
2,762,857.31
20,362.50

0.99%
37,783.78
Aa2/AAAA3.34

3.05 Total Municipal
Bonds 2,715,000.00 4.38%
2,729,308.05
2,725,073.53
101.76

3.93%
2,762,857.31
20,362.50

0.99%
37,783.78

3.34 3.05

SUPRANATIONAL
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
1,998,882.05
100.00

4.50%
2,000,048.00
23,750.00

0.72%
1,165.95
Aaa/AAA
NA

2.24 0.23
459058LN1

INTERNATIONAL BANK FOR

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

3.98%
3,846,482.35
3,851,843.75
100.04

3.86%
3,866,391.40
68,642.40

1.39%
14,547.65
Aaa/AAA
NA

3.54 3.22
459058LY7

INTERNATIONAL BANK FOR

RECONSTRUCTION AND
DEVELOPM 3.5 10/28/2030
3,500,000.00
10/27/2025

3.69%
3,469,900.00
3,472,455.04

98.18 3.94%
3,436,349.00
52,062.50

1.23%
(36,106.04)
Aaa/AAA
NA

4.58 4.12
Total Supranational 9,365,000.00 3.99%
9,313,882.35
9,323,180.84

99.34 4.03%
9,302,788.40
144,454.90

3.33%
(20,392.44)

3.65 2.91

US TREASURY
91282CCF6 UNITED STATES TREASURY 0.75
05/31/2026 2,000,000.00 09/24/20210.88%
1,988,281.25
1,999,588.82

99.50 3.82%
1,989,902.00
5,027.47

0.71%
(9,686.82)
Aa1/AA+
AA+

0.17 0.16
91282CCP4 UNITED STATES TREASURY 0.625
07/31/2026 2,000,000.00 09/24/20210.90%
1,973,950.30
1,998,220.21

98.97 3.74%
1,979,390.00
2,071.82

0.71%
(18,830.21)
Aa1/AA+
AA+

0.33 0.33
91282CCW9 UNITED STATES TREASURY 0.75
08/31/2026 2,000,000.00 10/08/20211.00%
1,975,781.25
1,997,941.14

98.77 3.78%
1,975,312.00
1,304.35

0.71%
(22,629.14)
Aa1/AA+
AA+

0.42 0.41
91282CCZ2 UNITED STATES TREASURY 0.875
09/30/2026 2,000,000.00 10/08/20211.02%
1,986,406.25
1,998,639.13

98.59 3.76%
1,971,828.00

47.81 0.71%
(26,811.13)
Aa1/AA+
AA+

0.50 0.49
912828YU8 UNITED STATES TREASURY 1.625
11/30/2026 2,000,000.00 02/28/20221.86%
1,978,437.50
1,996,981.75

98.61 3.75%
1,972,296.00
10,892.86

0.71%
(24,685.75)
Aa1/AA+
AA+

0.67 0.65
912828YX2 UNITED STATES TREASURY 1.75
12/31/2026 2,000,000.00 03/17/20222.17%
1,961,956.00
1,994,043.40

98.52 3.77%
1,970,410.00
8,798.34

0.71%
(23,633.40)
Aa1/AA+
AA+

0.75 0.73

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CGH8 UNITED STATES TREASURY 3.5
01/31/2028 2,000,000.00 01/25/20244.08%
1,957,414.00
1,980,550.36

99.43 3.82%
1,988,594.00
11,602.21

0.71%
8,043.64
Aa1/AA+
AA+

1.84 1.75
9128283W8 UNITED STATES TREASURY 2.75
02/15/2028 5,000,000.00 12/09/20244.10%
4,800,781.25
4,882,560.38

98.08 3.82%
4,904,100.00
17,092.54

1.76%
21,539.62
Aa1/AA+
AA+

1.88 1.80
91282CGP0 UNITED STATES TREASURY 4.0
02/29/2028 2,000,000.00 06/28/20234.06%
1,995,000.00
1,997,952.55
100.33

3.82%
2,006,562.00
6,956.52

0.72%
8,609.45
Aa1/AA+
AA+

1.92 1.82
91282CGT2 UNITED STATES TREASURY 3.625
03/31/2028 2,000,000.00 01/25/20244.07%
1,966,020.00
1,983,755.47

99.64 3.82%
1,992,734.00
198.09

0.71%
8,978.53
Aa1/AA+
AA+

2.00 1.91
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 2,000,000.00 01/25/20244.06%
1,956,484.36
1,978,759.23

99.37 3.82%
1,987,344.00
29,392.27

0.71%
8,584.77
Aa1/AA+
AA+

2.08 1.96
91282CHE4 UNITED STATES TREASURY 3.625
05/31/2028 2,000,000.00 01/25/20244.07%
1,965,180.00
1,982,655.78

99.61 3.81%
1,992,110.00
24,299.45

0.71%
9,454.22
Aa1/AA+
AA+

2.17 2.04
91282CHQ7 UNITED STATES TREASURY 4.125
07/31/2028 3,000,000.00 01/25/20244.06%
3,007,950.00
3,004,107.58
100.69

3.81%
3,020,625.00
20,511.05

1.08%
16,517.42
Aa1/AA+
AA+

2.33 2.19
91282CHX2 UNITED STATES TREASURY 4.375
08/31/2028 2,000,000.00 02/23/20244.35%
2,002,000.00
2,001,069.65
101.25

3.83%
2,025,000.00
7,608.70

0.73%
23,930.35
Aa1/AA+
AA+

2.42 2.27
91282CJN2 UNITED STATES TREASURY 4.375
11/30/2028 2,000,000.00 02/23/20244.33%
2,003,722.00
2,002,081.07
101.38

3.82%
2,027,656.00
29,326.92

0.73%
25,574.93
Aa1/AA+
AA+

2.67 2.46
91282CDW8 UNITED STATES TREASURY 1.75
01/31/2029 5,000,000.00 10/29/20244.16%
4,535,156.25
4,690,104.17

94.46 3.83%
4,722,850.00
14,502.76

1.69%
32,745.83
Aa1/AA+
AA+

2.84 2.72
91282CEB3 UNITED STATES TREASURY 1.875
02/28/2029 3,000,000.00 11/12/20244.30%
2,717,226.56
2,808,118.02

94.66 3.83%
2,839,923.00
4,891.30

1.02%
31,804.98
Aa1/AA+
AA+

2.91 2.79
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 5,000,000.00 12/09/20244.09%
5,005,664.06
5,003,945.39
100.83

3.83%
5,041,600.00
563.52

1.81%
37,654.61
Aa1/AA+
AA+

3.00 2.80
9128286T2 UNITED STATES TREASURY 2.375
05/15/2029 5,000,000.00 10/29/20244.14%
4,637,304.69
4,750,619.63

95.74 3.83%
4,787,110.00
44,941.30

1.72%
36,490.37
Aa1/AA+
AA+

3.12 2.94
91282CKT7 UNITED STATES TREASURY 4.5
05/31/2029 2,000,000.00 01/13/20254.59%
1,992,812.50
1,994,800.53
101.94

3.84%
2,038,750.00
30,164.84

0.73%
43,949.47
Aa1/AA+
AA+

3.17 2.89
91282CEV9 UNITED STATES TREASURY 3.25
06/30/2029 5,000,000.00 10/23/20244.07%
4,825,585.94
4,879,032.12

98.18 3.85%
4,909,180.00
40,849.45

1.76%
30,147.88
Aa1/AA+
AA+

3.25 3.03
91282CFC0 UNITED STATES TREASURY 2.625
07/31/2029 5,500,000.00 10/04/20243.79%
5,221,347.66
5,307,099.03

96.18 3.86%
5,289,883.50
23,929.56

1.90%
(17,215.53)
Aa1/AA+
AA+

3.33 3.14
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 5,400,000.00 09/20/20243.53%
5,422,781.25
5,415,768.72

99.23 3.87%
5,358,657.60
17,021.74

1.92%
(57,111.12)
Aa1/AA+
AA+

3.42 3.17

Gain/Loss
Moody's/
S&P/
Fitch
Maturity
Duration
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 4,000,000.00 10/03/20243.61%
3,979,218.75
3,985,423.47

98.80 3.87%
3,951,876.00
382.51

1.42%
(33,547.47)
Aa1/AA+
AA+

3.50 3.26
91282CFT3 UNITED STATES TREASURY 4.0
10/31/2029 5,000,000.00 12/09/20244.08%
4,981,250.00
4,986,257.70
100.40

3.88%
5,019,920.00
83,977.90

1.80%
33,662.30
Aa1/AA+
AA+

3.59 3.25
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 3,000,000.00 12/04/20244.08%
3,006,210.94
3,004,566.97
100.83

3.88%
3,024,843.00
41,476.65

1.08%
20,276.03
Aa1/AA+
AA+

3.67 3.33
91282CMU2 UNITED STATES TREASURY 4.0
03/31/2030 2,500,000.00 05/22/20254.11%
2,488,378.91
2,490,430.46
100.36

3.90%
2,508,985.00
273.22

0.90%
18,554.54
Aa1/AA+
AA+

4.00 3.66
91282CMZ1 UNITED STATES TREASURY 3.875
04/30/2030 3,250,000.00 04/29/20253.78%
3,263,837.89
3,261,291.60

99.89 3.90%
3,246,444.50
52,879.83

1.16%
(14,847.10)
Aa1/AA+
AA+

4.08 3.68
91282CNG2 UNITED STATES TREASURY 4.0
05/31/2030 2,000,000.00 06/06/20254.11%
1,990,078.13
1,991,694.46
100.34

3.91%
2,006,796.00
26,813.19

0.72%
15,101.54
Aa1/AA+
AA+

4.17 3.75
91282CNN7 UNITED STATES TREASURY 3.875
07/31/2030 6,000,000.00 08/15/20253.85%
6,007,500.00
6,006,562.50

99.83 3.92%
5,989,920.00
38,535.91

2.15%
(16,642.50)
Aa1/AA+
AA+

4.33 3.93
91282CNX5 UNITED STATES TREASURY 3.625
08/31/2030 5,000,000.00 09/18/20253.66%
4,992,382.81
4,993,200.59

98.77 3.93%
4,938,670.00
15,760.87

1.77%
(54,530.59)
Aa1/AA+
AA+

4.42 4.02
91282CPA3 UNITED STATES TREASURY 3.625
09/30/2030 5,000,000.00 03/26/20264.03%
4,917,773.44
4,918,022.91

98.75 3.93%
4,937,695.00
495.22

1.77%
19,672.09
Aa1/AA+
AA+

4.50 4.11
91282CPN5 UNITED STATES TREASURY 3.5
11/30/2030 2,800,000.00 12/29/20253.68%
2,777,906.25
2,779,038.00

98.16 3.93%
2,748,485.60
32,846.15

0.98%
(30,552.40)
Aa1/AA+
AA+

4.67 4.21
91282CPW5 UNITED STATES TREASURY 3.75
01/31/2031 2,250,000.00 02/26/20263.59%
2,266,171.88
2,265,875.23

99.15 3.94%
2,230,839.00
13,984.81

0.80%
(35,036.23)
Aa1/AA+
AA+

4.84 4.35
91282CQD6 UNITED STATES TREASURY 3.5
02/28/2031 5,750,000.00 03/05/20263.72%
5,692,275.39
5,693,100.03

98.06 3.94%
5,638,593.75
17,500.00

2.02%
(54,506.28)
Aa1/AA+
AA+

4.91 4.45
Total US Treasury 116,450,000.00 3.69%
114,240,227.46
115,023,858.03

98.82 3.86%
115,034,884.95
676,921.14

41.23%
11,026.92

3.11 2.87
Total Portfolio 281,482,881.55 3.76%
277,914,976.64
279,011,946.17

98.63 4.00%
279,038,275.05
1,803,166.92
100.00%
26,328.89

2.90 2.54
Total Market Value +
Accrued 280,841,441.97

TRANSACTIONS

ACQUISITIONS
Purchase 01/22/2026 06406RCG0 945,000.00

BANK OF NEW YORK
MELLON CORP 4.026
01/22/2030
100.000 4.09% (945,000.00) 0.00 (945,000.00) 0.00
Purchase 01/22/2026 06406RCG0 980,000.00

BANK OF NEW YORK
MELLON CORP 4.026
01/22/2030
100.048 4.01% (980,470.40) 0.00 (980,470.40) 0.00
Purchase 01/28/2026 95000U4D2 2,000,000.00 WELLS FARGO & CO

4.182 01/23/2030 100.019 4.17% (2,000,380.00) (1,161.67) (2,001,541.67) 0.00 Purchase 01/28/2026 693475CG8 2,000,000.00

PNC FINANCIAL

SERVICES GROUP INC

4.075 01/26/2029
100.091 4.03% (2,001,820.00) (452.78) (2,002,272.78) 0.00 Purchase 01/28/2026 91282CMY4 2,000,000.00

UNITED STATES
TREASURY 3.75
04/30/2027
100.234 3.55% (2,004,687.50) (18,439.23) (2,023,126.73) 0.00 Purchase 02/12/2026 92826CAZ5 1,815,000.00 VISA INC 4.1 02/12/2031 99.866 4.13% (1,812,567.90) 0.00 (1,812,567.90) 0.00 Purchase 02/27/2026 91282CPW5 2,250,000.00

UNITED STATES
TREASURY 3.75
01/31/2031
100.719 3.59% (2,266,171.88) (6,293.16) (2,272,465.04) 0.00 Purchase 03/06/2026 91282CQD6 5,750,000.00

UNITED STATES
TREASURY 3.5
02/28/2031

98.996 3.72% (5,692,275.39) (3,281.25) (5,695,556.64) 0.00 Purchase 03/27/2026 91282CPA3 5,000,000.00

UNITED STATES
TREASURY 3.625
09/30/2030

98.355 4.03% (4,917,773.44) (88,633.24) (5,006,406.68) 0.00 Total Purchase 22,740,000.00 (22,621,146.51) (118,261.33) (22,739,407.84) 0.00 TOTAL
ACQUISITIONS 22,740,000.00 (22,621,146.51) (118,261.33) (22,739,407.84) 0.00

DISPOSITIONS
Maturity 01/28/2026 3130AKQA7 (3,000,000.00) FEDERAL HOME LOAN BANKS 0.7 01/28/2026 100.000 0.61% 3,000,000.00 0.00 3,000,000.00 0.00 Maturity 01/28/2026 3130AKSV9 (3,000,000.00)

FEDERAL HOME
LOAN BANKS 0.75
01/28/2026
100.000 0.65% 3,000,000.00 0.00 3,000,000.00 0.00

TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|01/01/2026 Through 03/31/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss Maturity 03/16/2026 3130ALGY4 (2,000,000.00) FEDERAL HOME LOAN BANKS 1.0 03/16/2026 100.000 0.80% 2,000,000.00 0.00 2,000,000.00 0.00 Maturity 03/23/2026 45950VPU4 (2,000,000.00)

INTERNATIONAL
FINANCE CORP 0.75
03/23/2026
100.000 0.81% 2,000,000.00 0.00 2,000,000.00 0.00
Total Maturity (10,000,000.00) 10,000,000.00 0.00 10,000,000.00 0.00 Sale 01/16/2026 3130ARKG5 (2,000,000.00) FEDERAL HOME LOAN BANKS 3.0 04/21/2026 99.794 3.00% 1,995,880.00 14,166.67 2,010,046.67 (4,120.00) Sale 02/27/2026 91282CMY4 (2,000,000.00)

UNITED STATES
TREASURY 3.75
04/30/2027
100.250 3.55% 2,005,000.00 24,654.70 2,029,654.70 620.21 Sale 03/06/2026 91282CFZ9 (2,000,000.00)

UNITED STATES
TREASURY 3.875
11/30/2027
100.473 4.10% 2,009,453.13 20,439.56 2,029,892.69 16,501.59 Sale 03/06/2026 91282CBW0 (1,500,000.00)

UNITED STATES
TREASURY 0.75
04/30/2026

99.559 1.45% 1,493,378.91 3,915.75 1,497,294.66 (5,092.95) Sale 03/06/2026 91282CGC9 (3,000,000.00)

UNITED STATES
TREASURY 3.875
12/31/2027
100.500 4.08% 3,015,000.00 20,873.62 3,035,873.62 25,419.57 Total Sale (10,500,000.00) 10,518,712.04 84,050.30 10,602,762.34 33,328.42 TOTAL
DISPOSITIONS (20,500,000.00) 20,518,712.04 84,050.30 20,602,762.34 33,328.42

IMPORTANT DISCLOSURES
2026 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.

LGIP Yields: Reported yields for local government investment pools may be presented as either the 30-day yield or the monthly distribution yield, as applicable. For certain funds, the 30-day yield is calculated using reported daily yield data. Yield calculations are subject to change and may not be directly comparable across funds.

LAIF Yields: Additional Disclosure for CA Clients - As a result of a reporting lag from the Local Agency Investment Fund (LAIF), reported LAIF yieldsrepresent the most recently available Daily Effective Yield and may reflect data from approximately 7–10 days prior to month-end.

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 Unsubordinated US Treasury
& Agency Index
The ICE BofA 1-5 Year Unsubordinated 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 March 31, 2026
Book
Description ValueRiver City Bank Lockbox Account 1,588,714 $ River City Bank ICS (Investment Account) 18,570,868Total Cash and Investments $ 20,159,582 March 31, 2026
ATTACHMENT 2

COMMUNITY CHOICE AGGREGATION (CCA)

CITY OF SANTA BARBARA
Summary of Cash and Investments
3/1/2026 to 3/31/2026

CITY OF SANTA BARBARA
PARS Post-Employment Benefits Trust
Account Summary
Source 3/1/2026 Contributions Earnings Expenses Distributions Transfers 3/31/2026 PENSION 1002 $2,813,161.04 $0.00 -$111,610.01 $1,372.57 $0.00 $0.00 $2,700,178.46 Totals $2,813,161.04 $0.00 -$111,610.01 $1,372.57 $0.00 $0.00 $2,700,178.46 Investment Selection
Source

PENSION
Investment Objective
Source

PENSION
Investment Return
Source 1-Month 3-Months 1-Year 3-Years 5-Years 10-Years PENSION -3.97% -0.89% 11.47% - - - 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 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
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

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 - 1,699,927.75 - - - 1,699,927.75 1,699,927.75 Safe Drinking Water State Loan
2013 Water - 702,249.12 428,069.44 - - 1,130,318.56 1,130,318.56 Refunding COPS
2016 Sewer - 0.49 - - - 0.49 0.49
Refunding Bonds
2014 Waterfront - 1,893.48 581,455.74 - - 583,349.22 583,349.22 Refunding Bonds
2019 Airport - 1,889,502.26 - - - 1,889,502.26 1,889,502.26 Refunding Bonds
2024 Public Safety and Park 30,617,868.37 - 51,846,736.35 51,769,266.20 82,464,604.72 82,387,134.57 Revenue BondsSubtotal, Reserve Funds 1,009,525.18 34,911,441.47 51,846,736.35 51,769,266.20 87,767,703.00 87,690,232.85

TOTAL FISCAL AGENT
INVESTMENTS 34,911,441.47 1,009,525.18 51,846,736.35 51,769,266.20 87,767,703.00 87,690,232.85 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
March 31, 2026
City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: Finance Department
Subject: Self-Insured Workers' Compensation Program Annual Report Recommendation:

That Council receive the annual Self-Insured Workers’ Compensation Program Annual Report for the fiscal year ended June 30, 2025.

Discussion:

California Labor Code Section 3702.6(b) requires staff to advise Council annually about two items relating to the City’s self-insured workers’ compensation program: (1) the value of the total accrued claim liabilities reported by the City on the State’s Self Insurerd Annual Report; and (2) whether current accounting and financial reporting of those liabilities are in compliance with the requirements of Government Accounting Standards Board (GASB) Statement 10.

The California Department of Industrial Relations requires all self-insured public agencies to submit an annual report before October 1 each year that identifies the workers' compensation liabilities as of the prior fiscal year end. Risk Management staff submitted the Fiscal Year (FY) 2025 annual report on September 16, 2025.

The annual report submitted by the City identified results for claims reported during FY2025, including the results for all claims that remain open that were reported during a previous fiscal year. City employees reported 124 claims during FY2025; 82 of these claims required the City to pay disability compensation for time away from work. The City paid $632,219 for disability benefits and $341,378 in medical care on the 124 claims reported during FY2025.

The report lists a total of 222 open claims (from all years). The total liability for these 222 claims equals $14,320,405 – consisting of $6,019,056 for indemnity (disability payments) and $8,301,349 for medical payments.

The City accounts for its risk management operations in a separate Internal Service Fund, the Self-Insurance Fund (SIF). Every two (2) years, the City contracts with a risk management actuarial firm to prepare an actuarial valuation of the accrued liabilities in Agenda Item No. 9
Council Agenda Report
Self-Insured Workers' Compensation Program Annual Report April 28, 2026

Page 2 ends

the City’s self-insured workers’ compensation program. The City uses the results of this actuarial valuation as well as claims information from our third party administrator (claims adjuster) to report the workers’ compensation accrued liabilities in both the City’s annual audit report (the “Annual Comprehensive Financial Report” or “ACFR”) and the required annual report submitted to the State of California. The City is partially funded for all of its actuarially determined workers’ compensation claim liabilities. The City also uses the actuarial information to develop the annual allocations from all operating deparmtents into the SIF to ensure adequate resources are available to pay insurance premiums and claims.

GASB Statement 10 established accounting and financial reporting standards for all City claims, including workers’ compensation claims. GASB Statement 10 requires governments to recognize a claim as an expense and liability if both of the following conditions are met:

1. Information available indicates that it is probable that a liability has been incurred; and,

2. The amount of the loss can be reasonably estimated.

In addition, GASB Statement 10 requires certain disclosures in the footnotes to the financial statements. All of the City’s workers’ compensation claims have been accounted for and reported in accordance with GASB Statement 10.

In summary, the City has met its obligation to file the required Public Self Insurers Annual Report with the State of California Office of Self Insurance Plans. The City also met its legal requirement to report the workers' compensation program liabilities to the City Council with this report. Council received a more complete description of the City’s selfinsured workers’ compensation program as part of the ACFR, for the fiscal year ended June 30, 2025.

Budget/Financial Information:

There is no direct budget or financial impact by Council receiving the Self-Insured Workers’ Compensation Program Annual Report.

Attachments:

1. Public Self Insurers ER Annual Report (AR-2)

2. Self-Insurer’s Profile and Financial Summary Report (P-1) Prepared By: Greg Milligan, Risk Manager
Submitted By: Keith DeMartini, Finance Director
Council Agenda Report
Self-Insured Workers' Compensation Program Annual Report April 28, 2026

Page 3 ends

Approved By: Kelly McAdoo, City Administrator
State of California
Public Self Insurers
ER Annual Report
For Fiscal Year 2024-25
City of Santa Barbara
P.O. Box1990
Santa Barbara, CA 93102 1990
September 16, 2025
FORM AR-2 (1-2016)

Page 1 of 7 ends

ATTACHMENT 1
State of California
Employer
General Information:

Certificate Number 7144 Period Of Report Annual
(Period) From 07/01/2024 (Period) To 06/30/2025
Master Certificate Holder:

Name City of Santa Barbara
Address 1 P.O. Box1990
Address 2 FTIN 95-6000787
City Santa Barbara State CA Zip 93102 1990
State of Incorporation

Page 2 of 7 ends

State of California
During the reporting period of this report, has there been any of the following with respect to the Master Certificate Holder for any affiliate?
None
Any additions to the Self Insurance Program?
None
Employment and wages paid in current fiscal year:

Number of Employees 1,945
Total Wages and Salaries Paid $113,712,624
Addressed Correspondence For Related Self-Insurance Matters:

Company Name CITY OF SANTA BARBARA
Name MARK W HOWARD Title RISK MANAGER
Phone (805) 897-2654 Fax (805) 897-2642
Email Address [email protected]
Address 1 735 ANACAPA STREET
Address 2
City SANTA BARBARA State CA Zip 93102
Web Site

Page 3 of 7 ends

State of California
TPA Adjusting Locations:

Has there been a change in TPA Adjusting Locations during this reporting period that has not yet been reported to OSIP? No Have you added any new TPA Adjusting Locations during this reporting period that has not yet been reported to OSIP? No Record Storage:

Are there open and closed claims stored at a location other than the adjusting location? No Insurance Coverage:
1) During this reporting period, does your company maintain a standard workers' compensation insurance policy to cover any of your California liabilities?
No
2) During this reporting period, does your company have a specific excess workers' compensation policy in force to cover any of your California liabilities?
Yes
Insurance Company Name Policy Number Policy Issue Date
1) PRISM PE 24 EWC-04 07/01/2024
Attachment Coverage_ACCEL_EWC_Certificates_City-of-Santa-Barbara-Coverage-Certs_CS070124_CE070125 (1).pdf Retention Limit $750,000
3) Do you carry an aggregate(stop loss) workers' compensation insurance policy? No

Page 4 of 7 ends

State of California
Certification By Authorized Representative:

Mark W Howard ( Date/Time of Signature ) - 09/16/2025 09:37

Page 5 of 7 ends

State of California
Report Location Number:
7144-60-092 A
Identification of Location
ADMINSURE, INC. at ONTARIO
Certificate Holder
City of Santa Barbara
CASES AND BENEFITS (to the nearest dollar) From Date- To DateDate # Incurred Liability
Indemnity Medical
Paid To Date
Indemnity Medical
Future Liability
Indemnity Medical
1) Cases open as of 06/30/2025
reported prior to 2020/21
2) Open and closed Liabilities
A) All Cases reported in 2020/21
2020/21 Cases open
B) All Cases reported in 2021/22
2021/22 Cases open
C) All Cases reported in 2022/23
2022/23 Cases open
D) All Cases reported in 2023/24
2023/24 Cases open
E) All Cases reported in 2024/25
2024/25 Cases open
78 $9,444,140 $11,053,615 $5,283,769 $6,426,901 $4,160,371 $4,626,714 137 $1,832,235 $1,911,441 $1,811,590 $1,631,795 $20,645 $279,646 9 $437,589 $478,489 $416,944 $198,843 $20,645 $279,646
208 $2,216,033 $1,775,804 $1,936,037 $1,089,334 $279,996 $686,470 20 $1,292,610 $1,221,646 $1,012,614 $535,176 $279,996 $686,470 145 $2,139,692 $1,786,605 $1,522,630 $805,607 $617,062 $980,998 31 $1,644,612 $1,560,218 $1,027,550 $579,220 $617,062 $980,998 137 $1,593,256 $1,313,745 $1,197,292 $536,635 $395,964 $777,110 32 $1,448,157 $1,164,367 $1,052,193 $387,257 $395,964 $777,110 124 $1,177,237 $1,291,789 $632,219 $341,378 $545,018 $950,411 57 $1,115,482 $1,231,323 $570,464 $280,912 $545,018 $950,411

SUBTOTAL
$ Indemnity
$6,019,056
$ Medical
$8,301,349
3) Estimate Future Liability (Indemnity Plus Medical) TOTAL $14,320,405 4) Total Benefits Paid During 2024/25 (Including all case expenditures). The indemnity amount includes the amount of LC § 4800/4850 benefits paid for the year (total of Lines 11 and 12)
$ Indemnity
$2,111,997
$ Medical
$2,622,464
5) Number of MEDICAL-ONLY Cases Reported in 2024/25 42
6) Number of INDEMNITY Cases Reported in 2024/25 82
7) Total of 5 and 6 (Also entered in 2E above) 124
8) Total Number of open Indemnity Cases (All Years) 222 9) Number of Fatality Cases Reported In 2024/25 0
10) (a) Number of FY 2024/25 claims for which the employer or administrator was notified of representation by an attorney or legal representative in 2024/25
10 10) (a) Number of non-FY 2024/25 claims for which the employer or administrator was notified of representation by an attorney or legal representative in 2024/25
11 11) Amount from salary continuation payments made pursuant to LC § 4800/4850 that is in excess of the applicable temporary disability rate for the period paid. $357,569
12) Amount from salary continuation payments made pursuant to LC § 4800/4850 capped at the temporary disability rate for the period paid.
$510,535
Files Uploaded
ALL Open Indemnity Claims (by reporting and by year) reported and with claims: Public SIP Indemnity MO Listing_Add Date ONT LOC.pdf 07/01/2024 06/30/2025

Page 6 of 7 ends

State of California
Dual Jurisdiction Claims
Please note that California Labor Code Section 3702.2(b) requires that "... the annual report of a self-insured employer who has self-insured both state and federal workers' compensation liability shall also be set forth (1) amount of all compensation liability incurred, paid-to-date, the estimated future liability under both this chapter and under the federal longshore and Harbor Worker's Compensation Act (33 U.S.C Sec. 901 et seq.), and (2) the identity and the amount of the security deposit securing the employer's liability under state and federal self-insured programs." Accordingly, please indicate all California exposure on your Self Insurer's Annual Report, and, in addition identify each Claim with dual jurisdiction on Separate List of Open Idemnity Claims. For those claims, indicate the incurred, paid-to-date, and estimated future liabilities for federal exposure. Please also indicate the amount and the type of security deposit securing those claims.

Instructions To Claims Administrator For Specific Excess Insurance The TPA should provide a sum of the unpaid excess carrier excess liability under “Calculation of Specific Excess Coverage Entry for the Annual Reports”.

In addition, provide a list of claims for which specific excess credit is being claimed. This may be provided as a spreadsheet. Indicate in the list of claims the following information:

The list shall include the name of the claimant, claim number, date of injury, description of injury, carrier name and policy number, policy coverage period, retention level of policy and paid to date in indemnity or medical benefits, and the estimated future liability of the claim minus the total unpaid employer retention, which equals the total unpaid carrier liability, whether the claim has been reported to a carrier, if the claim has been accepted by the carrier, if the carrier has denied any part of the liability of the claim.

Refer to OSIP website for sample format of the Excess Credit Calculation form.

Calculation Of Specific Excess Coverage Entry For Annual Reports:

Enter the sum of the total unpaid carrier excess liability claimed from the "Specific Excess Insurance Policy Coverage". If none enter "0".
$ 4566395
Files Uploaded
Specific Excess Insurance Policy pages: Excess Calculation Form - done.xlsx Certification
Administrating Agency's Certificate Number 092
Or Self Administered
I declare under penalty of perjury that I have prepared or caused this report to be prepared and I have examined this liabilities report to be prepared and I have examined this liabilities report of this self insurer's worker's compensation liabilities. To the best of my knowledge and belief this report is true, correct and complete with respect to the worker's compensation liabilities incurred and paid. I further declare under the penalty of perjury that the estimates of future liability of worker's compensation claims made in this report reflect the administrator's best judgement as to the future liability of claims, using prevailing industry standards, and the signatory intends Self Insurance Plans to rely upon the representation.

Agency Name ADMINSURE, INC.

Name Nerissa Burnside
Phone (909) 861-0816 Fax
Email Address [email protected]
Address 1 3380 Shelby Street
Address 2
City Ontario State CA Zip 91764
Name of Person Legally Responsible for this Electronic Signature:

Nerissa Burnside ( Date/Time of Signature ) - 08/04/2025 12:14

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ATTACHMENT 2

City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: Sustainability & Resilience Department
Subject: Own Your Impact Campaign
Recommendation:

That Council receive a presentation on the Sustainability & Resilience Department’s Own Your Impact Campaign.

Discussion:

The Sustainability & Resilience Department is pleased to announce the successful launch of Own Your Impact, a community-wide sustainability campaign designed to encourage residents to take meaningful actions, large and small, to support environmental stewardship and neighborhood resilience.

The campaign is designed to be inclusive and non-competitive, allowing residents to participate at their own pace and in ways that fit their lives. Optional digital badges and monthly incentives help celebrate participants while maintaining a focus on collective impact.

Background
The City of Santa Barbara continues to advance a range of sustainability and climate initiatives aimed at reducing greenhouse gas emissions, conserving resources, and strengthening community resilience. In addition to policy and infrastructure investments, there is a recognized need to encourage personal actions that empower community members to take part in these efforts.

Own Your Impact builds on best practices in community engagement and behavior change by focusing on simple, achievable actions, neighborhood and community context, and consistent, ongoing communication.

Campaign
Agenda Item No. 10
Council Agenda Report
Own Your Impact Campaign
April 28, 2026

Page 2 ends

Since opening registration in February 2026, the campaign has already engaged more than 200 participants, reflecting strong early interest and community enthusiasm.

The campaign officially began in March with the theme “Protect What You Love,” which invites residents to reflect on their connection to Santa Barbara and take simple actions to care for the places and spaces that matter most to them.

Own Your Impact will continue through December 2026 with monthly themes addressing key topics such as waste reduction, native landscaping, transportation choices, energy use, and climate readiness. Each month, participants receive an email newsletter (available in both English and Spanish) that includes a mix of educational content, simple action steps, and opportunities for deeper engagement.

In addition to digital engagement, the campaign includes in-person experiences, incentives, and community partnerships to further connect residents with local sustainability efforts. For example, as part of April’s theme, “Waste Less, Live More,” participants will have the opportunity to attend a guided tour of the Tajiguas Landfill and its waste sorting facility, providing a firsthand look at the region’s waste management system and the importance of waste reduction.

Long-Term Vision
Own Your Impact is intended to become an annual, repeatable campaign that evolves over time while maintaining a consistent core structure.

To support ongoing engagement, the City is developing an evergreen online resource hub that provides residents with accessible, year-round information and actions related to sustainability. This allows individuals to join and participate at any time, regardless of when they first engage with the campaign.

Future iterations of the campaign will be customizable and scalable, allowing the City to incorporate new priorities, partnerships, and community feedback while continuing to build a culture of local environmental stewardship.

More information on the Own Your Impact Campaign can be found at SantaBarbaraCA.gov/OwnYourImpact.

Budget/Financial Information:

The campaign is being implemented using existing Sustainability & Resilience Department resources allocated for outreach, education, and community engagement.

There are sufficient expenditure appropriations in the Adopted Sustainability & Resilience Department Budget in Fiscal Year 2026 to fund the costs associated with campaign development, materials, and programming.

Council Agenda Report
Own Your Impact Campaign
April 28, 2026

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Sustainability Impact:

The Own Your Impact campaign supports implementation of the following Climate Action Plan (CAP) measure:

A-1.6 Create and expand public engagement campaigns to educate the community and promote rebates and resources available to community members to facilitate participation in climate action.

The Own Your Impact campaign advances community-wide behavior change in key emissions sectors, including transportation, energy use, waste reduction, and water conservation.

Environmental Review:

The Own Your Impact Campaign does not have any direct or indirect physical changes in the environment; therefore, the campaign falls outside 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.

Prepared by: Jen Hollywood, Outreach Coordinator
Submitted by: Alelia Parenteau, Sustainability & Resilience Director Approved by: Kelly McAdoo, City Administrator
City of Santa Barbara
Council Agenda Report
Agenda Date: April 28, 2026
To: Mayor and Councilmembers
From: City Administrator’s Office, Office of Housing and Community Vitality
Subject: Draft State Street Master Plan
Recommendation: That Council:

A. Receive the draft State Street Master Plan as the primary framework for the longterm revitalization of the State Street corridor; B. Provide final direction to staff on any additional refinements or policy direction to be incorporated prior to returning to Council with the Final State Street Master Plan;
C. Authorize staff to proceed with submitting the draft Master Plan to the Historic Landmarks Commission, Planning Commission, Access Advisory Committee, Downtown Parking Committee, and Transportation and Circulation Committee for review, anticipated in June 2026, prior to returning to Council with the Final State Street Master Plan and advancing to detailed design and engineering phases; D. Authorize staff to proceed with receiving public comments from any member of the public via correspondence to [email protected] and closing the public comment period for the Draft State Street Master Plan on June 30, 2026;
E. Direct staff to return with a General Plan Amendment, including an update to the Circulation Element, and an amendment to Title 31 no later than when the final State Street Master Plan returns to City Council;
F. Direct staff to return to Council with a more detailed funding strategy, including identification of grant funding, capital improvement program allocations, and public-private partnership opportunities; and
G. Confirm the updated project Work Plan timeline targeting Final Master Plan adoption in August 2026 and detailed design and engineering phases to begin in early 2027.

Agenda Item No. 11
Council Agenda Report
Draft State Street Master Plan
April 28, 2026

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Executive Summary:

The Draft State Street Master Plan establishes a long-range, 20- to 30-year vision for the 400 through 1300 blocks of State Street, together with adjacent paseos, plazas, parking facilities, and cross streets. The Plan is the product of more than three years of technical analysis, interdepartmental coordination, and extensive community engagement that reached thousands of residents, businesses, and visitors.

This item includes the draft Master Plan (Attachment A) as well as all appendices for the Draft State Street Master Plan (Attachment B), such as the Moule and Polyzoides State Street Master Plan summary design document, economic and sales tax analysis, landscaping, civil analysis, and transportation analysis, and a request for Council direction on next steps before finalizing the State Street Master Plan.

State Street's current identity was forged in the aftermath of the 1925 earthquake and is defined by one of the most cohesive Spanish Colonial Revival historic commercial districts in the United States. Since 2020, the temporary State Street Promenade has demonstrated measurable safety and quality-of-life benefits, most notably a greater than 50 percent reduction in annual collisions and injuries along the corridor. The Master Plan converts those temporary gains into a permanent framework.

At the core of the Plan is a flexible 80-foot right-of-way organized around two 30-foot pedestrian sidewalks and a central 20-foot shared travel lane. A retractable bollard system at each intersection enables block-by-block control of vehicle access on a predictable, time-based schedule: pedestrian and cyclist priority from 10:00 a.m. to 10:00 p.m. daily, and service, delivery, and limited private vehicle access from 10:00 p.m. to 10:00 a.m. While use times are outlined in the draft Master Plan, the future design of the street allows for adaptive management once the improvements are complete, based on data and experience on the ground. These time frames could be adjusted in the future.

Emergency access is preserved at all times.

Three distinct districts — Entertainment (400–600 blocks), Civic and Commercial (700– 900 blocks), and Arts (1000–1300 blocks) — each receive tailored design treatments within a unified corridor framework. The Civic and Commercial District, currently the weakest link in the corridor's activation pattern, is the Master Plan's first-priority investment zone.

Implementation is organized into three phases over approximately ten years, beginning with near-term activation and pilot infrastructure in Phase 1 (Years 1–3), signature capital reconstruction of the Civic and Commercial District and Entertainment District in Phase 2 (Years 4–6), and corridor-wide completion and long-term stewardship in Phase 3 (Years 7–10). Total identified capital investment is in the range of $48 million to $64 million, Council Agenda Report
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funded through a diversified strategy combining City capital, state and federal grants, bonds, tax increment financing, property assessments, and private investment.

Adoption of the Master Plan is the next step in a multi-decade effort. The Plan is a flexible framework, not a fixed blueprint, and is designed to be updated on a five-year cycle and adjusted as community needs, technology, and funding conditions evolve.

Staff recommends that the City Council receive the draft State Street Master Plan, provide any additional guidance, and acknowledge the draft Master Plan, including the design direction, as the primary planning framework for State Street's long-term revitalization.

Discussion:

Background
Historical Context
State Street has served as the civic, cultural, and commercial heart of Santa Barbara for over a century. The corridor traces the original Chumash trading routes and the Spanish presidio trail, and its modern Spanish Colonial Revival character was established through the comprehensive post-1925 earthquake reconstruction. Santa Barbara established what is recognized as the nation's first architectural review board during that period, a legacy continued today through the El Pueblo Viejo District and the Historic Landmarks Commission.

Successive generations have renewed the corridor through major civic investments such as the 1969 plaza streetscape improvements and the development of Paseo Nuevo. Each of these transformations was a multi-year effort grounded in community engagement, public investment, and respect for the corridor's historic character.

The COVID-19 pandemic in 2020 produced an unexpected catalyst for the reimagination of State Street. In response to public health guidance, the City closed an eight-block stretch of State Street to vehicle traffic, creating an outdoor dining and pedestrian promenade that generated sustained community support and a robust public conversation about the corridor's long-term future. What began as a temporary measure quickly revealed latent demand for a different kind of downtown street – one that prioritizes pedestrians, cyclists, public gathering, and civic activation over private vehicle throughput.

The American Institute of Architects (AIA) Santa Barbara Chapter organized a design charrette in summer 2020 that engaged more than 160 design professionals in exploring long-range concepts for State Street. This energy directly catalyzed the City Council's decision to initiate a formal master planning process. Following the formation of the State Street Subcommittee, the City established the State Street Advisory Committee (SSAC) in July 2021, appointing seventeen community members, business representatives, and Council Agenda Report
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City Councilmembers to guide the development of a comprehensive Master Plan. The SSAC met from August 2021 through July 2024, building a substantial public record of deliberation.

In October 2025, the City contracted with Moule & Polyzoides, Architects and Urbanists, as lead consultants, supported by a multidisciplinary team including Arcadia Studio (Landscape Architecture), Fehr and Peers (Transportation Planning), Crabtree Group (Civil Engineering), Gibbs Group (Market Analysis), and Urban Advantage (Visioning and Perspectives). Together, these firms have produced the draft Master Plan summary that is being presented to the Council.

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Recent Conditions and the Case for a Permanent Plan
The temporary State Street Promenade has delivered measurable benefits while also leaving important conditions unresolved. Key findings from the existing conditions analysis include:
 Safety gains: Comparing the five years prior to the 2020 closure with the period from June 2020 through December 2023, average annual collisions in the downtown area fell from 17.6 to 5.9, and average annual injuries fell from 10.2 to 5.0, an improvement of more than 50 percent.
 Mobility volumes: State Street currently experiences 8,000 to 11,000 pedestrian crossings per intersection per day and approximately 2,000 cyclists per day, with up to 20 percent more on weekends. The State Street Loop pilot shuttle carried approximately 16,000 riders in its first six months.  Retail and economic conditions: The 2019 Kosmont study identified a structural oversupply of 400,000 to 500,000 square feet of retail space downtown. Major retail anchors including Macy's (2017), Saks Fifth Avenue (2019), and Nordstrom (2020) have closed. Tourism spending in Santa Barbara County reached $2.1 billion in 2022, and the nonprofit arts and culture sector contributes an estimated $200 million annually to the County economy.  Housing deficit: Fewer than 350 residential units exist within the Master Plan study area, approximately three percent of the City's multifamily housing stock.

Under the 2023–2031 Housing Element, the City is planned to accommodate 8,001 new units; the downtown core is identified as appropriate for 1,000 to 2,000 of those units.
 Infrastructure deficiencies: The corridor has experienced flooding during recent winter rain events, and drainage infrastructure has been addressed through decades of incremental patching rather than a comprehensive strategy.

Paving, landscaping, and lighting are worn and inconsistent. The 700–900 blocks notably lack a storm drain system adequate for modern standards.  Activation gap in the core: The central 700–900 blocks, which house City Hall, Casa de la Guerra, Plaza de la Guerra, and Paseo Nuevo, currently lack evening-oriented uses and function as a disconnect between the more active Entertainment and Arts Districts.

Study Area
The State Street Master Plan study area is centered on State Street and the surrounding downtown blocks, bounded by Anacapa Street and Chapala Street on the east and west, and Gutierrez Street and Sola Street on the south and north. This encompasses the 400 Council Agenda Report
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through 1300 blocks of State Street, a corridor stretching over three-quarters of a mile, and includes the paseos, on-street bike lanes, cross streets, public plazas, and parking facilities that form the broader downtown fabric.

The study area encompasses three distinct districts: the Entertainment District (400–600 blocks), the Civic and Commercial District (700–900 blocks), and the Arts District (1000– 1300 blocks). Each district has its own character, land uses, economic conditions, and community identity, and each receives a tailored approach in the Master Plan.

Vision and Guiding Principles
The Master Plan centers on a reimagined "State Street Paseo": a flexible, pedestrian-first corridor between Gutierrez Street and Victoria Street that connects the existing paseo network, links major public spaces, and reinforces the historic character of El Pueblo Viejo. The design delivers a place-based experience distinctive to Santa Barbara.

Four guiding principles, drawn directly from community input, anchor the Plan:
 People and placemaking are the key to downtown's success.  Downtown is critical to city-wide economic vitality.
 Connections increase vitality.
 Adaptability and sustainability increase long-term resilience.

Ten specific goals — Be Distinct, Be Inclusive, Be People-Centric, Be Adaptable, Be Creative, Be Tree-Oriented, Be Connected, Be Thriving, Be Livable, and Be Sustainable — translate these principles into actionable design and policy direction.

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Community Engagement
Public engagement has been central to the State Street Master Plan process from the outset. The planning process has been extensive and deliberately inclusive, with community outreach activities spanning multiple years and including the following:
• More than 55 community events held over the course of the planning process • A citywide survey that received nearly 6,000 individual responses – approximately twice the participation rate recorded in comparable planning processes in larger cities
• A Community Conversation Series co-hosted with Friends of State Street, engaging downtown business owners, nonprofits, the arts community, realtors, and mobility advocates in separate sessions
• Active participation by the State Street Advisory Committee (SSAC), which met 20 times from August 2021 through July 2024 and provided substantive input at every stage of plan development
• Ongoing engagement with the Downtown Santa Barbara Improvement Association (DSBIA), the Santa Barbara South Coast Chamber of Commerce, Friends of State Street, Strong Towns Santa Barbara and other stakeholder organizations Additional key engagement metrics include:

Engagement Activity Quantity Format
Community Open Houses and Design
Workshops 4
In-person, corridorbased
Online Survey Responses (bilingual) 5,700+ Web
Key Informant Interviews 50+ Individual
Stakeholder Focus Groups 14 Small group
Pop-Up Engagement Events 54 Intercept / field
State Street Advisory Committee Meetings 20 Public meeting Project website views 25,000+ Web
Community input, though varied on specifics, converged strongly around six recurring themes: (1) enhancing walkability and the public realm, (2) balancing access for all modes while prioritizing walking, cycling, and transit, (3) supporting a thriving downtown Council Agenda Report
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economy, (4) celebrating what makes State Street unique, (5) addressing safety and quality of life, and (6) building a greener, more climate-resilient State Street.

The Flexible Street Design Framework
The proposed cross-section allocates the 80-foot right-of-way between buildings as follows:
 Pedestrian sidewalks: Two approximately 30-foot sidewalks (approximately 60 feet total), each organized into a Frontage Zone (up to 12 feet, for outdoor dining and storefront use), a Through Zone (minimum 8 feet, kept clear for pedestrian travel and ADA access), and a Furnishings Zone (trees, lighting, benches, bicycle parking, and transit loading/unloading zones).
 Central travel lanes: Two 10-foot travel lanes (approximately 20 feet total) that serve cyclists and transit during the day and service, delivery, and private vehicle access overnight.
 Emergency access: A 20-foot clear emergency access corridor is preserved at all times, including an additional 3-foot clearance beyond the curb.  Retractable bollard system: Approximately 8 retractable and 16 to 24 fixed bollards per intersection at eight intersections enable block-by-block control.

Transit vehicles and approved small shuttles would be equipped with technology that automatically lowers bollards on approach.

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Figure 1: Details of the flexible design – Bollards raised Figure 2: Details of the flexible design – Bollards lowered Council Agenda Report
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Time-Based Access Schedule
Period Hours Primary Use of 20-Foot Lane
Daytime Peak 10:00 a.m. – 10:00
p.m.

Pedestrian and cyclist priority.

Bollards raised. Transit vehicles and
small approved shuttles pass
through via automatic bollard
retraction.

Overnight Off-Peak 10:00 p.m. – 10:00
a.m.

Deliveries, refuse collection,
maintenance, and private vehicle
access. Bollards lowered.

Emergency access maintained at all
times.

Exceptions As scheduled
City-managed appointment system
accommodates construction, special
deliveries, and block-specific
operational needs (e.g., extended
nighttime closures in the
Entertainment District).

While use times are outlined in the draft Master Plan, the future design of the street allows for adaptive management once the improvements are complete, based on data and experience on the ground. These time frames could be adjusted in the future. Any regular expansion of vehicle travel during hours designated for pedestrian and cyclist priority would require review and approval by the City Council, treating such changes as significant policy decisions rather than administrative adjustments.

District Strategies
While the Plan establishes a consistent design framework across the full corridor, each of the three districts receives a tailored approach.

Entertainment District (400–600 blocks): Preserve and enhance the existing mature tree canopy and active evening energy. The retractable bollard system enables block-byblock closures during peak nighttime activity. The 400 block maintains two-way vehicle travel and dedicated bicycle lanes because State Street is the primary emergency route between Downtown and the Waterfront via the Highway 101 underpass.

Civic and Commercial District (700–900 blocks) — The Heart of Downtown: The priority area for intervention. A new allée of large shade trees and different pavement material will be introduced in the Civic and Commercial District to differentiate the space and create a distinctive character for the center of downtown. Flexible plaza design supports year-round markets, festivals, and civic events. The revitalization of Plaza de la Council Agenda Report
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Guerra and the planned pedestrianization of De la Guerra Street will create a signature civic space directly connected to State Street, creating a space that will become the Heart of the City. Paseo Nuevo represents a key redevelopment opportunity that could yield significant new commercial and housing opportunities and activate the block's groundfloor uses.

Arts District (1000–1300 blocks): Reinforce cultural programming anchored by the Granada Theatre, Arlington Theatre, New Vic Theatre, Santa Barbara Museum of Art, and the Santa Barbara Public Library. The 1300 block maintains two-way vehicle access to preserve Arlington Street connections but could include bollard installation in future phases to assist with special events near the Arlington Theatre.

Public Realm and Infrastructure
Beyond the street configuration, the Plan addresses a comprehensive set of public-realm investments:
 Stormwater and Drainage: Permeable pavers, an opportunity for trench drains, and bioretention areas address recurring flooding, improve water quality in Mission Creek and Laguna Creek, and support long-lived street trees. An in-lieu fee program for the 700–900 blocks would allow adjacent redevelopment projects to meet postconstruction stormwater requirements off-site.  Tree Canopy and landscaping: A Mediterranean-appropriate planting palette; preservation of mature specimen trees; and a proposed allée of wide-canopy trees in the Civic and Commercial District. The Plan targets shading of 70 percent of impervious surfaces, in alignment with the Climate Action Plan.  Paseo Network: Sixteen paseo entries along State Street anchor a distinctive layered pedestrian network. The Plan proposes lighting, art at entries, security camera expansion, and simplified licensing for pop-up retail, galleries, and small performances.
 Lighting, Signage, and Accessibility: Pedestrian-scale lighting, multilingual wayfinding, consolidated signage on existing poles, and accessibility features such as curb bulb-outs, directional indicators detectable underfoot, textured edge treatments, rolled curbs, and increased accessible on-street parking on crossstreets.  Public Restrooms: Each district presents an opportunity for thoughtfully integrated permanent public restrooms. Staff will return with further analysis, including attended and self-cleaning models used successfully in peer cities.

Mobility, Transit, and Parking
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The downtown parking system contains 3,215 existing public parking spaces, approximately one space per 200 square feet of downtown retail, with all parking located within one block of State Street. The Promenade did not produce a measurable increase in congestion on parallel Anacapa and Chapala Streets, which continue to function effectively as the primary north-south routes and will be studied for possible relocation of utilities to reduce future disruption on State Street.

The Plan recommends bicycle access remain along State Street. The State Street Loop pilot will transition through an RFP process to a long-term operator, and the Plan supports MTD's proposed Downtown-Waterfront circulator along Anacapa and Chapala Streets as a key transit priority.

Housing and Economic Development
Housing is central to sustained downtown vitality. The Plan identifies the downtown core, including the Master Plan area, as the appropriate location for 1,000 to 2,000 of the City's 8,001 RHNA-planned units by 2030. Redevelopment of the Paseo Nuevo site (including a current proposal for 112 rental units at the former Nordstrom location) and City-owned surface parking lots, potentially developed using air-rights or podium configurations that retain parking capacity, are key near-term opportunities consistent with the 2023–2031 Housing Element.

Economic development tools in the Plan include expedited permitting for State Street retail and restaurant projects, a proposed State Street Business Activation Grant or revolving loan program for tenant improvements and facade upgrades, a pop-up retail licensing program, anchor-tenant recruitment, and simplified permitting for outdoor dining, pop-up retail, and small performances.
• Sales tax in the Central Business District has returned to above 2019 prepandemic levels but is growing at a slower rate than anticipated, and has not exceeded the $1,600,000 quarterly peak recorded in 2014–2016 • The Central Business District is growing at a slower rate than other commercial districts throughout the City, reflecting both structural retail headwinds and uncertainty associated with the Promenade configuration • The 500 and 700 blocks have seen the greatest sales tax growth when comparing Q2–Q4 2019 to Q2–Q4 2024
• The 400 block currently has the largest concentration of vacancies on State Street While economic data reflects a slower growth pattern relative to other City commercial districts, the Master Plan's focus remains on the long-term community benefit of creating a high-quality civic space that differentiates Santa Barbara from other mid-size coastal Council Agenda Report
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communities. Anecdotal feedback from business owner engagement has been broadly supportive of the pedestrian-oriented environment, even as property owners in the Downtown Santa Barbara Improvement Association have cited reduced rents and leasing challenges associated with ongoing uncertainty about the corridor's long-term configuration.

The Master Plan, by establishing a permanent and clearly defined street design and a clear schedule, is intended to resolve that uncertainty and provide the confidence needed to attract long-term investment, quality tenants, and housing development in and around the corridor.

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Implementation and Phasing:

Implementation is organized in three sequenced phases, and the phasing reflects both fiscal capacity and drainage constraints.

Phasing Overview
Focus Area Phase 1 (Years 1–
3)
Phase 2 (Years 4–
6)
Phase 3 (Years 7–
10)
Capital
Projects
Extended sidewalk
pilots; wayfinding;
paseo lighting;
bollard infrastructure
Civic and
Commercial District
(700–900)
reconstruction;
stormwater system;
Entertainment
District (400–600)
reconstruction
1200 block gateway;
Arts District (1000–
1300) reconstruction
Programming
Entertainment Zone
launch; street
performer licensing;
weekly markets; art
installations
Annual festival
calendar; arts
incubator; outdoor
cinema; business
recruitment
campaigns
Programming
endowment; yearround events
strategy
Policy and
Regulation
Zoning
amendments;
property
maintenance
ordinance; outdoor
dining standards;
vending program;
long-range financing
plan; Title 31 update
Property
assessment district
expansion;
stormwater in-lieu
fund
Parking revenue
reinvestment
framework
Economic
Development
Storefront activation
grants; expedited
permitting; small
business technical
assistance
Retail recruitment;
anchor tenant
strategy; office-toresidential
conversion
incentives
BID expansion; hotel
tax reinvestment
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Estimated
Cost
$8–10M (City
capital + grants)
$30–50M (bonds +
state / federal)
$20–30M (TIF +
private investment)
Phase 1: Activate and Stabilize (Years 1–3)
Phase 1 builds directly on the September 2024 short-term action plan. It pilots the flexible street design using temporary materials on the 700–900 blocks, installs the permanent bollard infrastructure needed to enable safe closures and emergency access, and secures funding for final design of Phase 2. Phase 1 priorities include wayfinding and paseo lighting, continuation and RFP-based transition of the State Street Loop shuttle, the Entertainment District formal launch with street performer licensing, a stormwater compliance feasibility study for the 700–900 blocks, a Business Activation Grant program launch, and adoption of a long-range financing plan including the expansion of the property assessment district and the hotel tax reinvestment framework.

Phase 2: Reconstruct and Invest (Years 4–6)
Phase 2 delivers the transformative capital improvements at the heart of the Plan. The Civic and Commercial District (700–900 blocks) is reconstructed as a premier civic space with differentiated permeable paving, a mature tree allée, seating, pedestrian-scale lighting, play and event-ready infrastructure, and a new in-street stormwater system funded in part by the in-lieu contribution program. The Entertainment District (400–600 blocks) receives a full streetscape reconstruction. Construction will follow a block-byblock sequencing strategy to keep businesses accessible, supported by a dedicated business assistance program and robust communications. Concurrently, the City advances conversion of selected City-owned parking lots into mixed-use development including new housing.

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Phase 3: Sustain and Connect (Years 7–10)
Phase 3 extends the Master Plan's benefits to the full corridor with Arts District (1000– 1200 blocks) streetscape improvements, a 1200 block gateway treatment, and reconstruction of the Arts District. Phase 3 establishes long-term institutional frameworks, including a programming endowment funded through donations, naming rights, and public-private partnerships; aligns major investments with milestone events; and initiates the annual State Street monitoring report and the five-year plan update cycle.

Signature Capital Projects
• State Street Paseo Reconstruction (400–1300 blocks): Retractable bollard system (500-1200 blocks), flexible furnishings, expanded tree canopy, and integrated public art. Two options depending on funding: (a) Full 400–900 block phase at approximately $40-50 million in design and construction (excluding off-site drainage), or (b) Priority 700–900 block phase at approximately $25-30 million as the recommended near-term strategy. Current engineering estimates indicate a typical cost of approximately $5–$8 million per block.
• Stormwater Compliance System (700–900 blocks): Feasibility analysis authorized by Council in October 2025 is underway. Estimated total cost of $5–$10 million, with $2–$5 million potentially recoverable through the in-lieu fund program. Construction concurrent with the Civic and Commercial District reconstruction. • State Street Shuttle Service: Transition of the Loop pilot into a permanent circulator through competitive RFP, with service between the Waterfront and the Arts District, and a target wait time of under 10 minutes.
• Paseo Activation and Lighting Program: String lighting in priority paseos, art at key entries, security camera expansion, and a pop-up retail and street performance licensing program.
• Storefront Activation and Business Recruitment: Grants or revolving loan program; expedited permitting for State Street retail and restaurants; pop-up retail licensing; anchor tenant recruitment.
• Public Safety and Cleanliness Enhancements: Ambassador program expansion, security camera installation, e-bike speed enforcement, coordinated homelessness outreach with County partners, and improved restroom facilities.

Funding Strategy:

The Plan requires a diversified, multi-layered funding strategy that combines City capital with state and federal grants, private investment, assessment district revenues, tax increment financing, and new financing mechanisms. The City currently faces a General Council Agenda Report
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Fund shortfall, making early action on alternative revenue sources and grant applications especially important.

Priority Funding Actions (Immediate)
• Submit an Active Transportation Program (ATP) grant application for State Street Paseo reconstruction in the next funding cycle.
• Apply for a Federal RAISE grant for State Street Paseo reconstruction, coordinated with Caltrans District 5.
• Initiate a City Council study session on funding mechanisms such as tax increment financing and/or Downtown Development Authority (DDA) formation. • Expand Downtown Santa Barbara Improvement Association (DSBIA) property assessment boundaries and renew the five-year assessment plan. • Negotiate a hotel tax (TOT) reinvestment agreement supporting the State Street Shuttle and corridor events programming.
• Pursue an Outdoor Recreation Legacy Partnership grant for plaza and park elements within the State Street Paseo.
• Establish the State Street Business Activation Grant or revolving loan program fund using CDBG allocations.

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April 28, 2026

Page 18 ends

Estimated Funding Sources
Funding Source Estimated
Amount Phase Primary Eligible Uses
City Capital Budget $8–10M 1–2 Streetscape, pedlets,
wayfinding, lighting
Lease Revenue Bond /
Measure C debt (no voter
approval required)
$40–60M 2
Paseo infrastructure,
stormwater system
General Obligation (GO)
Bond (voter approval
required)
$40–60M 2
Paseo infrastructure,
stormwater system
State Transportation Funds
(ATP) Up to $80M 1–2 Active transportation, pedestrian safety Federal RAISE / BUILD
Grants $5–10M 2
Multimodal corridor
reconstruction
Art Grants (e.g., Bloomberg
Asphalt Art) $100K 1
Public art,
placemaking
CDBG / Community
Development Grants $1–3M 1–2 Small business, ADA, retail support Outdoor Recreation Legacy
Partnership $1–5M 1–2 Park improvements, amenities
Downtown BID / Property
Assessment District
$1–2M / yr
(ongoing) 1–3
Programming,
ambassadors,
marketing
Tax Increment Financing
(TIF / DDA) $15–25M 2–3
Infrastructure,
catalytic
development
Hotel / TOT Reinvestment $2–4M / yr 1–3 Events, shuttle, tourism promotion
Stormwater In-Lieu Fund
(private contributions) $2–5M 2–3
Shared stormwater
system, 700–900
blocks
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Page 19 ends

Private Investment /
Development Fees $50M+ 2–3 Mixed-use housing, anchor tenants Key Policy Decisions for City Council:

Staff requests Council feedback and direction on the following key elements of the Draft Master Plan:
• Vision and Guiding Principles: Does the Council endorse the flexible, pedestrianfirst State Street Paseo vision, the four guiding principles, and the ten goals as the framework for the Plan?
• Design Approach: Does the Council support the flexible design approach with 30- foot sidewalks and a 20-foot travel lane/emergency access area? • District Differentiation: Does the Council support the Civic and Commercial District (700–900 blocks) as the first-priority investment zone, with differentiated paving and a signature plaza design suitable for year-round markets, festivals, and civic events? • Phasing Approach: Does the Council support the proposed three-phase, approximately ten-year implementation sequence, and the Phase 1 recommendation to prototype the flexible street using temporary materials before full reconstruction?
• Funding Strategy: Does the Council support pursuit of grant applications, the work session on funding sources, potential expansion of the DSBIA property assessment district, negotiation of a TOT reinvestment agreement, and establishment of the stormwater in-lieu fund?
• Housing and Redevelopment: Does the Council support incorporating 1,000– 2,000 new housing units in the Master Plan area (toward the City's 8,001-unit RHNA allocation), including redevelopment of City-owned surface parking lots with housing above retained parking?
Next Steps:

Following Council direction, staff anticipates the following next steps:
• Incorporate any additional Council direction and refine the draft Master Plan accordingly;
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• Submit the draft Master Plan to the Historic Landmarks Commission, Planning Commission, Access Advisory Committee, Downtown Parking Committee, and Transportation and Circulation Committee for review and comment, anticipated June 2026;
• Advance to schematic design and engineering phases for priority implementation projects upon completion of the State Street Master Plan, including the retractable bollard system, drainage reconstruction, and paving upgrades. Advancement of schematic design and engineering phased will consist of an awarded RFP to initiate the work effort; and
• Return to Council with the Final State Street Master Plan and a detailed funding strategy.

Budget/Financial Information:

The State Street Master Plan is a planning document; approval of this item does not authorize any capital expenditure. Fiscal impacts associated with plan implementation will be presented to the Council as part of future actions approving specific projects.

Adoption of the Master Plan establishes the policy framework that will guide future budget, bond, and grant decisions. Phase 1 capital and program actions are estimated at $8–$10 million over Years 1 through 3, funded primarily through existing City capital allocations, CDBG, grant pursuits, DSBIA assessment revenues. Phase 2 requires the largest financial commitment, estimated at $30–$50 million, anticipated to be funded by lease revenue bonds under Measure C authority (or, alternatively, a voter-approved General Obligation bond), combined with state and federal grants and the stormwater in-lieu fund.

Phase 3 of $20–$30 million is anticipated to rely on tax increment financing and private investment.

Staff notes that the City's General Fund shortfalls of $8.7 million in FY 2026 and $14.6 million in FY 2027 make the Master Plan's emphasis on alternative funding sources particularly important. The Plan is explicitly designed to leverage non-General Fund sources for the large majority of capital investment.

Professional services costs incurred to date in preparation of the Master Plan are summarized below:

Item Estimated Cost
Moule & Polyzoides – Master Plan
Consulting Services (Lead)
$370, 580 (funded via Measure C)
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(this includes the work done by Arcadia
Studio – Landscape Architecture; Fehr
and Peers – Transportation Planning;
Crabtree Group – Civil Engineering; Gibbs
Group – Market Analysis; and Urban
Advantage – Visioning/Perspectives)
Former consulting work (2022-2025), led
by MIG
$579,647 ($300,000 was covered by
ARPA funding; remainder funded via
Measure C)
Community Outreach & Engagement (60+
events, citywide survey) + State Street
Advisory Committee administration
Staff time + operational costs
Future implementation costs for capital improvements, including the retractable bollard system, drainage reconstruction, paving upgrades, and plaza improvements, will be identified through the schematic design process and incorporated into the City's Capital Improvement Program. Staff will explore federal and state grant funding opportunities, including transportation, climate resilience, and economic development programs, to supplement local funding.

Sustainability Impact: The Master Plan directly supports the City’s Climate Action Plan and its goal of achieving carbon neutrality by 2035 by embedding sustainability throughout the site. It prioritizes walking, cycling, and transit, and includes electric vehicle charging in nearby parking areas. The plan strengthens urban ecology by expanding the urban forest and increasing tree canopy to shade 70 percent of impervious surfaces.

Landscaped areas will feature California native plants that support pollinator corridors and meet water-efficiency requirements under WELO. Green infrastructure, such as stormwater bioretention and permeable paving, will capture and filter runoff, improving water quality and reducing flood risks. The project also incorporates low-carbon construction materials, including low-carbon concrete, to minimize overall environmental impact.

Environmental Review:

The Master Plan is a long-range policy document.

The preparation and adoption of this planning document is not a "project" subject to the California Environmental Quality Act (CEQA). Pursuant to CEQA Guidelines Section 15378(b)(2), a "project" does not include administrative or maintenance activities, such as general policy and procedure making.

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Additionally, CEQA Guidelines Section 15378(b)(5) provides that a project does not include "organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment." Because this planning document is a policy and administrative framework that does not directly result in specific development, construction, or physical activity, the adoption of the State Street Master Plan will not result in any direct or reasonably foreseeable indirect physical change to the environment.

As individual capital projects advance, as part of the implementation effort of the State Street Master Plan, the appropriate environmental review will be conducted at that time, prior to approval, consistent with Public Resources Code Section 21000 et seq. and the CEQA Guidelines (14 CCR § 15000 et seq.).

Accordingly, no further environmental review is required for the adoption of this planning document.

All design-level work within El Pueblo Viejo will proceed through the Historic Landmarks Commission review process.

Attachments:

1. Attachment 1 – Draft State Street Master Plan

2. Attachment 2 – Appendices for Draft Plan
a. Moule and Polyzoides Report – State Street Master Plan Summary b. Landscape Technical Report
c. Transportation Technical Report
d. Civil Engineering Technical Report
e. Retail Technical Report
f. Economic Analysis
g. Sales Tax Information
h. Local Volunteer Architect Work
i. Potential Near-Term Projects
j. Related Plans and Policies
k. Parade Parameters and City Recommendations for Parades Prepared By: Tess Harris, State Street Master Planner
Submitted By: Anthony Valdez, Deputy City Administrator Approved By: Kelly McAdoo, City Administrator
Draft
April 16, 2026
ATTACHMENT 1
2 Create State MASTER PLAN April 16, 2026 Draft

LAND ACKNOWLEDGMENT

FOR THE STATE STREET MASTER PL AN STUDY AREA
We formally acknowledge the Chumash Peoples,
their Elders, past and present, and their future
generations. The State Street Master Plan recognizes
that the Chumash people are the First People that
inhabited this area we call Santa Barbara today.

Pointing to the Pacific Ocean, our Channel Islands,
as their place of origin, the Chumash depended
upon resources from land and sea to advance their
culture with boat making, stone cookware, and the
ability to harvest and store food. Santa Barbara is
the oldest known, continuously occupied city in all
North and South America because of the Chumash.

Cave markings, from sacred religious ceremonies,
illustrate the immense bond that the Chumash hold
with the environment. Documentation by scholars
guesses that the Chumash people first settled in the
Santa Barbara area approximately 13,000 years ago,
but through their continued oral history and stories,
we recognize that the Chumash know that they
have been part of this land for time immemorial.

The modern-day City of Santa Barbara was carved out
of the original Chumash territories. The Spanish arrived in the region in the 18th century to claim ownership and occupy an already inhabited, thriving, and abundant
area. They established the original Spanish fort, El
Presidio, and five Spanish missions throughout Chumash
territory leading to a drastic decline in the region’s
Chumash communities. The City was founded upon the
exclusions and erasures of many Indigenous peoples,
including those on whose lands Santa Barbara is located, the villages and unceded lands of the Chumash people.

This acknowledgment is just a beginning. It
demonstrates a commitment by the City of Santa
Barbara, to create a stronger relationship with the local Chumash and Indigenous Communities and work to
dismantle the ongoing legacies of settler colonialism,
as well as to continue to elevate and promote the many
histories and cultures of this place we all call home.

We come together today to acknowledge and give
voice to the unceded lands and waters of the Chumash
and all their peoples. Together, we can acknowledge
the mistakes and atrocities of the past and move
forward in remembrance and relationship with the
local Chumash peoples and other Indigenous peoples,
to facilitate their process of healing by making sure
Draft April 16, 2026 Create State MASTER PLAN 3
that our planning practices at the City make room
for Chumash and Indigenous voices to be heard,
their ecological knowledge of these territories to be
listened to, and their peoples to be a part of the healing of these lands and waters, as well as themselves.

The State Street Master Plan project boundaries
are within the traditional territory of the Chumash
Peoples. Recognizing and sharing the Chumash
history and relationship with the land is of utmost
importance to ensuring that the Chumash are
celebrated in the future State Street design.

If you would like to learn more about the Chumash and
opportunities to support them, please visit their websites:

Coastal Band of the Chumash Nation: CoastalBand.org
Su’nan Protection, Art & Cultural Education,
The SPACE: Sunan-The-Space.org
Barbareño Band of Chumash: BBC-Indians.com
Barbareño/Ventureño Band of
Mission Indians: BVBMI.com
Santa Ynez Chumash: Chumash.gov
Wishtoyo Chumash Foundation: Wishtoyo.org
Northern Chumash Tribal Council: NorthernChumash.org
YTT Northern Chumash Tribe:

YTTNorthernChumashTribe.com

LETTER FROM A CITY LEADER
4 Create State MASTER PLAN
Dear Community Members,
It is my honor and delight to introduce this Master
Plan: a document that reflects not just a vision for
a street, but a shared aspiration for the very heart
of our beloved downtown Santa Barbara.

Let me say this plainly: this is the most exciting transformation State Street has ever seen. And I mean that not as boosterism, but as someone who has watched and worked on the evolution of this corridor over many years and who understands
deeply what it means to our community. What lies ahead is something truly generational a reimagining of State Street that the people of Santa Barbara, and their children, and their children's children, will enjoy and cherish for decades to come.

Big Visions Take Time And That's Okay
If there is one lesson history teaches us about great urban transformations, it is this: they are never accomplished overnight. The changes that have shaped State Street into what it is today each unfolded over the course of decades the result of sustained community will, civic investment, and the quiet accumulation of good decisions made year after year.

Consider the arc of State Street's own story. The original streetcar lines that once defined the corridor gave way to the automobile era over the span of a generation. The historic rebuilding after the 1925 earthquake, which gave us the gorgeous Spanish Colonial Revival architecture we now cherish, was itself a multi-decade endeavor of vision and perseverance. The
pedestrianization experiments, the landscaping investments, the outdoor dining expansions that have ebbed and flowed with the times. Each of these shifts took years to conceive, years to implement, and years more to mature into the fabric of daily life.

The lesson is not that change is slow. The lesson is that meaningful change is patient and layered. When it is done right, it becomes so thoroughly woven into the life of a place that future generations cannot imagine the street any other way. That is the standard to which we hold this Master Plan.

Flexible, Fun, and Built to Evolve
What excites me most about this vision is its extraordinary flexibility. Rather than locking State Street into a single fixed design for all time, this Master Plan embraces the idea that a truly great street must be adaptable capable of changing with the times, responding to new community
needs, and welcoming uses we haven't even imagined yet.

At the core of this approach is a commitment to maximizing pedestrian space reclaiming the street for people in
the most generous and inventive ways possible. Wide,
flowing walkways. Generous gathering zones. Seating
that invites lingering. Shade and greenery that makes the outdoors welcoming in every season. The design does
not simply tolerate foot traffic; it celebrates it, elevates it, and builds an entire urban experience around it.

And critically, this flexibility is not just aesthetic it is structural.

The plan is designed to allow for incremental change over time, with improvements that can be built upon, refined, and adjusted as our community grows and evolves. We are not building for the Santa Barbara of today alone. We are building for the Santa Barbara of 2050, of 2075, and beyond trusting that each future generation will bring their own ingenuity and energy to this canvas we are creating together with a neighborhood that continues to grow around this space.

State Street as the Heart of Downtown
Downtown Santa Barbara is only as alive as its main street, and State Street is only as alive as the community that claims it. This Master Plan is, at its deepest level, a plan about community building about creating the conditions for people to gather, to connect, to discover, and to belong.

We envision State Street not merely as a corridor for commerce or transit, but as a place a destination, a stage, a front yard for the entire city. A place where a child has their first ice cream cone and a grandparent remembers the street as it was.

Where a new resident discovers the character of this city and a longtime local finds something surprising and new. Where art and culture and everyday life coexist in joyful, unplanned ways.

Events and programming will be integral not afterthoughts to how this street is designed and operated. The physical transformation and the activation strategy are conceived as one, because a great public space is defined as much by what happens in it as by what it looks like. State Street should be buzzing with life: with music, with markets, with performances, with community rituals that accumulate into tradition over time.

This is the downtown experience Santa Barbara
deserves: an ever-evolving heart that beats at the
center of everything we love about this city.

A Moment Worth Celebrating
The State Street Advisory Committee is proud to have played a role in shaping this vision, and we are grateful to the community members whose input and energy made it possible.

The road ahead will require patience, partnership, and
perseverance just as every great chapter of State Street's history has demanded. But I am confident that when
we look back on this moment, we will recognize it as the beginning of something genuinely extraordinary.

With enthusiasm and gratitude,
Dave Davis
Chair, State Street Advisory Committee (SSAC)
City of Santa Barbara
Create State MASTER PLAN 5
6 Create State MASTER PLAN April 16, 2026 Draft
City Council
» Randy Rowse
Mayor
» Wendy Santamaria,
District 1 Councilmember
» Mike Jordan
Councilmember, District 2
» Oscar Gutierrez
Councilmember, District 3
» Kristen Sneddon
Mayor Pro Tempore and
Councilmember, District 4
» Eric Friedman
Councilmember, District 5
» Meagan Harmon
Councilmember, District 6
» Alejandra Gutierrez
Councilmember,
District 1 (former)
Board & Commissions
Access Advisory Committee
» Barbara Chen
» Skylar Covich
» Nick Koonce
» James Marston
» Michael Rassler
» Elizabeth Sorgman
» Susanne Tejada
» Robert Burnham (former)
» Karen Luckett (former)
Downtown Parking
Committee
» Hannah Cohen
» Joseph Evers
» Matt LaBrie
» Wesley McRae
» Andrew Newkirk
» Sean Pratt
» Anita Stahl
» Ed France (former)
» Trey Pinner (former)
» Barbara Silver (former)
» Ruben Zarate (former
Historic Landmarks
Commission
» Keith Butler
» Dennis Doordan
» Cassandra Ensberg
» Anthony Grumbine
» Edwin Lenvik
» Sheila Lodge
» Charles McClure
» Robert Ooley
» Michael Drury (former)
» Steve Hausz (former)
» Justin Manuel (former)
Planning Commission
» Brian Barnwell
» John Baucke
» Lucille Boss
» Donald DeLuccio
» Benjamin Peterson
» Devon Wardlow
» Lesley Wiscomb
» Roxana Bonderson (former)
» Gabriel Escobedo (former)
» Jay D. Higgins (former)
» Sheila Lodge (former)
Transportation &
Circulation Committee
» Ian Baucke
» Hillary Blackerby
» Larry Bickford
» Conrad Metzenberg
» Kathleen Rodriguez
» Sarah Siedschlag
» Richard Smith
» Susan Horne (former)
» Andres Malovos (former)
» Eve Sanford (former)
State Street Advisory
Committee
» Dave Davis, Chair
» Ken Saxon, Vice Chair
» John Baucke
» Michael Becker
» Dianne Black
» Hillary Blackerby
» Marge Cafarelli
» Roger Durling
» Nadra Ehrman
» Robin Elander
» Ed Lenvik
» Peter Lewis
» Kristen Miller
» Susanne Tejada
» Meagan Harmon,
Councilmember
» Mike Jordan,
Councilmember
» Kristen Sneddon,
Councilmember

ACKNOWLEDGMENTS
Draft April 16, 2026 Create State MASTE
R PLAN
7 » Alejandra Gutierrez,
Councilmember (former)
» Roxana Bonderson (former)
Community
Organizations » American Institute
of Architects
» Downtown Santa Barbara
Improvement Association
» Friends of State Street » MOVE Santa Barbara » Santa Barbara Association of Realtors
» Santa Barbara South Coast
Chamber of Commerce
» Strong Towns Santa Barbara » Visit Santa Barbara
Local Architect
Volunteer Group » Marc Appleton » Anthony Grumbine » Justin Manuel » John Margolis » Thomas Sekula » Alexis Stypa » Fred Sweeney » Qing Xue
City Staff » Tess Harris,
State Street Master Planner
» Timmy Bolton,
Project Planner (former)
» Greta Walters,
Administrative Assistant
City Staff Advisory Team » Barbara Andersen » Marylinda Arroyo » Derrick Bailey » Brandon Beaudette » Sarah Clark » Brian D’Amour » Allison DeBusk » Keith DeMartini » Ryan DiGuilio » John Doimas » Rene Eyerly » Dana Falk » Ed France » Kelly Gordon » Jessica Grant » Joshua Haggmark » James Hamilton » Adam Hendel » Brad Hess » Sarah Knowles » Bryan Latchford » Jazmin LeBlanc » Chris Mailes » Erin Markey » Kelly McAdoo » Adriana Morales, » Jill Murray » Tava Ostrenger » Alelia Parenteau » Zac Smith » Alma Trejo-Rodriguez » Sarah York Rubin » Ashleigh Sizoo » Nathan Slack » Chelsey Swanson » Anthony Valdez » Jill Zachary. » Rebecca Bjork (former) » Brian Bosse (former)» Paul Casey (former) » Matt Fore (former) » Daniel Gullet (former » Dan Hentschke (former) » Elias Isaacson (former) » Sarah Knecht (former) City Staff Graphic
Design Support: » Summers Case » Dana Falk » Alison Grube » Liz Smith » Krystal Vaughn Consultants » Moule and Polyzoides
Architects and Urbanists
» Arcadia Studios » Fehr and Peers » Crabtree Group » Gibbs Group » Strategic Economics » Urban Advantage 8 Create State MASTER PLAN
Draft April 16, 2026 Create State MASTER PLAN 9

TABLE OF CONTENTS

EXECUTIVE SUMMARY
1 HISTORY AND CONTEXT
A Changing Corridor 24
Origins . . . . . . . . . . . . . . . . . . . . . . . . . . .25 The 19th Century . . . . . . . . . . . . . . . . . . . . .26 The 1925 Earthquake . . . . . . . . . . . . . . . . . .27 The Loss of Chinatown and Japan Town 29
Mid-Century Commerce 30
Planning and Reinvestment: 1969 – 2000 . . . . .32
Challenges and Resilience: 2000 – 2019 . . . . . .36
The Covid-19 Pandemic 37
Early Planning Discussions and Involvement 38
The State Street Master Plan Process 42
Recent and Ongoing Projects 44
2 STATE STREET TODAY
Study Area 49
Existing Conditions . . . . . . . . . . . . . . . . . . .56 3 COMMUNITY ENGAGEMENT
Engagement Process 78
Engagement Methods . . . . . . . . . . . . . . . . .78
Community Conversations 81
Engagement Key Takeaways 82
4 A RENEWED VISION
The Vision . . . . . . . . . . . . . . . . . . . . . . . . 87 Planning Objectives 89
Goals 91
5 STATE STREET REDESIGN
Design Principles 95
Flexible Design Scheme 100
Details of the Flexible Design 103
District Differentiation . . . . . . . . . . . . . . . .107 How Does It Work? . . . . . . . . . . . . . . . . . . 119 6 IMPLEMENTATION
Capital Costs Associated with Construction 134
Phasing Strategy 136
Specific Projects 140
Funding Strategy 144
Action Items Matrix . . . . . . . . . . . . . . . . . .146 Roles and Responsibilities 151
Monitoring and Adaptation 152
Conclusion 153

APPENDICES
Under Seprate Cover

Draft April 16, 2026 Create State MASTER PLAN 11

EXECUTIVE SUMMARY
State Street is the civic spine
of Santa Barbara and has
existed for over 110 years as
the city’s commercial, cultural,
and community heart.

The State Street Master Plan charts a long-range
vision for the next 20 to 30 years, building on Santa
Barbara’s heritage while confronting the structural
pressures reshaping downtowns across the nation.

The Master Plan covers the 400 through 1300 blocks
of State Street (between Gutierrez and Sola Streets), a space that spans approximately one mile, in addition
to the adjacent paseos, plazas, parking facilities, and cross streets that make up the broader downtown
fabric. It is grounded in extensive community
engagement, technical analysis, and a respect for the
history, culture, and aspirations of Santa Barbara.
12 Create State MASTER PLAN April 16, 2026 Draft

BACKGROUND AND CONTEXT
State Street’s current identity was forged in the
aftermath of the 1925 earthquake, which destroyed
much of the downtown core and enabled
the comprehensive Spanish Colonial Revival
reconstruction that defines the city’s architectural
character today. Santa Barbara established what is
recognized as the nation’s first architectural review
board, creating mandatory design standards that
have produced one of the most visually cohesive
historic commercial districts in the United States.

The late 20th century plaza streetscape investments
and parking expansion transformed the corridor by
widening sidewalks, reducing vehicle lanes, and creating the paseo network that remains one of State Street’s
most distinctive features. More recently, the COVID-19
pandemic spurred a transition of the use of State Street:
in 2020, State Street was converted to a pedestrian
and cycling promenade, a temporary intervention that
has demonstrated measurable benefits and has since
become the starting point for a permanent redesign.

The Master Plan also acknowledges the histories
that have been overlooked or erased, including
displacement of the Chumash people on whose lands
Santa Barbara stands. These histories are central to an honest and complete understanding of the corridor.

A LIVING STATE STREET
State Street’s history is a story of recurring reinvention rooted in enduring civic values, from Chumash
trading routes and the Spanish presidio trail through
post-earthquake reconstruction, the Paseo Nuevo
development, and now the Master Plan. Each generation
has renewed the corridor’s meaning while upholding
consistent principles: prioritizing the pedestrian
experience, maintaining Spanish Colonial Revival design standards, sustaining public investment, and grounding
planning decisions in broad community participation.

The State Street Master Plan carries this tradition
forward. Responsive to present conditions and
oriented toward a 20- to 30-year vision, it aims to
honor a century of civic stewardship while remaining
flexible enough to meet challenges not yet known.

Draft April 16, 2026 Create State MASTER PLAN 13
ARTS

DISTRICT

CIVIC AND

COMMERCIAL DISTRICT

ENTERTAINMENT

DISTRICT

STATE STREET TODAY
The study area encompasses three distinct
districts, each with its own character:

Entertainment District (400–600 blocks)
A vibrant concentration of bars, restaurants, wine
tasting rooms, and nightlife venues under a lush
tree canopy. Generally regarded as one of the more
economically healthy segments of the corridor.

Civic and Commercial District
(700–900 blocks)
Anchored by Paseo Nuevo, City Hall, Casa de
la Guerra, and Plaza de la Guerra. This is the
priority area for revitalization, especially since it
currently struggles with activation, particularly
in the evenings when retail uses are closed.

Arts District (1000–1300 blocks)
Home to the Granada Theatre, Arlington Theatre,
Santa Barbara Museum of Art, and the Public Library.

Cultural programming, including the First Thursday
Art Walk, makes this a regional destination.
14 Create State MASTER PLAN April 16, 2026 Draft
Key Challenges
• Retail shifts and residential undersupply:

E-commerce drove the closure of major
retail anchors (Macy’s, Saks, Nordstrom). A
2019 study identified a structural oversupply
of 400,000–500,000 square feet of retail
space. Less than 350 residential units exist
in the study area, which includes just 3%
of the city’s multifamily housing stock.
• Mobility conflicts: The current Promenade
configuration has produced benefits
but leaves unresolved tensions between
cyclists and pedestrians, inadequate transit
access, and unclear mode hierarchy.
• Infrastructure deficiencies: Aging drainage
infrastructure, flooding during rain events,
worn paving, and fragmented landscaping
reflect decades of incremental patching
rather than a comprehensive strategy.
• Activation gaps: The relative absence of eveningoriented uses in the central 700–900 blocks creates a dead zone that disconnects the two
active ends of the corridor after retail hours.

Demonstrated Strengths
Despite these challenges, State Street’s foundation
remains strong. Tourism spending in Santa Barbara
County reached $2.1 billion in 2022. The nonprofit
arts and culture sector contributes an estimated
$200 million annually to the county economy.

Retail sales per establishment increased above prepandemic levels in 2021. And critically, safety has improved dramatically: vehicle-versus-pedestrian
and cyclist collisions fell by more than 50% since
the street was converted to a promenade.

Draft April 16, 2026 Create State MASTER PLAN 15

THE MASTER PLAN VISION
The State Street Master Plan establishes a permanent
street design rooted in pedestrian and cyclist priority, flexible programming, and a high-quality public
realm that honors Santa Barbara’s Spanish Colonial
Architecture. The design is built around a clear organizing principle: a flexible 80-foot right-of-way that adapts to the needs of different users at different times of day.

Street Design
The proposed cross-section allocates space as follows:
• Two 30-foot pedestrian sidewalks (~60
feet total) on either side, organized into a
Frontage Zone (outdoor dining up to 12 feet),
a Through Zone (minimum eight feet, clear
of obstructions), and a Furnishings Zone
(trees, lighting, seating, bicycle parking).
• Two 10-foot central travel lanes (~20 feet)
reserved for cyclists, transit, emergency
vehicles, and, during overnight hours,
service, delivery, and private vehicles.
• A retractable bollard system at each intersection
(8 retractable and 16-24 fixed bollards per
intersection, at eight intersections) enables blockby-block control of vehicle access with a 3–8 second retraction time for emergency response.

Access Schedule
The street operates under a time-based access schedule:
• 10 AM – 10 PM (Daytime Peak): Pedestrian
and cyclist priority. Bollards raised. Transit
vehicles and small shuttles are equipped with
technology that automatically retracts the
bollards upon approach, allowing them to pass
through the central lane while maintaining
the street’s pedestrian-priority character.

Emergency access maintained at all times.
• 10 PM – 10 AM (Overnight Off-Peak): Bollards
lowered. Vehicles allowed for deliveries,
16 Create State MASTER PLAN April 16, 2026 Draft
refuse collection, maintenance, and private
access. A City appointment system will
accommodate special construction and
delivery needs outside normal windows.

The Public Realm
Permeable pavers and trench drains address flooding
and stormwater quality. Mature specimen trees
throughout the corridor are protected in the redesign.

Consistent with the Spanish Colonial architecture,
pavement materials reinforce the pedestrian character
and extend cohesive design language through the
corridor, including onto Anapamu Street as a gateway.

New large trees providing shade will be introduced
as an allée of trees in the Civic and Commercial
District to differentiate the space and create a
distinctive character for the center of downtown.

Santa Barbara’s network of downtown paseos, the
shaded walkways and semi-public passages that connect
State Street to surrounding blocks, has long been
recognized as one of the corridor’s most distinctive and underutilized assets. While a system of paseos already
exists downtown, it remains somewhat fragmented,
presenting a clear opportunity for the Master Plan and
subsequent projects to strengthen these connections
into a coherent pedestrian network. That vision was
brought to life in part through volunteer efforts of a team of locally rooted architects who stepped in to develop
sketches and paseo studies grounded in Santa Barbara’s
character, and their work can be found in Appendix H.

Draft April 16, 2026 Create State MASTER PLAN 17

DISTRICT STRATEGIES
While the Master Plan establishes a consistent
design framework across the full corridor, each
district receives a tailored approach to address
its specific conditions and opportunities.

Entertainment District
Preserve and enhance the existing tree canopy
and evening energy. The bollard system enables
block-by-block closures during peak nighttime
activity. The 400 block maintains two-way
vehicle access as the primary emergency
route via the Highway 101 underpass.

Civic and Commercial District
(The Heart of Downtown)
The priority for intervention. Flexible plaza design
supports year-round markets, festivals, and civic
events. Plaza de la Guerra is being revitalized, and
the planned pedestrianization of De la Guerra
Street will create a signature civic space directly
connected to State Street. Paseo Nuevo represents
a key redevelopment opportunity that could yield
significant new housing and commercial spaces
and activate the block’s ground-floor uses.

Arts District
Reinforce the cultural programming anchor.

The design is extended on Anapamu Street with
consistent State Street paving materials and
rolled curbs to unify the cultural campus. The
1300 block maintains two-way vehicle access
to preserve Arlington Street connections.
18 Create State MASTER PLAN April 16, 2026 Draft

THE HEART OF DOWNTOWN
The blocks of State Street between Ortega Street and
Carrillo Street form the civic and commercial core of
Santa Barbara, a concentrated stretch where City Hall,
the main post office, the Presidio Neighborhood, Casa
de la Guerra, El Paseo, and Paseo Nuevo sit within steps of one another, creating a density of civic purpose found nowhere else in the region, with the County Courthouse
and the Central Library also just a short distance away.

This corridor is where residents conduct the business
of government, access essential services, and move
through a streetscape defined by landmark Spanish
Colonial Revival architecture that has shaped Santa
Barbara’s global image for a century. Because so
much institutional weight is concentrated here,
the health of these few blocks carries outsized
significance for the broader downtown.

Renewed investment on State Street between
Ortega and Carrillo is therefore central to any serious revitalization strategy. The civic anchors are already in place, but the surrounding commercial and residential
fabric must rise to meet them. Vacant storefronts and
underutilized ground-floor spaces along this corridor
drain energy from blocks that should be among the
most active in the city. Targeted investment, whether
through improvements to historic buildings, flexible
retail programming, hospitality and dining activation,
residential development, or public realm enhancements,
would leverage existing civic infrastructure to
produce returns felt across the entire downtown.

Draft April 16, 2026 Create State MASTER PLAN 19

IMPLEMENTATION PRIORITIES
The Master Plan identifies a set of near- and
long-term implementation priorities that span
infrastructure, programming, and policy.

Infrastructure
• Install the retractable bollard system
at all identified intersections (500–1200
blocks plus De la Guerra), resolving
the current ambiguity around vehicle
access and permanently establishing
pedestrian-priority daytime operations.
• Reconstruct drainage infrastructure to address
recurring flooding; evaluate utility relocation
to Anacapa and Chapala Streets to reduce
future disruption to State Street businesses;
identify a stormwater alternative compliance
program for downtown development projects
immediately adjacent to State Street.
• Repair and upgrade paving throughout the
corridor with a durable, permeable material
palette consistent with Santa Barbara’s heritage
aesthetic. Pave the Civic and Commercial District
with different permeable pavement material to
provide an additional visual differentiation for
this area. Connect De La Guerra Street and De
La Guerra Plaza to the Civic and Commercial
District with similar design materials.

Economic Development & Housing
• Support conversion of excess retail space to
housing, office, and mixed-use development.

The City has planned for 8,001 new units
under the California Regional Housing Needs
Allocation (RHNA) by 2030; the downtown
core, including the Master Plan area, should
accommodate 1,000–2,000 of those units.
• Pursue redevelopment of City-owned parking
lots and Paseo Nuevo Mall as catalytic
housing opportunities, bringing permanent
residents to the heart of the corridor.
• Simplify permitting for outdoor dining,
pop-up retail, buskers, and small
performances to lower barriers to encourage
economic and cultural activation.
• Create green spaces for play, dog
walking, urban-nature interaction.

Programming & Events
• Reinforce the Saturday Farmers Market, recently
relocated to the 0 blocks of Carrillo Street and the
900–1000 blocks of State Street, and the Tuesday
Farmers Market, located on the 500–800 blocks
of State Street (from Cota to Canon Perdido
Street), as central programming anchors.
• Design the Civic and Commercial District’s
flexible plaza to be event-ready from day one,
supporting weekly markets, seasonal festivals,
family-friendly programming, and major civic
celebrations with minimal additional setup.
20 Create State MASTER PLAN April 16, 2026 Draft

CONCLUSION
Every generation of Santa Barbarans has been called
upon to renew the meaning of this corridor for its
own time: the Chumash who created community
and traveled it for millennia, the civic visionaries
who rebuilt it after the 1925 earthquake, and the
community members who shaped it through
the Plaza improvements and the pandemic-era
Promenade. This Plan carries forward that tradition.

The path forward does not solely depend on the
return of national retail chains or the recovery of prepandemic office populations. It builds on Santa Barbara’s unmatched cultural, historical, and experiential assets, temperate climate, and on the quality of the public
realm that draws people to the street in the first place.

A safe, beautiful, activated, and equitable State Street is the foundation for a resilient downtown economy
and a thriving civic life for the next generation.

Create State MASTER PLAN 21
1 Draft April 16, 2026 Create State MASTER PLAN 53
1 Santa Barbara’s downtown
and its central spine, State
Street, have long served
as the civic and cultural
heart of the region.

Understanding the historical, architectural, economic,
and civic forces that have shaped this corridor is
essential to inform any long-range vision for its future.

The State Street Master Plan is not a break from the
past, but a continuation of a deeply rooted tradition
of purposeful, community-driven stewardship of
Santa Barbara’s most defining public space.

HISTORY AND CONTEXT
24 Create State MASTER PLAN April 16, 2026 Draft
A CHANGING CORRIDOR:

REFLECTING AND HONORING

THE PAST AND PAVING THE

WAY FOR THE FUTURE
The history of State Street and Santa Barbara’s
downtown is, at its core, a story of recurring
reinvention in service of enduring civic values. From
the Chumash trading routes and the Spanish presidio
trail to the post-earthquake reconstruction, the Plaza
improvements, Paseo Nuevo development, and now
the State Street Master Plan, each generation of Santa
Barbarans has been called upon to interpret and
renew the meaning of this corridor for its own time.

Several themes recur across this history and
remain directly relevant to the Master Plan:
» The primacy of the pedestrian experience. From
the paseo network envisioned after the 1925
earthquake to the 1969 Plaza streetscape to the
pandemic-era promenade, Santa Barbara has
repeatedly prioritized the walking environment
as the foundation of a vital downtown.
» The role of design standards in place identity. The
establishment of the nation’s first architectural review board following the 1925 earthquake, the establishment
of the Historic Landmarks Commission in 1993, and the
maintenance of the Spanish Colonial Revival character
for a century, demonstrates that consistent design
stewardship is a long-term economic and civic asset.
» The importance of public investment and institutional capacity. From the Redevelopment Agency to the
Business Improvement Districts (BIDs), the history
of downtown Santa Barbara reflects the critical role
of dedicated institutions and dedicated funding
in sustaining the vitality of the public realm.
» Community as co-author. The planning processes
that have shaped this corridor, including the
current Master Plan and work of the State Street
Advisory Committee, have consistently drawn on
extensive public participation. The community’s
voice, expressed through thousands of conversations
and survey responses, is not incidental to the plan;
it is its foundation. The State Street Master Plan
carries forward this tradition. Grounded in the
city’s history, responsive to present-day conditions,
and oriented toward a long-range vision of 20 to
30 years, it aspires to be worthy of the century of
stewardship that preceded it and flexible enough
to respond to the future unknown today.

Draft April 16, 2026 Create State MASTER PLAN 25
ORIGINS: FROM CHUMASH

HOMELAND TO SPANISH

SETTLEMENT
Long before the arrival of European settlers, the Santa Barbara coastal plain was home to the Chumash
people, who occupied this territory for as many as
6,000 years. The Chumash maintained sophisticated
trade networks, maritime traditions, and permanent
village settlements throughout the region. Their
presence shaped the ecological and cultural
landscape that later generations would build upon.

Spanish soldiers arrived in the late 18th century,
establishing El Presidio de Santa Bárbara in 1782 as a
military outpost to protect the Alta California coastline.

The founding of Mission Santa Bárbara in 1786 followed
shortly thereafter, cementing the area’s importance
within the Spanish colonial system. The Presidio and
the mission trail, running roughly along what would
become State Street, established the north-south civic
axis that defines downtown Santa Barbara to this day.

Mexico won independence from Spain in 1821, at which
time Santa Barbara had a population of approximately
1,300, including the surviving Chumash. Following the
Mexican-American War, Santa Barbara began its legal
existence as an American city on April 9, 1850, and the first commercial district emerged between 1850 and
1851 when the first business licenses were issued.
26 Create State MASTER PLAN April 16, 2026 Draft
THE 19TH CENTURY: GROWTH

ALONG STATE STREET
The discovery of gold in the Sierra Nevada in 1848
reshaped California almost overnight, and Santa
Barbara felt the ripples of that transformation. The
Gold Rush brought an influx of merchants, speculators,
and settlers, changing Santa Barbara from a quiet
rancho community into a more commercially active
town. State Street, as the primary route connecting
the waterfront to the inland, became the natural
location for the emerging commercial district.

The construction of Stearns Wharf in 1872 was a turning point in the city’s economic development. For the
first time, oceangoing vessels could unload building
materials, freight, and passengers directly in Santa
Barbara, bypassing the difficult surf landings that had long constrained commerce. The wharf accelerated
growth along State Street as goods moved from
the harbor up through the downtown corridor.

The first rail tracks for horse-drawn streetcars were
laid along the west side of State Street from Sola
Street to Stearns Wharf in the late 1800s. Around the
same time, State Street was paved and twelve-footwide wooden sidewalks were constructed. Electric trolleys operated along the corridor from 1896 to
1929, when they were replaced by motor buses.

The completion of the Southern Pacific Railroad
connection in the early 20th century, linking Santa
Barbara to Los Angeles to the south and San Francisco
to the north, effectively ended the city’s geographic
isolation and cemented its future as a resort and
residential destination. With reliable rail access,
tourism flourished and State Street anchored the
retail, hospitality, and civic life of a growing city.

Draft April 16, 2026 Create State MASTER PLAN 27
THE 1925 EARTHQUAKE

AND THE BIRTH OF SPANISH

COLONIAL REVIVAL
The single most consequential event in the architectural history of Santa Barbara’s downtown occurred in the
early morning hours of June 29, 1925, when a major
earthquake destroyed much of the State Street
corridor. The disaster was devastating in its immediate impact, but it created an extraordinary opportunity:
the near-total reconstruction of the downtown core.

At the time of the earthquake, a civic movement was
already underway in Santa Barbara, led by visionaries
including Bernard Hoffman and Pearl Chase, to
establish a unified architectural identity for the city rooted in its Spanish and Mexican heritage. The
earthquake’s destruction swept away the patchwork
of Victorian and vernacular commercial buildings
that had accumulated along State Street and
opened the way for a coherent rebuilding effort.
“El Pueblo Viejo” — the city’s core historic
district — rose from the rubble and serves
today to set Santa Barbara apart.

The rebuilt downtown reflected the ideals of the
Spanish Colonial Revival style, characterized by red
tile roofs, white stucco walls, decorative wrought
ironwork on windows and balconies, arched
colonnades, and lush landscaping. Santa Barbara
established what is recognized as the nation’s first
architectural review board, with mandatory design
standards for new construction in the downtown
district. This institutional commitment to architectural coherence has been maintained and enforced ever
since, resulting in one of the most visually cohesive
historic commercial districts in the United States.
28 Create State MASTER PLAN April 16, 2026 Draft
The planners and civic leaders who guided the postearthquake reconstruction also envisioned a network of pedestrian paseos, shaded pathways threading through
the blocks connecting State Street to interior courtyards, civic buildings, and historic landmarks. This paseo
network, connecting destinations such as City Hall, De la Guerra Plaza, the Courthouse, and the Presidio, remains a defining characteristic of the downtown experience
and a key framework for the current Master Plan.

Draft April 16, 2026 Create State MASTER PLAN 29

THE LOSS OF CHINATOWN

AND JAPAN TOWN
The post-earthquake rebuilding campaign, while
transformative in many ways, also erased communities
that had been integral parts of Santa Barbara’s civic
life. The block of Canon Perdido Street between State
Street and Anacapa Street served as the cultural and
residential hub for Chinese immigrants, who began
arriving in Santa Barbara as early as the 1860s. Chinatown included rooming houses, several businesses, a school,
place of worship and community meeting spaces.

During the rebuilding that took place after the 1925
Santa Barbara earthquake, the Downtown Chinatown
area was dismantled to create a cohesive Spanish
Colonial Revival aesthetic in Downtown Santa Barbara.

E. Canon Perdido, between State Street and Santa
Barbara Street, was also once the cultural, commercial, social, and religious center of Santa Barbara’s Japanese American community. By the 1920s, Japan Town
included boarding houses, bathhouses, restaurants,
a cleaner, churches, pool hall, and grocery store.

These businesses served Santa Barbara’s Japanese
American population, which numbered about 500
before the start of World War II. The last known
building constructed for Chinatown dates to 1947,
and Japantown saw no additional construction after
World War II. The displacement of these communities
represents a significant and often overlooked dimension of the history the Master Plan must acknowledge.
30 Create State MASTER PLAN April 16, 2026 Draft

MID-CENTURY COMMERCE

AND THE RISE OF THE

DOWNTOWN DISTRICT
From 1912 to 1921, the City served as a significant center of silent film production, a precursor to Hollywood,
resulting in early cosmopolitan energy downtown.

Through the 1930s and into the postwar decades, State
Street consolidated its role as the region’s premier
commercial address. By the 1940s, downtown State
Street had established itself as the primary commercial, financial, cultural, and governmental center of Santa
Barbara County — a vibrant retail district and regional destination for residents and visitors. During this period, the corridor was characterized by narrow sidewalks,
four lanes of vehicle traffic, and on-street parking.

The postwar decades brought mounting competitive
pressure. Population growth shifted toward suburban
areas driven by the postwar housing boom, highway
construction, and development of the Goleta Valley. This suburbanization was enabled, in part, by the creation of Lake Cachuma, which made it possible for the Goleta
Valley population to triple in size. The University of
California, Santa Barbara expanded, and the research
and technology sector grew along the South Coast.

Two commercial developments in particular redirected
spending away from downtown. The Fairview Shopping
Center opened in Goleta in 1964, spurring further
development along that corridor. Then, closer to home,
La Cumbre Plaza opened in Santa Barbara in 1967.

La Cumbre Plaza was the region’s first mall, which
resulted in department stores leaving downtown,
drew residents and visitors away from the downtown
Draft April 16, 2026 Create State MASTER PLAN 31
core and accelerated a pattern of disinvestment that
was playing out in downtowns across the country.

In response to the rise of suburban retail and the
opening of La Cumbre Plaza, downtown businesses
formally organized as the Downtown Organization
of Santa Barbara in 1967, establishing a unified voice
for the district and launching retail promotions and
community events that continue to this day. Building on this momentum, the City established Santa Barbara’s
first Downtown Business Improvement District (BID)
in 1975, followed by a second BID for the Old Town
District in 1976, creating a stable, self-assessed funding base to support ongoing organizational work.
32 Create State MASTER PLAN April 16, 2026 Draft
PLANNING AND REINVESTMENT:
1969 – 2000
Recognizing the need for public investment to sustain
the vitality of the historic core, city leaders undertook a series of strategic planning and infrastructure initiatives during the final decades of the 20th century that
continue to shape the character of downtown today.

The Plaza Streetscape
One of the most enduring investments in the downtown
public realm, “The Plaza” was designed by architect
Robert Ingle Hoyt in 1969, acting on the 1964 General
Plan’s recommendation to reduce State Street from
four to two vehicle lanes. The six-block streetscape
improvement spans Victoria to Ortega Streets, featuring tile sidewalks, palm trees, benches, and widened
pedestrian walkways while retaining and incorporating
the historic buildings that define State Street’s character.

The Plaza project required a fundamental restructuring
of downtown parking. On-street parking was eliminated
from State Street entirely, with access shifted to the
parallel streets of Chapala and Anacapa. Funded
by Parking District assessments on surrounding
properties, five new surface parking lots and one
parking structure were constructed behind the
commercial frontages to replace the lost on-street
supply. To connect shoppers from these new off-street
facilities back to State Street, the City developed the paseo network by threading pedestrian pathways
through existing alleys and, in some cases, through
buildings themselves. The paseos were therefore not an
independent design amenity but a functional necessity
of the parking strategy, one that over time evolved
Draft April 16, 2026 Create State MASTER PLAN 33
into a distinctive network of retail-lined pedestrian
connections unique to downtown Santa Barbara.

Working in partnership with the Santa Barbara
Redevelopment Agency, which was active from 1972
to 2012, the City expanded the supply over subsequent
decades through the construction of additional “almost
invisible” parking structures designed to be compatible with the downtown streetscape. To compete with La
Cumbre Plaza’s “Free Parking” campaign, in 1970 the
Downtown business community partnered with the
City to form a Parking and Business Improvement
Area (PBIA), which helped offset a portion of the
cost of operating the City’s public parking system,
enabling the City to offer a period of “free” parking
in public lots. Former Mayor Sheila Lodge credited
this system as essential to keeping downtown
competitive against the suburban mall development
that threatened the corridor in the late 1960s and
1970s. Today the system comprises ten parking lots
and five parking structures totaling over 3,000 stalls, serving more than five million vehicles annually.

The Plaza was expanded in the 1990s with
additions of public art, new street furnishings,
and the State Street Flag Program, which remains
a visible symbol of downtown identity.

While the City Council discussed a pedestrian
streetscape in the 1964 General Plan and closing
blocks of State Street to vehicles entirely as early
as the 1980s, no formal action was taken.

Santa Barbara’s downtown evolution has been decades
in the making. The 1964 General Plan first articulated a vision for a pedestrian-oriented State Street, sparking early conversations about traffic calming, parking
supply, and the creation of a vibrant public plaza
environment that would define the corridor’s character. 34 Create State MASTER PLAN April 16, 2026 Draft
The establishment of the Redevelopment Agency in
1972 provided the financial and institutional mechanism to begin translating that vision into reality, funding
public improvements and laying the groundwork for
private investment. Through the 1980s and 1990s, the
vision expanded further by extending the pedestrian
realm from the State Street Plaza to the freeway,
anchoring the retail district with the development of
Paseo Nuevo and its department store tenants, and
financing the cultural and arts facilities that gave
downtown its civic richness. Each of these milestones
was the product of planning cycles, public debate,
and patient investment stretched across generations.

More than fifty years elapsed between the articulation
of that original vision and its fullest expression. With that foundation now firmly in place, the moment
has arrived to look forward: to build on what those
decades of effort produced and define what downtown
Santa Barbara will become in the next fifty years.

Business Improvement Districts
Downtown Santa Barbara pioneered one of California’s
first Business Improvement Districts (BIDs) in 1975,
establishing a self-assessment mechanism to provide
stable, recurring funding for downtown programs and
services. A second BID was created for the Old Town
District in 1976. These structures gave the downtown
organization a reliable financial foundation and a model that was subsequently adopted by cities across the state.

The Santa Barbara Redevelopment Agency
Established in 1972, the Santa Barbara Redevelopment
Agency (RDA) became the primary force for public
investment in the downtown core over the following
four decades. The RDA extended the six-block State
Draft April 16, 2026 Create State MASTER PLAN 35
Street Plaza to include the city blocks between Haley
to Ortega Streets, with landscaping and sidewalk
widening. In the mid-1990s, the 400 block of State
Street (East Haley to Gutierrez Streets) was also
improved, though with narrower sidewalks than those
above Haley Street. The RDA built approximately 1,000
additional parking spaces in new downtown facilities.

The RDA’s most visible investment was construction of
Paseo Nuevo in 1990, an approximately 460,000-squarefoot open-air shopping center at the heart of downtown, developed as a public-private partnership. The RDA also funded rehabilitation of cultural infrastructure, including the Granada Theater and the New Vic/Ensemble Theater,
in the 1990s and early 2000s. This sustained commitment to cultural and commercial investment helped
maintain downtown’s position as a regional destination
through a period of broad suburban competition.

The abrupt elimination of California’s redevelopment
agencies in 2012, as part of the State’s budget
restructuring, ended the reliable flow of public
investment that had sustained downtown Santa
Barbara for forty years. The loss of the RDA, combined
with structural shifts in the retail economy driven by
e-commerce and changing consumer habits, created
increased vacancies and reduced maintenance capacity
in parts of the corridor, which are challenges that
provide important context for the current Master Plan.

The Historic Landmarks Commission
Santa Barbara’s commitment to architectural
preservation dates to 1959, when the City Council
adopted a resolution establishing El Pueblo Viejo (EPV) in the downtown and waterfront areas, followed in March 1960 by an ordinance that formally designated EPV as
a district and defined its allowable architectural styles.

A Landmarks Committee was formed shortly thereafter
in May 1960 to steward this vision. These early efforts reflected the community’s dedication to preserving the
city’s Spanish Colonial Revival character. Decades later, Santa Barbara voters cemented this commitment by
approving a Charter Amendment in November 1993
(Section 802), which formally established the Historic
Landmarks Commission (HLC) and granted it authority
over the design and alteration of all structures within El Pueblo Viejo, which is a mandate that continues to guide the built environment of downtown Santa Barbara today.
36 Create State MASTER PLAN April 16, 2026 Draft

CHALLENGES AND
RESILIENCE: 2000 – 2019
The first two decades of the 21st century brought a
succession of challenges that tested the resilience
of the downtown district. The Great Recession of
2007- 2009 increased retail vacancies and reduced tax
revenues, straining both businesses and the public
agencies that supported the district. The elimination of California’s redevelopment agencies statewide in 2012
abruptly ended the flow of redevelopment funds that
had sustained public investment in downtown Santa
Barbara for forty years, marking the end of a significant era of publicly-sponsored urban reinvestment.

Historically, parking revenues also supported
maintenance of the Plaza and paseo system, and
other downtown amenities such as the DowntownWaterfront Shuttle. However, increasing costs combined with flat revenues has meant that these
costs have had to shift to the City’s General Fund.

Broader structural shifts in the retail economy such as the growth of e-commerce, the continued dominance
of regional growth, and changing consumer habits also
reduced foot traffic and altered the tenant mix along
State Street. The rise of competing commercial corridors in neighboring communities, from the Camino Real
Marketplace in Goleta to Coast Village Road in Montecito and the retail offerings in Carpinteria, has steadily
drawn shoppers and spending away from State Street,
fragmenting the regional retail market that downtown
Santa Barbara once dominated. Vacancy rates in
formerly prime retail blocks increased, and the physical environment of parts of the corridor began to show the
effects of deferred maintenance and reduced activation.

Despite these pressures, downtown Santa Barbara
demonstrated considerable resilience. The arts,
restaurant, and entertainment sectors continued
to draw visitors and residents. The district’s cultural infrastructure includes the Granda Theater, Lobero
Theater, Center Stage Theater, Arlington Theater, The
New Vic/Ensemble Theatre Company, the Santa Barbara
Museum of Art, Museum of Contemporary Art, Santa
Barbara Historical Museum, Casa De La Guerra, and
The Presidio. This cultural infrastructure sustained
foot traffic and reinforced State Street’s identity as a destination rather than merely a shopping corridor.

The number of businesses in the greater downtown
area grew from approximately 400 in 1975 to more
than 1,420 by 2015, reflecting the vitality of the broader district even as the core retail corridor faced headwinds.

Draft April 16, 2026 Create State MASTER PLAN 37
THE COVID-19 PANDEMIC

AND THE STATE STREET
PROMENADE: 2020 – PRESENT
The COVID-19 pandemic, which arrived in California in
early 2020, produced an unexpected catalyst for the
reimagination of State Street. In response to public
health guidance requiring the separation of restaurant
diners from enclosed indoor spaces, the City of Santa
Barbara closed an eight-block stretch of State Street
to vehicle traffic in 2020, allowing restaurants and
businesses to expand into the right-of-way with
outdoor dining parklets and gathering spaces.

What began as a temporary public health measure
quickly revealed latent demand for a different kind
of downtown street. Families, pedestrians, cyclists,
and visitors responded enthusiastically to the
car-free promenade and to new outdoor dining
opportunities downtown. The closure, implemented
with low-cost quick-build materials including
moveable bollards, planters, and street markings,
became a demonstration project that generated
sustained community support and a robust public
conversation about the future of the corridor.

The City piloted several different configurations
over this period. Bicyclists were initially channelized into the center of the street; an 8-block designated
bike lane was subsequently established to separate
cyclists from pedestrians. The 1200 block was opened
to one-way vehicular traffic in November 2023 to
accommodate guest drop-off at the Granada Theatre.

Decorative lighting and public tables and chairs were
tested in various segments. All of these modifications, however, were explicitly designed as temporary
measures until a downtown vision could be realized.
38 Create State MASTER PLAN April 16, 2026 Draft
AIA 2020 Design Charrette
The American Institute of Architectures (AIA) Santa
Barbara Chapter conducted a design charrette involving
over 160 professionals during the summer of 2020 to
explore design concepts for the State Street corridor and downtown. The work of the AIA sparked the interest of
the City to go through the Master Plan process and the
charrette’s design focus and policy analysis related to Downtown housing and the future of State Street has
been closely studied while working on the Master Plan.

Some of the architects that participated in the AIA 2020 Design Charrette provided visuals for the Master Plan.

State Street Subcommittee
Due to the success of the State Street promenadethe
recommendations to adopt the visio
the master planning process, initiate
to the General Plan Circulation Elem
actions necessary to transition to pe
of certain blocks of State Street to m
other circulation improvements, init
and processes necessary to prepare
the Downtown State Street area, and
State Street Advisory Committee to
planning process.

State Street Advisory Commi
On July 20, 2021, the City Council app
community members and business
alternates to the State Street Adviso
AIA 2020 Design Charrette
The American Institute of Architectures (AIA) Santa
Barbara Chapter conducted a design charrette involving
over 160 professionals during the summer of 2020 to
explore design concepts for the State Street corridor and downtown. The work of the AIA sparked the interest of
the City to go through the Master Plan process and the
charrette’s design focus and policy analysis related to Downtown housing and the future of State Street has
been closely studied while working on the Master Plan.

Some of the architects that participated in the AIA 2020 Design Charrette provided visuals for the Master Plan.

State Street Subcommittee
Due to the success of the State Street promenade, the
recommendations to adopt the vision principle
the master planning process, initiate amendm
to the General Plan Circulation Element and ot
actions necessary to transition to permanent c
of certain blocks of State Street to motor vehic
other circulation improvements, initiate the pla
and processes necessary to prepare a Master P
the Downtown State Street area, and establish
State Street Advisory Committee to oversee the
planning process.

State Street Advisory Committee
On July 20, 2021, the City Council appointed 15
community members and business owners an
alternates to the State Street Advisory Commit
The SSAC is tasked with guiding the productio
The success of the temporary closure presented
the City with a pivotal question: to what extent
should these changes become permanent?
The State Street Advisory Committee (SSAC) was
established to guide this process, charged with advising the development of a comprehensive Master Plan for
the corridor. Shortly after, a State Street Master Planner and Project Planner were hired, tasked with managing
consultants, conducting extensive community outreach,
and synthesizing public input into a long-range vision.

EARLY PLANNING DISCUSSIONS

AND INVOLVEMENT
AIA Design Charette
In the summer of 2020, the American Institute of
Architects (AIA) Santa Barbara Chapter organized a
design charrette that engaged more than 160 design
professionals in exploring concepts for the State Street corridor and downtown. The charrette examined
design approaches to the street, policy frameworks
for downtown housing production, and long-range
visions for the corridor’s future. The energy and ideas generated by this effort directly catalyzed the City’s
decision to initiate the formal Master Plan process.

Draft April 16, 2026 Create State MASTER PLAN 39
36 CREATE STATE MASTER PLAN ADMINISTRATIVE DRAFT - NOT FOR PUBLIC DISTRIBUTION 40 Create State MASTER PLAN April 16, 2026 Draft
State Street Subcommittee
Building on the momentum of the promenade and
the AIA charrette, the City Council established a
State Street Subcommittee, which included three
City Councilmembers, to oversee a structured public
outreach effort to evaluate the long-term future of State Street. The Subcommittee met numerous times from
July 2020 through February 2021, guiding outreach and
visioning activities. On March 9, 2021, the City Council adopted the Subcommittee’s recommendations,
which included: adopting vision principles for the
master planning process; initiating amendments to the
General Plan Circulation Element to support permanent
closure of certain blocks to motor vehicles; initiating the planning and environmental review processes necessary
to prepare a Master Plan; and establishing a new State
Street Advisory Committee to oversee that process.

State Street Advisory Committee
On July 20, 2021, the City Council appointed 14
community members and business representatives
and three City Councilmembers to the State Street
Advisory Committee (SSAC). The SSAC was charged with
guiding the production of the Master Plan, including
providing input and recommendations on topics related
to the plan as it develops. The SSAC reviewed concepts, evaluated tradeoffs, and refined recommendations
throughout the planning process. The SSAC met from
August 2021 through July 2024, building a public record of deliberation that reflects the depth and breadth of
community engagement the Master Plan process has
entailed. Their input helped ensure that the Plan reflects a balanced approach to mobility, economic vitality, public space, and inclusivity, while remaining grounded in the needs and priorities of the Santa Barbara community.

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Downtown Santa Barbara
Improvement Association
The Downtown Santa Barbara Improvement Association
(DSBIA) is a nonprofit organization established to
replace the former Downtown Organization, creating a
more sustainable and long-term model for managing
and improving the downtown district. The DSBIA’s
formation was made possible by the Downtown Santa
Barbara Community Benefit Improvement District
(CBID), approved by property owners in July 2024, which provides dedicated assessment fee funding to support
expanded maintenance, security, and beautification
services across the downtown core. The DSBIA serves as
the primary organizational voice for downtown’s property owner and business community and is a key partner
in shaping the corridor’s ongoing revitalization. The
DSBIA has remained active throughout the State Street
Master Plan process, investing in interim improvements
including daily maintenance services, a window
beautification program for vacant storefronts, new string lighting in paseos, and expanded security services.

Santa Barbara South Coast
Chamber of Commerce
The Santa Barbara South Coast Chamber of Commerce,
which represents over 1,100 businesses from Carpinteria to Goleta, has been a consistent voice in downtown
Santa Barbara’s long-term planning and revitalization
efforts. Through its Public Policy Committee, a diverse group of business leaders from across industry
sectors that meets monthly to research, review, and
take positions on issues impacting the community,
the Chamber has engaged directly with matters
affecting State Street’s economic health and physical
future. The Chamber has consistently championed
policies that support a walkable, commercially active,
and economically resilient downtown corridor.

Friends of State Street
Friends of State Street is a 501(c)(3) nonprofit
organization that formed in 2020 with the goal of
reimagining the future of State Street in partnership
with the broader community. Organized as an explicitly
neutral civic body that is dedicated to community
process rather than any particular design outcome, the
organization has served throughout the Master Plan
process as a bridge between City staff, community
stakeholders, and the general public. Early efforts
focused on supporting the promenade through
parklet guidance, planter installation, and volunteer
improvements. The group later co-hosted a Community
Conversation Series to gather input from a wide range
of local voices by bringing together downtown business
owners, nonprofits, the arts community, realtors, and
mobility advocates in separate sessions to ensure each
constituency had space to share perspectives freely.

Friends of State Street has also advanced pilot projects, such as the State Street Loop shuttle, which was a
free, electric golf cart shuttle service providing slowpaced transit along the promenade. The organization also partnered with the Santa Barbara Botanic Garden
on a native plant pilot at the 1200 block of State
Street and worked to activate underused storefronts,
connecting property owners with creative tenants to
spark long-term commercial interest in vacant spaces.
42 Create State MASTER PLAN April 16, 2026 Draft

THE STATE STREET MASTER

PLAN PROCESS
The State Street Master Plan represents the
beginning of a new planning effort undertaken for
the downtown corridor in the post-earthquake era.

It builds directly on the momentum generated by
the pandemic-era promenade while situating the
corridor’s future within the long arc of its history.

The planning process has been extensive and deliberately inclusive. Community outreach activities included more
than 60 community events, 20 public meetings, and
a citywide survey that received nearly 6,000 individual responses, approximately twice the participation rate
recorded in comparable planning processes in larger
cities. Results from this outreach documented strong
public support for a pedestrian-oriented State Street,
with 79 percent of survey respondents indicating a
preference for a corridor free of private vehicle traffic, with bicycle infrastructure and a flexible street surface.

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Conceptual designs for the Master Plan have been
prepared by the urban design firm Moule and
Polyzoides, whose work reflects the Spanish Colonial
Revival tradition and the paseo network established in
the 1925 reconstruction. The emerging plan envisions
State Street organized into three distinct zones,
including a Grand Paseo, the highly walkable civic
core between Ortega and Carrillo Streets featuring
updated landscaping and shaded tree canopy, new
pavement texture and patterns, expanded sidewalk
with room for amenities and outdoor dining, and
a plaza-like center that is primed for a community
gathering space. The design consciously echoes the
vision of post-earthquake planning with an emphasis
on weaving and prioritizing pedestrian connections
through the heart of downtown. As of early 2026, the
Master Plan is advancing through its review process.
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RECENT AND ONGOING PROJECTS

IN THE DOWNTOWN CORRIDOR
A number of significant capital improvement projects
are underway within or adjacent to the Master Plan
area, representing both the City’s ongoing commitment
to downtown investment and the physical context
into which the Master Plan must integrate.

De la Guerra Plaza, designated as a Public Square in
1853, has served as Santa Barbara’s symbolic center
of town for more than 170 years. The plaza presents
a renewed opportunity for revitalization through
structural and aesthetic improvements designed to
better serve the community’s arts, cultural, and civic
events throughout the year. Of particular importance
is its integration into the State Street Master Plan
design to further emphasize one cohesive civic core.

Related capital projects include the Vision Zero
State Street Undercrossing between Gutierrez and
Yanonali Streets, completed in 2025; improvements
to Library Plaza, completed in November 2024; and
the Santa Barbara Police Station, which is expected
to be complete in 2027. The Saturday Farmers Market
was also successfully relocated to the 0 blocks of
Carrillo Street and the 900–1000 blocks of State
Street in September 2024, bringing significant
weekly activation to a key segment of the corridor.

These projects, taken together, represent a substantial public investment in the downtown fabric and
should be recognized as integrated components
of the broader vision for State Street’s future.

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2 STATE STREET TODAY
The urban fabric of Downtown
Santa Barbara is a defining
aspect of its culture and
identity, characterized
by human-scale, mixeduse buildings and vibrant,
pedestrian-friendly streets.

State Street has served for more than 110 years
as the city’s commercial and pedestrian core,
functioning as both the economic backbone and
symbolic heart of Santa Barbara. It reflects the
city’s rich history and provides a strong foundation
on which to build a transformed future.

This section provides an overview of existing
conditions along State Street, organized around
the key systems and dynamics that shape the
downtown environment: land use and urban
form, districts and character, mobility, economic
vitality, public space and activation, and planning
context. It identifies both the enduring strengths
that make State Street resilient, and the pressing
challenges that require coordinated intervention.
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Draft April 16, 2026 Create State MASTER PLAN 49

STUDY AREA
The State Street Master Plan study area is centered
on State Street and the surrounding downtown
blocks. It is bounded by Anacapa Street and Chapala
Street on the east and west, and Gutierrez Street
and Sola Street on the south and north. This area
encompasses the 400 through 1300 blocks of State
Street, which is a corridor stretching over threequarters of a mile, and includes the paseos, on-street bike lanes, cross streets, public plazas, and parking
facilities that form the broader downtown fabric.

Based on analysis of the study area and community
feedback, there are three distinct districts along State Street, each with its own character, land uses, and user base. Community feedback has consistently affirmed
that while the two anchor districts are relatively
successful, the central Civic and Commercial District
is the priority area for intervention and activation.
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Entertainment District: 400 to 600 Blocks
The southernmost district is characterized by a vibrant concentration of bars, restaurants, wine tasting rooms, and nightlife venues under a lush tree canopy. It draws a diverse mix of locals and visitors and is generally
regarded as one of the more economically healthy
and active segments of the corridor. The clustering of
evening-oriented uses generates sustained foot traffic
and street energy well into the night. The 400 block is configured differently than the rest of the Plaza, with narrower sidewalks and vehicular traffic open in both
directions to facilitate emergency response access to the Highway 101 underpass and Haley and Gutierrez Streets.

Civic and Commercial District:
700 to 900 Blocks
At the geographic center of downtown, this district
is anchored by the Paseo Nuevo Mall, connections
to Plaza de la Guerra, Casa de la Guerra, City Hall, the Music Academy of the West, and the Santa Barbara
Film Center. The District also hosts the Tuesday Santa
Barbara Certified Farmers Market, and Paseo Nuevo
hosts various art markets. While the most civic in
character, it has struggled with activation — particularly in the evenings when the predominantly retail uses
in the district are closed. The relatively small number of restaurants and visitor-generating evening uses
creates a notable vibrancy gap that disconnects
the more active ends of the corridor. Community
input consistently identifies this as the priority area for revitalization, which would also complement
the De La Guerra Plaza Revitalization Project.

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Arts District: 1000 to 1300 Blocks
The northern anchor is home to the city’s most
prominent cultural institutions: the Granada Theatre, the Arlington Theatre, the Santa Barbara Museum of Art, New Vic/Ensemble Theatre Company, and the Santa Barbara
Public Library. On the 900 block of State Street, near the Arts District, is the Music Academy of the West and the Santa Barbara Film Center. These destinations attract
significant patronage and generate synergistic activity at surrounding restaurants and galleries. The district’s cultural programming, including the First Thursday Art
Walk, makes it a regional destination and a cornerstone of State Street’s identity. The 1200 block is currently open to vehicles traveling northbound with two-way
on-street bike lanes. The 1300 block is a transition block with two-way vehicular traffic and bike lanes. Having
not been included in the earlier State Street Plaza,
the 1300 block is configured differently than the rest
of the State Street Study Area, with narrow, concrete
sidewalks and parallel street parking on both sides.
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LAND USE

CIVIC & LANDMARK BUILDINGS

PARKING
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BUILDING SERVICE ACCESS

OPEN SPACE & STREETSCAPE

PUBLIC TRANSIT
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BICYCLE NETWORK
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EXISTING CONDITIONS
Supported by tremendous public and private investment,
State Street remains the economic and symbolic center
of the city. State Street is at a critical point in its evolution from a pre-COVID, car-oriented corridor to a pedestrianand bicycle-focused Promenade, toward a long-term urban vision. A successful redesign must reconcile the
often-competing demands of mobility, economic vitality, and urban form while preserving its historic charm.

Land Use
The study area is predominantly zoned C-G (Commercial
General), a mixed-use zone which permits a broad range
of retail, office, and residential uses. The General Plan identifies most State Street parcels as Commercial/High Density Residential (28-36 units per acre base density) with a priority housing overlay that allows 37-63 dwelling units per acre downtown. Downtown is the most
concentrated and intensively used district in the city, and most parcels allow the widest range of commercial uses.

Most buildings in the study area are single-story
or two-story, with a concentration of multi-story
buildings between the 700 and 1100 blocks of State
Street. Seven buildings reach five stories or higher,
including the Granada Theatre, the Balboa Building,
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and Hotel Santa Barbara. Buildings and entries are
concentrated along State Street, creating a nearly
continuously active street wall. Narrow building widths, frequent entries, storefront windows, and patios
create an appealing and active street environment.

Retail uses are distributed consistently along the
length of State Street, while restaurants cluster toward each end — in the 400 to 500 blocks and the 1100
to 1300 blocks. This creates a structural activation
challenge: the relative absence of evening-oriented
uses in the central 700 to 900 blocks produces a
dead zone that disconnects the two active ends of
the corridor, particularly after retail hours. Banks and office spaces are present in limited numbers; while
they do not currently diminish overall vibrancy, limiting their future concentration along key frontages will
be important as the leasing environment evolves.

Over 88 percent of building floor area in the State
Street Master Plan study area is dedicated to retail
and office use. As of 2025, less than 350 residential
units exist within the study area — representing just
3 percent of the city’s multifamily housing stock.

Civic and Landmark Buildings
State Street is anchored by a remarkable collection of
civic and cultural institutions that generate consistent foot traffic and define the corridor’s identity. The
Granada Theatre, Arlington Theatre, and Lobero
Theatre serve as major performing arts venues and
are among the most architecturally distinguished
buildings in the city. The Santa Barbara Museum of
Art and the Santa Barbara Public Library provide
additional cultural anchors in the Arts District. City
Hall, Casa de la Guerra, El Paseo, and Paseo Nuevo
anchor the core of the Civic and Commercial District.

These landmark buildings reinforce the Spanish
Colonial Revival architectural character that defines
Downtown’s identity, including terra-cotta roofs,
white plastered arcades, traditional glazed tiles, and
ornate facades that distinguish State Street as one
of the most cohesive historic main streets in the
United States. The El Pueblo Viejo District designation governs design review for future improvements
and establishes the standard for any changes to
buildings or public spaces along the corridor.

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Housing
Housing is critical to the future of Downtown. The
existing housing supply in Downtown is very low. The
City’s 2023–2031 Housing Element, adopted by City
Council on December 12, 2023 and certified by the
California Department of Housing and Community
Development (HCD) in February 2024, establishes
the policy foundation for housing growth citywide.

The Housing Element addresses Santa Barbara’s
Regional Housing Needs Allocation (RHNA) of 8,001
units for the 2023–2031 planning cycle—a significant
increase over prior cycles reflecting the State’s
response to California’s housing crisis. Notably,
the City’s analysis found that existing zoning is
sufficient to accommodate this allocation without
the need to rezone parcels for higher density.

Within the Downtown area specifically, the
2023–2031 Housing Element identifies 1,349
pending and potential residential units, based
on analysis of available and underutilized sites.

This represents a meaningful opportunity to
grow the downtown residential population, but
realizing that potential will require strategic public
investment, policy support, and coordinated land
use decisions along and near State Street.

The redevelopment of Paseo Nuevo Mall represents the
single largest near-term housing opportunity along State Street. The City is advancing a mixed-use plan that would transform the shopping center into a vibrant, pedestrianoriented district in the heart of downtown. The current proposal includes an office headquarters, revamped
retail, and 112 rental units on the former Nordstrom’s
site, including 10% income-restricted affordable units.

The City also owns several parcels as part of its
Downtown parking program. Currently, the parking areas
are not fully utilized, and the existing surface parking lots are a potential opportunity to create additional
housing, in particular affordable units. This could be
done while retaining the existing parking supply on each parcel, by structuring parking as part of a new building development. This model of air-rights or podium-style
development over publicly owned parking is consistent
with the Housing Element’s goals and the City’s recently established Local Housing Trust Fund, which was created in 2024 to help finance affordable housing production.

Redeveloping underutilized city-owned parking sites
could serve multiple public objectives simultaneously:
increasing the downtown housing supply, delivering
income-restricted units, activating underused parcels,
and generating long-term revenue for the City.
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State Street as a Third Place
Beyond its function as a commercial corridor, State
Street has long served as the community’s primary
“third place” – a shared public environment distinct from home and work, where Santa Barbara residents gather,
celebrate, and connect. This role has deepened in recent years as programming and activation on the Promenade
have expanded. State Street is simultaneously a civic
commons, a recreational destination, a cultural venue,
and a social gathering space that serves all residents of the city as well as the region’s two million annual visitors.

1. Farmers Market
The State Street Farmers Market is one of the most
beloved and well-attended recurring events in downtown
Santa Barbara. Held weekly on Tuesday afternoons
and Saturday mornings, is a vital anchor of activity on the corridor that draws residents from across the city
and region. The market activates the public realm,
supports local agricultural producers, and reinforces
State Street’s role as a community gathering place
accessible to people of all incomes and backgrounds.

2. Parades and Festivals
State Street has historically been the site of the city’s major parades and festivals, including the Summer
Solstice Celebration, the Old Spanish Days Fiesta
parade, and various holiday and cultural events.

These gatherings draw thousands of participants and
spectators, temporarily transforming the entire length
of the corridor into a community celebration space.

When the city converted the 500 through 1200 blocks
of State Street to a car-free promenade during COVID,
it created a structural conflict with parades. Traditional large parades, which require a wide, clear corridor for floats, horses, and marching bands, became logistically incompatible with the outdoor dining parklets, planters, and furniture that now occupy the former roadway.

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Parades that used to run on State Street now operate
along Cabrillo Boulevard and Santa Barbara Street,
where the road can accommodate carriages, wagons,
floats, and animals. Similarly, the sidewalks are not
impeded by outdoor furniture and can accommodate
large spectator crowds. The City has re-evaluated
parades on State Street and established criteria that
allows parades or events downtown if the event
meets certain criteria for safety reasons (e.g., no
motorized vehicles/walking only, no animals, etc.).

3. Meeting/Gathering Space
State Street and its adjacent paseos and plazas serve as informal meeting and gathering spaces throughout the
day and evening. The current State Street configuration has eliminated vehicle conflicts and expanded usable
street space for gathering events that could take place on State Street. Outdoor seating, planter areas, and
open stretches of the Promenade provide places for
residents to linger, meet friends, and engage with
the public life of the city. Plaza de la Guerra, currently being revitalized, and the planned pedestrianization
of De la Guerra Street will add a significant formal
gathering space to the corridor’s civic infrastructure.

4. Safe Space for All to Recreate
The Promenade has created an expanded opportunity
for residents and visitors to use State Street as a
recreational space, including for walking, cycling,
jogging, and informal play in a way that was not possible when vehicles occupied the roadway. This shift has been particularly meaningful for families with children, elderly residents, and people with disabilities for whom a carfree environment offers greater comfort, accessibility, and safety. However, ensuring that the space is
welcoming to all requires continued attention to design, programming, maintenance, and the management
of behaviors that make some users feel unwelcome.
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Economic Evolution and Retail
State Street has been the economic and cultural
hub of Santa Barbara and the Central Coast since
its earliest days. Despite its unique qualities, it is not immune to the structural forces reshaping commercial
corridors nationwide. Key economic issues include:
» Impact of e-commerce: rapid growth in online
shopping has driven the closure of traditional
retail anchors, including Macy’s (2017), Staples
(2018), Saks Fifth Avenue (2019), and Nordstrom
(2020). By 2024, online sales accounted for
approximately 16 percent of all U.S. retail.
» High vacancy perception: while underlying retail
vacancy (excluding anchor-scale voids) is near
the healthy 5–10 percent range, the perception
of vacancy, which is amplified by prominent
shuttered storefronts, diminishes the corridor’s
vibrancy and consumer confidence.
» Declining rents and leasing uncertainty:
rents have declined from historical highs,
and the prolonged uncertainty around the
Promenade’s permanent configuration deters
new tenants and investment commitments.
» Retail oversupply: the 2019 Kosmont study identified
an oversupply of 400,000 to 500,000 square feet of
retail space downtown, which is a structural mismatch
that cannot be resolved simply by filling existing
spaces with more retail. This mismatch should be
corrected by turning retail space into mixed-use
developments, housing supply, and/or office space.
» Loss of office population: prior to the pandemic, the City supported an estimated 23,000 jobs located in
the downtown submarket. The shift to hybrid work
has significantly eroded this daytime population.

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» Housing deficit: with fewer than 350 residential
units in the study area, State Street lacks the
year-round resident base that would stabilize
demand, support neighborhood-serving retail, and
reduce reliance on tourism and office traffic.
» Long, narrow building footprints: historic groundfloor spaces are efficient for creating street-level interest but inefficient for modern retail formats,
and current building code limits their subdivision or
alternative use, increasing effective occupancy costs.
» Minimally Activated Ground Floor Uses: A significant
contributor to the perceived vacancy on State Street
is not limited to empty storefronts. Ground-floor
office and bank uses also diminish street vitality
by presenting opaque, frosted, or non-transparent
facades that eliminate visual connection between
the interior and the sidewalk. Unlike active retail,
these uses generate little to no pedestrian traffic,
foot dwell time, or window interest. The effect is
most pronounced at corner locations, where the
loss of activation is visible from two street frontages simultaneously, compounding the sense of
emptiness on the block and reducing the corridor’s
overall sense of vibrancy and commercial health.
» Legacy Ownership and Generational Land Holding
Patterns: A share of State Street properties are held by long-term family owners or generational trusts that
acquired their parcels during the corridor’s peak retail years. Rather than accepting current market rents or
investing in tenant improvements to attract new uses,
some owners continue to hold vacant or underutilized
properties in anticipation of a return to historic lease rates that the current market is unlikely to support.

This pattern of speculative inaction creates persistent gaps in the corridor’s commercial fabric, suppresses
the incentive to adapt properties to contemporary
64 Create State MASTER PLAN April 16, 2026 Draft
retail formats, and effectively removes otherwise viable ground-floor spaces from the active leasing market.

Strengths: Retail sales per establishment increased
above pre-pandemic levels in 2021. Tourism spending in
Santa Barbara County reached $2.1 billion in 2022, with over $700 million on food service and retail. The nonprofit arts and culture sector contributes an estimated $200
million annually to the county economy, which is a
durable foundation that many downtowns lack.

Conclusion: The quality of the downtown experience,
not just the return of traditional large retailers, is what will attract patrons, motivate workers and tenants to
return, and build a resilient urban neighborhood. The
path forward builds on Santa Barbara’s unmatched
cultural, historical, and experiential assets while
diversifying land uses and reducing reliance on retail
and office markets vulnerable to structural disruption.

Circulation, Access, and Mobility
State Street’s mobility environment is in a period of
transition, and the current configuration, which was
established as a temporary Promenade response
to the pandemic, has produced both benefits and
unresolved tensions. Key mobility issues include:
» Bicycle and pedestrian conflict: pedestrian and cyclist volumes are high, and the loose apportionment of
modes within the shared Promenade environment
creates friction, particularly with e-bikes traveling
at speed through pedestrian-dominated spaces.

Recommended to separate pedestrians and cyclists.
» Mode prioritization: the current configuration
does not clearly delineate space for pedestrians,
cyclists, service vehicles, and emergency access.
» Service and delivery access: Vehicular access
for construction activity, refuse collection, and
commercial deliveries must be carefully integrated
into the corridor’s design to ensure that service
operations can function efficiently without
disrupting the pedestrian experience or conflicting
with other modes of travel along State Street. v
» Transit legibility: the operation of the electric
shuttle (State Street Loop) is visually lost within
the current street environment; improved
wayfinding, stops, and visual identity are needed.
» Parking wayfinding: access to downtown parking is not consistently signed, creating opportunities to better
guide visitors who are unfamiliar with the system.
» Corridor length: At over three-quarters of a mile,
State Street’s full length exceeds a comfortable
walking distance for many users, underscoring
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the need for a reliable and frequent transit
service to link the corridor end to end.

Driving Experience
Prior to COVID, State Street served as a drive-through
plaza for vehicles. The beautiful architecture, outdoor cafes, shoppers, and street layout made the Plaza a
popular cruising destination for drivers. The actual
utility of driving was negligible since there was no
on-street parking on State. When the temporary
State Street Promenade opened to pedestrians and
cyclists, the level of traffic congestion that was added to the parallel streets of Chapala and Anacapa Streets
was minimal. Chapala and Anacapa Streets are the
north and south bound streets carrying traffic in
Downtown and connect to the rest of the City’s road
network, including, the nearby highway interchanges
at Carrillo, Castillo, and Garden Streets to U.S. Highway 101 (the only major highway bisecting the City).

Chapala and Anacapa Streets and the streets
perpendicular to the Plaza currently provide on-street
parking and commercial loading/unloading operations.

Vehicular access for deliveries and commercial
loading/unloading operations are currently limited
on State Street to the morning hours before 10am.

Parking
The downtown parking system began in 1963 and
expanded over the next 30+ years, and it provides public parking throughout the study area. It is comprised of 12 City-operated facilities (five parking structures and seven surface lots, one of which is located outside of the Study Area) and one privately-operated public parking structure in the Paseo Nuevo Mall. All parking areas are located
within one block of State Street. Once parked, visitors navigate through the paseo network and adjacent
sidewalk system to reach State Street destinations.

On-street parking on Anacapa Street, Chapala Street,
and cross streets supplements off-street capacity.

Cross-street parking management provides tiered
time limits with 15-minute zones for quick trips and
75- and 90-minute zones for longer stays, while
encouraging employees and residents to use offstreet facilities. On-street restrictions end at 6 pm to accommodate overnight parking for residents.

The creation of the temporary State Street Promenade
in 2020 did not produce a measurable increase in traffic congestion on surrounding streets because Downtown
State Steet does not have any on-street parking or
driveways to off-street parking. The circulation network was established by the State Street Plaza, with Chapala and Anacapa Streets continuing to function effectively
as the primary north-south routes. Parking revenue in
the City’s parking facilities declined significantly during the pandemic years as downtown visitation patterns
shifted, but early indicators in 2026 suggest a gradual rebound as workers return to in-person employment
and foot traffic slowly recovers, which is a trend that, if sustained, will be an important factor in assessing the long-term financial sustainability of the parking system.

Pedestrian Experience
Downtown Santa Barbara is laid out on a grid with
blocks measuring approximately 500 feet, making it
ideally scaled for walking and rolling to destinations, work, and services. The scale of existing architecture, relatively narrow streets, and mostly tree-lined sidewalks 66 Create State MASTER PLAN April 16, 2026 Draft
create a comfortable and inviting pedestrian experience throughout the district. On average, there is a building entry approximately every 40 feet along State Street,
meaning at a typical walking pace, pedestrians
encounter a new point of interest every 7 to 10 seconds.

The dedicated pedestrian travel way along State
Street is generally eight feet in width with additional area for landscaping, benches, bike racks, and
streetlights and other utilities. Each block of State
Street features a signalized mid-block crosswalk.

Intersections are signalized and include marked
crosswalks, supporting safe and accessible pedestrian
crossings at key decision points across the network.

Through community engagement it was affirmed
that the pedestrian area needed to be expanded
given current and anticipated demand.

Paseo Network
One of State Street’s most distinctive assets is its paseo system, a network of intimate walkways and courtyard
spaces that penetrate the interior of the downtown
blocks behind the primary street frontages. There are
sixteen paseo entries along State Street alone, with
additional connections on cross streets. The most
activated paseos are lined with shops and cafes featuring storefront windows and bistro seating that open onto
lush, sheltered courtyards. This network is rarely found in North American cities at this scale and quality.

The paseo system creates a layered pedestrian
realm that rewards exploration and provides shelter,
intimacy, and a respite from the primary street.

However, its full potential as a connected pedestrian
network has not yet been realized. Creating safe
and comfortable pedestrian connections between
blocks and encouraging more active uses within
the paseo interiors would transform the downtown
into a true multi-layered pedestrian environment.

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Biking Experience
State Street serves as the spine of the citywide bicycle network, providing a continuous route from Highway
154 to Stearns Wharf. On-street bike lanes on Cota,
Ortega, and Haley Streets connect to the Downtown
State providing critical connections from Lower West,
West Downtown, Laguna, and Eastside neighborhoods.

In 2024, a bike friendly street was created on Sola Street connecting the Westside, Oak Park, West Downtown,
Upper East, Laguna, and Eastside neighborhoods to
Downtown and is one block north of the temporary
State Street Promenade. Protected bike lanes were
also added in 2025 to the State Street Undercrossing
between Guiterrez and Yanonali Streets, which
strengthened the connection between Downtown and
Waterfront – the City’s most active neighborhoods.

Since 1992, Downtown State Street has had two onstreet bike lanes. Unfortunately, there was a frequent pattern of collisions due to right turning vehicles into cyclists at intersections. The temporary State Street
Promenade was initially shared between pedestrians
and cyclists but conflicts arose between modes,
particularly with the faster moving cyclists. In 2023,
a two-way bike lane was established in the center of
street, with pedestrians having space in the shoulder
areas and existing sidewalks. The number and severity
of vehicle to bicycle collisions have decreased since the Promenade opened mainly because the Promenade
eliminated the right turning conflict. Because
Downtown State has no vehicle parking or driveways,
it has provided a safe environment for cyclists of all
ages to enjoy Downtown. It encourages healthy social
interactions and creates a welcoming environment for
teens to connect. Since closing to vehicle traffic, cyclist volumes on State Street have averaged approximately
2,000 riders per day (based on video traffic counts
taken between August 2022 – March 2026).
68 Create State MASTER PLAN April 16, 2026 Draft
Given the high number of pedestrians and cyclists
frequenting Downtown, it is recommended
to have separation between these modes on
State Street during prime biking hours to get to
work, school, and Downtown destinations.

Public Transit
Downtown is well connected to the city and broader
region via bus service provided by the Metropolitan
Transit District (MTD). The Downtown Transit Center
on Chapala Street, one block west of Carrillo Street and State Street, serves as the hub of the transit network, with routes connecting Downtown to Westside,
Lower West, Eastside, Upper State, Oak Park, and
Mesa neighborhoods, as well as Goleta, Carpinteria,
UCSB/Isla Vista, and Santa Barbara City College.

From 1991 through 2020, MTD electric shuttles ran
between Downtown and the Waterfront neighborhoods,
with multiple stops along State Street. These shuttles
enabled visitors to park once and move freely between
shopping and destination areas without relocating their vehicle. Immediately prior to the COVID-19 pandemic,
summer service on the Downtown shuttle operated
every 10 minutes between 10:00 a.m. and 6:00 p.m. daily, with 15-minute headways between 6:00 p.m. and 9:00
p.m. on Fridays and Saturdays. The Waterfront shuttle
operated with the same summer schedule but with
15-minute headways all day. Outside of summer, between
Labor and Memorial Days, the Downtown Shuttle ran
every 15 minutes, and the Waterfront Shuttle ran every
30 minutes, both from 10:00 a.m. to 6:00 p.m. Fares
were .50 cents per ride for the rider (.25 cents for riders Draft April 16, 2026 Create State MASTER PLAN 69
62 years or older and for people with disabilities), with a subsidy by the City based on service MTD was providing.

Ridership of the shuttle began to decline in the 2010s, paralleling the decline of business activity on State
Street, the end of the Redevelopment Agency, and the
shift towards online retail and big box stores in other parts of the region. The annual shuttle ridership in
Fiscal Year (FY) 2012-2013 was 341,891 on the Downtown
shuttle and 82,036 on the Waterfront shuttle. By
FY 2018-19, ridership had dropped to 207,201 on the
Downtown shuttle and 44,537 on the Waterfront shuttle.

In April of 2020, the City suspended service due to the opening of the temporary State Street promenade and
the City not having funding to sustain the shuttle.

Since the end of the pandemic, community demand
for a restored Downtown-Waterfront shuttle has been
high. MTD’s Short Range Transit Plan, developed
through broad community outreach in 2021 and 2022,
identifies a combined Downtown and Waterfront
shuttle circulator as a key priority. The proposed
circulator would operate along Anacapa and
Chapala Streets between Gutierrez and Sola Streets,
reconnecting Downtown and the Waterfront.

Separately, the City has launched the State Street
Loop, which is a popular pilot program providing
free, accessible transportation along State Street in
electric golf cart- style vehicles, as a near-term proofof-concept for corridor mobility. The Loop shuttle had 16,000 riders in six months with hours of operation
from 12 – 7pm from Thursday through Sunday,
70 Create State MASTER PLAN April 16, 2026 Draft
signifying a need for transit service. The smaller carts help provide easy access on State from Downtown to
the Waterfront, while the Downtown and Waterfront
shuttles help connect the public to State from the
larger Downtown and Waterfront destinations.

Traffic Safety
The City of Santa Barbara is a Vision Zero city,
committed to eliminating all fatalities and severe
injuries on city roadways by 2030. A comprehensive
citywide collision analysis was completed as part of
the Council-adopted Vision Zero Strategy in 2018.

Pre-pandemic, State Street’s Downtown area had a
documented collision pattern involving right-turning
vehicles and cyclists at intersections and a high
number of pedestrian collisions. When State Street was
converted to a pedestrian and cyclist environment in
May 2020, these conflicts were significantly reduced.

Comparing the five years prior to closure (May 2015
through April 2020) to the period following (June 2020
through December 2023), average annual collisions
downtown dropped from 17.6 to 5.9, and average
annual injuries from collisions fell from 10.2 to 5.0. This reduction reflects the direct safety benefit of removing vehicle versus cyclist and pedestrian conflicts.

Service Access Needs
Service vehicle access, including commercial deliveries, refuse collection, and construction vehicles, has
remained generally consistent since the temporary State Street Promenade. Title 10 of the City’s Municipal Code prohibits vehicles over three tons (most commercial
vehicles) from accessing State Street between Haley
and Victoria Streets, except between 6:00 AM and 10 AM, with an exception for construction-related deliveries.

The current configuration allows for deliveries and
service vehicle access between 10 PM and 10 AM each
day, or outside of those hours by request for activities such as public and private construction work. Because
there is no other vehicular traffic on the street, the
current layout gives delivery trucks more flexibility
to load and unload along the curb rather than being
Draft April 16, 2026 Create State MASTER PLAN 71
confined to designated loading zones. Bollards at the
end of each block are flexible and allow emergency
vehicles to drive onto the closed portion of the street at any time. On the 00 blocks of cross-streets, large yellow loading zones accommodate 30-minute commercial
loading and 3-minute passenger loading at all times.

A consideration for the State Street design is to maintain access for continued loading/unloading operations
in the early morning or late evening hours. While
adjacent north/south and east/west streets carry the
major operations, service on State Street should be
maintained since there are no alleys immediately
adjacent to the State that would otherwise provide
access for maintenance, service, deliveries, and
construction. Emergency access along State Street
will be maintained at all times through the use of
retractable bollards, allowing police, fire, and other
emergency services immediate and unimpeded
entry to the corridor twenty-four hours a day.

Landscape
The existing streetscape reflects multiple improvements since 1969, with palm trees, widened brick sidewalks,
street furniture, and historic architectural facades
defining the physical character of the public realm.

Existing sidewalks along State Street range from
16 to 24 feet in width, with café spaces and retail
displays animating building facades and large
planting areas providing separation from the
roadway. The general character of the planting
along downtown State Street aligned with Southern
California’s 1960s–70s municipal landscape
conventions. This era favored a lush, subtropical
72 Create State MASTER PLAN April 16, 2026 Draft
aesthetic that mixed ornamental exotics without a
strong ecological or coherent thematic rationale.

The current condition of the landscape is uneven and
outdated, requiring significant ongoing maintenance.

Irregular planting, worn hardscape, and inconsistent
maintenance create a fragmented visual impression
in several segments. Irregular raised planting in some
locations disrupts pedestrian continuity. Several
specimen trees of significant maturity and community
value are present throughout the corridor and require
conservation in any future redesign; however, the
remainder of the tree species along State Street do
not have consistency and no street tree species has
been specifically identified for State Street. The overall impression is of a streetscape that is functional but has not been comprehensively maintained or upgraded to
match the ambitions of a signature urban corridor.

The existing landscape of State Street needs
comprehensive attention. Key landscape issues include:
» Condition and maintenance: the existing streetscape
is worn and requires better ongoing maintenance
to reflect the quality of a signature civic corridor.
» Color: The planting palette, where present, skews
toward evergreen species that offer little variation
in bloom, foliage color, or seasonal interest.
» Fragmented planting: irregular planting
creates the impression of a random, unplanned
streetscape rather than a cohesive design.
» Pedestrian continuity: irregular raised planting
in some locations disrupts the continuity of
pedestrian movement and accessibility.
» Specimen tree conservation: numerous mature
specimen trees are present throughout the corridor
and represent significant ecological and aesthetic
value requiring protection in any redesign.
» Undifferentiated character: the streetscape is
currently uniform across the full length of the
corridor but lacks landscape uniformity, missing
an opportunity to reinforce the distinct character
of each of the three downtown districts.

Civil: Paving and Drainage
The physical infrastructure of State Street
reflects decades of incremental investment
and patching rather than a comprehensive
strategy. Key civil engineering issues include:
» Flooding: the street has experienced flooding
during recent winter rain events, highlighting the
Draft April 16, 2026 Create State MASTER PLAN 73
inadequacy of the existing drainage system for a
corridor with significant impervious surface.
» Aging infrastructure: drainage is unevenly
addressed by systems assembled and patched
over many decades without a holistic approach.
» Roadway configuration: the roadway crosssection was designed for vehicles and bicycles, creating conflicts for the bicycle and pedestrianfocused uses it now accommodates. » Sidewalk condition: paving is relatively uniform
throughout the corridor and is worn in many
locations; brickwork and landscape repairs have
been identified as a near-term priority.
» Lack of a comprehensive strategy: the accumulation
of piecemeal improvements has produced an
inconsistent streetscape quality that does not
reflect the status or ambitions of the corridor.

Gaps in Programming
While State Street’s role as a community gathering
place is one of its greatest strengths, there are
significant gaps in programming, infrastructure,
and management that limit the full realization
of this function. Key issues include:

1. Farmers Market
The Farmers Market is among State Street’s most
successful activations and a model for the kind of
community-oriented, locally rooted programming that
distinguishes the corridor. The permanent redesign of
the street should explicitly accommodate and reinforce
the Farmers Market as a central programming anchor.

2. Parades and Festivals
State Street’s historic role as the city’s primary parade and festival route is a defining community asset. As
the permanent design takes shape, maintaining the
74 Create State MASTER PLAN April 16, 2026 Draft
operational flexibility to host major civic events will require deliberate design choices regarding surface
materials, utility placement, and temporary closure
infrastructure as well as a distinction between the
types of events that can happen along State Street
versus other downtown locations. The balance
between permanent placemaking elements and
event-operational flexibility is a key design challenge.

Recognizing this, an interdepartmental working
group, including representatives from the Police
Department, Fire Department, and other relevant
city Departments, has been convened to evaluate the
operational requirements, safety protocols, and logistical considerations for future parades and events on State
Street. The State Street Master Plan will require the
development of a comprehensive events and festivals
plan that establishes a clear, predictable pathway
for future gatherings on the corridor, ensuring that
Santa Barbara’s civic traditions can continue to be
celebrated safely and successfully as the street evolves.

3. Meeting/Gathering Space
Despite State Street’s importance as a gathering place, it currently lacks a dedicated, signature public plaza or park directly on the corridor. The planned revitalization of Plaza de la Guerra and the pedestrianization of De
la Guerra Street will begin to address this gap, but
the plaza’s limited direct connection to State Street
constrains its potential as an event hub. A long-term
opportunity exists, as envisioned in the AIA charrette, to expand the plaza and create a signature public space
that connects directly to the State Street Promenade
and becomes the civic heart of Downtown.

Draft April 16, 2026 Create State MASTER PLAN 75
3 Draft April 16, 2026 Create State MASTER PLAN 77
3 COMMUNITY ENGAGEMENT
The State Street Master
Plan was built on a
foundation of robust
community engagement.

As one of the community’s most iconic and beloved
corridors, the future of State Street required
meaningful participation from the residents,
businesses, visitors, and stakeholders who live and
work along it every day. This chapter describes the
engagement process and timeline, summarizes key
methods used to reach a broad cross-section of the
community, and presents the major themes and
takeaways that emerged from public participation.
78 Create State MASTER PLAN April 16, 2026 Draft

ENGAGEMENT PROCESS
The community engagement program for the State
Street Master Plan was designed to be inclusive, iterative, and transparent. Engagement tools were selected to
reach both engaged community members who seek
out public participation opportunities and harder-toreach populations who may not typically attend formal public meetings. This included traditional formats such as open houses and public hearings, as well as digital
tools, pop-up events at community gathering places,
and targeted outreach to underrepresented groups
with over 100 engagement events and opportunities.

ENGAGEMENT METHODS
The project attracted broad participation with meeting
announcements and project updates provided through
a variety of channels, including a dedicated project
website with over 25,000 views, an Instagram account,
Downtown canvassing, English/Spanish community
event announcements, Santa Barbara’s City News in
Brief newsletter with over 2,000 State Street subscribers, citywide utility bill inserts, radio ads, and television.

Thousands of community members voiced their opinions
through a range of popular events and activities for
all ages. Over the course of the project, community
members found project information and opportunities
for input at traditional venues like public open houses and workshops, as well as in more localized settings,
such as schools, grocery stores, parks, and other popular neighborhood destinations. Interactive exercises, tie-dye activities, an “on the go” outdoor library, artistic light displays, and more—kept the process fun and stimulated
new ideas. Activation events right on State Street allowed the participants to test design concepts, enjoy games,
and contribute their ideas via surveys and posters.

The State Street Master Plan included a
multi-layered engagement strategy that
consisted of the following methods:
» Community Open Houses: Two in-person public
events were held at a vacant storefront along the
State Street corridor, with over 1,000 attendees.

These events featured informational displays,
interactive mapping activities, and small-group
Draft April 16, 2026 Create State MASTER PLAN 79
discussions. Events were held during the day
and in the evening to maximize participation.
» Design Workshops: Two in-person design workshops
were held at a vacant storefront along State Street,
with over 500 people stopping by to participate.

These events included a presentation and small
group discussions and presentations to the larger
group. To encourage broad participation, events
offered free on-site childcare, materials in English
and Spanish, and Spanish-speaking translators.

A partnership with the County of Santa Barbara
Arts Fund set the tone for creative design thinking,
presenting an art show, evening projections on the
building, and a State Street Ballet performance in
conjunction with the design workshops. The events
were held in the evening and over the weekend.
» Online Survey: A bilingual (English and Spanish)
online survey was deployed to gather input from
residents, workers, business owners, and visitors. The
survey was promoted through City channels, social
media, local media, utility bills, radio, and community partner networks, reaching over 5,700 respondents.
» Stakeholder Focus Groups: Focus group discussions
were conducted with targeted constituencies
including downtown business owners and merchants,
property owners, residents of neighborhoods adjacent
to State Street, cyclists and active transportation users, transit riders, youth, arts and cultural organizations, hospitality and tourism businesses, and social
service providers serving vulnerable populations.
» Pop-Up Engagement Events: In order to connect
with community members in locations convenient to
their daily routines, the Project Team implemented
an “intercept” approach by encouraging informal
conversations with community members at
popular destinations and events, such as grocery
stores, parks, churches, Santa Barbara Junior
High, Harding Elementary School, Santa Barbara
Charter School, Monte Vista Elementary School,
the Downtown Organization’s monthly block
parties, the Neighborhood Navigation Center, and
the Tuesday and Saturday Santa Barbara Certified
Farmer’s Market. Through a partnership with the
Santa Barbara Public Library, unique activation
events created an on-the-ground test of how the
80 Create State MASTER PLAN April 16, 2026 Draft
700 block of State Street could be activated with
the “Library on the Go” van and community games.

Participants at more than 60 different events
learned about the project and provided input on
the types of activities and transportation options
they would like to see on State Street in the future.
» Key Informant Interviews: In-depth interviews were
conducted with more than 50 stakeholders including
City department staff, property owners, cultural
institutions, anchor employers, and community
organizations. These conversations provided valuable
context on operational constraints, opportunities,
and long-standing community concerns.
» State Street Advisory Committee (SSAC): A community
representative-based committee provided diverse
perspectives and strategic guidance throughout the
process. The 17-member committee was made up
of representatives from City Council, commissions,
businesses, community organizations, foundations, and
agencies across Santa Barbara. All Advisory Committee
meetings were open to the public, in-person and
online, and included formal public comment periods
at the beginning and end of each meeting, with
20 public meetings held throughout the project.

Common threads from the community input
formed the basis of a vision and goals that set the
Master Plan direction. The Master Plan summarizes
key messages from the community input.

Draft April 16, 2026 Create State MASTER PLAN 81

ENGAGEMENT EVENT QUANTITY ABOUT THE EVENT
Community Open Houses and Design Workshops 4 Public in-person events held along the corridor Online Survey Responses 5,700+ Residents and visitors participated via web survey Stakeholder Interviews 50+ Key informants from business, community, and City staff Focus Groups Conducted 14 Including business owners, cyclists, transit users, and youth Pop-Up Engagement Events 54 Intercept engagement at markets, parks, and events Advisory Committee Meetings 20 State Street Advisory Committee sessions throughout the process Other Committee and Commission Meetings 11 Meetings with City Commissions and Committees throughout the process

COMMUNITY CONVERSATIONS
Throughout the planning process, the Project
Team, along with Friends of State Street, created a
Community Conversation series of events to present
information about the Master Plan and gather input
from non-profit organizations and special interest
groups. The State Street Advisory Committee met
regularly to guide the planning process while other
committees and commissions met at key junctures.

While not an exhaustive list, the Master Plan
concepts were discussed during meetings with the
following organizations or committee groups::
» Access Advisory Committee
» County of Santa Barbara Arts Fund
» Downtown Business Owners
» Downtown Parking Committee
» Friends of State Street
» Historic Landmarks Commission
» Move Santa Barbara County and
the Bicycle Community
» Non-profit Organizations
» Performing and Experiential Art Community
» Santa Barbara Association of Realtors
» Santa Barbara Chamber of Commerce
» Downtown Santa Barbara Improvement Association
» Strong Towns
82 Create State MASTER PLAN April 16, 2026 Draft

ENGAGEMENT KEY TAKEAWAYS
Analysis of feedback gathered across all engagement
activities revealed a set of consistent and recurring
themes. While perspectives on specific design
solutions varied, there was strong and broad
consensus around core community values and
priorities for State Street. The following section
presents the major themes that emerged.

Draft April 16, 2026 Create State MASTER PLAN 83
Key Takeaway #1:

What We Heard: Enhancing Walkability
and the Public Realm
» The pedestrian experience on State Street
should be its defining characteristic: wide,
comfortable sidewalks and gathering spaces
were consistently identified as a top priority.
» Community members strongly supported expanding
outdoor dining, seating, and activation in the
street right-of-way, building on the enthusiasm
for temporary pandemic-era enhancements.
» Improved lighting for safety, aesthetics, and
nighttime ambiance was one of the most
frequently cited improvements needed.
» Shading, noted primarily through street trees,
canopies, and structures was identified as essential
for comfort given Santa Barbara’s sunny climate.
» Residents and visitors alike valued State Street
as a place to linger, not just pass through, and
sought more opportunities for public gathering,
performance, and spontaneous social interaction.

Key Takeaway #2:

What We Heard: Balancing Access for All Modes
» There was broad support for prioritizing
walking, cycling, and transit over private vehicle
through-traffic on the core of State Street.
» Cyclists consistently identified the need for protected, low-stress bicycle facilities that connect State Street to the broader active transportation network.
» Transit riders and transit-dependent community
members stressed the importance of maintaining and
improving bus access and stops along the corridor.
» Business owners and customers expressed concern
about maintaining adequate short-term parking
and loading access for retail viability, particularly for older residents and visitors with mobility challenges.
» Delivery and service access for businesses
was identified as a critical operational need
that must be addressed in any redesign.
» Community members were receptive to vehiclefree or reduced-vehicle zones on State Street.

Key Takeaway #3:

What We Heard: Supporting a
Thriving Downtown Economy
» The community expressed deep concern about
storefront vacancies and the long-term economic
health of the State Street commercial corridor.
» There was strong support for physical and
programmatic improvements that would
draw more visitors and activity to the corridor
throughout the day and evening.
» Business owners valued flexibility in how the street
right-of-way could be used, including for outdoor
seating, retail display, markets, and events.
» Small and independent businesses expressed a need
for the planning process to consider the phasing and
sequencing of construction to minimize disruption.
» The community recognized that long-term
economic vitality depended on making State
84 Create State MASTER PLAN April 16, 2026 Draft
Street a destination and supported investments
in placemaking and programming.
» Participants expressed interest in attracting a more
diverse mix of uses, including arts, entertainment,
hospitality, and neighborhood-serving retail.

Key Takeaway #4:

What We Heard: Celebrating What
Makes State Street Unique
» Community members expressed strong pride in
State Street’s Spanish Colonial Revival architecture
and wanted design improvements to complement
and celebrate this distinctive character.
» There was enthusiasm for expanding public art,
cultural programming, and events as strategies to
activate the street and strengthen its identity.
» Participants valued the street’s role as a civic
gathering place for the entire Santa Barbara
community, not just downtown workers or tourists.
» Many respondents expressed a desire for
improvements that feel authentically Santa Barbaran
and reflect the community’s diverse cultural heritage.
» Green infrastructure, including expanded
tree canopy and landscape features, was
widely supported as a means of enhancing
character and environmental quality.
» Participants cautioned against design solutions that
feel generic. The street’s individuality and human scale were consistently described as assets to be protected.

Key Takeaway #5:

What We Heard: Addressing Safety and Quality of Life
» Perceptions of safety were raised frequently as a
barrier to visiting and spending time on State Street.
» Community members expressed concern
about street homelessness and the need for
compassionate, service-oriented approaches to
addressing the needs of vulnerable residents.
» Improved lighting, activated storefronts, and
increased foot traffic were identified as the most
effective strategies for improving the sense of safety. » Cleanliness and maintenance of the public
realm were identified as foundational to
any successful revitalization effort.
» Participants expressed support for community-based
stewardship models and ambassadorship programs
to help maintain a welcoming environment.

Key Takeaway #6:

What We Heard: Building a Greener State Street
» There was strong community support for green
infrastructure improvements, including expanded
street trees and drought-tolerant landscaping.
» Many participants connected improvements to State
Street with broader goals around climate action, active transportation, and reducing vehicle miles traveled.
» Community members supported design approaches
that prioritize passive cooling, shade, and pedestrian
comfort in response to increasing temperatures.

Draft April 16, 2026 Create State MASTER PLAN 85
» There was interest in incorporating sustainable
materials, low-impact development
practices, and opportunities for renewable
energy integration where feasible.

The community engagement process revealed a
community that is deeply invested in the future of
State Street and strongly aligned around a shared
vision: a walkable, vibrant, safe, and authentically
Santa Barbaran corridor that serves residents, workers, and visitors alike. While tradeoffs, particularly around vehicle access, will be required, the engagement
process established a clear mandate for meaningful
physical transformation paired with sustained
programming and economic development strategies.

These findings directly informed the project’s Vision,
Goals, and Guiding Principles, which are discussed
in the next chapter, and continue to anchor the
design recommendations and implementation
strategies presented throughout this Master Plan.
4 Draft April 16, 2026 Create State MASTER PLAN 87
4 A RENEWED VISION
“Santa Barbara’s downtown
should invoke a sense of
place, a sense of history, and
a sense of celebration.” –
Former Mayor Hal Conklin

THE VISION
To revitalize downtown Santa Barbara, there must be
individuality, and surprise, and whim. There must be
a Santa Barbara flavor all its own that differentiates
itself from any other downtown, and what makes it
special is the place and the people that choose to
spend their time here. While this Plan creates a strong foundation for State Street to thrive as an economic
engine, it recognizes that Downtown must also
become a destination for community and civic life. A
successful plan creates a State Street where people
visit to see others and be seen, kids meet up with their friends, couples stroll to and from the ocean, families run weekly errands, friends stop for ice cream, and
people experience art in all its forms. It draws you in simply by being a place that does not exist anywhere
else but in Santa Barbara. It delights and inspires.

At the center of this vision is the State Street Paseo, a flexible corridor between Gutierrez Street and
Victoria Street along State Street, that reflects Santa Barbara’s culture, history, and local character. As the 88 Create State MASTER PLAN April 16, 2026 Draft
primary spine through Downtown, the State Street
Paseo connects the existing paseo network and
links major public spaces, cultural institutions, and
commercial areas. The State Street Paseo creates a
people-centered environment that supports walking,
cycling, gathering, and local commerce, while
reinforcing the historic character of El Pueblo Viejo.

The design centers on flexibility. Rather than choosing between pedestrians, cyclists, and vehicles, this
Plan shifts that prioritization over time to meet the
neighborhood’s changing needs. Wider sidewalks,
approximately 30 feet on each side, frame a 20-foot
shared travel lane at the center. During the day, this
lane serves cyclists and transit. In the evenings and
early mornings, it opens to private vehicles, deliveries, and service operations. At all times, it enables
emergency access. Retractable bollards make this
possible, keeping vehicles out when foot traffic is
highest and allowing access when it’s needed most.

The community has been clear: a pedestrianfocused space for walking, dining, play, and events is the priority, but some vehicle access remains
necessary for business operations. This flexible
scheme honors both. It ensures the pedestrian
is always the primary user, while preserving the
access that sustains businesses and residents.

Of all the blocks along the corridor, those within
the Ortega-to-Carrillo stretch, where the civic and
commercial district is located, stand to benefit most
from this approach, and represent the highest priority
for reinvestment, activation, and the concentrated
public and private resources needed to restore State
Street’s vitality from the inside out. The civic and
commercial district is the Heart of Downtown.

This adaptability serves a longer horizon. As mobility
technology, climate conditions, and community
needs evolve over the Plan’s 20- to 30-year horizon,
the design and operation of the street can evolve with
them. This capacity for change is not compromise
– it is one of the Plan’s greatest strengths.

Draft April 16, 2026 Create State MASTER PLAN 89

PLANNING OBJECTIVES
The State Street Master Plan is guided by three
intersecting sets of planning objectives that
acknowledge the diverse interests, values, and
aspirations of the Santa Barbara community. These
objectives emerged from extensive community
engagement and reflect the perspectives of residents,
business owners, cultural institutions, and civic leaders.

State Street: Community Hub and
Front Yard for Downtown Living
This set of objectives emphasizes State Street’s role as the community’s front yard — a crucial shared public
space that serves the needs of all Santa Barbara residents while functioning as a major destination for visitors.

Key priorities include strong community placemaking;
mobility, safety, and accessibility for all ages and
abilities; and economic health supported by increased
downtown housing. There is broad community support
for a car-free, people-focused State Street, evidenced
by public input, business surveys, and petition activity.

State Street as a Commercial Destination
The redesign of State Street must deliver a destination environment capable of attracting a wide variety
of people, improving leasing performance, and
providing certainty for property owners and retailers
making long-term investment decisions. Key
priorities include resolving the current configuration
impasse, improving retail visibility and service access, and facilitating the housing development that will
support long-term commercial viability. An urgent
and clearly communicated implementation timeline
is essential to restoring business confidence.

State Street as a Civic Core
This set of objectives emphasizes State Street’s role as the civic, cultural, and historical heart of Santa Barbara.

Key priorities include clarifying the form and operations of the entire corridor from Gutierrez Street to Sola Street; leveraging the city’s key civic institutions as generators of economic and cultural vitality; and completing major catalytic projects including the redevelopment of Paseo Nuevo. With two million visitors annually and some of the oldest buildings in California, State Street’s potential as a prosperous and beloved civic commons is significant.

Guiding Principles
Four guiding principles, drawn directly from
community input, anchor every element of this
Plan. They serve as the evaluative lens through
which design concepts, mobility strategies, and
programming decisions should be assessed.
» People and placemaking are the
key to Downtown’s success
» Downtown is critical to city-wide
economic vitality
» Connections increase vitality
» Adaptability and sustainability
increase long-term resilience
90 Create State MASTER PLAN
Draft April 16, 2026 Create State MASTER PLAN 91
GOALS
Ten goals translate the vision and guiding principles
into the actionable aspirations that shape the
Plan’s design and policy recommendations.

Each goal reflects themes heard consistently
across the community outreach process.
» Be Distinct
Offer a memorable, sophisticated, distinctly
Santa Barbara experience of place that reflects
the people, history, and geography of Santa
Barbara and the diversity of the community.
» Be Inclusive
Maintain a safe, clean, and inclusive environment
with activities that are suitable for all people, ages, incomes, and abilities; engage the widest variety
of visitors throughout the day, week, and year.
» Be People-Centric
Create a pedestrian-focused “State Street Paseo”
in the heart of Downtown with spaces for walking,
restaurant/café patios, public seating, small green
spaces, children’s play, and community events.
» Be Adaptable
Develop a right-of-way design that can adapt to
evolving preferences for mobility and programming.
» Be Creative
Continue to build on the strength of arts and
entertainment rooted in the area, integrate small
spaces for arts and performances, display temporary
and permanent public art, and encourage innovation.

Foster partnerships between the public, private,
and nonprofit sectors to redevelop downtown.
» Be Tree-Oriented
Grow the urban tree canopy, increase
opportunity for shade, and add green spaces
for respite with comfortable places for
sitting, playing, and people watching.
» Be Connected
Expand safe, comfortable pedestrian, bicycle, and
transit access to and within Downtown with improved
connections between State Street and nearby
neighborhoods, the waterfront, and other destinations.
» Be Thriving
Attract, retain, and grow a diverse and
intentional mix of businesses to fuel the local
economy. Enhance opportunities for each
district or block to create a unique identity.
» Be Livable
Catalyze Downtown housing to help meet
housing demands, better activate Downtown, and
expand the customer base. Prioritize new housing
development, encourage greater density Downtown,
and allow for a range of housing styles and sizes.
» Be Sustainable
Become a model of sustainable infrastructure and
make Santa Barbara more resilient to climate change
and economic disruption. Build a city where all
residents can meet essential needs within a short
walk, bicycle trip, or public transportation ride.
92 Create State MASTER PLAN April 16, 2026 Draft

WELCOME TO THE STATE

STREET PASEO
The objectives, guiding principles, and goals are not
competing aspirations. A flexible, pedestrian-first State Street Paseo is deeply rooted in the city’s history and is the direct expression of values long embedded in
Santa Barbara’s foundational planning documents,
from the General Plan and the Climate Action Plan
to the Pedestrian Master Plan and the Bicycle Master
Plan, reflecting decades of consistent community
commitment to sustainability, mobility, public health,
and vibrant urban life. A street that is leafy and beautiful can also be a place where commerce flourishes. A public space that is inclusive and family-friendly is also, by definition, one that businesses want to be adjacent to.

The Santa Barbara community has spoken clearly.

They want a downtown that feels like no other place.

Not a generic promenade, not a shopping mall
without walls, but a living, layered, distinctly Santa
Barbara experience: one that honors the Spanish
Colonial Revival architecture above, activates the
sidewalks below, and fills the space between with the
kind of daily life that makes a city worth living in.

Flexibility allows all user types to exist at different times in the same space. That is what the State Street Paseo
provides: a space made for everyone. What follows in
this Plan is the roadmap for realizing that vision.

Draft April 16, 2026 Create State MASTER PLAN 93
5 Create State MASTE
R PLAN April 16, 2026 Draft
Draft April 16, 2026 Create State MASTER PLAN 95
5 STATE STREET REDESIGN

DESIGN PRINCIPLES
State Street Design
A flexible street design can reconcile conflicting
community priorities about mobility and use, creating
a place that is useful, beautiful, and enjoyable for all local stakeholders and visitors. Flexibility enables the street to adapt its functionality and emphasize certain types of users during specific times of day or year,
enabling activities such as deliveries, loading, outdoor dining, and events to dovetail or coexist peacefully.

Clear Access Schedule
A defined and predictable schedule establishes when
the street prioritizes pedestrian and cyclist movement
and when the street is open to vehicles. To maintain
clarity, the access schedule should not switch based
on days of the week, unless for one-time events, but
rather the schedule should set specific times each day
for each user type to be the primary user of the 20-foot roadway, resulting in timing being the only variable in the schedule. A clear schedule also provides greater
certainty for property and business owners as to when
they can receive deliveries, and customers interested
in experiencing downtown based on the mobility
options have the certainty that the space will be a
certain way at a particular time each day. Based on the number of pedestrians and cyclists that State Street has experienced since the change in street operation, the
recommended access schedule will allow for pedestrians
at all times on the sidewalks, and will prioritize cyclists and transit vehicles in the 20-foot right of way lanes
during daytime hours (10 a.m. to 10 p.m.), while providing a street environment appropriate for deliveries, garbage collection, and construction service during nighttime
hours (10 p.m. to 10 a.m.). Emergency vehicles have 24- hour access to all parts of State Street. The evening hours also allow for private vehicle access along the street.

While the street will generally operate under
a consistent access schedule based on time
of day, certain limited exceptions apply.
96 Create State MASTER PLAN April 16, 2026 Draft
10' 10'
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Draft April 16, 2026 Create State MASTER PLAN 97
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ACCESS SCHEDULE
Night: 10 p.m. to 10 a.m. Operations
98 Create State MASTER PLAN April 16, 2026 Draft
Emergency services, in coordination with the
City Administrator’s Office, have the authority to
restrict or reduce vehicle access on State Street as
conditions require. For example, blocks with a high
concentration of nightlife businesses, such as those in the Entertainment District between Haley and Ortega
Streets, may require that vehicle access be restricted
beyond standard hours until after those establishments
close, to avoid conflicts between large pedestrian
crowds and vehicles in an area where alcohol service is prevalent. Additionally, there may be times when large
deliveries and/or construction equipment need access
outside of normal service and delivery hours. A City
appointment system can be created for these situations.

However, any regular expansion of vehicle travel
during hours designated for pedestrian and cyclist
priority, such as modifications that would allow
more vehicle traffic during peak daytime use, would
require review and approval by the City Council.

Because such changes could meaningfully affect
the design intent and safety of the shared roadway
for all users, they are treated as significant policy
decisions rather than administrative adjustments.

Event-Ready Infrastructure
The daytime configuration supports markets, festivals,
and other programmed activities with little to no
additional setup. Depending on the event and its size,
bollards can be used to cordon off zones for longer
periods so that activity can happen within the 20-foot
right of way and/or along the expanded sidewalk.

Reduced Conflicts
Separating vehicle and pedestrian/cyclist activity by
time of day minimizes safety conflicts without requiring full-time enforcement. Prior to the street’s closure
Draft April 16, 2026 Create State MASTER PLAN 99
to vehicles, the average number of vehicles per day
traveling on State Street in the Downtown core was less than 10,000. Currently, State Street experiences a range of 8,000 to 11,000 pedestrian crossings per intersection per day and approximately 2,000 cyclists per day with
up to 20% more pedestrians and cyclists on weekends.

Widened sidewalks and two 10-foot travel lanes for
cyclists during peak times will allow for the continued trend of fewer vehicle-versus-pedestrian/cyclist collisions and minimize existing friction between pedestrians
and cyclists. Collision data comparing the period
before State Street was closed to vehicular traffic (May 2015 – April 2020) and after (June 2020 – December
2023) shows a reduction in average collisions per year
from 17.6 to 5.9, and a reduction in average annual
injuries from 10.2 to 5, which is over a 50% decrease.

Pedestrian and Cyclist Priority
Daytime and evening closures create a safer, more
comfortable environment for walking, biking, dining,
and everyday use. With 12 public parking lots and
garages within one block of State Street, State Street
provides a unique pedestrian experience, encouraging
people to park once and walk, or use public bikeshare
or transit to their destination. The Downtown parking
system contains 3,215 existing public parking spaces,
providing approximately one parking space for every
200 square feet of retail in the downtown core. In today’s downtown environment, people often arrive with a
destination already in mind, using map applications and mobile devices to locate shops, restaurants, and services before they arrive. Because visitors are less reliant on slowly driving along the street to discover businesses, streets can function successfully as people-focused
environments where walking, biking, and gathering
become the primary ways people experience downtown.

State Street functions as one of the few places in Santa Barbara where people of all ages regularly gather and
spend time for different purposes. Because the corridor supports a mix of everyday activities, such as walking, dining, biking, meeting friends, attending performances, and participating in community events, it serves as a
shared civic space where multiple generations use the
street at the same time but often for different reasons.

Business and Service Access
Overnight vehicle access supports deliveries,
maintenance, and service without disrupting peak
pedestrian activity. Allowing vehicles during off-peak
hours provides businesses with the access they need.

For operational needs that fall outside the standard
access window, such as construction vehicles, equipment servicing, or specialized deliveries, the City can
implement a managed appointment system, ensuring
that vehicle activity remains controlled and predictable. 100 Create State MASTER PLAN April 16, 2026 Draft

FLEXIBLE DESIGN SCHEME
Streets are the most ubiquitous and accessible public
spaces in any city. They accommodate the multimodal
circulation of pedestrians, cyclists, public transit,
vehicles, and service functions. The adjoining drawings illustrate a flexible street typology designed to respond to State Street’s current and future demands.

Streets serve as essential infrastructure, supporting
circulation while accommodating the systems
and maintenance required for functional public
spaces. They integrate utilities, stormwater
management, lighting, and service access to ensure
the street remains safe, durable, and operable.

The flexible street typology is designed to address both current and anticipated technical and operational needs.

Cross Section and Plan View
The cross section illustrates the relationship between
the building frontage zones, pedestrian sidewalks,
furnishings zones, and the central 20-foot travel
corridor. Pedestrian spaces occupy approximately 60
feet of the 80-foot space between buildings, with each
sidewalk expanding to approximately 30 feet from
building frontage to sidewalk edge. The remaining
two 10-foot travel lanes in the center of the street serve cyclists, transit, and service and emergency vehicles.

Street Zoning
Frontage Zone
The Frontage Zone is located between the Through
Pedestrian Zone and adjacent buildings or property
lines. It provides a buffer that creates comfortable space between pedestrians and building fronts. Temporary
uses including outdoor dining are limited to 12’, as
long as the Through Zone remains clear. The outdoor
dining may be enclosed with city standard fencing
where required to maintain a clear pedestrian zone.

Through Zone
The Through Zone is the area intended for pedestrian
travel. This zone should be entirely free of permanent
and temporary objects. As a general rule, the zone
should be at least 8 ft. Clearance should be provided
in a generally straight path for the convenience of
all pedestrians, but especially for the sight-impaired.

Where existing trees are preserved, the Frontage
Zone may reduce its width as needed to maintain
a required 8-foot Through Zone. Tree grates are
recommended, especially under these conditions,
to allow for safe, unobstructed travel around trees.

Draft April 16, 2026 Create State MASTER PLAN 101
Furnishings Zone
The Furnishings Zone acts as a buffer between
pedestrians and the roadway, accommodating
streetscape elements such as street trees, lighting
and utility poles, signage, and other public amenities.

The zone ensures a clear path for pedestrian
movement. Transit access is provided in this zone
via curb cuts. Typical features include proposed
landscaping, benches, bicycle parking, kiosks, and
way-finding signage. Signage should be consolidated
on existing poles or fixtures to reduce visual clutter.

Curb Zone
Curbs define the pedestrian environment and
prevent stormwater infiltration in buildings. The
existing 6-inch curb will be extended and sloped
to transition smoothly into a 4-inch rolled curb. In
this zone 3 additional feet are reserved to maintain
a 26-foot clearance for emergency vehicles.
102 Create State MASTE
R PLAN April 16, 2026 Draft Furnishing Zone**
Through
Zone
Through
Zone
Travel
Lane
Curb Zone
3' 10' 3'
Travel
Lane
10'
Curb Zone
Furnishing
Zone**
Frontage
Zone*
Frontage
Zone*
12'≥ 8’ 4' 4'≥ 8’ 12'
Details of the Civic & Commercial
District: The proposed zones
will be applied to all blocks
covered under this plan
Draft April 16, 2026 Create State MASTER PLAN 103

DETAILS OF THE FLEXIBLE DESIGN
Bollards
Bollards are a central component of State Street’s flexible design strategy, providing the physical mechanism
for transitioning the street between pedestrianpriority and vehicle-accessible configurations. The bollard system serves multiple critical functions:
pedestrian safety, operational flexibility, emergency
access, transit passage, and delivery management.

Retractable bollards, installed at each intersection along State Street, provide a dependable system to safely
close streets to vehicular traffic. During peak bicycle and pedestrian activity, from 10 a.m. to 10 p.m., the
bollards remain raised to protect pedestrians and cyclists.

Designed to withstand vehicle impacts, they help create a secure and welcoming environment, allowing people
to move, gather, and enjoy the street with confidence.

One of the key advantages of retractable bollards is
their operational flexibility. Individual blocks can be closed or opened as needed to accommodate festivals,
fairs, and outdoor community events, allowing the
street to transform between everyday pedestrian
use and larger, special-event programming.

The bollard system provides 24-hour emergency vehicle
access, with typical retraction times of approximately
3 to 8 seconds, enabling rapid emergency response.

The spacing and configuration at approximately 5
feet apart are designed to allow small transit to pass
through, ensuring continued public transportation
service along the corridor. Larger transit vehicles
could also pass through the bollard system by using a
remote or radio frequency identification tag (RFID).
104 Create State MASTER PLAN April 16, 2026 Draft
Bollard Quantities and Configuration
The bollard layout is calibrated to the operational
needs of each block while maintaining the visual
and functional integrity of the streetscape. The
following configuration applies to each intersection:
» 8 retractable bollards per intersection (4 per side)
» 16 standard bollards per intersection (8 per side)
Total per intersection = 24 bollards
(8 retractable + 16 standard)
This configuration applies at 7 intersections along
the corridor, from the 500 block of State Street
(State Street and Haley Street) through the 1200
block of State Street (State Street and Victoria
Street), plus the De la Guerra Street intersection,
for a total of 8 fully configured intersections.

The 1300 block of State Street, between Victoria
Street and Sola Street, presents a special condition
due to its proximity to the Arlington Theater and
the need to maintain Arlington Street access. This
block may be closed to vehicles only for special
events rather than on a daily schedule. The bollard
configuration for the 1300 block offers two options:
» Standard bollards only along both sides, or
» The full combination of retractable and standard
bollards as used in the 500–1200 blocks.

The appropriate configuration will be
determined during final design based on event
programming needs and stakeholder input.

Bollard Types and Examples
Two primary bollard types are proposed
for the State Street Master Plan:

Retractable Bollards: Hydraulic or pneumatic
retractable bollards that can be raised or lowered
remotely by City staff, the Fire Department, or the
Police Department. Retraction time is approximately
3 to 8 seconds. These bollards are positioned at entry/ exit points of each block to control vehicle access.

Standard Fixed Bollards: Permanent or surface-mounted
bollards that provide physical separation between
the pedestrian zone and the central travel corridor.

These are positioned to delineate the pedestrian
realm and reinforce the street’s visual character.

Pavement Material
Pavement material plays a critical functional and
aesthetic role in the State Street Master Plan,
contributing to pedestrian safety, wayfinding,
stormwater management, and the overall character of
the corridor. The material palette must balance durability, flexibility, sustainability, and compatibility with Santa Barbara’s Spanish Colonial architectural heritage.

The proposed pavement strategy uses a hierarchy of
materials to differentiate zones and guide users through the corridor. The central 20-foot travel lane uses a
smooth, durable surface suitable for cyclists, transit, and service vehicles. The pedestrian sidewalk zones feature a higher-quality material that communicates priority and
comfort. Intersection crossings extend the pedestrian
paving across the travel lane, visually reinforcing
pedestrian priority and slowing vehicle speeds.

Draft April 16, 2026 Create State MASTER PLAN 105
Permeable pavers are incorporated throughout the
streetscape where feasible to support stormwater
infiltration. Trench drains run along the street to capture surface runoff, while permeable pavers allow water to
infiltrate into a three-foot reservoir course beneath the street. This approach addresses both drainage and water quality goals while reducing the urban heat island effect.

A rolled curb design is used to transition between the
roadway and adjacent pedestrian areas, replacing
the existing vertical curb with a gently sloped edge.

This supports operational flexibility. During periods
when vehicles are allowed on the street, vehicles can
temporarily pull to the side for deliveries, passenger
drop-off, service access, or emergency needs, while
still maintaining a clear central travel corridor.
106 Create State MASTER PLAN April 16, 2026 Draft
Landscaping
Landscaping is a defining element of State Street’s
identity and plays multiple roles: softening the
hardscape environment, providing shade and cooling,
supporting stormwater infiltration, contributing to
biodiversity, and creating a visually cohesive and
seasonally rich corridor. Strategic placement of
low level planting areas enhances the pedestrian
environment while maintaining visibility to storefronts.

The landscaping approach is guided by a spatial
hierarchy. Intersection corners and major anchor
entries receive the boldest, most saturated planting as ‘punctuation marks’ that orient people along the corridor.

Mid-block plantings repeat a simpler, quieter version of the same palette to create visual flow and draw people
toward the next anchor. At the storefront level, finetextured, fragrant, or touchable plants are encouraged to engage pedestrians moving slowly through the space.

The planting palette takes advantage of Santa Barbara’s Mediterranean climate as a significant asset. Unlike
most American downtowns that go brown and
bare in winter, State Street can support year-round
bloom using California natives and Mediterraneanadapted species while meeting water conservation requirements. The goal is a planting palette immediately recognizable as ‘downtown Santa Barbara.’
Landscaping will include designated community
garden areas, including along building frontages
that lack active storefronts or have long stretches of
blank wall, typically when there is more than 30 feet
without a doorway or entry point. Removal of existing
low-profile landscaping and raised planters improves
sightlines across the street, increasing storefront
visibility and strengthening the connection between
shops and pedestrians. This removal also places
more focus on the tree canopy in each district.

Street trees are a critical component of the landscaping strategy, providing shade, carbon sequestration, and
visual continuity. Soil cells beneath the pavement
create space for uncompacted soil and stormwater
infiltration, substantially improving tree health and
longevity. New trees are planted in underground
systems to maintain flexible plaza spaces and shade
impervious surfaces, while existing significant trees
are preserved in their existing planting beds.

Draft April 16, 2026 Create State MASTER PLAN 107

DIFFERENTIATION OF DISTRICTS
Three Districts: A nine-block stretch of State Street is broken in to three distinct districts ART
CIVIC aND COMMerICaL DIStrICt VICTORIA ST.

ENTERTAINMENT DISTRICT

DISTRICT DIFFERENTIATION
State Street is a sequence of distinct districts, each with its own character, anchors, and user community. The State Street Master Plan reinforces and amplifies these existing identities through differentiated design approaches, while maintaining visual and functional continuity along the full length of the State Street Paseo.

The three primary districts are the Entertainment District (400–600 blocks), the Civic and Commercial District (700–900 blocks), and the Arts District (1000–1200 blocks). Each create an array of places that attract a diverse audience and encourage people to explore what’s on the next block.

ANAPAMU ST.

FIGUEROA ST. CARRILLO ST.
1200 1100 1000

SANTA BARBARA

NATIONAL BANK

SANTA BARBARA

MUSEUM OF ART

SAN MARCOS

BUILDING

THE GRANADA

THEATRE
CARRILLO ST.

CANON PERDIDO ST.

ORTEGA ST.
900 800 700
STORKE

PLACITA
BALBOA

BUILDING
DE LA
GUERRA
ORTEGA ST.COTA ST.

HALEY ST.

GUTIERREZ ST.
600 500 400
HOTEL

SANTA BARBARA
108 Create State MASTER PLAN April 16, 2026 Draft
ARTS DISTRICT OVERVIEW VICTORIA ST.

ANAPAMU ST.

FIGUEROA ST. CARRILLO ST.
1000

SANTA BARBARA

NATIONAL BANK
SANTA

BARBARA

MUSEUM OF
ART

SAN MARCOS

BUILDING

THE GRANADA

THEATRE
1200 1100
Existing curb line
1 2 2 3 3 4
1 2
3 4
Retractable bollards at intersections
Designated drop-off zones
before intersections
1 1
B-Cycle station
Designated transit stops
SCALE 1:100’
0’ 20’ 50’ 100’ 200’
5 5 Opportunities for more landscape design
5 The Arts District
The Arts District is the city’s hub for visual and performing arts. A mix of galleries for painting, sculpture, and photography offer creative spaces for artists and attracts visitors to State Street. The Granada Theatre (1924), Arlington Theatre (1930), and the Santa Barbara Museum of Art (1941) are significant landmarks that form the historic downtown and that anchor the Arts District. The district hosts a variety of events throughout the year, including “1st Thursday Art Walk” and provides opportunities for informal performances, art installations, and exhibitions on State Street.

Draft April 16, 2026 Create State MASTER PLAN 109

ARTS DISTRICT BLOCK PLAN
SCALE 1”=30’
0’ 30’ 60’
ANAPAMU ST.
1100

SANTA BARBARA

MUSEUM OF ART

SAN MARCOS BUILDING
LA
ARCADA
FIGUEROA ST.
1 Existing curb line
2 3
4 5
Retractable bollards
Fixed bollards
Smooth 5’ wide pavers
6 Permeable cobblestone
7 ADA accessible mid-block crosswalk
Existing trees of notable status
8 New trees to compliment existing
9 10 New brick to match existing
10’
B-Cycle station
Designated transit stops
3 2 7 7 8 9 10 4 1 5 6
110 Create State MASTER PLAN April 16, 2026 Draft
CIVIC AND COMMERCIAL DISTR ICT OVERVIEW CANON PERDIDO ST.

DE LA GUERRA
ORTEGA ST.

STORKE

PLACITA
EL
PASEO
BALBOA

BUILDING
900 800 700
PASEO
NUEVO
5 Existing curb line
6 Pedestrian only
Opportunities for more landscape
design
2 2 3 4 5 6 6
CARRILLO ST.
1 2
3 4
Retractable bollards at intersections
Designated drop-off zones
before intersections
1 1
B-Cycle station
Designated transit stops
SCALE 1:100’
0’ 20’ 50’ 100’ 200’
6 6
The Civic and Commercial District
At the heart of Downtown, the Civic & Commercial District blends historic architecture with cultural and civic life. The Casa de la Guerra of 1828 is one of the oldest buildings in California. Forming the Paseo Viejo, this historic adobe, along with the Oreña Adobe were at the core of the Downtown’s reconstruction after the 1925 earthquake. Plaza de la Guerra provides a public gathering space, while City Hall and the Santa Barbara News-Press anchor the area as the city’s institutional core.

Paseo Nuevo, provides the city’s longest continuation of retail space.

Colorful flags, terra-cotta roofs, white plastered arcades, and traditional glazed Spanish tiles create a vibrant setting for dining and shopping.

Draft April 16, 2026 Create State MASTER PLAN 111
CIVIC AND COMMERCIAL DISTRICT BLOCK PLAN CANON PERDIDO ST. 800
EL

PASEO DE LA
GUERRA
5 Existing curb line
6 7
8 Proposed allée of wide canopy trees
10 Permeable stone pavers
1 2
3 4
Retractable bollards
Fixed bollards
4 3 2 5 6 7 8 9
Smooth 5’ wide pavers
Permeable cobblestone
ADA accessible mid-block crosswalk
9 Existing trees of notable status
1 7 10
SCALE 1”=30’
0’ 10’ 30’ 60’
B-Cycle station
Designated transit stops
The Civic and Commercial District integrates the paseo network and key anchors into a pedestrian-priority District that is the heart of civic and community life in Santa Barbara. The District is envisioned as Santa Barbara’s primary venue for markets, festivals, and community celebrations, with a flexible plaza at the terminus of the new De la Guerra pedestrian street and it is differentiated with different pavement and a more robust tree canopy. 112 Create State MASTER PLAN April 16, 2026 Draft
ENTERTAINMENT DISTRICT ORTEGA ST.

COTA ST.

HALEY ST.GUTIERREZ ST.
600 500 400
HOTEL

SANTA BARBARA
SCALE 1:100’
0’ 50’ 100’ 200’
1 Existing curb line
2 3
4 B-Cycle station 5
Designated transit stops
Retractable bollards at intersections
Designated drop-off zones
6 400 Block: Two-way travel lanes (10’)
400 Block: Two-way bike lanes (7’)
7 Opportunities for more landscape
design
before intersections
1 2 7 2 3 1 7 3 4 7 1 7 5 6
20’
The Entertainment District
Coming from the Funk Zone and Waterfront, the Entertainment District is the introduction to the State Street Paseo and the gateway into Downtown.

The Entertainment District offers a wide variety of activities, including live music, theater, art galleries, cinemas, restaurants, bars, wine tasting, and seasonal festivals. These experiences take place among an eclectic mix of modest storefronts, home to both local businesses and national retailers.

Small scale shops and restaurants create visually engaging backdrop for the area’s vibrant arts, dining, and entertainment offerings. Restaurants and bars energize the area day and night, and street performers, and expanded restaurant patios provide additional life and activity.

Draft April 16, 2026 Create State MASTER PLAN 113
ENTERTAINMENT DISTRICT BLOCK COTA ST.

Hotel Santa Barbara 500
HALEY ST.
3 9
Existing curb line
8 1
2 3
4 5
Retractable bollards
Fixed bollards
Smooth 5’ wide pavers
6 7 ADA accessible mid-block crosswalk
Existing trees of notable status
8 New trees to complement existing
2 5 6 7 7 10
9 10 New brick to match existing
4 1
SCALE 1”=30’
0’ 10’ 30’ 60’
B-Cycle station
Designated transit stops Permeable cobblestone
114 Create State MASTER PLAN April 16, 2026 Draft
Street Transformation
Before: State Street looking southeast towards the State Street Paseo.

Draft April 16, 2026 Create State MASTER PLAN 115
After: State Street looking southeast towards the State Street Paseo. 116 Create State MASTER PLAN April 16, 2026 Draft
Street Transformation
Before: State Street looking southeast towards the Granada Theatre Draft April 16, 2026 Create State MASTER PLAN 117
After: State Street looking southeast towards the Granada Theatre 118 Create State MASTER PLAN April 16, 2026 Draft
Extending the Paseo
Anapamu Street serves as a vital connective thread,
linking the State Street Paseo to two of Santa Barbara’s most treasured civic destinations: the Santa Barbara
Public Library and the Santa Barbara Courthouse and
its gardens. This connection elevates Anapamu Street’s
role beyond a simple cross street, positioning it as an extension of the Paseo experience itself and an important part of the broader downtown pedestrian network.

Two 10-foot travel lanes are maintained to preserve
two-way vehicular access, while expanded sidewalks
create a more comfortable environment for those
traveling on foot. The existing bike route on Anapamu
Street could be upgraded to a protected bike lane
located on the west side of the street, offering a
safer and more comfortable cycling experience that
connects riders to the broader State Street corridor,
but this would require on-street parking removal.

To reinforce the character and continuity of the State
Street Paseo, paving materials consistent with those
used on State Street are extended onto Anapamu
Street, visually and experientially unifying the two
corridors. Vertical curbs are removed and replaced with low rolled curbs, a design choice that mimics the State Street design and encourages slower vehicle speeds.

Draft April 16, 2026 Create State MASTER PLAN 119
HOW DOES IT WORK?
State Street’s flexible design depends on a carefully
integrated set of operational, physical, and programmatic elements. This section describes the key details
and actions that govern how the street functions
across all user types, times of day, and conditions.

Sidewalks
Generous sidewalks are provided to support a wide
range of human activities, including walking, outdoor
dining, play, and social gathering. Pedestrian spaces
occupy approximately 60 feet of the 80-foot space
between buildings along State Street, with each
sidewalk expanding to approximately 30 feet from
building frontage to sidewalk edge, resulting in two
10-foot travel lanes in the center of the street.

Each block is designed with double-loaded sidewalks,
activating both the building edge and the curb edge of
the pedestrian zone. Different amenities exist on each
side of the pedestrian sidewalk. For example, outdoor
dining against the building edge and the opportunity
for sculptures, benches, or public tables on the side
near the travel zone. The design maintains a minimum
of approximately 8 feet for a clear through zone for
pedestrian travel, ensuring access for businesses
and a welcoming, legible space for all users.
120 Create State MASTER PLAN April 16, 2026 Draft
The sidewalk is organized into three primary zones:
the Frontage Zone (between the through pedestrian
zone and adjacent buildings, accommodating
outdoor dining up to 12 feet), the Through Zone
(at least 8 feet, entirely free of permanent and
temporary objects), and the Furnishings Zone
(accommodating street trees, lighting, signage,
benches, bicycle parking, and other public amenities).

Pedestrian Priority
The State Street corridor is designed so
that people on foot establish the pace,
character, and experience of the street.

There are ten intersections along the State Street
Paseo that account for almost 20 percent of its total
length. The experience at these crossings strongly
influences the overall experience of the corridor. Curb extensions, directional ramps, and decorative crosswalks are utilized at all cross street intersections to expand pedestrian space and shorten crossing distances.

Mid-block crossings provide convenient and
predictable places for pedestrians to cross, while
raised mid-block crossings slow transit, bicycles, and
service vehicles and also allow a seamless, curbless
connection between both sides of the street.

The paseo network is an essential part of the public
realm. Where possible, mid-block pedestrian
crossings on cross streets are prioritized to create a
connected paseo network throughout Downtown.

Pedestrian safety is supported by narrower crossings,
clearer sightlines, and visible pedestrian infrastructure at all intersections. Red curb zones at corners maintain clear sightlines between pedestrians, cyclists, and vehicles.

Lighting at crossings and pedestrian-scale lighting along the corridor improve nighttime safety and visibility.

Bicycle Circulation
State Street remains open to cyclists throughout
the redesign. Two 10-foot travel lanes in the center
of the street serve cyclists during the day, alongside
transit. Retractable bollards at all intersections
from Haley Street to Victoria Street allow for the
flexible closure of blocks to general vehicle traffic,
limiting access solely to bicycles and transit.

Due to traffic volumes, limited right-of-way space on
Anacapa Street, and frequency of driveway conflicts on
Anacapa and Chapala Streets, it is not recommended
to create bicycle facilities on those streets due to safety concerns and due to a less comfortable experience
for less experienced riders or families with children.

Bicycle access is recommended to remain along the
State Street Paseo, to maintain connectivity to the
broader bicycle network. Future opportunities exist
to study protected bike lanes on adjacent streets
that could complement the State Street facility.

Cycling provides broad public benefits: almost no
noise, no emissions, and requires far less space than
vehicles. Importantly, bicycle-friendly streets expand
mobility for many community members, such as
children, older adults, and residents who do not own
a car, and these community members often rely on
cycling to travel short distances and run daily errands.

As Santa Barbara works to meet its Regional Housing
Needs Allocation (RHNA) of approximately 8,000 new
Draft April 16, 2026 Create State MASTER PLAN 121
housing units, the location and design of that growth
become critically important. Concentrating new housing
downtown, where the highest density is permitted
and services are most accessible, offers a meaningful
opportunity to reduce automobile dependence, if
paired with safe, comfortable, and connected cycling
infrastructure. When residents can confidently reach
jobs, shops, schools, and transit by bike, the need to
own or use a car diminishes. Investing in State Street as a low-stress route is an essential strategy for managing the traffic and parking demands that thousands of
new downtown residents would otherwise generate.

The 400 block requires a specific configuration: because State Street is the primary emergency route between
Downtown and the Waterfront via the Highway 101
underpass, the 400 block includes two vehicular lanes
(one in each direction) and dedicated bicycle lanes
on either side. The 1300 block similarly maintains
two vehicular lanes to preserve access to Arlington
Street and dedicated bicycle lanes on either side.

Transit Circulation
An ‘experiential’ shuttle can operate in the State
Street Paseo, providing a smaller, more on-demand
transit service that complements the MTD DowntownWaterfront Circulator. This could be bicycle pedicabs, small electric shuttles, or another type of small transit vehicle, and the design could enable multiple different transit options to operate at the same time on State
Street. Additionally, MTD could operate on State Street since retractable bollards will be located in each
intersection and loading and unloading zones or pullout areas are placed on each block, allowing passengers to
board or disembark transit. Any shuttle on State Street must provide ADA-accessible vehicle options and operate safely within the 20-foot emergency access corridor.
122 Create State MASTER PLAN April 16, 2026 Draft
Emergency Access and Safety
The State Street Master Plan maintains unobstructed
emergency vehicle access along the full length of the
corridor at all times. A 20-foot-wide emergency access
corridor is preserved free of obstruction. Retractable
bollards at the end of each block permit emergency
vehicle access within 3 to 8 seconds. Rolled curbs
allow transit vehicles and bicycles to pull aside, while a 3-foot clearance beyond the curb provides additional
emergency access space beyond the required 20-
foot minimum for the Fire and Police Departments.

The bollard system can be controlled at any
time by the Fire and Police Departments for
emergency access or routine patrols. The 400
block must remain open to vehicles at all times
due to its role as the primary emergency route
between Downtown and the Cabrillo Street and
Waterfront areas via the Highway 101 underpass.

Pedestrian safety is further supported by narrower
crossings, clearer sightlines, and visible pedestrian
infrastructure at all intersections. Red curb zones
at corners maintain clear sightlines between
pedestrians, cyclists, and vehicles. Lighting at
crossings and pedestrian-scale lighting along the
corridor improve nighttime safety and visibility.

Service, Drop Offs, and Vehicle Access
Overnight vehicle access on State Street supports
operations such as deliveries, trash collection,
maintenance, and building servicing without
disrupting peak daytime pedestrian and bicycle
activity. This access window provides businesses
with the operational access they need.

Commercial loading and unloading operations,
passenger drop-off, and accessible parking loading zones are prioritized at all cross-street intersections, as close as possible to State Street. Drop-off and loading zones on all side streets between Haley and Victoria Streets
extend to the mid-block and include a minimum of
two accessible spaces at each intersection area, ideally one on each side. Specific lengths and locations vary
based on existing conditions on each cross street.

Drop-off locations are provided as pull-out areas on
each block of State Street, designed primarily for transit vehicle passenger pick-up and drop-off. These areas
may also be used for general vehicle passenger pick-up
and drop-off during the hours when the street is open
to vehicle traffic, approximately 10:00 p.m. to 8:00 a.m.

Draft April 16, 2026 Create State MASTER PLAN 123
For operational needs outside the standard access
window, the City will implement a managed
appointment system. Businesses or contractors will
be able to coordinate with City staff to schedule
limited vehicle access during designated time slots,
ensuring that vehicle activity remains minimized,
controlled and predictable while preserving
the safety and usability of the corridor.

Slow Speeds
Travel lanes are each 10 feet wide, maintaining a narrow lane width that naturally reduces vehicle speeds. The
two 10-foot travel lanes in opposite directions use
different pavemnt type to separate travel directions.

For two 10-foot lanes with minimal separation in
a pedestrian-oriented downtown setting, a target
speed of 20 mph or less is appropriate and consistent
with NACTO guidance on urban street design.

All users, including transit, service vehicles, and
cyclists, are expected to operate at speeds of 20
mph or less. This flexible lane approach moves away
from a lane-segregated street layout and instead
allows the corridor to adjust its function over time,
with two lanes serving different users depending
on the time of day: cyclists and transit during peak
hours, vehicles and services during off-peak hours.

Accessibility
The State Street Master Plan aspires to exceed
ADA minimum standards to create a truly inclusive
experience for all users, including people with disabilities, older adults, and families with children. Expanded
sidewalks, rolled curbs, and a clearly defined 20-foot
center travel lane create clearer spatial organization.

While fully curbless shared street environments can
present challenges for people with vision disabilities, rolled curbs provide a physical and visual transition
between pedestrian areas and the central travel lane.

Key accessibility features include: curb bulb-outs at
crossings to shorten crossing distances; directional
indicators (slightly elevated, linear markings detectable 124 Create State MASTER PLAN April 16, 2026 Draft
underfoot or with a cane) guiding users with visual
impairments; clearly marked crossing points with
MUTCD-compliant crosswalk markings; pull-out zones on
each block where loading can occur and transit vehicles can pull off for easier passenger boarding; public seating provided on each block; and accessible on-street parking spaces at a minimum ratio of one per 25 designated
spaces on each block face of the cross-streets.

Detectable cues are added alongside boundaries
between pedestrian-only and shared-use areas,
including textured edge treatments detectable
underfoot, contrasting colors, and rolled curbs or
valley gutters. Auditory cues at defined crossing points can alert approaching cyclists when pedestrians are
present. Tree grates must meet ADA requirements
with openings no larger than 3/32 inch wide.

Lighting
Street and sidewalk lighting is placed to improve
visibility across both the roadway and pedestrian
zones. Pedestrian-scale lighting creates a safe and
welcoming environment at night, while crosswalk
lighting, including the potential for ground-level
lighting at crossings, highlights safe crossing
locations. Removal of existing low-level vegetation
that previously obscured light fixtures increases
the effective light radius along the corridor.

Lighting design will maintain views of the night sky
and maximize energy efficiency. Energy-efficient
light sources and solar energy are prioritized. Lighting also plays a role in the highlighting of key cultural
and architectural features of the corridor, supporting
the evening atmosphere and nightlife activity.

Signage
Signage along State Street serves multiple functions:
wayfinding, regulatory communication, cultural
representation, and visual identity. All signage should be consolidated on existing poles or fixtures to reduce visual clutter and maintain the character of the corridor.

Draft April 16, 2026 Create State MASTER PLAN 125
Where new signage is required, it should be consistent
with the overall design language of the streetscape.

Wayfinding signage is updated to reflect new
destinations and biking/walking distances and/
or travel times. Multilingual signage should be
provided on all public-facing signage. Informational
kiosks in the Civic and Commercial District provide
cultural and historical interpretation, business
directories, and event programming information.

Directional indicators, which may be slightly elevated, linear markings detectable underfoot or with a cane,
guide users with visual impairments along the safe
pedestrian route and to safe crossing points, consistent with FHWA Accessible Shared Streets guidance.

Landscaping
Landscaping along State Street serves multiple
interconnected purposes: environmental performance,
pedestrian comfort, visual identity, and stormwater
management. Planting areas are strategically
located to enhance the pedestrian environment
while maintaining visibility to storefronts and
respecting utility locations beneath the street.

Green elements are most effective at intersections,
within designated public use areas, and along
building frontages that lack active storefronts. The
planting palette is suggested to generally consist of
the following: 60 percent green foliage creates the
calm base, 30 percent of one dominant bloom color
provides identity, and 10 percent of a contrasting
accent provides visual interest. This approach
prevents planting that includes a random mix of
colors that reads as visual noise and signals neglect.

Warm colors, such as reds, oranges, and yellows,
measurably slow pedestrian pace and increase time
spent on a block, which correlates with retail sales. State Street can achieve year-round bloom using California
natives and Mediterranean species that complement
the Spanish Colonial white and terracotta architecture, while supporting local ecology and biodiversity.

Landscaping areas should be lower than the
surrounding plaza area to function as bioretention
zones for stormwater collection. Water-saving
irrigation systems with automatic controllers and
126 Create State MASTER PLAN April 16, 2026 Draft
weather-based sensors are required for all newly
installed and renovated landscapes, in compliance
with the Water Efficient Landscape Ordinance
(WELO). Landscape elements could serve dual
purpose as green play spaces along the corridor.

Stormwater and Drainage
Santa Barbara’s Mediterranean climate requires a
stormwater strategy that addresses both conveyance
and water quality. The State Street Master Plan
provides an opportunity to significantly improve
the quality of water draining into Mission Creek and
Laguna Creek in accordance with the City of Santa
Barbara Storm Water BMP Guidance Manual.

The highest elevation in the study area is at the
northwest and water generally drains to the southeast
into Mission Creek and Laguna Creek. Most of
the study area is located within the Mission Creek
watershed. North of Carrillo Street, the 1000-1200
blocks of State Street are within the Laguna Creek
watershed. The existing runoff flows on State Street
are primarily conveyed within the street. Sidewalks
and the crowned roadway slope towards the six-inch
curb and gutter, which directs water to end-of-block
catch basins and conveyed in piped storm drains.

In addition to the rainfall on State Street,
stormwater flows onto State Street come
from two additional “tributary” areas.

The first tributary is the area of cross streets one block northeast of State Street, draining from Anacapa
Street to State Street. Many of the cross streets do not have catch basins, so runoff flows to State Street.

The second tributary flows from adjacent buildings.

Most adjacent buildings show internally routed
downspouts which discharge primarily via curb outlet
drains. This is true of buildings adjacent to State Street and buildings along the adjacent side streets.

Stormwater runoff drains into the storm sewer and
then Mission and Laguna Creeks without any water
quality treatment. Reconstruction of State Street
provides an opportunity to improve the quality of water draining into these creeks, in accordance with the City of Santa Barbara Storm Water BMP Guidance Manual.

Pollutants typically wash off the roofs, streets, and
sidewalks during the “first flush” of rainfall. Capturing and infiltrating this runoff into the ground protects
water quality in our creeks and oceans and can
reduce overall runoff and associated flood impacts.

Draft April 16, 2026 Create State MASTER PLAN 127
For the State Street design, trench drains will run along the street to capture surface runoff, while permeable
pavers allow water to infiltrate into a three-foot
reservoir course beneath the street. Curbs help direct
flow, supporting efficient drainage and protecting the
roadway and pedestrian area. The State Street Paseo
proposes underground storm drains sized to handle
existing drainage flows, with pipe sizes between
36 and 42 inches based on existing conditions.

Water quality Best Management Practices (BMPs)
applicable to the redesign include: bioretention
areas (landscape areas that collect, slow, and
infiltrate stormwater); permeable pavements
(which reduce stormwater runoff while requiring
additional maintenance); and soil cells (modular
underground systems that support plaza spaces
above and create space for uncompacted
soil and stormwater infiltration below).

The goal is for all blocks to capture all water quality volume from the public right-of-way and identify
where additional capacity exists to treat runoff from
adjacent parcels. This could relieve water quality
treatment requirements for adjacent parcels and
allow for the implementation of an alternative storm
water compliance program that would facilitate
potential redevelopment to address housing needs.

The goal of this analysis is to provide conceptual
direction to guide budgeting and future decision
making. As blocks proceed into design and
implementation, additional analysis is needed
based on the specific design of the block.

Sustainability
The State Street Master Plan aligns with the City
of Santa Barbara Climate Action Plan and its goal
of achieving carbon neutrality by 2035. The State
Street Master Plan integrates comprehensive
sustainability strategies addressing transportation,
water, energy, nature, and health.

Transportation sustainability is advanced through
infrastructure for walking, cycling, and transit; electric vehicle charging in adjacent parking facilities; and
programs to increase active transportation mode share
to 6 percent by 2030 and 10 percent by 2035. The plan
supports an increase in public transportation mode
share to 7 percent by 2030 and 8 percent by 2035.

Environmental sustainability strategies include
increasing tree canopy to shade 70 percent of impervious 128 Create State MASTER PLAN April 16, 2026 Draft
surfaces, creating pollinator pathways using California native plants, reducing outdoor water use through native and climate-adapted planting, implementing green
infrastructure for stormwater management, and utilizing high Solar Reflectance Index (SRI) materials to reduce
the urban heat island effect. The plan targets a Net Zero Energy district powered by distributed solar energy.

Carbon sequestration is advanced through expanded
street tree planting and soil cells, use of low-carbon
construction materials (including low-carbon
concrete and mass timber), and exploration of biochar
and biobased materials. The City aims to achieve
the greatest carbon sequestration possible given
the constraints and amenities of the corridor.

Utilities
Several utilities are located under State Street,
including City-owned systems (water, sanitary sewer,
storm sewer) and privately-owned systems (electric,
gas, fiber-optic, telecommunications). The location
of these utilities has a significant impact on the
type and location of amenities and improvements.

Utilities require access for maintenance and
repair, which limits permanent construction with
below-ground footings above utility mainlines.

Most utility mainlines are in the eastern half of the
existing roadway. All amenities and improvements
located above utility mainlines must be movable
to maintain access for maintenance or repairs.

Acceptable elements include moveable furnishings
(tables and chairs), surface-mounted fixed furnishings
(benches), planter pots, self-contained kiosks,
and temporary or movable play elements.

Construction of the State Street Master Plan offers
public and private utility providers the opportunity
to upgrade existing utilities. Coordination with
utility providers to make upgrades concurrently
with construction will reduce costs and minimize
disruption. Adding empty conduit in strategic locations will allow for easier utility capacity increases in the future, and consolidating compatible utilities into a
joint trench, or utilidor, will reduce conflicts with trees and amenities and make maintenance and servicing
easier and less disruptive. Increasing the isolation
valves at each intersection should also be explored.

An alternatives analysis should be explored further
during the construction planning phase to evaluate
the feasibility of relocating utilities to adjacent streets, such as Anacapa and Chapala Streets. Doing so
would reduce the likelihood of future repair work
disrupting the businesses on State Street. However,
utility relocation represents a significant undertaking.

Moving utility lines to adjacent streets would require
substantial capital expenditure, and property owners
along State Street would face additional costs
associated with relocating their individual service
connections. These financial implications will need to
be carefully weighed against the long-term benefits of
reduced street disruption before a preferred approach
is determined. A thorough cost-benefit analysis,
developed in coordination with utility providers and
affected property owners, will be an important step in
advancing this decision during the project’s next phase.

Draft April 16, 2026 Create State MASTER PLAN 129
Public Restrooms
Providing publicly accessible restrooms along State
Street is an important component of creating a
welcoming and functional pedestrian environment.

Each district along the corridor presents an
opportunity to incorporate well-designed, permanent
restroom facilities that serve the full range of visitors, shoppers, diners, and event attendees who activate
the street throughout the day and evening.

Delivering public restrooms along State Street will
require coordination between the City, property
owners, and potential private operators to identify
appropriate locations within each district that are
accessible, visible, and adequately sized. Facilities
should be integrated thoughtfully into the streetscape
or adjacent buildings to avoid a utilitarian appearance and designed to meet ADA accessibility standards.

Effective management is essential to ensuring restrooms remain clean, safe, and welcoming to all users. Best
practices from other cities demonstrate that attended
restroom models, in which a part-time attendant
is present during peak hours, significantly improve
cleanliness, reduce vandalism, and create a sense of
safety that encourages use by the broader public.

Automated self-cleaning restroom units with usage
timers are another proven approach for off-peak hours.

Regular maintenance schedules, adequate lighting,
and clear sight lines from the street all contribute to restrooms that feel safe and are used appropriately.

Locations and details of providing additional
public restrooms along State Street will
need to be evaluated further before design
details can be completed for this use.

Events and Festivals
The State Street Master Plan design is designed
to be event-ready from day one. The Civic and
Commercial District is envisioned as Santa Barbara’s
primary venue for markets, festivals, and community
celebrations. The flexible plaza and minimal atgrade planting support a wide range of events, such as weekly farmers markets and art fairs to
large seasonal festivals and civic celebrations.

Equity and inclusivity are central to the events
program. Making State Street welcoming to all means
removing economic and cultural barriers to engaging
with the street. Low or no-cost uses, including public
seating, public art, fountains, play elements, and
130 Create State MASTER PLAN April 16, 2026 Draft
public events, should be prioritized alongside paid
programming. The City should simplify permitting for
small performances, buskers, and pop-up activity, and
allow pop-up retail spaces, mobile street vendors, and
food trucks through an event permitting program.

Nightlife
State Street’s nightlife is a critical component of
the corridor’s vibrancy and economic vitality. The
design supports welcoming nighttime activity
through physical design and operational protocols.

Public safety authorities may authorize temporary
closure of specific blocks during peak nighttime activity to enhance pedestrian safety and support public events.

The bollard system enables block-by-block closures as
needed, and the nighttime operating hours (after 10 p.m.) allow vehicles for delivery and service access without
creating conflict with pedestrian-priority daytime hours.

Blocks with significant nightlife, such as those in the Entertainment District with lively bars and restaurants, may operate differently to encourage safe behavior,
potentially restricting vehicle traffic until after nightlife closes. This operational flexibility is a key advantage of the retractable bollard system, which can be configured by
the Police Department in real time as conditions require.

Lighting design, comfortable seating, and
a welcoming public realm support safe and
pleasant nighttime use. Pedestrian-scale lighting
and crosswalk illumination create a nighttime
environment that feels safe for a variety of users.

Future Housing Opportunities
The City of Santa Barbara has planned for 8,001 new
housing units by 2030 under its Regional Housing
Needs Allocation (RHNA). The downtown core, where
services, amenities, and higher density zoning already
exist, should accommodate a significant share of
this growth, with an expectation and support for
1,000–2,000 new units in the Master Plan area.

Key redevelopment opportunities include the Paseo
Nuevo Mall, which could yield over 100 units, and Cityowned downtown parking lots, which offer potential for housing at a range of income levels. Redevelopment
of City controlled sites can bring a substantial increase in housing downtown, adding residents and daily
activity to the heart of the corridor. Utility infrastructure upgrades should be coordinated with the State
Draft April 16, 2026 Create State MASTER PLAN 131
Street design to support anticipated residential and
commercial growth, with the goal of expanding capacity
proactively. With additional housing units and higherintensity downtown use, public transit and bicycle infrastructure connecting to other areas of the City
becomes critical. Investment in bicycle infrastructure, transit circulation, and pedestrian connectivity directly supports the goal of reducing vehicle traffic that would otherwise accompany significant housing growth.

The State Street Master Plan is designed to
support increased housing capacity
Economic Development
State Street is the foundation for economic health in
Downtown Santa Barbara. The State Street design
supports economic development through physical
improvements, programming, and operational
frameworks that attract visitors, support existing
businesses, and create new economic opportunities.

Expanded outdoor dining capacity, through elimination
of parklets and creation of new patio space where
feasible, increases restaurant seating and vibrancy
along the street. Programming and design that attracts
families, older adults, and visitors of all backgrounds expands the audience for Downtown, driving more
foot traffic to businesses throughout the corridor.

Low or no-cost amenities, including public seating,
art, fountains, play elements, and public events,
make State Street accessible to a wide range of
economic backgrounds and remove barriers to
engagement with the street. Making permitting
easier for small performances, street performers,
and pop-up activity invites a broader economic and
cultural spectrum of visitors. Mobile street vendors,
food trucks, and pop-up retail spaces could bring new
activity and entrepreneurial energy to the corridor.

By expanding the range of activities, amenities, and
audiences that the street supports, the State Street
Master Plan design creates the conditions for a
resilient downtown economy that can adapt to the
changing nature of retail, hospitality, and civic life. 6 Draft April 16, 2026 Create State MASTER PLAN 133
6 IMPLEMENTAT ION
Implementation of the State
Street Master Plan is a longterm endeavor that will require sustained investment, decisive
leadership, and ongoing
community engagement.

Throughout its history, Santa Barbara has demonstrated
the ability to imagine the city it wants to be and bring those visions to life. This Implementation chapter
establishes the tools, strategies, and next steps needed to advance the State Street Master Plan vision.
134 Create State MASTER PLAN April 16, 2026 Draft

CAPITAL COSTS ASSOCIATED

WITH CONSTRUCTION
A range of factors will influence capital costs
for construction of the State Street Paseo,
including phasing decisions, tree planting and
stormwater management systems, pavement
material selections, and utility coordination.

Phasing and Construction Scope
Construction benefits from economies of scale.

Completing the redesign in fewer, larger phases
reduces mobilization costs, improves materials
and labor efficiency, and limits the temporary
construction infrastructure required at each stage.

Inflation will also increase costs for phases deferred
further into the future, reinforcing the value of
moving efficiently from planning to construction.

Stormwater and Subsurface Water Storage
The Master Plan calls for underground soil cells beneath the pedestrian zones to support healthy, long-lived street trees. Best practices require a minimum of 800 to 1,000 cubic feet of uncompacted soil per tree to support root growth. Soil cells also support stormwater infiltration and water quality treatment. While more expensive than
traditional landscape planters or bioretention facilities, these systems are essential to realizing the Master
Plan’s tree canopy goals, including shading 70 percent
of impervious surfaces, and enabling the flexible plaza spaces that define the Civic and Commercial District.

An alternative stormwater compliance program would
provide a path for redevelopment projects to meet
the City’s post construction storm water requirements
off-site. Under an in-lieu fee program, the City could
construct a centralized storm water management
project, which developers could choose to buy in to,
rather than installing stormwater control measures
individually on each parcel. While a significant
upfront capital investment, this type of project could
help catalyze housing development downtown and
provide a flexible pathway for business and building
owners to comply with stormwater requirements.

Pavement Materials
The Master Plan calls for a durable, permeable pavement palette consistent with Santa Barbara’s Spanish Colonial architectural heritage. High-quality materials, such
as concrete unit pavers, natural stone, or brick, in a
cohesive pattern, elevate the pedestrian experience and reinforce the corridor’s distinctive character. The Civic and Commercial District (700–900 blocks) is intended
Draft April 16, 2026 Create State MASTER PLAN 135
to use a differentiated paving material to create a
stronger sense of place at the heart of downtown. These materials carry higher upfront costs than cast-in-place concrete but offer long-term durability and aesthetic
consistency with the El Pueblo Viejo historic district.

Utility Coordination
Construction of the State Street Paseo provides a
critical window to upgrade aging underground utilities, including water, sewer, storm drain, electrical, gas,
and telecommunications, concurrently with street
reconstruction. Coordinating with utility providers during construction reduces long-term disruption to businesses and prevents future street cuts. Strategic placement
of empty conduit and consolidation of compatible
utilities into a joint trench (utilidor) will simplify future maintenance. An alternatives analysis should be pursued during design to evaluate the feasibility of relocating utilities to Anacapa and Chapala Streets, which would
reduce future service disruptions on State Street.

Overall Estimated Cost of Project
Civic and Commercial District: These blocks are
proposed to be hardscaped with minimal landscaping
to maximize flexibility for events, markets, and
community gatherings with a large alée of trees
lining each side of the street. This is the more
intensive and expensive block type, reflecting the
high quantity of soil cells required for tree health and water quality management, as well as the expanded
area of high-quality plaza permeable pavement.

Arts and Entertainment Districts: These blocks
combine hardscaped areas with landscape,
providing a softer character with extended
brickwork as the sidewalk configuration.

Typical current cost per block is still being
evaluated by the civil engineering team but
early estimates indicate each State Street block
may cost approximately $6–$8 million.
136 Create State MASTER PLAN April 16, 2026 Draft

PHASING STRATEGY
The State Street Master Plan is implemented across three phases, each building on the last. Phase 1 focuses on
near-term activation, pilot programs, planning evaluation, and critical infrastructure that can proceed with
available funding. Phase 2 delivers the signature capital improvements—the State Street Paseo reconstruction,
the stormwater system, and the transit infrastructure—
that define State Street for the next generation. Phase 3 consolidates gains, extends improvements to the full
corridor, and establishes the long-term institutional
and financial frameworks for ongoing stewardship.

FOCUS PHASE 1 (YEARS 1–3) PHASE 2 (YEARS 4–6) PHASE 3 (YEARS 7–10) Capital Projects Extended sidewalk pilots; wayfinding;
paseo lighting; bollard infrastructure
Civic and Commercial District (700–900
blocks) reconstruction; stormwater system;
Entertainment District (400-600 blocks)
1200 block gateway; Arts District
(1000-1300 blocks) reconstruction
Programming Entertainment Zone evaluation and
launch; street performer licensing;
weekly markets; art installations
Annual festival calendar; arts incubator
program; outdoor cinema series;
business recruitment campaigns
Endowment for programming;
year-round events strategy
Policy &
Regulation
Zoning amendments; property maintenance
ordinance; outdoor dining furniture
standards; vending program; Long-range
financing plan; ordinance change for
development impact fees, Title 31 update
Property assessment district
expansion; stormwater in-lieu fund
Parking revenue reinvestment
Economic
Development
Storefront activation grants;
expedited permitting; small
business technical assistance
Retail recruitment; anchor tenant strategy;
office-to-residential conversion incentives
Business improvement district
expansion; hotel tax reinvestment
Estimated Cost $8–10M (city capital + grants) $30–50M (bonds + state/federal) $20–30M (TIF + private investment) Draft April 16, 2026 Create State MASTER PLAN 137
Phase 1: Activate and Stabilize (Years 1–3)
Phase 1 builds on the momentum of the shortterm action plan adopted in September 2024 and pilots the design concepts that will guide the longterm reconstruction, as well as obtaining funding for the final design. The defining characteristics
of Phase 1 are speed, visibility, reversibility, and
financing: investments are made quickly, in the
public eye, and in formats that can be refined.

Design Approach
The 700–900 blocks (Ortega to Carrillo) are the priority zone for physical improvements. The “flexible” street
design, extending sidewalks so the street reads as a
20-foot zone only, can be prototyped with temporary
materials before permanent reconstruction in Phase

2. Retractable bollards will allow daytime pedestrian
priority (10 AM to 10 PM) with nighttime vehicle
access (10 PM to 10 AM), a configuration that can
be evaluated using data from the pilot period.

Key Phase 1 projects and actions include:
» Wayfinding signage and paseo lighting improvements
» State Street Loop shuttle continuation and expanded
service evaluation (RFP for long-term operator)
» Entertainment District formal launch with
street performer licensing program
» Stormwater compliance feasibility study for
700–900 blocks (concurrent with design)
» Pedicab staging, electric shuttle stops,
wayfinding, accessible connections
» Business improvement grant program launch
» Bollard infrastructure installation to
enable safe temporary closures
» Sidewalk extensions in the Civic and Commercial
District, either with paint or decking material similar to the pedlets on 500 block of State Street.
» Potential bond issuance to finance
Phase 2 and 3 infrastructure
» Long-range financing plan adopted: expand
property assessment district, hotel tax reinvestment
program, parking revenue reinvestment policy;
long-term financing for maintenance
» State Street programming endowment
established (through donations, naming
rights, and public-private partnerships)
Additional transitional projects can be found in Appendix A, which could all be accomplished during Phase 1.
138 Create State MASTER PLAN April 16, 2026 Draft
Phase 2: Reconstruct and Invest (Years 4–6)
Phase 2 delivers the transformative capital
improvements at the heart of the Master Plan. This
phase requires the largest financial commitment and
the most complex construction management, but it also
produces the lasting physical changes that will define
State Street’s identity. Phase 2 will implement a blockby-block construction sequencing strategy to keep all businesses accessible, supported by a dedicated business assistance program and robust communications.

Signature Project
The Civic and Commercial District (700–900 blocks,
Ortega to Carrillo Street) will be reconstructed as a
premier civic space. The concurrent stormwater system
will collect runoff through an in-street network, funded in part by an in-lieu contribution program that allows
property owners to buy into the shared public system
rather than constructing individual stormwater facilities. » Civic and Commercial District full streetscape
reconstruction (700–900 blocks): new pavement,
tree planting, seating, lighting, additional furnishings (e.g., play elements, flexible event infrastructure)
» Stormwater collection system (700–900 blocks):
in-street capture, bioretention features, inlieu fund program establishment » Entertainment District full streetscape reconstruction (400-600 blocks): new pavement, tree planting,
seating, lighting, additional furnishings (e.g.,
play elements, flexible event infrastructure)
» Anchor tenant recruitment strategy
» Retail attraction incentive fund with expedited
permitting program (City + DSBIA)
» Conversion of City parking lots into mixed-use
spaces, including parking and new housing units
Draft April 16, 2026 Create State MASTER PLAN 139
Phase 3: Sustain and Connect (Years 7–10)
Phase 3 extends the benefits of the Master Plan to the
full State Street corridor and the surrounding downtown, establishes long-term institutional frameworks, and
positions Santa Barbara as a regional cultural destination.

Phase 3 aligns major investments with milestone
events, including Santa Barbara’s existing strengths in the arts, film performances, and food and beverage.
» Arts District (1000-1200 blocks) streetscape
improvements, including pedestrian enhancements,
paseo activation, new landscaping
» Permanent additional cultural anchor(s) in place
along State Street corridor (e.g., market hall)
» Annual monitoring report and five-year plan
update cycle initiated by DSBIA and City
» Facade grant fund
140 Create State MASTER PLAN April 16, 2026 Draft

SPECIFIC PROJECTS
The following projects represent the primary
capital and programmatic investments of the
State Street Master Plan. Each project is crossreferenced with its implementation phase, lead agency, and primary funding source.

State Street Paseo Reconstruction
(400–1300 Blocks)
The entire State Street Paseo will create a
unified design that can flex between pedestrian
gathering space, outdoor dining, markets,
performances, and limited vehicle access.
» Retractable bollard system: daytime pedestrian priority (10AM–10 PM); nighttime vehicle access (10 PM–10 AM)
» Street furnishings: moveable seating, shade
structures, water features, children’s play elements
» Expanded tree canopy, particularly in
the Civic and Commercial District
» Public art program integrated into
paving design and key nodes
» Phase: 2 (design in Phase 1; construction Years 4–6)
The 700–900 blocks, comprising the Civic and
Commercial District, represent the highest priority for investment. This segment is anchored by Paseo Nuevo,
City Hall, Casa de la Guerra, and Plaza de la Guerra, but currently lacks the evening activation that characterizes the Entertainment and Arts Districts. Revitalizing this central segment is essential to connecting the two
ends of the corridor and establishing State Street
as Santa Barbara’s premier civic gathering place.

Draft April 16, 2026 Create State MASTER PLAN 141
Two phasing options are available depending on funding:
» Full Entertainment and Civic and Commercial District
Phase (400–900 blocks): Starting at Carrillo Street
and extending to the 400 block of State Street.

Estimated design and construction cost: $60 million
(not including off-site drainage improvements).
» Priority Civic and Commercial District Phase (700–
900 blocks only): The recommended near-term
strategy to achieve the greatest impact. Storm sewer
upgrades in the 400–600 blocks may be required
prior to construction in the 700 block. Estimated
design and construction cost: $30-40 million (not
including off-site drainage improvements).

Subsequent phases would address the Arts District
(1000–1300 blocks) following completion of Laguna Creek basin drainage analysis and construction funding.

Stormwater Compliance
System (700–900 Blocks)
The 700–900 blocks of State Street currently lack
a storm drain system, creating a regulatory and
infrastructure challenge for new development
and streetscape improvements. The Master Plan
proposes a shared public stormwater capture system
funded through a combination of city capital, state
grants, and an in-lieu contribution program.
» Feasibility analysis underway (authorized
October 2025 by City Council)
» In-lieu fund: businesses contribute to a shared system rather than constructing individual on-site facilities
» Estimated cost (continuing to be evaluated):
$5–10M (system design and construction);
in-lieu fund covers $2–5M of total cost
» The system could be expanded to include the 500-
600 blocks of State Street if deemed feasible
» Phase: 2 (feasibility in Phase 1; construction
concurrent with Civic and Commercial District)
142 Create State MASTER PLAN April 16, 2026 Draft
State Street Shuttle Service
The State Street Loop, launched as a six-month pilot in collaboration with Friends of State Street and Sweep
Inc., provides free transportation along State Street from the Waterfront to the Arts District on State Street. Pilot ridership data, including notable accessible usage, has demonstrated demand for a permanent circulator.
» Immediate action: RFP for longterm shuttle operator (Phase 1) » Vehicle type: electric shuttle, open air, or golf cart-style vehicles; pedicab program as complementary option
» Funding: Hotel/TOT tax reinvestment;
private sponsorship; MTD partnership
» Service hours: daily, waterfront to the Arts District; seasonal extended hours for major events;
evaluate frequency to ensure shuttle stops
regularly with wait times under 10 minutes
» ADA accessibility standards required for all vehicles » Phase: 1–2 (pilot ongoing; permanent
program Years 2–4)
Paseo Activation and Lighting Program
State Street’s 16 historic paseos are one of its most
distinctive assets, intimate alleys connecting State
Street to parallel streets and opening to unexpected
courtyards and storefronts. This program will
transform underlit, underused paseos into lively,
safe extensions of the State Street experience.
» String light installation in priority
paseos (DSBIA, Phase 1)
» Asphalt Art pavement design at
key paseo entries (Phase 1)
» Ground-floor retail and dining activation
in paseo-adjacent spaces
» Security camera network expansion (DSBIA)
» Pop-up retail and gallery licensing program
» Updated landscaping
» Phase: 1–2
Draft April 16, 2026 Create State MASTER PLAN 143
Storefront Activation and
Business Recruitment
A proactive economic development strategy,
anchored in incentive programs, expedited
permitting, and targeted recruitment, is essential.
» State Street Business Activation Grant or revolving
loan program: up to $50,000 per business for
tenant improvements, facade upgrades, signage,
and fit-out; administered by City + DSBIA
» Expedited permitting program: dedicated review
team for new retail and restaurant projects on State
Street (30-day target from complete application)
» Pop-up retail licensing: low-cost, short-term
licensing for kiosks and temporary vendors
» Anchor tenant recruitment: housing, arts/
entertainment/cultural venue in key opportunity sites
(e.g., upper-floor spaces, vacant large-format retail)
» Phase: 1–3 (ongoing)
Public Safety and Cleanliness Enhancements
Public safety is a prerequisite for economic vitality.

Across every comparable plan studied, safety and
cleanliness investments were prioritized ahead
of or concurrent with capital improvements.
» Ambassador program expansion: increased
daytime and evening patrols on State Street
and paseos, evaluate existing program and
potential for program management to occur
with DSBIA or jointly with the City and DSBIA
» Security camera network installation and monitoring
(DSBIA + Santa Barbara Police Department)
» E-bike speed regular enforcement (ongoing)
» Coordinated outreach and services for unhoused
individuals in partnership with county social services
» Enhanced public restroom facilities integrated
into State Street Paseo design with option for
temporary restroom facilities to be explored and
managed until permanent design is complete
» Phase: 1–2
144 Create State MASTER PLAN April 16, 2026 Draft

FUNDING STRATEGY
The State Street Master Plan requires a diversified, multilayered funding strategy that combines city capital with state and federal grants, private investment, assessment district revenues, and new financing mechanisms. The
plan’s 15-year investment horizon requires building
and maintaining multiple funding streams in parallel.

The City currently faces a budget shortfall of $8.7M
in 2026 and $14.6M in 2027, making early action on
alternative revenue sources and grant applications
especially urgent. The following table includes multiple options for funding for the State Street Master Plan.

Priority Funding Actions (Immediate)
» Submit Active Transportation Program (ATP)
grant application for State Street Paseo
reconstruction by next funding cycle
» Apply for Federal RAISE Grant for State Street Paseo
reconstruction (coordinate with Caltrans District 5)
» Initiate City Council study session on Downtown
Development Authority formation and TIF financing
» Expand DSBIA property assessment boundaries
and renew five-year assessment plan
» Negotiate hotel tax (TOT) reinvestment agreement
for State Street Shuttle and events programming
» Pursue Outdoor Recreation Legacy Partnership grant
for plaza and park elements in State Street Paseo
» Establish State Street Business Activation Grant or
revolving loan program fund using CDBG allocation
Downtown Development Authority
The formation of a Downtown Development Authority
(DDA) could provide important long-term financing for
this plan. A DDA can capture tax increment generated
by rising property values, issue bonds against that
increment, and direct capital toward infrastructure and catalytic development that would not otherwise occur.

DDA Timeline
City Council study session (Phase 1, Year 1) → Formation plan and boundary study (Year 1–2) → Hearing and
Council adoption (Year 2–3) → First bond issuance
(Year 4–5, aligned with Phase 2 capital program)
Draft April 16, 2026 Create State MASTER PLAN 145

FUNDING SOURCE ESTIMATED AMOUNT PHASE ELIGIBLE USES
City Capital Budget $8-10M 1-2 Streetscape reconstruction, pedlets, wayfinding, lighting Option 1: Lease Revenue Bond/Issue Debt
(Measure C, does not require voter approval)
$40-60M 2 State Street Paseo infrastructure, stormwater system Option 2: General Obligation GO Bond;
Item on property tax bill annually to fund
(Requires voter approval at future election)
$40-60M 2 State Street Paseo infrastructure, stormwater system State Transportation Funds (ATP) Up to $80M 1-2 Active transportation infrastructure, bike lanes, pedestrian safety
Federal RAISE / BUILD Grants (if available) $5-10M 2 Multimodal corridor, transit, major street reconstruction Art Grants, e.g. Bloomberg Asphalt Art $100K 1 Public art, pavement design, placemaking CDBG / Community Development Grants $1-3M 1-2 Small business support, ADA improvements, affordable retail
Outdoor Recreation Legacy Partnership $1-5M 1-2 Park improvements, open space, public amenities Downtown BID / Property Assessment District $1-2M/yr (ongoing) 1-3 Programming, maintenance, ambassador services, marketing
Tax Increment Financing (TIF / DDA) $15-25M 2-3 Infrastructure, land assembly, catalytic development projects
Hotel / TOT Tax Reinvestment $2-4M/yr 1-3 Tourism promotion, major events, State Street Shuttle Stormwater In-Lieu Fund (businesses) $2-5M 2-3 Shared stormwater system on 700–900 blocks Private Investment / Development Fees $50M+ 2-3 Mixed-use development, housing above retail, anchor tenants
146 Create State MASTER PLAN April 16, 2026 Draft

ACTION ITEMS MATRIX
The following matrix assigns specific actions
to responsible parties, partners, timeframes,
and funding sources. Actions are organized
by topic area and categorized as Immediate
(0–18 months), Short-Term (1–3 years), MediumTerm (4–6 years), or Long-Term (8–10 years).

Drainage Constraints
The State Street corridor drains to two separate basins.

North of Carrillo Street, stormwater flows to Laguna
Creek. South of Carrillo Street, stormwater flows to
Mission Creek. Stormwater infrastructure upgrades
must proceed from the lowest portions of each drainage
basin upward to avoid backing up flows in undersized
lower segments. A detailed drainage study of each
basin should be completed concurrently with design
development to identify required improvements, which
may include storm sewer upsizing, detention facilities, and outfall improvements at Mission and Laguna Creeks.

This drainage logic supports two principal construction phases: an initial phase addressing the 400–900
blocks (Mission Creek basin) and a second phase
addressing the 1000–1300 blocks (Laguna Creek
basin). Within each phase, construction should begin
at the lowest point in the basin and proceed uphill.

Available Funding
Capital budgets and grant funding will determine
how many blocks can be addressed in each phase. In
addition to direct construction costs, phased budgets
should include allocations for communications,
community engagement, and direct business support
for properties affected by construction activity. Preconstruction mitigation grants and during-construction stabilization grants should be considered to protect the downtown economy during each construction phase.

Draft April 16, 2026 Create State MASTER PLAN 147
Planning and Regulatory Actions

ACTION ITEM LEAD AGENCY PARTNERS TIMEFRAME FUNDING SOURCE Adopt State Street Master Plan (final) City Council SSAC, HLC, Planning Commission
Immediate City staff budget
Adopt flexible multimodal street
configuration with retractable bollards
City Council DSBIA Immediate City staff budget
Adopt sit-lie ordinance update SBPD, City Administrator’s Office, City Attorney’s Office
DSBIA Immediate City staff budget
Amend zoning to allow expanded uses Planning Commission / City Council/Community Development,
City Attorney’s Office
DSBIA, Chamber
of Commerce,
property owners
Short-Term City staff budget
Adopt paseo activation design
standards and updated paseo plan
Community Development DSBIA, City
Attorney, HLC
Short-Term City staff budget
Adopt stormwater in-lieu fee
program for 700–900 blocks
Sustainability and Resilience
/ City Council
Developers,
property owners
Short-Term Measure B, City budget
Initiate Downtown Development
Authority formation study
City Council / City Administrator Finance, City
Administrator’s Office
Short-Term City budget, grant
Adopt property maintenance ordinance City Administrator’s Office, City Attorney’s Office
Property owners,
DSBIA
Short-Term City budget
Adopt long-range State
Street financing plan
Finance / City Administrator’s Office DDA Board, DSBIA Medium-Term TIF, assessment district 148 Create State MASTER PLAN April 16, 2026 Draft
Capital Projects

ACTION ITEM LEAD AGENCY PARTNERS TIMEFRAME FUNDING SOURCE Sidewalk extension installation Public Works / City
Administrator’s Office
DSBIA, Friends of State Street City capital
Planter reduction, 1200 block Public Works DSBIA City capital Art installations (paseo entries, key nodes) City Administrator’s Office
County Office of Arts
and Culture
Grants
Bollard infrastructure for temporary closures Public Works SBPD Short-Term City capital Wayfinding and signage system (full corridor) Public Works DSBIA Short-Term City capital, BID Paseo string lighting (priority paseos) DSBIA Property Owners, City Short-Term BID assessment State Street Paseo reconstruction
design (400–1300 blocks)
Public Works / Moule
& Polyzoides / City
Administrator’s Office
SSAC, HLC, DSBIA Short-Term City capital; design fees
Stormwater system design (700–900 blocks) Public Works Engineers, property owners Short-Term Stormwater fund Chapala Street bicycle facility (construction) Public Works Caltrans D5 Long-Term ATP, City capital Grand Paseo reconstruction (construction) Public Works
(design-build)
DSBIA, businesses, RTD/MTD Medium-Term GO bonds, RAISE, TIF Stormwater system (construction) Public Works Property owners (in-lieu) Medium-Term City 400–600 block Entertainment
District reconstruction
Public Works DSBIA, property owners Medium-Term GO bonds, TIF Arts District (1000–1200 blocks) streetscape Public Works Neighbors, Businesses, DSBIA Long-Term TIF, City capital Gateway improvements at northern terminus Public Works DSBIA, community Long-Term CDBG; City capital Utility relocation analysis Public Works Property and business owners, other City Departments
Short-Term City capital
Draft April 16, 2026 Create State MASTER PLAN 149
Economic Development and Programming

ACTION ITEM LEAD AGENCY PARTNERS TIMEFRAME FUNDING SOURCE Launch Business Activation Grant
program or revolving loan program
City Administrator’s
Office
Chamber of
Commerce, DSBIA
Immediate CDBG; City budget
Establish expedited permitting
program for State Street
Community
Development/ City
Administrator’s Office
Public Works, Sustainability
and Resilience, Fire
Departments
Immediate City staff budget
Issue RFP for long-term State
Street Shuttle operator
City Administrator MTD, Friends of
State St., DSBIA
Immediate TOT reinvestment.

City capital
Establish Entertainment Zone
programming calendar
DSBIA Arts orgs, event producers Short-Term BID, sponsorship Develop pop-up retail licensing program City Administrator’s Office
Community Development
and Parks and Recreation
Departments
Short-term City staff budget
Conduct tenant recruitment City Administrator’s
Office
Property owners,
brokers, DSBIA
Short-Term City budget, TIF
Launch State Street Retail
Attraction Incentive Fund
City Administrator’s
Office
DSBIA, DDA (when formed) Medium-Term TIF, City budget
Develop State Street programming endowment City Administrator’s Office
Donors, City Departments,
Friends of State Street
Long-Term Private; naming rights
Align major events with State
Street milestones (SBIFF, etc.)
DSBIA / City Events SBIFF, SB Museum
of Art, Visit SB
Long-Term TOT, sponsorship
Establish incentive program for local companies
to open storefront along State Street
City Administrator’s
Office
DSBIA, DDA (when formed) Medium-Term TIF, City budget
Establish a robust economic development
team within the City organization
City Administrator’s
Office, City Council
DSBIA, Chamber
of Commerce
Medium-Term City budget
150 Create State MASTER PLAN April 16, 2026 Draft
Safety, Maintenance, and Stewardship

ACTION ITEM LEAD AGENCY PARTNERS TIMEFRAME FUNDING SOURCE Expand and/or maximize ambassador program City Administrator’s Office/DSBIA
SBPD Immediate BID assessment,
City budget
Expand security camera network
(paseos and corridor)
DSBIA / SBPD City IT Immediate BID
Continue enforcement of e-bike ordinance
on State Street and begin vehicle
speed enforcement on State Street
SBPD Traffic Engineering Short-Term General Fund
Coordinate homeless engagement City Administrator’s
Office
County HHS, nonprofits Short-Term HUD, County, City
Establish maintenance
standards for State Street
City Administrator’s
Office
DSBIA Medium-Term BID; City O&M budget
Implement annual State Street monitoring
report (pedestrian counts, sales tax,
vacancy rates, event attendance)
City Administrator’s
Office, Finance
Other City Departments,
DSBIA, City Council
Medium-Term City staff, BID
Conduct five-year plan update (2031) Community
Development, City
Administrator’s Office
DSBIA, City Council Long-Term City budget
Evaluate public restroom locations
along State Street and begin design
phase or leverage Downtown District
reimbursement program as an alternative
City Administrator’s
Office
DSBIA, City Council,
Community Development
Long-Term City budget
Draft April 16, 2026 Create State MASTER PLAN 151

ROLES AND RESPONSIBILITIES
Successful implementation of the State Street
Master Plan requires clear accountability
across City departments, the Downtown Santa
Barbara Improvement Association, community
organizations, and property owners. The
following table defines primary roles:

ORGANIZATION ROLE
City Council Adopts Master Plan; approves major funding authorizations; forms DDA; adopts zoning amendments; provides policy direction
City Administrator’s Office (State
Street Master Planner)
Day-to-day plan management; consultant coordination; Advisory Committee staff support; grant applications; interdepartmental coordination, overall project management Community Development Department Zoning amendments; design review; historic preservation; CEQA compliance; permitting Public Works Department and
Sustainability and Resilience Department
Capital project delivery; streetscape design and construction; stormwater; maintenance standards Finance Department Financing strategy; bond issuance; DDA formation; budget coordination; tax revenue monitoring City Economic Development Business recruitment; grant programs; incentive funds; expedited permitting Santa Barbara Police Department Safety enforcement; e-bike ordinance; ambassador program coordination; event security City Attorney’s Office Ordinance updates and amendments; legal review of projects Downtown Santa Barbara
Improvement Association (DSBIA)
Day-to-day operations; ambassador and cleaning programs; programming and events; paseo activation; business liaison; marketing Santa Barbara South Coast
Chamber of Commerce
Business Liaison
State Street Advisory Committee
(SSAC) or other Advisory Group
Community advisory; plan oversight; public engagement
Friends of State Street Community advocacy; donor cultivation; volunteer programs; pilot opportunities Downtown Development
Authority (when formed)
Tax increment financing; bond issuance; catalytic project investment; land assembly Property Owners / Businesses Private investment; stormwater in-lieu contributions; facade improvements; ground-floor activation Architectural Firm / Moule and Polyzoides Master plan document; Grand Paseo architectural design; flexible street configuration; Historic Landmarks Commission coordination 152 Create State MASTER PLAN April 16, 2026 Draft

MONITORING AND ADAPTATION
The State Street Master Plan is a living document. As pilot programs generate data, markets evolve, and funding
landscapes shift, the plan must adapt. The following
monitoring framework will help to ensure accountability.

Key Performance Indicators
» Pedestrian, cycling, and transit counts (daily, by block, by season): target 20% increase over baseline by Year 5 » Business vacancy rate (target below 10%
by Year 5; below 5% by Year 10)
» Sales tax revenue (State Street corridor):
target 20% above 2019 by Year 8
» Number of events and activations per
year (target 200+ events by Year 3)
» State Street Shuttle ridership, including various
transit types such as buses, smaller shuttles, pedicabs (target 50,000+ annual riders by Year 2) » Grant funding secured: track against
targets in funding strategy
» Business activation grant or revolving loan program
disbursements and recipient outcomes
» Construction project delivery: on-time and onbudget performance for capital projects Reporting and Updates
» Annual monitoring report: prepared by
City Administrator’s Office; presented
to City Council each spring
» Five-year plan update: 2031 update to evaluate
Phase 1 outcomes, adjust Phase 2 priorities,
and confirm long-term financing strategy
» Historic Landmarks Commission: design review
at key milestones for State Street Paseo design
Draft April 16, 2026 Create State MASTER PLAN 153

CONCLUSION
The Master Plan begins with the Plan adoption and
will follow with specific construction projects based on funding, timing of other construction projects in the
downtown area, and an understanding of projects that
can be accomplished in the short-term, medium-term,
and long-term. Implementation as identified in the
Master Plan requires the City to commit to resources,
including staff time to carry out the listed projects
and policy decisions as well as project prioritization.

While the Master Plan adoption is the first step in
realizing a future State Street and downtown core,
the vision for the Master Plan is an effort that is
anticipated to continue over the next 10-20 years.

The implementation of the State Street Master Plan
recognizes that transforming the corridor requires
a bold vision, as well as a multi-year commitment
to sequenced action and sustained funding.

Santa Barbara has the built and natural assets, the
community will, and the design talent to write its own
success story on State Street. This chapter provides the structure to make it happen. The next step is the first step: City Council direction on the draft Master Plan on April 28, 2026. From that foundation and clear direction, construction of a revitalized State Street can begin.

Draft APPENDICES
April 16, 2026
ATTACHMENT 2
2 Create State MASTER PLAN APPENDICES
Create State MASTER PLAN APPENDICES 3

CONTENTS
Appendix A MOULE AND POLYZOIDES REPORT –

STATE STR EET MASTER PLAN SUMMARY
Appendix B LANDSCAPE TECHNICAL REPORT
Appendix C TRANSPORTAT ION TECHNICAL REPORT
Appendix D CIVIL ENGINEERING TECHNICAL REPORT
Appendix E RETAIL TECHNICAL REPORT
Appendix F ECONOMIC ANALYSIS
Appendix G SALES TAX INFORMATION
Appendix H LOCAL VOLUNTEER AR CHITECT WORK
Appendix I POTENTIAL NEAR TERM PROJECTS
Appendix J RELATED PLANS AND POLICIES
Appendix K PARADE PARA METERS AND CITY

RECOMMENDATIONS FOR PARA DES
Appendi

SANTA BARBARA STATE STREET MASTER PLAN

PREPARED FOR THE CITY OF SANTA BARBARA
APRIL 16, 2026
Santa Barbara State Street Master Plan 2
April 16, 2026

SANTA BARBARA STATE STREET MASTER PLAN
Project Team
Lead Consultants
Moule & Polyzoides
Architects and Urbanists
Stefanos Polyzoides, Partner
Chris Allaire, Principal
Elizabeth Kromkowski, Designer
Landscape Architecture
Arcadia Studio
Justin Manuel, ASLA
Kalie Grubb, ASLA
Transportation Planner
Fehr and Peers
Miguel Núñez, Principal
Civil Engineer
Crabtree Group
Paul Crabtree, Principal Engineer
Jacob Hyman, Project Engineer
Market Analysis
Gibbs Group
Bob Gibbs, Principal
Photo Transformations
Urban Advantage
Steve Price, Owner/President
April 16, 2026
Table of Contents
CHAPTER 1: PROCESS

1.1 History 3

1.2 State Street Sub-Districts 4

1.3 Analysis of Existing Conditions 5

1.4 Observations and Key Issues 6
CHAPTER 2: PLANNING OBJECTIVES

2.1 State Street as a Community Third Place 7

2.2 State Street as a Commercial Destination 8

2.3 State Street as a City Center 9
CHAPTER 3: FLEXIBLE DESIGN

3.1 Design Principles for a Flexible Street 10

3.2 Details of Flexible Design 11

3.3 Retractable Bollards 13
CHAPTER 4: STATE STREET MASTER PLAN

4.1 Accommodating Public Uses 14

4.2 The Nine Block Network 15

4.3 Entertainment District 16

4.4 Civic & Commercial District 18

4.5 Arts District 20

4.6 Street Zoning 22

4.7 Details of the Right-of-Way 23

4.8 Street Transformation 25
APPENDIX A: TECHNICAL SUMMARIES
A.1 Landscape Report Summary 29
A.2 Transportation Report Summary 31
A.3 Civil Engineering Report Summary 32
A.4 Retail Report Summary 33

Santa Barbara State Street Master Plan
3 April 16, 2026
CHAPTER 1: PROCESS
1905
1867 1930s

1.1 History
1970s
State Street has long been the civic, cultural, and
commercial heart of Santa Barbara. The corridor
has evolved through successive phases of Chumash
trade routes, the Spanish presidio trail, postearthquake reconstruction, Plaza improvements, the development of Paseo Nuevo, and the current State
Street Master Plan, with each generation of Santa
Barbarans understanding its significance within the
city network. In the late 19th and early 20th centuries, the arrival of the wharf in 1872 and the completion
of the railroad connected Santa Barbara to regional
markets and visitors, establishing State Street as a
hub for commerce, tourism, and social life. Early
theaters, small retailers, and civic landmarks helped
define the street as the city’s central gathering place. The 1925 earthquake reshaped downtown Santa Barbara and established the city’s distinctive
Spanish Colonial Revival architecture. By the
1930s, State Street had been rebuilt with white
stucco walls, red tile roofs, wrought iron detailing,
decorative tiles, and landscaped sidewalks, creating
a cohesive historic streetscape that reinforced
Santa Barbara’s cultural identity. Throughout
the 1950s, the corridor adapted to the rise of
automobile culture with roadway widening and
expanded parking while retaining its pedestrianscaled charm and continuous building frontages.

In the 1970s, downtown Santa Barbara saw
renewed investment, including the creation of a
Business Improvement District and streetscape
enhancements that emphasized plazas, paseos,
public art, and outdoor dining, balancing historic
preservation with contemporary commercial and
mobility needs. Today, State Street stands at a
critical inflection point: the decisions made now
regarding streetscape, mobility, and public space will
shape the next stage in the development of Santa
Barbara’s center, ensuring its continued vibrancy
while honoring its rich historic legacy.
1950s
Santa Barbara State Street Master Plan 4
April 16, 2026
CHAPTER 1: PROCESS

1. Arts District 2. Civic & Commercial District 3. Entertainment District 202,320 sf 384,360 sf 204,120 sf
1,367 parking 1,617 parking 1,008 parking
= 790,800 sf TOTAL
= 4,000 parking stalls TOTAL
Retail
Area
Parking
Stalls
1300 1300 1200 1200 1100 1100 1000 1000 900 900 800 800 700 700 600 600 500 500 400 400 300 300 200 100 00 State
VictoriaAnapamuFigueroaCarrillo
Canon Perdido
De La GuerraOrtegaCotaHaleyGutierrez
200 100 00
Civic & Commercial Entertainment
Anacapa
Chapala

1.2 State Street Sub-Districts
Arts Funk Zone Waterfront
At the heart of downtown, the Civic & Commercial
District blends historic architecture with cultural and civic life. The Casa de la Guerra 1828 is one of the
oldest buildings in California. Forming the Paseo
Viejo, the historic casa and the Oreña Adobe were
at the core of the Downtown’s reconstruction after
the 1925 earthquake. The Plaza de la Guerra is a
significant public space and the City Hall and the
Santa Barbara News-Press anchor the plaza as the
city’s civic core. Colorful flags, terracotta roofs, white plastered arcades, and traditional glazed Spanish
tiles create a vibrant setting for dining and shopping.

The Arts District is the city’s hub for visual and
performing arts. A mix of galleries for painting,
sculpture, and photography offer creative spaces
for artists and attract visitors to State Street. The
Granada Theatre (1924), Arlington Theatre (1930),
and the Santa Barbara Museum of Art (1941) are
significant landmarks that anchor the district. The
district hosts a variety of events throughout the
year, including the “1st Thursday Art Walk,” and
provides opportunities for street performances, art
installation, and exhibitions on State Street.

The Entertainment District offers a wide variety of
activities, including restaurants, bars, wine tasting, and special events. These experiences take place among a
mix of modest storefronts, home to both local businesses and national retailers. Small-scale shops and restaurants create a visually engaging backdrop for the area’s
vibrant nightlife, dining, and entertainment offerings.

Restaurants and bars energize the area day and night,
and street performers, games, and expanded restaurant
patios provide additional life and activity.

Santa Barbara State Street Master Plan 5
April 16, 2026
Open Space & Streetscape Paseo Plaza
Building Service Access
Bicycle Network
Public Transit
Building Service Access
State Street Loop MTD Bus Route
Class II Path Class III Path Path Direction
Parking Public Parking Garages Public Parking Lots
Land Use
Civic & Landmark Buildings
Civic/Cultural Retail Office Hospitality
Structure of Merit
CHAPTER 1: PROCESS
Downtown Santa Barbara is one of the most
distinguished historic settings in California and the
United States. At its heart, State Street has served
for more than 110 years as the city’s commercial
and pedestrian core, embodying the conditions
of a prosperous Main Street. Supported by
substantial public and private investment, it remains
the economic and symbolic center of the city.

State Street is at a critical point in its evolution from a pre-COVID car-oriented corridor to a pedestrian- and
bicycle-focused environment toward a long-term master
plan. A successful redesign must reconcile the oftencompeting demands of mobility, economic vitality, and urban form while preserving the street’s historic charm and civic presence.

Landmark Historic Resource
Streetscape

1.3 Analysis of Existing Conditions
Santa Barbara State Street Master Plan 6
April 16, 2026
Conclusion: The redesign of State Street must
address its drainage challenges and support the
continued development of projects along the
corridor.

CHAPTER 1: PROCESS

3. Retail

1. Mobility & Transportation
- State Street has experienced flooding during recent
winter rains;
- Drainage is unevenly addressed by infrastructure
patched together over many decades;
- The roadway was designed for vehicles creating
conflicts for the bicycle and pedestrian-focused uses it now accommodates.;
- Sidewalk paving is relatively uniform throughout the
corridor and is worn in many locations:
- Development on State Street must address stormwater
retention requirements that present design challenges
for new projects.
- Visible empty storefronts hurt vibrancy and consumer
confidence;
- Rents have fallen from past highs, and design
uncertainty discourages new tenants and investment.;
- Sales volume is stable but flat, and suburban centers are prospering:
- The appearance of the street is patched and uneven;
- The one-way couplet of Chapala and Anacapa St.
frustrates retail access.
- The volume of bicycle traffic is high;
- The loose apportionment of modes on the street favors commuting over recreational biking;
- Access times for public safety, service, and construction vehicles is unclear;
- The presence of the electric cart transit pilot program is diminished in the current visual confusion of the
street;
- Access to parking lacks sufficient signage.
- The existing streetscape is worn and in need more
robust maintenance;
- Irregular planting creates the impression of a
fragmented streetscape;
- Irregular, low, or raised planting disrupts pedestrian continuity;
- Numerous specimen trees require conservation;
- The streetscape is uniform and stresses the continuity of the street instead of its various districts.

Conclusion: State Street could function as
a flexible, multi-modal thoroughfare that
prioritizes pedestrian and bicyclist safety while
accommodating emergency access 24/7 and
service at designated times of day.

Conclusion: The quality of public space on
State Street could be rebalanced, with retail as a
strong component creating a well-managed and
distinctive downtown destination.

Conclusion: The streetscape could be largely
preserved and selectively modified to support
the distinct character of the various State Street
districts.

Observations:

4. Landscape

2. Paving and Drainage

1.4 Observations and Key Issues
Santa Barbara State Street Master Plan
April 16, 2026
7 2.1 State Street as a Community Third Place

1. Strong Community Support & Place-making
State Street serves as Santa Barbara’s principal civic corridor, shaping a vibrant downtown for daily life, while also functioning as a major tourist attraction.

2. Mobility, Safety, and Accessibility
A pedestrian-, bike-, and transit-focused street significantly improves public safety. Equitable access for all groups can be ensured through a design that provides ample shade and welcomes people of all ages and physical abilities, and allows for the enjoyment of various places without being involved in a commercial transaction.

3. Economic Health and Housing
The future of State Street is inextricably linked to the need for more downtown housing. New residents who will most likely not have private yard space of their own will expect State Street to be a walkable, safe, amenable, and engaging environment.

4. Community Support
There is broad community support for a car-free, people-focused State Street, evidenced by public input, businesses, surveys, and petition activity.

State Street, Santa Barbara, CA, circa 2024
CHAPTER 2: PLANNING OBJECTIVES
Santa Barbara State Street Master Plan
April 16, 2026
8 2.2 State Street as a Commercial Destination

1. Improving Leasing and Economic Performance
The redesign of State Street should deliver a destination environment that attracts a wide variety of people. This is the only way that its retail and entertainment performance can be radically improved.

2. Mobility
The quality of place in downtown Santa Barbara has deteriorated since the street’s closure during COVID. The closure has reduced retail visibility, and the prolonged uncertainty about its future direction has discouraged new tenants and investment commitments.

3. Long-term Viability
All successful future leasing depends on certainty about a new multiuse form for State Street and its prompt, phased implementation. The 2019 Kosmont study identified an oversupply of roughly 400,000 to 500,000 square feet of retail downtown, a structural imbalance that cannot be solved by backfilling existing vacancies. It requires converting retail space into mixed-use development, housing, and office uses.

4. Timing
An urgent decision that resolves the current impasse regarding the design of State Street, and certainty about its implementation, is a key priority for the re-establishment of State Street’s role as a significant destination.

5. A Thriving Downtown
The redesign of State Street must spur the development of a significant new housing stock. New residents will reinforce the character of the street as a mixed-use, walkable, civic, and commercial downtown core for Santa Barbara.

CHAPTER 2: PLANNING OBJECTIVES
State Street, Santa Barbara, CA, before COVID
Santa Barbara State Street Master Plan
April 16, 2026
9 1. Scope
The project will clarify the form and operations of the entire length of State Street from Cabrillo Boulevard at the ocean to Sola Street.

The City should assist in the evolution of the character of each of its various districts.

2. Art and Culture
The city’s key civic institutions are located on or near State Street and their convening power leverages commercial development to produce a prosperous and beloved civic commons.

3. History and Identity
Some of the oldest buildings in the state of California and most of the 1925 reconstruction projects are located here. These are justifiably famous and the source of shared identity for residents and visitors alike.

4. Economic Development
The seven million visitors to the city annually can catalyze a prosperous commercial core that provides tax benefits for the city, to be used over time to realize a variety of community benefit projects.

5. Urban Regeneration
The project should be implemented urgently, with El Paseo and Plaza de la Guerra restored as part of the civic core and more fully integrated into the city’s public realm, alongside the redevelopment of Paseo Nuevo.

Our Common Table event in front of the Granada Theatre in 2018. The State Street Mile race in 2019.

Santa Barbara Farmers’ Market at the 900-1000 Blocks. Local volunteer organizations at the 1200 block in 2025.

2.3 State Street as a City Center
CHAPTER 2: PLANNING OBJECTIVES
Santa Barbara State Street Master Plan 10
April 16, 2026

2. Method of Operation:

Retractable bollards will reserve the street
for pedestrians, cyclists, and transit during
daytime hours(8AM-10PM) and provide a street
environment appropriate for deliveries, garbage
collection, construction service, and private
vehicle traffic during the nighttime. Emergency
vehicles will have 24-hour access to all parts of
State Street.

CHAPTER 3: FLEXIBLE DESIGN

3.1 Design Principles for a Flexible Street
A new flexible street design can reconcile
conflicting community issues around mobility
and use, while also creating a place that is useful,
beautiful, and enjoyable for all local stakeholders,
and as well as visitors.

3. Pedestrian, Cyclist, & Transit Phase:

Daytime and evening closure to vehicle
traffic will create a safer, more comfortable
environment for walking, biking, dining, and
everyday use.

4. Business and Service Phase:

Overnight vehicle access supports deliveries,
maintenance, and service without disrupting
peak pedestrian activity.

1. Clear Access Schedule:

A defined and predictable schedule will establish
when the street is open to vehicles and when
it prioritizes pedestrian, cyclist, and transit
movement, making the entire right-of-way easy
to understand and navigate.

5. Reduced Conflicts:

Separating vehicle, pedestrian, and cyclist
activity by the time of day will minimize
mode conflicts without requiring full time
enforcement.

6. Event Ready Infrastructure:

The daytime configuration will support markets,
festivals, and other programmed activities with
little to no additional setup.

Cumberland, MD: Baltimore St. open to car traffic in the evening. Cumberland, MD: Baltimore St. regularly closes the street to all traffic for evening dining and events. Ample lighting from storefronts and street lamps provide comfortable levels of safety at night and expand business hours.

West Palm Beach, FL: Clematis St. closed for an community event with typical business operations uninterrupted.

West Palm Beach, FL: Clematis St. offers ample shade from canopy trees that encourage frequent pedestrian activity and active outdoor dining and seating areas.

Electric transit stops provide another accessible mode of traveling along the street.

Santa Barbara State Street Master Plan
April 16, 2026
11 10' 10'
Pedestrian
Sidewalk
30' 30'
Street section shows existing streetscape for the Arts and Entertainment Districts.

Streets are the most ubiquitous and accessible public spaces in any city.

They are essential infrastructure for supporting circulation, utilities, and maintenance required for a functional city. Within the street, systems of stormwater management, lighting, and emergency apparatus operate to ensure safe and durable public spaces. The flexible street typology is designed to address both current and anticipated technical and operational needs. The drawings in the next two pages illustrate the street, designed to respond to Downtown Santa Barbara’s current and future demands under two conditions:

Daytime Operations: pedestrians, bicyclists, transit, and emergency vehicles.

Nighttime Operations: service vehicles, vehicle traffic, bicyclists, and emergency vehicles.

These normative hours could be varied under special circumstances.

1. Ample Sidewalks:

3. Bicyclists and Transit Circulation:

2. Pedestrian Safety:

Generous sidewalks are provided to support a wide range of activities, including walking, outdoor dining, play, and social gathering.

4. Positive Street Frontages:

Pedestrian safety is supported through physical and operational design measures within the public right-of-way. Bollards provide separation between pedestrians and vehicles. Mid-block crosswalks and pedestrian crossing signals require all travel lane activity to yield.

Retractable bollards at all intersections limit access to bicycles and transit during the day, closing the street to general vehicular traffic.

Increased transit circulation and clear drop-off and pick-up locations provide an accessible method of traveling along State Street’s entire Downtown length from the Waterfront at Cabrillo Boulevard to Sola Street.
1 2
3 4

5. Emergency Access:

The corridor is designed to improve response times for emergency vehicles. Rolled curbs allow transit vehicles and bicycles to pull aside, and a 3’ clearance beyond the curb ensures additional space if needed for Fire and Police Department. Bollards along the corridor are controlled by the city’s public safety departments to manage access as needed.

SCALE 1”=10’
0’ 10’ 20’
5 Emergency Clearance
26’
Travel
Lane
Travel
Lane
Pedestrian
Sidewalk
CHAPTER 3: FLEXIBLE DESIGN

3.2 Details of Flexible Design
10 am - 10 pm Operations
Landscaping should be carefully managed to ensure visibility of windows, signage, or entrances. Maintaining clean and orderly planting around trees is essential to supporting sustainable retail.

Santa Barbara State Street Master Plan
April 16, 2026
12 7. Slow Speeds:

The street section provides access for essential building services, deliveries, and maintenance to support property operations and street upkeep.

8. Lighting:

9. Storm Water Drainage:

6. Service and Drop-off:

SCALE 1”=10’
0’ 10’ 20’
The 20’ wide travel lanes are kept narrow to reduce vehicle speeds, enhancing safety and comfort for those on foot, while also accommodating emergency vehicle access.

Street and sidewalk lighting should be increased to improve visibility and safety across both the roadway and pedestrian zones. Crosswalk tables can be highlighted by ground-level lighting.
6 7
8 9
To ensure pedestrian safety and support public events, public safety authorities may authorize temporary closure of specific blocks during peak nighttime activity or special events, such as Tuesday and Saturday Farmer’s Markets.

10. Evening and Special Events:

Street section shows new streetscape for the Civic & Commercial District. 10 10 pm - 10 am Operations
10' 10'
Pedestrian
Sidewalk
30' 30'
26’
Travel
Lane
Travel
Lane
Pedestrian
Sidewalk
Permeable Interlocking Concrete Pavers (PICP) capture surface run off and existing roof drainage and convey the water in a 3’ reservoir beneath the street. Curbs help direct flow, supporting efficient drainage and protecting the pedestrian sidewalks.

CHAPTER 3: FLEXIBLE DESIGN

3.2 Details of Flexible Design
Emergency Clearance
Santa Barbara State Street Master Plan 13
April 16, 2026
Street Safety and Pedestrian Protection
Retractable bollards, installed at each intersection
along State Street, provide a dependable system to
safely close streets to vehicular traffic temporarily,
and as programmed or needed. Designed to
withstand vehicle impacts, they help create a secure
and welcoming environment, allowing people to
move, gather, and enjoy the street with confidence.

Emergency Access
The system provides 24-hour emergency
vehicle access, with typical retraction times of
approximately 3-8 seconds, enabling rapid response
in any situation.

Flexible Community Use
One of the key advantages of retractable bollards
is their operational flexibility. Individual blocks can be closed or opened as needed to accommodate
festivals, fairs, and outdoor community events.

This allows the street to transform between
everyday pedestrian use and larger, special-event
programming, supporting a safe and vibrant public
realm.

Bollards installation process in Knoxville, TN. Flexible commercial street in Utrecht, Denmark Transit Access
The bollards are designed to allow transit vehicles
to pass through them using remote or RFID control
ensuring continued public transportation service.

Deliveries and Service
During the day, deliveries or service vehicles can
reach buildings via cross streets or back-of-house
entrances, minimizing disruption to pedestrian
or transit zones. During the night, they can reach
buildings through their street fronts.

Automatic retractable bollard in detail. Retractable bollards on Clematis St. - a flexible street in West Palm Beach, FL CHAPTER 3: FLEXIBLE DESIGN

3.3 Retractable Bollards
Santa Barbara State Street Master Plan 14
April 16, 2026

4.1 Accommodating Public Uses
CHAPTER 4: STATE STREET MASTER PLAN

1. Walking 2. Dining 3. Biking 4. Visiting 5. Playing
Identity and sense of place along
State Street are expressed through the
structure and quality of its public realm,
including the pedestrian sidewalks,
paseos, plazas, courtyards, and framed
views to the mountains and the Pacific
Ocean. These spaces are organized
as a deliberate sequence, defined by
consistent building frontages, shaded
sidewalks, and established street
trees, and reinforced by civic and
cultural landmarks. This public realm
is experienced through movement,
arrival, and transition, with spatial
definition and continuity serving as
its primary organizing principles.

The State Street corridor and
its intersecting streets, paseos, and
adjacent public spaces are designed
to accommodate a broad range of
activities. These spaces support daily
use as well as community events. High
standards of design, construction, and
ongoing maintenance are essential
to ensuring long-term functionality,
adaptability, and consistency with Santa
Barbara’s historic urban character.

6. Going to Festivals 7. Listening to Music 8. Attending the Theatre 9. Street Vending 10. Enjoying Art State Street offers a continuous
pedestrian experience, with paseos,
memorable architecture, and diverse
landscape that encourages wandering,
strolling, and leisurely exploration.

The Civic and Commercial District
offers interactive gatherings for visitors
to play, explore, and engage as a
community.

Visitors can explore historic buildings
along the corridor, where preserved
facades and early building forms
reflect Santa Barbara’s history and the
virtues of beautiful architecture.

State Street offers a safe, accessible
route for cycling, with rental bikes
available and a family-friendly
environment to engage in a city-wide
recreational activity.

A concentration of restaurants, bars,
and nightlife venues drives evening
activity in the Entertainment District.

Santa Barbara’s festivals are a beloved
tradition that bring together locals and
visitors to celebrate the city’s history,
culture, and remarkable scenery.

The expansive mix of art galleries
and public art in the Arts District
is a distinguishing characteristic of
State Street’s culture of creativity and
craftsmanship.

Local vendors gather in the Civic
District to sell handmade goods during
events and from sidewalk stands.

There are several theatres along
State Street, with a notable collection
of historic venues in the Arts
District. These civic landmarks host
performances and festivals year round.

In the Entertainment District, live
music from local artists can be found
in breweries, restaurants, and on
sidewalks several times a week.

Santa Barbara State Street Master Plan 15
April 16, 2026 Ortega St.
600
Cota St.
500
Haley St.
400
Gutierrez St.

Carrillo St.
900
Canon Perdido St.
800 700
Ortega St.

Victoria St.
1200
Anapamu St.
1100
Figueroa St.
1000
Carrillo St.

Santa Barbara
National Bank
Storke
Placita
Balboa
Building
Hotel
Santa Barbara
Santa Barbara
Museum of Art
San Marcos
Building
The Granada
Theatre
Entertainment District
Civic & Commercial District
Arts District
CHAPTER 4: STATE STREET MASTER PLAN

4.2 The Nine Block Network
Scale 1:100’
0’ 20’ 50’ 100’ 200’
De La
Guerra
Santa Barbara State Street Master Plan 16
April 16, 2026 Ortega St.

Cota St.Haley St.Gutierrez St.
600 500 400
Hotel
Santa Barbara
CHAPTER 4: STATE STREET MASTER PLAN
Scale 1:100’
0’ 50’ 100’ 200’
1 Existing curb line
2 3
4 B-Cycle station 5
Designated transit stops
Retractable bollards at intersections
Designated drop-off zones before
intersections
6 400 Block: Two-way travel lanes (10’)
400 Block: Two-way bike lanes (7’)
1 2 2 3 1 3 4 1 5 6

4.3 Entertainment District
20’
7 Opportunities for more landscape
design
7 7 7 7
Santa Barbara State Street Master Plan 17
April 16, 2026 Cota St.
500 Hotel Santa Barbara
Haley St.
3 9
Existing curb line
8 1
2 3
4 5
Retractable bollards
Fixed bollards
Smooth 5’ wide pavers
6 7 ADA accessible mid-block crosswalk
Existing trees of notable status
8 New trees to compliment existing
2 5 6 7 7 10
9 10 New brick to match existing
4 1

4.3 Entertainment District - Block Plan
SCALE 1”=30’
0’ 10’ 30’ 60’
B-Cycle station
Designated transit stops
CHAPTER 4: STATE STREET MASTER PLAN
Permeable cobblestone
Santa Barbara State Street Master Plan 18
April 16, 2026

4.4 Civic & Commercial District
Canon Perdido St.

De La Guerra
Ortega St.

Storke
Placita
El
Paseo
Balboa
Building
900 800 700
Paseo
Nuevo
5 Existing curb line
6 Pedestrian only
Opportunities for more landscape
design
2 2 3 4 5 6 6
Carrillo St.
1 2
3 4
Retractable bollards at intersections
Designated drop-off zones before
intersections
1 1
B-Cycle station
Designated transit stops
Scale 1:100’
0’ 20’ 50’ 100’ 200’
CHAPTER 4: STATE STREET MASTER PLAN
6 6
Santa Barbara State Street Master Plan 19
April 16, 2026

4.4 Civic & Commercial District - Block Plan
Canon Perdido St.
800
El
Paseo
De La
Guerra
5 Existing curb line
6 7
8 Proposed allée of wide canopy trees
10 Permeable stone pavers
1 2
3 4
Retractable bollards
Fixed bollards
4 3 2 5 6 7 8 9
Smooth 5’ wide pavers
Permeable cobblestone
ADA accessible mid-block crosswalk
9 Existing trees of notable status
1 7 10
SCALE 1”=30’
0’ 10’ 30’ 60’
B-Cycle station
Designated transit stops
CHAPTER 4: STATE STREET MASTER PLAN
Santa Barbara State Street Master Plan 20
April 16, 2026

4.5 Arts District
Victoria St. Anapamu St. Figueroa St. Carrillo St.
1000
Santa Barbara
National Bank
Santa Barbara
Museum of Art
San Marcos
Building
The Granada
Theatre
1200 1100
Existing curb line
1 2 2 3 3 4
1 2
3 4
Retractable bollards at intersections
Designated drop-off zones before
intersections
1 1
B-Cycle station
Designated transit stops
Scale 1:100’
0’ 20’ 50’ 100’ 200’
CHAPTER 4: STATE STREET MASTER PLAN
5 5 Opportunities for more landscape
design
5 Santa Barbara State Street Master Plan 21
April 16, 2026

4.5 Arts District - Block Plan
SCALE 1”=30’
0’ 30’ 60’
Anapamu St.
1100
Santa Barbara
Museum of Art
San Marcos Building
La
Arcada
Figueroa St.
1 Existing curb line
2 3
4 5
Retractable bollards
Fixed bollards
Smooth 5’ wide pavers
6 Permeable cobblestone
7 ADA accessible mid-block crosswalk
Existing trees of notable status
8 New trees to compliment existing
9 10 New brick to match existing
10’
B-Cycle station
Designated transit stops
4 3 2 5 6 7 7 8 9 10
CHAPTER 4: STATE STREET MASTER PLAN
1 Santa Barbara State Street Master Plan
April 16, 2026
22 4.6 Street Zoning
Furnishings Zone:

This zone is the buffer between pedestrians and the roadway, accommodating streetscape elements such as street trees, lighting and utility poles, and traffic signals. The zone ensures that a clear path for pedestrian movement in the rest of the sidewalk width is possible.

Transit access is provided in this zone via curb cuts. Typical features include proposed landscaping, benches, bicycle parking, kiosks, and way-finding signage. Signage should be consolidated on existing poles or fixtures to reduce visual clutter.

Through Zone:

This zone is the area intended for pedestrian travel. Per the City’s Pedestrian Master Plan, the zone should be at least 8’ for an 80’ right-ofway. Clearance should be provided in a generally straight path. Where existing trees are preserved, the Frontage Zone may be less than 8’ in width, in places where there are adjacent through zones that augment the overall width of pedestrian circulation. Tree grates with subsurface structural soil cell systems are recommended to allow for safe, unobstructed travel around trees.
**Furnishing Zone dimensions may vary to accommodate existing trees. *Frontage Zone dimensions may vary to accommodate outdoor seating. The recommended outdoor seating depth is 12’ from the building front.

Curbs define the pedestrian environment and prevent storm water infiltration in buildings. The existing 6” curb will be extended and sloped to transition smoothly into a 4” rolled curb. In this zone 3 additional feet are reserved to maintain a 26’ buffer for emergency vehicles access.

Frontage Zone:

This zone is adjacent to existing buildings and their property lines.

It provides a buffer that creates comfortable space between moving pedestrians on sidewalks and building fronts. Temporary uses including outdoor dining are limited to 12’, as long as the Through Zone remains clear. Outdoor dining areas may be enclosed with a city-standard fencing to maintain a clear pedestrian zone.

Curb Zone
SCALE 1”=15’
0’ 15’ 30’
Furnishing Zone
Through
**
Zone Through Zone
Travel
Lane
Curb Zone
3' 10' 3'
Travel
Lane
10'
Curb Zone
Furnishing Zone
Frontage
**
Zone*
Frontage
Zone*
Details of the Civic & Commercial District. The proposed zoning will be applied to all blocks covered under this plan 4' 4'
Sidewalks along State Street are 30’ in width, creating a generous pedestrian zone that accommodates street trees, lighting, outdoor dining, and street furniture while maintaining a clear and accessible path for pedestrian circulation. This ample space supports lively commercial and community-oriented activity.

CHAPTER 4: STATE STREET MASTER PLAN
12' ≥ 8’ ≥ 8’ 12'
Santa Barbara State Street Master Plan 23
April 16, 2026

4.7 Details of the Right-of-Way
Material design supports safety and sustainability
on State Street. A 5’ smooth central path within
both 10’ lanes enables two-way bike travel, while
pervious cobblestone edges calm traffic and protect
pedestrians. New street pavers should also improve
storm water drainage.

New materials supplement the historic
character of State Street:

Appropriate lighting and signage should clearly
indicate to bicyclists and drivers that pedestrians
have the right-of-way.

Pedestrian signals at mid-block crossings:

A successful design for State Street must encourage
the modernization of critical infrastructure while
preserving the historic character that marks
Downtown Santa Barbara as a special place.

Roadbed materials should continue through
intersections to form a cohesive material network
between each block. The texture of the pavers
help to slow down vehicle traffic that cross the
intersection.

Intersections with paver treatment:

The road material should support a shared, safe, and sustainable streetscape and must calm vehicle and bicyclist speeds.

Visibility around pedestrian crossings help alert vehicles and bicyclist to yield.

Sandstone pavers are a local and durable treatment of the sidewalk.

The street material should continue through intersections and feature a variety of geometric designs. The tactical design can help slow cross street traffic.

Sandstone sidewalks in the central three blocks of
State Street enhance the historic and civic character
of the El Paseo, Plaza De La Guerra, and City Hall.

Special treatment of the Civic & Commercial
District:

CHAPTER 4: STATE STREET MASTER PLAN
Santa Barbara State Street Master Plan 24
April 16, 2026

4.7 Details of the Right-of-Way
New trees in the central blocks should be tall with
vertical proportions, have lowest branches 12’ to 16’
above sidewalks, wide canopies, and be spaced 15’
to 30’ apart to accommodate street furniture and
Allée of trees that provide shade:

State Street sidewalks should support daily
activities and community events, with attractive,
shaded street furniture and consistent materials for
a cohesive streetscape.

Conserving a unique existing landscape:

Current landscaping features unique tree diversity.

Preserving existing healthy trees and adding similar
species in the Arts and Entertainment blocks will
extend this distinctive character. Ground-level
planting can feature plants that produce flowers
and should be consolidated and orderly around tree
bases.

Sidewalk furnishings and benches:

Existing standards ensure cohesive shop front
signage; a similar catalog should standardize
restaurant barriers by color, material, height, and
transparency.

Dining zones with standardized barriers:

Attractive, pedestrian-scale lighting and illuminated
shop fronts draw people, improve visibility, and
enhance safety on Downtown streets.

Ample lighting for safety and comfort:

An allée of trees frames views of the adjacent blocks.

Metal seating is a durable, decorative option for furnishing streets.

Ground plane cover around trees provide pockets of green space.

Minimal and consistent fencing helps reduce disruption to the public realm.

Comfortable lighting promotes an active commercial street.

CHAPTER 4: STATE STREET MASTER PLAN
Santa Barbara State Street Master Plan 25
April 16, 2026

4.8 Street Transformation
CHAPTER 4: STATE STREET MASTER PLAN
Before: State Street looking towards the Grand Paseo in the Civic and Commercial District.

Santa Barbara State Street Master Plan 26
April 16, 2026
CHAPTER 4: STATE STREET MASTER PLAN
After: State Street looking towards the Grand Paseo in the Civic and Commercial District.

4.8 Street Transformation
Perspectives to be updated for April 28, 2026 City Council meeting.

Santa Barbara State Street Master Plan 27
April 16, 2026
Before: State Street looking towards the Granada Theatre in the Arts District.

CHAPTER 4: STATE STREET MASTER PLAN

4.8 Street Transformation
Santa Barbara State Street Master Plan 28
April 16, 2026
After: State Street looking towards the Granada Theatre in the Arts District.

CHAPTER 4: STATE STREET MASTER PLAN

4.8 Street Transformation
Perspectives to be updated for April 28, 2026 City Council meeting.

Santa Barbara State Street Master Plan 29
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.1 Landscape Analysis and Recommendations
The 00–1200 block of downtown State Street is
designated as a “Mixed Species” street tree corridor
by the City of Santa Barbara’s Parks & Recreation
Division. This designation is unique within the city,
as it is the only block without a single designated
primary street tree species (and alternate). During
the design of the downtown State Street blocks,
City Council directed the introduction and
encouragement of tree diversity.

The existing tree species and layout reflect a
deliberate relationship to adjacent uses and built
elements. Clusters of Mexican Fan Palms are
planted along both sides of the street. These palms
serve as skyline markers for pedestrian crossings at
intersections and mid-block pedestrian crossings.

Trees are also selected and placed to highlight paseo
intersections along the sidewalks.

Planter pockets are distributed throughout the
corridor to support the symmetrical door-tree
layout. The planters were originally intended as
a protective buffer for pedestrians from major
vehicular traffic. However, with positive trends in
pedestrian and bicycle circulation and the postCOVID closure of the road to cars, such landscape features obstruct sight lines into storefronts and
impede shopping across the street.

Analysis of Existing Landscape
STATE STREET master plan Existing Inventory & Analysis 01 N
Existing
The 00–1200 block of downtown State Street is designated as a “Mixed Species” street tree corridor by the City of Santa Barbara’s Parks & Recreation Division. This designation is unique within the city, as it is the only block without a single designated primary street tree species (and alternate). During the design of the downtown State Street blocks, City Council directed the introduction and encouragement of tree diversity.

The existing tree species and layout reflect a deliberate relationship to adjacent uses and built elements. Clusters of Mexican Fan Palms are planted along both sides of the street. These palms serve as skyline markers for pedestrian crossings at intersections and mid-block pedestrian crossings.

At prominent building frontages, pairs of trees are planted symmetrically with storefronts or entry doors. This symmetry reinforces the architectural relationship between buildings and the streetscape. Trees are also selected and placed to highlight paseo intersections along the sidewalks.

Planter pockets are distributed throughout the corridor to support the symmetrical door-tree layout. The planters also create a lush buffer between pedestrians and vehicular traffic.

Breaks in curbside planters are strategically located. These openings accommodate bike parking, bench seating, and
drop-off areas as dictated by traffic patterns.

Existing plant material largely reflects the original design intent of the 00–1200 block corridor. Refer to Sheet 2 for the existing tree inventory and analysis.

Entertainment Zone Ortega St - Gutierrez St
600 500 400 0 50 100
Scale: 1” = 100’
200
Tree that should remain
due to structure, size,
rarity, or compatibility
with urban forest
Tree not a candidate for
long term success of the
master plan
Trees worth keeping unless
overarching design would be
significantly better without
Missing Noted Sidewalk
root intrusion
Tree suitable for T transplanting R Raised planter
N
600
0 10 20
Scale: 1” = 20’
40 Proposed Tree Palette
Trees to remain
due to structure,
size, or rarity
Not a candidate for
long-term success
Trees worth
keeping unless
design would be
significantly better
without
Missing Root intrusion Suitable for
transplant
Raised
planter
900
London Plane ‘Columbia’ Western Sycamore
Island Oak Jacaranda Crown of Gold Tree Jacaranda Tulipwood Tree Crown of Gold Tree Australian Willow African Tulip Tree Chinese Pistache Naked Coral Tree Weeping Bottle Brush Civic & Commercial District Arts District and Entertainment District 800 700
The 700-900 blocks of State Street are envisioned as
a flexible and safe public space featuring broad, leafy shade trees to ensure uniform coverage. Planting should be set slightly below adjacent finished grade to allow
for settling, improved water retention, and healthy
root establishment. Tree grates shall be fastened to the supporting bracket to prevent elevation change and to
accommodate removal for maintenance.

The 1000-1200 blocks of State Street contain a greater
variety of tree species. Trees to remain and proposed
trees are selected to encourage a sense of scale most
appropriate with the mixed use of retail and dining
found throughout. Some skyline trees will be preserved
to aid in visual cohesion of the downtown corridor.

The 400-600 blocks of State Street currently have
a dense tree canopy and narrow sidewalks. The 400
blocks permits vehicle circulation at all times. Thinning the dense canopy, while preserving the majority of the
specimens will allow more natural light and sight lines.

Santa Barbara State Street Master Plan 30
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.1 Urban Landscape Opportunities
Opportunities for Landscape Architecture
Plazas, placitas, parks and urban gardens remain
a consistent source of connection and well-being
within dense urban environments. These smallscale public green spaces offer a refuge for casual gatherings. Like larger parks, they support both
social and solitary activities, making them adaptable
and accessible spaces for diverse urban populations.

On a typical day, they might host neighborhood
socials, after school play, or individuals seeking a
calm moment amid the urban streetscape.

Cities that incorporate architectural landscape
design into their planning demonstrate the
enduring value of distributed green infrastructure.

Under-utilized parcels off of State Street,
including De La Guerra Plaza, are opportunities
for intentional green space design. These spaces
require regular public programming, comfortable
lighting, ample seating, and superior maintenance
to encourage consistent public use. These spaces
exemplify natures ability to coexist within the built
environment. The furnishings and landscape design
should complement the traditional and historic
architecture that form much of downtown Santa
Barbara.

The diagram below outlines these opportunities,
highlighting the various scales at which these
spaces should occur. The urban fabric provides
opportunities for green space at both small,
intimate scales and larger, more civic ones.

Plaza de los Naranjas (Marbella, Spain) Jardins de Rubió i Lluch (Barcelona, Spain) Open Space Opportunities

TO BE UPDATED
Santa Barbara State Street Master Plan 31
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.2 Transportation Analysis and Recommendations
Pedestrian and bicycle safety,
emergency accessibility, and business
access are central to the future success of
State Street. Shorter crossing distances,
improved visibility, and sidewalks
widened by 50–60% reinforce the
street’s pedestrian-focused design, while
textured paver surfaces and narrowed
20‑ft. travel lanes encourage slower,
more attentive driving.

The 400 block will remain open to
all traffic, maintaining critical first
responder routes to and from the beach.

Rolled curbs provide extra maneuvering
space as needed, and strategically placed
bollards—controlled by the Police and
Fire Departments via remote or RFID
access—can be quickly retracted during
emergencies.

During off-peak hours, bollards can
also be lowered to allow deliveries,
while cross-street and alley drop-off
zones ensure uninterrupted loading and
business operations.

Bicycle Volumes - 2022 Summer Counts (6AM-7PM)
Safety and Mobility
Total: 1,900 weekday / 2,400 weekend Weekday volume (Weekend Volume) Pedestrian Safety Emergency & Service Operations Formal Bike Infrastructure Slow Vehicular Speeds •Reduce curb radii from 25’ to 15’ to slow
turning vehicles entering and exiting
State Street, improving pedestrian safety
at intersections.
•Use cobble or textured pavers to create
physical vibration and audible cues that
alert drivers to pedestrian-priority areas
and encourage reduced vehicle speeds.
•Enhanced ADA compliance, shortened
pedestrian crossings at intersections;
•Install adequate lighting to improve
visibility at night.
•Increase visibility, pedestrian space, and
accessibility
•Separate space for people walking and on
bikes
•Increase transit service frequency, expand
hours of operation and establish clearly
marked pick-up and drop-off locations at
each State St. block.
•Use retractable bollards to control access
for delivery, emergency, and maintenance
vehicle
•Maintain a 20′ clear width with a 3′
buffer zone on each side for emergency
access.
•Design visible lanes with pavement
patterns for safe and continuous
routes along the street and through
intersections.
•Increase the availability of bicycle
parking along State Street to support
demand and encourage cycling.
•Install B-Cycle stations at regular
intervals to identify convenient access.

The State Street Master plan must establish a
structured framework for pedestrian, bicycle, and
public infrastructure.
existing curb radius
R=25’
proposed curb radius
R=15’
8 retractable bollards per block
Retractable Bollards
12 fixed bollards per block
Santa Barbara State Street Master Plan 32
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.3 Civil Engineering Analysis and Recommendations
This stormwater analysis focuses Cross Street Transitions on managing storm water from State
Street, nearby cross streets, and adjacent
buildings within the State Street rightof-way. By oversizing stormwater measures on State Street, individual
redeveloped properties in the area would
no longer need to construct their own
stormwater systems, thus supporting
development opportunities along State
Street. In order to support this “off-site
compliance,” the total storm water
volume that needs to be managed is
300,000 cubic feet. To handle this
volume, the proposal suggests permeable
pavers along the entire project length.

These pavers sit on a gravel base layer
that may provide storage space for
the required stormwater volume. The
system is designed to absorb water
quickly. Permeable pavers typically
allow water to infiltrate over 100 inches
per hour through the pavers themselves.

It can handle runoff from surrounding
development, absorbing a 1.0” rainfall
event occurring within one hour, which
is the upper end of rainfall intensities
in Santa Barbara. The soil beneath the
pavers and gravel subsequently absorbs
the stored water, making space for
subsequent storms. Additional blockby-block analysis will be conducted to maximize the feasibility of an expanded
stormwater system as part of the State
Street Master Plan. In steeper blocks,
bio-retention planters and other
underground storage solutions may be
required to achieve the desired capacity.

The proposed design manages stormwater within the street, boosts drainage performance, reduces the need for individual private storm water compliance systems, and helps water soak into the ground. The inverted crown profile of the street continues through intersections. (1) The proposed roll curb ends at the beginning of the curb return. (2) The road profile changes to match the cross street’s drainage pattern, and this change happens behind the permeable pavers and across the crosswalk area. (3) The existing cross pan gutters and spandrels are replaced with a new street shape that continues through intersections and gradually changes behind the permeable pavers.

Stormwater Section (x5 Vertical Exaggeration)
1 2
2 3
J-Drain for Rolled Curb Detail Automatic Retractable Bollard Detail Santa Barbara State Street Master Plan 33
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.4 Retail Analysis
Entertainment District
400-600
Civic & Commercial District
700-900
Arts District
1000-1200
Santa Barbara is situated within a vibrant $2
billion commercial market—one of the wealthiest
and most desirable in California. Stearns Wharf
and State Street are the two most visited tourist
attractions. State Street has experienced steady
growth in visitors, reaching 1.3 million total visitors in 2025; however, store sales and commercial real
estate values remain mixed.

The closures of Macy’s and Nordstrom, the
rise of online spending, and the pandemic have
transformed downtown from a regional department
store destination into a collection of smaller shops,
restaurants, and public gathering spaces.

Marshalls, Dollar Tree, REI, 7-Eleven, and World
Market are now the five most visited retail stores—
indicating strong demand for moderately priced
brand goods and short, purpose-driven shopping
trips. State Street property owners cite its closure
and uncertain design as primary contributors to
declining store sales and commercial property
values. In contrast, restaurants have seen sharp
increases in sales since the pandemic and largely
credit the street’s closure for their growth.

State Street stretches 1.6 miles—a roughly
30-minute uphill walk—from Stearns Wharf to
the Arts District. Grocery stores and neighborhood
services are located along the parallel streets. Each
district offers distinct activities, place-making
opportunities, local and visitor experiences,
investment models, and other conditions that should
be reflected in street design.

A flexible design approach would further
enhance State Street as a cultural, shopping, and
gathering place, while allowing for block-by-block
management and adjustments in response to
changing market trends and community preferences.
• The City should encourage the presence of a wide selection of businesses, brands, and price points that appeal to the entire community and its visitors. • Simplify scheduled Flex Street hours (e.g., consistent hours such as 10:00 a.m. to 10:00 p.m.). • Implement a store, civic and brand wayfinding system along State Street. • Continue to support and expand the Business Improvement District’s resources. • Provide two hours of free parking and enhance payment convenience for users. • Convert Anacapa St.,Chapala St., Gutierrez St., Haley St. into two-way thoroughfares • Evaluate opportunities to repurpose under-utilized commercial properties for housing, community uses, and commercial space. • Support a flexible design that reinforces State Street’s primary role as a community and visitor gathering place; explore public programming and events that encourage diverse activities and celebrations.
• Consider block-by-block management and design adjustments to better respond to changing market trends and community preferences.

Recommendations for Santa Barbara City Management
Proposed Focus: a mix of cultural venues, retail, and
dining uses offering a broad range of goods, services,
brands, and price points oriented toward local
residents, university students, visitors, and workers.

Proposed Focus: moderately priced to upscale brand
and specialty retail, fine art, antiques, books, crafted beverages, designer fashion, gourmet foods, and local
chef-driven fine dining.

Proposed Focus: A mix of food and beverage venues,
including quick-casual and full-service restaurants,
pubs, bars, coffee shops, bakeries, ice cream, delis, and specialty stores, food market concepts, and specialty
retail.

Santa Barbara State Street Master Plan 34
April 16, 2026
APPENDIX A: TECHNICAL SUMMARIES
A.4 Design Guidelines for a Competitive Retail Street
Making it easy for visitors to navigate
downtown is key to a competitive
shopping environment and can be
achieved with a tiered wayfinding
system. The district should be clearly
marked from nearby highways or major
roads with signs displaying the area’s
name-like “Historic Downtown”-and
a simple directional arrow. Second,
signage should guide drivers to
available parking, ideally after passing
a stretch of storefronts along a central
block. Pedestrian-scale signs should
confirm arrival and help visitors orient
themselves within downtown. These
should include maps reflecting the
actual layout and alignment of streets,
with a horizontal design recommended
for ease of reading.

Access and Signage
Shoppers that drive to State Street should
have readily available access to parking that
is easy to find. Easy-to-use, clean, and welllit parking should be logically organized and not dominate the experience of downtown
Santa Barbara. All streets adjacent to
or that cross through State Street should
have two-way traffic to facilitate easeof-access to available parking. Parking structures and surface lots should be clearly
labeled as “Public Parking” with consistent,
standardized signs and offer free two hour
parking.

Parking - Surface and Structure
On State Street, sidewalks form both
the first and last impression for visitors to
Downtown Santa Barbara. People spend
considerable time walking along this corridor,
so these spaces should be comfortable and
inviting while ensuring storefronts remain
the focal point. Thoughtfully designed
public spaces support sustainable retail on
downtown streets, but when they become
overly cluttered, they can draw attention
away from storefronts and window displays.

Shoppers typically take only about eight
seconds to pass a 20-foot-wide storefront,
so intricate paving patterns or excessive
street furnishings can easily distract from
what retailers are trying to showcase.

Landscaping should be carefully managed,
avoiding ground-plane planting that block
visibility of windows, signage, or entrances.

Retail, Dining, & Entertainment
A mix of retail, dining, and entertainment
uses is important to maintaining consistent
activity on State Street in Santa Barbara.

Retail supports daytime visitation, dining
extends activity into the evening, and
entertainment contributes to nighttime and
weekend use. This distribution of activity
helps sustain foot traffic, support businesses,
and limit vacancies.

The State Street area should provide
a range of businesses, brands, and price
points that serve both residents and visitors.

Supporting a variety of income levels, along
with increased housing diversity downtown,
helps build a consistent local customer base
and reduces reliance on seasonal tourism.

Streetscape and Landscape Mix of Public Programming
Marketing efforts should highlight
Downtown Santa Barbara as a special
shopping and dining destination for tourists.

Campaigns can be expanded to reach
a broader audience, including regional,
national, and international visitors. Public
programming can coordinate events and
festivals on State Street with seasons of lower
consumer activity. Public events should
occur periodically at a weekly or month
basis or can span multiple days for special
festivals to allow for extended visitor stays.

Programming should create partnerships
between State Street stakeholders, property
owners and businesses. Programming
should integrate and utilize the Downtown’s
historic sites, museums, and landmark
buildings that anchor State Street and De la
Guerra Plaza.

Santa Barbara State Street Master Plan 35
April 16, 2026
Encouraging mixed use, multifamily housing in Downtown Santa Barbara can help reduce reliance
on cars for daily needs like shopping
and commuting. Vibrant downtowns
combine residential, commercial,
and civic uses with open spaces and
appropriately scaled streets to create
neighborhoods where daily activities
are walkable. Higher residential density
also supports efficient public transit and
fosters safer, more active, pedestrianfriendly streets. At the same time, the historic center’s architectural character
and traditional urban form remain
key assets. Preserving human-scaled
buildings and well-defined public spaces
ensures new development complements
the existing fabric.

Housing
The quality of storefronts in a city center
is a strong predictor of retail vitality on
walkable streets. Storefront windows should
have single-lite clear glass to best display
the items inside. Successful storefronts have
small-scale architectural elements like piers,
pilasters, casings, and sashes with 65 to 75
percent glass at eye level. The tradition of
blade signs on State Street should set a
standard for new businesses. Sidewalk signs
and other decorative furnishings for stores
should remain in the frontage zone.

Quality of Store Fronts
High quality lighting can promote
significantly higher retail and dining
activity. Combinations of halogen and lowenergy lighting-emitting diode (LED) light sources can improve State Streets shopping
experience while avoiding flare or increased
light pollution. The light levels of the
street should complement commercial and
residential needs. Store owners should
coordinate electrical circuit broads so that
storefront windows remain lit until 11:00
PM. Well-lit store fronts at night encourage
window shopping and create a warm glow
along the sidewalk. Small incandescent tree
and strings lights can create a comfortable
and inviting street scape, but should be
reserved for special events, holidays, and
specific districts.

Lighting
Increasing the frequency and capacity of
the State Street Loop provides an easy, quick,
and highly accessible mode of circulation
along the corridor, making it simple for
visitors to explore multiple blocks without
relying on personal vehicles. The master plan
envisions standardized drop-off and pick-up
zones at each block, ensuring that visitors,
shoppers, and diners can access destinations
conveniently and with minimal delay.

The Loop’s electric vehicles, designed with
open-air seating similar to the current fleet,
offer a unique cruising experience that
is particularly suited to Santa Barbara’s
climate.

Transit
Main streets are safest when their design
naturally calms traffic and encourages
consistent human activity. One-way, multilane streets undermine this goal by inviting higher speeds and aggressive lane changes.

In contrast, two-way narrow streets
reduce speed and support accessibility
to commercial activity. Creating a more
equitable environment for cyclists and
pedestrians further improves safety. Street
trees add an additional layer of protection
provided they are substantial and closely
spaced enough to be noticed by vehicle
traffic. Encouraging activity on the street
into the evening, supported by housing and
vehicle presence, fosters “eyes on the street,”
and discourages unsafe behavior.

Safety
APPENDIX A: TECHNICAL SUMMARIES
A.4 Design Guidelines for a Competitive Retail Street
Santa Barbara State Street Master Plan
April 16, 2026
36 APPENDIX A: TECHNICAL SUMMARIES
A.4 Conclusions
Since the 1960s, State Street has operated as a regional retail destination. Designed to explicitly privilege the pedestrian experience of its users, parking was eliminated from its right-of-way and concentrated in adjacent parking garages at great public cost. Sidewalks were expanded and richly streetscaped. Since the 2020 COVID-19 pandemic, and while the street has been entirely closed to vehicular traffic and given over to pedestrians, its form has become fragmented, its range of retail offerings has been reduced, and its public realm maintenance has become inadequate. As a result, its primacy as the civic and commercial center of your city is now being questioned.

Before 2020, State Street was one of the premier retail venues in California, its unique form, reputation, and performance steadily increasing over time. Since 2020, several important national retail trends have conspired to reduce its expected evolution: the expansion of internet sales, the collapse of the department stores at Paseo Nuevo, and the erosion of its development potential due to uncertainty about its future. Yet, despite being subject to all these negative trends, its appearance remains poor and its current mix of modes chaotic; however, sales and tax receipts have plateaued, but not decreased.

A flex scheme reorders the form of State Street according to its traditional 75-year pattern as a pedestrian-first, park-like place. It recognizes its subdistricts and takes advantage of the ample garage parking that serves them. It acknowledges mode mixes unique to the mobility needs of citizens and visitors alike. It proposes infra-structural and ecological improvements and offers recommendations for the many actions the city needs to take in support of the proposed changes.

Continuing the traditional trajectory of this extraordinary place will strengthen its claim as the commercial center of your city. Its physical regeneration also stands a good chance of achieving the full range of social and financial objectives expressed by the citizens of Santa Barbara.

SANTA BARBARA STATE STREET MASTER PLAN

PREPARED FOR THE CITY OF SANTA BARBARA
STATE STREET master plan

A R C A D I A

S T U D I O
landscape architecture
STATE STREET master plan Existing Inventory & Analysis 01 N
Existing
The 00–1200 block of downtown State Street is designated as a “Mixed Species” street tree corridor by the City of Santa Barbara’s Parks & Recreation Division. This designation is unique within the city, as it is the only block without a single designated primary street tree species (and alternate). During the design of the downtown State Street blocks, City Council directed the introduction and encouragement of tree diversity.

The existing tree species and layout reflect a deliberate relationship to adjacent uses and built elements. Clusters of Mexican Fan Palms are planted along both sides of the street.

These palms serve as skyline markers for pedestrian crossings at intersections and mid-block pedestrian crossings. At prominent building frontages, pairs of trees are planted symmetrically with storefronts or entry doors. This symmetry reinforces the architectural relationship between buildings and the streetscape. Trees are also selected and placed to highlight paseo intersections along the sidewalks.

Planter pockets are distributed throughout the corridor to support the symmetrical door-tree layout. The planters were originally intended as a protective buffer for pedestrians from major vehicular traffic. However, with positive trends in pedestrian and bicycle circulation and the post-COVID closure of the road to cars, such landscape features obstruct sightlines into storefronts and impede across-street shopping across the street. Breaks in curbside planters are strategically located. These openings accommodate bike parking, bench seating, and drop-off areas as dictated by traffic patterns.

Existing plant material largely reflects the original design intent of the 00–1200 block corridor. Refer to Sheet 2 for the existing tree inventory and analysis.

Entertainment District Ortega St - Gutierrez St
600 500 400
0 50 100
Scale: 1” = 100’
200
Tree that should remain
due to structure, size,
rarity, or compatibility
with urban forest
Tree not a candidate for
long term success of the
master plan
Trees worth keeping unless
overarching design would be
significantly better without
Missing Noted Sidewalk
root intrusion
Tree suitable for T transplanting R Raised planter
N
600
0 10 20
Scale: 1” = 20’
40 STATE STREET master plan Existing Inventory & Analysis 02 Entertainment District Ortega St - Gutierrez St
N
0 50 100
Scale: 1” = 100’
200
Arts District Victoria St - Carrillo St
Civic/ Commercial District Carrillo St - Ortega St
900 800 700
1200 1100 1000
600 500 400
Tree that should remain
due to structure, size,
rarity, or compatibility
with urban forest
Tree not a candidate
for long term success of
the master plan
Trees worth keeping
unless overarching design
would be significantly
better without
Missing Noted Sidewalk
root intrusion
Tree suitable for T transplanting
R Raised planter
STATE STREET master plan 03
The 700-900 blocks of State Street are envisioned as
a flexible and safe public space featuring an allee of
broad, leafy shade trees to ensure uniform coverage and maximum flexibility. This block should use a planter
configuration that covers the tree root ball with tree grates, hiding irrigation and root containment measures. This will maximize the ground plane flexibility, site lines and
enhance the architectural facades of the block. Planting should be set slightly below adjacent finished grade to allow for settling, improved water retention, and healthy root establishment.

Island Oak
Quercus tomentella
Lemon Gum
Corymbia citriodora
Western Sycamore
Platanus racemosa
London Plane Tree Rainbow Eucalyptus
Platanus acerifolia ‘Colombia’ Eucalyptus deglupta
Tipu Tipu
Tipuana Tipu
Civic Commercial District
Carrillo St - Ortega St
700 - 900
Proposed Landscape
Proposed Tree Palette
The over-arching goal for the landscape in these blocks is to create maximum usability of the ground plane emphasizing pedestrian comfort with shade and predictability, while preserving significant skyline trees and specimens as a part of the inherent, historical nature of the corridor. Selection of existing at-grade planting locations to remain will be done to encourage the program function or to emphasize hierarchy of site elements as they relate to the future use of the space.

Tree grates shall be fastened to the supporting bracket to prevent elevation change and to accommodate removal for maintenance. Periodic maintenance should be performed
to ensure tree grates remain level, secure and free of debris.

Tree grate pattern and design shall accommodate
continuous material removal modifications to maintain
adequate clearance for future tree trunk growth per
scheduled review. Promptly repair or replace damaged or displaced sections to preserve pedestrian safety and proper function.

STATE STREET master plan Proposed Landscape 04
Chinese Pistache
Tulipwood Tree
Pistacia chinensis
Harpullia pendula
Jacaranda
Jacaranda mimosifolia
Weeping Bottle Brush
Australian Willow
Callistemon viminalis
Geijera parvifolia
Crown of Gold Tree
Senna spectabilis
African Tulip Tree
Naked Coral Tree
Spathodea campanulata
Erythrina coralloides
Olive
Olea europaea
Arts District
Victoria St - Carrillo St
1000 - 1200
The 1000-1200 blocks of State Street contain a greater
variety of tree species; assessment of failed tree species or planted locations informs the proposed tree selection. Trees to remain and proposed trees are selected to encourage a sense of scale most appropriate with the
mixed use of retail and dining found throughout. Some
skyline trees will be preserved to aid in visual cohesion of the downtown corridor. At-grade planters previously
meant to buffer pedestrians from the street will be
minimized
or removed where necessary. Proposed planting will
consist of both native species as well as character
defining naturalized species. Utility connections should be undergrounded to minimize clutter in the pedestrian
corridor, and raised beds should be removed unless they contain significant specimen trees that cannot be
transplanted. A uniform lighting strategy for evening
gathering areas creates less visual clutter during the day and establishes a cadence throughout the street in the
evening.

Entertainment District
Ortega St - Gutierrez St
400 - 600
The 400-600 blocks of State Street currently have heavy vehicle circulation, a dense tree canopy and narrow
sidewalks. Thinning the dense canopy, while preserving
the majority of the specimens will allow more natural light and sightlines. Proposed trees throughout these blocks
are selected to emphasize a more intimate scale
experience with lower canopies. As a placemaking marker, the southern entrance to the 400 block would receive
a cluster variety of tree species intended to provide
contrasting heights and textures as a botanical gateway entrance to the downtown space. These blocks contain
the main outdoor dining spaces. These spaces will benefit from a uniform food and alcohol barrier design, expanded sidewalks, select at-grade plantings, uniform paving
approaches and modular raised planters for greenery
at the pedestrian and seated level. A uniform approach to lighting and paving materials will create a cohesive,
comfortable pedestrian experience.

State Street
Master Plan
Mobility Consideration s to Support
Planning, Design, and Implementation
Miguel Núñez | April 2026

APPENDIX C
Agenda 01 Project Context
02 Existing Conditions
03 Design Priorities
State Street Master Plan Mobility | 2
State Street Mobility Context
Pre- COVID • Vehicle oriented corridor with decreasing storefront occupancy, destinations, visitors, and pedestrians
• Emergence of Funk Zone and neighborhood destinations
shifted local and visitor preferences away from State
Street
• Needs a cohesive strategy for mobility, streetscape,
economic, and neighborhood dynamics of a
neighborhood evolving from one that is visited to one
where people live, work, and play
Present
• Pedestrian/visitor activity anchored by public/social space
• Support active storefront occupancy, expand outdoor
dining and widen sidewalks
• Flexibility for managed State Street Loop, service, and emergency access (MTD Downtown - Waterfront
Shuttle May – Sept)
• A third space for the entire community and visitors
State Street Master Plan Mobility | 01 Project Context | 3 State Street looking southeast, open to vehicle traffic before COVID State Street looking southeast, closed for nighttime activities State Street Pre - COVID Mobility Activity
(Data below pre - COVID)
100+
Bicycle/Pedestrian
Activity
<9,400
Daily Vehicle Volume
74%
Parking Occupancy
<100
Daily Transit Riders
P
• 2016 BMP shows study
area bike counts in the
hundreds per day
• High State Street
pedestrian and biking
activity
• State Street daily
volumes less than 9,400
• Anacapa/Chapala less
than 12,000 vehicles/day
• Parking structures 70%
occupied (July 2019)
• Weekdays/Saturdays
2,300 - 2,400 occupied
spaces
• Pre- COVID, MTD
Downtown shuttle
averaged <125 riders/day
• MTD Downtown -
Waterfront Shuttle
suspended during COVID
State Street Master Plan Mobility | 02 Existing Conditions | 4 • Chapala Street volumes < 11,800 daily vehicles
• Anacapa Street volumes < 10,300 daily vehicles
• State Street volumes < 9,400 daily vehicles
Vehicle Volumes
Pre-COVID Daily Traffic (2015– 2019)
V alues shown as Daily Trips

STATE ST

ANACAPA ST

CHAPALA ST
8,700 8,300 8,100
7,000
9,400
5,500
8,050
11,800
9,700
7,600
6,000
10,300
7,800
3,800
7,500
State Street Master Plan Mobility | 0 2 Existing Conditions | 5 State Street Existing Mobility Activity
(Existing data below from 2022 - 2025)
2,400
Peak Weekend
Bicycle Activity
0 Daily Vehicle
Volume
52%
Parking Occupancy
~200
Daily Transit Riders
P
• Up to 1,250 peak
directional volumes
• Strong weekend activity
(up to 2,400 daily)
• High pedestrian activity
• Post 2020 no vehicles on
State Street, excluding
the 400 block and
Granada Theater
frontage
• Parking structure
occupancy decreased to
50% (July 2022)
• Weekdays/Saturdays
1,500- 1,700 occupied
spaces
• In July/August 2025,
State Street Loop
averaged 175 riders/day
• Positive survey feedback
for State Street Loop
State Street Master Plan Mobility | 02 Existing Conditions | 6 Values shown as Weekday Volume (Weekend Volume)
Bicycle Volumes
Existing Activity*
High Bicycle Activity, especially on weekends
• Northbound volumes 650 - 900 ( wkdy) and 750 - 1,150 (wknd) • Southbound volumes 600 - 900 ( wkdy) and 650 - 1,250 ( wknd) • Up to 1,900 weekday/2,4 00 weekend total ( NB+SB ) volume

NORTHBOUND

SOUTHBOUND
650 750
900
1,050
800
1,000 900
1,150
600 650
1,0001,100
750
850 900
1,250
State Street Master Plan Mobility | 0 2 Existing Conditions | 7 *Data c ollec ted Summer 2022 (6AM- 7PM)
Preserve Service
Functionality
• Maintain loading, deliveries, and
business access to buildings on
State Street
Improve Safety for All
State Street Users
• Enhanced ADA compliance,
shortened pedestrian crossings at
intersections, and signals and
crossing treatments midblock
• Increase visibility, pedestrian
space, and accessibility
• Separate space for people
walking and on bikes
Maintain Emergency
Access
• Design for fire and first responder
24/7 access
• Provide required width/clear
space for FD/PD
• 400 block remains open for
response time and waterfront
access
Design Priorities
Slow Vehicle Speeds
• Reduce curb radii and road widths
to calm vehicle speed at
intersections
• Midblock crosswalks and signals
State Street Master Plan Mobility | 03 Design Priorities | 8 • Wider sidewalks (+50 –60%) increase pedestrian space and visibility • Narrower travel lanes (10 ft) calm speeds and reduce aggressive driving • Smaller curb radii (15 ft) slow turning vehicles and reduce pedestrian exposure
• Curb extensions shorten crossing distances by 50–60% (20 –30 ft) • Improved visibility and yielding at intersections
• Textured roadway treatments increase driver awareness (vibration/noise)
State Street Master Plan Mobility | 03 Design Priorities | 9 State Street typical intersection treatments plan view
Improve Pedestrian Safety and Slow Vehicles
• Street network: 400 block remains open, maintaining critical first responder routes to/from coast
• Street width: proposed curb to curb road width is 20’ with additional 3’ of clearance on each side to maintain minimum 26’ width required for emergency vehicle access
• Rolled curbs: proposed to account for additional clearance without further widening
• Retractable bollards: controlled by PD/FD/public safety with options for remote or RFID control
o Bollard retraction time estimated at less than 10 seconds Strategies for Maintaining Emergency Access
State Street Master Plan Mobility | 0 3 Design Priorities | 10 Fire code minimum width requirements
Palm Springs Santa Monica
Bollard - Protected Application
State Street Master Plan Mobility | 03 Design Priorities | 11 Sample southern California bollards installations: bollards should be consistent with historic material district standards • 5’- 5 .5 ’ spacing allows State
St Loop vehicles, while
restricting general traffic
• Bollards raised:10AM –10PM
• Bollards lowered:10 PM–10AM
• Manual removal option in case
of remote operation
malfunction
State Street
Strategic bollard placement
and operation
1’ 5.5’ 5’ 5.5’ 1’
State Street Master Plan Mobility | 03 Design Priorities | 12 8 crash - rated retractable bollards
per block (4 at each intersection leg)
12 crash- rated bollards per block
(min. 3 per corner curb ramp, 4
corner curb ramps per block)
State Street bollards (at travel lanes and curb ramps)
• 20 per bloc k – 4 in roadway and 6 at curb ramps at each end of the bloc k
• 7 bloc ks ( Haley St to Victoria St)
• 14 0 total bollards for 7 block area
Bollards provide additional safety and
separation State Street bollard spacing option prevents general vehicle access but allows for State Street Loop access
Typical Block Bollard Implementation
Preserve Service Functionality: Cross- Streets
• Allow pick - up/drop - off & short - term parking
• Area for additional bike parking or bike share (sidewalk or on-street):
o 4 – 5 racks ≈ parking for 8 – 10 bikes; or
o Bike share station
• Designated loading & service access to support
businesses and short- term needs
• Maintain first responder and vehicle access
• Flexibility for delivery access 24 /7
• Design and materials will help delineate areas for
pedestrians, bikes, vehicles, and deliveries
State Street Master Plan Mobility | 0 3 Design Priorities | 13 Plan view of intersection with proposed State Street configuration Downtown's Existing Transit
State Street Loop
4 free EV shuttles operate Thurs–Sun, noon–7 PM
11 stops between Stearns Wharf and Victoria St.

State Street Master Plan Mobility | 03 Design Priorities | 14 State Street Loop EV shuttle fleet
700 average weekly riders (~175/day), locals and
visitors (avg <100 riders/day for slowest week)
MTD Downtown - Waterfront Shuttle
Electric shuttle vehicles operate every 20 minutes, FriSun, 10AM- 6PM Various stops include SB City College, Stearns Wharf, SB Zoo, Amtrak Station, Library, Arlington Theater, and SB County Courthouse
Operates May- September on Cabrillo Blvd., State St.
( south of Gutierrez) , Anacapa St., and Chapala St.

MTD Downtown -Waterfront shuttle route
2 transit vehicle loading areas per block
State Street Master Plan Mobility | 03 Design Priorities | 15 Bollard spacing and operations accommodate State Street Loop vehicles, MTD shuttle or other vehicles would not be able to access when bollards are up
Working With Transit Near State Street
Combined transit services provide access to State St., Anacapa St., Chapala St., Cabrillo Bl., and nearby destinations
MTD service currently summer only, State Street Loop can help connect to Amtrak Station and MTD Transit center in non - summer months
Supports accessible mobility for the Santa Barbara community and visitors
Transit services operating in study area
Downtown's Future Transit
Public Transit on to State Street
Santa Barbara State Street Master Plan
April 16, 2026

STATE STREET MASTER PLAN

CIVIL ENGINEERING REPORT
APRIL 2026
Stormwater Analysis and Conveyance
Previous Stormwater Analysis
This analysis is based upon and builds upon the previous Create State Appendix C: Technical Report Stormwater & Utilities (CSAC) Water quality Volume goal
The CSAC provided an Existing Conditions and Impact Analysis. The present study aims to provide the entire Scenario 3 Stormwater Quality Volume. “Scenario 3: Capturing stormwater that falls on State Street plus both tributary areas (cross streets and adjacent buildings/parcels).” This represents a scenario where the entire tributary area is managed within the State Street right-of-way.

This would relieve all of the properties within the project area from providing individual BMPs on their project sites, which could unlock significant development potential. TOTAL CUMULATIVE WQ VOLUME: 294,777 CU.FT This stormwater analysis focuses on managing storm water from State Street, nearby cross streets, and adjacent buildings within the State Street right-of-way.

By oversizing stormwater measures on State Street, individual redeveloped properties in the area would no longer need to construct their own stormwater systems, thus supporting development opportunities along State Street. In order to support this “off-site compliance,” the total storm water volume that needs to be managed is 300,000 cubic [EM1.1][PC1.2]feet. To handle this volume, the proposal suggests permeable pavers along the entire project length. These pavers sit on a gravel base layer that may provide storage space for the required stormwater volume. The system is designed to absorb water quickly.

Permeable pavers typically allow water to infiltrate over 100 inches per hour through the pavers themselves. It can handle runoff from surrounding development, absorbing a 1.0” rainfall event occurring
[EM2.1][PC2.2][PC2.3]within one hour, which is the upper end of rainfall intensities in Santa Barbara[EM3.1][PC3.2]. The soil beneath the pavers and gravel subsequently absorbs the stored water, making space for subsequent storms. Additional block-by-block analysis will be conducted to maximize the feasibility of an expanded stormwater system as part of the State Street Master Plan. In steeper blocks, bioretention planters and other underground storage solutions may be required to achieve the desired capacity.

Hydraulic Capacity/Conveyance of Street Section at the Surface:

The hydraulic capacity of the street section must be not less than the present hydraulic capacity. The typical existing cross-sectional flow area is 28.0 square feet while the proposed inverted crown section provides 34.6 square feet of cross-sectional drainage area. As well, the reservoir course can be hydraulically connected to the existing stormwater inlet boxes and culverts to utilize that pipe capacity.
1 Santa Barbara State Street Master Plan
April 16, 2026
Stormwater Section (x5 Vertical Exaggeration) The proposed street design improves drainage capacity, and ties into existing storm drains to enhance conveyance of large storms. Overall, the proposed design manages stormwater within the street, boosts drainage performance, reduces the need for individual private storm water compliance systems, and helps water soak into the ground. The inverted crown profile of the street continues through intersections. ([EM4.1][PC4.2]1) The proposed roll curb ends at the beginning of the curb return. (2) The road profile changes to match the cross street’s drainage pattern, and this change happens behind the permeable pavers and across the crosswalk area. (3) The existing cross pan gutters and spandrels are replaced with a new street shape that continues through intersections and gradually changes behind the permeable pavers.

Through-curb Drains
Through-curb drains from adjacent buildings are common throughout the corridor. With the removal of existing curb and gutter, those pipes can be extended to the new roll curb utilizing a special form for this purpose.

Automatic Retractable Bollards
The flexible nature of the design will be benefitted by the use of automatic retractable bollards, which typically operate as follows:

Primary Operating Mechanisms
The movement is powered by one of these main drive systems:
- **Hydraulic**: The most common for high-performance and crash-rated applications. A hydraulic power unit (pump and fluid reservoir, often external) pressurizes incompressible fluid (oil) to extend or retract a piston/cylinder connected to the bollard shaft. This provides strong lifting force, reliability, and impact resistance (e.g., suitable for stopping vehicles). Operation is smooth and fast (typically 3–6 seconds to raise/lower). - **Pneumatic**: Uses compressed air from a compressor and valves to drive the piston. It's quieter, often faster in some setups, and suitable for lower-impact or frequent-use scenarios (e.g., pedestrian zones). Less force than hydraulic but adequate for many urban applications. - **Electromechanical/Electric**: Driven by an electric motor that turns gears or a screw mechanism to move the piston. Simpler in some designs, with optionsfor battery backup, but generally less robust for heavy-duty security compared to hydraulic. - **Semi-automatic/Manual variants**: Use gas springs or counterweights for assisted manual lifting (not fully powered), though true retractable systems are usually automatic.

A built-in locking mechanism (mechanical or electronic) secures the bollard in the raised or lowered position to prevent tampering or unintended movement.

Control Methods
Retractable bollards are rarely manual in automatic setups; instead, they integrate with control systems for remote or automated operation.

Common methods include:
- **Remote control — Handheld fob, keyfob, or wireless transmitter (range often 30 meters) for authorized users (e.g., security personnel, delivery drivers).
- **Access control integration*— Keypad, card reader (RFID/proximity), biometric scanner, intercom, or license plate recognition (LPR/ANPR) system.

A signal triggers the control unit (often a programmable logic controller or PLC). - **Mobile app*— Many modern systems support Bluetooth or internet-connected apps for smartphone control, especially in smart city or commercialsetups. This allows remote monitoring, scheduling, and operation from anywhere. - **Timer/scheduling*— Programmed via the control panel or software to raise/lower automatically at set times (e.g., pedestrian-only during evenings/weekends, vehicle access during business hours or deliveries). - **Button/push-button panel*— On-site controlstation (e.g., guard booth or wall-mounted) for manual override. - **Integration with other systems*— Linked to barriers, gates, loop detectors (for vehicle detection), emergency overrides, or central security software for coordinated operation.
- **Fail-safe features*— In power outages, many default to lowered (for emergency access) or raised (for security), with manual override options (e.g., key or hand pump).

Operation is typically initiated by sending a signal to the control system, which activates the power unit to move the piston and bollard. Cycle times are quick (seconds), and systems often include safety sensors (e.g., to detect obstacles) and audible/visual alerts.

These systems are widely used in pedestrian malls, plazas, event spaces, and secure perimeters because they balance security with usability—e.g., raised for protection during crowds or events, lowered for normal traffic. Specific brands/models (e.g., from manufacturers like Delta Scientific, Reliance Foundry, or international suppliers) vary in exact features, but the principles remain consistent across hydraulic/pneumatic/electric types. 2 Santa Barbara State Street Master Plan
April 16, 2026

15.50”

2.00”

7.00”

2.94”

3.94”

8.00”
Granger Plastics Company J-Drain

NOT TO SCALE

35.5”
59”
Barrier1 Systems Nautilus C730 Automatic
Retractable Bollards

NOT TO SCALE

23.6”

27.4”

23.6”
Product Specifications
3 Santa Barbara State Street Master Plan
April 16, 2026
Entertainment District
Civic & Commercial District
Arts District
Existing Utilities
Entertainment District Drainage:

The lower segment of the project area (below Ortega Street, which has cross gutters) has storm drain inlets and pipes. The proposed inverted crown section with pervious pavers as inlet devices will extend through intersections, replacing inlets and gutters. The reservoir course at this District shall connect to the existing storm drain boxes and/or culverts.

An option that addresses potential utility conflicts and/or replaces aging utilities should also be considered for all corridor segments. 4 Santa Barbara State Street Master Plan
April 16, 2026
Entertainment District
Entertainment District - Block Plan
Entertainment District Drainage:

The inverted crown section carries through the intersections as illustrated.

The proposed roll curb ends at the beginning of the curb return. The transition from inverted crown section to cross-street crowned section occurs behind the line of the pervious pavers, through and behind the crosswalk. This transition must adhere to ADA crossfalls and ramp guidelines.
5 Santa Barbara State Street Master Plan
April 16, 2026
Entertainment District
Civic and Commercial District Drainage:

The typical section prevails through this District with minor if any modification. Surface runoff tends to drain away from State Street at Cabrillo Street and Canon Perdido Street; tabling of the intersections could be considered if that “diversion” is needed.
6 Santa Barbara State Street Master Plan
April 16, 2026
Civil & Commercial District
Civic & Commerical District - Block Plan
Civic and Commercial District Drainage:

The cross pan gutters and spandrels are replaced with the inverted crown section that passes through the intersections, and transitions occur behind the pervious pavers.
7 Santa Barbara State Street Master Plan
April 16, 2026
Civil & Commercial District
Arts District Drainage:

The Civil Engineering treatment in the Arts District mimics that of the lower Districts.
8 Santa Barbara State Street Master Plan
April 16, 2026
Arts District
Arts District - Block Plan
Art District Drainage:

The Civil Engineering treatment in the Arts District mimics that of the lower Districts.
9 Santa Barbara State Street Master Plan
April 16, 2026
Arts District
Gibbs Group | April 2026
Santa Barbara, California

STATE STREET RETAIL ANALYSIS
Gibbs Group | April 2026
2 STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Overview
Santa Barbara is situated within a vibrant
$2 billion commercial market—one of the
wealthiest and most desirable in California.

The region’s 7 million visitors spent over $2
billion in 2025. Stearns Wharf and State Street
are the two most visited tourist attractions.

State Street has experienced steady growth
in visitors, reaching 1.3 million total visitors
in 2025; however, store sales and commercial
real estate values remain mixed.

The closures of Macy’s and Nordstrom,
the rise of online spending, and the pandemic
have transformed downtown from a regional
department store destination into a
collection of smaller shops, restaurants, and
public gathering spaces.

Marshalls, Dollar Tree, REI, 7-Eleven,
and World Market are now the five most
visited retail stores on State Street. Apple
ranks as the downtown’s 18th busiest store.

Marshalls alone received 400,000 shoppers
in 2025—about 1,100 per day—indicating
strong demand for moderately priced brand
goods and short, purpose-driven shopping
trips.

Small, local boutique stores alone cannot
meet the retail needs and preferences of the
entire Santa Barbara community or its visitors.

Notably, many vacationers prefer shopping at
well-known national brands.

State Street property owners cite its
closure and uncertain design as primary
contributors to declining store sales and
commercial property values. In contrast,
restaurants have seen sharp increases in sales
since the pandemic and largely credit the
street’s closure for their growth.

State Street’s 12 blocks are organized into
four specialized districts: the Arts District,
Civic Commercial District, Entertainment
District, and the Funk Zone. These districts
extend into adjacent side streets, making them
more square in form rather than strictly linear.

State Street stretches 1.6 miles—a roughly
30-minute uphill walk—from Stearns Wharf
to the Arts District. Grocery stores and
neighborhood services are located along the
parallel streets. Each district offers distinct
activities, placemaking opportunities, local
and visitor experiences, investment models,
and other conditions that should be reflected
in street design.

Gibbs Group | April 2026 3

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Post-Pandemic US Retail Trends
• Dining & Food Spending
Mid-level, sit-down chain restaurants are struggling to compete with quick-casual concepts; Consumer spending is shifting toward grocery stores and at-home meals; Dollar stores are investing in fresh food and improved quality, though performance is mixed. • Retail Real Estate & Development
Shortage of Class-A retail space due to limited new construction and strong demand from large brick-and-mortar tenants;
Large mixed-use town centers are recovering from pandemic losses, but new construction has largely stalled;
National retailers are targeting small- to mid-sized, well-managed cities (e.g., BID-supported areas) for expansion.
• Retailer Expansion & Contraction
National brands are aggressively opening new stores;
Mid-level and luxury department stores are downsizing or closing locations; Department stores overall are struggling against e-commerce and discount retailers, leading to hundreds of closures.
• Consumer Behavior Trends
Shoppers are visiting stores more frequently but spending less time per visit; Discretionary retail spending remains mixed;
Luxury malls are outperforming, with sales exceeding pre-pandemic levels. • Category Performance
Electronics (phones, computers) have rebounded;
Home furnishings sales are declining;
Suburban warehouse clubs (e.g., Costco, Sam’s Club) continue to sustain strong pandemicera sales; Walmart continues to generate record sales at existing stores; State Street during the COVID-19 pandemic.

Gibbs Group | April 2026 4

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Santa Barbara Regional Retail Spending
10 minute and 20 minute driving radius.

This data represents a macro economic analysis, does not include tourism spending and does not directly reflect State Street’s retail market demand:
• $900 million Total HH Restaurant spending within in a 20-minute drive-time; Less than existing restaurant store sales statistically indicating minimal demand for additional restaurants within the greater Santa Barbara region. • $650 million Total HH Grocery store spending within in a 20-minute drive-time; Less than existing grocery store sales statistically indicating minimal demand for additional grocery stores within the greater Santa Barbara region. • $600 million Total HH Soft Goods retail spending within in a 20-minute drive-time; Less than existing grocery store sales statistically indicating minimal demand for additional soft goods stores within the greater Santa Barbara region.

Santa Barbara Regional Statistical Retail Supply
Based on a 20-minute drive time from City Hall in Downtown Santa Barbara.

Gibbs Group | April 2026 5

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
2025 Retail Spending & Store Sales
These charts summarize total household retail spending and the existing store sales for a 20-minute drive time from State Street. Existing store sales and household spending can assist businesses with development planning. This data represents a macro economic analysis, does not include tourism spending and does not directly reflect State Street’s retail market demand.

Household Spending and Existing Store Sales in 2025
20 minute drive time area from Santa Barbara City Hall Source: Claritas - Environics Analytics.

Chart 1
Gibbs Group | April 2026 6

Household Spending and Existing Store Sales in 2025
20 minute drive time area from Santa Barbara City Hall Source: Claritas - Environics Analytics.

Chart 2
Gibbs Group | April 2026 7

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Tourism
2025 Santa Barbara Visitor Origins
Indicates Los Angeles, San Francisco & San Diego are the top 3 visitor regions.

State Street Hourly Visits - 2025
Indicates 11 AM to 8 PM as peak visit times for businesses on State St. 12:00 am 2:00 am 4:00 am 6:00 am 8:00 am 10:00 am 12:00 pm 2:00 pm 4:00 pm 6:00 pm 8:00 pm 10:00 pm 0 500 K
1 M
2 M

1.5 M
2025 Overnight Visitors
37,000
12,000
7,000
5,000
5,000
3,000
2,500
2,000
2,000
2,000
1,700
Los Angeles
San Francisco
San Diego
Riverside
San Jose
New York
Sacramento
Phoenix, AZ
Seattle, WA
Washington, DC
Chicago, IL
Gibbs Group | April 2026 8

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Santa Barbara Regional Tapestry Profile
10-Minute Drivetime
Charts indicate Santa Barbara number of
households with moderate to high incomes
located within a 10 minute drive-times. The
city’s 71,000 households are less than the

1.3 million visitors – indicating tourism is a
primary economic driver
Gibbs Group | April 2026 9

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
20-Minute Drivetime
20-Minute Drivetime
Charts indicate Santa Barbara number of
households with moderate to high incomes
located within a 20 minute drive-times. The
city’s 71,000 households are less than the

1.3 million visitors – indicating tourism is a
primary economic driver
Santa Barbara Regional Tapestry Profile
Santa Barbara State Street Master Plan
April 15, 2026
10 Dining 10-20 Minute Drive
Chart illustrates the
total amount of food
and beverage places
within a 10 minute
and 20 minute drive
time to Santa Barbara.

This indicates a strong
competition for State
Street restaurants.

Gibbs Group | April 2026 11

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Real Estate Market Trends
Santa Barbara’s retail market is characterized by extensive inventory, made up of more the 6.5M SF Approximately 35%, which is attributed to single tenant buildings (Macy’s – Nordstroms & others) with a share of 2 MSF – Colliers Santa Barbara Area
• 25 million sf total retail - 4.6% vacancy
rate
• 2 million sf malls – 25% vacancy – doubled
since 2020
• 1 million sf of power center – 0% vacancy
- down from 5% since 2020
• 6 million sf of neighborhood center – 5%
vacancy – steady since 2020
• 15 million sf of general retail – 2% vacancy
– down from 5% since 2020
• Market commercial asking rents are up

1.2%
• (-8%) Commercial real estate absorption
in downtown Santa Barbara
Downtown Santa Barbara Area
• 3.5 million sf of total retail inventory -
13% vacancy rate
• 265,000 sf of neighborhood retail – 4%
vacancy – doubled since 2020
• 140,000 sf of strip retail – 1.3% vacancy –
down from 5% since 2020
• 2 million sf of general retail – 5.4%
vacancy – flat since 2020
• Market commercial asking rents up 1.4%
• On-line spending, and the pandemic
have transformed the downtown from
a regional department store shopping
destination into smaller clusters of shops,
restaurants, and cultural centers
Santa Barbara State Street Retail Analysis Gibbs Group | April 2026 12 April 2026

STATE STREET RETAIL
State Street Districts
Arts District Civic & Commercial District Entertainment District The Arts District offers a rich cultural and economic
resource for downtown and the greater Santa Barbara region.

Clustered across six blocks in the upper State Street area, the district generates steady visitor traffic driven by art exhibitions, museums, performances, educational programs, special events, and some of Santa Barbara’s best boutiques, brand-name stores, and restaurants.

The arts also support a diverse economy that blends cultural centers, institutions, designers, retail brands, and dining, contributing to consistent daytime and evening activity throughout the year.

The district is located between Victoria and Carrillo Streets.

Existing assets include approximately 30 specialty and brand stores, 15 coastal and fine dining restaurants, the Santa Barbara Public Library, the Santa Barbara Museum of Art, the Arlington and New Vic theaters, and the Santa Barbara Symphony and Granada Theatre.

The three-block Civic & Commercial District is Santa Barbara’s most popular retail destination. The district features over 150 stores and restaurants, offering a wide assortment of goods, services, brands, and price points for families, local and seasonal residents, visitors, and workers. Marshalls department store, and Paseo Nuevo are the district’s most visited destinations. The district is located between Carrillo and Ortega Streets. Existing places include Apple, Banana Republic, Blue Owl, City Hall, Cajun Kitchen, California Pizza Kitchen, Coach, Gap, H&M, Lobero Theatre, McConnell’s Ice Cream, Marshalls, Sephora, and dozens of boutique and gift stores.

Proposed focus: A mix of cultural, entertainment, retail, and dining uses offering a broad range of goods, services, brands, and price points oriented toward local residents, visitors, and workers.

Key categories include apparel, art, books, casual and departmentstyle goods, quick-service and full-service restaurants, home furnishings, electronics, footwear, gifts, jewelry, housewares, boutique pharmacy, specialty foods, sporting goods, and toys.

Proposed focus: A mix of moderately priced to upscale brand and specialty retail, fine art, antiques, books, crafted beverages, designer fashion, gourmet foods, and local chef-driven fine dining.

Many of State Street’s most distinctive shops, restaurants, and nightlife venues are concentrated along a four-block stretch of South State Street, between Ortega Street and the U.S. 101 Highway. This area forms the core of the Entertainment District, a dynamic destination that attracts a wide range of visitors throughout the day and into the late evening hours.

The district offers its own mix of retail, dining, and entertainment experiences that supports activity from early morning coffee and shopping to late-night dining, bars, and live entertainment.

With its compact layout, high energy, and diverse offerings, the Entertainment District plays a key role as the entrance onto State Street. Existing places include the Axe Club, Joe’s Café, Craft Ramen, Ghirardelli Chocolates, Holdrens, Metro 4 Theatre, Night Lizard Brewing, Red Piano, REI Sports, SB Roasting, Urban Outfitters, Whiskey Richards, Wildcat Lounge, World Market.

Proposed Focus: A mix of food and beverage venues, including quickcasual and full-service restaurants, pubs, bars, coffee shops, bakeries, ice cream, delis, and specialty food markets. Retail should include specialty and brand stores offering art, bicycles, books, clothing, sporting goods, electronics, and music, supporting both daytime and evening activity.

Gibbs Group | April 2026 13

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Paseo Nuevo Mall
Paseo Nuevo has historically served as a
primary regional economic anchor for the State
Street retail corridor. However, the closures
of its department store anchors-Macy’s and
Nordstrom-have significantly reduced its regional
draw, resulting in diminished foot traffic and
substantial vacancies within its approximately
450,000 sf retail footprint. The center is located
between Canon Perdido Street and Ortega Street.

Proposed Focus: Reposition Paseo Nuevo as a
regional dining and mixed-use destination serving
residents, seasonal populations, and visitors.

Emphasize a diverse range of food and beverage
offerings—from family-oriented to upscale
dining—to complement adjacent cultural assets,
including the Metro Theatre and the Museum
of Contemporary Art. Strategically repurpose
underutilized retail space for residential and
hospitality and introduce new residential to
support downtown vitality.

In addition, evaluate the introduction
of junior discount and outlet-oriented retail to
broaden market appeal and recapture regional
shopping demand.

Gibbs Group | April 2026 14

STATE STREET RETAIL
Santa Barbara State Street Retail Analysis
April 2026
Recommendations for a Competitive Retail Environment
This study finds that downtown Santa
Barbara’s entertainment, dining, retail, and
cultural destinations should offer a broad
mix of businesses, brands, and price points
to appeal to both residents and visitors.

A flexible “flex-street” concept should be
implemented as part of the downtown plan.

Improvements to parking, two-way streets,
wayfinding, management, new housing, and
other initiatives should be integrated into State
Street’s design. State Street’s revitalization is
overdue, and implementation of the proposed
designs should begin promptly.

Design Guidelines for Downtown Retail
• Widen pedestrian sidewalks to create
more walkable space for window
shopping and outdoor retail displays.
• Shade sidewalks to make walking between
shops more comfortable and encourage
longer shopping visits.
• Install and maintain indigenous and
ornamental trees, shrubs, ground covers
and flowers for year-round enhancement
of visitors experiences and to reinforce
the shopping districts and store’s
merchandise and service
• Illuminate sidewalks with storefront
window lighting until late evening and
provide ample warm street lighting to
support a vibrant evening shopping
environment.
• Use distinct landscaping, branding,
streetscape and other placemaking
features for each district to reflect their
unique characteristics and activities
• Provide public seating so shoppers can
rest, wait, and spend more time along
State Street. Feast of St. Lawrence event on Market St. (Toronoto, ON) Mix of outdoor dining and retail shops (Sausalito, CA) Illuminated storefront (South Pasadena, CA)
Recommendations for Santa Barbara City Management
• The City should encourage the presence of a wide selection of businesses, brands, and price points that appeal to the entire community and its visitors. • Simplify scheduled Flex Street hours (e.g., consistent hours such as 10:00 a.m. to 10:00 p.m.). • Implement a store, civic and brand wayfinding system along State Street. • Continue to support and expand the Business Improvement District’s resources. • Provide two hours of free parking and enhance payment convenience for users. • Convert Anacapa St.,Chapala St., Gutierrez St., Haley St. into two-way thoroughfares • Evaluate opportunities to repurpose under-utilized commercial properties for housing, community uses, and commercial space. • Support a flexible design that reinforces State Street’s primary role as a community and visitor gathering place; explore public programming and events that encourage diverse activities and celebrations.
• Consider block-by-block management and design adjustments to better respond to changing market trends and community preferences.

CREATE STATE TECHNICAL REPORT: ECONOMICS
APPENDIX F: ECONOMIC ANALYSIS
CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS

TABLE OF CONTENTS
1 INTRODUCTION 7
2 STATE STREET EXISTING ECONOMIC CONTEXT 11
State Street’s Changing Regional Context . . . . . . . . . . . . . . . . . . . . . . . . . 11 Existing Conditions By Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Retail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Hotels and Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Block by Block Conditions on State Street . . . . . . . . . . . . . . . . . . . . . . . . . 41 3 LITERATURE REVIEW: SMALL DOWNTOWNS & ECONOMIC HEALTH 45 4 CASE STUDIES 49
San Luis Obispo, California . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Greenville, South Carolina . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Pearl Street, Boulder, Colorado . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 5 KEY FINDINGS 59
6 RECOMMENDATIONS 63
Diversify Land Uses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Catalyze Housing Construction Downtown . . . . . . . . . . . . . . . . . . . . . . . . .71 Grow Busineses and Cultivate New Investment . . . . . . . . . . . . . . . . . . . . . 75 Cultivate a Business Friendly City Government . . . . . . . . . . . . . . . . . . . . . . 73

STATE STREET MASTER PLAN

ECONOMIC CONDITIONS
PREPARED FOR:

CITY OF SANTA BARBARA
CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS Figure 19. Share of Establishments and Sales by Business Category West of State Street . . . . . . . . . . . . . . 30 Figure 20. Number of Office Buildings in State Street Study Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Figure 21. Office Rent Per Square Foot (Monthly, Constant 2021 Dollars) . . . . . . . . . . . . . . . . . . . . . . . . . 34 Figure 22. Office Vacancy Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Figure 23. Hotel Inventory by Number of Buildings and Rooms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Figure 24. Hotel Average Daily Rate (constant 2021 dollars) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Figure 25. Hotel Occupancy Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Figure 26. Multifamily Housing Inventory by Number of Buildings and Units . . . . . . . . . . . . . . . . . . . . . . 39 Figure 27. Average Rent Per Unit in Multifamily Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Figure 28. Average Rent Per Square Foot (Monthly) in Multifamily Buildings . . . . . . . . . . . . . . . . . . . . . . .41 Figure 29. Vacancy Rates in Multifamily Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Figure 30. Open Businesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Figure 31. San Luis Obispo Outdoor Dining Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Figure 32. Pearl Street Mall Retail Rent Per Square Foot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 Figure 33. Pearl Street Mall Office Rent Per Square Foot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Figure 34. Boulder, Colorado Outdoor Dining Pilot Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Figure 35. Housing Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 Figure 1. State Street Area Plan Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Figure 2. Retail and Population Change, 1970-202 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Figure 3. Santa Barbara South Coast Region Major Shopping Centers by year Built . . . . . . . . . . . . . . . . . . . 13 Figure 4. Building Square Footage by Building Type as Share of Total Inventory . . . . . . . . . . . . . . . . . . . . . 15 Figure 5. Retail Rent Per Square Foot (NNN, Monthly, Constant 2021 Dollars) . . . . . . . . . . . . . . . . . . . . . . .17 Figure 6. Retail Vacancy Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Figure 7. Number of Retail Establishments in State Street Study Area . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Figure 8. Business Categories as Share of Retail Establishments in State Street Study Area . . . . . . . . . . . . . 19 Figure 9. Number of Establishments in State Street Study Area by Subarea . . . . . . . . . . . . . . . . . . . . . . . 20 Figure 10. Total Sales by Subarea (constant 2021 dollars) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Figure 11. Sales by Business Category on State Street (constant 2021 dollars) . . . . . . . . . . . . . . . . . . . . . . .23 Figure 12. Average Sales Per Establishment by Business Category, State Street (constant 2021 dollars) . . . . . 24 Figure 13. Share of Establishments and Sales by Business Category on State Street . . . . . . . . . . . . . . . . . . 25 Figure 14. Sales by Business Category East of State Street (constant 2021 dollars) . . . . . . . . . . . . . . . . . . . 26 Figure 15. Average Sales Per Establishment by Business Category, East of State Street (constant 2021 dollars) 26 Figure 16. Share of Establishments and Sales by Business Category East of State Street . . . . . . . . . . . . . . . .27 Figure 17. Sales by Business Category West of State Street (constant 2021 dollars) . . . . . . . . . . . . . . . . . . . 28 Figure 18. Average Sales Tax Revenue Per Establishment by Business Category, West of State Street . . . . . . 29

TABLE OF FIGURES
1 INTRODUCTION
1 CREATE STATE 2023 STRATEGIC PLAN 7
The State Street Master Plan
seeks to ground its visioning
process in the broader
economic context to ensure the
final Plan can be implemented
based on realistic assumptions
about both public and private
investments.

This report provides this context based on real estate
trends and conditions in the State Street area, as well as in the broader market area for each use under
consideration. In addition, because retail activity is so central to State Street, it also examines trends in retail sales activity to determine how establishments have
performed prior to the Pandemic, through the recovery
phase, and into 2022 as conditions began to stabilize.

In addition to the quantitative analysis, this report also presents findings from a literature review and case
studies highlighting ways that other small to mid-size
cities are bolstering their economic growth, supporting small businesses, and creating lively environments for
their downtowns, especially during and following the
Pandemic.

For the purposes of this report, detailed economic trends and conditions data were gathered for four geographies
as shown in Figure 1. The first is “State Street”, defined as the section of State Street between Highway 101 and Sola Street. This geography was used to examine questions
specific to State Street, such as the implications for the Street’s closure to cars, the number of vacant storefronts on the Street, and activities to revitalize certain subareas within this larger boundary. The second and third
geographies include Anacapa and Chapala Streets
individually, as well as the cross streets connecting each to State Street. Chapala is referred to as West of State 8 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 9 Street, and Anacapa is referred to as East of State Street.

Examining data for these areas immediately east and
west of State Street provides additional information
about the economic interconnection between the three
major north-south streets. Taken together, the entire
area, including all three streets, is referred to as the State Street Study Area.

This report’s content is organized in the following
manner:
» State Street Economic Context: Describes the
regional position of State Street, its existing land
uses, and its population.
» Existing Conditions by Use: Provides data and
narrative regarding the trends in rents, vacancies,
and supply for the primary types of businesses on
State Street.
» Literature Review: Provides a brief overview of how
small cities across the United States are planning for
pandemic recovery, downtown revitalization, and
overall economic health.
» Case Studies: Summarizes key strategies and their
applicability to State Street from three small cities
with pedestrian oriented downtowns.
» Key Findings: Summarizes the key findings
regarding the State Street Study Area’s existing
conditions.

FIGURE 1. STATE STREET AREA PLAN
2 CREATE STATE 2023 STRATEGIC PLAN 11

STATE STREET EXISTING
2 ECONOMIC CONTEXT
Becuase State Street is the
largest historic commercial
corridor in Santa Barbara
County and the South Coast
region, this section starts
with a brief discussion of how
the regional shopping center
market has evolved since
1970 to demonstrate that
population growth is no longer
the key market force shaping
demand for retail activity in
the Study Area or the City.

This discussion is followed by a detailed analysis of the economic conditions for retail, office, housing, and
hotels within the entire State Street Study area, and for the three individual subareas that comprise the Study
Area. The retail discussion also includes a trend analysis of retail sales performance by store type. This analysis shows how retail activities on State Street and the two adjacent streets have changed over time in a manner
that is consistent with national trends leading up to,
during, and following the Pandemic.

STATE STREET’S CHANGING

REGIONAL CONTEXT
State Street has functioned as a commercial corridor for over 100 years, with most of the Street’s historic buildings dating back to the 1920s. Starting in the mid-to late 19th century and lasting until sometime into the 1970s, State Street served as the main regional shopping district for Santa Barbara County and much of the central coast.

This dominant role has slowly diminished in response to population growth elsewhere in the region. As Figure 2
12 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 13 shows, in 1970, Santa Barbara had the largest population by far of any city in the trade area, but over the last 50 years, Santa Barbara has added few new residents
relative to its base as compared to most other cities in this group.

Compared to regional competitors, Santa Barbara could
be considered “over-retailed”, meaning that it has more square feet of retail per capita, than other communities, as shown in Figure 2. However, Santa Barbara has less
retail square feet per capita than the average for the
competitive region. However, to put these numbers in
perspective, the national average in the United States
was 23.5 square feet per capita in 2018.

Figure 3 further illustrates the relationship between
population growth and new retail development by
showing the year in which major shopping centers were
built across the region. The newer centers correspond
to the communities that have also seen the most
significant increases in population. While Santa Barbara has added some new retail centers in the last several
decades, notably, the Paseo Nuevo Mall, which was built in 1989, the regional trade area to support the Mall and other State Street retail activity has contracted as new competition in other locations has increased.

City Retail
Sq Ft
Population
1970
Population
2010
Population
2020
Population
% Change
1970-2020
Population
% Change
2010-2020
Retail Sq Ft
Per Capita
(2020)
Santa
Barbara 70,215 88,452 88,665 26% 0.2% 74
Goleta (a) 2,026,619 N/A 29,932 32,690 N/A 9.2% 62
Ventura 7,197,910 57,964 106,433 110,763 91% 4.1% 65
Lompoc 2,332,799 25,284 42,474 44,444 76% 4.6% 52
Santa Maria 6,539,871 32,749 99,553 109,707 235% 10.2% 60 Pismo Beach 994,121 4,043 7,628 8,072 100% 5.8% 123
San Luis
Obispo 5,265,453 28,036 44,949 47,063 68% 4.7% 112
Total 30,949,141 218,291 389,489 408,714 87% 4.9% 76
Source: CoStar 2022; US Census 1970, 2010, 2020; Strategic Economics 2023.

FIGURE 2. RETAIL AND POPULATION CHANGE, 1970-2022 INVENTORY Year Built of Large Retail Centers
in Santa Barbara
FIGURE 3. SANTA BARBARA SOUTH COAST

REGION MAJOR SHOPPING CENTERS BY YEAR
BUILT
14 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 15 Type of Building
On State Street Total State Street
Study Area
Square
Feet
Share
Within
Type
Square
Feet
Share
Within
Type
Retail 981,371 50% 1,977,828 100%
Office 331,923 35% 935,618 100%
Multifamily - 0% 90,540 100%
Hotel 54,095 34% 160,601 100%
Other 202 0% 165,012 100%
Total Building
Inventory 1,367,591 41% 3,329,599 100%
Sources: CoStar, 2022; Strategic Economics, 2023.

Notes: Specialty Uses in the East of State Street Subarea, in particular two fraternal organization halls, make the Other category large compared to other subareas
FIGURE 4. BUILDING SQUARE FOOTAGE BY BUILDING TYPE AS SHARE OF TOTAL uses discussed include retail, office, hotel, and multifamily housing.

Based on commercial building square footage, retail uses account for almost two-thirds of the total built area (59 percent) followed by office (28 percent) Housing only
accounts for 3 percent of the space while hotels account for 5 percent.

Figure 4 shows the breakdown of total building inventory by use and by subarea. The subareas are defined as:
» State Street Study Area: inclusive of all businesses
within the boundaries of Anacapa Street, Chapala
Street, Sola Street, and Highway 101.
» State Street: businesses that directly face State Street » East of State Street (EOSS): businesses within the
study area, from State Street to Anacapa Street
» West of State Street (WOSS): businesses within the
study area, from State Street to Chapala Street
» Santa Barbara: the entire city of Santa Barbara, for
reference purposes
Property owners, brokers, and other local experts
recognize that State Street has been operating in a
shifting competitive environment for decades, and that
the street has had to “reinvent” itself multiple times using a range of tools such as building the mall, adding parking, adding new landscaping; and most recently, closing the
street to traffic and adding parklets for outdoor dining. A more detailed discussion of the State Street Study Area’s retail performance is included below.

STATE STREET STUDY AREA

ECONOMIC CONDITIONS
This section describes existing real estate conditions by use in the State Street Study Area by trends in supply, rents, vacancy rates, and retail sales performance. The 16 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 17 RETAIL
This section describes both the real estate and sales
performance of retail space including bars and
restaurants.

Real Estate Trends
In the State Street study area, 59 percent of the
commercial building square footage is retail. Along State Street, retail accounts for approximately 72 percent of the building square footage. As shown in Figure 5, retail rents have fluctuated across all areas since 2010, however rents have generally declined since 2016.

Rents
State Street had commanded higher retail rents than
the rest of the Santa Barbara market until recently when the two converged. However, the WOSS subarea, which
included the Macys and Nordstroms stores until these
closed, has had higher rents than State Street since 2013, likely due to rents in the Paso Nuevo Mall.

FIGURE 5. RETAIL RENT PER SQUARE FOOT (NNN, MONTHLY, CONSTANT 2021 FIGURE 6. RETAIL VACANCY RATE Source: CoStar, 2022; Strategic Economics, 2023
Vacancy
Vacancy rates for retail have had less fluctuation and been more consistent across the different areas than rents.

The only exception has been the WOSS subarea where
vacancies shot up in 2017 and have hovered at around 40 percent since. This reflects the two major department store closures. As the dashed line on Figure 6 shows, with the square footage for Macys and Nordstroms removed from
the inventory, the vacancy rate in the WOSS subarea would be lower than the other areas until last year when the
vacancy rate converged with those in the other areas.

Macy’s and Nordstrom, respectively account for
approximately 81 percent of the total vacant retail space in the State Street study area. If the total square footage for Macys and Nordstrom are removed from the analysis,
State Street study area’s vacancy rate drops to 3 percent.

In West of State Street, where these stores were located, the vacancy rate drops from 41 percent to 7 percent.
18 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 19

RETAIL SALES PERFORMANCE
This section describes the sales performance of retail
establishments, including restaurants and bars, based on sales revenue over time. The purpose of this analysis is to demonstrate which segments of the retail industry are
performing best in the State Street Study Area and to
determine whether there are major discrepancies between subareas or business categories. Performance is measured by the overall sales, sales per establishment, and trends by business categories. As retail is a cyclical industry, some variation across time and business categories is expected.

This section begins with a description of the performance of the entire State Street Study Area which is followed by more detailed data by subarea. Confidentiality rules required data aggregation in some subareas.

State Street Study Area Retail Sales
Performance
The State Street Study Area retail establishments are primarily composed of restaurants and three other retail categories, including apparel, furniture, and specialty retail. Figure 7 shows that the total number of retail establishments declined between 2016 and 2021. Specialty retail saw the greatest decline both in absolute numbers and as a percentage, with a loss of 26 stores and a 5 percent decline in establishments, as shown in Figure 8. Apparel and furniture stores only declined by seven and five establishments each, respectively.

Businesses on State Street consistently account for greater sales revenue, demonstrated in Figure 10, as is expected based on the relative number of businesses in each subarea, as shown in Figure 9. Every subarea saw a decline in sales during the beginning of the COVID-19 pandemic, but all three subareas had begun recovery by 2021, the most recent year for which sales data are available.

FIGURE 7. NUMBER OF RETAIL ESTABLISHMENTS IN STATE STREET STUDY AREA FIGURE 8. BUSINESS CATEGORIES AS SHARE OF RETAIL ESTABLISHMENTS IN

STATE STREET STUDY AREA
Source: CDTFA, 2022; Strategic Economics,
2023.

Source: CDTFA, 2022; Strategic Economics,
2023.

WHAT IS

SPECIALTY
RETAIL?
Specialty stores are true to
their name by carrying a
deep assortment of brands,
styles, or models within a
relatively narrow category.

Examples include craft
stores, garden centers,
sporting goods stores, and
bookstores.

The average size of a
specialty store will vary
greatly depending on the
type of store it is. You might
have a small boutique that’s
or a large worldwide brand.
20 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 21 2016 2017 2018 2019 2020 2021 Change 2016-2021 % Change 2016-2021 State Street
Apparel Stores 52 55 51 47 49 45 -7 -13%
Restaurants 90 87 90 91 99 88 -2 -2%
Furniture/Appliance 17 16 16 15 14 12 -5 -29%
Specialty Retail 91 83 87 80 77 65 -26 -29%
Other 57 54 53 49 52 49 -8 -14%
Total 307 295 297 282 291 259 -48 -16%
East of State Street
Restaurants 28 27 25 21 22 23 -5 -18%
Specialty Retail 28 27 23 18 18 17 -11 -39%
Other 40 42 42 40 31 22 -18 -45%
Total 96 96 90 79 71 62 -34 -35%
West of State Street
Restaurants 32 33 33 32 27 33 1 3%
Specialty Retail 44 44 35 32 36 40 -4 -9%
Other 46 44 41 35 33 31 -15 -33%
Total 122 121 109 99 96 104 -18 -15%
FIGURE 9. NUMBER OF ESTABLISHMENTS IN STATE STREET STUDY AREA BY SUBAREA FIGURE 10. TOTAL SALES BY SUBAREA (CONSTANT 2021 DOLLARS) Source: CDTFA, 2022; Strategic Economics, 2023 Sources: CDTFA, 2022; Strategic
Economics 2023.

State Street Retail Performance
As shown in Figure 9, the total number of businesses on State Street has declined by 16 percent from 2016 to 2021.

The decline began prior to the COVID-19 pandemic, but the biggest decline in the number of stores happened between 2020 and 2021. However, sales have followed a different pattern. Even as the number of stores has declined on
State Street, total sales increased between 2020 and 2021 and nearly recovered to 2019 levels, as seen in Figure 10.

Restaurants have consistently had the largest volume of 22 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 23 FIGURE 11. SALES BY BUSINESS CATEGORY ON STATE STREET (CONSTANT 2021 DOLLARS) Source: CDTFA, 2022; Strategic Economics, 2023
Business Category 2016 2017 2018 2019 2020 2021
Apparel Stores $1,266,588 $1,232,695 $1,316,941 $1,366,660 $877,677 $1,316,867 Restaurants $1,015,205 $966,880 $898,124 $841,633 $491,951 $852,240 Furniture/Appliance Stores $2,031,328 $2,039,758 $2,361,495 $2,572,117 $1,511,993 $2,129,750 Specialty Retail $501,708 $494,041 $425,792 $388,275 $289,110 $461,123 Other $1,151,856 $1,025,125 $614,554 $484,047 $304,945 $396,603 Total $987,215 $952,255 $859,914 $830,439 $518,886 $807,798 FIGURE 12. AVERAGE SALES PER ESTABLISHMENT BY BUSINESS CATEGORY, STATE STREET (CONSTANT 2021 DOLLARS)
sales on State Street, as shown in Figure 11, but both apparel stores and furniture and appliance stores have larger average sales per establishment, as shown in Figure 12. Additionally, when comparing the share of establishments by business
categories to their share of sales in Figure 13, which can demonstrate outsized performance of any particular type of business, restaurants, furniture and appliance stores, and apparel stores have consistently had stronger market holds on State Street over time than other business types.

Sales data collectively indicate that, on State Street, business performance has mostly fluctuated in accordance with
general retail cycles and have not been majorly impacted by policy choices related to parklets or street closures during the COVID-19 pandemic.
24 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 25 East of State Street Retail Performance
Businesses within the State Street Study Area, East of
State Street itself up to Anacapa Street, are primarily comprised of restaurants, specialty retail, and “other”.

This subarea has the least businesses of the three
subareas in the study area, and it has seen the largest percentage decrease in establishments from 2016-2021.

In this subarea, “other” businesses are the top performers in total sales, and these businesses have seen the
greatest recovery in sales per establishment from prepandemic to 2021 on a sales per establishment basis, as seen in Figure 14 and Figure 15. The comparison of share of business categories to their respective shares of sales has consistently demonstrated “other” business to be
the outperformers in this area, as shown in Figure 16. This FIGURE 13. SHARE OF ESTABLISHMENTS AND SALES BY BUSINESS CATEGORY ON STATE STREET
Source: CDTFA, 2022; Strategic Economics, 2023
FIGURE 14. SALES BY BUSINESS CATEGORY EAST OF STATE STREET (CONSTANT 2021

DOLLARS)
Source: CDTFA, 2022; Strategic Economics, 2023.

Note: “Other” is an aggregation of business categories to comply with confidentiality rules is likely due to the types of businesses located in this area, such as high-end retail in El Paseo, and does not appear to be due to a lack of competitiveness across subareas.

Although the overall sales performance of this subarea is lower than that of the other subareas, this has remained consistent over time.
26 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 27 FIGURE 16. SHARE OF ESTABLISHMENTS AND SALES BY BUSINESS CATEGORY EAST OF

STATE STREET
FIGURE 17. SALES BY BUSINESS CATEGORY WEST OF STATE STREET (CONSTANT 2021

DOLLARS)
Source: CDTFA, 2022; Strategic Economics, 2023.

Note: “Other” is an aggregation of business categories to comply with confidentiality rules West of State Street Retail
Performance
Businesses within the State Street Study Area, West of
State Street itself down to Chapala Street, are primarily comprised of restaurants, specialty retail, and “other”.

This subarea contains many of the businesses in Paseo
Nuevo, and has seen the smallest numerical and
percentage decrease in establishments from 2016-2021.

In this subarea, “other” businesses are the top performers in total sales, and these businesses have seen the
greatest recovery in sales per establishment from prepandemic to 2021 on a sales per establishment basis, as seen in Figure 17 and Figure 18. The comparison of
FIGURE 15. AVERAGE SALES PER ESTABLISHMENT BY BUSINESS CATEGORY, EAST OF STATE STREET (CONSTANT 2021 DOLLARS)
Business Category 2016 2017 2018 2019 2020 2021
Restaurants $573,728 $605,810 $616,595 $688,637 $299,005 $504,246 Specialty Retail $191,364 $196,973 $179,175 $221,057 $173,857 $294,956 Other $469,090 $417,840 $451,685 $550,165 $459,401 $724,631 Total Sales $418,606 $408,588 $427,852 $511,988 $337,309 $525,061 Source: CDTFA, 2022; Strategic Economics 2023.
28 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 29 FIGURE 18. AVERAGE SALES TAX REVENUE PER ESTABLISHMENT BY BUSINESS

CATEGORY, WEST OF STATE STREET
Business Category 2016 2017 2018 2019 2020 2021
Restaurants $1,184,090 $1,166,962 $1,124,539 $1,149,481 $686,228 $840,386 Specialty Retail $109,944 $106,279 $128,799 $138,292 $95,168 $135,988 Other $1,413,623 $1,348,522 $1,377,202 $1,453,233 $1,512,282 $1,508,520 Total Sales $883,238 $847,281 $899,845 $930,019 $748,536 $768,619 Source: CDTFA, 2022; Strategic Economics 2023.
share of business categories to their respective shares of sales has consistently demonstrated “other” business to be the outperformers in this area, as shown in Figure

19. This is likely due to the types of businesses located in this area, particularly in Paseo Nuevo. Sales have
mostly recovered in this subarea, although less so for
restaurants. Even so, restaurants are performing well
when considering their share of sales compared to their share of revenues. Overall, this subarea is performing
and recovering well from a sales perspective, particularly considering the status of the mall with considerations of national retail trends and cycles which largely disfavor large format malls at this time
Retail Market Summary
Despite the increased vacancy rates and varying degrees of success as measured by sales, neither measure
indicates that retail activity in the Study Area is in total collapse. Rather, many factors are at work including
a long-standing decline in the specialty retail sector, increased internet sales, and the loss of office workers in the area. In fact, the trends appear to show some
resilience in the retail sector, which can continue to
recover as individual property owners renovate space
and move to reposition the State Street area.

FIGURE 19. SHARE OF ESTABLISHMENTS AND SALES BY BUSINESS CATEGORY WEST OF

STATE STREET
30 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 31 OFFICE
The State Street Study Area has 62 office properties,
accounting for 8 percent of all office properties in Santa Barbara and 28 percent of all commercial building
square footage in the State Street Study Area. Office
inventory has been stable over time and is primarily in the East and West subareas of the study area, as shown
in Figure 20.

Office properties in the State Street Study Area have
historically commanded a slight premium compared to
offices in Santa Barbara as a whole, as demonstrated in Figure 21. Prior to the Pandemic, rents were generally
higher on State Street than other areas, although
State Street rents had a steep decline from 2021-2022,
reflecting the decision of several major office users to close their offices and have their workers continue to
work from home. Vacancy rates in the State Street Study Area are generally more volatile than in Santa Barbara, as demonstrated in Figure 22, but the small number of
office properties in the Study Area means that just a few vacancies can have a large impact on the vacancy rate.

In general, Santa Barbara has small office properties
compared to the rest of the region. This means that
there may be more turnover in Santa Barbara offices
because office users typically move to larger buildings or campuses as tenants expand their businesses.

Geography 2010 2022 YTD
On State Street 12 12
East of State Street 22 22
West of State Street 22 21
Total State Street Study Area 63 62
Santa Barbara 801 799
Source: CoStar, 2022; Strategic Economics, 2023.

FIGURE 20. NUMBER OF OFFICE BUILDINGS IN STATE STREET STUDY AREA FIGURE 21. OFFICE RENT PER SQUARE FOOT (MONTHLY, CONSTANT 2021 DOLLARS) Source: CoStar, 2022; Strategic Economics, 2023.

Note: Dashed line represents years without data.
32 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 33

AMAZON OFFICES

ON STATE STREET

CONVERTING VACANT RETAIL TO

OFFICE SPACE
In 2020, Amazon opened its new offices at
1001 State Street, employing approximately
100 engineers, with plans to add 150 more. The
location is home to the Alexa Knowledge Team.

The building was previously a Saks Fifth Avenue
Store, which closed in 2018. While the addition
of hundreds of new employees benefits other
businesses downtown, the office space removed
ground-floor retail from State Street, a key
component of creating a lively public space.

Future conversions of large retail spaces to office
space should be encouraged, but attention
should be payed to maintaining ground floor
retail along State Street wherever possible.

FIGURE 22. OFFICE VACANCY RATE
Source: CoStar, 2022; Strategic Economics, 2023.

Note: Dashed line represents years without data.

Additionally, this means that Santa Barbara may typically see more “start-up” or small businesses utilizing office space.

The impact of the COVID-19 pandemic on the office
market remains unknown nationally. However,
regardless of the degree to which there is a return to
office, there will continue to be some demand for office uses, and these uses will continue to be important for
supporting surrounding uses such as retail, restaurants, and hotels. State Street’s proximity to many assets within Santa Barbara will continue to make it a desirable office location.
34 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 35 FIGURE 24. HOTEL AVERAGE DAILY RATE (CONSTANT 2021 DOLLARS) FIGURE 25. HOTEL OCCUPANCY RATE
Source: Costar, 2022; Strategic Economics, 2023.

Geography
2010 2022 YTD
Number of
Buildings
Number of
Rooms
Number of
Buildings
Number of
Rooms
On State Street 1 75 1 75
East of State Street 0 0 1 17
West of State Street 2 158 2 158
Total State Street Study Area 3 233 4 250
Santa Barbara 63 3,629 66 3,843
Source: Costar, 2022; Strategic Economics, 2023.

FIGURE 23. HOTEL INVENTORY BY NUMBER OF BUILDINGS AND ROOMS

HOTELS AND HOUSING
Neither hotels nor housing represent a significant
percentage of building inventory in the State Street Study area, but there is substantial interest from stakeholders in further exploring both of these uses. Presently, hotels comprise approximately 5 percent of the building square footage in the State Street Study Area, and housing
comprises approximately 3 percent. This square footage
is comprised of only four hotels with approximately 250 rooms and approximately five multifamily buildings with 100 housing units. However, there are a few hotel and
housing projects currently proposed or under construction in the State Street study area.

Hotel Real Estate Market Performance
Hotels in the State Street Study Area account for
approximately 7 percent of the hotel rooms in Santa
Barbara. The hotels are not concentrated on State Street itself, and the newest hotel in the study area is in the East of State Street subarea. As shown in Figure 23, the hotel inventory has been generally stable over time in both the State Street Study Area and Santa Barbara.

The hotel market is strong in Santa Barbara and in the
State Street Study Area. Tourism is a major component
of the economy in Santa Barbara, and both tourism and
business travel have contributed to high hotel rates and occupancy rates. The hotel on State Street outperforms the average for Santa Barbara and the others in the study area on an average daily rate basis, as shown in Figure 24. After a slight dip during the beginning of the COVID-19 pandemic, average daily rates have more than recovered across the geographies. Similarly, occupancy rates have been fairly stable over time and have recovered from the expected
decline in 2020, as shown in Figure 25.
36 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 37 Multifamily Housing Real Estate
Performance
Multifamily housing is a small component of the existing landscape of the State Street Study Area. Multifamily
units in the State Street Study Area account for only
1 percent of the units in Santa Barbara. As shown in
Figure 26, the amount of housing in the study area has
increased slightly over time. The newest housing was
built in 2022 in the West of State Street subarea. There are anticipated to be some new housing developments
proposed within the area.

The existing multifamily units in the State Street Study Area have a higher average rent per unit and rent per
square foot than the averages in Santa Barbara, as seen in Figure 27 and Figure 28. Due to the small number
of units, the vacancy rate has also been more volatile at times, but the trends have generally followed the trends in Santa Barbara as shown in Figure 29. Additional
multifamily housing has strong market potential
based on the existing rental and vacancy rates, but
financial feasibility of these projects may be impacted by numerous factors such as the cost of redeveloping in historic areas.

FIGURE 26. MULTIFAMILY HOUSING INVENTORY BY NUMBER OF BUILDINGS AND UNITS Geography
2010 2022 YTD
Buildings Units Buildings Units
On State Street 0 0 0 0
East of State Street 2 28 2 28
West of State Street 1 17 3 72
Total State Street Study Area 3 45 5 100
Santa Barbara 571 9408 586 9925
Source: CoStar, 2022; Strategic Economic, 2023.
55 units
constructed
in 12 years.

FIGURE 27. AVERAGE RENT PER UNIT IN MULTIFAMILY BUILDINGS Source: CoStar, 2022; Strategic Economics, 2023.

Note: Due to small amounts of data, multifamily rental and vacancy statistics are aggregated to the study area level. 38 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 39 FIGURE 29. VACANCY RATES IN MULTIFAMILY BUILDINGS
Source: CoStar, 2022; Strategic Economics, 2023.

Note: Due to small amounts of data, multifamily rental and vacancy statistics are aggregated to the study area level.

FIGURE 28. AVERAGE RENT PER SQUARE FOOT (MONTHLY) IN MULTIFAMILY BUILDINGS Source: CoStar, 2022; Strategic Economics, 2023.

Note: Due to small amounts of data, multifamily rental and vacancy statistics are aggregated to the study area level. Source: CoStar, 2022; Strategic Economics, 2023.

Note: Due to small amounts of data, multifamily rental and vacancy statistics are aggregated to the study area level. 40 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 41

STATE STREET CHARACTER AREAS

ARTS CENTER ENTERTAINMENT

BLOCK BY BLOCK CONDITIONS ON

STATE STREET
The existing conditions on State Street have been an
important point in the conversation regarding future policy plans for parklets, street closures, supporting additional uses, and more. State Street, being primarily comprised of retail uses, often fluctuates in terms of vacancies and turnover of tenants. Strategic Economics, city staff, and local developers and brokers walked throughout the State Street study area, particularly on State Street itself, to assess conditions beyond what the market data can show. The
focus of many of these discussions pertained to the viability of businesses, the prospect of adding additional uses or renovating existing uses, and logistics related to parklets and the street closure. The following summary by block is informed by these observations.
400-600 Blocks
The 400-600 Blocks of State Street are generally considered “Old Town”, the Restaurant and Bar District, or the
Entertainment District. This area has done well, particularly the 500 block. This area has a high concentration of
outdoor dining and licenses to serve alcohol, and it is also the closest area of State Street to other major Santa Barbara attractions such as beaches and the Funk Zone.

Despite still being popular, the lack of office workers has limited daytime services, and business is most
concentrated in the evenings and weekends. Stakeholders noted that the conditions of the wider sidewalks on the 500 and 600 blocks, and easy alley access have benefited the feel and success of this area. However, narrower sidewalks on the 400 block remain a concern. Nearby market activity, and local developers, indicated an interest in pursuing additional housing, hotel, or mixed-use projects in these blocks, particularly in the 400 block.
42 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 43 700-900 Blocks
The 700-900 blocks of State Street have the greatest
concentration of traditional retail uses, but lacks
restaurants or bars, which have become critical anchors for other segments along the Street. As shown in Figure 30, this creates a significant gap in evening activity, and this area is considered the least active and least
upkept by many stakeholders. This area has struggled
with vacancies. The spaces here are uniquely shaped,
often long and narrow, which is a historical footprint that modern day businesses have struggled to adapt to.
26 Open Businesses
Weekday (approx. 8am - 6pm)
Many stakeholders suggested that this area would be
in better condition with stronger programming, such
as markets, focused retail attraction and retention
efforts, and additional family friendly and kid-oriented activities. In the 800 and 900 blocks, both hotel and
housing uses have been proposed recently. The 1000
block also acts as a transition zone to the livelier blocks to the north; this has been mostly characterized by the addition of Amazon, multiple owner-user spaces, and
both an office and restaurant preparing to open soon.
1000-1300 Blocks
The 1000-1300 blocks are generally considered
the Arts District of State Street and are also wellpopulated with both retail and restaurant uses. General stakeholder sentiment was that this area is doing well
and is marketing itself as an arts district successfully.

Renovations of the Santa Barbara Museum of Art
were completed within the last year, and businesses
have been successfully sharing spaces with unique
configurations. One area was able to add a housing
unit on top of a commercial space through an office
conversion. Some spaces have remained stubbornly
difficult to fill, and delivery and access issues remain a concern, but overall sentiment indicated satisfaction with this area, particularly for locals.
28 Open Businesses
Weekday Evening (6pm - 10pm)
FIGURE 30. BUSINESS OPENING TIMES
Daytime (8am-6pm)
Evenings (6pm-10pm)
Open Businesses
Parklets
3 CREATE STATE 2023 STRATEGIC PLAN 45
Santa Barbara is a small city
that can learn tactics for
reinvigorating its downtown
from both small towns and
larger cities.

To better understand strategies for bringing State Street back to vibrancy, Strategic Economics conducted a
literature review of small downtowns and economic
health, including COVID-19 recovery outlook. The key
takeaways of this literature review for State Street are related to incorporating equity, promoting a diverse use of space, and capitalizing on the place itself as an asset, as described below.

Asking questions regarding equitable opportunities and
outcomes, such as who is benefitting from public space
investments and whether businesses and consumers
of different races, incomes, and abilities are thriving in these spaces can capture a better understanding of the
success of various investments and the inclusiveness
of economic impacts. Traditionally, economic value for
public spaces and public investments are measured
by metrics such as land and property values and
costs savings for cities. However, these metrics do not necessarily capture what makes a place feel vibrant,
inclusive, or exciting.

A 2021 study by Brookings explored whether there are
economic benefits of public spaces that are not captured by traditional metrics by examining recent public
space investments in Albuquerque, New Mexico, Flint,
Michigan, and Buffalo, New York. Each of these cities
had recently implemented various programs ranging
from small business incubation to more active
programming in public spaces, to subsidizing rent for
vendors and small businesses as part of downtown
revitalization efforts.
3 LITERATURE REVIEW: SMALL

DOWNTOWNS AND ECONOMIC
HEALTH
46 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 47 Through a series of interviews, researchers found that
these public space investments, which had each aimed
for a more inclusive process, had positive impacts on
consumers, businesses, and prompting additional private investment. Their key findings were:

1. The investments helped to shift public
perceptions. Diverse activation of spaces through
investing in programming, promoting mixed-uses,
and supporting underserved small business owners
were viewed as key to fostering more economic
resilience. People who had long forgotten their
downtowns were incentivized to return, stay, and
support the small businesses there. In at least one
of these cities, interviewees expressed that these
investments made their perceptions of the city’s
overall economic health improve.

2. Public investments prompted private investment.

Interviewees largely felt that public investment gave
the private sector more confidence in investing in
the downtowns. The combination of both public and
private investments was seen as crucial for garnering
enough foot traffic to really catalyze small business
support.

3. Public spaces, when intentionally designed, can
serve as business incubators. Strategic decisions
such as providing below market rate retail and street
vending spaces, creating a commercial kitchen, and
providing business support and mentorship were
critical. These decisions supported highly localized
solutions that helped entrepreneurs and inspired
consumers.

Strategic, localized solutions that work to support a
place’s existing assets are crucial for filling vacant
spaces. While business recruitment can play an
important role in filling vacant spaces, focusing solely on this method instead of growing existing, local
assets can be a missed opportunity. In Euclid, Ohio, the City, in partnership with downtown property owners,
implmented strategies for filling vacant spaces on their main street have focused on supporting local, Black
and Hispanic/Latino owned, small scale manufacturing
businesses. Their strategy incorporates four key
elements:

1. Training aspiring retail business owners in small
scale manufacturing,

2. Identifying flexible commercial spaces,

3. Providing targeted rent subsidies, and

4. Promoting the space and the businesses in it.

This set of strategies is particularly pertinent for
areas with difficult to fill buildings due to size and
configuration issues, which is an issue on State Street.

To accomplish this, over a 12-month period the Mayor
and other city leaders worked to identify small-scale
manufacturers, interviewed local entrepreneurs, and ran a small business competition, called Recast Small Business.

Next, the City, through a public private partnership with downtown property owners, identified flexible commercial spaces, created a rent subsidy fund, and took a master lease on four adjoining vacant spaces. They have also provided business training and support for skills such as pricing, marketing, e-commerce, and distribution. This combination of strategies is especially useful for scaling up home-based businesses or startups that need simple manufacturing
space.

Examples of businesses that can fill spaces under these conditions are businesses creating goods like specialty food items such as hot sauce, jewelry makers, candle makers, and other craft trades. Long buildings can be sectioned as part retail and part visible manufacturing space which provides a dual benefit to the business owner, and which can provide an exciting experience for consumers to
witness the behind-the-scenes processes. Supporting
home-based businesses scaling in this way is also useful in that these businesses typically already have an online customer base which supports their business and ability stay in the space while foot traffic and attraction to the area grows.

State Street can adapt findings from the efforts
described in this literature review to create a highly
localized strategy that puts local consumers first,
supports small businesses, maximizes the use of historic buildings with difficult configurations, and which
supports inclusive economic growth.

CREATE STATE 2023 STRATEGIC PLAN 49
State Street is a unique place
with its own, localized assets
and challenges. Solutions
that have worked in other
places cannot be exactly
replicated to the same effect
on State Street, but there is
still important information and
ideas that can be gleaned from
other communities who have
been addressing similar issues.

Strategic Economics conducted three brief case studies
in communities that were suggested by stakeholders,
and which have had similar economic conditions or
planning efforts. Communities studied for this effort
include Boulder, Colorado, Greenville, South Carolina,
and San Luis Obispo, California, and lessons from these case studies are described in detail below.

CASE STUDIES
4 4
50 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 51 Downtown San Luis Obispo, located approximately
100 miles from Santa Barbara, has dealt with similar
questions to State Street throughout the COVID-19
pandemic related to car traffic, retail and restaurant
vitality, and consumer’s increasing preferences for
outdoor dining.

San Luis Obispo has not closed their downtown or main
street to car traffic in any significant capacity, but they have been working towards establishing a more mixeduse pedestrian oriented downtown. This includes giving preference to pedestrians and cyclists with car traffic and parking as a secondary need, pushing more of this
toward the periphery.

An implication of the pedestrian orientation downtown
has been the decision to make the outdoor dining
program, which launched in 2020, permanent as of Fall
2022. This includes two elements with key takeaways for State Street:

1. The “downtown dine-out” program utilizes a
public plaza as a gathering place for patrons to eat
together outside. The program markets itself as a
place to eat takeaway food from nearby restaurants.

This promotes continuing to eat at small, local
businesses, and it provides a space for patrons to
do so outside when some restaurants may not have
outdoor dining space of their own.

2. For restaurants that do have outdoor dining, a
fee program and design regulations have been
adopted. The fees include a onetime application
fee and a use fee and differ based on whether the
restaurant has a parklet, a sidewalk café, or tables
and chairs, as demonstrated in Figure 31.

These two programs together create an active sense of
place, accommodate consumer preferences for outdoor
dining, and make the application of a program more
level for those that have different types or no room for outdoor dining in order to support all nearby restaurants.

SAN LUIS OBISPO, CALIFORNIA
FIGURE 31. SAN LUIS OBISPO OUTDOOR DINING FEE SCHEDULE
Program One-time Application
Fee*
Use Fee (1/1/23-6/30/23) Use Fee (7/1/23-6/30/24)
Parklet $935.87 $1.76 / sf / month
$3,379 annually per aver size
parking stall
$3.52 / sf / month
$6,758 annually per aver size
parking stall
Sidewalk Cafe $935.87 $1 / sf / month $1 / sf / month
Tables & Chairs None $1 / sf / month $1 / sf / month
*Fees escelated annually beyond July 2024 based on Consumer Price Index (CPI) For parklets incorporating bike parking, the area of the bike parking is not included in the use fee. 52 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 53 Downtown Greenville, South Carolina has recently
gained much attention for its investment and appeal as
a destination. Greenville has many similar characteristics to Santa Barbara, including its position as a smaller
city with historic buildings and a diverse economy.

During the peak of the COVID-19 pandemic, Greenville
continued to grow economically with an unemployment
rate far below the national average and over two dozen
companies from a diverse set of industries announcing
projects in Greenville in 2020. Much of the economic
success of Greenville in recent years has been attributed to its downtown investments making it an extremely
desirable location for locals, tourists, and businesses. As part of this economic success, many small businesses
have been returning to the pedestrian oriented main
street of Downtown with larger companies locating
within the greater downtown area to support the more
consumer-based uses.

Downtown Greenville’s area planning has promoted
its outdoor lifestyle by emphasizing its natural assets, such as Falls Park on the Reedy, through connections
with greenbelts, public plazas, and viewpoints.

Complementary landscaping and streetscaping,
including ample tree coverage, wide sidewalks, a
free trolley bus, and limited parking make the area
pedestrian oriented. Improvements to landscaping and
streetscaping have largely been funded through tax
increment financing, and public private partnerships
have contributed to many of the area’s other
improvements.

The main street in Downtown Greenville, and the
collective area, fosters a strong environment for the
success of retail and restaurant businesses. With over
25 percent of downtown’s residential units situated
on the main street and over 320 special events hosted
throughout the year, there has been a concerted effort
to make the area appealing throughout the week and
during both day and night. Nearly half of restaurants
in downtown participate in the city’s outdoor dining
program, which utilizes a European café style instead
of parklets, and the high concentration of over 100
local restaurants in just 10 blocks contributes to the
area’s appeal as one of the best areas to dine and drink in South Carolina. Restaurants, housing, and office uses are all co-located with retail to create a walkable and lively environment.

Like State Street, Downtown Greenville has needed to
adapt its retail strategies to match consumer preferences in addition to creating a mixed-use environment. There are four crucial strategies that have been recently employed in Downtown Greenville to bolster their retail environment:

1. Greenville has hired a retail attraction consultant to assist in filling stubbornly vacant spaces. To maintain the curated environment, the consultant will not be
focusing on national retailers such as chain stores.

Rather, they will seek to recruit local businesses or
businesses that have one or two existing stores in other cities but which fit the characteristics of Greenville.

1. Businesses have shifted to hybrid-experiential
retail. Some stores have maintained their purely retail environment, but some local businesses have started
hosting events or classes, such as candle making, in
their retail spaces.

1. A City-run shop local program is supporting the
promotion of small businesses. This program is
evolving, but initial efforts have included providing
banners, ads, and branded reusable shopping bags to
participating stores.

GREENVILLE, SOUTH CAROLINA

1. The City has a minority business accelerator program.

This program assists small business owners with creating strategic plans, targeted training, business coaching, and events and networking to build relationships with larger corporations.

Like State Street, Downtown Greenville has had to work to preserve its unique historical character, including maintaining buildings from the 1700s, while meeting the needs of today’s consumers and businesses. The area has been successfully marketing itself as a pedestrian friendly destination with a focus on small businesses through its promotion of mixeduses and targeted retail and dining strategies. 54 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 55

PEARL STREET, BOULDER,

COLORADO
Pearl Street in Boulder, Colorado is one of the most
well-known, and largely considered one of the most
successful, pedestrian malls in the United States. It is four blocks long and first closed to car traffic in 1977 to provide an alternative experience to suburban shopping
centers. As shown in Figures 32 and 33, properties on
Pearl Street consistently have higher rents than the rest of Boulder.

Since its opening, it has had several planning “refreshes” to keep the area appealing to the needs of consumers
and businesses alike. Like State Street, the area is
populated with historic buildings and seeks to cater
primarily to locals while balancing having a large tourist economy. This area is maintained by the City Parks
Department, and it is also part of the Downtown
Business Improvement District which helps to recruit
and incentivize businesses. Property owners also pay
an additional tax assessment to help fund collective
area improvements.

As a pedestrian mall, Pearl Street must maintain the
area as an appealing and vibrant place to maintain
substantial enough foot traffic. Like the other case
studies, this has largely been accomplished through a
targeted mix of uses that supports activity throughout
the week and during both day and night. Pearl Street
is populated with a mix of locally owned stores and
restaurants, art, and public spaces that particularly
cater to the needs of children and families with distinct playscapes throughout the area. Special events include
an annual summer concert series, the Boulder Asian
Festival, and a team stampede prior to the University of Colorado Boulder’s home football games.

To maintain the local feel of Pearl Street, the area is primarily comprised of small businesses, with chain
stores comprising less than 30 percent of the area
businesses. Chain stores that are in the area tend to
complement the outdoor lifestyle branding of the area.

Furthermore, in 2017, the City passed an ordinance that requires discretionary review of all financial institutions seeking to locate in downtown retail areas in order to
prevent the displacement of small retail businesses on
Source: CoStar, 2023, Strategic Economics, 2023
FIGURE 32. RETAIL RENT, NNN, PER SQUARE FOOT
FIGURE 33. OFFICE RENT, NNN, PER SQUARE FOOT

MEASURING PEARL
STREET’S SUCCESS
HOW DOES IT COMPARE?
Pearl Street is the most desired location in Boulder. It consistently has higher retail and office rental rates
than other areas in the city. » In 2023 the retail rental rates are 27% higher than the city average.
»Pearl Street contributes an estimated $4M in annual
sales tax revenue.
»Pearl Street a destination for locals and tourists.

It attracts out-of-state tourists (39% of visitors),
Boulder residents (36%) and Colorado residents from
outside Boulder County (14%)
EXPANSION?
The Pearl Street Mall is closed to traffic for 4 blocks.

During the COVID-19 pandemic, the City closed an
additional two blocks on the west and east ends of
the street to accomodate increased outdoor activity
and dining space. Based on the success of the street
closures, the City initiatied a new downtown plan to
study concepts for making them permanent.

The City of Boulder is considering two concepts,
including extension of the Pearl Street Mall as a
pedestrian - only space, or extension of the Mall as
a shared street that can accomodate vehicles or be
pedestrain-only as needed throughout the week or
year
.
56 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 57 and around Pearl Street by this particular type of business.

Pearl Street also accommodates outdoor dining, and in
2022 the City implemented a five-year pilot program for more permanent outdoor dining solutions, including
parklets. All outdoor dining must follow specific design regulations, which have enough flexibility for individuality, and the City bulk purchased design compliant
infrastructure for interested businesses. Restaurants
participating in outdoor dining must pay annual fees which differ based on whether they are on or off of the pedestrian mall, whether they are locating their dining in the public right of way, and whether they are using their own design compliant infrastructure elements or participating in the bulk program. The fees are shown in Figure 34. Through
highly local solutions, strong branding, and balancing
historic preservation with the individuality of businesses, Pearl Street has been a successful pedestrian mall for
decades.

FIGURE 34. BOULDER, COLORADO

OUTDOOR DINING PILOT FEES
Option A -
Public Right of
Way
Pilot Program compliant
infrastructure purchased
individually by eligible
business
Annual Fee OnMall (revocable
permit+infrastructure):
$35/sf
Annual Fee Off-Mall
(revocable permit=
infrastructure): $35/sf
Option B -
Public Right of
Way
Pilot Program compliant
infrastructure purchased
in bulk by City and
permitted to Eligible
Businesses for 5 years
Annual Fee On-Mall
(revocable permit only):
$18.76/sf
Annual Fee Off-Mall
(revocable permit only):
$13.13/sf
Option C
- Private
Property
Pilot Program compliant
infrastructure purchased
individually by eligible
business
None
Source: City of Boulder, 2022.

CREATE STATE 2023 STRATEGIC PLAN 59
State Street is a resilient area
that has strong opportunities
for repositioning its regional
competitiveness and fostering
inclusive economic growth.

In particular, the outdoor experience, historic
architecture, and temperate climate contribute to the
ongoing appeal of State Street, and these factors create a strong position for growing experiential based activities.

Based on the State Street Study Area economic analysis, the literature review and the case studies, the following key findings emerge:
5 KEY FINDINGS
5 60 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 61

1. The State Street Study Area is facing challenges
that started several years before the Pandemic.

The loss of major retailers like Nordstrom and Macys
are indicative of larger trends in the retail industry.

2. Although total retail sales in the Study Area have
not fully regained their pre-Pandemic levels,
sales are growing rather than continuing to
decline. When considered on an average sales per
establishment basis, across all categories, sales had
increased in 2021 to higher levels than in 2019. This
suggests that some amount of natural selection
has occurred, and that weaker businesses have
closed while stronger businesses are continuing to
strengthen.

3.Lower rents for retail space will likely recover as
the sector rebounds over time. Trends show that
retail rents tend to fluctuate over time because
markets are cyclical. There is nothing to suggest that
the recent rental rate declines reveal a significant
structural shift in the market.

4. Retail vacancy rates are higher than they have
been in the recent past, but they are relatively
stable. Retail vacancy rates are considered healthy if
they are somewhere between 5 and 10 percent. The
State Street Study Area has experienced extremely
low vacancy rates for many years and although
rates have increased since the Pandemic, overall
rates are still below 10 percent when the Macys and
Nordstrom spaces are removed from the inventory.

5. Office vacancy rates are highest on State Street,
but these are decreasing. Office uses on State
Street and in the State Street Study Area provide
a vital source of support for restaurants and other
businesses in the area. As other downtowns around
the country have found, attracting and retaining
office users to a downtown helps to diversify the
customer base of support for the retail sector in
these areas, suggesting that Santa Barbara should
continue to focus on similar activities.

6. Multifamily housing in the State Street Study
area is performing very well. This suggests that
there is strong demand for additional housing in
the area. In addition, new housing can bolster the
area’s appeal to companies looking for locations
where their workers can walk or bike to work, as
well as being able to access a vibrant restaurant and
entertainment district.

7. Outstanding “place making” builds value. Many
other small to midsized communities have invested
in making their downtowns outstanding places by
investing in parks, street trees, high quality locations for outdoor dining, and ongoing event planning.

8.Targeting Locals will also draw out of town
visitors. Cities that have invested in strategies
to draw local residents to their downtown by
supporting unique local businesses, building
community spirit with buy local campaigns, and
programing events and activities for families and
people of all ages establish unique places that are
then sought out by tourists.

9. The fundamentals of good downtown
management are essential. Downtowns are most
successful when they are clean, safe, and welcoming
to all.
1 CREATE STATE 2023 STRATEGIC PLAN 63
6RECOMMENDATIONS
Despite all of its advantages,
Santa Barbara is not immune
to the challenges affecting
downtowns across the
country, many of which are
interconnected and have
evolved over the past few
decades.

The rapid growth of e-commerce, demographic
changes, and consumer preferences haves changed
shopping habits, leading to the sharp decline in many
of the retail “anchors” that traditionally animated
downtowns across North America. These trends began
well before the COVID-19 pandemic, but the pandemic
prompted a profound change in work habits that has
exacerbated these pre-existing trends. The increase in
working from home, or hybrid work has reduced the
daytime population that supported downtown retail
and restaurants. Combined with the retail changes,
foot traffic in downtowns has dropped, leading to
an increase in vacant storefronts and a sense of
diminishing vibrancy.
64 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS Successful downtowns have adapted to these changes
by diversifying their economic base, shifting away from a retail and office driven model to a mixed-use district focused on the downtown experience. The quality of the
experience in Downtown is what will continue to attract patrons-locals and tourists-to its shops and restaurants, motivate workers to return to the office, and create a
vibrant urban neighborhood.

The quality of the downtown experience is no longer
reflected in the presence of signature national retail
brands, but in the unique experiences that can only be
found on State Street. Downtown’s culture, history and
sense of place provide a strong foundation for success, but investment is needed to maximize its potential. With that in mind, the entire State Street Master Plan is an economic development strategy. The State Street Paseo
concept, principles and strategies described throughout this master plan – inclusivity, connections, and activation – are the foundations of an economically diverse and
resilient downtown. The following sections describe
additional, specific, recommendations to address the
current and ongoing challenges.

DIVERSIFY LAND USES
Downtown Santa Barbara is vulnerable to the changes
in retail and office markets, primarily due to its
concentration of these uses. As Figure 1-2 shows, over
88 percent of the building space in the Create State
study area is retail or office. This conclusion is further supported by Kosmont’s 2021 analysis of retail sales,
which indicated that “there may 400,000-500,000 sf
that is not supportable in the long term, unless more
customers come downtown.” Diversifying land uses and
activities in Downtown is essential to addressing the
overconcentration of retail and office uses, attracting more people to come downtown, and the long-term
resilience of Santa Barbara’s local economy.

Retail
59%
Office
28%
Residential (3%)
Hotel (5%)
Other (5%)
“Although the downtown area is the cultural and civic center of the community, it also has the largest concentration of retail space in the city. On-line shopping and changes in consumer behavior have significantly affected the retail sector, resulting in store closures, empty storefronts and high vacancy rates; the COVID-19 pandemic only exacerbated these trends.”
- 2021 Santa Barbara Economic Development Plan
66 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 67 Bring Education Downtown
Santa Barbara is home to UC Santa Barbara and Santa
Barbara City College, which together host over 40,000
students. These institutions are a major driver of the local economy but have very little presence in Downtown.

UC Santa Barbara’s recent purchase of the Soltara
apartments on E. Gutierrez Street, as well as the Reid’s Appliance store and former Staples properties, is the first time the University will have a permanent investment
and presence in Downtown Santa Barbara. Located on
W. Padre Avenue and Castillo Street, the Schott Campus
is the SBCC’s closest facility to downtown.

Both institutions present significant partnership
opportunities to diversify land uses, programming, and
users in Downtown. This could include student or staff
housing, events and lectures or innovative educational
partnerships. For example, both institutions offer hotel management and food service programs that train
students for careers in the hospitality industry, and could benefit from a presence on State Street. » The UCSB PaCE Hospitality Education Program offers courses and certificates will be offered for
entry-level, mid-level, and managerial levels in hotel
management, food service, event planning, and
tourism in general. The program is designed for
working professionals who want to continue their
education while maintaining their jobs. Classes are
offered online and on campus and will be taught by
local industry experts.
» The Santa Barbara City College School of Culinary
Arts and Hotel Management prepares students for
positions in the hospitality industry. The program
mirrors industry standards by providing training
in a realistic work environment. Students have the
option of selecting one of the following two areas
of specialization: (1) Hotel or (2) Culinary. An integral part of each specialization is an off-campus industrybased work experience related to the students’ area of specialization. Wherever possible, the City should
collaborate with SBCC to locate these programs in
spaces and businesses on State Street.

CASE STUDY: MSU

HOTEL LEARNING
CENTER

METROPOLITAN STATE UNIVERSITY,

DENVER, CO
A unique combination of a higher-education
classroom building, a teaching laboratory, a
commercial hotel, and a conference center, the
Hotel and Hospitality Learning Center is home to
the Hospitality, Tourism and Event Department
at Metropolitan State University (MSU) Denver,
and a 150-key Marriott SpringHill Suites hotel,
a 10,000 square foot convention center, and a
50,000 square foot attached hospitality learning
center.

The combination of academic instruction,
interactive laboratories, and real-world
experience within the hotel allows MSU Denver
to offer an experiential curriculum for its diverse
undergraduate student population, as well
as current professionals seeking continuing
education
. The academic program includes
state-of-the-art food and beverage teaching
laboratories, classrooms and faculty offices.
68 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 69 Encourage Creative Use Configurations.

Buildings throughout Downtown tend to have
narrow, deep ground floor spaces. These spaces are
inefficient and, in many cases, too large for successful retailing. While the typical 25’ width supports a vibrant streetscape, the majority existing spaces are 150-200 feet deep, ranging from 3,750-5,000 square feet. The current trends for boutique retail are towards smaller spaces,
ranging from 500-1,500 square feet. Some main street
businesses have solved this problem by adding related
functions, such as light manufacturing, assembly, or
online fulfillment.

Current City codes restrict these from being sublet
or employed for other uses, or require prohibitive
upgrades that significantly increase costs, and limit
potential investment. While maintaining active uses
fronting State Street, City policies and codes should
enable and encourage creative solutions that increase
the economic utility of a parcel or ground-floor retail space, such as multi-tenant use and multiple concurrent land uses, including housing, services and office, light manufacturing, and storage.

MADE IN PLACE
The "Made in Place: Small-Scale Manufacturing & Neighborhood Revitalization" report by Smart Growth America and Recast City explores how integrating small-scale manufacturing into downtowns and mixed-use neighborhoods can drive economic development and community revitalization. Funded by the U.S. Economic Development Administration, the report provides strategies for communities to support local producers and enhance urban vitality.

The report identifies three types of small scale manufacturers and the types of space they need, and strategies to encourage small scale manufacturing downtown.

ARTISAN INDUSTRY
A business using small tools, light machinery, and and tools.These businesses are most often consumer-facing and sell
through a variety of channels, including online, at craft fairs or pop-up markets, and/or in a small storefront.

SMALL PRODUCTION
These businesses might provide contract production services to other designers and producers alongside production of their own items. These businesses may or may not be interested in scaling from this size. These businesses produce goods for both consumers and other businesses, and may sell direct to consumers and/or wholesale.

SMALL PRODUCTION AND SCALING
A scalable business with ownership that wants to grow. These usinesses often workin textiles, hardware, or food/ beverage, with some or all production on site. Some of these businesses may have a dispersed production model and use multiple contract anufacturers for specialized items.
70 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 71

CATALYZE HOUSING

CONSTRUCTION DOWNTOWN
The critical missing ingredient in Downtown is housing.

Prioritizing additional housing construction is a proven method to revitalize Downtowns across America
because increased housing results in Downtown
population increases, which in turn expands the
customer base and demand for services. Downtowns
that operate as mixed-use neighborhoods also typically
feature a heightened and more stable level of vibrancy
because they are less subject to the ebbs and flows of
office worker schedules, retail hours, meal rushes, and entertainment timelines.

As of August 2023, there are 100 housing units within
the State Street study area, one percent of the City’s
multifamily units. The existing multifamily residential units in the study area have significantly higher
average rents per unit and per square foot, compared
to the average in Santa Barbara, indicating there is
demand and strong market potential for development.

Despite this, only fifty-five units were constructed
between 2010-2022.

While it is challenging to identify the specific number of housing units required to provide the vitality needed to balance other uses and activities Downtown,
Housing Element Suitable Sites:

Available
Pending Project
FIGURE 35: HOUSING OPPORTUNITIES
Public parking areas
Paseo Nuevo
28 72 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 73 metrics from the Urban Land Institute, EPA Smart
Growth Initiative and US Green Building Council suggest between 2-3 jobs per housing unit. The 2021 Kosmont
study identified 6,480 jobs in the State Street study area, suggesting 3,240 - 2,160 residences are needed.

The City’s 2023 Housing Element identifies 1,349 pending and potential residential units in the Downtown area,
based on analysis of available sites. In addition, the City is negotiating with the leaseholder to add new
residential units in Paseo Nuevo. Additional projects are being planned and considered in the study area, but the disparity between the market potential and completed
projects suggests there are barriers to development that need to be addressed.

Developing the amount of housing needed is a longterm goal that will require significant public and private sector investment. The following actions are
recommended to catalyze this process:

Redevelop Underutilized Parcels
Work with property owners and establish partnerships
and incentives to convert public and privately owned
parking lots to multi-unit housing. The publicly owned
Downtown Parking system includes multiple surface
lots that could be developed without losing the overall parking supply.

Existing parking could be retained in a parking
structure as part of development. A redevelopment
study is needed to identify the best redevelopment
opportunities based on access, size and shape of parcels, and other factors. Given that the Downtown Parking
system is publicly owned land, the City could facilitate development by providing the land at no cost to a
partner developer, subject to meeting City goals and
criteria.

Redevelop Paseo Nuevo.

Partner with the Paseo Nuevo leaseholders to redevelop
the property with new housing units. The Paseo Nuevo
property is a significant asset and is under performing as a retail mall. This creates a significant opportunity to increase housing in Downtown, and diversity land uses
in the heart of the State Street Paseo.

Reduce Barriers to Development:

Provide Water Quality Treatment
Water quality treatment requirements are necessary to
ensure the ecological health of streams and waterways
in Santa Barbara, as well as reduce pollution in the
channel. However, due to the constrained nature of the
properties, the costs to satisfy the treatment
requirements are a barrier to housing development, in
particular affordable housing. Water quality treatment
can be done more efficiently and cost effectively on a
larger scale, rather than parcel by parcel. It is possible to create water quality
management infrastructure as part of the State Street
Paseo redevelopment that collects and treats runoff
from adjacent parcels, thereby removing a significant
barrier to development. The added costs to construct
and maintain the system could be offset by a
stormwater fee applicable to adjacent parcels that do
not treat their stormwater on site. To incentivize
affordable housing, the stormwater fee could be waived.

Leverage Public Amenities to Build More
Housing
The State Street Paseo will create high quality open
space for residents and visitors to Downtown. For
housing projects within the Create State Master Plan
area, eliminate all residential open space development
standards, regardless of the housing unit type.

Reduce Policy Barriers to Housing
Development
Conduct regular economic studies that evaluate
housing production rates, changes in market conditions, and how the City’s permitting process influences project feasibility for housing developers. Update the City’s rules, regulations, and processes as needed to ensure that
new multi-unit housing and mixed-use projects are
economically viable with methods such as:
» Prioritizing housing use. Establish multi-unit housing and mixed-use development as a preferred land use
Downtown.
» Shortening permitting timelines. Establish an
Open Businesses
Parklets
Paseo Nuevo
Evenings (6pm-10pm)
Redeveloping Paseo Nuevo adds new housing to Downtown generally, and new residents and activity where it is needed most
74 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 75 expedited permitting process for multi-unit housing
and mixed-use development that reduces permit
review timelines by reducing review criteria,
increasing staff capacity, and prioritizing project
review.
»Providing financial incentives. Create financial
mechanisms that incentivize new multi-unit housing
and mixed-use construction such as reducing or
deferring property taxes, reducing or eliminating
permit fees, and providing low interest loans.
»Establishing by-right development. Establish by-right
development and zoning standards that provide
certainty and predictability for housing and mixeduse projects. »Establishing objective review standards. Establish
an optional entitlement process for multi-unit
housing and mixed-use projects that includes solely
objective review standards and allows that buildings
be constructed, without a community benefit
determination, to the maximum height limit allowed
by the City Charter.
» Increasing or eliminating density limits. Increase
allowable density or eliminate maximum density
limitations for multi-unit housing and mixed-use to
allow a variety of unit sizes and affordability levels.

Facilitate Adaptive Reuse of Existing
Structures.

Provide incentives, promote flexibility, and encourage
creativity for adaptive reuse projects that convert
existing structures Downtown to multi-unit housing to
reduce construction waste and extend the life of existing buildings. Develop a conversion template with expedited and simplified permit review that allows unlimited
density for housing projects that convert existing interior floor area.

Encourage a Diversity of Housing Options
and Affordability Levels
Encourage a range of housing options and types to
suit a diversity of user-groups and affordability levels.

Prioritize housing for Downtown workers. Encourage
creative configurations and development structures like employee-sponsored housing, housing consortiums, coop ownership structures, co-living configurations, microunits, and live-work development.

Enhance Funding for Affordable Housing
Enhance permanent revenue streams to fund Affordable
housing through new tax measures, expansion of the
Local Housing Trust Fund, bond measures, or other
financial tools. A Downtown sales or lodging tax could
help provide funding for affordable housing within the
Downtown area.

Ensure Housing is Used as Housing for Locals
To the extent legally feasible, ensure that housing is
used as housing for our local South-Coast community by
establishing local-preference housing policies, enforcing rules on short-term rentals, and increasing taxes for units that are not used as primary residences.

GROW EXISTING BUSINESS &

CULTIVATE NEW INVESTMENT
Local businesses are the backbone of Santa Barbara’s
local economy because they create jobs that maintain a
high quality of life for our community, provide essential goods and services, and contribute significant local tax revenues. Retaining and growing existing businesses is
a common economic development strategy because
long-term business operations provide economic
stability, and it is typically cheaper and easier to grow existing business that have roots in our community than recruit new businesses. However, new business must still be cultivated to grow our local economy and revitalize
Downtown, which in turn will create new jobs, spur
innovation and creativity, and expand economic diversity.

Create an Economic Development
Department
It is not an accident that the majority of successful,
vibrant downtowns are supported by local Economic
Development offices and business improvement
districts. Promotion, support and management of
Downtown is essential for its success. This typically
requires a partnership between the private sector,
City government and a dedicated Place Management
Organization. Each of these entities have distinct
and vital roles for the development, promotion and
management of downtown.

Multiple studies have identified the need for a City
economic development team that is responsible for
supporting a sustainable, equitable, and inclusive Santa Barbara economy. This team could create and manage
economic growth programs, provide technical support
for businesses, assist in navigating the City’s procedures and regulations, and coordinate with tourism, visitor,
business, and event groups. This team would manage
business incentive and financial assistance programs,
cultivate strategic partnerships for redevelopment, and identify opportunities for enhancing retail in Downtown Santa Barbara.

Invest in Downtown Businesses.

The economic health of Downtown is critical to the
overall fiscal health of Santa Barbara, and it is appropriate for the City to invest in financial incentives that support business retention, growth and new investment.

Incentive programs could include reducing or deferring
property taxes, reducing permit fees, providing low
interest loans, and creating grants. Financial incentives could include:

Enhancement Grant/Loans
these grants are intended to enhance the leasability
of available ground floor spaces by facilitating physical improvements to meet building code requirements or
provide other needed upgrades that make the spaces
more attractive and viable for prospective tenants. These could be awarded to potential tenants or landlords, and could be grants or zero-interest loans, in order to offset the upfront improvement costs required to lease a space. 76 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 77 Business Incentive Fund
these programs are intended to attract new retail
tenants to Downtown, and could include grants, loans
or tax deferrals as needed. Preference could be given to prospective local businesses that meet City ownership
and need criteria.

Small business loan-guarantee program
Often, small local businesses cannot lease Downtown
space due to credit history and loan requirements.

The City can address this by creating a loan guarantee
program to help locally-owned retail business owners
meet landlords or lending requirements.

Utilize City-Owned Spaces
Add leasing criteria for City-owned retail spaces that
gives priority and discounts to local retailers that are unable to meet typical landlord requirements or market
rents.

Employ a Retail Advocate.

A retail advocate is a matchmaker between potential
tenants and retail brokers to facilitate filling available spaces. The retail advocate finds local or unique
businesses and matches them to available spaces in
Downtown. They are not brokers, and do not work on
commission. They are employed by the City or Place
Management Organization, with the goal of curating
retail on the Grand Paseo to reflect the vision each of its districts and create a unique shopping experience.

Develop a Entrepreneurship Program
Santa Barbara and broader South Coast region are
undoubtedly home to numerous entrepreneurs that
have great ideas, products and skills, but do not have
the business development knowledge or financial
resources to grow their business, or have a presence
Downtown. The Grand Paseo can be an incubator for
these entrepreneurs, and showcase the culture of
Santa Barbara through an Entrepreneurship Pathway
that finds entrepreneurs and matches them with
opportunities that align with their state of development.

The pathway could provide business development
steps, resources and spaces that are not offered by the commercial development market, such as: » Low-risk micro-retail spaces, such as free vendor space at existing market events
» Incubator mobile or kiosk vending locations along
the Grand Paseo. Incubator locations could be free
for a limited time period, upon which businesses
would ‘graduate’ to a low-cost kiosk, and eventually a
market rate location.
» Sublease within a retail cooperative or collective
within a larger permanent storefront location.
» Incubator storefronts offering leasing incentives
enabling more experienced entrepreneurs to test out
a downtown storefront location and build visibility.

TECHTOWN DETROIT
Originally founded to support tech-based spinoffs from Wayne State University, TechTown realized that their incubation and acceleration strategies for tech companies could help strengthen neighborhood small businesses and commercial corridors as well. Today, TechTown offers a full suite of entrepreneurial services for tech startups and neighborhood small businesses throughout Wayne County. The program helps small retail businesses develop, launch and grow through the following programs:

RETAIL BOOT CAMP (RBC)
An intensive, 12-week course with post-graduate coaching for entrepreneurs preparing to open a brick-and-mortar business in Detroit, Hamtramck and Highland Park. RBC helps strengthen local businesses looking to grow to a permanent location.

THE SHOP
A range of incubator retail spaces enable local entrepreneurs to build skills and connect to new customers. Vendors receive support from TechTown strategists in technology, inventory management, merchandising, sales and operations. The retail spaces are located in the historic Fisher theater building, where they take advantage of the exposure created by the theater as well as office spaces above. 313 STRONG
Customized, one-on-one coaching for small businesses in Detroit.

TechTown strategists work with business owners for up to six months to build skills in finance, marketing and management and reach growth goals to increase revenue, create jobs and access capital.

The SHOP, TechTown Detroit
The SHOP, TechTown Detroit
78 CREATE STATE TECHNICAL REPORT: ECONOMICS CREATE STATE TECHNICAL REPORT: ECONOMICS 79

CULTIVATE A BUSINESS-FRIENDLY

CITY GOVERNMENT
Administrative processes can create barriers for new
and existing businesses, especially small locally-owned businesses. Permitting requirements and costs are a
barrier on their own for many businesses. Additional
extended or unpredictable review processes, or onerous
administrative or technical requirements increase the
time required to open a business, increasing costs and
the risk of investment. While larger, corporate tenants are able to absorb these costs, they are a significant
deterrent for smaller, less capitalized businesses.

Streamline the permitting process, encourage a flexible and creatively focused government culture, and enhance
customer-service around business development and
retention. Review objective and discretionary permitting processes to identify opportunities to reduce process and permitting timelines for new or expanding businesses in Santa Barbara.

Expand Organizational Partnerships.

Expand partnerships with the Downtown Santa Barbara
Organization, Greater Santa Barbara Hispanic Chamber
of Commerce, Santa Barbara South Coast Chamber
of Commerce, Visit Santa Barbara, and other relevant
organizations to expand business services, support, and resources.

Leverage Big Data
Leverage big data to monitor overall and sector-specific economic vitality Downtown, including the locations of
highest and lowest activity levels, the economic benefit of large-scale community events, and the demographics
and spending patterns of people who spend time
Downtown.

Expand Marketing
Allocate additional resources to market State Street as a fantastic place to grow a business, invest in property, and hold a special event. Conduct direct and expansive
outreach to curated businesses.

Activate Vacant Storefronts
Activate empty and underutilized storefronts along
State with regulatory and financial incentive programs
and the establishment of maintenance standards that
all businesses in the project area are required to adhere to. For vacant storefronts that have maintained their
vacancy for over 5 years, consider imposing a vacancy
tax.

CREATE STATE TECHNICAL REPORT: ECONOMICS
Appendix G
Economic Indicators/Sales Tax Trends
Sales tax data is available for the State Street Master Planning area from the second quarter of 2019 through the 4th quarter of 2024. Sales tax has fluctuated since Covid, and overall the city as well as the Central Business District downtown, including the State Street Master Planning area, have seen a slight decline. However, the “Santa Barbara Geo Areas” graph below shows trends that existed between 2014 – 2019 before a steep drop in 2020 due to Covid. The Central Business District saw a 12.5% decrease in sales tax between 2014 – 2019. 2024 sales tax data indicates that sales tax has returned to above 2019 levels but is growing at a slower rate than anticipated and has not exceeded $1,600,000 in sales tax which occurred in 2014-2016. The Central Business District is growing at a slower rate than other districts throughout the City, and Figure 1 highlights the fluctuation and trends since 2020 Covid throughout the City’s commercial centers.

Figure 1: Sales Tax Fluctuation by Geographic Area
Several factors may be influencing the slower sales tax growth within the State Street Master Plan area. These include existing storefront vacancies, the absence of a major anchor business downtown, and the current mix of businesses along the corridor. In particular, the 600–1000 blocks of State Street lack a clearly defined or cohesive retail identity from block to block, which can affect overall commercial activity. While some stakeholders attribute economic challenges directly to the street closure, the available data does not support a definitive conclusion either way.

Since the pandemic, the number of available storefronts has remained relatively consistent, fluctuating between 33-40. As of Quarter 4 of 2025 for State Street between Haley and Victoria Streets (500-1200 blocks), of the 249 ground floor spaces within the closure, there are approximately 23 vacant storefronts, 31 storefronts available for lease, and 7 storefronts that are available but occupied with temporary tenants/pop-ups. The perceived vacancy rate is 9.24%. When accounting for the 400 block and 1300 blocks of State Street as well, vacant storefronts increase to 31 and the perceived vacancy rate is

12.45%. As of Q4 2025, the 400 block of State Street had the largest vacancies with 8 vacancies on the block, which is double the vacancies as compared to other blocks.

Sales tax has shifted from since 2019, with sales tax between the 500 – 1200 blocks on State Street in Quarter 1 at approximately $442,871 and in Quarter 4 at $561,603. Since COVID, the strongest sales tax year was in 2022, with Quarter 4 seeing $602,740 in sales tax for the same area. Sales tax has since normalized and is increasing at a slower rate than the increase seen in 2022, with State Street in 2025 in Quarter 1 at approximately $499,312 and in Quarter 4 at $538,706. Sales tax by quarter is shown in Figure 2.

Figure 2: Bradley Burns Sales Tax Earned from 500-1200 Blocks of State Street $0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
2019Q2 2019Q3 2019Q4 2020Q1 2020Q2 2020Q3 2020Q4 2021Q1 2021Q2 2021Q3 2021Q4 2022Q1 2022Q2 2022Q3 2022Q4 2023Q1 2023Q2 2023Q3 2023Q4 2024Q1 2024Q2 2024Q3 2024Q4 2025Q1 2025Q2 2025Q3 2025Q4 Bradley Burns Sales Tax Earned
Total between 500-1200 block of
State Street
Quarter - Q2 2019 - Q4 2025
State Street - Total Bradley Burns Sales Tax
Figure 3: Bradley Burns Sales Tax Earned from 500-1200 Blocks of State Street as Percent While economic data shows a slower growth pattern than other districts in the City, the focus has instead been on the community benefit to having a closure and the creation of civic space that differentiates Santa Barbara from other mid-size coastal communities.

Additionally, anecdotal information collected at business owner meetings and through public engagement efforts showed overwhelming support by business owners and community members for the closure, citing general interest and enthusiasm in maintaining the pedestrian-oriented space. This is despite the Downtown Santa Barbara Improvement Association, including downtown property owners, requesting that the street be modified to always allow vehicle traffic, citing reduced rents and challenges with leasing due to the street’s uncertainty.

Figure 4 indicates the performance of State Street blocks in Q2-Q4 2019 as well as Q2-Q4 2024 with the 500 and 700 blocks seeing the greatest amount of growth. 500
13%
600
9%
700
14%
800
11%
900
26%
1000
4%
1100
13%
1200
10%
State Street - Bradley Burns Sales Tax by Block 2025 Q4 500 600 700 800 900 1000 1100 1200
Figure 4: Quarterly Sales Tax by Block of State Street
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Amount of Sales Tax Earned in Dollars
2019Q2 2019Q3 2019Q4 2020Q1 2020Q2 2020Q3 2020Q4 2021Q1 2021Q2 2021Q3 2021Q4 2022Q1 2022Q2 2022Q3 2022Q4 2023Q1 2023Q2 2023Q3 2023Q4 2024Q1 2024Q2 2024Q3 2024Q4 2025Q1 2025Q2 2025Q3 2025Q4 Quarter of Sales - from Q2 2019 to Q4 2025
State Street - Bradley Burns Sales Tax by Block
500 600 700 800 900 1000 1100 1200

STATE STREET OVERVIEW

APPENDIX H

STATE STREET FIGURE-GROUD

BLOCKS OF INTEREST
ZONES

EXPERIENTIAL TRANSIT PATH

DESIGN OVERVIEW
400 BLOCK
• Primary “Gateway” from/to Funk Zone &
waterfront
• Important public safety access
• Continued bike & car lanes from 300 Block
• Expanded sidewalks for dining/performers
400 BLOCK - LANDSCAPE
400 BLOCK - PERSPECTIVE
500-600 BLOCK
• Flat, flexible, and curbless
• 20 ft car-free, experiential-transit,
pedestrian & bikes
• 60 ft dedicated to pedestrian, dining, and
performers
500-600 BLOCK - LANDSCAPE
500 BLOCK - PERSPECTIVE
600 BLOCK - PERSPECTIVE
500-600 BLOCK - ALTERNATE
700-900 BLOCK - PASEO PLAN
700-900 BLOCK
• Pedestrian-prioritized flat, flexible, and
curbless for all 80 ft
• Loading and delivery at early hours
• ‘Walk-your-wheels’ options for certain times
of week/year
700-900 BLOCK - LANDSCAPE
700 BLOCK - PERSPECTIVE
800 BLOCK - PERSPECTIVE
900 BLOCK - PERSPECTIVE
1000-1200 BLOCK
• Increased pedestrian sidewalk for
exhibit space and dining
• One way car lane allows theater dropoffs and two-way bike lanes 1000-1200 BLOCK - LANDSCAPE
1000 BLOCK - PERSPECTIVE
1100 BLOCK - PERSPECTIVE
1200 BLOCK - PERSPECTIVE
1000-1200 BLOCK - ALTERNATE
1300 BLOCK
• Two way car lanes and two-way bike
lanes allows access and helps with
public safety
• Gateway between Upper State and
downtown core
1300 BLOCK - LANDSCAPE
1300 BLOCK - PERSPECTIVE

DESIGN OVERVIEW
Appendix I – Page 1
Appendix I
Transitional Project Opportunities for Downtown during State Street Conceptual Design Refinement and Construction
This section outlines near-term projects, pilot programs, and focused studies that support early implementation of the State Street Master Plan through temporary, testable interventions. These efforts are designed to build toward the long-term vision by allowing the City and community to evaluate what works, refine design approaches, and establish operational patterns before permanent construction.

Santa Barbara City CouncilApril 28, 2026

Santa Barbara City Council
April 28, 2026