Hourly Assignments to Regular Classes
01 Management
B/U 17 B/U 18 Title Hourly Rate
7332 N/A Assistant City Attorney IV $102.0744 - $124.0724 7334 N/A Assistant City Attorney III $92.7949 - $112.7930 7456 N/A Assistant City Attorney V $114.1701 - $138.7750 7335 N/A Deputy City Attorney $59.8289 - $72.7225
03 Management
B/U 17 B/U 18 Title Hourly Rate
7446 N/A Airport Operations Manager $72.6391 - $88.2933 7449 N/A Airport Properties Manager $72.6391 - $88.2933 7336 N/A Creeks Restoration/Clean Water Manager $82.9592 - $100.8375 7337 N/A Library Services Manager $64.4444 - $78.3328
7340 N/A Parks and Recreation Business Manager $68.4192 - $83.1639 7447 N/A Principal Project Manager $96.9198 - $117.8070 04 Supervisors
B/U 17 B/U 18 Title Hourly Rate
7454 N/A Accounting Supervisor $56.4434 - $68.6075
7448 N/A Airport Patrol Supervisor $66.1356 - $80.3880
7342 N/A Custodial Supervisor $35.6193 - $43.2955
7343 N/A Facilities Maintenance Supervisor $46.8447 - $56.9402 7344 N/A Parking/TMP Superintendent $58.9464 - $71.6498 7345 N/A Parks Supervisor $41.5638 - $50.5210
7346 N/A Senior Librarian $49.6602 - $60.3621
7347 N/A Water Treatment Superintendent $81.0359 - $98.4999 14 General
B/U 17 B/U 18 Title Hourly Rate
7013 8008 Accountant II $43.3989
7074 8062 Accounting Assistant $33.9891
7103 8090 Accounting Coordinator $39.2783
7003 8001 Accounting Technician $35.7272
7000 N/A Administrative Analyst I $48.6740
7001 N/A Administrative Analyst II $55.6900
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7002 8000 Administrative Assistant $39.8705
7065 8053 Administrative Specialist $31.0493
7004 8002 Assistant Parking Coordinator $31.0705
7007 8004 Assistant Planner $45.6179
7010 N/A Assistant Transportation Planner $45.6179
7008 8005 Associate Planner $49.4076
7009 8301 Associate Transportation Planner $49.4076
7062 8050 Automotive/Equipment Tech $37.3674
7012 8007 Automotive Service Writer $43.3989
7015 8010 Building Inspector $46.1174
7387 8307 Building Permit Tech $37.7763
7016 8011 Buyer II $41.6671
7017 8012 Carpenter $38.3683
7040 8032 City TV Production Specialist $46.3353
7018 8013 Code Enforcement Officer $40.8773
7079 8067 Commission Secretary $33.0678
7020 N/A Communications Specialist $37.9308
7019 8014 Community Development Programs Specialist $44.7170 7026 8020 Computer Training Coordinator $50.3531
7027 8021 Creeks Outreach Coordinator $43.1829
7025 8019 Custodian $26.6194
7389 8308 Deputy City Clerk $43.1058
7028 8022 Electrician $40.7351
7029 8023 Electronics/Communications Technician I $38.9015 7031 8025 Engineering Technician I $34.9519
7032 8026 Engineering Technician II $38.4259
7386 N/A Environmental Services Specialist II $53.7794
7030 8024 Equipment Operator $31.7324
7036 8029 Fire Public Education Coordinator $43.1829
7414 8323 Fleet Services Technician I $37.3674
7415 8324 Fleet Services Technician II $41.2871
7037 8030 Geographic Information Systems Technician $43.6156 7457 8359 Geographic Information Systems Analyst $51.3096 7021 8015 Graphic Designer $46.5373
7043 8035 Grounds Maintenance Crew Leader $35.2839
7044 8036 Grounds Maintenance Worker I $27.9107
7045 8037 Grounds Maintenance Worker II $31.3035
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7046 8038 Heavy Equipment Tech $41.2871
7047 8039 Housing Programs Specialist $49.4076
7411 8322 Housing Project Planner $52.9806
7048 N/A Human Resources Analyst II $55.6900
7416 8325 Human Resources Technician $41.0818
7023 8017 Information Technology Technician I $34.5016
7024 8018 Information Technology Technician II $37.5544 7049 N/A Law Clerk $38.2137
7465 8368 Lead Equipment Technician $45.6179
7050 N/A Legal Administrative Assistant I $32.7393
7051 N/A Legal Administrative Assistant II $39.5712
7052 8040 Librarian I $37.7879
7053 8041 Librarian II $41.5440
7054 8042 Library Assistant I $28.3217
7055 8043 Library Assistant II $29.4746
7057 8045 Library Systems Technician I $34.5016
7056 8044 Library Technician $31.4487
7005 N/A Litigation Paralegal $40.3688
7058 8046 Mail Services Specialist $24.0922
7061 8049 Maintenance Crew Leader $36.9978
7059 8047 Maintenance Worker I $26.6194
7060 8048 Maintenance Worker II $31.3820
7417 8326 Marketing Coordinator $46.5373
7022 8016 Network Analyst $51.3096
7063 8051 Office Specialist I $24.7004
7064 8052 Office Specialist II $27.1560
7067 8055 Outreach Coordinator $43.1829
7066 8054 Painter $37.1147
7068 8056 Parking Coordinator $39.6723
7072 8060 Planning Technician I $37.9308
7071 8059 Planning Technician II $41.0818
7073 8061 Plumber $39.3372
7070 8058 Project Engineer I $54.2994
7075 8063 Project Engineer II $59.6967
7077 8065 Project Planner $52.9806
7078 8066 Public Works Inspector I $40.1688
7397 8310 Real Property Agent $49.1618
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7080 8068 Records Technician $31.3820
7382 8306 Recreation Coordinator $37.0597
7082 8070 Recreation Program Leader $26.2237
7083 8071 Recreation Specialist $30.6612
7081 8069 Recycling Educator $37.5544
7084 8072 Rental Housing Mediation Specialist $40.6740
7085 N/A Risk Analyst II $55.6900
7091 8078 Senior Commission Secretary $36.5366
7086 8073 Senior Custodian $28.1205
7035 8028 Senior Electronics/Communications Technician $45.8616 7033 8027 Senior Engineering Technician $43.7467
7087 8074 Senior Grounds Maintenance Worker $32.5777
7088 8075 Senior Library Technician $34.4028
7089 8076 Senior Maintenance Worker $35.1980
7076 8064 Senior Network/Applications Analyst $55.3832
7455 8358 Senior Plan Check Engineer $61.6180
7380 8303 Senior Plans Examiner $55.7683
7090 8077 Senior Real Property Agent $56.5295
7092 8079 Stock Clerk $27.7030
7096 8083 Traffic Technician I $34.5016
7097 8084 Traffic Technician II $37.9308
7098 8085 Tree Trimmer I $28.5447
7099 8086 Tree Trimmer II $32.0141
7101 8088 Vehicle Services Assistant $28.2613
7104 8091 Water Resources Specialist $47.9513
7379 8304 Water Resources Technician $37.5544
7102 8089 Welder/Fabricator $37.7986
19 Treatment & Patrol
B/U 17 B/U 18 Title Hourly Rate
7006 8003 Airport Operations Specialist $38.2060
7462 8366 Airport Police Officer $54.6282
7463 8367 Airport Police Officer II $59.8010
7352 8287 Harbor Patrol Officer $51.7856
7011 8006 Airport Security Aide $24.3239
7354 8289 Lab Analyst I $44.5909
7069 8057 Park Ranger $41.6428
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
7356 8291 Treatment Plant Technician $47.0292
7349 8284 Wastewater Treatment Plant OIT $37.9494
7350 8285 Wastewater Treatment Plant Operator III $52.9780 7351 8286 Water Distribution Operator Technician II $50.9655 7458 8360 Water Meter Technician II $46.3340
7355 8290 Water Treatment Plant OIT $37.9506
7353 8288 Water Treatment Plant Operator II $47.7411
7450 8354 Water Treatment Plant Operator III $52.9754
21 Police Chief
B/U 17 B/U 18 Title Hourly Rate
7390 N/A Police Chief $127.2939 - $154.7269
23 Police Management
B/U 17 B/U 18 Title Hourly Rate
7357 N/A Police Lieutenant $93.5908 - $113.7603
7466 N/A Assistant Police Chief $123.7798 - $150.4551
24 Police Sworn
B/U 17 B/U 18 Title Hourly Rate
7359 N/A Police Officer $58.1551
7361 N/A Police Officer- Entry $51.3204
29 Police Non-Sworn
B/U 17 B/U 18 Title Hourly Rate
7464 N/A Administrative Polygraph Examiner $106.4333
7227 N/A Background Investigator $54.2151
7388 N/A EMD Dispatcher $48.2933
7395 N/A Identification Technician $45.4901
7360 N/A Parking Enforcement Officer $31.7311
7358 N/A Public Safety Dispatcher II $37.8389
7362 N/A Police Property/Evidence Assistant $32.0838
7391 N/A Police Property/Evidence Technician $37.8242
7363 N/A Police Records Specialist $31.5115
7364 N/A Police Technician $30.2201
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
39 Fire Non-Sworn
B/U 17 B/U 18 Title Hourly Rate
7432 N/A Fire Inspector II $54.8227
Hourly Rate Schedule (Limited Term)
B/U 17 B/U 18 Title Hourly Rate
7461 8363 Administrative Investigator $68.24
7220 N/A Airport Marketing Assistant $18.51
7219 8205 Airport Operations Intern $17.47
7394 8309 Airport Services Coordinator $36.51
7221 8206 Airport Traffic Aide $17.47
7218 8204 Alternative Transportation Planner $45.06
7396 N/A ARCON Instructor $53.37
7225 N/A Assistant PAL Coordinator I $17.47
7222 N/A Assistant PAL Coordinator II $20.51
7224 8207 Assistant Park Planner $26.39
7223 N/A Assistant to Council I $17.47
7270 N/A Assistant to Council II $17.92
7271 N/A Assistant to Council III $20.51
7226 8208 Automotive Parts Aide $21.58
7145 8132 Beach Lifeguard I $24.59
7146 8133 Beach Lifeguard II $25.82
7147 8134 Beach Lifeguard III $27.11
7228 8209 Cannoneer $25.19
7229 N/A CAO Special Projects Manager $64.28
7240 N/A CAO Intern $17.47
7243 N/A City Council Intern $17.47
7425 8334 City Programs Intern I $17.91
7426 8335 City Programs Intern II $20.29
7427 8336 City Programs Intern III $22.67
7428 8337 City Programs Intern IV $23.87
7429 8338 City Programs Intern V $26.25
7430 8339 City Programs Intern VI $27.45
7431 8340 City Programs Intern VII $29.85
7253 8222 City TV Production Aid Lead $20.07
7251 8220 City TV Production Aide I $17.47
7252 8221 City TV Production Aide II $19.21
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7250 8219 City TV Production Intern $17.47
7135 8122 Clerical Assistant $17.47
7234 8211 Commercial Driver Trainer $30.61
7217 N/A Community Services Liaison $19.69
7384 N/A Community Services Officer $26.21
7235 8212 Creeks Resources Technician $30.01
7236 8213 Database Specialist $23.51
7237 N/A Development Manager $38.31
7238 N/A Dispatch Training Coordinator $51.01
7239 8214 Diver $25.19
7399 8311 Downtown Ambassador I $20.75
7400 8312 Downtown Ambassador II $23.62
7451 8355 Downtown Ambassador III $27.13
7413 N/A Elections Advisor $121.06
7412 N/A Elections Assistant $28.83
7392 N/A EMD Auditor $58.56
7275 N/A EMS Nurse Educator $93.15
7245 8215 Extension Aide $20.37
7246 N/A Facilities Project Manager $41.81
7436 8344 Facility Monitor I - Weekday $23.36
7437 8345 Facility Monitor II - Weekday $24.53
7438 8346 Facility Monitor III - Weekday $25.75
7381 N/A Financial Systems Analyst $58.81
7247 8216 Fire Public Education Assistant $18.31
7231 N/A Fire Service Mutual Aide Specialist I $42.97
7232 N/A Fire Service Mutual Aide Specialist II $59.27
7230 N/A Fire Special Projects Manager $55.71
7248 8217 GIS Mapping Technician $21.58
7249 8218 Golf Course Maintenance Worker $17.47
7254 8223 Grounds Maintenance Assistant I $22.21
7255 8224 Grounds Maintenance Assistant II $24.04
7306 8260 Harbor Patrol Crew I $17.47
7307 8261 Harbor Patrol Crew II $18.17
7308 8262 Harbor Patrol Crew III $19.08
7309 8263 Harbor Patrol Crew IV $19.98
7310 8264 Harbor Patrol Crew V $20.89
7311 8265 Harbor Patrol Crew VI $21.79
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7312 8266 Harbor Patrol Crew VII $22.70
7313 8267 Harbor Patrol Crew VIII $23.59
7314 8268 Harbor Patrol Crew IX $24.49
7315 8269 Harbor Patrol Crew X $25.41
7316 8270 Harbor Patrol Crew XI $26.29
7187 8174 Head Beach Lifeguard I $31.08
7188 8175 Head Beach Lifeguard II $32.64
7189 8176 Head Beach Lifeguard III $34.27
7296 N/A Human Resources Specialist $30.15
7433 8341 Inclusion Specialist I $24.99
7434 8342 Inclusion Specialist II $26.24
7435 8343 Inclusion Specialist III $27.55
7383 8305 Information Systems Intern $17.47
7256 N/A Internal Affairs Investigator $47.16
7105 8092 Job Apprentice I $17.47
7151 8138 Junior Lifeguard Instructor I $24.59
7152 8139 Junior Lifeguard Instructor II $25.82
7153 8140 Junior Lifeguard Instructor III $27.11
7192 8179 Junior Lifeguard Program Director I $31.08
7193 8180 Junior Lifeguard Program Director II $32.64
7194 8181 Junior Lifeguard Program Director III $34.27
7257 8225 Library Building Monitor $23.98
7280 8243 Library Volunteer Coordinator $21.58
7262 8230 Lot Operator $17.99
7265 8234 Management Intern $17.47
7274 8239 Management Intern IV $19.21
7268 8236 Marketing Assistant I $17.47
7269 8237 Marketing Assistant II $23.71
7272 N/A Mayor's Aide $28.12
7330 8302 Meter Reader $26.04
7279 8242 Page $17.47
7281 N/A Parking Citation Admin Review Officer $49.28
7402 8313 Parking Coordinator Aide I $19.69
7403 8314 Parking Coordinator Aide II $21.93
7404 8315 Parking Coordinator Aide III $24.19
7418 8327 Parking Lead I $18.57
7419 8328 Parking Lead II $19.12
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7423 8332 Parking Monitor I $17.99
7424 8333 Parking Monitor II $18.57
7288 N/A Parks Project Manager $55.19
7442 8350 Park Ranger Assistant III $21.53
7282 8244 Planning Intern I $17.96
7283 8245 Planning Intern II $20.96
7284 N/A Police Cadet I $20.24
7285 N/A Police Cadet II $21.93
7401 N/A Police Project Manager $53.37
7124 8111 Pool Lifeguard $24.59
7125 8112 Pool Lifeguard II $25.82
7126 8113 Pool Lifeguard III $27.11
7289 8364 Project Manager I $49.95
7290 8365 Project Manager II $63.93
7291 8248 Public Information Assistant $17.47
7119 8106 Recreation Assistant I $17.47
7120 8107 Recreation Assistant II $17.56
7121 8108 Recreation Assistant III $18.43
7162 8149 Recreation Leader I $23.36
7163 8150 Recreation Leader II $24.53
7164 8151 Recreation Leader III $25.75
7172 8159 Recreation Program Director I $28.26
7173 8160 Recreation Program Director II $29.67
7174 8161 Recreation Program Director III $31.15
7376 8298 Recreation Therapist/Nurse I $31.72
7377 8299 Recreation Therapist/Nurse II $56.51
7292 8249 Rental Mediation Aide I $17.47
7293 8250 Rental Mediation Aide II $24.37
7294 8251 Rental Mediation Aide III $28.23
7393 N/A Restorative Court Liaison $26.48
7295 N/A Restorative Outreach Specialist $24.34
7297 8252 School Crossing Guard I $21.84
7298 8253 School Crossing Guard II $22.94
7167 8154 Senior Pool Lifeguard I $27.53
7168 8155 Senior Pool Lifeguard II $28.90
7169 8156 Senior Pool Lifeguard III $30.35
7398 N/A SNAP Officer $26.21
ATTACHMENT 1
Hourly Rate Classes
Effective: 07/11/2026
Revised: 07/28/2026
B/U 17 B/U 18 Title Hourly Rate
7453 8357 Special Investigator I $62.84
7460 8362 Special Investigator II $65.35
7299 8254 Standby Diver $19.17
7140 8127 Swim Instructor I $25.56
7141 8128 Swim Instructor II $26.84
7459 8361 Swim Instructor III $28.18
7301 8256 Traffic Counter $17.47
7303 N/A Traffic Engineer $88.39
7304 8258 Utility Worker I $23.14
7305 8259 Utility Worker II $25.94
7405 8316 Waterfront Facilities Aide I $20.82
7406 8317 Waterfront Facilities Aide II $21.40
7407 8318 Waterfront Facilities Aide III $22.01
7408 8319 Waterfront Facilities Aide IV $22.59
7420 8329 Waterfront Parking Lot Operator I $17.47
7421 8330 Waterfront Parking Lot Operator II $18.02
7422 8331 Waterfront Parking Lot Operator III $18.60
7328 8282 Web Technician $30.01
Revisions
7/11/2026 – Police Management Association salary adjustment 7/11/2026 – Firefighters Association Salary adjustment
ATTACHMENT 1
1 Resolution No.
A RESOLUTION OF THE COUNCIL OF THE CITY OF SANTA
BARBARA AMENDING RESOLUTION 2026-063, THE POSITION
SALARY CONTROL RESOLUTION FOR FISCAL YEAR 2027, TO
AMEND THE ESTABLISHED SALARY FOR CERTAIN POSITIONS TO
IMPLEMENT A PREVIOUSLY APPROVED SALARY ADJUSTMENT
FOR THE POLICE MANAGEMENT ASSOCIATION AND
FIREFIGHTERS ASSOCIATION.
WHEREAS, the governing body desires to implement the negotiated compensation adjustment in accordance with the terms of the MOU and the adopted budget; and WHEREAS, staff have identified the need to establish new job classifications to support the efficient delivery of services and to address current and future operation requirements;
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SANTA BARBARA THAT:
1. Effective July 11, 2026, all classifications subject to the Police Management Association Memorandum of Understanding shall receive a four and a half (4.5%) increase in base salary.
2. Effective July 11, 2026, all classifications subject to the Firefighters Association Memorandum of Understanding shall receive a seven and a half (7.5%) increase in base salary.
3. The job classification of Parking Enforcement Officer II is hereby added to the salary schedule.
4. The salary ranges for these classifications are hereby adopted as set forth in the City’s Position and Salary Control Resolution, effective July 11, 2026.
A. Authorized position allocations are set forth in the Position and Salary Control Resolution, attached hereto as Exhibit 1 and incorporated herein by this reference.
B. Classification titles and salary ranges are set forth in the Classification and Salary Ranges Schedules, attached hereto as Exhibit 1 and incorporated herein by this reference.
C. The Rate Class Schedule applicable to hourly employees is attached hereto as Exhibit 1 and incorporated herein by this reference.
SECTION 1. DEPARTMENT/DIVISION POSITIONS
The Council hereby authorizes the following positions in each of the Departments and/or Divisions as provided for in the 2027 fiscal year operating budget:
AIRPORT DEPARTMENT
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accounting Assistant 1
Administrative Analyst I 1
Administrative Analyst III 1
Administrative Specialist 1
Administrative Supervisor 1
Airport Business Development Supervisor 1
Airport Business Manager 1
Airport Director 1
Airport Facilities Manager 1
Airport Maintenance Coordinator 1
Airport Maintenance Supervisor 1
Airport Maintenance Worker II 3
Airport Operations Manager 1
Airport Operations Specialist 7
Airport Operations Supervisor 3
Airport Operations Technician 2
Airport Patrol Supervisor 1
Airport Police Officer 8
Airport Police Officer II 4
Airport Properties Manager 1
Airport Security Aide 10
Assistant Airport Director 1
Custodial Supervisor 1
Custodian 8
Grounds Maintenance Crew Leader 1
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Grounds Maintenance Worker II 1
Marketing Coordinator 1
Marketing Supervisor 1
Painter 2
Principal Project Manager 1
Property Management Specialist 2
Senior Airport Maintenance Worker 4
Senior Airport Operations Specialist 6
Senior Airport Security Aide 1
Senior Custodian 1
AIRPORT DEPARTMENT TOTAL 82 0
CITY ADMINISTRATOR
Administration
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Specialist* 1
Assistant City Administrator 1
City Administrator/City Clerk/Treasurer 1
City Clerk Services Manager 1
City TV Production Specialist 1
City TV Production Supervisor 1
Communications Specialist II 1
Community Engagement Officer/PIO 1
Deputy City Clerk 3
Executive Assistant - Mayor and Council* 1
Office Manager 1
Senior Assistant to the City Administrator 1
ADMINISTRATION DIVISION TOTAL 14
EXHIBIT 1
Housing and Community Vitality
Accounting Assistant 1
Administrative Analyst II 1
Administrative Analyst III 2
Assistant Parking Coordinator 2.4
Deputy City Administrator 1
Downtown Plaza & Parking Manager 1
Electronics Technician II 1
Facilities Maintenance Supervisor 1
Housing & Human Services Manager 1
Housing Program Specialist 1
Maintenance Crew Leader 2
Maintenance Worker II 6
Parking Coordinator 3
Parking Maintenance Coordinator 1
Parking Resources Specialist 1
Parking Supervisor 1
Project Planner 1
Public Works Manager 1
Rental Housing Mediation Specialist 2
Rental Housing Mediation Supervisor 1
Senior Housing Programs Specialist 1
Senior Maintenance Worker 1
Sr Community Development Programs Specialist 1
State Street Master Planner 1
HOUSING AND COMMUNITY VITALITY DIVISION TOTAL 33 2.4
CITY ADMINISTRATOR DEPARTMENT TOTAL 47 2.4
CITY ATTORNEY
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Assistant City Attorney II 1
Assistant City Attorney III 2
Assistant City Attorney IV 2
EXHIBIT 1
Assistant City Attorney V 2 0.5
Business Manager 1
Chief Assistant City Attorney 1
City Attorney 1
City Attorney Investigator III* 1
Legal Administrative Assistant II* 3
Litigation Paralegal III* 2
Senior Legal Administrative Assistant* 1
CITY ATTORNEY DEPARTMENT TOTAL 17 0.5
COMMUNITY DEVELOPMENT
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accounting Assistant 1
Administrative Analyst II 2
Administrative Assistant 3
Administrative Assistant* 1
Administrative Specialist 2
Administrative Supervisor 1
Administrative/Clerical Supervisor 1
Associate Planner 11
Building and Safety Supervisor 3
Building Inspector 3
Building Permit Technician 4
Chief Building Official 1
City Planner 1
Commission Secretary 3
Community Development Business Manager 1
Community Development Director 1
Graphic Designer 1
Planning Technician II 5
Plans Examiner 2
Principal Planner 1
Project Planner 11
EXHIBIT 1
Records Technician 1
Senior Building Inspector/Specialty 6
Senior Plan Check Engineer 1
Senior Planner II 3
Senior Plans Examiner 2
COMMUNITY DEVELOPMENT DEPARTMENT TOTAL 72 0
FINANCE
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accountant II 1
Accounting Assistant 4 0.5
Accounting Coordinator 1
Accounting Technician 2
Accounting Technician* 2
Administrative Analyst I 1
Administrative Analyst III 1
Administrative Analyst III* 1
Administrative Specialist 2
Assistant Finance Director 1
Budget Manager 1
Buyer II 1
Controller 1
Finance Analyst I 2
Finance Analyst I* 1
Finance Analyst II 1
Finance Director 1
Finance Supervisor 2
General Services Manager 1
Payroll and A/P Supervisor* 1
Purchasing Supervisor 1
Risk Analyst I 2
Risk Analyst II* 2
Risk Manager 1
Senior Accountant 3
EXHIBIT 1
Senior Buyer 1
FINANCE DEPARTMENT TOTAL 38 0.5
FIRE
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Assistant* 1
Administrative Specialist 1
Emergency Medical Services Manager 1
Emergency Services Manager 1
Fire Business Manager 1
Fire Chief 1
Office Specialist II 1
Fire Captain 3
Fire Engineer 6
Fire Battalion Chief 4
Fire Captain 25
Fire Engineer 24
Fire Operations Division Chief 1
Firefighter 27
Fire Inspector II 3
Fire Inspector III 2
Fire Battalion Chief / Fire Marshal 1
Fire Public Education Coordinator 1
Fire Services Specialist 2
FIRE DEPARTMENT TOTAL 106 0
HUMAN RESOURCES
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Specialist* 1
Administrative Specialist* (Delete by 6/30/2027) 1
Human Resources Analyst II* 4
Human Resources Director 1
EXHIBIT 1
Human Resources Manager 2
Human Resources Technician* 1
Senior Human Resources Analyst* 2
HUMAN RESOURCES DEPARTMENT TOTAL 12 0
INFORMATION TECHNOLOGY
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Analyst I 1
Applications Administrator* 1
Applications Analyst 3
Applications Analyst* 1
Electronics/Communications Supervisor 1
Electronics/Communications Technician II 1
Geographic Information Systems Analyst 2
Geographic Information Systems Technician 3
Information Technology Administrator 1
Information Technology Director 1
Information Technology Manager 1
Information Technology Project Manager 1
Information Technology Supervisor 4
Information Technology Technician I 1
Information Technology Technician II 3
Network Analyst 4
Senior Electronics/Communications Technician 2
System Administrator 1
Webmaster 1
INFORMATION TECHNOLGOY DEPARTMENT TOTAL 33 0
LIBRARY
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Analyst I 1
Administrative Specialist 0.8
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Department Systems Supervisor 1
Librarian II 9
Library Circulation Supervisor 2
Library Director 1
Library Services Manager 1
Library Systems Analyst 1
Library Systems Technician I 1
Library Systems Technician II 1
Library Technician 15 1.6
Marketing Coordinator 2
Outreach Coordinator 2
Outreach Coordinator (Delete by 6/30/2027) 1
Senior Librarian 2
Senior Library Technician 1
Supervising Librarian 3
LIBRARY DEPARTMENT TOTAL 44 2.4
MAYOR & CITY COUNCIL
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
City Councilmember 6
Mayor 1
MAYOR & COUNCIL DEPARTMENT TOTAL 7 0
PARKS & RECREATION
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Analyst I 1
Administrative Analyst II 1
Administrative Assistant 2
Administrative Assistant* 1
Administrative Specialist 4
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Aquatics Specialist 1
Assistant Parks & Recreation Director 1
Automotive/Equipment Technician 1
Capital Projects Supervisor 1
Custodian 1
Equipment Operator 3
Grounds Maintenance Crew Leader 4
Grounds Maintenance Worker I 3
Grounds Maintenance Worker II 8
Irrigation Systems Technician 2
Neighborhood & Outreach Services Coordinator II 1
Neighborhood & Outreach Services Supervisor I 1
Office Specialist II 1
Park Ranger 3
Parks and Recreation Business Manager 1
Parks and Recreation Director 1
Parks Manager 1
Parks Superintendent 1
Parks Supervisor 3
Project Engineer II 1
Project Planner 2
Project Planner (Delete by 06/30/2027) 1
Recreation Coordinator 9
Recreation Programs Manager 2
Recreation Specialist 1
Recreation Supervisor I 2
Senior Grounds Maintenance Worker 6
Senior Maintenance Worker 1
Senior Recreation Supervisor 4
Senior Tree Trimmer 2
Street Tree Supervisor 1
Supervising Park Ranger 1
Tree Care Specialist 1
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Tree Trimmer II 3
Urban Forest Superintendent 1
PARKS & RECREATION DEPARTMENT TOTAL 85 0
POLICE
Sworn Staff
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Assistant Police Chief 2
Police Chief 1
Police Commander 4
Police Lieutenant 3
Police Officer 112
Police Sergeant 20
TOTAL SWORN STAFF 142 0
Professional Staff
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Analyst II 1
Administrative Assistant* 1
Administrative Specialist 1
Animal Control Officer 2
Animal Control Officer II 1
Identification Technician 1
Information Technology Technician II 1
Network Administrator 1
Parking Enforcement Officer 10
Parking Enforcement Officer (Delete by 6/30/2027) 3
Parking Enforcement Officer II 2
Police Administrative Manager 1
EXHIBIT 1
Police Business Manager 1
Police Crime Analyst 1
Police Information Technology Manager 1
Police Property/Evidence Technician 2
Police Records Manager 1
Police Records Specialist 12
Police Records Supervisor 2
Police Services Coordinator 5
Police Services Specialist 1
Police Technician 1
Public Safety Communications Manager 1
Public Safety Dispatch Supervisor 3
Public Safety Dispatcher II 9
Public Safety Dispatcher III 5
Senior Network / Applications Analyst 2
TOTAL PROFESSIONAL STAFF 72
POLICE DEPARTMENT TOTAL 214 0
PUBLIC WORKS
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accounting Assistant 2
Administrative Analyst I 1
Administrative Analyst II 2
Administrative Analyst III 1
Administrative Assistant 5
Administrative Assistant Unclassified (Delete by 6/30/28) 1 Administrative Assistant* 1
Administrative Specialist 2
Administrative Supervisor 1
Associate Transportation Planner 2
Automotive Parts Specialist 1
Automotive Service Writer 1
Carpenter 2
EXHIBIT 1
City Engineer 1
Custodial Supervisor 1
Custodian 7 1
Electrician 2
Engineering Technician II 2
Facilities Maintenance Supervisor 1
Facilities Maintenance Worker II 1
Facilities Manager 1
Fleet Services Superintendent 1
Fleet Services Technician I 3
Fleet Services Technician II 4
HVAC Technician 1
Lead Equipment Technician 1
Maintenance Supervisor II 1
Outreach Coordinator 1
Painter 2
Planning Technician II 1
Plumber 2
Principal Architect 1
Principal Engineer 4
Principal Project Manager 1
Principal Traffic Engineer 1
Project Engineer II 22
Project Planner 2
Public Works Business Manager 1
Public Works Director 1
Public Works Inspector II 2
Public Works Operations Manager 1
Senior Custodian 3
Senior Engineering Technician 4
Senior Planner II 1
Senior Project Engineer 4
Senior Project Engineer Unclassified (Delete by 6/30/28) 1 Senior Public Works Inspector 4
Senior Real Property Agent 2
EXHIBIT 1
Senior Streets Maintenance Worker 6
Senior Traffic Signal Technician 1
Senior Traffic Technician 1
Streets Maintenance Coordinator 3
Streets Maintenance Crew Leader 2
Streets Maintenance Superintendent 1
Streets Maintenance Worker II 16
Supervising Engineer 9
Supervising Transportation Engineer 1
Supervising Transportation Planner 1
Traffic Signal Technician II 2
Traffic Technician II 1
Vehicle Services Assistant 1
Mail Services Specialist 1
Welder/Fabricator 1
PUBLIC WORKS DEPARTMENT TOTAL 157 1
SUSTAINABILITY & RESILIENCE
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Administrative Analyst II 3
Administrative Analyst III 3
Administrative Assistant* 1
Administrative Specialist 1
Associate Planner 1 0.5
Associate Transportation Planner 1
Business Manager 1
Code Enforcement Officer 3
Code Enforcement Officer II 1
Community Engagement Manager 1
Creeks Restoration/Clean Water Manager 1
Creeks Supervisor 1
Energy and Climate Program Manager 2
Energy and Climate Specialist 1
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Environmental Services Manager 1
Environmental Services Manager 1
Environmental Services Specialist II 5
Outreach Coordinator 2
Project Planner 1
Recycling Educator 1
Sustainability Analyst II 1
Sustainability and Resilience Director 1
Water Quality Research Analyst 1
SUSTAINABILITY & RESILIENCE DEPARTMENT TOTAL 35 0.5
WATER RESOURCES
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accounting Assistant 2 0.8
Administrative Analyst II 4
Administrative Assistant 1
Administrative Specialist 1
Control Systems Operator Specialist II 4
Cross Connection Specialist 1
Laboratory Analyst Coordinator 2
Laboratory Analyst II 7
Laboratory Supervisor 1
Lead Water Meter Technician 1
Principal Project Manager 1
Public Works Business Manager 1
Public Works Operations Assistant 2
Reservoir & Dam Caretaker/Distribution Operator 1
Senior Control Systems Operator Specialist 3
Senior Cross Connection Specialist 1
Senior Treatment Plant Technician 2
Senior Wastewater Collection System Operator 5
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Senior Wastewater Collection System Outreach Program Coordinator 1 Senior Wastewater Treatment Plant Operator 2
Treatment Plant Technician 3
Treatment Plant Technician Supervisor 1
Warehouse Specialist 1
Wastewater Collection System Lead Operator 1
Wastewater Collection System Operator I 2
Wastewater Collection System Operator II 5
Wastewater Collection System Project Coordinator 4
Wastewater Collection System Superintendent 1
Wastewater Collection System Supervisor 1
Wastewater Compliance Specialist 1
Wastewater System Manager 1
Wastewater Treatment Plant Chief Operator 1
Wastewater Treatment Plant OIT 2
Wastewater Treatment Plant Operator III 10
Wastewater Treatment Superintendent 1
Wastewater Treatment Supervisor 1
Water Distribution Chief Operator 1
Water Distribution Lead Operator Technician 2
Water Distribution Operator Technician II 21
Water Distribution Operator Technician OIT 5
Water Distribution Project Coordinator 2
Water Distribution Superintendent 1
Water Distribution Supervisor 3
Water Meter Technician II 3
Water Quality Superintendent 1
Water Resources Director 1
Water Resources Specialist 3
Water Service Superintendent 1
Water Services Manager 1
Water Services Supervisor 1
Water System Manager 1
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Water Treatment Chief Operator 1
Water Treatment Plant Operator III 9
Water Treatment Superintendent 2
Water Treatment Supervisor 1
Water/Wastewater Maintenance Planner/Scheduler 6
WATER RESOURCES DEPARTMENT TOTAL 145 0.8
WATERFRONT
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Accounting Assistant 1
Administrative Analyst III 1
Administrative Assistant* 1
Administrative Specialist 1
Administrative Supervisor 1
Billing Supervisor 1
Harbor Operations Assistant 2
Harbor Operations Manager 1
Harbor Patrol Officer 10
Harbor Patrol Supervisor 1
Heavy Equipment Technician 1
Office Specialist II 2
Parking Coordinator 2
Senior Waterfront Maintenance Worker 2
Waterfront Business Manager 1
Waterfront Director/Harbormaster 1
Waterfront Facilities Manager 1
Waterfront Maintenance Coordinator 1
Waterfront Maintenance Crew Leader 2
Waterfront Maintenance Superintendent 1
Waterfront Maintenance Worker II 10
Waterfront Parking Supervisor 1
EXHIBIT 1
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
Waterfront Vessel Technician 1
WATERFRONT DEPARTMENT TOTAL 46 0
CITY WIDE
Job Classification
Full-Time
Positions
Authorized
Part-Time
Positions
Authorized
CITY WIDE TOTAL 1140 8.10
NOTES
Delete by positions included in city wide total: 8
EXHIBIT 1
LEGEND
FLSA- UNIT01 = Executive Management 29 = Police Non-Sworn E = Exempt under provisions of Fair Labor Standards Act (FLSA) 02 = Unrepresented Managers 31 = Fire Chief 7 = 7K Exemption under provisions of Fair Labor Standards Act (FLSA) 03 = AFSCME Represented Managers 32 = Fire Operations Division Chief 04 = Supervisors 33 = Fire Battalion Chiefs
05 = Confidential Supervisors 34 = Fire Sworn
SERVICE STATUS 14 = General Unit 39 = Fire Non-Sworn
A = Appointed Employees 16 = Confidential
C = Classified 19 = Treatment & Patrol
U = Unclassified 21 = Police Chief
22 = Police Deputy Chief
CONFIDENTIAL 23 = Police Management Association
24 = Police Sworn
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Accounting Assistant* N U 16 6000 5,891.45 6,185.99 6,495.28 6,820.06 7,161.05 2,719.13 2,855.07 2,997.82 3,147.72 3,305.10 33.9891 35.6884 37.4728 39.3465 41.3138 Accounting Technician* N U 16 6004 6,192.72 6,502.30 6,827.47 7,168.83 7,527.30 2,858.18 3,001.06 3,151.14 3,308.69 3,474.14 35.7272 37.5133 39.3893 41.3586 43.4268 Administrative Analyst I* N U 16 6001 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Administrative Analyst II* E U 16 6003 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Administrative Analyst III* E U 16 6002 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 Administrative Assistant* N U 16 6028 6,910.89 7,256.36 7,619.28 8,000.22 8,400.23 3,189.64 3,349.09 3,516.59 3,692.41 3,877.03 39.8705 41.8636 43.9574 46.1551 48.4629 Administrative Specialist* N U 16 6024 5,381.87 5,650.93 5,933.50 6,230.21 6,541.69 2,483.94 2,608.12 2,738.54 2,875.48 3,019.24 31.0493 32.6015 34.2318 35.9435 37.7405 Applications Administrator* E U 16 6019 10,549.20 11,076.65 11,630.43 12,212.03 12,822.57 4,868.86 5,112.30 5,367.89 5,636.32 5,918.11 60.8607 63.9037 67.0986 70.4540 73.9764 Applications Analyst* E U 16 6006 8,893.67 9,338.33 9,805.32 10,295.59 10,810.32 4,104.77 4,310.00 4,525.53 4,751.81 4,989.38 51.3096 53.8750 56.5691 59.3976 62.3672 City Attorney Investigator I* E U 16 6026 8,943.00 9,390.14 9,859.68 10,352.64 10,870.32 4,127.54 4,333.91 4,550.62 4,778.14 5,017.07 51.5942 54.1739 56.8827 59.7268 62.7134 City Attorney Investigator II* E U 16 6036 10,216.09 10,726.91 11,263.24 11,826.40 12,417.67 4,715.12 4,950.88 5,198.42 5,458.34 5,731.23 58.9390 61.8860 64.9803 68.2293 71.6404 City Attorney Investigator III* E U 16 6037 11,067.66 11,621.05 12,202.13 12,812.22 13,452.75 5,108.15 5,363.56 5,631.75 5,913.33 6,208.96 63.8519 67.0445 70.3969 73.9166 77.6120 Executive Assistant - Mayor and Council* N U 16 6022 8,263.88 8,677.09 9,111.03 9,566.57 10,044.91 3,814.10 4,004.81 4,205.09 4,415.34 4,636.11 47.6763 50.0601 52.5636 55.1918 57.9514 Finance Analyst I* E U 16 6009 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Finance Analyst II* E U 16 6027 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Human Resources Analyst I* E U 16 6014 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Human Resources Analyst II* E U 16 6015 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Human Resources Assistant* N U 16 6016 6,910.89 7,256.36 7,619.28 8,000.22 8,400.23 3,189.64 3,349.09 3,516.59 3,692.41 3,877.03 39.8705 41.8636 43.9574 46.1551 48.4629 Human Resources Technician* N U 16 6017 7,120.84 7,476.86 7,850.68 8,243.26 8,655.40 3,286.54 3,450.86 3,623.39 3,804.58 3,994.80 41.0818 43.1358 45.2924 47.5573 49.9350 Law Clerk* N U 16 6008 6,623.72 6,954.89 7,302.62 7,667.79 8,051.18 3,057.10 3,209.95 3,370.44 3,538.98 3,715.93 38.2137 40.1244 42.1305 44.2372 46.4491 Law Practice Administrator* E U 16 6033 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 Legal Administrative Assistant I* N U 16 6010 5,674.80 5,958.62 6,256.58 6,569.31 6,897.84 2,619.14 2,750.13 2,887.65 3,031.99 3,183.62 32.7393 34.3766 36.0956 37.8999 39.7952 Legal Administrative Assistant II* N U 16 6011 6,859.02 7,202.00 7,562.08 7,940.18 8,337.20 3,165.70 3,324.00 3,490.19 3,664.70 3,847.94 39.5712 41.5500 43.6274 45.8088 48.0993 Litigation Paralegal I* N U 16 6012 6,997.25 7,347.12 7,714.46 8,100.26 8,505.25 3,229.50 3,390.98 3,560.52 3,738.58 3,925.50 40.3688 42.3872 44.5065 46.7322 49.0687 Litigation Paralegal II* N U 16 6034 7,801.97 8,192.10 8,601.71 9,031.77 9,483.35 3,600.91 3,780.97 3,970.02 4,168.51 4,376.93 45.0114 47.2621 49.6252 52.1064 54.7116 Litigation Paralegal III* N U 16 6035 8,606.69 9,037.04 9,488.85 9,963.33 10,461.40 3,972.32 4,170.94 4,379.47 4,598.46 4,828.34 49.6540 52.1367 54.7434 57.4808 60.3543 Office Specialist II* N U 16 6013 4,707.04 4,942.36 5,189.45 5,448.93 5,721.34 2,172.48 2,281.09 2,395.13 2,514.89 2,640.62 27.1560 28.5136 29.9391 31.4361 33.0077 Principal Human Resources Analyst* E U 16 6032 11,324.11 11,934.22 12,544.35 13,154.42 13,764.53 5,226.51 5,508.10 5,789.70 6,071.27 6,352.86 65.3314 68.8512 72.3712 75.8909 79.4108 Risk Analyst I* E U 16 6020 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Risk Analyst II* E U 16 6021 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Risk Assistant* N U 16 6025 6,380.83 6,699.88 7,034.86 7,386.60 7,755.97 2,945.00 3,092.25 3,246.86 3,409.20 3,579.68 36.8125 38.6531 40.5858 42.6150 44.7460 Risk Technician* N U 16 6030 7,120.84 7,476.86 7,850.68 8,243.26 8,655.40 3,286.54 3,450.86 3,623.39 3,804.58 3,994.80 41.0818 43.1358 45.2924 47.5573 49.9350 Senior Human Resources Analyst* E U 16 6018 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 Senior Legal Administrative Assistant* E U 16 6038 7,700.20 8,094.23 8,488.26 8,923.94 9,359.61 3,553.94 3,735.80 3,917.66 4,118.74 4,319.82 44.4242 46.6975 48.9707 51.4842 53.9977 Classification Title FLSA
Monthly Hourly
CONFIDENTIAL
Effective: 07/11/2026
Council hereby authorizes the following classified and unclassified regular full-time and regular part-time classifications and positions; and the salary ranges therefore for the 2026 fiscal year. Changes to future salaries may be adopted by the City Council by Ordinance as part of a collective bargaining agreement or long-term salary plan.
N = Non-Exempt under provisions of Fair Labor Standards Act (FLSA) Service
Status
* = Classifications are designated as confidential and receive an additional 2.5% SECTION 2. CLASSIFICATIONS AND SALARY RANGES:
Biweekly
Unit Job
Class
Revised: 07/28/2026
HR\PSCR Page 1 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Accountant I E C 14 1400 6,808.23 7,148.61 7,506.07 7,881.42 8,275.43 3,142.26 3,299.36 3,464.34 3,637.58 3,819.43 39.2783 41.2420 43.3042 45.4697 47.7429 Accountant II E C 14 1401 7,522.47 7,898.52 8,293.52 8,708.18 9,143.55 3,471.91 3,645.47 3,827.78 4,019.16 4,220.10 43.3989 45.5684 47.8472 50.2395 52.7513 Accounting Assistant N C 14 1402 5,891.45 6,185.99 6,495.28 6,820.06 7,161.05 2,719.13 2,855.07 2,997.82 3,147.72 3,305.10 33.9891 35.6884 37.4728 39.3465 41.3138 Accounting Coordinator N C 14 1404 6,808.23 7,148.61 7,506.07 7,881.42 8,275.43 3,142.26 3,299.36 3,464.34 3,637.58 3,819.43 39.2783 41.2420 43.3042 45.4697 47.7429 Accounting Technician N C 14 1405 6,192.72 6,502.30 6,827.47 7,168.83 7,527.30 2,858.18 3,001.06 3,151.14 3,308.69 3,474.14 35.7272 37.5133 39.3893 41.3586 43.4268 Administrative Analyst I N U 14 1406 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Administrative Analyst II E U 14 1408 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Administrative Analyst III E U 14 1407 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 Administrative Assistant N U 14 1409 6,910.89 7,256.36 7,619.28 8,000.22 8,400.23 3,189.64 3,349.09 3,516.59 3,692.41 3,877.03 39.8705 41.8636 43.9574 46.1551 48.4629 Administrative Assistant Unclassified N U 14 1607 6,910.89 7,256.36 7,619.28 8,000.22 8,400.23 3,189.64 3,349.09 3,516.59 3,692.41 3,877.03 39.8705 41.8636 43.9574 46.1551 48.4629 Administrative Specialist N C 14 1531 5,381.87 5,650.93 5,933.50 6,230.21 6,541.69 2,483.94 2,608.12 2,738.54 2,875.48 3,019.24 31.0493 32.6015 34.2318 35.9435 37.7405 Adult Literacy Coordinator N C 14 1580 7,919.10 8,315.04 8,730.80 9,167.36 9,625.70 3,654.97 3,837.71 4,029.60 4,231.09 4,442.63 45.6871 47.9714 50.3700 52.8886 55.5329 Airport Maintenance Coordinator N C 14 1413 6,640.53 6,972.62 7,321.23 7,687.29 8,071.66 3,064.86 3,218.13 3,379.03 3,547.98 3,725.38 38.3107 40.2266 42.2379 44.3497 46.5672 Airport Maintenance Worker I N C 14 1410 4,947.76 5,195.10 5,454.87 5,727.56 6,013.91 2,283.58 2,397.74 2,517.63 2,643.49 2,775.65 28.5447 29.9718 31.4704 33.0436 34.6956 Airport Maintenance Worker II N C 14 1411 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Airport Operations Technician N C 14 1579 5,575.38 5,854.18 6,146.90 6,454.20 6,776.92 2,573.25 2,701.93 2,837.03 2,978.86 3,127.81 32.1656 33.7741 35.4629 37.2358 39.0976 Animal Control Officer N C 14 1416 5,857.69 6,150.60 6,458.16 6,781.08 7,120.14 2,703.55 2,838.74 2,980.69 3,129.73 3,286.22 33.7944 35.4842 37.2586 39.1216 41.0777 Animal Control Officer II N C 14 1417 6,472.20 6,795.84 7,135.59 7,492.38 7,866.95 2,987.17 3,136.54 3,293.35 3,458.02 3,630.90 37.3396 39.2068 41.1669 43.2253 45.3862 Applications Administrator E C 14 1596 10,549.20 11,076.65 11,630.43 12,212.03 12,822.57 4,868.86 5,112.30 5,367.89 5,636.32 5,918.11 60.8607 63.9037 67.0986 70.4540 73.9764 Applications Analyst E C 14 1595 8,893.67 9,338.33 9,805.32 10,295.59 10,810.32 4,104.77 4,310.00 4,525.53 4,751.81 4,989.38 51.3096 53.8750 56.5691 59.3976 62.3672 Aquatics Specialist N C 14 1601 5,803.94 6,094.10 6,398.84 6,718.79 7,054.62 2,678.74 2,812.66 2,953.31 3,100.98 3,255.98 33.4843 35.1582 36.9164 38.7622 40.6998 Assistant Parking Coordinator N C 14 1418 5,385.55 5,654.85 5,937.56 6,234.43 6,546.15 2,485.64 2,609.93 2,740.41 2,877.43 3,021.30 31.0705 32.6241 34.2551 35.9679 37.7662 Assistant Planner E C 14 1419 7,907.10 8,302.52 8,717.63 9,153.52 9,611.20 3,649.43 3,831.93 4,023.52 4,224.70 4,435.94 45.6179 47.8991 50.2940 52.8088 55.4492 Assistant Transportation Planner E C 14 1420 7,907.10 8,302.52 8,717.63 9,153.52 9,611.20 3,649.43 3,831.93 4,023.52 4,224.70 4,435.94 45.6179 47.8991 50.2940 52.8088 55.4492 Associate Planner E C 14 1422 8,563.99 8,992.21 9,441.84 9,913.91 10,409.58 3,952.61 4,150.25 4,357.77 4,575.65 4,804.42 49.4076 51.8781 54.4721 57.1956 60.0552 Associate Transportation Planner E C 14 1421 8,563.99 8,992.21 9,441.84 9,913.91 10,409.58 3,952.61 4,150.25 4,357.77 4,575.65 4,804.42 49.4076 51.8781 54.4721 57.1956 60.0552 Automotive/Equipment Technician N C 14 1578 6,477.01 6,800.93 7,140.92 7,497.99 7,872.87 2,989.39 3,138.89 3,295.81 3,460.61 3,633.63 37.3674 39.2361 41.1976 43.2576 45.4204 Automotive Parts Specialist N C 14 1427 6,477.01 6,800.93 7,140.92 7,497.99 7,872.87 2,989.39 3,138.89 3,295.81 3,460.61 3,633.63 37.3674 39.2361 41.1976 43.2576 45.4204 Automotive Service Writer N C 14 1428 7,522.47 7,898.52 8,293.52 8,708.18 9,143.55 3,471.91 3,645.47 3,827.78 4,019.16 4,220.10 43.3989 45.5684 47.8472 50.2395 52.7513 Building Inspector N C 14 1431 7,993.68 8,393.36 8,813.00 9,253.68 9,716.33 3,689.39 3,873.86 4,067.54 4,270.93 4,484.46 46.1174 48.4233 50.8442 53.3866 56.0558 Building Permit Technician N C 14 1432 6,547.88 6,875.33 7,219.07 7,579.98 7,959.03 3,022.10 3,173.23 3,331.88 3,498.45 3,673.40 37.7763 39.6654 41.6485 43.7306 45.9175 Buyer I N C 14 1433 6,500.07 6,825.07 7,166.38 7,524.68 7,900.90 3,000.03 3,150.03 3,307.56 3,472.93 3,646.57 37.5004 39.3754 41.3445 43.4116 45.5821 Buyer II N C 14 1575 7,222.30 7,583.44 7,962.63 8,360.76 8,778.75 3,333.37 3,500.05 3,675.06 3,858.81 4,051.73 41.6671 43.7506 45.9383 48.2351 50.6466 Carpenter N C 14 1434 6,650.50 6,983.08 7,332.22 7,698.82 8,083.75 3,069.46 3,222.96 3,384.10 3,553.30 3,730.96 38.3683 40.2870 42.3012 44.4162 46.6370 City TV Production Specialist N C 14 1463 8,031.44 8,432.99 8,854.63 9,297.34 9,762.18 3,706.82 3,892.15 4,086.75 4,291.08 4,505.62 46.3353 48.6519 51.0844 53.6385 56.3203 Code Enforcement Officer N C 14 1435 7,085.39 7,439.64 7,811.66 8,202.26 8,612.33 3,270.18 3,433.68 3,605.38 3,785.66 3,974.92 40.8773 42.9210 45.0672 47.3207 49.6865 Code Enforcement Officer II N C 14 1614 7,439.68 7,811.61 8,202.22 8,612.37 9,042.95 3,433.70 3,605.36 3,785.64 3,974.94 4,173.67 42.9212 45.0670 47.3205 49.6867 52.1709 Commission Secretary N C 14 1514 5,731.74 6,018.26 6,319.26 6,635.16 6,966.96 2,645.42 2,777.66 2,916.58 3,062.38 3,215.52 33.0678 34.7208 36.4572 38.2798 40.1940 Communications Specialist E C 14 1436 6,574.66 6,903.43 7,248.58 7,610.98 7,991.58 3,034.46 3,186.20 3,345.50 3,512.76 3,688.42 37.9308 39.8275 41.8187 43.9095 46.1052 Communications Specialist II E C 14 1621 7,485.03 7,859.26 8,252.25 8,664.80 9,098.07 3,454.63 3,627.35 3,808.73 3,999.14 4,199.11 43.1829 45.3419 47.6091 49.9893 52.4889 Community Development Programs Specialist N C 14 1437 7,750.95 8,138.48 8,545.44 8,972.73 9,421.32 3,577.36 3,756.22 3,944.05 4,141.26 4,348.30 44.7170 46.9527 49.3006 51.7657 54.3538 Community Education Liaison E C 14 1438 5,746.30 6,033.60 6,335.31 6,652.10 6,984.68 2,652.14 2,784.74 2,923.99 3,070.20 3,223.70 33.1518 34.8093 36.5499 38.3775 40.2963 Computer Training Coordinator E C 14 1443 8,727.88 9,164.24 9,622.49 10,103.60 10,608.76 4,028.25 4,229.65 4,441.15 4,663.20 4,896.35 50.3531 52.8706 55.5144 58.2900 61.2044 Creeks Outreach Coordinator E C 14 1444 7,485.03 7,859.26 8,252.25 8,664.80 9,098.07 3,454.63 3,627.35 3,808.73 3,999.14 4,199.11 43.1829 45.3419 47.6091 49.9893 52.4889 Custodian N C 14 1445 4,614.03 4,844.71 5,086.92 5,341.31 5,608.37 2,129.55 2,236.02 2,347.81 2,465.22 2,588.48 26.6194 27.9503 29.3476 30.8153 32.3560 Deputy City Clerk N C 14 1446 7,471.66 7,845.20 8,237.49 8,649.33 9,081.84 3,448.46 3,620.86 3,801.92 3,992.00 4,191.62 43.1058 45.2608 47.5240 49.9000 52.3952 Electrician N C 14 1447 7,060.76 7,413.77 7,784.44 8,173.66 8,582.36 3,258.81 3,421.74 3,592.82 3,772.46 3,961.09 40.7351 42.7717 44.9102 47.1558 49.5136 Electronics/Communications Technician I N C 14 1450 6,742.93 7,080.10 7,434.14 7,805.81 8,196.11 3,112.12 3,267.74 3,431.14 3,602.68 3,782.82 38.9015 40.8468 42.8893 45.0335 47.2852 Electronics/Communications Technician II N C 14 1451 7,413.25 7,783.88 8,173.06 8,581.69 9,010.84 3,421.50 3,592.56 3,772.18 3,960.78 4,158.85 42.7688 44.9070 47.1522 49.5098 51.9856 Electronics Technician I N C 14 1448 6,422.30 6,743.47 7,080.67 7,434.66 7,806.37 2,964.14 3,112.37 3,268.00 3,431.38 3,602.94 37.0518 38.9046 40.8500 42.8923 45.0367 Electronics Technician II N C 14 1449 7,060.76 7,413.77 7,784.44 8,173.66 8,582.36 3,258.81 3,421.74 3,592.82 3,772.46 3,961.09 40.7351 42.7717 44.9102 47.1558 49.5136 Energy and Climate Specialist E C 14 1593 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Engineering Technician I N C 14 1452 6,058.33 6,361.23 6,679.25 7,013.26 7,363.89 2,796.15 2,935.95 3,082.73 3,236.89 3,398.72 34.9519 36.6994 38.5341 40.4611 42.4840 Engineering Technician II N C 14 1453 6,660.49 6,993.52 7,343.16 7,710.34 8,095.84 3,074.07 3,227.78 3,389.15 3,558.62 3,736.54 38.4259 40.3472 42.3644 44.4828 46.7068 Environmental Services Specialist I E C 14 1541 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633
GENERAL
HR\PSCR Page 2 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Environmental Services Specialist II E C 14 1542 9,321.76 9,787.85 10,277.26 10,791.13 11,330.67 4,302.35 4,517.47 4,743.35 4,980.52 5,229.54 53.7794 56.4684 59.2919 62.2565 65.3693 Equipment Operator N C 14 1455 5,500.28 5,775.29 6,064.05 6,367.27 6,685.62 2,538.59 2,665.52 2,798.79 2,938.74 3,085.67 31.7324 33.3190 34.9849 36.7342 38.5709 Facilities Maintenance Worker II N C 14 1573 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Finance Analyst I E U 14 1456 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Finance Analyst II E U 14 1457 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Fire Public Education Coordinator E C 14 1459 7,485.03 7,859.26 8,252.25 8,664.80 9,098.07 3,454.63 3,627.35 3,808.73 3,999.14 4,199.11 43.1829 45.3419 47.6091 49.9893 52.4889 Fire Services Specialist N C 14 1460 6,910.89 7,256.36 7,619.28 8,000.22 8,400.23 3,189.64 3,349.09 3,516.59 3,692.41 3,877.03 39.8705 41.8636 43.9574 46.1551 48.4629 Fire Warehouse Specialist N C 14 1458 5,305.52 5,570.87 5,849.35 6,141.81 6,448.93 2,448.70 2,571.17 2,699.70 2,834.68 2,976.43 30.6088 32.1396 33.7463 35.4335 37.2054 Fleet Services Technician Trainee N U 14 1591 5,829.29 6,120.79 6,426.81 6,748.17 7,085.56 2,690.44 2,824.98 2,966.22 3,114.54 3,270.26 33.6305 35.3122 37.0777 38.9318 40.8782 Fleet Services Technician I N C 14 1426 6,477.01 6,800.93 7,140.92 7,497.99 7,872.87 2,989.39 3,138.89 3,295.81 3,460.61 3,633.63 37.3674 39.2361 41.1976 43.2576 45.4204 Fleet Services Technician II N C 14 1468 7,156.44 7,514.26 7,889.92 8,284.45 8,698.69 3,302.97 3,468.12 3,641.50 3,823.59 4,014.78 41.2871 43.3515 45.5187 47.7949 50.1847 Geographic Information Systems Analyst N C 14 1606 8,893.67 9,338.33 9,805.32 10,295.59 10,810.32 4,104.77 4,310.00 4,525.53 4,751.81 4,989.38 51.3096 53.8750 56.5691 59.3976 62.3672 Geographic Information Systems Coordinator N C 14 1423 10,761.68 11,299.77 11,864.80 12,458.03 13,080.95 4,966.93 5,215.28 5,476.06 5,749.86 6,037.36 62.0866 65.1910 68.4508 71.8732 75.4670 Geographic Information Systems Technician N C 14 1461 7,560.04 7,938.06 8,334.93 8,751.71 9,189.29 3,489.25 3,663.72 3,846.89 4,039.25 4,241.21 43.6156 45.7965 48.0861 50.4906 53.0151 Graphic Designer N C 14 1439 8,066.46 8,469.78 8,893.32 9,337.94 9,804.84 3,722.98 3,909.13 4,104.61 4,309.82 4,525.31 46.5373 48.8641 51.3076 53.8728 56.5664 Grounds Maintenance Crew Leader N C 14 1464 6,115.87 6,421.65 6,742.78 7,079.95 7,433.88 2,822.71 2,963.84 3,112.05 3,267.67 3,431.02 35.2839 37.0480 38.9006 40.8459 42.8878 Grounds Maintenance Worker I N C 14 1465 4,837.86 5,079.73 5,333.71 5,600.38 5,880.40 2,232.86 2,344.49 2,461.71 2,584.79 2,714.03 27.9107 29.3061 30.7714 32.3099 33.9254 Grounds Maintenance Worker II N C 14 1466 5,425.94 5,697.25 5,982.10 6,281.21 6,595.25 2,504.28 2,629.50 2,760.97 2,899.02 3,043.96 31.3035 32.8687 34.5121 36.2377 38.0495 Harbor Operations Assistant N C 14 1467 5,575.38 5,854.18 6,146.90 6,454.20 6,776.92 2,573.25 2,701.93 2,837.03 2,978.86 3,127.81 32.1656 33.7741 35.4629 37.2358 39.0976 Head Pool Lifeguard N C 14 1572 3,896.30 4,091.06 4,295.66 4,510.44 4,735.94 1,798.29 1,888.18 1,982.61 2,081.74 2,185.82 22.4786 23.6022 24.7826 26.0217 27.3227 Heavy Equipment Technician N C 14 1576 7,156.44 7,514.26 7,889.92 8,284.45 8,698.69 3,302.97 3,468.12 3,641.50 3,823.59 4,014.78 41.2871 43.3515 45.5187 47.7949 50.1847 Housing Programs Specialist N C 14 1469 8,563.99 8,992.21 9,441.84 9,913.91 10,409.58 3,952.61 4,150.25 4,357.77 4,575.65 4,804.42 49.4076 51.8781 54.4721 57.1956 60.0552 Housing Project Planner E C 14 1590 9,183.31 9,642.49 10,124.62 10,630.84 11,162.45 4,238.45 4,450.38 4,672.90 4,906.54 5,151.90 52.9806 55.6298 58.4112 61.3318 64.3988 HVAC Technician N C 14 1609 7,060.76 7,413.77 7,784.44 8,173.66 8,582.36 3,258.81 3,421.74 3,592.82 3,772.46 3,961.09 40.7351 42.7717 44.9102 47.1558 49.5136 Information Technology Administrator E C 14 1611 10,549.11 11,076.61 11,630.43 12,211.88 12,822.49 4,868.82 5,112.28 5,367.89 5,636.25 5,918.07 60.8602 63.9035 67.0986 70.4531 73.9759 Information Technology Project Manager E C 14 1603 10,761.68 11,299.77 11,864.80 12,458.03 13,080.95 4,966.93 5,215.28 5,476.06 5,749.86 6,037.36 62.0866 65.1910 68.4508 71.8732 75.4670 Information Technology Technician I N C 14 1440 5,980.28 6,279.24 6,593.19 6,922.87 7,268.97 2,760.13 2,898.11 3,043.01 3,195.17 3,354.91 34.5016 36.2264 38.0376 39.9396 41.9364 Information Technology Technician II N C 14 1441 6,509.43 6,834.86 7,176.61 7,535.45 7,912.23 3,004.35 3,154.55 3,312.28 3,477.90 3,651.80 37.5544 39.4319 41.4035 43.4737 45.6475 Irrigation Systems Technician N C 14 1471 6,146.44 6,453.85 6,776.53 7,115.33 7,471.12 2,836.82 2,978.70 3,127.63 3,284.00 3,448.21 35.4603 37.2338 39.0954 41.0500 43.1026 Lead Equipment Technician N C 14 1472 7,907.10 8,302.52 8,717.63 9,153.52 9,611.20 3,649.43 3,831.93 4,023.52 4,224.70 4,435.94 45.6179 47.8991 50.2940 52.8088 55.4492 Librarian I E C 14 1474 6,549.90 6,877.37 7,221.31 7,582.36 7,961.50 3,023.03 3,174.17 3,332.91 3,499.55 3,674.54 37.7879 39.6771 41.6614 43.7444 45.9317 Librarian II E C 14 1473 7,200.96 7,561.00 7,939.06 8,336.08 8,752.81 3,323.52 3,489.69 3,664.18 3,847.42 4,039.76 41.5440 43.6211 45.8022 48.0927 50.4970 Library Assistant I N C 14 1476 4,909.10 5,154.52 5,412.23 5,682.86 5,966.96 2,265.74 2,379.01 2,497.95 2,622.86 2,753.98 28.3217 29.7376 31.2244 32.7857 34.4248 Library Assistant II N C 14 1477 5,108.94 5,364.34 5,632.51 5,914.18 6,209.88 2,357.97 2,475.85 2,599.62 2,729.62 2,866.10 29.4746 30.9481 32.4953 34.1202 35.8262 Library Systems Analyst E C 14 1612 8,893.67 9,338.33 9,805.32 10,295.59 10,810.32 4,104.77 4,310.00 4,525.53 4,751.81 4,989.38 51.3096 53.8750 56.5691 59.3976 62.3672 Library Systems Technician I N C 14 1479 5,980.28 6,279.24 6,593.19 6,922.87 7,268.97 2,760.13 2,898.11 3,043.01 3,195.17 3,354.91 34.5016 36.2264 38.0376 39.9396 41.9364 Library Systems Technician II N C 14 1481 6,509.43 6,834.86 7,176.61 7,535.45 7,912.23 3,004.35 3,154.55 3,312.28 3,477.90 3,651.80 37.5544 39.4319 41.4035 43.4737 45.6475 Library Technician N C 14 1480 5,451.12 5,723.73 6,009.90 6,310.33 6,625.84 2,515.90 2,641.72 2,773.80 2,912.46 3,058.08 31.4487 33.0215 34.6725 36.4057 38.2260 Library Technician Trainee N U 14 1610 4,905.98 5,151.36 5,408.91 5,679.29 5,963.27 2,264.30 2,377.55 2,496.42 2,621.21 2,752.28 28.3038 29.7194 31.2053 32.7651 34.4035 Library Technician - Unclassified N U 14 1594 5,451.12 5,723.73 6,009.90 6,310.33 6,625.84 2,515.90 2,641.72 2,773.80 2,912.46 3,058.08 31.4487 33.0215 34.6725 36.4057 38.2260 Litigation Paralegal I N U 14 1622 6,997.25 7,347.12 7,714.46 8,100.26 8,505.25 3,229.50 3,390.98 3,560.52 3,738.58 3,925.50 40.3688 42.3872 44.5065 46.7322 49.0687 Litigation Paralegal II N U 14 1623 7,801.97 8,192.10 8,601.71 9,031.77 9,483.35 3,600.91 3,780.97 3,970.02 4,168.51 4,376.93 45.0114 47.2621 49.6252 52.1064 54.7116 Litigation Paralegal III N U 14 1624 8,606.69 9,037.04 9,488.85 9,963.33 10,461.40 3,972.32 4,170.94 4,379.47 4,598.46 4,828.34 49.6540 52.1367 54.7434 57.4808 60.3543 Mail Services Specialist N C 14 1482 4,175.99 4,384.68 4,604.06 4,834.22 5,075.89 1,927.38 2,023.70 2,124.95 2,231.18 2,342.72 24.0922 25.2962 26.5619 27.8897 29.2840 Maintenance Coordinator N C 14 1483 6,412.68 6,733.37 7,070.03 7,423.50 7,794.67 2,959.70 3,107.71 3,263.09 3,426.23 3,597.54 36.9963 38.8464 40.7886 42.8279 44.9693 Maintenance Crew Leader N C 14 1484 6,412.94 6,733.65 7,070.31 7,423.80 7,795.02 2,959.82 3,107.84 3,263.22 3,426.37 3,597.70 36.9978 38.8480 40.7903 42.8296 44.9713 Maintenance Worker I N C 14 1485 4,614.03 4,844.71 5,086.92 5,341.31 5,608.37 2,129.55 2,236.02 2,347.81 2,465.22 2,588.48 26.6194 27.9503 29.3476 30.8153 32.3560 Maintenance Worker II N C 14 1486 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Marketing Coordinator N C 14 1487 8,066.46 8,469.78 8,893.32 9,337.94 9,804.84 3,722.98 3,909.13 4,104.61 4,309.82 4,525.31 46.5373 48.8641 51.3076 53.8728 56.5664 Neighborhood & Outreach Services Coordinator I N C 14 1488 6,574.66 6,903.43 7,248.58 7,610.98 7,991.58 3,034.46 3,186.20 3,345.50 3,512.76 3,688.42 37.9308 39.8275 41.8187 43.9095 46.1052 Neighborhood & Outreach Services Coordinator II N C 14 1489 7,156.44 7,514.26 7,889.92 8,284.45 8,698.69 3,302.97 3,468.12 3,641.50 3,823.59 4,014.78 41.2871 43.3515 45.5187 47.7949 50.1847 Network Administrator E C 14 1490 10,549.11 11,076.61 11,630.43 12,211.88 12,822.49 4,868.82 5,112.28 5,367.89 5,636.25 5,918.07 60.8602 63.9035 67.0986 70.4531 73.9759 Network Analyst E C 14 1442 8,893.67 9,338.33 9,805.32 10,295.59 10,810.32 4,104.77 4,310.00 4,525.53 4,751.81 4,989.38 51.3096 53.8750 56.5691 59.3976 62.3672 Office Specialist I N C 14 1491 4,281.40 4,495.44 4,720.26 4,956.25 5,204.03 1,976.03 2,074.82 2,178.58 2,287.50 2,401.86 24.7004 25.9353 27.2323 28.5937 30.0233 Office Specialist II N C 14 1492 4,707.04 4,942.36 5,189.45 5,448.93 5,721.34 2,172.48 2,281.09 2,395.13 2,514.89 2,640.62 27.1560 28.5136 29.9391 31.4361 33.0077 Outreach Coordinator E C 14 1493 7,485.03 7,859.26 8,252.25 8,664.80 9,098.07 3,454.63 3,627.35 3,808.73 3,999.14 4,199.11 43.1829 45.3419 47.6091 49.9893 52.4889 HR\PSCR Page 3 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Outreach Coordinator - Unclassified E U 14 1604 7,485.03 7,859.26 8,252.25 8,664.80 9,098.07 3,454.63 3,627.35 3,808.73 3,999.14 4,199.11 43.1829 45.3419 47.6091 49.9893 52.4889 Painter N C 14 1495 6,433.22 6,754.93 7,092.67 7,447.27 7,819.63 2,969.18 3,117.66 3,273.54 3,437.20 3,609.06 37.1147 38.9708 40.9193 42.9650 45.1132 Park Project Technician N C 14 1498 6,509.43 6,834.86 7,176.61 7,535.45 7,912.23 3,004.35 3,154.55 3,312.28 3,477.90 3,651.80 37.5544 39.4319 41.4035 43.4737 45.6475 Parking Coordinator N C 14 1496 6,876.52 7,220.33 7,581.36 7,960.42 8,358.39 3,173.78 3,332.46 3,499.09 3,674.04 3,857.72 39.6723 41.6557 43.7386 45.9255 48.2215 Parking Maintenance Coordinator N C 14 1592 6,640.53 6,972.62 7,321.23 7,687.29 8,071.66 3,064.86 3,218.13 3,379.03 3,547.98 3,725.38 38.3107 40.2266 42.2379 44.3497 46.5672 Parking Resources Specialist N C 14 1497 7,597.85 7,977.71 8,376.62 8,795.48 9,235.20 3,506.70 3,682.02 3,866.13 4,059.45 4,262.40 43.8337 46.0253 48.3266 50.7431 53.2800 Plan Check Engineer E C 14 1424 9,666.50 10,149.84 10,657.31 11,190.18 11,749.70 4,461.46 4,684.54 4,918.76 5,164.70 5,422.94 55.7683 58.5568 61.4845 64.5587 67.7868 Planning Technician I N C 14 1499 6,574.66 6,903.43 7,248.58 7,610.98 7,991.58 3,034.46 3,186.20 3,345.50 3,512.76 3,688.42 37.9308 39.8275 41.8187 43.9095 46.1052 Planning Technician II N C 14 1500 7,120.84 7,476.86 7,850.68 8,243.26 8,655.40 3,286.54 3,450.86 3,623.39 3,804.58 3,994.80 41.0818 43.1358 45.2924 47.5573 49.9350 Plans Examiner E C 14 1501 9,242.22 9,704.35 10,189.55 10,698.98 11,233.97 4,265.64 4,478.93 4,702.87 4,937.99 5,184.91 53.3205 55.9866 58.7859 61.7249 64.8114 Plumber N C 14 1502 6,818.46 7,159.34 7,517.36 7,893.23 8,287.89 3,146.98 3,304.31 3,469.55 3,643.03 3,825.18 39.3372 41.3039 43.3694 45.5379 47.8147 Pool Technician N C 14 1503 5,803.94 6,094.10 6,398.84 6,718.79 7,054.62 2,678.74 2,812.66 2,953.31 3,100.98 3,255.98 33.4843 35.1582 36.9164 38.7622 40.6998 Program Analyst E U 14 1600 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 Project Engineer I E C 14 1505 9,411.89 9,882.51 10,376.64 10,895.50 11,440.28 4,343.95 4,561.16 4,789.22 5,028.69 5,280.13 54.2994 57.0145 59.8652 62.8586 66.0016 Project Engineer II E C 14 1506 10,347.44 10,864.79 11,408.06 11,978.42 12,577.37 4,775.74 5,014.52 5,265.26 5,528.50 5,804.94 59.6967 62.6815 65.8157 69.1063 72.5617 Project Planner E C 14 1507 9,183.31 9,642.49 10,124.62 10,630.84 11,162.45 4,238.45 4,450.38 4,672.90 4,906.54 5,151.90 52.9806 55.6298 58.4112 61.3318 64.3988 Project Planner Unclassified E U 14 1605 9,183.31 9,642.49 10,124.62 10,630.84 11,162.45 4,238.45 4,450.38 4,672.90 4,906.54 5,151.90 52.9806 55.6298 58.4112 61.3318 64.3988 Property Management Specialist N C 14 1508 7,373.82 7,742.50 8,129.68 8,536.13 8,962.92 3,403.30 3,573.46 3,752.16 3,939.75 4,136.73 42.5413 44.6683 46.9020 49.2469 51.7091 Public Works Inspector I N C 14 1509 6,962.58 7,310.70 7,676.20 8,060.00 8,463.09 3,213.50 3,374.17 3,542.86 3,720.00 3,906.04 40.1688 42.1771 44.2858 46.5000 48.8255 Public Works Inspector II N C 14 1510 7,887.23 8,281.56 8,695.64 9,130.42 9,586.94 3,640.26 3,822.26 4,013.37 4,214.04 4,424.74 45.5032 47.7783 50.1671 52.6755 55.3092 Public Works Operations Assistant N C 14 1571 5,385.55 5,654.85 5,937.56 6,234.43 6,546.15 2,485.64 2,609.93 2,740.41 2,877.43 3,021.30 31.0705 32.6241 34.2551 35.9679 37.7662 Real Property Agent N C 14 1511 8,521.37 8,947.47 9,394.84 9,864.55 10,357.77 3,932.94 4,129.60 4,336.08 4,552.87 4,780.51 49.1618 51.6200 54.2010 56.9109 59.7564 Records Technician N C 14 1512 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Recreation Coordinator N C 14 1515 6,423.69 6,744.81 7,082.12 7,436.20 7,808.00 2,964.78 3,112.99 3,268.67 3,432.09 3,603.69 37.0597 38.9124 40.8584 42.9011 45.0461 Recreation Program Leader N C 14 1517 4,545.45 4,772.76 5,011.44 5,261.99 5,525.07 2,097.90 2,202.81 2,312.97 2,428.61 2,550.03 26.2237 27.5351 28.9121 30.3576 31.8754 Recreation Specialist N C 14 1516 5,314.62 5,580.32 5,859.36 6,152.34 6,459.92 2,452.90 2,575.53 2,704.32 2,839.54 2,981.50 30.6612 32.1941 33.8040 35.4942 37.2687 Recycling Educator N C 14 1518 6,509.43 6,834.86 7,176.61 7,535.45 7,912.23 3,004.35 3,154.55 3,312.28 3,477.90 3,651.80 37.5544 39.4319 41.4035 43.4737 45.6475 Rental Housing Mediation Specialist N C 14 1519 7,050.16 7,402.66 7,772.79 8,161.44 8,569.49 3,253.92 3,416.61 3,587.44 3,766.82 3,955.15 40.6740 42.7076 44.8430 47.0853 49.4394 Risk Analyst I E U 14 6018 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Risk Analyst II E U 14 6019 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Senior Accountant E C 14 1520 8,693.01 9,127.71 9,584.14 10,063.34 10,566.49 4,012.16 4,212.79 4,423.45 4,644.62 4,876.84 50.1520 52.6599 55.2931 58.0578 60.9605 Senior Airport Maintenance Worker N C 14 1521 6,010.14 6,310.66 6,626.17 6,957.49 7,305.35 2,773.91 2,912.61 3,058.23 3,211.15 3,371.70 34.6739 36.4076 38.2279 40.1394 42.1463 Senior Building Inspector N C 14 1523 8,832.24 9,273.75 9,737.41 10,224.37 10,735.57 4,076.42 4,280.19 4,494.19 4,718.94 4,954.88 50.9552 53.5024 56.1774 58.9867 61.9360 Senior Building Inspector Specialty N C 14 1574 9,283.80 9,748.03 10,235.40 10,747.21 11,284.54 4,284.83 4,499.09 4,724.03 4,960.25 5,208.25 53.5604 56.2386 59.0504 62.0031 65.1031 Senior Buyer N C 14 1522 7,944.50 8,341.80 8,758.86 9,196.83 9,656.68 3,666.69 3,850.06 4,042.55 4,244.69 4,456.93 45.8336 48.1258 50.5319 53.0586 55.7116 Senior Commission Secretary N C 14 1513 6,333.02 6,649.63 6,982.11 7,331.18 7,697.78 2,922.93 3,069.06 3,222.51 3,383.62 3,552.82 36.5366 38.3632 40.2814 42.2953 44.4103 Senior Community Development Programs Specialist N C 14 1588 8,526.09 8,952.36 9,400.00 9,869.99 10,363.47 3,935.12 4,131.86 4,338.46 4,555.38 4,783.14 49.1890 51.6483 54.2308 56.9423 59.7893 Senior Custodian N C 14 1524 4,874.22 5,117.91 5,374.11 5,642.52 5,924.66 2,249.64 2,362.11 2,480.36 2,604.24 2,734.46 28.1205 29.5264 31.0045 32.5530 34.1808 Senior Electronics/Communications Technician N C 14 1525 7,949.35 8,346.82 8,764.17 9,202.42 9,662.55 3,668.93 3,852.38 4,045.00 4,247.27 4,459.64 45.8616 48.1548 50.5625 53.0909 55.7455 Senior Engineering Technician N C 14 1526 7,582.77 7,961.83 8,359.95 8,777.97 9,216.87 3,499.74 3,674.69 3,858.44 4,051.37 4,253.94 43.7467 45.9336 48.2305 50.6421 53.1743 Senior Grounds Maintenance Worker N C 14 1527 5,646.81 5,929.17 6,225.64 6,536.88 6,863.74 2,606.22 2,736.54 2,873.37 3,017.02 3,167.88 32.5777 34.2067 35.9171 37.7127 39.5985 Senior Housing Programs Specialist N C 14 1620 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Senior Library Technician E C 14 1528 5,963.14 6,261.26 6,574.40 6,903.11 7,248.28 2,752.22 2,889.81 3,034.34 3,186.05 3,345.36 34.4028 36.1226 37.9293 39.8256 41.8170 Senior Maintenance Worker N C 14 1529 6,100.99 6,405.99 6,726.31 7,062.60 7,415.68 2,815.84 2,956.61 3,104.45 3,259.66 3,422.62 35.1980 36.9576 38.8056 40.7458 42.7828 Senior Network/Applications Analyst E C 14 1504 9,599.76 10,079.77 10,583.71 11,112.94 11,668.56 4,430.66 4,652.20 4,884.79 5,129.05 5,385.49 55.3832 58.1525 61.0599 64.1131 67.3186 Senior Plan Check Engineer E C 14 1425 10,680.45 11,214.47 11,775.18 12,364.00 12,982.17 4,929.44 5,175.91 5,434.70 5,706.46 5,991.77 61.6180 64.6989 67.9338 71.3307 74.8971 Senior Plans Examiner E C 14 1530 9,666.50 10,149.84 10,657.31 11,190.18 11,749.70 4,461.46 4,684.54 4,918.76 5,164.70 5,422.94 55.7683 58.5568 61.4845 64.5587 67.7868 Senior Project Engineer N C 14 1602 11,210.85 11,771.39 12,359.95 12,977.92 13,626.82 5,174.24 5,432.95 5,704.59 5,989.81 6,289.30 64.6780 67.9119 71.3074 74.8726 78.6162 Senior Project Engineer Unclassified N U 14 1608 11,210.85 11,771.39 12,359.95 12,977.92 13,626.82 5,174.24 5,432.95 5,704.59 5,989.81 6,289.30 64.6780 67.9119 71.3074 74.8726 78.6162 Senior Property Management Specialist N C 14 1534 8,563.99 8,992.21 9,441.84 9,913.91 10,409.58 3,952.61 4,150.25 4,357.77 4,575.65 4,804.42 49.4076 51.8781 54.4721 57.1956 60.0552 Senior Public Works Inspector N C 14 1533 8,714.55 9,150.22 9,607.74 10,088.20 10,592.53 4,022.10 4,223.18 4,434.34 4,656.09 4,888.86 50.2762 52.7898 55.4292 58.2011 61.1108 Senior Real Property Agent E C 14 1535 9,798.45 10,288.37 10,802.81 11,342.91 11,910.12 4,522.36 4,748.48 4,985.91 5,235.19 5,496.98 56.5295 59.3560 62.3239 65.4399 68.7123 Senior Rental Housing Mediation Specialist N C 14 1536 8,526.09 8,952.36 9,400.00 9,869.99 10,363.47 3,935.12 4,131.86 4,338.46 4,555.38 4,783.14 49.1890 51.6483 54.2308 56.9423 59.7893 Senior Streets Maintenance Worker N C 14 1537 6,202.47 6,512.59 6,838.22 7,180.12 7,539.11 2,862.68 3,005.81 3,156.10 3,313.90 3,479.59 35.7835 37.5726 39.4512 41.4238 43.4949 Senior Traffic Signal Technician N C 14 1583 7,571.40 7,949.98 8,347.43 8,764.88 9,203.09 3,494.49 3,669.22 3,852.66 4,045.33 4,247.58 43.6811 45.8652 48.1583 50.5666 53.0948 Senior Traffic Technician N C 14 1538 7,410.72 7,781.24 8,170.28 8,578.83 9,007.77 3,420.33 3,591.34 3,770.90 3,959.46 4,157.43 42.7541 44.8917 47.1362 49.4932 51.9679 HR\PSCR Page 4 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Senior Tree Trimmer N C 14 1539 6,223.64 6,534.80 6,861.57 7,204.62 7,564.87 2,872.45 3,016.06 3,166.88 3,325.21 3,491.48 35.9056 37.7007 39.5860 41.5651 43.6435 Senior Waterfront Maintenance Worker N C 14 1540 6,010.14 6,310.66 6,626.17 6,957.49 7,305.35 2,773.91 2,912.61 3,058.23 3,211.15 3,371.70 34.6739 36.4076 38.2279 40.1394 42.1463 Stock Clerk N C 14 1543 4,801.85 5,041.92 5,293.99 5,558.69 5,836.68 2,216.24 2,327.04 2,443.38 2,565.55 2,693.85 27.7030 29.0880 30.5422 32.0694 33.6731 Streets Maintenance Coordinator N C 14 1544 6,853.04 7,195.74 7,555.51 7,933.27 8,329.95 3,162.94 3,321.11 3,487.16 3,661.51 3,844.59 39.5367 41.5139 43.5895 45.7689 48.0574 Streets Maintenance Crew Leader N C 14 1545 6,519.63 6,845.58 7,187.83 7,547.32 7,924.67 3,009.06 3,159.50 3,317.46 3,483.38 3,657.54 37.6132 39.4937 41.4682 43.5422 45.7193 Streets Maintenance Worker I N C 14 1546 4,849.98 5,092.49 5,347.12 5,614.51 5,895.20 2,238.45 2,350.38 2,467.90 2,591.31 2,720.86 27.9806 29.3798 30.8488 32.3914 34.0107 Streets Maintenance Worker II N C 14 1547 5,613.60 5,894.24 6,189.00 6,498.46 6,823.31 2,590.89 2,720.42 2,856.46 2,999.29 3,149.22 32.3861 34.0053 35.7057 37.4911 39.3652 Sustainability Analyst I N U 14 1615 8,436.83 8,858.63 9,301.59 9,766.68 10,254.96 3,893.92 4,088.60 4,293.04 4,507.70 4,733.06 48.6740 51.1075 53.6630 56.3463 59.1633 Sustainability Analyst II E U 14 1616 9,652.93 10,135.58 10,642.34 11,174.48 11,733.24 4,455.20 4,677.96 4,911.85 5,157.45 5,415.34 55.6900 58.4745 61.3981 64.4681 67.6917 Sustainability Analyst III E U 14 1617 10,454.82 10,977.59 11,526.41 12,102.74 12,707.89 4,825.30 5,066.58 5,319.88 5,585.88 5,865.18 60.3162 63.3322 66.4985 69.8235 73.3148 System Administrator E C 14 1577 10,549.20 11,076.65 11,630.43 12,212.03 12,822.57 4,868.86 5,112.30 5,367.89 5,636.32 5,918.11 60.8607 63.9037 67.0986 70.4540 73.9764 Traffic Signal Technician I E C 14 1581 6,422.30 6,743.47 7,080.67 7,434.66 7,806.37 2,964.14 3,112.37 3,268.00 3,431.38 3,602.94 37.0518 38.9046 40.8500 42.8923 45.0367 Traffic Signal Technician II E C 14 1582 7,060.76 7,413.77 7,784.44 8,173.66 8,582.36 3,258.81 3,421.74 3,592.82 3,772.46 3,961.09 40.7351 42.7717 44.9102 47.1558 49.5136 Traffic Technician I N C 14 1552 5,980.28 6,279.24 6,593.19 6,922.87 7,268.97 2,760.13 2,898.11 3,043.01 3,195.17 3,354.91 34.5016 36.2264 38.0376 39.9396 41.9364 Traffic Technician II N C 14 1553 6,574.66 6,903.43 7,248.58 7,610.98 7,991.58 3,034.46 3,186.20 3,345.50 3,512.76 3,688.42 37.9308 39.8275 41.8187 43.9095 46.1052 Tree Care Specialist N C 14 1555 5,604.78 5,885.01 6,179.27 6,488.21 6,812.65 2,586.82 2,716.16 2,851.97 2,994.56 3,144.30 32.3352 33.9520 35.6496 37.4320 39.3037 Tree Trimmer I N C 14 1557 4,947.76 5,195.10 5,454.87 5,727.56 6,013.91 2,283.58 2,397.74 2,517.63 2,643.49 2,775.65 28.5447 29.9718 31.4704 33.0436 34.6956 Tree Trimmer II N C 14 1556 5,549.12 5,826.60 6,117.95 6,423.84 6,745.05 2,561.13 2,689.20 2,823.67 2,964.85 3,113.10 32.0141 33.6150 35.2959 37.0606 38.9138 Vehicle Services Assistant N C 14 1558 4,898.62 5,143.54 5,400.68 5,670.77 5,954.26 2,260.90 2,373.94 2,492.62 2,617.28 2,748.12 28.2613 29.6743 31.1578 32.7160 34.3515 Warehouse Specialist N C 14 1559 5,305.52 5,570.87 5,849.35 6,141.81 6,448.93 2,448.70 2,571.17 2,699.70 2,834.68 2,976.43 30.6088 32.1396 33.7463 35.4335 37.2054 Water Conservation Coordinator E U 14 1599 9,417.01 9,898.87 10,380.74 10,913.59 11,446.44 4,346.31 4,568.71 4,791.11 5,037.04 5,282.97 54.3289 57.1089 59.8889 62.9630 66.0371 Water Quality Research Analyst E C 14 1589 9,652.93 10,135.56 10,642.34 11,174.45 11,733.24 4,455.20 4,677.95 4,911.85 5,157.44 5,415.34 55.6900 58.4744 61.3981 64.4680 67.6917 Water Resources Specialist E C 14 1560 8,311.55 8,727.12 9,163.40 9,621.65 10,102.71 3,836.10 4,027.90 4,229.26 4,440.76 4,662.79 47.9513 50.3487 52.8657 55.5095 58.2849 Water Resources Technician N C 14 1562 6,509.43 6,834.86 7,176.61 7,535.45 7,912.23 3,004.35 3,154.55 3,312.28 3,477.90 3,651.80 37.5544 39.4319 41.4035 43.4737 45.6475 Waterfront Maintenance Coordinator N C 14 1598 6,640.53 6,972.62 7,321.23 7,687.29 8,071.66 3,064.86 3,218.13 3,379.03 3,547.98 3,725.38 38.3107 40.2266 42.2379 44.3497 46.5672 Waterfront Maintenance Crew Leader N C 14 1564 6,317.44 6,633.32 6,964.95 7,313.28 7,678.97 2,915.74 3,061.53 3,214.59 3,375.36 3,544.14 36.4467 38.2691 40.1824 42.1920 44.3017 Waterfront Maintenance Worker I N C 14 1565 4,947.76 5,195.10 5,454.87 5,727.56 6,013.91 2,283.58 2,397.74 2,517.63 2,643.49 2,775.65 28.5447 29.9718 31.4704 33.0436 34.6956 Waterfront Maintenance Worker II N C 14 1566 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Waterfront Vessel Technician N C 14 1567 5,439.55 5,711.46 5,997.07 6,296.96 6,611.74 2,510.56 2,636.06 2,767.88 2,906.29 3,051.57 31.3820 32.9508 34.5985 36.3286 38.1446 Web Services Technician E C 14 1586 7,560.04 7,938.06 8,334.93 8,751.71 9,189.29 3,489.25 3,663.72 3,846.89 4,039.25 4,241.21 43.6156 45.7965 48.0861 50.4906 53.0151 Webmaster E C 14 1550 10,549.11 11,076.61 11,630.43 12,211.88 12,822.49 4,868.82 5,112.28 5,367.89 5,636.25 5,918.07 60.8602 63.9035 67.0986 70.4531 73.9759 Welder/Fabricator N C 14 1568 6,551.76 6,879.34 7,223.30 7,584.46 7,963.69 3,023.89 3,175.08 3,333.83 3,500.52 3,675.55 37.7986 39.6885 41.6729 43.7565 45.9444 Fire Captain (56 Hour) 7 C 34 3400 10,981.38 11,530.46 12,107.01 12,712.33 13,347.97 5,068.33 5,321.75 5,587.85 5,867.23 6,160.60 45.2529 47.5156 49.8915 52.3860 55.0053 Fire Captain (40 Hour) 7 C 34 3405 10,981.38 11,530.46 12,106.97 12,712.35 13,347.97 5,068.33 5,321.75 5,587.83 5,867.24 6,160.60 63.3541 66.5219 69.8479 73.3405 77.0075 Fire Engineer (56 Hour) 7 C 34 3401 9,502.61 9,977.76 10,476.66 11,000.49 11,550.50 4,385.82 4,605.12 4,835.38 5,077.15 5,331.00 39.1591 41.1171 43.1731 45.3317 47.5982 Fire Engineer (40 Hour) 7 C 34 3402 9,502.61 9,977.78 10,476.68 11,000.51 11,550.52 4,385.82 4,605.13 4,835.39 5,077.16 5,331.01 54.8227 57.5641 60.4424 63.4645 66.6376 Fire Inspector I (40 Hour) 7 C 39 3901 8,388.64 8,808.15 9,248.53 9,710.94 10,196.46 3,871.68 4,065.30 4,268.55 4,481.97 4,706.06 48.3960 50.8162 53.3569 56.0246 58.8257 Fire Inspector II (40 Hour) 7 C 39 3902 9,502.61 9,977.78 10,476.68 11,000.51 11,550.52 4,385.82 4,605.13 4,835.39 5,077.16 5,331.01 54.8227 57.5641 60.4424 63.4645 66.6376 Fire Inspector III (40 Hour) 7 C 39 3903 10,981.38 11,530.46 12,106.97 12,712.35 13,347.97 5,068.33 5,321.75 5,587.83 5,867.24 6,160.60 63.3541 66.5219 69.8479 73.3405 77.0075 Firefighter (56 Hour) 7 C 34 3403 8,388.68 8,808.09 9,248.53 9,710.91 10,196.49 3,871.70 4,065.27 4,268.55 4,481.96 4,706.07 34.5687 36.2971 38.1120 40.0175 42.0185 Firefighter (40 Hour) 7 C 34 3404 8,388.64 8,808.15 9,248.53 9,710.94 10,196.46 3,871.68 4,065.30 4,268.55 4,481.97 4,706.06 48.3960 50.8162 53.3569 56.0246 58.8258 Firefighter - Entry 7 C 39 3904 7,549.77 7,927.29 8,323.64 8,739.81 9,176.83 3,484.51 3,658.75 3,841.68 4,033.76 4,235.46 43.5564 45.7344 48.0210 50.4220 52.9432 Assistant City Attorney I E U 01 0103 12,472.05 15,159.93 5,756.33 6,996.89 71.9541 87.4611 Assistant City Attorney II E U 01 0104 13,849.23 16,833.79 6,391.95 7,769.44 79.8994 97.1180 Assistant City Attorney III E U 01 0105 16,084.45 19,550.79 7,423.59 9,023.44 92.7949 112.7930 Assistant City Attorney IV E U 01 0106 17,692.89 21,505.88 8,165.95 9,925.79 102.0744 124.0724 Assistant City Attorney V E U 01 0121 19,789.49 24,054.33 9,133.61 11,102.00 114.1701 138.7750 Chief Assistant City Attorney E U 01 0124 21,867.58 26,459.79 10,092.73 12,212.21 126.1591 152.6526 Deputy City Attorney E U 01 0110 10,370.34 12,605.23 4,786.31 5,817.80 59.8289 72.7225
LEGAL/PROFESSIONAL ATTORNEY
FIRE
HR\PSCR Page 5 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Assistant Airport Director E U 02 0274 17,197.61 20,903.87 7,937.36 9,647.94 99.2170 120.5992 Assistant Finance Director E U 02 0204 15,039.22 18,272.67 6,941.18 8,433.54 86.7648 105.4193 Assistant Library Director E U 02 0253 14,620.56 17,771.46 6,747.95 8,202.21 84.3494 102.5276 Assistant Parks & Recreation Director E U 02 0205 14,561.52 17,699.65 6,720.70 8,169.07 84.0088 102.1134 Budget Manager E U 02 0207 12,023.07 14,614.12 5,549.11 6,744.98 69.3639 84.3122 Business Manager E U 02 0276 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Fire Operations Division Chief E U 32 3200 20,416.96 24,816.89 9,423.21 11,453.95 117.7901 143.1744 Human Resources Manager E U 02 0223 13,750.01 16,713.28 6,346.16 7,713.82 79.3270 96.4228 Labor Relations Manager E U 02 0267 12,472.05 15,159.93 5,756.33 6,996.89 71.9541 87.4611 Office Manager E U 02 0275 11,177.96 13,586.89 5,159.06 6,270.87 64.4882 78.3859 Senior Assistant to the City Administrator E U 02 0248 12,698.44 15,435.05 5,860.82 7,123.87 73.2602 89.0484 Airport Business Manager E U 03 0300 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Airport Facilities Manager E U 03 0301 12,205.74 14,836.12 5,633.42 6,847.44 70.4177 85.5930 Airport Operations Manager E U 03 0302 12,590.78 15,304.16 5,811.13 7,063.46 72.6391 88.2933 Airport Properties Manager E U 03 0303 12,590.78 15,304.16 5,811.13 7,063.46 72.6391 88.2933 Assistant to the City Administrator E U 03 0304 11,625.08 14,130.35 5,365.42 6,521.70 67.0677 81.5213 Business Manager E U 03 0352 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Chief Building Official E U 03 0305 14,690.30 17,856.26 6,780.14 8,241.35 84.7518 103.0169 City Clerk Services Manager E U 03 0306 12,780.54 15,534.91 5,898.71 7,169.96 73.7339 89.6245 City Engineer E U 03 0307 17,979.89 21,854.67 8,298.41 10,086.77 103.7301 126.0846 City Planner E U 03 0308 15,642.10 18,752.11 7,219.43 8,654.82 90.2429 108.1852 Community Development Business Manager E U 03 0309 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Community Engagement Manager E U 03 0354 11,859.34 14,415.07 5,473.54 6,653.11 68.4192 83.1639 Community Engagement Officer/PIO E U 03 0310 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Controller E U 03 0311 13,235.52 16,087.89 6,108.70 7,425.18 76.3588 92.8148 Creeks Restoration/Clean Water Manager E U 03 0312 14,379.60 17,478.50 6,636.74 8,067.00 82.9592 100.8375 Downtown Plaza & Parking Manager E U 03 0314 12,447.13 15,129.64 5,744.83 6,982.91 71.8104 87.2864 Emergency Medical Services Manager E U 03 0353 11,945.64 14,514.70 5,513.37 6,699.09 68.9171 83.7386 Emergency Services Manager E U 03 0316 10,721.34 13,031.87 4,948.31 6,014.71 61.8539 75.1839 Energy and Climate Program Manager E U 03 0317 12,023.09 14,614.15 5,549.12 6,744.99 69.3640 84.3124 Environmental Services Manager E U 03 0318 11,859.34 14,415.07 5,473.54 6,653.11 68.4192 83.1639 Facilities Manager E U 03 0319 12,339.02 14,998.14 5,694.93 6,922.22 71.1866 86.5277 Fire Business Manager E U 03 0320 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 General Services Manager E U 03 0322 12,179.55 14,804.36 5,621.33 6,832.78 70.2666 85.4097 Harbor Operations Manager E U 03 0323 12,910.04 15,692.30 5,958.48 7,242.60 74.4810 90.5325 Housing & Human Services Manager E U 03 0324 12,345.58 15,006.12 5,697.96 6,925.90 71.2245 86.5738 Information Technology Manager E U 03 0325 14,509.32 17,636.21 6,696.61 8,139.79 83.7076 101.7474 Library Services Manager E U 03 0326 11,170.36 13,577.68 5,155.55 6,266.62 64.4444 78.3328 Parks Manager E U 03 0327 12,630.87 15,352.94 5,829.63 7,085.97 72.8704 88.5746 Parks & Recreation Business Manager E U 03 0328 11,859.34 14,415.07 5,473.54 6,653.11 68.4192 83.1639 Police Administrative Manager E U 03 0329 14,020.07 17,041.55 6,470.80 7,865.33 80.8850 98.3166 Police Business Manager E U 03 0330 11,509.66 13,990.10 5,312.15 6,456.97 66.4019 80.7121 Police Information Technology Manager E U 03 0331 12,140.61 14,757.06 5,603.36 6,810.95 70.0420 85.1369 Police Records Manager E U 03 0332 11,094.46 13,485.38 5,120.52 6,224.02 64.0065 77.8003 Principal Architect E U 03 0333 15,634.19 19,003.53 7,215.78 8,770.86 90.1973 109.6358 Principal Engineer E U 03 0334 15,634.19 19,003.53 7,215.78 8,770.86 90.1973 109.6358 Principal Planner E U 03 0335 12,345.58 15,006.12 5,697.96 6,925.90 71.2245 86.5738 Principal Project Manager E U 03 0336 16,799.42 20,419.88 7,753.58 9,424.56 96.9198 117.8070 Principal Traffic Engineer E U 03 0337 15,634.19 19,003.53 7,215.78 8,770.86 90.1973 109.6358 Public Safety Communications Manager E U 03 0338 12,570.70 15,279.92 5,801.86 7,052.27 72.5233 88.1534 Public Works Business Manager E U 03 0339 12,590.78 15,304.16 5,811.13 7,063.46 72.6391 88.2933
MANAGEMENT UNREPRESENTED
MANAGEMENT/AFSCME
HR\PSCR Page 6 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Public Works Manager E U 03 0340 14,165.41 17,218.18 6,537.88 7,946.85 81.7235 99.3356 Public Works Operations Manager E U 03 0341 15,634.19 19,003.53 7,215.78 8,770.86 90.1973 109.6358 Recreation Programs Manager E U 03 0342 11,407.33 13,865.67 5,264.92 6,399.54 65.8115 79.9943 Risk Manager E U 03 0343 12,013.50 14,602.49 5,544.69 6,739.61 69.3086 84.2451 State Street Master Planner E U 03 0344 14,200.40 17,260.66 6,554.03 7,966.46 81.9254 99.5807 Wastewater System Manager E U 03 0350 16,799.29 20,419.64 7,753.52 9,424.45 96.9190 117.8056 Water Resources Manager E U 03 0351 17,980.06 21,854.99 8,298.49 10,086.92 103.7311 126.0865 Water Services Manager E U 03 0346 16,799.29 20,419.64 7,753.52 9,424.45 96.9190 117.8056 Water System Manager E U 03 0347 16,799.29 20,419.64 7,753.52 9,424.45 96.9190 117.8056 Waterfront Business Manager E U 03 0348 12,590.78 15,304.16 5,811.13 7,063.46 72.6391 88.2933 Waterfront Facilities Manager E U 03 0349 12,205.74 14,836.12 5,633.42 6,847.44 70.4177 85.5930 City Administrator/Clerk/Treasurer E U 01 0107 29,464.72 29,464.72 13,599.10 13,599.10 169.9887 169.9887 City Attorney E U 01 0108 23,477.98 28,408.36 10,835.99 13,111.56 135.4500 163.8945 Airport Director E U 01 0102 19,182.63 23,316.67 8,853.52 10,761.54 110.6690 134.5192 Assistant City Administrator E U 01 0101 22,152.13 26,926.10 10,224.06 12,427.43 127.8008 155.3429 Community Development Director E U 01 0109 18,219.98 22,146.54 8,409.22 10,221.48 105.1152 127.7685 Deputy City Administrator E U 01 0122 19,830.24 24,103.78 9,152.42 11,124.82 114.4053 139.0603 Finance Director E U 01 0111 18,039.56 21,927.23 8,325.95 10,120.26 104.0744 126.5033 Fire Chief E U 31 3100 22,460.36 27,300.76 10,366.32 12,600.35 129.5790 157.5044 Human Resources Director E U 01 0118 17,298.65 21,026.68 7,983.99 9,704.62 99.7999 121.3078 Information Technology Director E U 01 0119 17,474.21 21,240.05 8,065.02 9,803.10 100.8128 122.5388 Library Director E U 01 0112 17,436.68 21,194.44 8,047.70 9,782.05 100.5962 122.2756 Parks & Recreation Director E U 01 0113 17,474.21 21,240.05 8,065.02 9,803.10 100.8128 122.5388 Police Chief E U 21 2100 25,477.88 30,968.60 11,759.02 14,293.20 146.9878 178.6650 Public Works Director E U 01 0114 20,873.93 25,372.40 9,634.12 11,710.34 120.4265 146.3792 Sustainability & Resilience Director E U 01 0120 17,298.65 21,026.68 7,983.99 9,704.62 99.7999 121.3078 Water Resources Director E U 01 0123 20,873.93 25,372.40 9,634.12 11,710.34 120.4265 146.3792 Waterfront Director/Harbormaster E U 01 0115 19,182.63 23,316.67 8,853.52 10,761.54 110.6690 134.5192 Fire Battalion Chief E C 33 3300 14,991.38 18,222.19 6,919.10 8,410.24 61.7777 75.0914 Fire Battalion Chief 40 HR E C 33 3301 14,991.38 18,222.19 6,919.10 8,410.24 86.4888 105.1280 Fire Battalion Chief / Fire Marshal E C 33 3303 14,991.38 18,222.19 6,919.10 8,410.24 86.4888 105.1280 Assistant Police Chief E C 23 2303 21,455.16 26,078.89 9,902.38 12,036.41 123.7798 150.4551 Police Commander E C 23 2302 18,656.00 22,676.33 8,610.46 10,466.00 107.6308 130.8250 Police Lieutenant E C 23 2301 16,222.40 19,718.44 7,487.26 9,100.82 93.5908 113.7603 City Councilmember E 0001 5,534.66 2,554.46
Mayor E 0002 6,918.34 3,193.08
Identification Technician N C 29 2901 7,884.96 8,279.22 8,693.17 9,127.84 9,584.21 3,639.21 3,821.18 4,012.23 4,212.85 4,423.48 45.4901 47.7647 50.1529 52.6606 55.2935 Parking Enforcement Officer N C 29 2902 5,500.06 5,775.06 6,063.79 6,367.05 6,685.38 2,538.49 2,665.41 2,798.67 2,938.64 3,085.56 31.7311 33.3176 34.9834 36.7330 38.5695 Parking Enforcement Officer II N C 29 2919 6,050.07 6,352.56 6,670.17 7,003.75 7,353.93 2,792.34 2,931.95 3,078.54 3,232.50 3,394.12 34.9043 36.6494 38.4817 40.4063 42.4265 Parking Enforcement Officer Unclassified N U 29 2918 5,500.06 5,775.06 6,063.79 6,367.05 6,685.38 2,538.49 2,665.41 2,798.67 2,938.64 3,085.56 31.7311 33.3176 34.9834 36.7330 38.5695 Police Crime Analyst N C 29 2907 8,901.25 9,346.29 9,813.64 10,304.34 10,819.49 4,108.27 4,313.67 4,529.37 4,755.85 4,993.61 51.3534 53.9209 56.6171 59.4481 62.4201 Police Officer Range A 7 C 24 2400 10,080.22 10,584.23 11,113.48 11,669.10 12,252.57 4,652.41 4,885.03 5,129.30 5,385.74 5,655.03 58.1551 61.0629 64.1162 67.3217 70.6879 Police Officer Range B 7 C 24 2400 10,281.83 10,795.94 11,335.74 11,902.49 12,497.64 4,745.46 4,982.74 5,231.88 5,493.45 5,768.14 59.3182 62.2842 65.3985 68.6681 72.1017
MANAGEMENT/POLICE
MANAGEMENT/FIRE
MANAGEMENT/EXECUTIVE
MANAGEMENT/APPOINTED
MAYOR/CITY COUNCIL
POLICE
HR\PSCR Page 7 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Police Officer Range C 7 C 24 2400 10,483.42 11,007.60 11,558.00 12,135.87 12,742.67 4,838.50 5,080.43 5,334.46 5,601.17 5,881.23 60.4813 63.5054 66.6808 70.0146 73.5154 Police Officer Range D 7 C 24 2400 10,685.03 11,219.30 11,780.29 12,369.24 12,987.74 4,931.55 5,178.14 5,437.06 5,708.88 5,994.34 61.6444 64.7267 67.9632 71.3610 74.9292 Police Officer - Entry 7 C 29 2903 8,895.53 9,340.33 9,807.33 10,297.71 10,812.58 4,105.63 4,310.92 4,526.46 4,752.79 4,990.42 51.3204 53.8865 56.5807 59.4099 62.3802 Police Property/Evidence Assistant N C 29 2905 5,561.18 5,839.30 6,131.32 6,437.84 6,759.70 2,566.70 2,695.06 2,829.84 2,971.31 3,119.86 32.0838 33.6882 35.3730 37.1414 38.9983 Police Property/Evidence Technician N C 29 2906 6,556.20 6,884.02 7,228.20 7,589.62 7,969.09 3,025.94 3,177.24 3,336.09 3,502.90 3,678.04 37.8242 39.7155 41.7011 43.7863 45.9755 Police Range/Equipment Technician N C 29 2917 7,333.00 7,699.66 8,084.64 8,488.87 8,913.32 3,384.46 3,553.69 3,731.37 3,917.94 4,113.84 42.3058 44.4211 46.6421 48.9742 51.4230 Police Records Specialist N C 29 2904 5,461.99 5,735.08 6,021.80 6,322.90 6,639.04 2,520.92 2,646.96 2,779.29 2,918.26 3,064.17 31.5115 33.0870 34.7411 36.4782 38.3021 Police Records Supervisor N C 29 2914 6,556.20 6,884.02 7,228.20 7,589.62 7,969.09 3,025.94 3,177.24 3,336.09 3,502.90 3,678.04 37.8242 39.7155 41.7011 43.7863 45.9755 Police Sergeant 7 C 24 2401 12,999.85 13,649.83 14,332.35 15,048.95 15,801.44 5,999.93 6,299.92 6,614.93 6,945.67 7,292.97 74.9991 78.7490 82.6866 86.8209 91.1621 Police Services Coordinator N C 29 2916 5,787.64 6,076.98 6,380.88 6,699.90 7,034.86 2,671.22 2,804.76 2,945.02 3,092.26 3,246.86 33.3903 35.0595 36.8127 38.6533 40.5857 Police Services Specialist N C 29 2915 4,958.53 5,206.39 5,466.74 5,740.04 6,027.08 2,288.55 2,402.95 2,523.11 2,649.25 2,781.73 28.6069 30.0369 31.5389 33.1156 34.7716 Police Technician N C 29 2909 5,238.16 5,500.06 5,775.03 6,063.85 6,367.01 2,417.61 2,538.49 2,665.40 2,798.70 2,938.62 30.2201 31.7311 33.3175 34.9838 36.7328 Public Safety Dispatcher I N U 29 2910 6,240.26 6,552.20 6,879.86 7,223.84 7,585.00 2,880.12 3,024.09 3,175.32 3,334.08 3,500.77 36.0015 37.8011 39.6915 41.6760 43.7596 Public Safety Dispatcher II N C 29 2911 6,558.74 6,886.62 7,230.99 7,592.59 7,972.23 3,027.11 3,178.44 3,337.38 3,504.27 3,679.49 37.8389 39.7305 41.7172 43.8034 45.9936 Public Safety Dispatcher III N C 29 2912 7,247.35 7,609.79 7,990.26 8,389.72 8,809.23 3,344.93 3,512.21 3,687.81 3,872.18 4,065.80 41.8116 43.9026 46.0976 48.4022 50.8225 Public Safety Dispatch Supervisor N C 29 2913 8,841.39 9,283.41 9,747.62 10,234.99 10,746.73 4,080.64 4,284.65 4,498.90 4,723.84 4,960.03 51.0080 53.5581 56.2363 59.0480 62.0004 Accounting Supervisor E U 04 4064 9,783.52 11,891.97 4,515.47 5,488.60 56.4434 68.6075 Administrative Supervisor E U 04 4001 7,947.57 9,660.26 3,668.11 4,458.58 45.8514 55.7322 Administrative/Clerical Supervisor E U 04 4000 6,553.00 7,965.21 3,024.46 3,676.25 37.8058 45.9531 Airport Business Development Supervisor E U 04 4067 8,540.83 10,381.43 3,941.92 4,791.43 49.2740 59.8929 Airport Maintenance Supervisor E U 04 4003 8,588.41 10,439.28 3,963.88 4,818.13 49.5485 60.2266 Airport Operations Supervisor E U 04 4004 8,488.85 10,318.27 3,917.93 4,762.28 48.9741 59.5285 Airport Patrol Supervisor E U 04 4005 11,463.51 13,933.92 5,290.85 6,431.04 66.1356 80.3880 Billing Supervisor E U 04 4008 7,610.68 9,250.80 3,512.62 4,269.60 43.9078 53.3700 Building and Safety Supervisor E U 04 4009 12,282.49 14,929.46 5,668.84 6,890.52 70.8605 86.1315 Capital Projects Supervisor E U 04 4073 11,899.38 14,463.76 5,492.02 6,675.58 68.6502 83.4447 City TV Production Supervisor E U 04 4022 9,236.39 11,226.89 4,262.95 5,181.64 53.2869 64.7705 Creeks Supervisor E U 04 4023 12,023.33 14,614.43 5,549.23 6,745.12 69.3654 84.3140 Custodial Supervisor E U 04 4014 6,174.00 7,504.55 2,849.54 3,463.64 35.6193 43.2955 Department Systems Supervisor E U 04 4077 11,179.63 13,588.86 5,159.83 6,271.78 64.4979 78.3973 Electronics/Communication Supervisor E U 04 4016 8,588.39 10,439.30 3,963.87 4,818.14 49.5484 60.2267 Environmental Services Supervisor E U 04 4017 10,071.12 12,241.49 4,648.21 5,649.92 58.1026 70.6240 Facilities Maintenance Superintendent E U 04 4018 10,316.93 12,540.28 4,761.66 5,787.82 59.5207 72.3478 Facilities Maintenance Supervisor E U 04 4019 8,119.76 9,869.64 3,747.58 4,555.22 46.8447 56.9402 Finance Supervisor E U 04 4020 9,783.52 11,891.97 4,515.47 5,488.60 56.4434 68.6075 Fleet Services Superintendent E U 04 4078 10,316.93 12,540.28 4,761.66 5,787.82 59.5207 72.3478 Fleet Services Supervisor E U 04 4007 8,542.80 10,383.82 3,942.83 4,792.53 49.2854 59.9066 Harbor Patrol Supervisor E U 04 4024 10,322.61 12,547.23 4,764.28 5,791.03 59.5535 72.3879 Information Technology Supervisor E U 04 4027 12,131.23 14,745.53 5,599.03 6,805.63 69.9879 85.0704 Laboratory Supervisor E U 04 4028 12,214.43 14,846.69 5,637.43 6,852.32 70.4679 85.6540 Library Circulation Supervisor E U 04 4029 6,268.73 7,619.67 2,893.26 3,516.77 36.1657 43.9596 Maintenance Supervisor I E U 04 4030 7,170.52 8,715.83 3,309.47 4,022.69 41.3684 50.2836 Maintenance Supervisor II E U 04 4031 7,883.24 9,582.13 3,638.42 4,422.52 45.4803 55.2815 Marketing Supervisor E U 04 4070 9,276.50 11,275.70 4,281.46 5,204.17 53.5183 65.0521 Neighborhood & Outreach Services Supervisor I E U 04 4032 7,434.29 9,036.43 3,431.21 4,170.66 42.8901 52.1333 Parking Supervisor E U 04 4034 8,448.22 10,268.92 3,899.18 4,739.50 48.7397 59.2437 Parking/TMP Superintendent E U 04 4035 10,217.37 12,419.29 4,715.71 5,731.98 58.9464 71.6498 Parks Superintendent E U 04 4068 8,321.06 10,114.28 3,840.49 4,668.13 48.0061 58.3516 Parks Supervisor E U 04 4033 7,204.38 8,756.97 3,325.10 4,041.68 41.5638 50.5210 Purchasing Supervisor E U 04 4036 9,136.23 11,105.16 4,216.72 5,125.46 52.7090 64.0682 Recreation Supervisor I E U 04 4037 7,957.43 9,672.33 3,672.66 4,464.15 45.9083 55.8019 Rental Housing Mediation Supervisor E U 04 4074 9,155.79 11,128.91 4,225.75 5,136.42 52.8219 64.2053 Senior Librarian E U 04 4038 8,607.78 10,462.77 3,972.82 4,828.97 49.6602 60.3621 Senior Planner I E U 04 4039 10,560.81 12,836.76 4,874.22 5,924.66 60.9278 74.0582
SUPERVISOR
HR\PSCR Page 8 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Senior Planner II E U 04 4040 11,089.04 13,478.79 5,118.02 6,220.98 63.9753 77.7623 Senior Recreation Supervisor E U 04 4041 8,565.03 10,410.86 3,953.09 4,805.01 49.4136 60.0626 Street Tree Supervisor E U 04 4042 7,204.38 8,756.97 3,325.10 4,041.68 41.5638 50.5210 Streets Maintenance Superintendent E U 04 4076 10,316.93 12,540.28 4,761.66 5,787.82 59.5207 72.3478 Supervising Engineer E U 04 4043 12,892.43 15,670.85 5,950.35 7,232.70 74.3794 90.4087 Supervising Librarian E U 04 4044 8,620.69 10,478.46 3,978.78 4,836.21 49.7348 60.4526 Supervising Park Ranger E U 04 4075 8,300.80 10,089.65 3,831.14 4,656.76 47.8893 58.2095 Supervising Transportation Engineer E U 04 4047 12,281.43 14,928.20 5,668.35 6,889.94 70.8544 86.1242 Supervising Transportation Planner E U 04 4046 10,561.11 12,837.13 4,874.36 5,924.83 60.9295 74.0604 Treatment Plant Technician Supervisor E U 04 4049 12,214.43 14,846.69 5,637.43 6,852.32 70.4679 85.6540 Urban Forest Superintendent E U 04 4050 10,560.98 12,836.94 4,874.30 5,924.74 60.9288 74.0592 Wastewater Collection System Superintendent E U 04 4053 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Wastewater Collection System Supervisor E U 04 4052 10,943.86 13,302.34 5,051.01 6,139.54 63.1376 76.7443 Wastewater Treatment Superintendent E U 04 4054 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Wastewater Treatment Supervisor E U 04 4055 12,214.43 14,846.69 5,637.43 6,852.32 70.4679 85.6540 Water Distribution Superintendent E U 04 4059 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Water Distribution Supervisor E U 04 4060 12,214.43 14,846.69 5,637.43 6,852.32 70.4679 85.6540 Water Quality Superintendent E U 04 4069 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Water Service Superintendent E U 04 4072 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Water Services Supervisor E U 04 4071 10,621.43 12,910.47 4,902.20 5,958.68 61.2775 74.4835 Water Treatment Superintendent E U 04 4057 14,046.22 17,073.31 6,482.87 7,879.99 81.0359 98.4999 Water Treatment Supervisor E U 04 4058 12,214.43 14,846.69 5,637.43 6,852.32 70.4679 85.6540 Waterfront Maintenance Superintendent E U 04 4062 9,065.72 11,019.49 4,184.18 5,085.92 52.3023 63.5740 Waterfront Parking Supervisor E U 04 4061 8,277.43 10,061.26 3,820.35 4,643.66 47.7544 58.0458 Administrator's Office Supervisor* E U 05 5000 8,719.77 10,599.01 4,024.51 4,891.85 50.3064 61.1481 Payroll and A/P Supervisor* E U 05 5005 9,783.52 11,891.97 4,515.47 5,488.60 56.4434 68.6075 Airport Operations Specialist N C 19 1900 6,622.37 6,953.53 7,301.15 7,666.23 8,049.56 3,056.48 3,209.32 3,369.76 3,538.26 3,715.18 38.2060 40.1165 42.1220 44.2282 46.4397 Airport Operations Specialist Trainee N U 19 1962 5,297.91 5,562.87 5,840.94 6,132.97 6,439.66 2,445.19 2,567.48 2,695.82 2,830.60 2,972.15 30.5649 32.0935 33.6977 35.3825 37.1519 Airport Police Officer N C 19 1964 9,468.90 9,942.27 10,439.48 10,961.38 11,509.44 4,370.26 4,588.74 4,818.22 5,059.10 5,312.05 54.6282 57.3593 60.2277 63.2388 66.4006 Airport Police Officer II N C 19 1965 10,365.51 10,883.80 11,427.98 11,999.26 12,599.32 4,784.08 5,023.29 5,274.45 5,538.12 5,815.07 59.8010 62.7911 65.9306 69.2265 72.6884 Airport Police Officer - Entry N C 19 1966 9,018.01 9,468.83 9,942.34 10,439.43 10,961.38 4,162.16 4,370.23 4,588.77 4,818.20 5,059.10 52.0270 54.6279 57.3596 60.2275 63.2387 Airport Police Officer - Trainee N U 19 1967 7,515.00 7,890.70 8,285.29 8,699.51 9,134.49 3,468.46 3,641.86 3,823.98 4,015.16 4,215.92 43.3558 45.5233 47.7997 50.1895 52.6990 Airport Security Aide N C 19 1968 4,216.14 4,426.85 4,648.32 4,880.70 5,124.71 1,945.91 2,043.16 2,145.38 2,252.63 2,365.25 24.3239 25.5395 26.8173 28.1579 29.5656 Control Systems Operator Specialist I N C 19 1904 8,732.79 9,169.42 9,627.91 10,109.26 10,614.72 4,030.52 4,232.04 4,443.65 4,665.81 4,899.10 50.3815 52.9005 55.5456 58.3226 61.2387 Control Systems Operator Specialist II N C 19 1905 9,700.30 10,185.33 10,694.60 11,229.36 11,790.76 4,477.06 4,700.92 4,935.97 5,182.78 5,441.89 55.9632 58.7615 61.6996 64.7847 68.0236 Cross Connection Specialist N C 19 1939 9,275.67 9,739.41 10,226.36 10,737.74 11,274.62 4,281.08 4,495.11 4,719.86 4,955.88 5,203.67 53.5135 56.1889 58.9982 61.9485 65.0459 Harbor Patrol Officer N C 19 1906 8,976.18 9,424.98 9,896.25 10,391.05 10,910.62 4,142.85 4,349.99 4,567.50 4,795.87 5,035.67 51.7856 54.3749 57.0938 59.9484 62.9459 Harbor Patrol Officer - Entry N C 19 1907 8,056.79 8,459.64 8,882.55 9,326.68 9,792.99 3,718.52 3,904.45 4,099.64 4,304.62 4,519.84 46.4815 48.8056 51.2455 53.8078 56.4980 Laboratory Analyst Coordinator N C 19 1911 9,387.95 9,857.34 10,350.21 10,867.70 11,411.10 4,332.90 4,549.54 4,777.02 5,015.86 5,266.66 54.1613 56.8693 59.7128 62.6983 65.8333 Laboratory Analyst I N C 19 1909 7,729.09 8,115.62 8,521.46 8,947.47 9,394.84 3,567.27 3,745.67 3,932.98 4,129.60 4,336.08 44.5909 46.8209 49.1622 51.6200 54.2010 Laboratory Analyst II N C 19 1910 8,577.27 9,006.12 9,456.48 9,929.27 10,425.78 3,958.74 4,156.67 4,364.53 4,582.74 4,811.90 49.4843 51.9584 54.5566 57.2842 60.1487 Lead Park Ranger N C 19 1955 7,939.92 8,336.86 8,753.75 9,191.41 9,650.98 3,664.58 3,847.78 4,040.19 4,242.19 4,454.30 45.8072 48.0972 50.5024 53.0274 55.6787 Lead Water Meter Technician N C 19 1963 9,235.83 9,697.68 10,182.58 10,691.68 11,226.28 4,262.69 4,475.85 4,699.65 4,934.62 5,181.36 53.2836 55.9481 58.7456 61.6827 64.7670 Meter Reader/Water Distribution OIT N C 19 1913 5,122.72 5,378.84 5,647.85 5,930.21 6,226.70 2,364.33 2,482.54 2,606.70 2,737.02 2,873.86 29.5541 31.0318 32.5837 34.2127 35.9232 Park Ranger N C 19 1914 7,218.08 7,578.96 7,957.97 8,355.84 8,773.57 3,331.42 3,497.98 3,672.91 3,856.54 4,049.34 41.6428 43.7247 45.9114 48.2067 50.6168 Reclamation Specialist N C 19 1924 5,949.13 6,246.59 6,558.89 6,886.84 7,231.25 2,745.75 2,883.04 3,027.18 3,178.54 3,337.50 34.3219 36.0380 37.8398 39.7317 41.7187 Reservoir & Dam Caretaker/Distribution Operator N C 19 1915 8,413.15 8,833.80 9,275.46 9,739.30 10,226.23 3,882.99 4,077.14 4,280.98 4,495.06 4,719.80 48.5374 50.9642 53.5123 56.1882 58.9975 Senior Airport Operations Specialist N C 19 1916 7,381.66 7,750.73 8,138.30 8,545.20 8,972.38 3,406.92 3,577.26 3,756.14 3,943.94 4,141.10 42.5865 44.7157 46.9517 49.2993 51.7638 Senior Airport Security Aide N C 19 1969 4,637.69 4,869.67 5,113.10 5,368.76 5,637.19 2,140.47 2,247.54 2,359.89 2,477.89 2,601.78 26.7559 28.0942 29.4986 30.9736 32.5223 Senior Control Systems Operator Specialist N C 19 1917 10,620.70 11,151.77 11,709.40 12,294.84 12,909.54 4,901.86 5,146.97 5,404.34 5,674.54 5,958.25 61.2732 64.3371 67.5542 70.9318 74.4781 Senior Cross Connection Specialist E C 19 1959 10,053.03 10,555.68 11,083.35 11,637.67 12,219.52 4,639.86 4,871.85 5,115.39 5,371.23 5,639.78 57.9983 60.8981 63.9424 67.1404 70.4972 Senior Treatment Plant Technician N C 19 1918 9,374.45 9,843.21 10,335.37 10,852.14 11,394.67 4,326.67 4,543.02 4,770.17 5,008.68 5,259.08 54.0834 56.7878 59.6271 62.6085 65.7385
TREATMENT AND PATROL
SUPERVISOR/CONFIDENTIAL
HR\PSCR Page 9 07/28/2026
EXHIBIT 1
Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Step I Step 2 Step 3 Step 4 Step 5 Classification Title FLSA
Monthly Hourly Service
Status
Biweekly
Unit Job
Class
Senior Wastewater Collection System Operator N C 19 1919 8,275.15 8,688.98 9,123.42 9,579.55 10,058.58 3,819.30 4,010.30 4,210.81 4,421.33 4,642.42 47.7413 50.1287 52.6351 55.2666 58.0302 Senior Wastewater Collection System Outreach Program
Coordinator N C 19 1958 10,053.33 10,556.02 11,083.76 11,638.01 12,219.91 4,640.00 4,872.01 5,115.58 5,371.39 5,639.96 58.0000 60.9001 63.9448 67.1424 70.4995 Senior Wastewater Treatment Plant Operator N C 19 1921 10,027.31 10,528.66 11,055.07 11,607.83 12,188.24 4,627.99 4,859.38 5,102.34 5,357.46 5,625.34 57.8499 60.7423 63.7793 66.9683 70.3168 Senior Water Distribution Operator N C 19 1920 6,634.55 6,966.29 7,314.54 7,680.29 8,064.36 3,062.10 3,215.21 3,375.94 3,544.75 3,722.01 38.2762 40.1901 42.1993 44.3094 46.5251 Treatment Plant Technician N C 19 1923 8,151.74 8,559.33 8,987.31 9,436.70 9,908.51 3,762.34 3,950.46 4,147.99 4,355.40 4,573.16 47.0292 49.3807 51.8499 54.4425 57.1645 Wastewater Collection System Lead Operator N C 19 1927 9,516.39 9,992.21 10,491.74 11,016.40 11,567.14 4,392.18 4,611.79 4,842.34 5,084.49 5,338.68 54.9022 57.6474 60.5292 63.5561 66.7335 Wastewater Collection System Operator I N C 19 1925 6,577.59 6,906.49 7,251.79 7,614.40 7,995.15 3,035.81 3,187.61 3,346.98 3,514.34 3,690.07 37.9476 39.8451 41.8373 43.9293 46.1259 Wastewater Collection System Operator II N C 19 1926 7,719.96 8,105.89 8,511.30 8,936.85 9,383.68 3,563.06 3,741.18 3,928.29 4,124.70 4,330.93 44.5383 46.7648 49.1036 51.5588 54.1366 Wastewater Collection System Operator Technician I N C 19 1929 6,705.44 7,040.69 7,392.80 7,762.37 8,150.52 3,094.82 3,249.55 3,412.06 3,582.63 3,761.78 38.6852 40.6194 42.6507 44.7829 47.0222 Wastewater Collection System Project Coordinator N C 19 1954 9,161.64 9,619.72 10,100.70 10,605.75 11,136.04 4,228.45 4,439.87 4,661.86 4,894.96 5,139.71 52.8556 55.4984 58.2733 61.1870 64.2464 Wastewater Compliance Specialist N C 19 1953 9,161.47 9,619.55 10,100.52 10,605.53 11,135.87 4,228.37 4,439.79 4,661.78 4,894.86 5,139.63 52.8546 55.4974 58.2722 61.1858 64.2454 Wastewater Treatment Plant Chief Operator N C 19 1932 10,555.09 11,082.85 11,636.97 12,218.83 12,829.70 4,871.58 5,115.16 5,370.91 5,639.46 5,921.40 60.8948 63.9395 67.1364 70.4932 74.0175 Wastewater Treatment Plant OIT N U 19 1931 6,577.89 6,906.73 7,252.09 7,614.73 7,995.48 3,035.95 3,187.72 3,347.12 3,514.49 3,690.22 37.9494 39.8465 41.8390 43.9311 46.1277 Wastewater Treatment Plant Operator I N C 19 1933 7,861.17 8,254.20 8,666.95 9,100.28 9,555.30 3,628.23 3,809.63 4,000.13 4,200.13 4,410.14 45.3529 47.6204 50.0016 52.5016 55.1268 Wastewater Treatment Plant Operator II N C 19 1934 8,275.09 8,688.90 9,123.36 9,579.48 10,058.49 3,819.27 4,010.26 4,210.78 4,421.30 4,642.38 47.7409 50.1283 52.6347 55.2663 58.0298 Wastewater Treatment Plant Operator III N C 19 1935 9,182.85 9,642.06 10,124.08 10,630.23 11,161.76 4,238.24 4,450.18 4,672.65 4,906.26 5,151.58 52.9780 55.6272 58.4081 61.3283 64.3948 Water Distribution Chief Operator N C 19 1957 10,555.63 11,083.45 11,637.67 12,219.52 12,830.44 4,871.83 5,115.44 5,371.23 5,639.78 5,921.74 60.8979 63.9430 67.1404 70.4973 74.0217 Water Distribution Equipment Operator N C 19 1930 6,906.77 7,252.09 7,614.71 7,995.48 8,395.25 3,187.74 3,347.12 3,514.48 3,690.22 3,874.73 39.8468 41.8390 43.9310 46.1278 48.4341 Water Distribution Lead Operator N C 19 1937 7,294.04 7,658.71 8,041.63 8,443.74 8,865.94 3,366.48 3,534.79 3,711.52 3,897.11 4,091.97 42.0810 44.1849 46.3940 48.7139 51.1496 Water Distribution Lead Operator Technician N C 19 1938 9,717.07 10,202.92 10,713.11 11,248.77 11,811.15 4,484.80 4,709.04 4,944.51 5,191.74 5,451.30 56.0600 58.8630 61.8064 64.8967 68.1413 Water Distribution OIT N U 19 1941 4,896.82 5,141.63 5,398.71 5,668.65 5,952.05 2,260.07 2,373.06 2,491.71 2,616.30 2,747.10 28.2509 29.6633 31.1464 32.7037 34.3388 Water Distribution Operator I N C 19 1945 5,436.32 5,708.13 5,993.54 6,293.19 6,607.84 2,509.07 2,634.52 2,766.25 2,904.55 3,049.77 31.3634 32.9315 34.5781 36.3069 38.1221 Water Distribution Operator II N C 19 1947 6,034.71 6,336.46 6,653.27 6,985.90 7,335.19 2,785.25 2,924.52 3,070.74 3,224.26 3,385.47 34.8156 36.5565 38.3842 40.3032 42.3184 Water Distribution Operator Technician OIT N U 19 1936 6,578.07 6,906.99 7,252.40 7,614.92 7,995.65 3,036.03 3,187.84 3,347.26 3,514.58 3,690.30 37.9504 39.8480 41.8407 43.9322 46.1288 Water Distribution Operator Technician I N C 19 1948 8,031.23 8,432.78 8,854.45 9,297.15 9,762.00 3,706.72 3,892.05 4,086.67 4,290.99 4,505.54 46.3340 48.6506 51.0834 53.6374 56.3193 Water Distribution Operator Technician II N C 19 1949 8,834.02 9,275.63 9,739.47 10,226.49 10,737.78 4,077.24 4,281.06 4,495.14 4,719.92 4,955.90 50.9655 53.5133 56.1893 58.9990 61.9488 Water Distribution Operator/Emergency Services N C 19 1950 7,294.04 7,658.71 8,041.63 8,443.74 8,865.94 3,366.48 3,534.79 3,711.52 3,897.11 4,091.97 42.0810 44.1849 46.3940 48.7139 51.1496 Water Distribution Project Coordinator N C 19 1956 9,161.64 9,619.72 10,100.70 10,605.75 11,136.04 4,228.45 4,439.87 4,661.86 4,894.96 5,139.71 52.8556 55.4984 58.2733 61.1870 64.2464 Water Meter Technician I N C 19 1960 6,578.07 6,906.99 7,252.40 7,614.92 7,995.65 3,036.03 3,187.84 3,347.26 3,514.58 3,690.30 37.9504 39.8480 41.8407 43.9322 46.1288 Water Meter Technician II N C 19 1961 8,031.23 8,432.78 8,854.45 9,297.15 9,762.00 3,706.72 3,892.05 4,086.67 4,290.99 4,505.54 46.3340 48.6506 51.0834 53.6374 56.3193 Water Treatment Chief Operator N C 19 1940 10,555.61 11,083.45 11,637.64 12,219.52 12,830.44 4,871.82 5,115.44 5,371.22 5,639.78 5,921.74 60.8978 63.9430 67.1403 70.4973 74.0217 Water Treatment Plant OIT N U 19 1942 6,578.11 6,906.88 7,252.31 7,614.92 7,995.65 3,036.05 3,187.79 3,347.22 3,514.58 3,690.30 37.9506 39.8474 41.8403 43.9322 46.1287 Water Treatment Plant Operator II N C 19 1944 8,275.13 8,688.90 9,123.36 9,579.51 10,058.49 3,819.29 4,010.26 4,210.78 4,421.31 4,642.38 47.7411 50.1282 52.6347 55.2664 58.0297 Water Treatment Plant Operator III N C 19 1946 9,182.40 9,641.56 10,123.64 10,629.78 11,161.28 4,238.03 4,449.95 4,672.45 4,906.05 5,151.36 52.9754 55.6244 58.4056 61.3256 64.3920 Water/Wastewater Maintenance Planner/Scheduler N C 19 1951 10,052.84 10,555.46 11,083.19 11,637.43 12,219.20 4,639.77 4,871.75 5,115.32 5,371.12 5,639.63 57.9971 60.8969 63.9415 67.1390 70.4954 Revisions:
Resolution 2026-063 = Mayor & Council salary adjustment, effective 4/4/2026; CAR 6/30/2026 HR\PSCR Page 10 07/28/2026
EXHIBIT 1
Subsection 2(a). The salaries of employees holding classifications or positions which are reclassified downward or for which the salary is adjusted as a result of salary surveys or other studies conducted by the City may be "Y" rated. When "Y" rated, the employee's salary shall be maintained at its current salary level until the salary applicable to the appropriate step in the employee's assigned classification is increased to equal the employee's current salary level. Thereafter, the employee's salary shall no longer be "Y" rated. As used herein, the term "current salary level" shall mean the salary which the employee was receiving at the time the salary for his assigned classification was reduced.
Subsection 2(b). As provided by Municipal Code Section 3.04.161, regular part-time employees working in the classifications contained herein shall serve in the unclassified service. Regular part-time employees shall be paid on an hourly basis the salaries provided herein for the appropriate classification.
Subsection 2(c). Any employee designated as "Confidential" by the City Administrator shall be paid an increase in pay equal to two and one-half percent (2½%) for the applicable step and range.
Subsection 2(d). Managers and Professional Attorneys will receive salary and benefits as established by resolution, ordinance, and administrative procedure, and as reflected in the Management and Performance Compensation Plan, the Professional Attorney’s Performance and Compensation Plan, the Police Managers' Association (PMA) MOU/Agreement, and the Fire Managers' Association (FMA) MOU/Agreement .
Subsection 2(e). Any employee designated by the City Administrator as an Administrative Fire Captain, working forty (40) hours a week, shall be paid an increase in pay equal to three percent (3.0%) in order to maintain a salary approximately equal to a fifty-six (56) hours per week Fire Captain.
Subsection 2(f): Salary ranges for non-management positions shall have 5 steps. Appointments shall be made at Step 1 in the salary range, except as may be provided by ordinance or authorized by the City Administrator based on extraordinary qualifications. All step increases shall be based upon the equivalent of one year of satisfactory performance at the lower step in the appropriate range.
Subsection 2(g): The City Administrator may appoint a professional attorney or management employee to a salary anywhere between the minimum and maximum of the salary range.
Subsection 2(h): Employees may serve in an hourly assignment in the classifications listed herein as provided under Santa Barbara Municipal Code Section 3.04.160. All such appointments shall be made at Step 1 in the salary range, except as may be provided by ordinance or authorized by the City Administrator based on extraordinary qualifications. In the alternative, the City Administrator may authorize the creation of limited or temporary hourly classifications. Such limited or temporary (“L/T”) hourly classifications shall be paid an hourly rate of not less than the applicable state or federal minimum wage and not greater than $150.00 per hour, or such greater amount as may be provided by ordinance. The official salary schedules for such limited or temporary hourly classifications shall be made publicly available on the City’s web site.
HR\PSCR 11 07/28/2026
EXHIBIT 1
Hourly Assignments to Regular Classes
01 Management
B/U 17 B/U 18 Title Hourly Rate
7332 N/A Assistant City Attorney IV $102.0744 - $124.0724 7334 N/A Assistant City Attorney III $92.7949 - $112.7930 7456 N/A Assistant City Attorney V $114.1701 - $138.7750 7335 N/A Deputy City Attorney $59.8289 - $72.7225
03 Management
B/U 17 B/U 18 Title Hourly Rate
7446 N/A Airport Operations Manager $72.6391 - $88.2933 7449 N/A Airport Properties Manager $72.6391 - $88.2933 7336 N/A Creeks Restoration/Clean Water Manager $82.9592 - $100.8375 7337 N/A Library Services Manager $64.4444 - $78.3328
7340 N/A Parks and Recreation Business Manager $68.4192 - $83.1639 7447 N/A Principal Project Manager $96.9198 - $117.8070 04 Supervisors
B/U 17 B/U 18 Title Hourly Rate
7454 N/A Accounting Supervisor $56.4434 - $68.6075
7448 N/A Airport Patrol Supervisor $66.1356 - $80.3880
7342 N/A Custodial Supervisor $35.6193 - $43.2955
7343 N/A Facilities Maintenance Supervisor $46.8447 - $56.9402 7344 N/A Parking/TMP Superintendent $58.9464 - $71.6498 7345 N/A Parks Supervisor $41.5638 - $50.5210
7346 N/A Senior Librarian $49.6602 - $60.3621
7347 N/A Water Treatment Superintendent $81.0359 - $98.4999 14 General
B/U 17 B/U 18 Title Hourly Rate
7013 8008 Accountant II $43.3989
7074 8062 Accounting Assistant $33.9891
7103 8090 Accounting Coordinator $39.2783
7003 8001 Accounting Technician $35.7272
7000 N/A Administrative Analyst I $48.6740
7001 N/A Administrative Analyst II $55.6900
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7002 8000 Administrative Assistant $39.8705
7065 8053 Administrative Specialist $31.0493
7004 8002 Assistant Parking Coordinator $31.0705
7007 8004 Assistant Planner $45.6179
7010 N/A Assistant Transportation Planner $45.6179
7008 8005 Associate Planner $49.4076
7009 8301 Associate Transportation Planner $49.4076
7062 8050 Automotive/Equipment Tech $37.3674
7012 8007 Automotive Service Writer $43.3989
7015 8010 Building Inspector $46.1174
7387 8307 Building Permit Tech $37.7763
7016 8011 Buyer II $41.6671
7017 8012 Carpenter $38.3683
7040 8032 City TV Production Specialist $46.3353
7018 8013 Code Enforcement Officer $40.8773
7079 8067 Commission Secretary $33.0678
7020 N/A Communications Specialist $37.9308
7019 8014 Community Development Programs Specialist $44.7170 7026 8020 Computer Training Coordinator $50.3531
7027 8021 Creeks Outreach Coordinator $43.1829
7025 8019 Custodian $26.6194
7389 8308 Deputy City Clerk $43.1058
7028 8022 Electrician $40.7351
7029 8023 Electronics/Communications Technician I $38.9015 7031 8025 Engineering Technician I $34.9519
7032 8026 Engineering Technician II $38.4259
7386 N/A Environmental Services Specialist II $53.7794
7030 8024 Equipment Operator $31.7324
7036 8029 Fire Public Education Coordinator $43.1829
7414 8323 Fleet Services Technician I $37.3674
7415 8324 Fleet Services Technician II $41.2871
7037 8030 Geographic Information Systems Technician $43.6156 7457 8359 Geographic Information Systems Analyst $51.3096 7021 8015 Graphic Designer $46.5373
7043 8035 Grounds Maintenance Crew Leader $35.2839
7044 8036 Grounds Maintenance Worker I $27.9107
7045 8037 Grounds Maintenance Worker II $31.3035
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7046 8038 Heavy Equipment Tech $41.2871
7047 8039 Housing Programs Specialist $49.4076
7411 8322 Housing Project Planner $52.9806
7048 N/A Human Resources Analyst II $55.6900
7416 8325 Human Resources Technician $41.0818
7023 8017 Information Technology Technician I $34.5016
7024 8018 Information Technology Technician II $37.5544 7049 N/A Law Clerk $38.2137
7465 8368 Lead Equipment Technician $45.6179
7050 N/A Legal Administrative Assistant I $32.7393
7051 N/A Legal Administrative Assistant II $39.5712
7052 8040 Librarian I $37.7879
7053 8041 Librarian II $41.5440
7054 8042 Library Assistant I $28.3217
7055 8043 Library Assistant II $29.4746
7057 8045 Library Systems Technician I $34.5016
7056 8044 Library Technician $31.4487
7005 N/A Litigation Paralegal $40.3688
7058 8046 Mail Services Specialist $24.0922
7061 8049 Maintenance Crew Leader $36.9978
7059 8047 Maintenance Worker I $26.6194
7060 8048 Maintenance Worker II $31.3820
7417 8326 Marketing Coordinator $46.5373
7022 8016 Network Analyst $51.3096
7063 8051 Office Specialist I $24.7004
7064 8052 Office Specialist II $27.1560
7067 8055 Outreach Coordinator $43.1829
7066 8054 Painter $37.1147
7068 8056 Parking Coordinator $39.6723
7072 8060 Planning Technician I $37.9308
7071 8059 Planning Technician II $41.0818
7073 8061 Plumber $39.3372
7070 8058 Project Engineer I $54.2994
7075 8063 Project Engineer II $59.6967
7077 8065 Project Planner $52.9806
7078 8066 Public Works Inspector I $40.1688
7397 8310 Real Property Agent $49.1618
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7080 8068 Records Technician $31.3820
7382 8306 Recreation Coordinator $37.0597
7082 8070 Recreation Program Leader $26.2237
7083 8071 Recreation Specialist $30.6612
7081 8069 Recycling Educator $37.5544
7084 8072 Rental Housing Mediation Specialist $40.6740
7085 N/A Risk Analyst II $55.6900
7091 8078 Senior Commission Secretary $36.5366
7086 8073 Senior Custodian $28.1205
7035 8028 Senior Electronics/Communications Technician $45.8616 7033 8027 Senior Engineering Technician $43.7467
7087 8074 Senior Grounds Maintenance Worker $32.5777
7088 8075 Senior Library Technician $34.4028
7089 8076 Senior Maintenance Worker $35.1980
7076 8064 Senior Network/Applications Analyst $55.3832
7455 8358 Senior Plan Check Engineer $61.6180
7380 8303 Senior Plans Examiner $55.7683
7090 8077 Senior Real Property Agent $56.5295
7092 8079 Stock Clerk $27.7030
7096 8083 Traffic Technician I $34.5016
7097 8084 Traffic Technician II $37.9308
7098 8085 Tree Trimmer I $28.5447
7099 8086 Tree Trimmer II $32.0141
7101 8088 Vehicle Services Assistant $28.2613
7104 8091 Water Resources Specialist $47.9513
7379 8304 Water Resources Technician $37.5544
7102 8089 Welder/Fabricator $37.7986
19 Treatment & Patrol
B/U 17 B/U 18 Title Hourly Rate
7006 8003 Airport Operations Specialist $38.2060
7462 8366 Airport Police Officer $54.6282
7463 8367 Airport Police Officer II $59.8010
7352 8287 Harbor Patrol Officer $51.7856
7011 8006 Airport Security Aide $24.3239
7354 8289 Lab Analyst I $44.5909
7069 8057 Park Ranger $41.6428
EXHIBIT 1
7356 8291 Treatment Plant Technician $47.0292
7349 8284 Wastewater Treatment Plant OIT $37.9494
7350 8285 Wastewater Treatment Plant Operator III $52.9780 7351 8286 Water Distribution Operator Technician II $50.9655 7458 8360 Water Meter Technician II $46.3340
7355 8290 Water Treatment Plant OIT $37.9506
7353 8288 Water Treatment Plant Operator II $47.7411
7450 8354 Water Treatment Plant Operator III $52.9754
21 Police Chief
B/U 17 B/U 18 Title Hourly Rate
7390 N/A Police Chief $127.2939 - $154.7269
23 Police Management
B/U 17 B/U 18 Title Hourly Rate
7357 N/A Police Lieutenant $93.5908 - $113.7603
7466 N/A Assistant Police Chief $123.7798 - $150.4551
24 Police Sworn
B/U 17 B/U 18 Title Hourly Rate
7359 N/A Police Officer $58.1551
7361 N/A Police Officer- Entry $51.3204
29 Police Non-Sworn
B/U 17 B/U 18 Title Hourly Rate
7464 N/A Administrative Polygraph Examiner $106.4333
7227 N/A Background Investigator $54.2151
7388 N/A EMD Dispatcher $48.2933
7395 N/A Identification Technician $45.4901
7360 N/A Parking Enforcement Officer $31.7311
7358 N/A Public Safety Dispatcher II $37.8389
7362 N/A Police Property/Evidence Assistant $32.0838
7391 N/A Police Property/Evidence Technician $37.8242
7363 N/A Police Records Specialist $31.5115
7364 N/A Police Technician $30.2201
EXHIBIT 1
39 Fire Non-Sworn
B/U 17 B/U 18 Title Hourly Rate
7432 N/A Fire Inspector II $54.8227
Hourly Rate Schedule (Limited Term)
B/U 17 B/U 18 Title Hourly Rate
7461 8363 Administrative Investigator $68.24
7220 N/A Airport Marketing Assistant $18.51
7219 8205 Airport Operations Intern $17.47
7394 8309 Airport Services Coordinator $36.51
7221 8206 Airport Traffic Aide $17.47
7218 8204 Alternative Transportation Planner $45.06
7396 N/A ARCON Instructor $53.37
7225 N/A Assistant PAL Coordinator I $17.47
7222 N/A Assistant PAL Coordinator II $20.51
7224 8207 Assistant Park Planner $26.39
7223 N/A Assistant to Council I $17.47
7270 N/A Assistant to Council II $17.92
7271 N/A Assistant to Council III $20.51
7226 8208 Automotive Parts Aide $21.58
7145 8132 Beach Lifeguard I $24.59
7146 8133 Beach Lifeguard II $25.82
7147 8134 Beach Lifeguard III $27.11
7228 8209 Cannoneer $25.19
7229 N/A CAO Special Projects Manager $64.28
7240 N/A CAO Intern $17.47
7243 N/A City Council Intern $17.47
7425 8334 City Programs Intern I $17.91
7426 8335 City Programs Intern II $20.29
7427 8336 City Programs Intern III $22.67
7428 8337 City Programs Intern IV $23.87
7429 8338 City Programs Intern V $26.25
7430 8339 City Programs Intern VI $27.45
7431 8340 City Programs Intern VII $29.85
7253 8222 City TV Production Aid Lead $20.07
7251 8220 City TV Production Aide I $17.47
7252 8221 City TV Production Aide II $19.21
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7250 8219 City TV Production Intern $17.47
7135 8122 Clerical Assistant $17.47
7234 8211 Commercial Driver Trainer $30.61
7217 N/A Community Services Liaison $19.69
7384 N/A Community Services Officer $26.21
7235 8212 Creeks Resources Technician $30.01
7236 8213 Database Specialist $23.51
7237 N/A Development Manager $38.31
7238 N/A Dispatch Training Coordinator $51.01
7239 8214 Diver $25.19
7399 8311 Downtown Ambassador I $20.75
7400 8312 Downtown Ambassador II $23.62
7451 8355 Downtown Ambassador III $27.13
7413 N/A Elections Advisor $121.06
7412 N/A Elections Assistant $28.83
7392 N/A EMD Auditor $58.56
7275 N/A EMS Nurse Educator $93.15
7245 8215 Extension Aide $20.37
7246 N/A Facilities Project Manager $41.81
7436 8344 Facility Monitor I - Weekday $23.36
7437 8345 Facility Monitor II - Weekday $24.53
7438 8346 Facility Monitor III - Weekday $25.75
7381 N/A Financial Systems Analyst $58.81
7247 8216 Fire Public Education Assistant $18.31
7231 N/A Fire Service Mutual Aide Specialist I $42.97
7232 N/A Fire Service Mutual Aide Specialist II $59.27
7230 N/A Fire Special Projects Manager $55.71
7248 8217 GIS Mapping Technician $21.58
7249 8218 Golf Course Maintenance Worker $17.47
7254 8223 Grounds Maintenance Assistant I $22.21
7255 8224 Grounds Maintenance Assistant II $24.04
7306 8260 Harbor Patrol Crew I $17.47
7307 8261 Harbor Patrol Crew II $18.17
7308 8262 Harbor Patrol Crew III $19.08
7309 8263 Harbor Patrol Crew IV $19.98
7310 8264 Harbor Patrol Crew V $20.89
7311 8265 Harbor Patrol Crew VI $21.79
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7312 8266 Harbor Patrol Crew VII $22.70
7313 8267 Harbor Patrol Crew VIII $23.59
7314 8268 Harbor Patrol Crew IX $24.49
7315 8269 Harbor Patrol Crew X $25.41
7316 8270 Harbor Patrol Crew XI $26.29
7187 8174 Head Beach Lifeguard I $31.08
7188 8175 Head Beach Lifeguard II $32.64
7189 8176 Head Beach Lifeguard III $34.27
7296 N/A Human Resources Specialist $30.15
7433 8341 Inclusion Specialist I $24.99
7434 8342 Inclusion Specialist II $26.24
7435 8343 Inclusion Specialist III $27.55
7383 8305 Information Systems Intern $17.47
7256 N/A Internal Affairs Investigator $47.16
7105 8092 Job Apprentice I $17.47
7151 8138 Junior Lifeguard Instructor I $24.59
7152 8139 Junior Lifeguard Instructor II $25.82
7153 8140 Junior Lifeguard Instructor III $27.11
7192 8179 Junior Lifeguard Program Director I $31.08
7193 8180 Junior Lifeguard Program Director II $32.64
7194 8181 Junior Lifeguard Program Director III $34.27
7257 8225 Library Building Monitor $23.98
7280 8243 Library Volunteer Coordinator $21.58
7262 8230 Lot Operator $17.99
7265 8234 Management Intern $17.47
7274 8239 Management Intern IV $19.21
7268 8236 Marketing Assistant I $17.47
7269 8237 Marketing Assistant II $23.71
7272 N/A Mayor's Aide $28.12
7330 8302 Meter Reader $26.04
7279 8242 Page $17.47
7281 N/A Parking Citation Admin Review Officer $49.28
7402 8313 Parking Coordinator Aide I $19.69
7403 8314 Parking Coordinator Aide II $21.93
7404 8315 Parking Coordinator Aide III $24.19
7418 8327 Parking Lead I $18.57
7419 8328 Parking Lead II $19.12
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7423 8332 Parking Monitor I $17.99
7424 8333 Parking Monitor II $18.57
7288 N/A Parks Project Manager $55.19
7442 8350 Park Ranger Assistant III $21.53
7282 8244 Planning Intern I $17.96
7283 8245 Planning Intern II $20.96
7284 N/A Police Cadet I $20.24
7285 N/A Police Cadet II $21.93
7401 N/A Police Project Manager $53.37
7124 8111 Pool Lifeguard $24.59
7125 8112 Pool Lifeguard II $25.82
7126 8113 Pool Lifeguard III $27.11
7289 8364 Project Manager I $49.95
7290 8365 Project Manager II $63.93
7291 8248 Public Information Assistant $17.47
7119 8106 Recreation Assistant I $17.47
7120 8107 Recreation Assistant II $17.56
7121 8108 Recreation Assistant III $18.43
7162 8149 Recreation Leader I $23.36
7163 8150 Recreation Leader II $24.53
7164 8151 Recreation Leader III $25.75
7172 8159 Recreation Program Director I $28.26
7173 8160 Recreation Program Director II $29.67
7174 8161 Recreation Program Director III $31.15
7376 8298 Recreation Therapist/Nurse I $31.72
7377 8299 Recreation Therapist/Nurse II $56.51
7292 8249 Rental Mediation Aide I $17.47
7293 8250 Rental Mediation Aide II $24.37
7294 8251 Rental Mediation Aide III $28.23
7393 N/A Restorative Court Liaison $26.48
7295 N/A Restorative Outreach Specialist $24.34
7297 8252 School Crossing Guard I $21.84
7298 8253 School Crossing Guard II $22.94
7167 8154 Senior Pool Lifeguard I $27.53
7168 8155 Senior Pool Lifeguard II $28.90
7169 8156 Senior Pool Lifeguard III $30.35
7398 N/A SNAP Officer $26.21
EXHIBIT 1
B/U 17 B/U 18 Title Hourly Rate
7453 8357 Special Investigator I $62.84
7460 8362 Special Investigator II $65.35
7299 8254 Standby Diver $19.17
7140 8127 Swim Instructor I $25.56
7141 8128 Swim Instructor II $26.84
7459 8361 Swim Instructor III $28.18
7301 8256 Traffic Counter $17.47
7303 N/A Traffic Engineer $88.39
7304 8258 Utility Worker I $23.14
7305 8259 Utility Worker II $25.94
7405 8316 Waterfront Facilities Aide I $20.82
7406 8317 Waterfront Facilities Aide II $21.40
7407 8318 Waterfront Facilities Aide III $22.01
7408 8319 Waterfront Facilities Aide IV $22.59
7420 8329 Waterfront Parking Lot Operator I $17.47
7421 8330 Waterfront Parking Lot Operator II $18.02
7422 8331 Waterfront Parking Lot Operator III $18.60
7328 8282 Web Technician $30.01
Revisions
7/11/2026 – Police Management Association salary adjustment 7/11/2026 – Firefighters Association Salary adjustment
EXHIBIT 1
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Finance Department
Subject: June 2026 Investment Report
Recommendation:
That Council accept the June 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 June 30, 2026.
Attachments:
1. June 2026 Investment Report.
2. June 2026 Clean Energy CCA Report.
3. June 2026 PARS Section 115 Trust.
4. June 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. 15
ENDING BALANCE AS OF June 30, 2026
Yield to
Book Maturity
Description Value (365 days)
US Bank Checking Account $ 40,833,547 0.600%
State of California Local Agency Investment Fund (LAIF) 72,260,670 3.816% Chandler Asset Management - Managed Portfolio 281,232,018 3.890% Total Cash and Investments $ 394,326,235
June 30, 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 June 30, 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
CONSOLIDATED INFORMATION
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 (%)
Nonfarm payrolls increased by just 57,000 in June, well below the 113,000 consensus and marking a sharp slowdown from May’s pace. The unemployment rate edged down to 4.2%, though the decline was driven by a drop in labor force participation to 61.5%, its lowest level since March 2021. Revisions further weakened the report’s signal. April payrolls were revised down by 31,000 to 148,000, while May was lowered by 43,000 to 129,000, resulting in a combined two-month downward revision of 74,000.
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%
Personal Consumption Expenditures (PCE)
PCE Price Deflator YOY %
Change
PCE Core Deflator YOY %
Change
Fed Target
YOY (%) Change
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
Inflation firmed in May, with the Personal Consumption Expenditures (PCE) price index rising 0.4% on the month and 4.1% year over year, up from 3.8% in April and marking the highest annual rate of the current cycle. Core PCE, which excludes food and energy, increased 0.3% in May and 3.4% over the year. Energy prices remained the primary driver of the headline acceleration, reflecting supply disruptions tied to the Iranian conflict. A similar pattern was evident in the headline Consumer Price Index (CPI), which rose 0.5% on the month and 4.2% year over year, the fastest annual pace since 2023. Energy prices climbed 3.9% in May and 23.5% from a year earlier, largely due to crude oil reaching a four-year high. In contrast, core CPI rose a more modest 0.2% on the month and 2.9% year over year, indicating that inflation pressures remain concentrated in energy rather than broad-based.
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 Open Market Committee (FOMC) held the target range for the federal funds rate at 3.50% to 3.75% at its June 16–17 meeting, with a unanimous 12–0 vote. This marked a notable shift from the April meeting—Jerome Powell’s last as chair—which saw four dissents in an 8–4 decision. The return to consensus under Chair Kevin Warsh signals a clear change in tone. Minutes from the June meeting are scheduled for release in early July. The June Summary of Economic Projections reflected a more hawkish outlook. The median projection for the federal funds rate at year-end 2026 rose to 3.8%, up from 3.4% in March, before easing to 3.6% in 2027 and 3.4% in 2028. Officials also revised their inflation forecasts, with headline PCE projected at 3.6% in 2026 (from 2.7%) and core PCE at 3.3%. By contrast, median projections for real GDP growth and the unemployment rate—2.2% and 4.3%, respectively—were little changed.
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
Jun-26
Mar-26
Jun-25
Yield (%)
Treasury yields ended June mixed, with a modest flattening across the curve as markets digested a more hawkish Federal Reserve signal.
The 2-year yield rose to 4.15% from 3.98% at the end of May, while the 10-year yield edged down to 4.44% from 4.45%. The 2s/10s spread narrowed to 29 basis points, down from 47 basis points a month earlier. The 3-month/10-year spread remained positive at roughly 64 basis points at month-end. Relative to the 69 basis point spread at the start of 2026, the curve has flattened materially year to date, reflecting a repricing higher in front-end rates as expectations shift toward the possibility of further Fed tightening rather than easing.
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.
PORTFOLIO CHARACTERISTICS
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 Benchmark* 6/30/2026
Portfolio
3/31/2026
Portfolio
Average Maturity (yrs) 2.64 2.91 2.90
Average Modified Duration 2.46 2.53 2.54
Average Purchase Yield 3.89% 3.76%
Average Market Yield 4.16% 4.26% 4.00%
Average Quality** AA+ AA+ AA+
Total Market Value 281,853,111 280,841,442
*Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index **The credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch.
SECTOR DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 Sector as a Percentage of Market Value
Sector 06/30/2026 03/31/2026
US Treasury 43.89% 41.23%
Corporate 26.82% 24.96%
Agency 11.74% 15.70%
Agency CMBS 8.71% 8.79%
ABS 4.94% 4.46%
Supras 2.59% 3.33%
Muni Bonds 0.98% 0.99%
Money Mkt Fd 0.33% 0.54%
QUALITY DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 S&P Rating Moody’s Rating Fitch Rating
Rating 06/30/2026 03/31/2026
AAA 8.55% 9.08%
AA 73.61% 74.22%
A 15.78% 15.35%
BBB 0.71% 0.71%
A-1+ 0.71% --
NA 0.64% 0.64%
Rating 06/30/2026 03/31/2026
Aaa 5.42% 6.43%
Aa 76.81% 77.73%
A 13.77% 13.02%
P-1 0.71% --
NA 3.30% 2.81%
Rating 06/30/2026 03/31/2026
AAA 11.39% 11.18%
AA 66.71% 68.67%
A 9.56% 8.86%
F1+ 0.71% --
NA 11.63% 11.28%
DURATION DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 Portfolio Compared to the Benchmark
0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
Portfolio 4.6% 2.1% 7.4% 16.3% 33.8% 26.8% 9.0% 0.0% 0.0% ICE BofA 1-5 Year Unsubordinated US Treasury &
Agency Index 0.0% 0.0% 2.5% 36.2% 28.4% 20.6% 12.3% 0.0% 0.0%
MATURITY DISTRIBUTION
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 Date 0-.25 .25-.5 .5-1 1-2 2-3 3-4 4-5 5-7 7+
06/30/2026 3.87% 2.11% 6.72% 9.86% 22.06% 34.81% 20.57% 0.00% 0.00% 03/31/2026 5.19% 3.52% 7.06% 7.81% 17.25% 40.64% 18.53% 0.00% 0.00%
INVESTMENT PERFORMANCE
City of Santa Barbara Managed | Account #11204 | As of June 30, 2026 Total Rate of Return: Inception | 08/01/2024
TOTAL RATE OF RETURN* 3 Months 12 Months 2 Years 3 Years 5 Years 10 Years Since Inception City of Santa Barbara Managed 0.37% 3.13% 4.16%
Benchmark 0.24% 2.71% 3.78%
*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
PORTFOLIO HOLDINGS
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
1,239,986.94
100.23
4.29%
1,242,816.04
1,735.31
0.44%
2,829.10
NA/AAA
AAA
1.90 0.68
096912AD2 BMWLT 2025-1 A3 4.43
06/26/2028 680,000.00 06/03/20254.82%
679,985.04
679,990.23
100.13
4.31%
680,858.16
502.07
0.24%
867.93
NA/AAA
AAA
1.99 0.80
05594HAD5 BMWLT 2025-2 A3 3.97
09/25/2028 1,420,000.00 10/08/20254.32%
1,419,996.02
1,419,996.98
99.67 4.34%
1,415,382.16
939.57
0.51%
(4,614.82)
NA/AAA
AAA
2.24 0.97
89240NAD4 TLOT 2025-B A3 3.96 11/20/2028 1,800,000.00 09/09/2025
3.97%
1,799,677.80
1,799,757.52
99.38 4.45%
1,788,906.60
2,178.00
0.64%
(10,850.92)
Aaa/NA
AAA
2.39 1.35
58768YAD7 MBALT 2025-A A3 4.61
04/16/2029 1,355,000.00 05/14/20254.66%
1,354,834.83
1,354,881.86
100.31
4.42%
1,359,241.15
2,776.24
0.49%
4,359.29
NA/AAA
AAA
2.79 1.34
44935XAD7 HART 2025-B A3 4.36 12/17/2029 1,030,000.00 06/03/2025
4.36%
1,029,906.99
1,029,928.69
100.03
4.37%
1,030,316.21
1,995.91
0.37%
387.52
NA/AAA
AAA
3.47 1.20
362549AD9 GMCAR 2025-2 A3 4.28
04/16/2030 650,000.00 05/06/20254.71%
649,904.32
649,926.30
100.01
4.31%
650,081.25
1,159.17
0.23%
154.95
Aaa/AAA
NA
3.79 0.92
92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 2,135,000.00 06/03/2025
4.33%
2,134,964.56
2,134,972.16
100.03
4.36%
2,135,661.85
4,118.18
0.76%
689.69
NA/AAA
AAA
3.87 1.76
17305EHA6 CCCIT 2025-A1 A1 4.3 06/21/2030 2,105,000.00 06/18/2025
4.31%
2,104,428.91
2,104,544.95
99.83 4.39%
2,101,442.55
2,514.31
0.75%
(3,102.40)
Aaa/AAA
NA
3.97 1.87
58769MAD2 MBART 261 A3 4.36 10/15/2030 1,415,000.00 05/12/2026
4.60%
1,414,691.81
1,414,699.85
99.81 4.49%
1,412,341.22
2,741.96
0.51%
(2,358.64)
NA/AAA
AAA
4.29 2.07
Total ABS 13,830,000.00 4.43%
13,828,369.70
13,828,685.48
99.91 4.38%
13,817,047.19
20,660.71
4.94%
(11,638.29)
3.16 1.41
AGENCY
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
99.43 3.94%
1,988,632.00
5,461.67
0.71%
(11,368.00)
Aa1/AA+
AA+
0.19 0.18
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
99.27 3.95%
1,985,348.00
4,650.00
0.71%
(14,652.00)
Aa1/AA+
AA+
0.25 0.24
3130APHA6 FEDERAL HOME LOAN BANKS 1.25
10/28/2026 2,000,000.00 10/28/20211.12%
2,000,000.00
2,000,000.00
99.11 4.01%
1,982,220.00
4,375.00
0.71%
(17,780.00)
Aa1/AA+
AA+
0.33 0.32
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
98.77 3.99%
2,963,040.00
22,991.67
1.06%
(36,960.00)
Aa1/AA+
AA+
0.57 0.55
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
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
99.01 4.03%
2,970,228.00
29,062.50
1.06%
(29,772.00)
Aa1/AA+
AA+
0.57 0.55
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
98.83 4.09%
2,964,975.00
24,525.00
1.06%
(35,025.00)
Aa1/AA+
AA+
0.63 0.61
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
98.80 4.02%
2,963,991.00
18,208.33
1.06%
(36,009.00)
Aa1/AA+
AA+
0.74 0.72
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
99.88 4.16%
1,997,634.00
20,444.44
0.71%
(2,366.00)
Aa1/AA+
AA+
0.74 0.72
3134GXVN1 Federal H 3,000,000.00 06/23/2022
3.50%
3,000,000.00
3,000,000.00
99.58 3.94%
2,987,334.00
2,333.33
1.07%
(12,666.00)
Aa1/AA+
AA+
0.98 0.95
3130AWWN6 FEDERAL HOME LOAN BANKS 4.5
09/10/2027 2,000,000.00 08/24/20234.51%
1,999,120.00
1,999,740.41
100.44
4.11%
2,008,898.00
27,750.00
0.72%
9,157.59
Aa1/AA+
AA+
1.20 1.14
3130AWC24 FEDERAL HOME LOAN BANKS 4.0
06/09/2028 2,000,000.00 06/26/20234.07%
1,993,600.00
1,997,493.04
99.69 4.17%
1,993,820.00
4,888.89
0.71%
(3,673.04)
Aa1/AA+
AA+
1.94 1.84
3130ATHX8 FEDERAL HOME LOAN BANKS
4.125 09/14/2029 3,000,000.00 10/17/20243.93%
3,025,380.00
3,016,584.81
99.71 4.22%
2,991,192.00
36,781.25
1.07%
(25,392.81)
Aa1/AA+
AA+
3.21 2.94
3130ATUT2 FEDERAL HOME LOAN BANKS 4.5
12/14/2029 3,000,000.00 12/16/20244.29%
3,028,440.00
3,019,688.03
100.99
4.19%
3,029,640.00
6,375.00
1.08%
9,951.97
Aa1/AA+
AA+
3.46 3.17
Total Agency 33,000,000.00 2.75%
33,046,540.00
33,033,506.29
99.48 4.06%
32,826,952.00
207,847.08
11.74%
(206,554.29)
1.21 1.14
AGENCY CMBS
3137FLMV3 FHMS K-090 A2 3.422 02/25/2029 1,357,000.00 02/12/2025
4.73%
1,292,065.43
1,314,459.76
97.42 4.43%
1,321,960.90
3,869.71
0.47%
7,501.14
Aa1/AAA
AA+
2.66 2.43
3137FLN91 FHMS K-091 A2 3.505 03/25/2029 2,570,000.00 09/20/2024
3.80%
2,537,272.66
2,550,298.87
97.59 4.43%
2,508,140.10
7,506.54
0.90%
(42,158.77)
Aa1/AAA
AA+
2.73 2.45
3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 2,447,271.18 09/19/2024
3.82%
2,361,043.10
2,394,148.52
96.24 4.43%
2,355,226.86
6,081.47
0.84%
(38,921.66)
Aa1/AA+
AAA
2.90 2.54
3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 1,000,000.00 03/13/2025
4.39%
938,828.13
957,546.09
95.51 4.43%
955,071.00
2,320.83
0.34%
(2,475.09)
Aa1/AA+
AAA
2.99 2.70
3137FMTY8 FHMS K-094 A2 2.903 06/25/2029 3,000,000.00 12/05/2025
3.87%
2,903,554.69
2,918,982.90
95.77 4.43%
2,873,037.00
7,257.50
1.03%
(45,945.90)
Aa1/AA+
AAA
2.99 2.73
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
3137FPHK4 FHMS K-098 A2 2.425 08/25/2029 2,100,000.00 10/01/2024
3.83%
1,970,718.74
2,017,309.89
94.24 4.43%
1,979,004.30
4,243.75
0.71%
(38,305.59)
Aa1/AA+
AAA
3.15 2.88
3137H9D71 FHMS K-750 A2 3.0 09/25/2029 2,500,000.00 11/15/2024
4.62%
2,336,718.75
2,391,706.94
96.12 4.43%
2,402,952.50
6,250.00
0.86%
11,245.56
Aa1/AA+
AAA
3.24 2.66
3137FPJG1 FHMS K-099 A2 2.595 09/25/2029 2,800,000.00 06/06/2025
4.38%
2,609,140.63
2,656,762.70
94.58 4.43%
2,648,360.40
6,055.00
0.95%
(8,402.30)
Aa1/AA+
AAA
3.24 2.94
3137FQ3Z4 FHMS K-101 A2 2.524 10/25/2029 2,480,000.00 03/17/2025
4.42%
2,287,218.75
2,341,700.41
94.18 4.44%
2,335,683.84
5,216.27
0.84%
(6,016.57)
Aa1/AA+
AA+
3.32 3.05
3137FRUT6 FHMS K-106 A2 2.069 01/25/2030 2,700,000.00 07/14/2025
4.28%
2,457,843.75
2,509,723.76
92.25 4.44%
2,490,690.60
4,655.25
0.89%
(19,033.16)
Aa1/AA+
AAA
3.57 3.33
3137HA4B9 FHMS K-751 A2 4.412 03/25/2030 2,500,000.00 03/25/2025
4.41%
2,496,972.66
2,497,746.74
99.75 4.44%
2,493,865.00
9,191.67
0.89%
(3,881.74)
Aaa/AA+
AA+
3.73 3.08
Total Agency CMBS 25,454,271.18 4.20%
24,191,377.29
24,550,386.57
95.76 4.43%
24,363,992.50
62,647.99
8.71%
(186,394.07)
3.17 2.82
CASH
CCYUSD Receivable 7,454.43 -- 7,454.43
7,454.43
1.00 7,454.43
0.00 0.00%
0.00 Aaa/AAA
AAA
0.00 0.00
Total Cash 7,454.43
7,454.43
7,454.43
1.00 7,454.43
0.00 0.00%
0.00 0.00
0.00 CORPORATE
74153WCU1 PRICOA GLOBAL FUNDING I 4.4
08/27/2027 3,500,000.00 08/20/20244.41%
3,499,230.00
3,499,703.25
100.05
4.35%
3,501,606.50
53,044.44
1.25%
1,903.25
Aa3/AAAA1.16
1.10 66815L2T5
NORTHWESTERNMUTUAL
GLOBAL FUNDING 4.11
09/12/2027
2,440,000.00
09/05/2024
4.11%
2,439,926.80
2,439,970.72
99.74 4.33%
2,433,682.84
30,363.77
0.87%
(6,287.88)
Aa1/AA+
AAA
1.20 1.14
64953BBW7 NEW YORK LIFE GLOBAL FUNDING
4.4 04/25/2028 1,880,000.00 04/22/20254.43%
1,878,684.00
1,879,202.72
99.84 4.49%
1,877,070.96
15,165.33
0.67%
(2,131.76)
Aa1/AA+
AAA
1.82 1.71
69371RU20 PACCAR FINANCIAL CORP 4.0
11/07/2028 1,515,000.00 11/05/20254.02%
1,514,151.60
1,514,334.28
99.34 4.30%
1,505,034.33
9,090.00
0.54%
(9,299.95)
A1/A+
NA
2.36 2.21
61690DK72 MORGAN STANLEY BANK NA
5.016 01/12/2029 3,250,000.00 02/13/20254.93%
3,257,345.00
3,253,873.07
100.61
4.58%
3,269,974.50
76,528.83
1.17%
16,101.43
Aa3/A+
AA
2.54 1.43
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
693475CG8 PNC FINANCIAL SERVICES GROUP
INC 4.075 01/26/2029 2,000,000.00 01/27/20264.03%
2,001,820.00
2,001,435.00
99.18 4.48%
1,983,572.00
35,090.28
0.71%
(17,863.00)
A3/AA2.57
1.48 09247XAP6 BLACKROCK FINANCE INC 3.25
04/30/2029 3,400,000.00 07/29/20244.60%
3,205,996.00
3,284,380.33
97.11 4.35%
3,301,627.80
18,723.61
1.18%
17,247.47
Aa3/AANA2.83
2.65 89236TMF9 TOYOTA MOTOR CREDIT CORP
5.05 05/16/2029 3,250,000.00 12/04/20244.55%
3,314,675.00
3,291,841.50
101.46
4.50%
3,297,300.50
20,515.63
1.18%
5,459.00
A1/A+
A+
2.88 2.64
38151LAJ9 GOLDMAN SACHS BANK USA
4.656 06/03/2029 910,000.00 05/27/20264.57%
910,000.00
910,000.00
100.06
4.54%
910,563.29
3,295.41
0.33%
563.29
A1/A+
AA2.931.81
24422EXT1 JOHN DEERE CAPITAL CORP 4.85
06/11/2029 3,250,000.00 07/18/20244.62%
3,281,980.00
3,269,245.23
101.25
4.39%
3,290,699.75
8,756.94
1.18%
21,454.52
A1/A
A+
2.95 2.71
437076DC3 HOME DEPOT INC 4.75
06/25/2029 3,250,000.00 07/18/20244.59%
3,272,652.50
3,263,545.45
100.99
4.39%
3,282,165.25
2,572.92
1.17%
18,619.80
A2/A
A
2.99 2.68
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
99.49 4.56%
2,233,519.07
43,684.64
0.80%
(11,480.93)
A2/AA3.05
1.90 532457CQ9 ELI LILLY AND CO 4.2 08/14/2029 3,275,000.00 08/12/2024
4.24%
3,268,882.55
3,271,180.78
99.48 4.38%
3,257,868.48
52,345.42
1.17%
(13,312.31)
Aa3/AANA3.12
2.85 171239AL0 CHUBB INA HOLDINGS LLC 4.65
08/15/2029 2,800,000.00 08/15/20244.47%
2,821,364.00
2,813,218.53
100.49
4.48%
2,813,787.20
49,186.67
1.01%
568.67
A2/A
A
3.13 2.76
14913UAQ3 CATERPILLAR FINANCIAL SERVICES
CORP 4.375 08/16/2029 3,275,000.00 08/12/20244.40%
3,270,820.05
3,272,385.81
99.83 4.43%
3,269,534.03
53,730.47
1.17%
(2,851.79)
A1/A
A+
3.13 2.84
69371RT48 PACCAR FINANCIAL CORP 4.0
09/26/2029 1,600,000.00 09/23/20244.05%
1,596,704.00
1,597,864.64
98.97 4.34%
1,583,470.40
16,888.89
0.57%
(14,394.24)
A1/A+
NA
3.24 2.97
857449AE2 STATE STREET BANK AND TRUST
CO 4.782 11/23/2029 2,750,000.00 12/09/20244.56%
2,776,977.50
2,768,506.95
101.01
4.46%
2,777,739.25
13,881.08
0.99%
9,232.30
Aa2/AAAA+3.40
3.09 59217GFT1 METROPOLITAN LIFE GLOBAL
FUNDING I 4.9 01/09/2030 3,100,000.00 --4.96%
3,092,094.00
3,094,372.58
100.57
4.72%
3,117,778.50
72,574.44
1.12%
23,405.92
Aa3/AAAA3.53
3.13 06406RCG0 BANK OF NEW YORK MELLON
CORP 4.026 01/22/2030 1,925,000.00 01/14/20264.05%
1,925,470.40
1,925,401.73
98.61 4.50%
1,898,188.60
34,229.39
0.68%
(27,213.13)
Aa3/A
AA3.562.36
95000U4D2 WELLS FARGO & CO 4.182
01/23/2030 2,000,000.00 01/27/20264.17%
2,000,380.00
2,000,326.36
98.69 4.64%
1,973,784.00
36,708.67
0.71%
(26,542.36)
A1/BBB+
A+
3.57 2.35
12572QAL9 CME GROUP INC 4.4 03/15/2030 2,000,000.00 11/13/2025
4.12%
2,021,360.00
2,018,212.36
99.53 4.54%
1,990,522.00
25,911.11
0.71%
(27,690.36)
Aa3/AAAA3.71
3.34 743315AW3 PROGRESSIVE CORP 3.2
03/26/2030 2,500,000.00 04/25/20254.49%
2,359,625.00
2,393,211.66
95.34 4.57%
2,383,465.00
21,111.11
0.85%
(9,746.66)
A2/A
A
3.74 3.44
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
06051GMY2 BANK OF AMERICA CORP 4.477
04/23/2030 2,100,000.00 05/20/20264.66%
2,085,300.00
2,085,720.59
99.37 4.67%
2,086,755.30
17,758.77
0.75%
1,034.71
A1/AAA3.81
2.59 74464AAC5 PUBLIC STORAGE OPERATING CO
4.375 07/01/2030 1,700,000.00 07/17/20254.58%
1,684,598.00
1,687,560.91
99.35 4.56%
1,688,917.70
37,187.50
0.60%
1,356.79
A2/A
NA
4.00 3.63
713448GH5 PEPSICO INC 4.3 07/23/2030 2,000,000.00 09/19/2025
4.08%
2,018,440.00
2,015,442.84
99.87 4.34%
1,997,312.00
37,744.44
0.71%
(18,130.84)
A1/A+
NA
4.06 3.62
58933YBQ7 MERCK & CO INC 4.15 09/15/2030 2,000,000.00 09/23/2025
4.07%
2,007,100.00
2,005,986.90
98.82 4.46%
1,976,320.00
24,438.89
0.71%
(29,666.90)
Aa3/A+
NA
4.21 3.77
02079KAW7 ALPHABET INC 4.1 11/15/2030 2,100,000.00 11/14/2025
4.04%
2,105,565.00
2,104,863.56
98.53 4.47%
2,069,077.50
11,001.67
0.74%
(35,786.06)
Aa2/AA+
NA
4.38 3.94
023135CT1 AMAZON.COM INC 4.1
11/20/2030 2,000,000.00 12/29/20254.03%
2,006,040.00
2,005,410.19
98.28 4.54%
1,965,602.00
9,338.89
0.70%
(39,808.19)
A1/AA
AA4.393.95
92826CAZ5 VISA INC 4.1 02/12/2031 1,815,000.00 02/03/2026
4.13%
1,812,567.90
1,812,753.04
98.91 4.36%
1,795,229.21
28,732.46
0.64%
(17,523.83)
Aa3/AANA4.62
4.09 91159HJV3 US BANCORP 5.083 05/15/2031 2,100,000.00 05/15/2026
4.82%
2,120,055.00
2,119,449.77
101.11
4.80%
2,123,387.70
13,639.38
0.76%
3,937.93
A3/A
A+
4.87 3.46
532457DL9 ELI LILLY AND CO 4.375
05/20/2031 955,000.00 05/06/20264.40%
953,978.15
954,001.65
99.23 4.55%
947,649.37
4,758.42
0.34%
(6,352.29)
Aa3/AANA4.89
4.33 57636QBL7 MASTERCARD INC 4.6 06/08/2031 2,385,000.00 06/04/2026
4.62%
2,383,092.00
2,383,116.03
99.85 4.63%
2,381,334.26
7,009.25
0.85%
(1,781.78)
Aa3/A+
NA
4.94 4.36
Total Corporate 75,270,000.00 4.42%
75,131,874.45
75,181,518.42
99.64 4.49%
74,984,539.27
885,008.72
26.82%
(196,979.15)
3.25 2.75
MONEY MARKET
FUND
31846V807 FIRST AMER:TRS OBG Y 925,946.08 --
3.29%
925,946.08
925,946.08
1.00 3.29%
925,946.08
0.00 0.33%
0.00 Aaa/AAAm
AAA
0.00 0.00
Total Money Market
Fund 925,946.08 3.29%
925,946.08
925,946.08
1.00 3.29%
925,946.08
0.00 0.33%
0.00 0.00
0.00 MUNICIPAL BONDS
13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 2,715,000.00 10/30/2024
4.38%
2,729,308.05
2,724,320.91
100.46
4.34%
2,727,467.28
50,906.25
0.98%
3,146.37
Aa2/AAAA3.09
2.80 HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
Total Municipal
Bonds 2,715,000.00 4.38%
2,729,308.05
2,724,320.91
100.46
4.34%
2,727,467.28
50,906.25
0.98%
3,146.37
3.09 2.80
SUPRANATIONAL
459058LN1
INTERNATIONAL BANK FOR
RECONSTRUCTION AND
DEVELOPM 3.875 10/16/2029
3,865,000.00
--
3.98%
3,846,482.35
3,852,768.96
99.00 4.20%
3,826,477.55
31,190.55
1.37%
(26,291.41)
Aaa/AAA
NA
3.30 3.03
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
3,473,955.09
97.20 4.21%
3,402,056.00
21,437.50
1.22%
(71,899.09)
Aaa/AAA
NA
4.33 3.94
Total Supranational 7,365,000.00 3.84%
7,316,382.35
7,326,724.05
98.16 4.21%
7,228,533.55
52,628.05
2.59%
(98,190.51)
3.78 3.46
US TREASURY
912797UP0 UNITED STATES TREASURY
07/14/2026 2,000,000.00 06/29/20263.64%
1,997,210.11
1,997,409.39
99.87 3.63%
1,997,416.00
0.00 0.71%
6.61 P-1/A-1+
F1+
0.04 0.04
91282CCP4 UNITED STATES TREASURY 0.625
07/31/2026 2,000,000.00 09/24/20210.90%
1,973,950.30
1,999,558.73
99.75 3.67%
1,994,944.00
5,214.09
0.71%
(4,614.73)
Aa1/AA+
AA+
0.08 0.08
91282CCW9 UNITED STATES TREASURY 0.75
08/31/2026 2,000,000.00 10/08/20211.00%
1,975,781.25
1,999,173.75
99.50 3.77%
1,990,030.00
5,013.59
0.71%
(9,143.75)
Aa1/AA+
AA+
0.17 0.16
91282CCZ2 UNITED STATES TREASURY 0.875
09/30/2026 2,000,000.00 10/08/20211.02%
1,986,406.25
1,999,319.56
99.28 3.81%
1,985,520.00
4,398.91
0.71%
(13,799.56)
Aa1/AA+
AA+
0.25 0.25
912828YU8 UNITED STATES TREASURY 1.625
11/30/2026 2,000,000.00 02/28/20221.86%
1,978,437.50
1,998,112.04
99.08 3.88%
1,981,560.00
2,752.73
0.71%
(16,552.04)
Aa1/AA+
AA+
0.42 0.41
912828YX2 UNITED STATES TREASURY 1.75
12/31/2026 2,000,000.00 03/17/20222.17%
1,961,956.00
1,996,021.68
98.92 3.97%
1,978,368.00
95.11 0.71%
(17,653.68)
Aa1/AA+
AA+
0.50 0.49
9128283W8 UNITED STATES TREASURY 2.75
02/15/2028 5,000,000.00 12/09/20244.10%
4,800,781.25
4,898,161.84
97.79 4.17%
4,889,455.00
51,657.46
1.75%
(8,706.84)
Aa1/AA+
AA+
1.63 1.55
91282CGT2 UNITED STATES TREASURY 3.625
03/31/2028 2,000,000.00 01/25/20244.07%
1,966,020.00
1,985,780.47
99.09 4.17%
1,981,718.00
18,224.04
0.71%
(4,062.47)
Aa1/AA+
AA+
1.75 1.66
91282CHA2 UNITED STATES TREASURY 3.5
04/30/2028 2,000,000.00 01/25/20244.06%
1,956,484.36
1,981,302.53
98.82 4.17%
1,976,484.00
11,793.48
0.71%
(4,818.53)
Aa1/AA+
AA+
1.84 1.74
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
91282CHE4 UNITED STATES TREASURY 3.625
05/31/2028 2,000,000.00 01/25/20244.07%
1,965,180.00
1,984,651.13
99.02 4.16%
1,980,312.00
6,140.71
0.71%
(4,339.13)
Aa1/AA+
AA+
1.92 1.82
91282CQS3 UNITED STATES TREASURY 4.0
05/31/2028 3,000,000.00 06/18/20264.15%
2,991,562.50
2,991,669.61
99.71 4.16%
2,991,210.00
10,163.93
1.07%
(459.61)
Aa1/AA+
AA+
1.92 1.82
91282CHQ7 UNITED STATES TREASURY 4.125
07/31/2028 3,000,000.00 01/25/20244.06%
3,007,950.00
3,003,668.86
99.93 4.16%
2,997,891.00
51,619.48
1.07%
(5,777.86)
Aa1/AA+
AA+
2.08 1.94
91282CHX2 UNITED STATES TREASURY 4.375
08/31/2028 2,000,000.00 02/23/20244.35%
2,002,000.00
2,000,959.42
100.42
4.17%
2,008,438.00
29,245.92
0.72%
7,478.58
Aa1/AA+
AA+
2.17 2.02
91282CJN2 UNITED STATES TREASURY 4.375
11/30/2028 2,000,000.00 02/23/20244.33%
2,003,722.00
2,001,886.64
100.46
4.17%
2,009,218.00
7,411.20
0.72%
7,331.36
Aa1/AA+
AA+
2.42 2.26
91282CDW8 UNITED STATES TREASURY 1.75
01/31/2029 5,000,000.00 10/29/20244.16%
4,535,156.25
4,717,324.75
94.11 4.18%
4,705,665.00
36,498.62
1.68%
(11,659.75)
Aa1/AA+
AA+
2.59 2.46
91282CEB3 UNITED STATES TREASURY 1.875
02/28/2029 3,000,000.00 11/12/20244.30%
2,717,226.56
2,824,528.98
94.27 4.17%
2,828,085.00
18,800.95
1.01%
3,556.02
Aa1/AA+
AA+
2.67 2.54
91282CKG5 UNITED STATES TREASURY 4.125
03/31/2029 5,000,000.00 12/09/20244.09%
5,005,664.06
5,003,617.50
99.88 4.17%
4,994,140.00
51,844.26
1.79%
(9,477.50)
Aa1/AA+
AA+
2.75 2.55
9128286T2 UNITED STATES TREASURY 2.375
05/15/2029 5,000,000.00 10/29/20244.14%
4,637,304.69
4,770,526.31
95.21 4.16%
4,760,740.00
15,166.44
1.70%
(9,786.31)
Aa1/AA+
AA+
2.87 2.73
91282CKT7 UNITED STATES TREASURY 4.5
05/31/2029 2,000,000.00 01/13/20254.59%
1,992,812.50
1,995,209.83
100.91
4.17%
2,018,126.00
7,622.95
0.72%
22,916.17
Aa1/AA+
AA+
2.92 2.70
91282CEV9 UNITED STATES TREASURY 3.25
06/30/2029 5,000,000.00 10/23/20244.07%
4,825,585.94
4,888,313.80
97.43 4.17%
4,871,680.00
441.58
1.74%
(16,633.80)
Aa1/AA+
AA+
3.00 2.82
91282CFC0 UNITED STATES TREASURY 2.625
07/31/2029 5,500,000.00 10/04/20243.79%
5,221,347.66
5,321,523.02
95.58 4.17%
5,256,795.50
60,222.72
1.88%
(64,727.52)
Aa1/AA+
AA+
3.08 2.89
91282CLK5 UNITED STATES TREASURY 3.625
08/31/2029 5,400,000.00 09/20/20243.53%
5,422,781.25
5,414,618.92
98.40 4.17%
5,313,513.60
65,427.31
1.90%
(101,105.32)
Aa1/AA+
AA+
3.17 2.92
91282CLN9 UNITED STATES TREASURY 3.5
09/30/2029 4,000,000.00 10/03/20243.61%
3,979,218.75
3,986,461.39
97.97 4.17%
3,918,752.00
35,191.26
1.40%
(67,709.39)
Aa1/AA+
AA+
3.25 3.01
91282CFT3 UNITED STATES TREASURY 4.0
10/31/2029 5,000,000.00 12/09/20244.08%
4,981,250.00
4,987,213.05
99.45 4.18%
4,972,460.00
33,695.65
1.78%
(14,753.05)
Aa1/AA+
AA+
3.34 3.07
91282CMA6 UNITED STATES TREASURY 4.125
11/30/2029 3,000,000.00 12/04/20244.08%
3,006,210.94
3,004,256.59
99.84 4.17%
2,995,314.00
10,481.56
1.07%
(8,942.59)
Aa1/AA+
AA+
3.42 3.14
91282CMU2 UNITED STATES TREASURY 4.0
03/31/2030 2,500,000.00 05/22/20254.11%
2,488,378.91
2,491,026.92
99.36 4.18%
2,484,082.50
25,136.61
0.89%
(6,944.42)
Aa1/AA+
AA+
3.75 3.41
HOLDINGS REPORT
City of Santa Barbara Managed | Account #11204 | As of June 30, 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
91282CMZ1 UNITED STATES TREASURY 3.875
04/30/2030 3,250,000.00 04/29/20253.78%
3,263,837.89
3,260,601.98
98.92 4.18%
3,214,835.00
21,217.73
1.15%
(45,766.98)
Aa1/AA+
AA+
3.83 3.50
91282CNG2 UNITED STATES TREASURY 4.0
05/31/2030 2,000,000.00 06/06/20254.11%
1,990,078.13
1,992,191.37
99.32 4.19%
1,986,484.00
6,775.96
0.71%
(5,707.37)
Aa1/AA+
AA+
3.92 3.58
91282CNN7 UNITED STATES TREASURY 3.875
07/31/2030 6,000,000.00 08/15/20253.85%
6,007,500.00
6,006,185.01
98.82 4.19%
5,929,218.00
96,982.04
2.12%
(76,967.01)
Aa1/AA+
AA+
4.08 3.68
91282CNX5 UNITED STATES TREASURY 3.625
08/31/2030 5,000,000.00 09/18/20253.66%
4,992,382.81
4,993,584.19
97.83 4.20%
4,891,600.00
60,580.84
1.75%
(101,984.19)
Aa1/AA+
AA+
4.17 3.77
91282CPA3 UNITED STATES TREASURY 3.625
09/30/2030 5,000,000.00 03/26/20264.03%
4,917,773.44
4,922,563.34
97.80 4.20%
4,889,845.00
45,560.11
1.75%
(32,718.34)
Aa1/AA+
AA+
4.25 3.86
91282CPN5 UNITED STATES TREASURY 3.5
11/30/2030 2,800,000.00 12/29/20253.68%
2,777,906.25
2,780,157.45
97.20 4.20%
2,721,468.40
8,300.55
0.97%
(58,689.05)
Aa1/AA+
AA+
4.42 4.03
91282CPW5 UNITED STATES TREASURY 3.75
01/31/2031 2,250,000.00 02/26/20263.59%
2,266,171.88
2,265,057.20
98.11 4.21%
2,207,549.25
35,195.10
0.79%
(57,507.95)
Aa1/AA+
AA+
4.59 4.10
91282CQD6 UNITED STATES TREASURY 3.5
02/28/2031 5,750,000.00 03/05/20263.72%
5,692,275.39
5,695,986.26
97.07 4.20%
5,581,318.00
67,265.63
2.00%
(114,668.26)
Aa1/AA+
AA+
4.67 4.20
91282CQG9 UNITED STATES TREASURY 3.875
03/31/2031 4,000,000.00 04/17/20263.84%
4,006,406.25
4,006,150.85
98.58 4.21%
3,943,124.00
38,961.75
1.41%
(63,026.85)
Aa1/AA+
AA+
4.75 4.25
91282CQU8 UNITED STATES TREASURY 4.125
05/31/2031 5,500,000.00 06/16/20264.17%
5,488,613.28
5,488,701.40
99.63 4.21%
5,479,804.00
19,216.19
1.96%
(8,897.40)
Aa1/AA+
AA+
4.92 4.39
Total US Treasury 124,950,000.00 3.76%
122,783,324.35
123,653,475.76
98.25 4.14%
122,727,163.25
964,316.45
43.89%
(926,312.51)
3.03 2.78
Total Portfolio 283,517,671.69 3.89%
279,960,576.70
281,232,017.99
98.33 4.26%
279,609,095.54
2,244,015.25
100.00%
(1,622,922.45)
2.91 2.53
Total Market Value +
Accrued 281,853,110.78
TRANSACTIONS
TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|04/01/2026 Through 06/30/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss
ACQUISITIONS
Purchase 04/20/2026 91282CQG9 4,000,000.00
UNITED STATES
TREASURY 3.875
03/31/2031
100.160 3.84% (4,006,406.25) (8,469.95) (4,014,876.20) 0.00 Purchase 05/18/2026 91159HJV3 2,100,000.00 US BANCORP 5.083 05/15/2031 100.955 4.82% (2,120,055.00) (889.53) (2,120,944.53) 0.00 Purchase 05/20/2026 58769MAD2 1,415,000.00 MBART 261 A3 4.36 10/15/2030 99.978 4.60% (1,414,691.81) 0.00 (1,414,691.81) 0.00 Purchase 05/20/2026 532457DL9 955,000.00 ELI LILLY AND CO 4.375 05/20/2031 99.893 4.40% (953,978.15) 0.00 (953,978.15) 0.00 Purchase 05/21/2026 06051GMY2 2,100,000.00
BANK OF AMERICA
CORP 4.477
04/23/2030
99.300 4.66% (2,085,300.00) (7,312.43) (2,092,612.43) 0.00 Purchase 06/03/2026 38151LAJ9 910,000.00
GOLDMAN SACHS
BANK USA 4.656
06/03/2029
100.000 4.57% (910,000.00) 0.00 (910,000.00) 0.00
Purchase 06/03/2026 38151LAJ9 (910,000.00)
GOLDMAN SACHS
BANK USA 4.656
06/03/2029
100.000 4.57% 910,000.00 0.00 0.00 0.00
Purchase 06/03/2026 38151LAJ9 910,000.00
GOLDMAN SACHS
BANK USA 4.656
06/03/2029
100.000 4.57% (910,000.00) 0.00 0.00 0.00
Purchase 06/08/2026 57636QBL7 2,385,000.00 MASTERCARD INC 4.6 06/08/2031 99.920 4.62% (2,383,092.00) 0.00 (2,383,092.00) 0.00 Purchase 06/17/2026 91282CQU8 5,500,000.00
UNITED STATES
TREASURY 4.125
05/31/2031
99.793 4.17% (5,488,613.28) (10,537.91) (5,499,151.19) 0.00 Purchase 06/22/2026 91282CQS3 3,000,000.00
UNITED STATES
TREASURY 4.0
05/31/2028
99.719 4.15% (2,991,562.50) (7,213.11) (2,998,775.61) 0.00 Purchase 06/30/2026 912797UP0 2,000,000.00 UNITED STATES TREASURY 07/14/2026 99.861 3.64% (1,997,210.11) 0.00 (1,997,210.11) 0.00 Total Purchase 24,365,000.00 (24,350,909.10) (34,422.93) (24,385,332.03) 0.00 TOTAL
ACQUISITIONS 24,365,000.00 (24,350,909.10) (34,422.93) (24,385,332.03) 0.00
TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|04/01/2026 Through 06/30/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss
DISPOSITIONS
Call Redemption 06/26/2026 45906M4E8 (2,000,000.00)
INTERNATIONAL BANK
FOR RECONSTRUCTION
AND DEVELOPM 4.5
06/26/2028
100.000 4.53% 2,000,000.00 0.00 2,000,000.00 1,000.27
Total Call
Redemption (2,000,000.00) 2,000,000.00 0.00 2,000,000.00 1,000.27 Maturity 05/15/2026 31422X2U5 (2,000,000.00)
FEDERAL
AGRICULTURAL
MORTGAGE CORP
3.625 05/15/2026
100.000 3.62% 2,000,000.00 0.00 2,000,000.00 0.00
Maturity 05/20/2026 3130AMDY5 (2,000,000.00) FEDERAL HOME LOAN BANKS 1.0 05/20/2026 100.000 1.00% 2,000,000.00 0.00 2,000,000.00 0.00 Maturity 05/31/2026 91282CCF6 (2,000,000.00)
UNITED STATES
TREASURY 0.75
05/31/2026
100.000 0.88% 2,000,000.00 0.00 2,000,000.00 0.00
Maturity 06/10/2026 3130AMMZ2 (2,000,000.00) FEDERAL HOME LOAN BANKS 1.0 06/10/2026 100.000 1.00% 2,000,000.00 0.00 2,000,000.00 0.00 Maturity 06/15/2026 3133EMH21 (2,000,000.00)
FEDERAL FARM CREDIT
BANKS FUNDING CORP
0.9 06/15/2026
100.000 0.90% 2,000,000.00 0.00 2,000,000.00 0.00
Maturity 06/22/2026 3133ENHV5 (3,000,000.00)
FEDERAL FARM CREDIT
BANKS FUNDING CORP
1.39 06/22/2026
100.000 1.39% 3,000,000.00 0.00 3,000,000.00 0.00
Total Maturity (13,000,000.00) 13,000,000.00 0.00 13,000,000.00 0.00 Sale 04/20/2026 91282CGP0 (2,000,000.00)
UNITED STATES
TREASURY 4.0
02/29/2028
100.512 4.06% 2,010,234.38 11,086.96 2,021,321.34 12,226.18 Sale 04/20/2026 91282CGH8 (2,000,000.00)
UNITED STATES
TREASURY 3.5
01/31/2028
99.625 4.08% 1,992,500.00 15,276.24 2,007,776.24 11,398.08 Sale 05/12/2026 78016HZV5 (2,750,000.00)
ROYAL BANK OF
CANADA 4.95
02/01/2029
101.596 4.59% 2,793,890.00 38,190.63 2,832,080.63 19,412.68 Total Sale (6,750,000.00) 6,796,624.38 64,553.83 6,861,178.21 43,036.94
TRANSACTION LEDGER
City of Santa Barbara Managed | Account #11204|04/01/2026 Through 06/30/2026| Transaction
Type
Settlement
Date CUSIP Quantity Security Description Price Acq/DispYield Amount Interest Pur/Sold Total Amount Gain/Loss TOTAL
DISPOSITIONS (21,750,000.00) 21,796,624.38 64,553.83 21,861,178.21 44,037.21
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.
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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 June 30, 2026
Book
Description Value
River City Bank Lockbox Account $ 1,540,363
River City Bank ICS (Investment Account) 17,091,973
Total Cash and Investments $ 18,632,335
June 30, 2026
ATTACHMENT 2
COMMUNITY CHOICE AGGREGATION (CCA)
CITY OF SANTA BARBARA
Summary of Cash and Investments
6/1/2026 to 6/30/2026
CITY OF SANTA BARBARA
PARS Post-Employment Benefits Trust
Account Summary
Source 6/1/2026 Contributions Earnings Expenses Distributions Transfers 6/30/2026 PENSION 1002 $2,893,636.45 $0.00 -$1,403.85 $1,405.64 $0.00 $0.00 $2,890,826.96 Totals $2,893,636.45 $0.00 -$1,403.85 $1,405.64 $0.00 $0.00 $2,890,826.96 Investment Selection
Source
PENSION
Investment Objective
Source
PENSION
Investment Return
Source 1-Month 3-Months 1-Year 3-Years 5-Years 10-Years PENSION -0.05% 7.22% 13.15% - - - 1/26/2024
Information as provided by US Bank, Trustee for PARS; Not FDIC Insured; No Bank Guarantee; May Lose Value Headquarters - 4350 Von Karman Ave., Suite 100, Newport Beach, CA 92660 800.540.6369 Fax 949.250.1250 www.pars.org Account balances are inclusive of Trust Administration, Trustee and Investment Management fees Annualized Return
Investment Return: Annualized rate of return is the return on an investment over a period other than one year multiplied or divided to give a comparable one-year return.
Past performance does not guarantee future results. Performance returns may not reflect the deduction of applicable fees, which could reduce returns. Information is deemed reliable but may be subject to change.
Account Report for the Period
Balance as of
Moderate - Strategic Blend
Balance as of
The dual goals of the Moderate Strategy are growth of principal and income. It is expected that dividend and interest income will comprise a significant portion of total return, although growth through capital appreciation is equally important. The portfolio will be allocated between equity and fixed income investments.
Plan's Inception Date
CASH & CASH
EQUIVALENTS
Guaranteed
Investment Contracts
(GIC) US GOVT & AGENCIES TOTALS
Book & Market Book & Market Book Market Book Market
BOND FUNDS
RESERVE FUNDS
2011 Water - 1,699,949.18 - - - 1,699,949.18 1,699,949.18 Safe Drinking Water State Loan
2013 Water - 686,923.23 428,069.44 - - 1,114,992.67 1,114,992.67 Refunding COPS
2016 Sewer - 0.60 - - - 0.60 0.60
Refunding Bonds
2014 Waterfront - 10,098.57 581,455.74 - - 591,554.31 591,554.31 Refunding Bonds
2019 Airport - 2.52 - - - 2.52 2.52
Refunding Bonds
2024 Public Safety and Park 23,634,879.95 - 39,269,168.64 39,194,906.70 62,904,048.59 62,829,786.65 Revenue BondsSubtotal, Reserve Funds 1,009,525.18 26,031,854.05 39,269,168.64 39,194,906.70 66,310,547.87 66,236,285.93 TOTAL FISCAL AGENTINVESTMENTS 26,031,854.05 1,009,525.18 39,269,168.64 39,194,906.70 66,310,547.87 66,236,285.93 Notes:
(1) Cash & cash equivalents include money market funds.(2) Market values have been obtained from the following trustees: US Bank ATTACHMENT 4
CITY OF SANTA BARBARA
Fiscal Agent Investments
June 30, 2026
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: City Administrator’s Office
Subject: Second Amendment to Professional Services Agreement for the Completion of the State Street Master Plan [Agreement]
Recommendation:
That Council authorize the City Administrator to execute the second amendment to increase the amount of Santa Barbara City Agreement No. 22500182 with Moule & Polyzoides by $92,773, for a total contract amount of $510,223, to provide consulting services that support the City of Santa Barbara in completing the State Street Master Plan.
Background
The State Street Master Plan is a key initiative to guide the revitalization of Santa Barbara's downtown core and reimagine State Street as a vibrant, pedestrian-oriented corridor that supports local businesses, housing opportunities, arts, and community life.
The Master Plan effort began in 2021 when the State Street Advisory Committee was formed.
The State Street Advisory Committee met 20 times between 2021 and 2024 to guide the Master Plan process and provide staff with feedback on the vision, concepts, and design. Following extensive community outreach and conceptual planning, the project entered the detailed design phase in late 2024. In October 2025, Council authorized a first amendment to the City's agreement with Moule & Polyzoides, Architects and Urbanists, to complete the Master Plan, building on the firm's prior design workshops for State Street and the downtown core.
Discussion
On October 21, 2025, Council authorized the first amendment to Agreement No. 22500182 with Moule & Polyzoides, in the amount of $343,250, for a total contract amount of $417,450, to complete the State Street Master Plan. That scope funded the detailed design documentation for the State Street Paseo and associated district concepts, culminating in the Draft State Street Master Plan and its presentation to Council in spring 2026.
Agenda Item No. 16
Council Agenda Report
Second Amendment to Professional Services Agreement for the Completion of the State Street Master Plan [Agreement]
Following the Council hearing on the Draft Master Plan, additional work was identified that was not included in the first amendment scope. The requested second amendment, in the amount of $92,773, covers two categories of work.
Boards and Commissions Presentations and Additional Drawings ($63,960) Moule & Polyzoides prepared for and presented the Draft Master Plan to the Historic Landmarks Commission and Planning Commission in May 2026, and to the Transportation and Circulation Committee, Downtown Parking Committee, and Access Advisory Committee in June 2026. The firm also prepared design drawings for curb bulb-outs, changes to the bollard configuration, and for the addition of the 1300 block of State Street to the City's Active Transportation Program (ATP) grant application, participated in grant coordination meetings, and will present the Final Master Plan to City Council.
Engineering Support for the ATP Grant Application ($20,000) The Crabtree Group, Inc., serving as a subconsultant to Moule & Polyzoides, provided engineering services in support of the City's ATP grant submittal requesting design funding for the State Street corridor. Paul Crabtree, PE, served as Engineer in Responsible Charge for the submittal, preparing the project cost estimate, completing the engineer's checklist review of the submittal, and preparing layout sheets. These services were performed on a time-andmaterials basis at the rates in the original contract, with an amount not to exceed $20,000.
This work maintains project momentum through adoption of the Final State Street Master Plan and positions the City to compete for other state grants and design funding opportunities for corridor improvements.
Transportation Support for the ATP Grant Application ($8,813) Fehr and Peers, serving as subconsultant to Moule & Polyzoides, prepared for additional meetings in support of the project effort and assisted with modifications, such as curb extensions. Fehr and Peers will also attend additional Commission and Committee meetings as well as the final City Council presentation.
Council Agenda Report
Second Amendment to Professional Services Agreement for the Completion of the State Street Master Plan [Agreement]
Budget/Financial Information
Funding for the second amendment is available from the State Street Master Plan Adopted Budget. No additional appropriations are required, and there will be no impact to the General Fund as a result of funding this contract.
A copy of the second amendment is available for public review. Please contact the City Administrator’s Office at [email protected] to request a copy.
Sustainability Impact
The State Street Master Plan will address sustainability downtown through sustainable design approaches. Design efforts may lead to a reduction of greenhouse gas emissions, an improved downtown microclimate, stormwater management and improved water quality, and/or decreasing airborne pollutants. The ATP grant application supports the City's climate targets of achieving a 6 percent active transportation mode share by 2030 and 10 percent by 2035.
Prepared and
Submitted by: Tess Harris, State Street Master Planner
Approved by: Kelly McAdoo, City Administrator
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Public Works Department
Subject: Purchase Orders for the Santa Barbara Police Station Project [Agreement] Recommendation:
That Council:
A. Authorize the General Services Manager to execute a Purchase Order with Repeated Signal Solutions, Inc. in the amount of $287,916 for the installation of repeater antennas and cabling to ensure cellular signal is available throughout the Police Station and parking garage, including three years of maintenance and monitoring, and authorize $24,149 in change order authority, for a total expenditure authority of $312,065; B. Authorize the General Services Manager to execute a Purchase Order with Russ Bassett Corporation in the amount of $238,680 for the purchase of 10 dispatch center consoles, including onsite installation and service and equipment warranty, and authorize $23,868 in change order authority, for a total expenditure authority of $262,548; and C. Authorize issuance of a Best Interest Waiver under Santa Barbara Municipal Code Section
4.52.070 (L), to authorize the General Services Manager to execute a Purchase Order with V-Armed, Inc. in the amount of $451,203 to purchase and license a V-Armed Virtual Reality Training System, including onsite training and setup, five years of licensing, and extended equipment warranty, and authorize $33,321 in change order authority, for a total expenditure authority of $484,524.
Discussion:
Current Status
The Santa Barbara Police Station Project (Project) is currently under construction and anticipated to be completed in September of 2027. The three Purchase Orders recommended in this report are for items to be procured in advance and installed at the appropriate time during construction to meet the schedule and product expectations.
Agenda Item No. 17
Council Agenda Report
Purchase Orders for the Santa Barbara Police Station Project [Agreement]
Repeated Signal Solutions – Cellular Phone Coverage
The Police Station facility is a four story, highly technical, steel, concrete, and cross laminated timber structure that requires cellular communication throughout. This requires the installation of network cellular antenna repeaters throughout the facility so officers can be reached in all areas of the facility. Repeated Signal Solutions, Inc. (RSS) will provide the cellular network within the building and parking structure to ensure cell phone coverage is maintained throughout the facility for high-quality communication for the highest quality of service and protection to the community. The network must be installed during construction.
RSS is a local company that was determined to provide the best value of all proposals the City of Santa Barbara (City) received, and being based in Santa Barbara allows them to responsively maintain and service the network at a high standard.
Staff recommend that Council authorize the General Services Manager to execute a Purchase Order with RSS in the amount of $287,916 for the product, installation, and three years of maintenance and service, and authorize $24,149 in change order authority, for a total expenditure authority of $312,065.
Russ Bassett – Dispatch Center Consoles
The Police Department will relocate the Dispatch Center to the new Police Station and seeks to replace the existing outdated consoles and equipment. These new consoles will provide a much-needed upgrade for Dispatch Officers as the consoles are used 24 hours a day. The new dispatch consoles, supplied by Russ Bassett Corporation (Russ Bassett), will be installed during the furniture and finishing stage of the Project. The information technology has been included in the construction design so the system can be efficiently installed when the dispatch suite is ready. The consoles will provide the Dispatch Officers with the appropriate space, lighting, accessory spaces, monitor mounts, and storage for all the information technology required.
The Dispatch Manager solicited multiple quotes and conducted site visits to other dispatch centers for due diligence in making this decision for the City. Russ Bassett was selected as the best value product for meeting the City’s needs and requirements.
Staff recommend that Council authorize the General Services Manager to execute a Purchase Order Contract with Russ Bassett in the amount of $238,680 for the purchase of 10 dispatch center consoles, including onsite installation and service and equipment warranty, and authorize $23,868 in change order authority, for a total expenditure authority of $262,548.
Council Agenda Report
Purchase Orders for the Santa Barbara Police Station Project [Agreement]
V-Armed – Virtual Reality Simulation Training
The Police Department seeks to implement a modern virtual reality (VR) system to provide first responders with training that would otherwise not be possible. V-Armed, Inc. (V-Armed) uses advanced technology to deliver large-scale, immersive, multi-participant VR simulations. Using VR technology and scenario-creation tools, first responders can train in realistic simulations of critical incidents before they occur in real life, leading to better outcomes. This training is beneficial for the Police Department and first responders from surrounding agencies. The purchase of the V-Armed Virtual Reality Training System will include four Virtual Reality participant kits, participant equipment, optical tracking system, onsite training and setup, and five years of licensing and extended equipment warranty. The V-Armed virtual simulation training equipment will be installed when the room is complete. All components of the training system will be housed within the building. All technical coordination of cabling, cameras, and monitors must be completed so the system can be installed efficiently.
Staff recommend that Council authorize issuance of a Best Interest Waiver under Santa Barbara Municipal Code Section 4.52.070 (L), to authorize the General Services Manager to execute a Purchase Order with V-Armed in the amount of $451,203 to purchase and license a V-Armed Virtual Reality Training System, including onsite training and setup, five years of licensing, and extended equipment warranty; and authorize $33,321 in change order authority, for a total expenditure authority of $484,524.
Budget/Financial Information
The following is a breakdown of the costs for each of the Purchase Orders. There are sufficient existing expenditure appropriations of bond proceeds in Fiscal Year 2027 in the Police Station Capital Project Fund to cover the cost of these Purchase Orders. No additional funding is required for these purchases.
RSS Financial Information - Purchase and Licensing
Council Agenda Report
Purchase Orders for the Santa Barbara Police Station Project [Agreement]
Purchase Timeline Cost
Initial Purchase in August 2026 plus setup fee $241,494.42 Year 1 - September 1, 2027 thru August 31, 2028 $15,473.76 Year 2 - September. 1, 2028 thru August 31, 2029 $15,473.76 Year 3 - September 1, 2029 thru August 31, 2030 $15,473.76 Change Order Authority (10% of initial purchase) $24,149.44 Total Expenditure Authority: $312,065.14
Russ Bassett Financial Information - Purchase and Delivery V-Armed Financial Information - Purchase and Licensing
Purchase Timeline Cost
Purchase - September 1, 2027 thru August 31, 2028 $333,212.50 Year 1 - September 1, 2028 thru August 31, 2029 $29,497.50 Year 2 - September 1, 2029 thru August 31, 2030 $29,497.50 Year 3 - September 1, 2030 thru August 31, 2031 $29,497.50 Year 4 - September 1, 2031 thru August 31, 2032 $29,497.50 Change Order Authority (10% of initial purchase) $33,321.25 Total Expenditure Authority: $484,523.75
Environmental Review
The Public Works Department prepared a Mitigated Negative Declaration (MND) that examined environmental impacts as required per the California Environmental Quality Act (CEQA). The MND was prepared in accordance with CEQA (Public Resources Code §21000 et seq.) and the State CEQA Guidelines (Title 14, California Code of Regulations, §15000 et seq.). The MND was Purchase Timeline Cost
Purchase in August 2026 $238,679.89
Change Order Authority (10% of purchase) $23,867.99
Total Expenditure Authority: $262,547.88
Council Agenda Report
Purchase Orders for the Santa Barbara Police Station Project [Agreement]
adopted by City Council on July 19, 2022, and the Notice of Determination was posted with the State Clearinghouse (SCH) on July 27, 2022. The SCH number is 2022050302.
Copies of the Purchase Orders may be requested from the Public Works Department for public review by contacting [email protected] following Council approval and subsequent execution of the Purchase Orders.
Prepared by: Ashleigh A. Sizoo, P.E., City Engineer/BH/sk Submitted by: Brian D’Amour, P.E., Public Works Director Approved by: Kelly McAdoo, City Administrator
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Public Works Department
Subject: Approval of Parcel Map and Execution of Agreement for 460 El Cielito Road [Agreement]
Recommendation:
That Council approve and authorize the City Administrator to execute and record Parcel Map Number 20,846, and a standard Agreement relating to the approved 2-lot subdivision at 460 El Cielito Road.
Discussion
A Tentative Map for the subdivision located at 460 El Cielito Road was conditionally approved on August 7, 2025, by adoption of the Planning Commission (PC) Conditions of Approval, Resolution Number 006-25. A Vicinity Map of the project area is shown in the Attachment. The project involves splitting the existing lot into two lots. Following the lot split, Lot 1 will be 2.50 acres and Lot 2 will be 1.50 acres. The project does not include any exterior development.
Staff have reviewed the Parcel Map and found it to be in substantial compliance with the previously approved Tentative Map, the Conditions of Approval, the State Subdivision Map Act, and the City of Santa Barbara’s (City’s) Subdivision Ordinance. The City’s contract Land Surveyor has reviewed the Parcel Map for technical correctness.
In accordance with the PC approval, the Owner, CURLICUE ENTERPRISES, LLC, A CALIFORNIA LIMITED LIABILITY COMPANY, has signed and submitted the Parcel Map and the required Agreement to the City. Council approval is required if Council agrees with the staff determination that the Map conforms to all the requirements of the Subdivision Map Act and the Municipal Code applicable at the time of the approval of the Tentative Map.
Staff recommend that Council authorize the City Administrator to execute the required Agreement Relating to Subdivision Map Conditions Imposed on Real Property. This Agreement includes the Conditions of Approval on the subdivision.
Agenda Item No. 18
Council Agenda Report
Approval of Parcel Map and Execution of Agreement for 460 El Cielito Road [Agreement]
The Agreement Assigning Water Extraction Rights does not require Council approval and will be signed by the Public Works Director in accordance with City Council Resolution Number 02-131.
Budget/Financial Information
The proposed action has no financial impact on the City.
Environmental Review
Environmental review for this project was completed as part of the PC’s approval of the Tentative Map. The subdivision project qualifies for an exemption from further environmental review under the California Environmental Quality Act Guidelines Section 15183.
The public may request a copy of the Parcel Map and Agreements for review from the Public Works Department at [email protected].
AB 339 Compliance: Staff has reviewed Government Code section 3504.1 and determined that the noticing provisions do not apply to this contract.
Attachment:
1. Vicinity Map
Prepared by: Ashleigh A. Sizoo, P.E., City Engineer/SR/rl Submitted by: Brian D'Amour, P.E., Public Works Director Approved by: Kelly McAdoo, City Administrator
This service has been provided to allow a visual display of City information. Every effort has been made to ensure the accuracy of the map and data. The City of Santa Barbara assumes no responsibility arising from the use of this information. THE MAPS AND ASSOCIATED DATA ARE PROVIDED WITHOUT A WARRANTY OF ANY KIND. This map was created using the City of Santa Barbara Mapping Analysis and Printing System application. 2,193
© City of Santa Barbara
365.477
Legend
1:
WGS_1984_Web_Mercator_Auxiliary_Sphere
0 182.739 365.477 Feet Notes
460 EL CIELITO RD. - APN 021-073-002
MAP DISCLAIMER
CITY OF SANTA BARBARA - VICINITY MAP
460 EL CIELITO RD.
Reported on 06/25/2026 01:18 PM
Assessor's Parcels - City
City Limits
Signal Communications Nodes
Signal Communication Lines
MTD Bus Stops
Street Centerlines
460 EL CIELITO RD.
APN 021-073-002
ATTACHMENT
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Public Works Department
Subject: Memorandum of Understanding Between the City of Santa Barbara and Santa Barbara County Association of Governments for the Cabrillo Boulevard and Union Pacific Railroad Bridge and Los Patos Undercrossing Replacement Projects [Agreement]
Recommendation:
That Council authorize the City Administrator to sign a Memorandum of Understanding with the Santa Barbara County Association of Governments in the sum of $2,630,601 to continue funding the design of the Cabrillo Boulevard and Union Pacific Railroad Bridge Project and the Los Patos Undercrossing Replacement Project.
Discussion
Project Description
The Cabrillo Boulevard and Union Pacific Railroad Bridge Project (Cabrillo Project) includes the planning, environmental, preliminary design, and final design phases for pedestrian and bicycle improvements on East Cabrillo Boulevard between the U.S. 101 ramps and the intersection with Los Patos Way, including replacement of the Union Pacific Railroad (UPRR) bridge, which currently has a narrow opening that requires pedestrians and bicyclists to share the roadway shoulders with vehicular traffic. The construction of these facilities will improve the walking and biking experience and safety for those traveling to the beachway along East Cabrillo Boulevard and other waterfront destinations. The Cabrillo Project is a mitigation measure for the U.S. Highway 101 Widening Project.
The Los Patos Undercrossing Replacement Project (Los Patos Project) includes the planning, environmental, preliminary design, and final design phases for the removal of the UPRR bridge over the Los Patos Way off-ramp and the installation of compacted fill to carry the railroad in its Agenda Item No. 19
Council Agenda Report
Memorandum of Understanding Between the City of Santa Barbara and Santa Barbara County Association of Governments for the Cabrillo Boulevard and Union Pacific Railroad Bridge and Los Patos Undercrossing Replacement Projects [Agreement]
current alignment. The Los Patos Project is a condition of approval for the UPRR bridge replacement over Cabrillo Boulevard.
Current Status
The Cabrillo Project and Los Patos Project are in the Right-of-Way (ROW) and final design phases. The City of Santa Barbara (City) is acquiring all ROW needs for the projects and working through final design elements.
City staff have been working cooperatively with Santa Barbara County Association of Governments (SBCAG) staff to prepare the two projects for construction at the same time as the final phase of the U.S. Highway 101 Widening Project. Project funding was previously provided through a Memorandum of Understanding (MOU) with SBCAG that was originally executed in 2016. This was followed by several MOU Amendments; however, the original MOU and the subsquent Amendments have expired, necessitating a new MOU. The available dollars from the previous agreement have been rolled into this new agreement.
Budget/Financial Information
Per this MOU, SBCAG will reimburse the City for all participating pre-construction project costs up to $2,630,601. No increase in revenue or expenditure appropriations is needed at this time, as the funding was previously appropriated under the previous MOU. Project costs prior to this MOU were covered by the previous MOU, and future amendments to the new MOU will be necessary to finalize the design once funding is made available. A new MOU will be executed with award of the construction contract. Construction funds are anticipated to be entirely from outside sources.
Council Agenda Report
Memorandum of Understanding Between the City of Santa Barbara and Santa Barbara County Association of Governments for the Cabrillo Boulevard and Union Pacific Railroad Bridge and Los Patos Undercrossing Replacement Projects [Agreement]
The following summarizes all estimated total project costs.
ESTIMATED TOTAL PROJECT COST
*Cents have been rounded to the nearest dollar in this table.
Task Description Cost
Conceptual Design (by HDR) $99,105
City Staff/Environmental $10,000
Subtotal $109,105
Project Approval and Environmental Document (by T.Y. Lin) $758,127 Other Environmental Costs (including City staff) $71,873 Subtotal $830,000
Design (by T.Y. Lin) $4,433,844
Other Design Costs (including City staff) $986,018
Subtotal $5,419,862
Design Subtotal $6,358,967
Right-of-Way Capital Subtotal $2,671,395
Estimated Construction Contract $40,000,000
Estimated Construction Management/Inspection $5,000,000 Construction Subtotal $45,000,000
TOTAL PROJECT COST $54,030,362
Environmental Review
The Cabrillo Project is subject to environmental regulations under California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). As a part of the coastal permitting for the Cabrillo Project, it was determined to qualify for exemptions from the CEQA Act under CEQA § 21080.13 (Statutory Exemption for Railroad Grade Separation), CEQA § 21080.37 (Statutory Exemption for Alteration of Existing Roadways), and CEQA § 15301(c) (Categorical Exemption for Existing Facilities). This determination was made on May 22, 2018.
The Cabrillo Project was determined by Caltrans to have no significant impacts on the Council Agenda Report
Memorandum of Understanding Between the City of Santa Barbara and Santa Barbara County Association of Governments for the Cabrillo Boulevard and Union Pacific Railroad Bridge and Los Patos Undercrossing Replacement Projects [Agreement]
environment as defined by NEPA. The State determined on September 27, 2018, that the Cabrillo Project is a Categorical Exclusion under 23 CFR 771.117(c).
The Public Works Department prepared an Environmental Impacts Report (EIR) for the Los Patos Project that examined the direct and indirect impacts as required per CEQA. The EIR was prepared in accordance with CEQA (Public Resources Code §21000 et seq.) and the State CEQA Guidelines (Title 14, California Code of Regulations, §15000 et seq.). The EIR was adopted by the Planning Commission on November 6, 2025, and the Notice of Determination was posted with the State Clearinghouse on November 18, 2025. The Los Patos Project’s Stateclearing House number is 2024100348, and a Coastal Development Permit was approved on November 6, 2025.
A copy of the MOU may be requested from the Public Works Department for public review by contacting [email protected]
Prepared by: Ashleigh A. Sizoo, P.E., City Engineer/EG/lu Submitted by: Brian D'Amour, P.E., Public Works Director Approved by: Kelly McAdoo, City Administrator
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Information Technology Department
Subject: Response to the Santa Barbara County Grand Jury Report on Santa Barbara’s Service Request Process (SB Connect)
Recommendation:
That Council authorize the Mayor to send a letter of response to the Santa Barbara County Grand Jury report titled “From Complaint to Closure: Gaps in the City of Santa Barbara’s Service Request Process.”
Discussion
On June 4, 2026, the City of Santa Barbara (City) received a letter requesting review of and responses to a Grand Jury Report titled “From Complaint to Closure: Gaps in the City of Santa Barbara’s Service Request Process” (Attachment 1), which analyzed the City’s SB Connect service-request platform and identified several issues related to visibility, accessibility, workflow accountability, and community engagement. The City must respond to the Grand Jury’s report within 90 days of receipt.
The Grand Jury identified several barriers affecting the public’s ability to effectively use SB Connect, including difficulty locating the system on the City website, an overly complex submission process, inconsistent communication regarding request status and closures, and gaps in Spanish language navigation. The City acknowledges these concerns and has already begun implementing improvements aligned with the recommendations.
Website navigation is being enhanced by adding a prominently placed link to SB Connect’s “Create a Request” page at the top of all City webpages, supplementing the existing links and search visibility. Staff are reviewing and reducing required fields within the submission workflow where it is feasible to simplify the user experience while maintaining service accuracy.
A clearly visible assistance phone number will be added to SB Connect and relevant City webpages.
Agenda Item No. 20
Council Agenda Report
Response to the Santa Barbara County Grand Jury Report on Santa Barbara’s Service Request Process (SB Connect)
The Grand Jury determined that SB Connect’s closure practices leave residents uncertain about whether their service request was resolved. While staff use structured intake processes internally, the outward facing communication does not always make it clear what action was taken or justify why a request is marked as closed. To strengthen transparency and resident confidence in the tracking and resolution of requests, all departments are now operating under standardized workflow guidance, including timely initial responses, accurate and consistent status tracking, and the elimination of premature or automated closures. Dedicated staff are actively resolving existing open tickets, and new reporting practices provide department leadership with improved oversight and accountability.
Regarding Spanish language navigation, SB Connect is being realigned to mirror English pathways to ensure equitable access. The City of Santa Barbara remains deeply committed to ensuring that every resident can access information and services in the language they trust.
Over the past several years, the City has made significant progress in strengthening the bilingual experience on the City’s website. This includes improving Spanish language navigation, aligning content more consistently across languages, and expanding the availability of translated materials. These improvements reflect the City’s broader priority of advancing language access across all City platforms and public communications. This includes ongoing efforts to automate translation workflows, increase the volume and consistency of translated content, and integrate language accessibility into every stage of our digital and public-facing communication efforts. By continuing to invest in these tools and processes, the City reaffirms its commitment to equity, inclusion, and meaningful access for the entire community.
The City has also established the SB Connect Sustainment Team to provide unified system ownership, consistent workflows, and coordinated cross-departmental decision making.
Additionally, the City acknowledges the importance of community input on factors that directly impact residents, such as accessibility, usability, and the clarity of information provided through SB Connect. A general survey will be distributed upon the closure of service requests to collect feedback on SB Connect and share system improvements publicly to maintain transparency.
Finally, the City plans to enhance outreach initiatives to encourage broader use of SB Connect.
This program will educate the community about SB Connect’s capabilities and highlight opportunities for residents to submit feedback via the survey.
Council Agenda Report
Response to the Santa Barbara County Grand Jury Report on Santa Barbara’s Service Request Process (SB Connect)
The City’s response letter to the Grand Jury (Attachment 2) details how the City will be improving SB Connect and our responses to their findings.
Budget/Financial Information
This item does not have a budget/financial impact on the City.
Attachments:
1. Grand Jury Report titled “From Complaint to Closure: Gaps in the City of Santa Barbara’s Service Request Process”
2. The City’s response letter to the Grand Jury
Prepared and
Submitted by: Justin Cure, Information Technology Director Approved by: Kelly McAdoo, City Administrator
2025-2026 Santa Barbara County Grand Jury 1
FROM COMPLAINT TO CLOSURE:
Gaps in the City of Santa Barbara’s Service Request Process
SUMMARY
Residents of the City of Santa Barbara (City) have reported difficulty getting complaints and non-emergency service requests addressed in a timely and efficient manner.
Residents have also reported a lack of transparency in the process from initial submission to final closure or resolution. In many cases, status updates are not provided, do not adequately explain what action has been taken, or do not allow the resident to determine whether the reported issue was actually resolved.
A core responsibility of any city government is to respond to day-to-day concerns and complaints. Examples include potholes, graffiti, illegal dumping, damaged signs, streetlight outages, code compliance concerns, and similar quality-of-life issues. Within this report, the term “Service Request” is used for all such requests.
When this process works well, residents can easily report a service request, understand where it has been routed, and receive meaningful information about its status. When it does not work well, residents might be left uncertain whether the City received the service request, whether any action was taken, or whether the matter was simply closed without resolution.
Attachment 1
2025-2026 Santa Barbara County Grand Jury 2
SB Connect is the City’s primary system to report service requests. For simplicity, this report uses the term “resident” to refer to a person using SB Connect, even though City residency is not a requirement. The Santa Barbara County Grand Jury (Grand Jury) performed a review of SB Connect and the City’s complete service request process and found gaps in transparency, follow-up, and accountability. The Grand Jury examined whether SB Connect is reducing the frustration with service requests or, in some cases, increasing frustration.
These gaps include:
Request routes are more complicated than residents would reasonably expect Closure practices do not clearly communicate whether a service request has actually been resolved
Limited visibility into which department is responsible for follow-up Inconsistent routing for Spanish-language residents from City web pages The Grand Jury found that SB Connect does not consistently deliver the level of transparency and follow-through that residents would reasonably expect from a modern service request system.
The absence of a single clearly accountable person for the overall service request program further limits the City’s ability to improve resident experience across departments.
The Grand Jury recommends improving closure practices, strengthening transparency and follow-up, assigning clear program ownership, establishing a resident-focused improvement process, and ensuring that English- and Spanish-language routing are aligned. These changes are necessary if the City is to build resident confidence from the moment a service request is submitted through the point of closure.
BACKGROUND
Routine government services managed by cities may include street, sidewalk, and rightof-way maintenance; traffic control and signage; streetlight maintenance; solid waste and recycling; code compliance; parks and recreation; tree maintenance; water and wastewater services; homelessness response; and other neighborhood quality-of-life services.
2025-2026 Santa Barbara County Grand Jury 3
Some jurisdictions employ a service request system for local residents to raise issues with government services. This typically includes a web-/app-based platform, and some larger jurisdictions provide a dedicated 311 phone number, although this can require an expensive dispatch-like call center.
In the past, the City of Santa Barbara used multiple phone numbers, email addresses, and web forms for different issue types. That decentralized structure allowed departments to tailor intake to their own workflows, but it also required residents to determine which office to contact and how to reach it. In practice, that arrangement could create confusion, increase the risk of misrouted complaints, and make it harder for the resident to know where responsibility lay once a report was submitted. The City later moved to consolidate many of these request routes.
The City launched SB Connect in September 2023 as its primary intake and tracking platform for many non-emergency service requests1. Most previously shared City phone numbers are no longer available on the City website, and there is no apparent way to report a request by phone anymore. The stated purpose was to bring reporting under one roof, provide an easier method for residents to submit concerns, improve status tracking, and allow residents to view service requests concerning nearby locations.
METHODOLOGY
In developing this report, the Jury employed the following methods of investigation:
• Review of City press releases and SB Connect usage guidance on the City website:
Hands-on review of SB Connect on the City website and using the iOS mobile application
Review of Spanish-language website navigation paths relevant to reporting service requests
Review of federal accessibility requirements for government web content and mobile applications
1 City of Santa Barbara press release, published September 12, 2023: “Introducing SB Connect: The City is Just a Click Away with New App (ENG/SPA)” – https://santabarbaraca.gov/press-releases/introducing-sb-connect-city-just-clickaway-new-app-eng/spa, accessed May 29, 2026. 2025-2026 Santa Barbara County Grand Jury 4
Review of full-year 2025 SB Connect ticket data
Interviews with staff regularly working with SB Connect across many City departments
Interviews with staff from City Administration and Information Technology
DISCUSSION
The City promoted SB Connect as serving three main goals for residents:
• Make it easy to report issues and submit non-emergency service requests • Provide accurate, real-time tracking of request status from submission through closure
• Allow residents to review nearby reports and see what the City has done to resolve them
The Grand Jury evaluated the City’s service request process, with particular attention to SB Connect, against these goals. The third goal is dependent on the completion of the second.
The City promised SB Connect to be “as easy as 1-2-3." At a high level, SB Connect does allow a resident to identify a problem, add other optional data, including photos, and then submit the service request, but many steps are needed. City staff benefits from SB Connect as a structured intake platform to reduce the vague, incomplete, or misrouted requests that previously arrived through phone calls and emails.
In hands-on testing, the Grand Jury observed that submitting a service request commonly requires many more steps and decisions than residents would expect from the City’s public descriptions. On first usage, several Grand Jurors struggled with creating a new service request without additional help.
After opening the app or navigating to SB Connect through the City website, a resident must first locate the service request function, which can be hard to find. They then choose whether to create an account or submit anonymously, select a report type, and then complete multiple required fields that vary by category. In one representative service request (a homeless encampment report), the City required the residents to provide a location type, a visibility selection, an indication of whether people were present, and a narrative description. Adding a photo was optional.
2025-2026 Santa Barbara County Grand Jury 5
SCREENSHOT OF SB CONNECT
2025-2026 Santa Barbara County Grand Jury 6
For this homeless encampment example, the Grand Jury counted 15 required steps from first opening SB Connect to service request submission. This should be far simpler – today it results in a poor user experience and unnecessary complexity.
1. Of the fourteen labeled buttons presented on the SB Connect screen (see Screenshot), the resident must pick the twelfth button - Requests
2. Choose Create Request from the sub-menu
3. Choose Submit anonymously (or create an account)
4. Click Report type
5. Click Homeless Issue
6. Click Homeless Encampment
7. Click Where is the Request (Enter an address)
8. Click Tell us more details (all fields required)
9. Set Location Type: Freeway
10.Set Visibility: Under Bridge
11.Set Are there people present: Yes, people present
12.Set When are people present? Morning
13.Set Description: (Enter text describing the issue)
14.Click Done
(Optionally add photos here)
15.Click Submit
The many added steps may help City staff, but they also increase the difficulty for residents in reporting the request and raise the likelihood that residents abandon the process or submit incomplete information.
The Grand Jury recognizes the operational value of structured intake, especially for service requests that require precise locations, categorization, or interdepartmental routing. However, SB Connect’s public entry points and public descriptions need to accurately reflect the actual resident experience, and the “Create a Request” navigation path needs to be easy to find on both web and mobile. This is particularly important where the City has reduced or removed prior phone and email intake channels for some service request types. For example, the City’s Code Compliance page2 now directs 2 City of Santa Barbara: Code Compliance page -
https://santabarbaraca.gov/CodeCompliance, accessed May 29, 2026. 2025-2026 Santa Barbara County Grand Jury 7
residents to SB Connect for reporting and no longer advertises the email and phone routes that many residents previously relied upon.
Accurate, timely status tracking is the second and most consequential promise of SB Connect. If residents cannot tell whether the City received, routed, and acted on a service request, the system’s value as a single point of contact is substantially reduced.
Clear status information also reduces follow-up calls and repeat submissions, which otherwise recreate the same workload SB Connect was meant to avoid.
SB Connect functions as an intake and tracking system that routes requests into City departments, departmental work order systems, or contractor workflows. As is common in city governments, different departments use different software systems and practices. SB Connect should show all city activity with status updates that residents can understand.
An analysis of the City’s 2025 service request data provided a useful cross-check on how residents use SB Connect in practice. Table 1 summarizes how service requests were handled in calendar year 2025 after excluding internal City submissions.
TABLE 1
SB CONNECT SERVICE REQUESTS BY HANDLING PROCESS
FOR CALENDAR YEAR 2025
Service Request - Handling Process Number of
Requests
Share of
Total
Automatically closed with an email to the residents,
but with no City staff interaction 997 18 %
Handled by City staff within SB Connect 2,362 42 %
Routed to other City departments which do not use
SB Connect 2,247 40 %
Total service requests3 5,606 100 %
3 The City’s full-year 2025 dataset does not contain a direct flag identifying whether a service request came from the public or from internal City users. To focus on publicinitiated web and app use, the Jury excluded service requests submitted from santabarbaraca.gov and sbpd.com email domains. This filter removed 3,468 internal submissions from the 2025 export.
2025-2026 Santa Barbara County Grand Jury 8
This breakdown indicates that fewer than half of service requests in the 2025 dataset were managed natively within SB Connect.
Table 2 displays the 10 most frequent request types of the 5,606 service requests in 2025, representing 66 % of the total.
TABLE 2
TOP 10 OF RESIDENT-INITIATED SERVICE REQUEST TYPES
FOR CALENDAR YEAR 2025
Request Type Number of
Requests
Share of
Total
On-street illegally parked vehicles 1,083 19 %
Building or zoning code violation 705 13 %
Homeless encampment 410 7 %
Graffiti 385 7 %
Illegal dumping 357 6 %
Abandoned shopping cart 193 3 %
Other neighborhood nuisances 181 3 %
Pavement / pothole repair 175 3 %
Police noise complaints 152 3 %
Code enforcement noise complaints 140 2 %
The City’s third goal for SB Connect (allowing residents to review closed service requests and see what the City has done) can strengthen transparency and reduce duplicate reporting. However, achieving this goal depends on the City’s ability to present accurate and meaningful status information.
SB Connect includes a neighborhood view called Nearby Requests that displays local service requests in a list or map format. This can help residents understand open issues and longer-term patterns (for example, recurring graffiti locations or repeated pothole reports). To fully realize this benefit, the City must ensure that status labels and closure reasons communicate actual outcomes in a consistent manner across departments. If the system routinely shows service requests as “closed” without a clear explanation of what was done, residents cannot interpret Nearby Requests as a reliable record of City actions.
2025-2026 Santa Barbara County Grand Jury 9
SCREENSHOT OF “NEARBY REQUESTS” IN SB CONNECT
For service requests that are expected to remain open for an extended period, meaningful status tracking also includes informing the residents how long the issue is expected to take to resolve or when the next scheduled action will occur. A resident reporting a pothole tied to a larger paving schedule, for example, should be told that the issue is expected to remain open until the planned repaving project in the next fiscal year rather than being left with an unexplained closure.
Other cities publish service-type expectations to help residents understand likely timelines. For example, San José 311 public FAQs lists typical response times for certain request types, including vehicle abatement requests that typically receive a response within seven business days when stated conditions are met. Santa Barbara does not appear to offer estimations of when work will actually be completed for open or autoclosed work items. For example, an auto-closed service request about a pothole may be closed, indicating it is in a work queue for pothole repair, but the City has no timeline for actual completion. Spanish-language navigation paths on the City website must provide the same practical access to SB Connect that is provided on English-language pages. For many residents, the logical starting point for reporting a service request is 2025-2026 Santa Barbara County Grand Jury 10
the City’s “Contact Us” page. The English-language Contact Us page4 provides a navigation path to SB Connect for reporting issues and requests. By contrast, the Spanish-language Contáctenos page5 provides a default email address instead of the Spanish-language SB Connect navigation path presented on the English page. In addition, the Spanish “How do I?” navigation path for Reporte/Queja routes to the Contacto page and does not provide the same Spanish-language SB Connect entry point available in English. This inconsistency can prevent Spanish-speaking residents from reaching the City’s intended service request intake platform and undermines SB Connect’s goal of consolidating service requests into a single system.
Federal accessibility requirements for government web content and mobile applications are evolving. In April 2024, the U.S. Department of Justice published a rule establishing specific requirements for accessibility of state and local government web content and mobile applications by April 24, 2026. This deadline was recently moved out one year to April 26, 20276. These requirements necessitate additional updates to the City’s web and mobile content, including SB Connect and the City web pages that route residents into SB Connect. This report does not assess SB Connect’s compliance with the new federal rule, but the City needs to incorporate accessibility work into SB Connect governance and roadmap planning.
Based on interviews conducted across numerous City departments, the Grand Jury found that accountability for SB Connect is poorly defined. Multiple individuals were identified as primary contacts or managers for the system, yet none possessed clear authority to direct policy changes across departments. This lack of a clearly accountable person limits 4 City of Santa Barbara: Contact Us (English) – https://santabarbaraca.gov/contact-us, accessed May 29, 2026.
5 City of Santa Barbara: Contácteños
(Spanish) – https://santabarbaraca.gov/es/contacto, accessed May 29, 2026. 6 Federal Register :: Extension of Compliance Dates for Nondiscrimination on the Basis of Disability; Accessibility of Web Information and Services of State and Local Government Entities https://www.federalregister.gov/documents/2026/04/20/2026- 07663/extension-of-compliance-dates-for-nondiscrimination-on-the-basis-of-disabilityaccessibility-of-web, accessed May 29, 2026. 2025-2026 Santa Barbara County Grand Jury 11
the City’s ability to maintain a consistent, effective, and user-focused service request process.
CONCLUSION
SB Connect was introduced to simplify how residents report non-emergency issues, improve transparency, and to allow residents to follow service requests from submission through closure. The Grand Jury found that, although SB Connect provides a centralized intake platform, the current resident experience often falls short of those goals.
Residents face unnecessary complexity when submitting requests, limited visibility into how requests are handled across departments, and inconsistent information regarding whether issues were actually resolved. In addition, Spanish-language routing on the City website does not consistently direct residents to the same service request pathways available in English. The Grand Jury also found that no single individual within City staff currently has clear authority and accountability to oversee the overall effectiveness and consistency of the service request process across departments.
A modern service request system should make it easy for residents to report concerns and understand what action the City has taken. This would maintain confidence that requests are not closed without meaningful follow-through. SB Connect has the potential to serve this role, but doing so will require improvements to usability, transparency, accountability, and public engagement.
The Grand Jury believes the recommendations in this report will help the City improve resident trust and create a more consistent, effective, and user-focused service request process from initial submission through final resolution.
FINDINGS AND RECOMMENDATIONS
Finding 1: It is too difficult to find SB Connect on the City of Santa Barbara (City) website to create and complete a request.
Recommendation 1a: The Grand Jury recommends that the City add a direct link to the “Create a Request” page on SB Connect on the City website home page. To be implemented by December 31, 2026.
2025-2026 Santa Barbara County Grand Jury 12
Recommendation 1b: The Grand Jury recommends that the City reduce the number of required fields in SB Connect service request submissions. To be implemented by December 31, 2026.
Recommendation 1c:
The Grand Jury recommends that the City provide a clearly visible phone number for residents who need assistance submitting a request, obtaining status, or resolving problems that cannot be handled through SB Connect alone. To be implemented by December 31, 2026.
Finding 2: Although the City promised to provide accurate, real-time tracking of service requests from submission through closure, the City has not done so.
Recommendation 2a: The Grand Jury recommends that the City provide accurate status from submission through closure of all service requests, with an update by City staff within two business days of being opened. To be implemented by December 31, 2026.
Recommendation 2b: The Grand Jury recommends that the City not close service requests before they are actually resolved. To be implemented by December 31, 2026.
Finding 3: Although SB Connect has a Spanish language version, the City website does not consistently send Spanish-speaking residents to SB Connect for service requests.
Recommendation 3: The Grand Jury recommends that the City add links to SB Connect (Spanish version) from the Spanish-language Contacto page and from Spanish-language Reporte/Queja navigation paths so that Spanish-language navigation matches Englishlanguage navigation. To be implemented by September 30, 2026.
Finding 4: There is no single, clearly accountable person within City staff with authority to drive workflow and policy changes for SB Connect across departments.
Recommendation 4: The Grand Jury recommends that the City Council assign a single person who is responsible for SB Connect and empowered to drive process and protocol changes across departments for a better and consistent user experience. To be implemented by September 30, 2026.
2025-2026 Santa Barbara County Grand Jury 13
Finding 5: There is no recurring, public process for the community to help understand and prioritize planned SB Connect improvements.
Recommendation 5a: The Grand Jury recommends that the City host a public meeting, at least annually, at which the City presents a roadmap of planned updates and receives public input. These meetings are to continue for at least two years. To be implemented by December 31, 2026.
Recommendation 5b: The Grand Jury recommends that the City send a follow-up user experience survey to each resident that submits a service request. To be implemented by December 31, 2026.
REQUIREMENTS FOR RESPONSES
Pursuant to California Penal Code §933 and §933.05, the Grand Jury requests that each entity or individual named below respond to the findings and recommendations within the specified statutory time limit.
Responses to Findings shall be either:
Agree
Disagree wholly
Disagree partially with an explanation
Responses to Recommendations shall be one of the following:
Has been implemented, with a summary of implementation actions taken Will be implemented, with an implementation schedule
Requires further analysis, with an analysis completion date of no more than six months after the issuance of the report
Will not be implemented, with an explanation of why
2025-2026 Santa Barbara County Grand Jury 14
City Council, City of Santa Barbara – 90 Days
Findings 1, 2, 3, 4, 5
Recommendations 1a, 1b, 1c, 2a, 2b, 3, 4, 5a, 5b
Please consider the environment before printing this letter.
July 28, 2026
The Honorable Patricia Kelly
Presiding Judge
Santa Barbara County Superior Court
1100 Anacapa Street
P.O. Box 21107
Santa Barbara, California 93121 – 1107
Reference: Response to Santa Barbara County Grand Jury Report titled, “From Complaint to Closure: Gaps in the City of Santa Barbara’s Service Request Process” received June 8, 2026.
Honorable Patricia Kelly and Grand Jury Foreperson:
Please find attached the City of Santa Barbara’s response to the above referenced Grand Jury report. As directed by the Grand Jury, all responses are provided in accordance with Sections 933 and 933.05 of the California Penal Code.
Should the Grand Jury have any questions regarding the City’s response, or wish to follow up with the City, please contact me or City Administrator Kelly R. McAdoo.
Sincerely,
Randy Rowse
Mayor
Cc: Santa Barbara County Grand Jury
Santa Barbara City Councilmembers
Kelly R. McAdoo, City Administrator
Attachment
ATTACHMENT 2
City of Santa Barbara’s Response to the Santa Barbara County Grand Jury Report: From Complaint to Closure: Gaps in the City of Santa Barbara’s Service Request Process
The City of Santa Barbara’s responses below are only to the findings and recommendations that pertain to the City of Santa Barbara as identified in the Grand Jury’s report.
Finding 1
Finding: It is too difficult to find SB Connect on the City of Santa Barbara website to create and complete a request.
Response to Finding 1: Disagree partially with an explanation.
The City recognizes the need to enhance website navigation to SB Connect to better assist residents wishing to submit service requests. It is important to note, however, that links to SB Connect are currently available twice on the city's homepage halfway down the page. Additionally, SB Connect can be easily located via the search function, where it appears as the top result. The main menu also includes SB Connect under the “Services” section.
To improve the ability for residents to locate SB Connect, the City will work to include a direct link to the “Create a Request” page of SB Connect at the top of all City webpages.
This exceeds the recommendation of Recommendation 1a.
Recommendation 1a
Add a direct link to the “Create a Request” page on SB Connect on the City homepage.
To be implemented by December 31, 2026.
Response to Recommendation 1a: Will be implemented.
A new button will be added to the top of all webpages on the city’s website, providing direct access to the “Create a Request” page to provide an additional option rather than submitting a request through SB Connect’s login page. Please note that, due to how the SB Connect application functions, requests submitted through this feature will skip the login page and be submitted as anonymous, which may limit two-way communication between members of the community and the City. If a member of the community wants to ensure to receive updates on their request, they should create an account and utilize the SB Connect mobile app or access SB Connect from the link on the homepage.
Implementation schedule: On or before December 31, 2026.
Recommendation 1b
Reduce the number of required fields in SB Connect service request submissions. To be implemented by December 31, 2026.
Response to Recommendation 1b: Disagree partially with an explanation.
SB Connect is designed to provide staff with as much useful information as possible to address community requests accurately and efficiently. Much thought goes into what information is needed. However as part of best practices to balance usability, City staff will conduct a review of all required fields and reduce the number wherever feasible without compromising service delivery or routing accuracy. In some cases, this additional information is necessary to accurately fulfill the request.
Implementation schedule: On or before December 31, 2026.
Recommendation 1c
Provide a clearly visible phone number for residents who need assistance submitting a request, obtaining status, or resolving problems that cannot be handled through SB Connect alone. To be implemented by December 31, 2026.
Response to Recommendation 1c: Will be implemented
The City will publish and prominently display a phone number on the SB Connect webpage and on relevant City webpages to ensure residents can receive assistance with submissions, status checks, and issue resolution.
Implementation schedule: On or before December 31, 2026.
Finding 2
Finding: The City has not delivered accurate, real-time tracking of service requests from submission through closure.
Response to Finding 2: Agree
SB Connect was launched in September 2023. As with all technology applications, its usefulness is tied to implementation. As it has been rolled out, areas of successful use and challenges have been identified. We agree improvements are needed in status accuracy, update frequency, and consistency across departments. More details are provided in the responses below.
Recommendation 2a
Provide accurate status from submission through closure of all service requests, with an update by City staff within two business days of being opened. To be implemented by December 31, 2026.
Response to Recommendation 2a: Will be implemented
The City acknowledges that status updates have not been consistent. To address this, all departments now follow standardized workflow guidance, requiring an initial response within two business days. Accurate tracking of statuses from submission to closure has also been established. System reporting and staff training will ensure consistent compliance.
We have assigned dedicated staff in each department that are working to correct the statuses or resolve the existing open tickets currently in the system. The City also plans to offer periodic updates to members of the community on tickets that need to remain open for an extended period of time.
Lastly, we have implemented reporting in each department to inform leadership of the status of open service requests in their respective departments. This will ensure more accountability and help assess service challenges.
Implementation schedule: On or before December 31, 2026.
Recommendation 2b
Do not close service requests before they are actually resolved. To be implemented by December 31, 2026.
Response to Recommendation 2b: Will be implemented
To address the issue of premature closure of service requests, the City is developing and will implement robust process controls and department specific review measures to ensure that closure occurs only after work has been fully completed and verified. This includes reviewing and improving workflows with departments that are auto-closing service requests and removing any workflow that auto-closes a service request. We are currently rolling these changes out.
Implementation schedule: On or before December 31, 2026.
Finding 3
Finding: The City website does not consistently direct Spanish speaking residents to SB Connect.
Response to Finding 3: Agree
The City of Santa Barbara remains deeply committed to ensuring that every resident can access information and services in the language they trust. Over the past several years, the City has made significant progress in strengthening the bilingual experience on our website. This includes improving Spanish language navigation, aligning content more consistently across languages, and expanding the availability of translated materials. These improvements reflect our broader priority of advancing language access across all City platforms and public communications. This includes ongoing efforts to automate translation workflows, increase the volume and consistency of translated content, and integrate language accessibility into every stage of our digital and public-facing communication efforts. By continuing to invest in these tools and processes, the City reaffirms its commitment to equity, inclusion, and meaningful access for our entire community.
The City acknowledges the need to align English and Spanish language navigation paths to ensure equitable access. A more detailed response can be found below.
Recommendation 3
Add links to SB Connect (Spanish version) from Spanish language pages so navigation mirrors English language pathways. To be implemented by September 30, 2026.
Response to Recommendation 3: Will be implemented
The Spanish language navigation paths are being revised to ensure consistency with the current English-language navigation paths. Additionally, adjustments outlined in Finding 1 will be made, and direct access to SB Connect will be provided.
Please note that use of the SB Connect app in Spanish requires the user's phone system language to be set to Spanish.
Implementation Schedule: On or before September 30, 2026.
Finding 4
Finding: There is no single clearly accountable person with authority to drive SB Connect workflow and policy changes across departments.
Response to Finding 4: Disagree partially with an explanation The City recognizes the need for clear program ownership for SB Connect. A more detailed response can be found below on how we currently meet this need.
Recommendation 4
Assign one person responsible for SB Connect with cross-departmental authority. To be implemented by September 30, 2026.
Response to Recommendation 4: Disagree partially with an explanation The City established a SB Connect Sustainment Team in June 2025. This team oversees the SB Connect program and has the authority to coordinate system improvements, unify workflows, and drive cross-departmental consistency. The team consists of members from each department that have SB Connect service requests, the Public Information Officer, and the Information Technology Department. The team meets monthly and is governed by a change approval board. Implementation of changes is coordinated among Information Technology, the Public Information Officer, and departments. This coordinated oversight ensures that all decisions on the functioning of SB Connect are aligned and include input from affected departments.
For day to day implementation the SB Connect Sustainment Team members manage and review service requests for their department, handling responses, workflow, reporting, and leadership escalation when necessary.
Implementation schedule: Implemented
Finding 5
Finding: There is no recurring, public process for community participation in SB Connect improvements.
Response to Finding 5: Disagree partially with an explanation The City is committed to promoting transparency and fostering meaningful community engagement regarding public services. While resident feedback plays a critical role in shaping service delivery, the internal processes and technical systems supporting SB Connect operations are primarily managed by departmental staff due to their specialized operational, technical, and administrative nature. Ongoing public participation is not typically required or beneficial for these workflows.
Nonetheless, the City acknowledges the importance of community input on factors that directly impact residents, such as accessibility, usability, and the clarity of information provided through SB Connect. As outlined in recommendation 5b, a general survey will be distributed upon the closure of service requests to collect feedback on these aspects.
Additionally, the City plans to enhance outreach initiatives to encourage utilization of SB Connect. This program will educate the community about SB Connect’s capabilities and highlight opportunities for residents to submit feedback via the survey.
Recommendation 5a
Host an annual public meeting to present an improvement roadmap and gather input.
To be implemented by December 31, 2026.
Response to Recommendation 5a: Disagree partially with an explanation The Grand Jury report focuses on internal workflow gaps, closure practices, routing complexities, accountability, and status communication issues, not strategic policy questions. These are best addressed through internal process improvements rather than annual public meetings.
The City will share product improvements in functionality and new versions via the SB Connect website. The City will also provide and promote a community survey for feedback. As previously mentioned, outreach efforts will also inform the community about the availability of the survey and the phone number for assistance and feedback.
Implementation schedule: On or before December 31, 2026.
Recommendation 5b
Send follow up user experience surveys to each service request submitter. To be implemented by December 31, 2026.
Response to Recommendation 5b: Agree
The City will implement automated follow up surveys to each service request submitter through SB Connect to collect feedback and identify improvement opportunities.
Implementation schedule: On or before December 31, 2026.
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: City Administrator’s Office
Subject: Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
Recommendation:
That Council:
A. Receive and adopt the Fiscal Year 2027 Homelessness Response Framework and Funding Plan;
B. Authorize the City Administrator to execute contract #30057 with Good Samaritan Shelter for a term of one year in the amount of $200,000 to provide seven shelter beds and associated services at the Dignity Moves Interim Housing site; and C. Authorize the City Administrator to execute contract #30096 with Kingdom Causes dba City Net for a term of one year in the amount of $561,364.17 to provide street outreach services seven days a week and manage shelter bed referrals for City funded shelter beds at Dignity Moves and Casa Cacique.
Executive Summary
The City of Santa Barbara takes a comprehensive, collaborative, and compassionate approach to addressing homelessness, recognizing that lasting solutions require both immediate crisis response and long-term system strengthening. City staff work across departments and alongside regional partners to ensure that individuals experiencing homelessness have access to safe, stabilizing services and clear pathways toward housing.
City staff play an essential role in system coordination. This includes supporting data-driven decision-making, participating in regional planning efforts, responding to community concerns, and working with public safety, parks and recreation, and social service partners to address impacts in a balanced and humane manner. Staff also develop and oversee contracts Agenda Item No. 21
Council Agenda Report
Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
with service providers, monitor program performance, and ensure that City investments advance equitable and effective outcomes.
Discussion
Homelessness Response Framework and Funding Plan
Data and Recent Trends
As the direct recipient of the majority of funding from the state and federal government for addressing homelessness, Santa Barbara County continues to refine its regional homelessness response by shifting from the traditional Point-in-Time (PIT) Count, which provides a snapshot view of homelessness on a single night, to a more comprehensive, year-round data approach using the Homeless Management Information System (HMIS). This transition strengthens the Coordinated Entry System (CES), which prioritizes the most vulnerable residents and matches them to housing and services more effectively. HMIS data for 2025 reflects both progress and challenges: since 2023, the County1 saw a 6% decrease in overall homelessness and a 31% reduction in first-time homelessness; however individuals are experiencing longer periods without housing—averaging 190 days, a 41% increase. Subpopulation trends show growth among Transitional Age Youth and seniors, mirroring broader affordability pressures and improved youth identification through increased outreach.
The County’s system housed 32% of participating households in 2025, with significantly better outcomes for individuals receiving supportive services. Rapid rehousing achieved a 71% permanent housing-exit success rate, and permanent supportive housing achieved 43%, compared to 17% for those without supports.
Countywide data also shows vehicular homelessness rising from 675 to 962 people between 2022 and 2025. A survey conducted with those not yet enrolled in services reveals a complex population: 44% rely on employment income, 50.7% previously lived in rental housing or owned homes, and readiness for traditional housing varies widely. The City’s Quarantina Street corridor reflects these trends locally, with high RV density, mixed interest in housing options, and logistical barriers to Safe Parking participation.
Overall, these findings highlight a homelessness landscape shaped by economic constraints, evolving demographics, and varying levels of housing readiness - underscoring the need for 1 The County of Santa Barbara historically has provided data by city/area. Because a new HMIS database was implemented within the last year, regional data was not available this year.
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Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
flexible, person-centered strategies, sustained prevention efforts, and service-rich housing pathways.
Overview of Current Services
The City of Santa Barbara’s Homelessness Response Framework is structured around a continuity of care model, ensuring that services are available at every stage of a person’s housing stability journey - from prevention to crisis response to interim housing - with all services creating permanent housing pathways. This model emphasizes both upstream interventions that stop homelessness before it occurs and downstream services that stabilize individuals already experiencing homelessness.
Within this framework, 21% of City funding for homelessness services supports prevention, the earliest and most cost-effective intervention point. These investments include tenant protection programs, eviction-prevention legal services, mediation, and rental assistance - all designed to keep individuals and families in their homes and reduce inflow into homelessness.
Approximately 18% of funding is dedicated to outreach, case management, and coordinated care, bringing services directly to people wherever they are in the City. Street outreach teams, vehicular homelessness programs, and regional entry efforts meet unhoused residents in encampments, vehicles, public spaces, and service hubs, building trusting relationships and connecting them to stabilization resources, healthcare, and housing navigation.
An additional 11% of funding supports day centers, which offer critical daytime access points for individuals experiencing homelessness. These sites – such as the FARO Center, Father Virgil Cordano’s, and the Central Library2 - provide safe indoor space, resource navigation, case management, documentation assistance, and connections to behavioral health and medical care. Day centers are a cornerstone of the City’s strategy to reduce unsheltered street presence while providing meaningful pathways toward stabilization.
The largest share of funding, 50%, is dedicated to interim housing, which serves as the bridge between homelessness and permanent housing. Through facilities such as Casa Cacique (100- bed congregate shelter), Dignity Moves (34 modular tiny homes), individuals receive 24/7 support, meals, case management, and robust housing navigation. These interim housing 2 Central Library offers robust day drop-in services however the funding amount is not included in this report as it is covered by internal city programs and contracts coordinated outside the Housing and Homeless Services funding umbrella.
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programs, and others, ensure that clients have the stability required to pursue long-term housing, employment, medical care, and recovery.
Together, these investments reflect a balanced, data-driven system that addresses homelessness from all angles - preventing it where possible, responding effectively when it occurs, and building clear, supported pathways to permanent housing.
The Homelessness Response Framework and Funding Plan report details information about each program funding through City sources in fiscal year 2027 (FY 27) including contract funding sources and amounts.
Gaps and Needs
Santa Barbara has established a strong homelessness response system; however, gaps persist due to several barriers, including cultural/demographic barriers, capacity limits, behavioral health treatment needs, funding reductions, and the region’s longstanding housing shortage.
Cultural/demographic barriers include immigrant and undocumented households, transgender and LGBTQ+ residents and justice-impacted individuals. More details can be found in the Homelessness Response Framework and Funding Plan report.
There is also a significant system-capacity deficit. More people are experiencing homelessness than there are shelter beds available, and existing day centers and navigation sites cannot accommodate the volume of individuals seeking support. Behavioral health treatment capacity remains similarly strained across the County, with shortages in clinical providers, residential treatment options, and street-level mental health response.
These pressure points are compounded by reductions in both state and federal funding, including decreases in Permanent Local Housing Allocation, Community Development Block Grant, and HOME Investment Partnership Program allocations, which further limit the ability to maintain or expand critical services. Priority shifts at the federal level for homelessness funding that is distributed to the County, specifically through the Continuum of Care competitive grant program, the provision of permanent housing has been deprioritized as a viable intervention and has made securing these funds much more competitive – this will shift the funding distribution Countywide and cause system disruption. Additionally, County Behavioral Wellness is also experiencing funding challenges but is planning for expanded behavioral health response in the coming fiscal year to better meet community need.
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Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
Finally, Santa Barbara’s homelessness crisis is inseparable from its severe housing shortage.
The City’s rental market is among the most unaffordable in the nation and as a result, between 70 and 78 percent of extremely low-income households spend more than half of their income on rent, leaving thousands on the brink of homelessness.
FY 2027 Year Ahead
In FY 2027, the City of Santa Barbara will focus on stabilizing and strengthening its homelessness response system. Key priorities include standardizing contract timelines and reporting requirements, deepening alignment among providers.
The City will also enhance service access by working through a variety of initiatives. Santa Barbara Advancing Collective Transformation (SB ACT), building on its commitment to remain responsive to evolving community needs, is preparing to expand beyond its current referral only model at the FARO Center and introduce a self-referral pathway for individuals seeking same day services.
Rather than operating as a traditional drop-in center - an important model that, while valuable, proved incompatible with the FARO Center’s location and operational goals - the revised structure will blend low-barrier access with clear expectations for participation. The emphasis will be on meaningful engagement, skill building, increased opportunities for personal growth and strategically linking incentives such as food and hygiene supplies to program engagement directly, creating a more intentional and supportive environment for individuals working toward their goals.
Additionally, through a partnership with Sanctuary Centers, the FARO Center will expand to offer substance abuse counseling groups, one-on-one appointments, and additional psychiatric access. In parallel, SB ACT will collaborate in identifying additional day-service locations through the ACT on Homelessness Collaborative and advancing service hubs that meet demographic gaps such as LGBTQ+ residents and justice-involved individuals.
At Casa Cacique, expanded day programming is in the planning stage as well as an onsite Clinic operated by Doctors Without Walls to provide stabilization and health pathways for shelter residents with the potential to serve the surrounding community.
Beyond direct services, work in FY 2027 will emphasize upstream strategies aimed at reducing inflow into homelessness. This includes starting development on an affordable housing action plan, implementing the Rent Stabilization Ordinance to prevent displacement, advancing Council Agenda Report
Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
long-term housing production through partnerships with the Housing Authority and affordable housing developers, and pursuing sustainable funding for the Local Housing Trust Fund.
Agreements
There are several key initiative contracts within the City’s homelessness response framework, each outlined in detail in the Homelessness Response Framework and Funding Plan report. At this time, two service contracts require Council approval. The first is with Good Samaritan Shelter, which operates the Dignity Moves site. Through this $200,000 annual agreement, the City reserves seven dedicated beds for individuals referred through City Net’s street outreach team.
The second contract is with City Net to provide street outreach services - an essential component of the City’s response - which funds two teams of two outreach workers to provide services seven days a week. This contract totals $561,364.17. Both of these agreements were included in the FY 2027 adopted budget.
Staff requests authorization for the City Administrator to execute both agreements. Additional homelessness service contracts - including the long-term operator agreement for Casa Cacique and the operations contract for the FARO Center - are planned for Council review and consideration on September 1, 2026.
Budget/Financial Information
Funding for the agreements with Good Samaritan Shelter (Dignity Moves) and City Net Street Outreach is included in the Fiscal Year 2027 adopted budget. The agreement with Good Samaritan for Dignity Moves is supported by $70,000 from ongoing General Fund revenue and $130,000 from Measure I funds. The contract for City Net Street Outreach services is fully funded through Measure I.
These contracts represent extensions of the previous year’s agreements with no substantive changes to terms or scope.
Additional agreements referenced in the contract funding chart within the Homelessness Response Framework and Funding Plan for Fiscal Year 2027 are also included in the Fiscal Year 2027 budget. Any additional agreements that require Council approval will be brought forward for consideration as they are prepared.
Council Agenda Report
Adoption of Fiscal Year 2027 Homelessness Response Framework and Funding Plan, and Associated Agreements [Agreement]
A copy of the agreements may be requested from the City Administrator’s Office of Housing and Community Vitality for public review by emailing [email protected].
AB 339 Compliance: Staff has reviewed Government Code section 3504.1 and determined that the noticing provisions do not apply to this contract.
Sustainability Impact
Housing stability is foundational to a sustainable and resilient community. People experiencing homelessness are disproportionately vulnerable to extreme heat, wildfire smoke, flooding, and other climate-related hazards. By preventing displacement, connecting unsheltered residents with services, and creating pathways to stable housing, the proposed framework strengthens community resilience and advances the City’s environmental justice and equity goals. No significant direct environmental impacts are anticipated from approval of the recommended agreements.
Attachment:
1. Homelessness Response Framework and Funding Plan
Prepared by: Caroline Paine, Housing and Homeless Services Manager Submitted by: Alelia Parenteau, Acting Deputy City Administrator Approved by: Kelly McAdoo, City Administrator
Attachment 1
City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
1 Contents
1. Introduction................................................................................................................................ 2
2. Data and Recent Trends ............................................................................................................. 5 CERF 3 – City Grant Update:....................................................................................................... 6 County Vehicular Homelessness Study:.................................................................................... 7
3. Overview of Current Services................................................................................................... 10 Prevention ................................................................................................................................ 12 Service Coordination, Outreach & Navigation ........................................................................ 14 Day Centers............................................................................................................................... 22 Interim Housing........................................................................................................................ 26 Public Safety............................................................................................................................. 35
4. Needs and Gaps in Service....................................................................................................... 38 Demographic and Cultural Barriers:........................................................................................ 38 Structural Barriers.................................................................................................................... 41
5. FY 27: The Year Ahead............................................................................................................... 43 System Coordination, Accountability, & Partner Alignment................................................... 43 Optimizing Resources to Strengthen Core Services ............................................................... 44 Prevention, Housing Stability, and Long-Term Investment.................................................... 47 Conclusion................................................................................................................................ 50 Appendix A: Community Input..................................................................................................... 52 Appendix B: Contract Funding Chart........................................................................................... 55 Introduction City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
2 1. Introduction
Homelessness in California is a systemic issue. In 2025, approximately 187,000 people experienced homelessness across the state - accounting for 28% of the nationʼs total - with nearly two-thirds (66%) living unsheltered. Despite a modest statewide decline of 2.8% in total homelessness and a sharper 6.8% drop in unsheltered homelessness from 2024 to 2025, the numbers remain alarmingly high. Structural factors - such as chronic housing shortages, rising rents, demographic inequities, and limited capacity in behavioral health systems - continue to fuel the crisis. Californiaʼs significant unmet need underscores the challenge:
cities are being forced to develop their own strategies to respond with constrained resources, often relying on cobbled together funding, interagency collaborations, and targeted local initiatives.
Within this broader statewide landscape, the City of Santa Barbara has spent the past seven years building a comprehensive, multi-layered response to homelessness. In 2019, the City initiated a formal outreach and case-management framework by contracting with City Net to provide street outreach, intensive case management, and housing navigation. Recognizing the need for a coordinated strategy, the City expanded its efforts in 2021 by partnering with the Santa Barbara Alliance for Community Transformation (SB ACT) to lead the ACT on Homelessness collaborative and implement Regional Action Plans targeting key areas such as State Street, the Waterfront, and the Eastside. In 2024, the City further invested in service Introduction City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
3 quality and accessibility by opening the FARO Daytime Navigation Center and contracting SB ACT to operate this centralized hub.
In 2025, after PATH announced its intention to discontinue local operations, the City stepped in to purchase the 816 Cacique Street shelter - protecting a critical community asset and ensuring that essential services would remain intact. These combined efforts, undertaken amid statewide funding constraints and rising service demand, reflect Santa Barbaraʼs proactive approach in leveraging partnerships, embracing data-driven planning, and maximizing local resources. In 2026, the City formalized these responsibilities by establishing the Office of Housing and Community Vitality within the City Administratorʼs Office and hiring a Housing and Homeless Services Manager to oversee programs and strengthen system coordination now that the homeless-services continuum has matured and expanded significantly.
In addition to contracted services, the City has strengthened its internal response infrastructure. The Encampment Response Team conducts regular field engagement, identifies high-impact locations, coordinates service connections, and manages environmental and safety concerns across public spaces. The Police Departmentʼs Community Action Team provides specialized, trauma-informed outreach and response, integrating law-enforcement presence with supportive engagement for individuals with complex behavioral health or safety needs. Complementing these efforts, the Downtown Ambassador Program offers a consistent, non-law-enforcement presence along the State Street corridor—providing de-escalation, wayfinding, service referrals, and support to businesses and visitors while creating safer, more welcoming public areas.
Today, Santa Barbaraʼs service framework covers all essential elements needed to respond to homelessness with consistency, compassion, and accountability. The goal for the next year is to strengthen this system further by enhancing coordination, improving contract oversight, and leveraging existing resources to fill remaining gaps in service delivery. This includes deepening accountability through robust contract management - ensuring providers meet performance standards, adhere to best practices, and deliver high-quality, client-centered services. At the same time, the City will focus on refining its system operations to better integrate outreach, shelter, behavioral health, case management, and housing navigation. By optimizing current investments, aligning partner roles, and strategically expanding where needed, Santa Barbara aims to build a more efficient, responsive, and equitable Introduction City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
4 homelessness response system -one that evolves with community needs and advances longterm stability for the individuals it serves.
This report is organized to highlight the homelessness-related services that the City of Santa Barbara directly funds, operates, or oversees, grouped into three clear categories.
The first category, Key Initiatives, includes City-held direct service contracts. These contracts reflect the Cityʼs most hands-on investments in the homelessness response system and represent programs where the City maintains the closest operational accountability. They outline specific scopes of work, reporting requirements, and performance expectations beyond what is typically required in a grant
The second category, Community Grants, captures general fund and federal CDBG/HOME-supported grants awarded to nonprofit organizations that provide services to people experiencing homelessness. These grants support important portions of provider operations but do not contain City-defined scopes of work; instead, they function as flexible funding that strengthens overall service availability in Santa Barbara.
The third category, Santa Barbara City Services, refers to programs staffed and operated directly by City employees or fully funded by the City—such as encampment response, navigation support, public safety involvement, and other municipal functions that play a direct role in addressing homelessness.
While this report centers on City funded service components, it is important to recognize the many critical homelessness response partners that do not receive City funding yet remain essential to Santa Barbaraʼs continuum of care. Organizations like the Santa Barbara Rescue Mission, Sanctuary Centers, Transition Houseʼs family shelter, permanent supportive housing providers, rapid rehousing programs, faith-based partners, and others contribute deeply to the daily coordination, stabilization, and long-term housing work happening across the community. These programs are key participants in the ACT on Homelessness Collaborative and significantly strengthen the Cityʼs capacity to serve residents experiencing homelessness.
Santa Barbara is fortunate to have such dedicated partners whose work expands the reach and impact of the Cityʼs own investments.
Data and Recent Trends City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
5 2. Data and Recent Trends
As the primary entity responsible for administering regional homelessness services and managing most state and federal funding that supports systemwide efforts, the County of Santa Barbara serves as the foundation for the data presented below1 . Traditionally,
homelessness has been measured through the annual Point-in-Time (PIT) Count2 , a
single-day snapshot used nationally to estimate homelessness. However, the County has begun transitioning to data drawn from the Homeless Management Information System (HMIS), which provides a more accurate, year-round picture of households experiencing homelessness3. This shift aligns with the structure of the Coordinated Entry System (CES) - the regional process used to assess individualsʼ needs, prioritize the most vulnerable, and match people to available housing and services. CES relies on HMIS data to track individual housing journeys and allocate limited resources as efficiently and equitably as possible. While HMIS data is not yet broken out by jurisdiction, the County is working toward producing city-specific reporting for future planning.
The County reports several positive trends, including a 6% reduction in overall homelessness and a 31% decrease in people entering homelessness for the first time over the past two years. At the same time, the data points to an emerging challenge: individuals are remaining unhoused longer, with the average duration rising to 190 days, a 41% increase. Subpopulation trends also show notable shifts. Between 2022 and 2025, the Transitional Age Youth (TAY) population - ages 18 to 24 - increased by 7.28%, while the senior population (ages 55+) grew by 6.87%. The rise in senior homelessness mirrors national patterns, reflecting broader economic and housing pressures affecting older adults. In contrast, the increase in TAY homelessness may not represent a true surge in youth homelessness; the County reports that expanded youth-focused funding and outreach likely produced more accurate identification and engagement, rather than a substantial change in the actual number of young people experiencing homelessness.
1 The County of Santa Barabara data referenced in this report is based on data shared at the Annual Update on Homelessness delivered to the Santa Barbara County Board of Supervisors on July 14, 2026 by the Community Services Department.
2 The PIT Count is a coordinated, countywide effort in which volunteers canvass the community to enumerate the number of individuals experiencing homelessness on a single designated night each year. 3 In calendar year 2025, HMIS identified 4,531 people experiencing homelessness Countywide - nearly double the 2,455 individuals counted in the PIT Count - highlighting HMISʼs far broader and more accurate annual measurement
Data and Recent Trends City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
6 In 2025, 2,735 households entered the homelessness system, and the system achieved a 32% exit rate to permanent housing. The data also shows significant differences in success rates depending on the level of supportive services provided. Among households exiting homelessness, only 17% of those without supportive services secured permanent housing, compared to 71% of those assisted through the rapid rehousing program and 43% of those in a permanent supportive housing program. These trends underscore the importance of sustained, service-rich interventions that improve housing outcomes.
CERF 3 – City Grant Update:
Since 2024, the California Encampment Resolution
Funding (CERF) Program provided services through a
state grant to provide person-centered strategies to
resolve unsheltered vehicular homelessness in the
City of Santa Barbara. The initiative set out to serve
100 individuals, and as of March 31, 2026, it has
surpassed that goal by assisting 116 people living in
vehicle encampments. Progress toward housing
outcomes has also exceeded expectations: of the 50
targeted permanent housing outcomes, it has
successfully supported 71 individuals in securing
stable, long-term housing and of the 50 housing planned placements into interim shelter, the program is on track with 46 placements. The project deploys specialized street-outreach teams who provide in-field engagement, case management, acute-needs support, and housing navigation to help clients transition from vehicle encampments into safe residential options.
Services include coordinated outreach, system navigation, housing location support, landlord engagement, emergency and behavioral-health care, transportation, and stabilization resources. Outreach teams operate citywide and in targeted areas defined in CERF mapping, partnering closely with local providers and regional resources. The project also delivers Permanent Housing Flexible Funds to remove financial barriers that hinder housing placements. All activities align with federal and state regulatory requirements and include mandatory data entry into the HMIS for the Santa Maria/Santa Barbara County Continuum of Care.
The CERF grant runs from June 4,
2024 through December 31, 2026,
supporting targeted
encampment-resolution efforts
during this period. The total award
for homelessness response is
$1,393,875, with $141,178
remaining for FY 27 to complete the
work outlined in the grant.
Data and Recent Trends City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
7 Overall, the CERF project is designed to reduce vehicle encampments, connect residents to long-term supports, and ensure successful housing retention by integrating street-level engagement with coordinated service delivery and housing-focused interventions.
County Vehicular Homelessness Study:
Vehicular homelessness continues to be one of the
fastest-growing segments of the regionʼs
homelessness landscape. Between 2022 and 2025, the
number of individuals living in vehicles across Santa
Barbara County increased from 675 to 962. Recent
qualitative surveys of individuals living in vehicles
who have not yet engaged in the homelessness
response network of services was conducted by the
County to provide a clearer picture of this population.
Despite unstable
living conditions, 44% of surveyed vehicle residents are contributing to the local economy and rely solely on
employment income, with a median monthly income of
$2,000. This aligns with what outreach teams frequently observe: many vehicle-dwelling households are working
but unable and/or uninterested in securing rental housing due to high costs or other barriers. Notably, 50.7% of
respondents had lived in rental housing or owned a home directly preceding vehicular residency, demonstrating a stronger history of housing stability than is typically seen among the broader homeless population.
The survey also shows significant variation in residentsʼ readiness or desire to transition into traditional housing. Roughly one-third of respondents identified obtaining housing as very important, another third reported feeling ambivalent, and the remaining third expressed no intention to seek housing at this time. These findings underscore the complexity of vehicular homelessness and the need for flexible, Figure 1. Growth in vehicular homelessness as
reported by the County of Santa Barbara in a
report to the Board of Supervisors on July 14,
2026.
Figure 2. A recent survey conducted through
interviews of those experiencing vehicular
homelessness not yet enrolled in services
showed a median monthly income of $2,000
a month.
Data and Recent Trends City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
8 person-centered strategies that account for differing levels of readiness, preference, and barriers to housing.
In the City of Santa Barbara, the
Quarantina Street area has
experienced a notable rise in
vehicular homelessness, becoming
one of the most visibly impacted
locations in the City. A recent
assessment conducted by New
Beginnings staff identified 66 occupied vehicles, 53% of which were RVs, reflecting a concentration of larger, semi-permanent dwellings. Outreach teams were able to engage only 21 individuals, representing 32% of all vehicles present - highlighting both the challenges of direct engagement and the complexity of this growing population.
Figure 4. Quarantina Street Region Vehicular Homelessness Data: Out of 66 total vehicles 54% reported that they wanted housing, 48% did not want housing and 29% declined all offered services.
Among those contacted, perspectives on housing varied significantly. Fifty-four percent expressed a desire for housing but felt it was financially out of reach given local rental costs.
The remaining 48% indicated they did not want housing at this time, and 29% declined all offered services, underscoring the need for flexible engagement strategies. Notably, 29% of those who did not want housing expressed interest in Safe Parking - primarily RV dwellers - but noted that the daily requirement to enter and exit the lot made participation impractical and financially burdensome.
Figure 3. Quarantina Street Region Vehicles surveyed included 66 vehicles total with 53% of them being RVs. Twenty-one individuals were engaged.
Data and Recent Trends City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
9 These findings illustrate the diverse needs and preferences among vehicle-housed residents in the Quarantina Street corridor and reinforce the importance of adaptive, person-centered approaches that account for affordability barriers, service reluctance, and the unique dynamics of RV living.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
10 3. Overview of Current Services
The City of Santa Barbara takes a comprehensive and coordinated approach to addressing homelessness, grounded in the understanding that meaningful progress requires both immediate crisis response and long-term system development. City staff work across departments and alongside regional partners to ensure that individuals experiencing homelessness can access safe, stabilizing services and clear pathways to permanent housing.
A core function of City staff is system coordination. This includes supporting data-informed decision-making, engaging in regional planning, responding to community concerns, and collaborating with public safety, parks and recreation, and social-service partners to address impacts in a balanced and humane way. Staff develop and manage contracts, monitor performance, and ensure that local investments support equitable, effective outcomes.
The City maintains a continuum of care that spans deed-restricted affordable housing, interim housing4
, street outreach, behavioral-health support, housing navigation, and service-rich daytime programs. Through targeted funding, the City enables nonprofit partners to provide case management, workforce readiness, healthcare access, document preparation, and other services that help individuals stabilize and move toward housing. Staff also coordinate closely with community organizations and County agencies to align efforts, reduce duplication, and connect people to the most appropriate interventions.
The City of Santa Barbara, through contracts coordinated by the City Administratorʼs Office of Housing and Community Vitality5
, will invest over $4,374,850.046 in FY 26-27 in crisis response programs and essential services for individuals experiencing homelessness – this does not include the cost of SB Connect, Encampment Response, police co-response, or other City services that support these efforts7. City staff leverage federal, state and county funding, grants, and other financial resources to help ensure that these services are sustainable and do 4 Interim housing includes emergency shelters, transitional living environments, and other temporary housing programs.
5 All contracts referenced in this report are coordinated by the Office of Housing and Community Vitality through Housing and Homeless Services.
6 Includes direct service contracts, Community Development Block Grant and Human Service Grant, and HOME funding grants. Full chart of contracts with funding allocations can be found in Appendix B. 7 There are additional organizations not calculated or listed in this report that receive Human Service Grant funding such as the Organic Soup Kitchen, Pacific Pride Foundation, Sarah House, Meals on Wheels, Hospice of Santa Barbara and other Grantees that are providing essential services to vulnerable individuals throughout the City including those experiencing homelessness.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
11 not draw excessively from the General Fund budget. This commitment strengthens the local safety net, expands access to stabilization resources, and supports pathways to housing.
Together, these efforts reflect the Cityʼs dedication to improving health, safety, dignity, and quality of life for all residents while building a homelessness response system capable of meeting both current needs and future challenges.
Figure 5. This Contract Categories Pie Chart shows that 50% of funding is allocated to interim housing, 21% to prevention, 18% to services coordination and street outreach and 11% to day centers. A full breakdown of all contracts represented in this report can be found in Appendix B.
Prevention
21%
Service
Coordination,
Outreach &
Navigation
18%
Day Centers
11%
Interim
Housing
50%
CONTRACT
CATEGORIES
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
12 Prevention
Rental Housing Mediation Program (RHMP)
The City of Santa Barbaraʼs Rental Housing Mediation Program (RHMP) offers a crucial homelessness-prevention service through early, accessible intervention in landlord-tenant disputes.
Established in 1976 and staffed by trained mediators -
including city staff and volunteer City Council appointed Mediator Board Members - the program facilitates confidential, voluntary mediation sessions via telephone or video
conferencing. During these sessions, tenants and landlords work together to reach mutually acceptable agreements
without going to court and at no cost to the parties.
When a tenant is facing potential eviction or when a dispute of any kind arises - whether related to rent, repairs, or lease terms - the program offers a pathway to resolution. For those at risk of homelessness, this early engagement allows the parties to collaboratively explore options such as standardized payment plans, prompt property maintenance for needed The RHMP program will
complete its 50th year of
service in January 2027.
Figure 7. Total Services FY 25-26 – 1,273 Unduplicated Cases 1% 1% 1% 2% 3% 4% 4% 4%
6% 7% 7%
10%
16% 17% 18%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
RHMP Cases By Category
July 1, 2025-June 30, 2026
Figure 6. RHMP case data chart represents 15 categories that range from 1% of the cases pertaining to 90-day notices by landlords to 18% of cases pertaining to habitability issues.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
13 repairs, or reasonable alterations to lease terms. If additional support is needed, the RHMP connects participants with local social-service agencies, such as Good Samaritan Shelterʼs Housing Problem Solving Hotline and Legal Aid, that can provide housing subsidies, counseling, legal aid, or emergency rental assistance.
By resolving conflicts out of court and addressing their root causes, the RHMP helps residents maintain stable housing, protects landlordsʼ investments, and relieves pressure on the cityʼs emergency shelter and social-service systems. This proactive approach reduces the likelihood that a dispute will force a household onto the streets - effectively serving as a frontline defender in the cityʼs broader homelessness-prevention strategy.
Contact Information: Andrea Bifano, Rental Housing Mediation Supervisor [email protected]
Tenant-Based Rental Assistance (TBRA)
Since 2012, the City of SantaBarbara has funded Tenant-Based Rental Assistance (TBRA) grants using federal HOME Program funds to support lowincome households - including individuals and families experiencing or at risk of homelessness - in accessing marketrate rentals. Through partnerships with New Beginnings, Transition House, and the Housing
Authority of the City of SantaBarbara, clients receive up to 24 months of rental support or security-deposit
assistance, along with tailored case management to help stabilize their housing situation. Over the past decade, this collaborative effort has assisted more than 1,000
households, guiding them toward sustainable housing
and financial independence.
While rental assistance in Santa Barbara is mainly supported by federal and state funding sources such Section 8 Voucher and Emergency Housing Voucher (EHV) programs, recent changes at the federal level have placed households currently receiving assistance at risk of losing their housing. In March 2025, the United States Department of Housing and Urban Development (HUD) ended the EHV program, which was originally expected to run through 2030. With no additional appropriations provided, housing authorities nationwide are now preparing for the program to end years earlier than planned, leaving many low-income households without continued rental assistance. Cuts in other federal housing programs are Between 2024 and 2026
$1,518,626 in TBRA grants
were awarded – with over
1,000 households
receiving assistance since
2016.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
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14 also impacting rental assistance programs to partner agencies. In Santa Barbara, the Cityʼs TBRA program offers a critical bridge during this transition - helping local housing providers to continue supporting families as they plan for future stability and work toward long-term self-sufficiency.
Contact Information: Caroline Paine, Housing and Homeless Services Manager [email protected]
Access to Counsel
The City of SantaBarbaraʼs “Access to Counsel” program provides vital legal support to low-income tenants facing eviction, effectively helping prevent homelessness. Launched as a pilot in late 2022 with a $250,000 city investment, the program funds the Legal Aid Foundation
of SantaBarbara County to hire dedicated attorneys and
support staff to assist households in eviction proceedings.
From July 1, 2025 to June 30, 2026, the initiative had
supported 60 residents - 18 of whom were children -
especially targeting extremely low- and very low-income households, Section8 voucher holders, and Spanishspeaking families. By bolstering tenantsʼ capacity to defend themselves in court, the Access to Counsel program serves as a frontline defense in the cityʼs homelessness-prevention strategy, offering legal empowerment where civil justice gaps once prevailed.
Contact Information: (805) 963-6754
Service Coordination, Outreach & Navigation
SB Connect
SB Connect is Santa Barbaraʼs official issue-reporting platform - available as both a mobile app and a web portal - that empowers residents and staff to flag unauthorized homeless encampments, illegal dumping, and other publicspace concerns.
In FY 26 80% of clients served
were below 30% AMI with 58%
of cases pertaining to unlawful
detainers and termination
notices.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
15 When a user reports an encampment via SB Connect, the Encampment Response Team, part of Sustainability &
Resilience Department, is notified and collaborates with City Net outreach staff, code enforcement officers, parks and recreation, public works, and the Santa Barbara Police
Department. These departments evaluate each site, offer required 72-hour notice and support, connect individuals to services, and clear debris as needed - balancing public health, environmental safety, and respect for residents experiencing homelessness.
By integrating SB Connect with the Cityʼs Encampment Response Protocol, Santa Barbara creates a transparent, coordinated method for proactively identifying and resolving homelessness-related issues in public spaces. The system tracks reports, logs follow-up actions, and offers status updates, strengthening accountability and making it easier for the community to engage with and monitor the Cityʼs response. This tool has become a vital bridge between community reporting and multi-agency collaboration, with the goal of ensuring timely, humane, and effective intervention.
The SB Connect platform also allows community members to alert the City when someone appears to need assistance, support, or connection to services. Unlike encampment reports - which generally focus on locations, public-space impacts, or environmental concerns - Homeless/Individual in Need reports are centered on the wellbeing of a specific person. These submissions often come from residents, businesses, partner organizations, or City staff who observe someone struggling with medical issues, behavioral health symptoms, exposure to unsafe conditions, or barriers preventing them from accessing care who are not in immediate need.
8 When an individual-in-need report is received, it is routed through the City to outreach partners like City Net and New Beginnings who are deployed to locate the person, assess immediate needs, and provide direct support. This may include offering shelter referrals, crisis stabilization services, food and basic supplies, transportation to appointments, 8 SB Connect reports for Individuals in Need are most effective when the person in need has been observed over a period of time in the same general area. Because outreach teams cannot respond immediately, reports about one-time sightings or isolated incidents are less effective when the response occurs later. Teams respond as quickly as possible, but it can take up to two days.
In FY 25-26 there were 183
reports of Homeless/
Individual in Need and 630
Encampment Response
requests.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
16 documentation assistance, or connection to behavioral health and medical providers.
Outreach teams also coordinate with the Cityʼs public safety departments when concerns involve physical safety or severe medical needs.
These reports help the City respond proactively to individuals who may otherwise fall through the cracks. By creating an easy, accessible way for the community to signal when someone needs help, the City strengthens its ability to deliver timely, compassionate interventions and ensures that vulnerable residents are connected to the right support at the right moment.
Note: The SB Connect system is not a replacement for emergency calls to 911 and City staff encourages community members to call the non-emergency dispatch line when seeking an immediate response at (805) 882-8900. SB Connect messages are responded to within two business days of receipt.
Contact information: www. SB Connect | https://santabarbaraca.citysourced.com/ ACT on Homelessness Collaborative
Since 2019, SB ACT (Advancing Collective Transformation) has acted as the backbone convener of the ACT on Homelessness Collaborative (Collaborative) - a regional, cross-sector coalition rooted in the collective impact model.
Integrating city and county government, nonprofits, faith-based organizations, business associations, philanthropic partners, and individuals with lived experience, SB ACT has nurtured this collaborative framework to address the complexities of homelessness across the City of Santa Barbara and, since 2023, the broader South Santa Barbara County region.
Beginning in 2024, the Collaborative developed its current Three-Year Common Agenda for 2025-20279
. The plan established shared goals and performance measures ranging from homelessness prevention and housing retention to behavioral-health interventions and public perceptions, backed by regular monitoring through the Collaborative's Steering Committee.
The Collaborative is meeting or exceeding current implementation milestones. Between April and June 2026, SB ACT convened the quarterly Steering Committee; exceeded its cadence for Lived Experience Working Group meetings; supported multiple Eastside and Downtown Regional Action Plan (RAP) convenings; hosted an all-call RAP meeting; convened the Prevention/Diversion Working Group; and updated the common goals tracker to align 9 The 2025-2027 Three-Year Common Agenda can be viewed at https://sbact.org/aoh Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
17 initiatives, data, and partner roles. High acuity client coordination continued through HMIS and partner channels, while lived experience leaders advanced education on key Medi-Cal, Emergency Housing Voucher, and SNAP/EBT updates affecting housing retention. These efforts demonstrate strong implementation momentum, while percentage to target results for the four three-year outcome goals are still being finalized The 2025–2027 South County plan is entering its final phase, and SB ACT is positioning the Collaborative for greater regional impact. A new Program & Systems Manager will provide dedicated capacity for convening, data development, systems analysis, and follow-through.
Beginning in fall 2026, and continuing through 2027, SB ACT will interview Steering Committee members and cross-sector partners to identify what South County needs to achieve large-scale transformation in its homelessness response.
In 2027, SB ACT will lead a structured discovery process to reconcile available data, track inflow and exits, map programs and capacity, and identify gaps and bottlenecks. Working with providers and people with lived experience, the Collaborative will also determine the level of investment required to make homelessness rare, brief, and nonrecurring, including costs for prevention, outreach, interim and permanent housing, behavioral health care, case management, and system infrastructure.
After reviewing the data and information provided during the discovery process, public agencies, nonprofit and healthcare partners, business and philanthropic leaders, and people with lived experience will develop an ambitious yet achievable 2028–2030 plan with clear outcomes, accountable owners, required investments, and shared measures of progress. This next phase will create a practical roadmap for moving South County from managing homelessness more effectively to measurably reducing - and ultimately solving - it at scale.
Meeting schedule: Steering Committee, working-group, and Regional Action Plan convenings occur throughout the year.
Contact information: [email protected] | (805) 259-4692 | sbact.org/aoh Downtown Ambassadors
Acting as a consistent downtown presence and public resource since 2017, the Downtown Ambassadors operate 9 a.m.–6 p.m. daily along State Street, from Cabrillo Boulevard to Sola Street. They have established relationships with service providers, area businesses, and members of the public, including people experiencing homelessness in the area, and have gained an intimate understanding of Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
18 the situation on the ground. The Ambassadors are part of the broader Office of Housing and Community Vitality through the Downtown Services team. They coordinate with downtown maintenance efforts and service providers such as the City Net team and are a vital conduit of information to service providers, residents, neighbors and visitors.
Contact information: Edward France, Downtown Plaza Parking Manager [email protected]
Parks and Recreation Rangers
Santa Barbaraʼs Parks & Recreation Department plays a critical role in its homelessness response through active participation in the Cityʼs multidepartment Encampment Response Team. When unauthorized encampments are reported in parks or public spaces, Parks and Recreation Rangers collaborate with the Clean Community Division, City Net outreach teams, Code Enforcement, Public Works, and the Police Department to conduct a coordinated assessment.
The Parks and Recreation Department helps lead site evaluations aligned with City policy, ensuring interventions address public safety, sanitation, and environmental protection. Prior to any cleanup, teams provide required notifications and offer services and shelter referrals.
Park staff are also involved in the removal of debris and restoration of impacted areas. By integrating parks staff into a structured, compassionate protocol, Santa Barbara ensures that public spaces remain clean and safe while also connecting individuals experiencing homelessness with needed supports.
Contact information: (805) 897-1941
Partners in Housing Solutions
Partners in Housing Solutions (PHS) has partnered with the City of Santa Barbara since 2015 to help individuals and families transition out of homelessness by securing and sustaining permanent housing. Working closely with local social service agencies - such as CalWORKs providers, Transition House, and the Housing Authority of Santa Barbara County - they receive referrals and then connect clients to a network of over 50 private landlords. Their success hinges on a collaborative, housing-first approach: communities, landlords, nonprofits, and service agencies all working together to open doors - both literally and figuratively - for those in need.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
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19 Contact information: Alma Harmsen, Executive Director [email protected] | (805) 803-1584
New Beginnings
Founded in the late 1960s by clinicians determined to make mental-health services accessible to people with limited means, New Beginnings continues to honor that mission today, offering affordable therapy through a sliding-fee model that ensures no one is turned away due to inability to pay. Individuals, couples, families, and youth receive support for concerns ranging from anxiety and trauma to grief, substance use, and life transitions - services delivered both in person and via telehealth, in English and Spanish, by a diverse team of counselors and highly trained clinical interns.
Beyond the counseling clinic, New Beginnings is known for its innovative Safe Parking Program, the first of its kind in the region. Since 2004, the organization has provided safe overnight parking for individuals and families living in their vehicles - offering stability, safety, and connections to services. Participants find far more than a place to park; they receive case management, food assistance, job-search support, benefits navigation, and rapid rehousing services designed to help them transition into permanent housing.
The City of Santa Barbara directly supports this
effort by providing Community Development
Block Grant (CDBG) funds and local funds to
support operations, helping extend the programʼs
reach within the community. In recent years, as
the number of vehicle-housed residents has risen
sharply due to finances, emergencies or personal
crises, New Beginnings has played a central role in large-scale countywide efforts. Notably partnering with the City and County, supported by state funded California Encampment Response Funding (CERF) grant, to resolve vehicle encampments and move individuals and families into stable shelter and housing.
Between July 1, 2025 and June 30, 2026, New Beginnings served more than 2,500 clients, provided more than 140,000 hours of counseling and case management, delivered over $2.6 million in financial assistance, and helped nearly 300 people secure or maintain housing.
Contact information: Kristine Schwarz, Executive Director | (805) 963-7777 Between July 1, 2025 and June 30, 2026,
New Beginnings served more than 2,500
clients and helped nearly 300 people
secure or maintain housing.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
20 City Net Street Outreach
Since 2019, the City of Santa Barbara has contracted City Net to serve as its primary on-the-ground outreach team, engaging people experiencing homelessness wherever they are - on the streets, in encampments, and throughout public spaces. Over the years, this partnership has evolved into a coordinated, citywide system of care: one that blends street-level engagement, case management, and hands-on housing navigation with a strong network of local partners including Cottage Hospital, the Santa Barbara Police Department, SB ACT, and the Housing Authority of the City of Santa Barbara. City Net additionally serves as the referral coordinator for City funded shelter beds at Dignity Moves and has assisted with referrals during the transition to a new shelter operator at Casa Cacique10.
At the heart of City Netʼs work is a simple but deeply relational approach: meet people where they are, build trust through consistent presence, and connect unhoused neighbors to services that can help them move forward. Outreach workers spend their days, evenings, and weekends seeking out individuals who are unsheltered, offering immediate support and de-escalation when needed. City Net case managers link people to medical care, behavioral health services, shelter and long-term housing options. Their methods are grounded in trauma-informed care, motivational interviewing, harm reduction, and housing-first principles, recognizing that stability begins with safe housing rather than prerequisites or conditions.
As outreach staff build rapport, many clients transition into City Netʼs case management program, where they receive more intensive, personalized support. Case managers help individuals obtain IDs, social security cards, medical care, benefits, employment assistance, and other resources while developing individualized housing plans that move clients toward lasting stability. For many, this includes housing navigation: preparing documents, identifying viable units, coordinating with landlords, and helping with deposits or tenancy supports.
Others benefit from the organizationʼs rapid rehousing services, which combine short-term rental assistance with skill-building and community connections to help clients establish and maintain permanent housing
By early 2023, the city recognized a major gap: most homeless service providers operated only during weekday business hours. In response, Santa Barbara expanded City Netʼs contract to 10 Starting September 1, 2026 a referral process will be established at Casa Cacique allowing pre-approved referral sources to coordinate with the shelter directly.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
21 include consistent evening and weekend outreach -
Thursday through Sunday, from 11:30 a.m. to 10 p.m.
- with a focus on the downtown corridor and the
busy waterfront, where the city has identified the
highest concentration of unsheltered residents. This
schedule ensures that trained outreach workers are
present during the peak hours when needs arise, but
services are typically unavailable.
Since the implementation of the new operating
hours, the downtown area has experienced a
measurable reduction in the number of individuals
experiencing homelessness on State Street,
demonstrating the effectiveness of an expanded
outreach presence. City Net has become a trusted
resource for businesses, residents, and visitors,
responding to 218 requests for assistance from community members during Fiscal Year 2026.
The expanded outreach model has produced meaningful, measurable outcomes. Between July 1, 2025, and June 30, 2026, City Net conducted more than 2,300 outreach engagements with 1,488 unique individuals experiencing homelessness throughout Santa Barbara. These consistent, relationship-based interactions resulted in 143 individuals enrolling in ongoing case management services, 72 people exiting street homelessness through placements into emergency shelter, treatment programs, permanent housing, or reunification with family, and 13 individuals achieving permanent housing.
These outcomes demonstrate that sustained, person-centered outreach not only improves the visibility and accessibility of supportive services but also creates clear pathways from homelessness to stability. Continued investment in this program will allow City Net to build on these successes, strengthen partnerships with the community, and help more individuals transition from homelessness to safe, stable housing while improving the quality of life for businesses, residents, and visitors in downtown Santa Barbara.
Contact information: Saul Hernandez, Field Supervisor | (805) 319-9145 From July 1, 2025, to June 30,
2026, City Net completed over
2,300 outreach engagements
with 1,488 people experiencing
homelessness in Santa Barbara.
These sustained interactions led
to 143 individuals enrolling in
case management, 72 people
exiting street homelessness
through shelter, treatment,
housing, or family reunification,
and 13 securing permanent
housing.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
22 Day Centers
Library Activities
The Santa Barbara Central Library has undertaken a number of efforts to address the impacts of homelessness. Workforce development services are provided at the Central and Eastside libraries to teach job search techniques, résumé review and development, interview strategies, technology skills, and other job skills learning.
The Library provides a range of accessible, drop-in services designed to support people experiencing homelessness through its Community Connections program. Individuals can walk into the Adult Education Center without an appointment to receive one-on-one assistance from the Cityʼs Community Resource Specialists, who help navigate housing options, healthcare resources, nutrition programs, employment opportunities, and other essential services. The Library also partners with community organizations, such as Family Services Agency, that hold regular office hours on-site, making it easier for patrons to connect directly with providers offering services related to basic needs and stability.
In addition, the Library hosts resource fairs throughout the year, bringing multiple agencies together in one place to showcase available support and engage community members who may otherwise struggle to access services. Taken together, these drop-in offerings create a low-barrier, welcoming environment that helps individuals experiencing homelessness obtain vital information, support, and pathways toward stability.
Contact information: (805) 962-7653 | www.library.santabarbaraca.gov FARO Center
The FARO Center - inspired by the Spanish word for 'lighthouse' - opened on June 25, 2024, as Santa Barbara's daytime navigation and workforcedevelopment center for people experiencing homelessness. Located at 621 Chapala Street, the Center is operated by SB Advancing Collective Transformation (SB ACT) in partnership with the City of Santa Barbara and a network of community providers, creating a dependable daytime sanctuary and coordinated access point for people navigating homelessness.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
23 The FARO Center was designed as a “one-stop shop,” streamlining access to a comprehensive array of services through a coordinated network of providers. Within a single, dignified indoor space, visitors can connect with case managers, obtain vital documentation such as birth certificates or IDs, and pursue housing referrals - all under one roof. The center also provides access to health and behavioral-health services and computers, meeting core needs of a safe daytime haven.
FARO is rooted in the model of SB ACT's Neighborhood Navigation Centers, which previously offered services across multiple locations. By consolidating resources into a central hub with consistent weekday access and scheduled appointments, the City and SB ACT provide a reliable, supportive environment where clients can connect with services in one place.
Despite an overwhelmingly positive mission,
the FARO Center faced early hurdles. Demand
far outpaced expectations, straining
relationships with neighbors and prompting
operational recalibrations. In response,
SB ACT refined the model - shifting to an
appointment-based system, improving on-site
security, and enhancing coordination with
nearby businesses - resulting in a more
orderly, safe, and better-received community
resource.
Two years in, FARO's impact is clear: more than 1,700 people have received services through the Center, more than 200 have moved into interim or permanent housing, and more than 15 partner providers have delivered coordinated services under one roof. In June 2026 alone, FARO recorded 163 unique clients and 539 visits; 33 clients received workforce-development services, 7 received health or behavioral-health care and support, 5 achieved document readiness, and 5 moved from street-level homelessness into interim housing.
Next Steps for FARO
FARO is grounded in a philosophy of dignity, respect, and practical support. Its purpose extends beyond simply delivering services - its staff work to build meaningful relationships that nurture each clientʼs emotional, physical, and overall well-being as they work toward stability. Over the past year, FARO has also strengthened its relationships with neighboring Over the past two years, more than 1,700
people have received services through the
Center, more than 200 have moved into
interim or permanent housing, and more
than 15 partner providers have delivered
coordinated services under one roof.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
24 businesses and the surrounding community, adapting its operations in ways that reflect both client needs and broader community concerns.
As FARO continues to refine its model, morning same-day access is a priority. Early-day services support both client needs and the City and Downtown Santa Barbara Business Improvement Association's efforts to keep State Street clean and welcoming. FARO plans to apply lessons from its recalibration period to responsibly expand capacity, including structured same-day morning access and coordinated classes and activities that engage participants in practical next steps toward health, employment, housing, and stability.
Hours of operation: SB ACT currently lists Monday-Friday, 9:00 a.m.-12:00 p.m., with additional appointments available until 3:00 p.m.; closed on federal holidays.
Contact information: [email protected] | (805) 259-4692 | sbact.org/farocenter Fellowship Club
The Fellowship Club at the Mental Wellness Center is a welcoming, drop-in day program tailored for adults recovering from serious mental illness.
Operating weekdays from 9 a.m. to 3 p.m. at 617 Garden Street, the Center offers a supportive environment staffed by peers in recovery who model empathy and shared experience.
At the heart of the program is its commitment to peer-led recovery and community connection. Participants enjoy a nourishing midday meal, access to a care closet stocked with essential clothing and hygiene products, and the opportunity to engage in arts and crafts, music and movement therapies, and recreational activities that support mental wellness.
Trained peer staff provide a listening ear, facilitate self-management workshops, and offer hands-on support to navigate housing, employment, and community resources.
Importantly, the Fellowship Club integrates outreach services from Doctors Without Walls, bringing on-site medical care to participants. With no referral required, the Club fosters a lowbarrier, inclusive environment where individuals can define their level of engagement, whether accessing wellness groups, peer support circles, or case management referrals.
Serving as a vital bridge between field outreach and longer-term services, the Fellowship Center supports recovery by combining social connection, health access, and peer guidance— offering participants a stable, dignity-affirming space to rebuild and thrive.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
25 Contact information: (805) 884-8440
Father VirgilCordano Center
The Fr. Virgil Cordano Center, following in Franciscan and Vincentian traditions, serves as Santa Barbaraʼs only traditional daytime drop-in center for individuals experiencing homelessness. Since opening in 2018, the Center has provided a sanctuary where guests can access nourishing meals, laundry and showers, charging stations, internet access, mail services, and basic medical care including wound treatment from an on-site nurse. In addition to case management, housing navigation, job-search support, and other practical services, the Center emphasizes dignity, spiritual companionship, and community-building through
offerings like art therapy and its “Companionship
Club,” creating a holistic and welcoming
environment for all who enter.
Demand for services continues to grow and now far
exceeds its 3,000 sq. ft. leased space. To meet this
need, the Center has launched the HOPE STARTS HERE Capital Campaign, a $10 million effort to construct a purpose-built 8,000 sq. ft. facility and establish a sustaining fund to ensure long-term program stability. This expansion, located at 4085 State Street, will allow the Fr.
Vigil Cordano Center to deepen its mission and ensure that thousands of unsheltered Santa Barbara residents continue to receive compassionate, comprehensive support in the years ahead.
Contact information: (805) 563-1051
Showers of Blessing
Showers of Blessing in SantaBarbara is a nonprofit dedicated to providing free, dignified hygiene services to people experiencing homelessness.
Operating a mobile shower trailer weekdays at rotating locations - including Old Mission Santa Barbara, Our Lady of Guadalupe Church, and Isla Vista - the organization delivers around 200 hot showers weekly, along with clean clothing, hygiene kits, and connections to health and social services such as Doctors Without Walls. Founded in 2021, Showers of Blessing collaborates with local faith congregations and The Center currently services
approximately 80 individuals
daily.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
26 community groups to foster compassionate hygienic care, restore personal dignity, and help clients access vital resources. No referrals or appointments are needed for this vital service.
Locations:
Mondays: Isla Vista 12:45pm – 3:00pm at St. Michaelʼs University Church Tuesdays: Santa Barbara 9:45am – 11:45am at the Mission Wednesdays: Santa Barbara 11:45am – 3:00pm at Our Lady of Guadelupe Church Thursdays: Goleta 9:45am – 1:00pm at St. Athanasius Orthodox Church Fridays: Santa Barbara 11:45am – 3:00pm at Our Lady of Guadelupe Church Contact information: www.showersofblessingsb.org
Interim Housing
Freedom Warming Centers
Each year, the Good Samaritan Shelter operates the Freedom Warming Centers throughout Santa Barbara County, providing vital, no-cost overnight shelter during extreme winter weather - activated when temperatures drop below 35°F or there is at least a 50% chance of rain. During itʼs most recent activation season, November 15, 2025 to March 30, 2026, 101 individuals experiencing homelessness were provided a safe, warm place to sleep and received a hot, nutritious dinner at the Warming Center during winter activations.
Working collaboratively with local faith communities,
including a rotating lineup of downtown churches, the
Warming Centers open on designated cold or wet nights
to offer safe refuge, a hot meal, and a warm, supervised space for anyone in need. The program also operates
during some of the most challenging and vulnerable
times of the year, including Christmas Eve, Christmas
Day, Thanksgiving, New Year's Eve, and New Year's Day,
ensuring that individuals experiencing homelessness
have access to shelter, warmth, and compassionate care when many other resources are unavailable.
From July 1, 2025 through June
30, 2026, 101 individuals were
provided a safe, warm place to
sleep and received a hot,
nutritious dinner during winter
activations.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
27 The success of the Freedom Warming Centers is made possible through the dedication of Good Samaritan Shelter staff, volunteers, faith communities, and community partners who work together to provide a welcoming and safe environment for every guest. Through this seasonal initiative, the Good Samaritan Shelter ensures individuals experiencing homelessness have access to essential protection from freezing or inclement conditions while fostering dignity, safety, and a sense of community during times of greatest need.
Hours of operation: When temperatures drop below 35°F or there is at least a 50% of rain from November 15 to March 30.
Contact information: Kirsten Cahoon, Director of Homeless Services [email protected]
The Channel Islands YMCA
Noahʼs Anchorage: Noahʼs Anchorage, operated by the Channel Islands YMCA, is Santa Barbaraʼs licensed youth shelter and crisis resource center for adolescents ages 12–17 who are experiencing homelessness, are at risk of abuse, or have run away. Located in downtown Santa Barbara, Noahʼs Anchorage provides an 8-bed, 24/7, year-round residential program that is completely free of charge to youth seeking safety and support.
As one of the regionʼs only youth-specific homeless services, Noahʼs Anchorage offers an integrated continuum of care that includes emergency shelter, drop-in services, crisis intervention, family mediation, case management, and individualized mental-health counseling. Youth can access services in person, by phone, or virtually, supported by a 24/7 crisis hotline that ensures help is available at any moment. The program is designed to address the emotional, physical, educational, and vocational needs of each participant, with the overarching goal of stabilizing youth, preventing abuse, strengthening families, and achieving reunification or securing a safe alternative placement. The centerʼs staff provide trauma-informed, culturally responsive support, serving approximately 250 youth per year.
In addition to meeting immediate needs such as food, clothing, showers, laundry, mail, and safety, Noahʼs Anchorage plays a critical role in diverting youth from deeper crises, reducing reliance on emergency response systems, and preventing entry into adult homelessness.
Through proactive school engagement, partnerships with local service providers, and targeted outreach to vulnerable populations, Noahʼs Anchorage has established itself as a Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
28 dependable, low-barrier refuge that supports youth in crisis while helping them build resilience, stability, and long-term opportunity.
My Home's Street Outreach: My Home, part of the Youth and Family Services branch, is a comprehensive Transitional Age Youth (TAY) housing navigation program designed to ensure that young people ages 17 to 24 have safe housing, a sense of purpose, and meaningful connections to the supports needed to thrive in adulthood. The program partners with the Housing Authority of the City of Santa Barbara and private landlords to expand access to competitive housing options, while providing needs assessments, financial assistance, intensive case management, counseling, life-skills training, and opportunities for community engagement.
My Homeʼs mission is to reduce youth homelessness by helping transitional-age youth build stability, develop self-sufficiency skills, and establish reliable support systems. Outreach staff actively engage youth in the community, walking known routes, hosting tabling events at schools and public spaces, and arranging off-site appointments for those with disabilities or transportation barriers. Referrals come from a wide network of partners such as Child Welfare Services, the Probation Department, County Mental Health TAY programs, PathPoint, SBCC, Noahʼs Anchorage, and other community providers, with the program also participating in the Countyʼs Coordinated Entry System to ensure youth are connected to the broader regional network of homelessness services. Through consistent engagement and individualized supports, My Home strengthens stability, prevents long-term homelessness, and helps young people move confidently toward independence.
Contact information: Call/text: (805) 698-6701 or 1-800-HELP-TEEN Dignity Moves by Good Samaritan Shelter
Dignity Moves - a public/private partnership to build tiny home communities throughout California- launched its downtown Santa Barbara community in August 2022 in response to the need for interim supportive housing amid the COVID19 pandemic. Located at 1016 Santa Barbara Street on county-owned land, the project offers 34 modular, private rooms in the heart of downtown. Each 64-square-foot unit includes a bed, desk, chair, heating, air conditioning, outlets, a window, and a locking door - offering both basic comforts and privacy to people who otherwise sleep on the streets. The site is managed and services are provided by Good Samaritan Shelter.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
29 As a bridge housing model, residents can stay from six to twelve months while working toward more permanent options. In its first year, the program welcomed 66 chronically homeless individuals with 15 successfully transitioning into permanent housing and another four placed with family or alternative interim housing. From July 1, 2025 through June 30, 2026, 14 residents successfully transitioned into permanent housing.
In addition to providing safe interim housing, Dignity Moves offers comprehensive wraparound services that support
residents in addressing the barriers that contributed to their homelessness. Through strong partnerships with Santa
Barbara County Public Health, Behavioral Wellness, County Alcohol and Drug Programs, Sanctuary Centers, and other community providers, residents receive coordinated medical care, behavioral health services, substance use disorder treatment, housing navigation, and intensive case management. Staff also assist residents with obtaining identification documents and benefits, enrolling in educational programs, securing employment, reconnecting with family supports when appropriate, and pursuing long term recovery and sobriety.
The Dignity Moves site also had a noticeable impact on the surrounding streetscape.
Prioritizing neighbors who had been sleeping nearby, the initiative swiftly reduced visible homelessness around its location - residents and local business owners described marked improvements in street cleanliness and community atmosphere. Its success led the County Board of Supervisors to expand the model elsewhere, including La Posada at the former Juvenile Hall site, the Santa Barbara Family Village at the County Calle Real Campus and Hope Village in Santa Maria.
By blending private, dignified living spaces with trauma-informed, on-site support services, Dignity Moves in downtown Santa Barbara has become a transformative step in the regional homelessness response. Beyond providing shelter, the program has helped individuals reconnect with healthcare, stabilize behavioral health needs, enter recovery, pursue education and employment opportunities, and successfully transition to permanent housing.
The collaborative, housing-focused model continues to demonstrate that pairing interim housing with comprehensive supportive services creates lasting, positive outcomes for both participants and the broader Santa Barbara community.
Hours of operation: 24/7 with Case Management: M-F 8:30am - 5:00pm From July 1, 2025
through June 30, 2026,
14 residents successfully
transitioned into
permanent housing.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
30 Contact information: Sarah Slauterbeck, Program Manager [email protected]
Casa Cacique
Since 2015, People Assisting the Homeless (PATH) had operated the interim shelter at 816 Cacique Street in Santa Barbara, following the merger with Casa Esperanza, running a year-round facility that provided meals, case management, housing navigation, health support, and winter respite.
Over the ensuing decade, PATH helped thousands of individuals and housed nearly 700 people but ultimately faced growing financial and policy pressures that made continued operation unsustainable.
In August 2025, PATH signaled its intention to cease operations at the Cacique Street site by the end of December, prompting swift action from the City of Santa Barbara. In October, the City Council voted to acquire the property - an investment of approximately $4.06 million funded by Measure C - after first securing a covenant amendment from County Supervisors that allowed the City itself to hold the property in trust for non-profit use.
As PATHʼs final day approached on December 31, 2025, the City worked proactively to ensure a smooth and uninterrupted transition of services. Mercy House Living Centers was selected to assume interim operations beginning January 1, 2026, providing continuity of care for residents while the City proceeded with the search for a long-term operator. As Mercy House stepped in, the Cityʼs facilities team conducted a thorough assessment of the buildingʼs condition to address deferred maintenance and bring the shelter up to current safety and accessibility standards. Their evaluation identified approximately $1.5 million in needed repairs, including roughly $250,000 in critical, immediate work. To help offset the financial impact on Measure C funds, City staff have already applied for two external grants and continue actively seeking additional funding opportunities to support these essential improvements.
In March 2026, the facility was officially named Casa Cacique - a name honoring the indigenous heritage of the region and the streetʼs historical significance. As an interim housing program with a capacity of 100 beds (expanded by 25 beds during severe weather), Mercy House and City staff are preparing Casa Cacique to offer a full suite of onsite services: health clinics, employment and benefits assistance, housing navigation, daily meals, and 24/7 Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
31 staffing and security. Mercy House programming emphasizes individualized care, trauma-informed case management, and robust pathways to permanent housing.
During the interim period, Mercy Houseʼs continued stewardship has ensured uninterrupted delivery of the critical shelter services established under PATH, preserving the stability and support that have long defined operations at 816 Cacique Street. Meanwhile, the City issued a Request for Proposals to select a long-term service
provider for the shelter and Mercy House ultimately
emerged as the highest-ranked proposer. City Council
is scheduled to consider the recommended operator
on September 1, 2026.
The acquisition of 816 Cacique Street was not
originally part of the Cityʼs long term plans, however, this transition reflects Santa Barbaraʼs adaptive and strategic approach to addressing homelessness - investing in essential infrastructure, entrusting operations to an experienced nonprofit partner, and thoughtfully rebranding and strengthening the program to better meet community needs - all while maintaining the momentum built over more than a decade of service. Between January 1, 2026 and May 31, 2026, Mercy House reported 12 individuals exiting into permanent housing, 11 successful transfers to hospital or psychiatric facilities and 5 successful transfers to substance abuse- treatment facilities.
Contact information: Magen Knight, Regional Manager | [email protected] Shelter Front Desk: (805) 745-6576
Salvation Armyʼs Hospitality House
The Salvation Armyʼs Hospitality House, located in downtown Santa Barbara, provides transitional shelter for single adults aged 18 and over, operating with a mission to guide residents from instability to self-sufficiency. Featuring a structured, supportive environment with a maximum stay of two years, the program offers case management focused on mental and physical well-being, employment or benefits assistance, and housing placement support - all underpinned by evidence-informed practices to help guests rebuild their lives. With an emphasis on accountability, safety, and respect, Hospitality House collaborates closely with community agencies to assist individuals in securing sustainable income and permanent housing, fulfilling its broader goal of meeting human needs with compassion and dignity.
Between January 1, 2026 and
May 31, 2026 , 12 individuals
entered permanent housing.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
32 Individuals interested in accessing shelter services participate in a face-to-face meeting with staff to review program expectations and complete a needs assessment. This conversation helps determine whether the shelter is an appropriate fit and allows staff to identify eligibility for County, Veterans Affairs, or other subsidy programs that may cover a portion of program fees. Those who do not qualify for subsidies are responsible for standard program fees. Intake meetings are available Monday through Friday from 9:30 a.m. to 2:00 p.m. If space is not immediately available - or if another program is better suited to an individualʼs needs - staff will provide referrals to alternative, supportive resources.
Contact information: (805) 962-6281 x1102 | SBHH.SalvationArmy.org Transition House
Transition House has been steadfast in addressing family homelessness in Santa Barbara since 1984, providing a comprehensive, non-sectarian residential continuum - from emergency shelter to transitional and eventually permanent housing - designed specifically for families with
children. Its three-stage model begins with safe,
stable emergency shelter, where parents and children
receive intensive case management tailored to their
unique circumstances. Families participate in
employment and financial counseling, receive
support with budgeting and credit repair, and benefit
from educational assistance and childcare that help
stabilize routines for both parents and children.
As families progress, Transition House offers structured transitional housing focused on strengthening economic stability, improving parenting skills, and building life skills necessary for long-term independence. Programming emphasizes a two-generation approach, ensuring that parents and children are supported together through workforce development, academic readiness, after-school enrichment, and family-focused guidance. Across its continuum, Transition House serves more than 400 parents and children each year and consistently helps 70–75% of shelter graduates move successfully into permanent housing - restoring stability, improving wellbeing, and fostering lasting self-sufficiency for families in Santa Barbara.
Transition House has also benefitted significantly from Community Development Block Grant (CDBG) capital improvement funding, which has enabled essential maintenance and Across its continuum, Transition
House serves more than 400
parents and children each year and
consistently helps 70–75% of shelter
graduates move successfully into
permanent housing.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
33 rehabilitation across its properties. CDBG investments have supported projects such as remodeled bathrooms and exterior painting at the family shelter, site improvements at a 19-unit apartment complex, and extensive structural repairs at a three-unit property acquired in 2020.
Contact information: Kathleen Baushke, Executive Director | (805) 966-9668 St.Vincentʼs Family Strengthening Program
St.Vincentʼs Family Strengthening
Program in Santa Barbara provides
drug- and alcohol-free transitional
housing - structured as a 27-month
supportive program to low-income
single mothers with one or two children under the
age of five (or who are pregnant). Since its launch in
1996, the program has offered a safe, communal
living environment where mothers receive weekly
counseling from licensed marriage and family
therapists, intensive case management, parenting
education, on-site coaching to enhance parent–child
bonds, and support services in career development, credit restoration, and legal guidance.
Participants are also granted priority access to high-quality childcare at St.Vincentʼs Early Childhood Education Center, further supporting family stability. Peer support specialists - often graduates of the program - play a key mentoring role, inspiring confidence and hope.
Contact information: Rosa Paredes, President and Chief Executive Officer | (805) 683-6381 Willbridge
WillBridge delivers a comprehensive set of services that support individuals experiencing homelessness in Santa Barbara. Its housing continuum begins with Transitional Housing, which offers shared living environments for chronically homeless adults with mental illness as they take their first steps toward stability and greater independence. Residents who demonstrate readiness for increased self-sufficiency may transition into Permanent Supportive Housing, Administered by caring, licensed
professionals, the Family
Strengthening Program is a
supportive, communal
environment where young women
and their children are able to
access the life-tools and services
they need to become self-sufficient
and thrive.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
34 where they move into private rooms or studio units and engage in school, employment, or day programs, contributing 30 percent of their income toward housing.
WillBridge also operates a Peer Street Outreach Program, through which staff, residents, a Public Health Nurse, and community volunteers connect weekly with approximately 65 chronically homeless individuals who are not accessing services. The outreach team provides clothing, hygiene supplies, meals, assistance with benefit applications, transportation to appointments, referrals, and encouragement to engage in housing opportunities.
In partnership with Cottage Hospital, WillBridge offers Medical Respite services for individuals recovering from major surgery or illness who would otherwise return to the streets. Additional community-building efforts include the annual Homeless Foot Washing event held on Holy or Maundy Thursday, where guests receive food, personal care services, new footwear, hygiene kits, and connections to 15–20 local agencies through the onsite Community Resource Center.
WillBridge also provides opportunities for community service through its recycling program.
Contact information: Rebecca Christian, Director of Operations [email protected] | (805) 564-1911
The Turner Foundation
The Turner Foundation, established in 1958 in
Santa Barbara, provides “Hopeful Housing” -
supportive, affordable communities where
residents receive more than just shelter.
Through its flagship developments, The Village
and The Lighthouse, the Foundation offers 115 units of highquality housing integrated with on-site programs such as afterschool tutoring, summer enrichment, performing arts, yoga, community-building events, and life-skills workshops. Its Foundation House program offers transitional housing and case management for youth aged 18–24, helping them build
independence and stability, most recently expanding with a home for five young adults. The Turner Foundation also operates Community Learning Centers with academic support and creative engagement for students through 12th grade, Music & Imagination programs for aspiring young musicians, and scholarships for first-generation college students - all aimed at empowering individuals across generations and strengthening the local community.
Through its flagship
developments, The
Village and The
Lighthouse, the
Foundation offers 115
units of high-quality
housing integrated
with on-site programs.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
35 Contact information: Madison Smoak, Director of Operations [email protected] | (805) 730 1200
Public Safety
Encampment Response Program
The Sustainability & Resilience Department coordinates the Cityʼs Encampment Response team, which includes the Parks and Recreation, Public Works, Police and Fire Departments, as well as the City Attorney and City Administratorʼs Offices. In 2023, the City implemented SB Connect, a web-based centralized system that allows residents, staff, and visitors to report encampments or to report an individual in need of non-urgent outreach. Staff access each report and coordinate the collaborative responses leveraging various resources, including City Net outreach teams, Fire Inspectors, Police Officers, cleanup contractors, and Park Rangers. The Encampment Response Team has built strong working relationships with CalTrans and Union Pacific to effectively coordinate cleanups and address encampment related issues within the city limits.
The Encampment Response Team also coordinates with City Net to ensure outreach services and proper shelter are offered prior to an encampment cleanup. City staff ensures that 48 - hour advance notice is posted at that campsite of the impending cleanup. City Staff prioritize protecting encampment occupantsʼ rights to their property and providing the opportunity to access services and voluntarily relocate before a cleanup begins. Staff also ensure that the Cityʼs abandoned property policy is followed, meaning only property where there is reasonable evidence that the owner intended to dispose of the property is discarded.
Moreover, disabled persons are provided additional time to gather their belongings as needed.
In Fiscal Year 2026 (July 1, 2025 through June 30, 2026), the City received 630 reports of encampments and 183 reports of homeless individuals in need. During this same period, 232 encampment cleanups were conducted by the Cityʼs contractor.
Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
36 Figure 8. Encampment Response Map
Santa Barbara Police Department Activities
The Santa Barbara Police Department is committed to ensuring the safety of all members of the Santa Barbara community and visitors. As part of its ongoing efforts to address homelessness, the Department has implemented a number of initiatives focused on public safety, crisis response, collaboration, and connecting people with available resources.
Co-Response Officer Team – In January 2021, the Santa Barbara Police Department launched its Co-Response program, pairing specially trained police officers with licensed mental health clinicians. Together, the Co-Response Team responds to individuals experiencing mental health crises and provides proactive outreach and follow-up services to some of the community's most vulnerable residents. Since its inception, the program has expanded to two full-time teams, providing seven-day-a-week coverage.
In 2025, the Co-Response Team conducted 577 proactive mental health follow-up contacts, responded to 85 calls involving individuals in active mental health crisis, and handled an additional 262 calls for service unrelated to mental health, further demonstrating the team's versatility and value to the department and our community.
Community Action Team (CAT) – The Community Action Team plays a critical role in the Santa Barbara Police Department's response to a range of community concerns, including Overview of Current Services City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
37 those involving people experiencing homelessness. Composed of one Sergeant and four Officers, the team provides seven-day-a-week coverage throughout the City. Working on bicycles, on foot, and in patrol vehicles, CAT officers respond both proactively and reactively to homelessness-related concerns while collaborating closely with service providers and City partners. The team also helps connect individuals with available resources and support services whenever appropriate. In 2025, the Community Action Team handled 4,401 calls for service.
SBPD Homeless Liaison - The Santa Barbara Police Department designates the Community Action Team (CAT) Sergeant as the Department's Homeless Liaison. In this role, the Homeless Liaison serves as the Department's primary point of coordination with service providers, City departments, and community organizations that support individuals experiencing homelessness. The Homeless Liaison ensures officers remain informed about available resources, current laws, and best practices, and helps coordinate outreach efforts, encampment operations, and resource delivery. The position also supports ongoing officer training and helps ensure the Department's response to homelessness remains collaborative, legally compliant, and focused on connecting individuals with available services whenever appropriate.
Ongoing Training - The Santa Barbara Police Department remains committed to ensuring its officers receive training that prepares them to respond effectively and compassionately to individuals in need. In 2025, in addition to maintaining specialized teams such as the CoResponse Team and the Community Action Team, Santa Barbara Police officers completed 560 hours of Crisis Intervention Training. This training strengthens officers' ability to safely and effectively interact with individuals experiencing homelessness, those facing mental health challenges, and other vulnerable members of the community.
Contact information: Charles Katsapis, Commander Field Operations | 805-897-2336 Needs and Gaps in Service City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
38 4. Needs and Gaps in Service
Santa Barbara has filled the essential service roles through direct contracts that provide outreach, day services, shelter beds, and rental assistance. These core components of the Cityʼs homelessness response provide a strong foundation and a more complete service continuum than many jurisdictions. However, even with sustained investment, robust partnerships, and the addition of new initiatives, pressure points still emerge - shaped by demographic needs, capacity limits, and the regionʼs long-standing housing shortage.
Demographic and Cultural Barriers:
Immigrant and Undocumented Communities
Santa Barbara has seen a rise in asylum-seeking immigrants and undocumented workers living in overcrowded housing or in vehicles - including vans, RVs, and passenger cars - as first noted by outreach teams in 2024. Many experience significant linguistic and cultural barriers that compound fears of engaging with government systems, ineligibility for federal housing programs, and difficulty obtaining the identification needed for housing applications. These challenges leave immigrant households disconnected from long-term housing pathways and unable to access stabilizing services.
The situation is further strained by a proposed federal “mixed-status” rule, which would eliminate prorated Section 8 assistance and rental support from any household containing an undocumented member. In Santa Barbara, this would place hundreds of mixed-status families - many with U.S.-born children - at immediate risk of separation, eviction, or homelessness.
Although the City also funds resources like the Immigrant Legal Defense Fund, Santa Barbara still lacks a homeless service provider dedicated specifically to immigrant needs. In response, local agencies continue to work to fill the gap by staffing bilingual, culturally responsive teams and creating welcoming service environments so that all individuals experiencing homelessness, regardless of immigration status, can pursue long-term stability and housing.
LGBTQ+ Individuals
National research indicates that roughly 30% of transgender individuals have experienced homelessness, and 60% of those who sought shelter were turned away because of their Needs and Gaps in Service City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
39 gender identity. Although Santa Barbara is home to a strong LGBTQ+ support network— including Pacific Pride Foundation, SBTAN, and Lisaʼs Place—most homelessness programs are not specifically designed with LGBTQ+ youth or adults in mind. This results in gaps in affirming shelter options, trauma-informed care, transitional housing for LGBTQ+ young adults, and culturally competent staff training. These gaps are consistently reflected across local LGBTQ+ resource networks and highlight a persistent disconnect between mainstream homeless services and the needs of LGBTQ+ residents. Transgender community members face challenges, as many gender-based shelters in Santa Barbara provide identity-affirming placements but still operate within binary, congregate-dorm models.
Dignity Moves offers private rooms that help address safety and privacy concerns, but capacity remains limited. Expanding access to shelter and interim housing for the LGBTQ+ community will require additional models - particularly culturally responsive and gender-inclusive step-up housing, recovery and reentry housing, and alternative shelter spaces that support the diverse identities and safety needs of people experiencing homelessness.
Justice-Impacted Individuals
People exiting jail or prison face some of the highest risks of homelessness, yet reentry housing options in Santa Barbara remain limited. Programs offering transitional, sober-living, or supportive housing are consistently full, and individuals with a criminal record struggle to secure units in Santa Barbaraʼs hyper-competitive rental market.
Santa Barbara has seen an infusion of funding and services brought by the CalAIMʼs initiative which designates formerly incarcerated individuals - adults and youth transitioning from county jails, state prisons, or youth correctional facilities - as a key population of focus, recognizing the strong correlation between incarceration and homelessness. Service providers have leveraged this funding to expand case management and housing services, even paying for housing deposits and short-term post institutionalization stays at interim facilities however opportunities for permanent housing remain sparse.
However, despite the increase in justice-impacted service options in the City there are few interim housing providers that accept those with a 290-registration requirement resulting from a sexual offense. Currently Casa Cacique is the only shelter accepting this population.
Service Needs:
Needs and Gaps in Service City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
40 Behavioral Health Treatment
Santa Barbara Countyʼs Department of Behavioral Wellness (BeWell) plays an essential role in addressing the complex mental health needs within the Cityʼs homeless population. Service providers and advocates, however, note that BeWellʼs presence in direct homeless response remains limited, particularly for high-acuity individuals experiencing severe, persistent mental illness or co-occurring substance use disorders - needs that often exceed the clinical capacity of shelter and outreach staff. While BeWell operates community-based mental health services, crisis intervention, and a 24-hour ACCESS line, funding and staffing constraints continue to limit the scope and scale of their response. Coordination between BeWell, shelter operators, and outreach teams is strong and intentional, helping embed clinical expertise into existing homeless service settings; yet the demand for additional behavioral health engagement remains significant. To address these gaps, the County has developed a new Behavioral Health Services Act (BHSA) Integrated Plan for Fiscal Years 2026-202911, which includes strategies for strengthened homelessness-related behavioral health response and expanded service capacity countywide.
Service Capacity Limits
Citywide, there are approximately 574 interim housing opportunities available currently, while the population of individuals experiencing homelessness is estimated at over 90012 individuals, leaving many without a viable place to stay indoors. Even with programs like Casa Cacique and Dignity Moves and expanded outreach, demand far surpasses capacity, and shelters routinely operate at or near full occupancy.
11 Can be found online at https://content.civicplus.com/api/assets/1a0fba19-1e87-492b-9cfc-10ba00ffc368 12 The PIT was conducted on January 27, 2026 and determined 987 individuals countywide however the HMIS data shows that there were over 1500 unique individuals experiencing homelessness south county alone in calendar year 2025. The County is moving to the HMIS database to estimate local homeless population moving forward as the PIT count does not fully capture the population in need accurately.
Needs and Gaps in Service City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
41 Shelter Name Capacity
Casa Cacique 100
Dignity Moves 34
Rescue Mission 150
Hospitality House 70
Safe Parking 15013
Transition House 7014
Total 574
Funding Reductions
A significant reduction in the Stateʼs Permanent Local Housing Allocation (PLHA) - from $775,000 to $388,450 over the past five years—has sharply limited the Cityʼs ability to maintain existing programs or expand essential outreach, case management, and housing navigation services. This loss of funding is particularly impactful as vehicular homelessness continues to rise, outreach demands grow, behavioral health needs intensify, and the scarcity of available rental units makes each housing placement more labor- and time-intensive for staff.
Additionally, year-over-year declines in federal entitlement programs, including Community Development Block Grant (CDBG) and HOME funds, have further strained the Cityʼs capacity to sustain predictable funding for core homelessness-response services. While these reductions are smaller than the PLHA loss, the compounded effect creates ongoing pressure on program stability.
At the same time, federal Continuum of Care competitive award funding levels have remained relatively stable, offering some consistency; however, the federal government has clearly indicated a shift away from prioritizing permanent housing interventions which will shift the distribution of funding Countywide and cause system disruption.
Structural Barriers
Santa Barbaraʼs homelessness crisis is inseparable from its severe housing shortage. The Cityʼs rental market is among the most unaffordable in the nation, with median rents now exceeding $3,600 per month. To afford the average rent, a household must earn roughly $50 to $51 per hour, more than three times the stateʼs minimum wage, effectively placing most 13 Regional capacity; not City of Santa Barbara specific. Safe parking requires households to have a vehicle. 14 Transition House is a family shelter – this number is a family count not an individual count. Transition House additionally has non-shelter based interim housing and tenant based rental assistance opportunities for families Needs and Gaps in Service City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
42 private-market units out of reach for extremely low-income residents. As a result, between 70% and 78% of extremely low-income households spend more than half of their income on rent, leaving thousands on the brink of homelessness. Countywide estimates indicate that 14,000 to 21,000 low-income renter households lack access to affordable homes, a shortage so acute that rapid rehousing programs, Tenant Based Rental Assistance, and housing voucher initiatives increasingly struggle to find landlords willing to rent within program payment standards—even when tenants hold subsidies designed to stabilize them.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
43 5. FY 27: The Year Ahead
As Santa Barbara continues to strengthen its full-service homelessness response system, the year ahead presents meaningful opportunities to enhance coordination, improve performance, and deepen the impact of existing investments. With all core service components now in place, the City is positioned to focus on system refinement - strengthening accountability through more rigorous contract management, aligning partners around shared expectations, and leveraging existing resources to close remaining gaps in outreach, shelter operations, behavioral health engagement, and housing navigation.
In addition to these operational improvements, the City will pursue broader system-level strategies aimed at both reducing inflow into homelessness and expanding opportunities for outflow. Strengthening prevention efforts will be a central focus, including implementation of the Rent Stabilization Ordinance, which is designed to protect tenants from displacement and mitigate rent-driven housing loss.
The City will also begin development of an Affordable Housing Action Plan and continue exploring permanent, sustainable funding sources for the Local Housing Trust Fund (LHTF) to support the ongoing production of deed-restricted affordable housing and promote long-term affordability throughout the local market. The Affordable Housing Action Plan will include LHTF fund disbursement criteria and methods to help promote transparency as well as encourage innovation and invite community participation in addressing the affordable housing crisis.
Together, these strategies will help build a more stable, equitable, and durable housing system - one that not only responds effectively to homelessness but actively works toward preventing it and, ultimately, eliminating the conditions that lead to housing instability.
System Coordination, Accountability, & Partner
Alignment
The Santa Maria/Santa Barbara County Continuum of Care (CoC) is a Department of Housing and Urban Development (HUD) -funded regional coalition covering all eight cities and unincorporated areas of Santa Barbara County, designed to end homelessness through a coordinated, community-wide response. It brings together nonprofit providers, public agencies, and stakeholders to fund, plan, and deliver services that help individuals and families move rapidly from homelessness into transitional or permanent housing. The CoC FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
44 prioritizes strategic resource allocation, data-driven performance measurement, and tailored local strategies, while maintaining a broad commitment to self-sufficiency and minimizing trauma and displacement. The local CoC recently updated its elected-official representation rule to clarify how jurisdictions participate in CoC governance. Under this revision, the City of Santa Barbara Board seat - currently represented by the Housing and Homeless Services Manager - will now also receive direct support from an elected official. While the structural details of this change are still being developed, formalizing the process will be an important coordination task in the upcoming fiscal year.
Additionally, standardizing contract timelines, terms, and reporting will ensure greater consistency, transparency, and accountability across the Cityʼs homelessness response system. In recent years, contract timing has often fallen out of alignment due to the Cityʼs commitment to leveraging state and federal funding cycles, resulting in frequent amendments, uncertainty for providers, and added administrative burden for staff. To resolve this, the City is adopting a predictable annual contract rhythm in which planning begins in January, contract terms are finalized by April, and agreements are ready for renewal in June following budget adoption. This structured cycle will improve clarity, streamline budgeting, reduce confusion, and create a more stable contracting environment - ultimately strengthening service delivery and enhancing coordination across the system.
Finally, to maintain a unified, coordinated homelessness response system, the City will bring providers together to openly discuss challenges, clarify roles, and reinforce shared expectations around collaboration. The City has begun to facilitate Memoranda of Understanding (MOUs) to formalize cross-referral practices at the Casa Cacique shelter as well as warm handoffs, communication protocols, and conflict-resolution pathways throughout the City. Through contracts with the FARO Center and the ACT on Homelessness Collaborative, joint trainings and cross-agency coordination meetings will further support consistency and relationship-building among frontline staff. These efforts will help ensure that Santa Barbaraʼs providers operate as a cohesive network focused on client stability, seamless care, and collective impact.
Optimizing Resources to Strengthen Core Services
Service Access and Navigation
Santa Barbara currently relies on a small but essential network of drop-in service sites that provide daytime support for individuals experiencing homelessness. The Public Library offers FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
45 low-barrier access to technology, resource navigation, and social-service connections through Family Services Agency; the Mental Wellness Centerʼs Fellowship Club provides meals, peer support, and wellness programming; Fr. Virgil Cordano Center delivers compassionate hospitality and basic needs services; and Showers of Blessings operates mobile hygiene outreach across several locations. Together, these programs create crucial daily touchpoints for individuals who may not be connected to ongoing case management or who struggle to keep scheduled appointments. However, many community members still lack consistent, accessible places to go during the day.
To strengthen this part of the system, City staff are working to update the FARO Center contract to expand services to include same-day appointments and self-referrals. SB ACT, building on its commitment to remain responsive to evolving community needs, is preparing to expand beyond its current referral-only model and introduce a self-referral pathway for individuals seeking same day services. This new approach is designed to foster pro-social engagement, strengthen service connection, and support community participation as a means of helping clients advance toward greater stability and self-sufficiency. Rather than operating as a traditional drop-in center - an important model that, while valuable, proved incompatible with the FARO Centerʼs location and operational goals - the revised structure will blend low-barrier access with clear expectations for participation. The emphasis will be on meaningful engagement, skill building, increased opportunities for personal growth and strategically linking incentives such as food and hygiene supplies directly to program engagement, creating a more intentional and supportive environment for individuals working toward their goals. Additionally, through a partnership with Sanctuary Centers and other partner agencies, the FARO Center will expand daytime offerings for substance abuse counseling groups, one-on-one appointments and additional psychiatric access.
The FARO Center will continue to serve as a coordinated hub where multiple providers work side-by-side to ensure clients can access resources efficiently. The Center will remain focused on engagement, offering pro-social activities, connections to case managers, cognitive-behavioral and self-sufficiency programming, and structured support to advance housing goals. At the same time, staff recognize that some individuals have different needs or are not yet ready for more structured programming. For those participants, FARO staff will help identify other safe daytime locations and connect them with community-based case managers who can track and support them as they move throughout the city, ensuring they remain engaged even if they are not accessing formal services.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
46 In addition to FARO Center service expansion, the City will work through the ACT on Homelessness Collaborative to identify additional daytime service locations that can meet both geographic needs and demographic gaps. This includes developing spaces that intentionally serve populations who are underrepresented or who face significant barriers in current service models, such as LGBTQ+ individuals seeking identity-affirming environments and justice-involved residents who often require specialized support and trust-building to reengage in services. By expanding the number and diversity of daytime access points, cultivating culturally responsive service environments, and coordinating providers around shared standards, the City aims to ensure that every person experiencing homelessness in Santa Barbara has a safe, welcoming place to go during the day - one that offers connection, stability, and meaningful pathways toward housing.
Clinic at Casa Cacique
A key initiative for strengthening core services is to continue building out the Casa Cacique program to its fullest potential. This includes expanding day programming, vocational training, and other self-sufficiency focused supports, while placing particular emphasis on the addition of on-site medical services. These enhancements will ensure Casa Cacique operates as a comprehensive, service-rich environment where residents can stabilize, build skills, and access the health care essential to long-term housing success.
Doctors Without Walls is preparing to expand its medical outreach by establishing an on-site clinic at Casa Cacique, creating a dedicated space where residents can access
consistent, trauma-informed primary care. For years, the organization has provided street-level medical support to unsheltered individuals throughout the city; opening a clinic within Casa Cacique marks an important evolution in its ability to serve those with heightened medical, behavioral health, and stabilization needs. By embedding clinical
services directly inside the shelter environment, Doctors Without Walls will be able to offer regular checkups, chronic disease management, wound care, medication support, and preventive health screenings - all without requiring residents to navigate transportation barriers or crowded external clinics.
The presence of Doctors Without Walls at Casa Cacique strengthens the continuum of care by meeting people where they are, supporting stabilization, and reducing avoidable emergency Last year, 156
volunteers from
Doctors Without Wall'
served more than 600
unique individuals,
delivering over 1,500
medical interventions
to people in need.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
47 room visits. Ultimately, this partnership brings essential healthcare closer to the community and enhances Casa Caciqueʼs role as a holistic, service-rich shelter where residents can work toward improved health and housing outcomes. This new clinic also has the potential to serve the surrounding neighborhood, creating a health access point for individuals who are precariously housed or living unsheltered nearby. With consistent service hours, dedicated medical staff, and strong coordination with shelter case managers, the clinic will help bridge gaps between emergency care, outpatient services, and long-term wellness.
Prevention, Housing Stability, and Long-Term
Investment
Santa Barbara County is placing a stronger emphasis on homelessness prevention, recognizing that long-term progress depends on stopping housing loss before it occurs.
Through its new Homelessness Alliance: Response and Prevention (HARP) initiative, the County is coordinating departments and service partners to identify residents at risk of homelessness earlier and connect them with targeted support - such as rental assistance, behavioral health services, and diversion resources - before they enter the homelessness system. This shift reflects a broader regional strategy to reduce inflow, stabilize vulnerable households, and address the root causes of housing instability. The City of Santa Barbaraʼs own prevention efforts, including rental assistance, mediation, legal aid, and the implementation of Rent Stabilization, directly align with this countywide focus and reinforce a shared commitment to keeping residents housed and reducing new entries into homelessness.
Rent Stabilization Ordinance
The Cityʼs commitment to fostering a stable and thriving community is reflected in its ongoing work to advance a rent stabilization ordinance. Rent stabilization is a core homelessness-prevention strategy. Sudden or steep rent increases are among the most common drivers of homelessness statewide. By limiting year-over-year increases, strengthening eviction protections, and establishing a rental registry that supports monitoring and enforcement, the ordinance aims to reduce displacement caused by rent spikes, stabilize households living near the margin of affordability, prevent renters from falling into homelessness especially vulnerable populations - such as seniors, low-income families, and long-term tenants.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
48 In late 2025, the City Council began formal policy discussions and directed staff to develop a Rent Stabilization Ordinance aimed at curbing rapidly rising rents and strengthening tenant protections. Councilʼs action included drafting a temporary rent-increase moratorium for older multifamily units and exploring complementary Just Cause and Ellis Act amendments.
In January 2026, the City adopted the temporary rent freeze, halting rent increases on qualifying units built before 1995 while staff continued developing a comprehensive long-term ordinance. The freeze set December 2025 rents as the baseline and will remain in effect until the end of 2026 or until a permanent ordinance is adopted. By June 2026, a 36-page draft ordinance was released for public review. The proposal outlines annual rent caps tied to the lesser of 60% of CPI or 3%, limited exemptions, a rental registry to support enforcement, and a fair-return petition process. The City is continuing public engagement and refining ordinance components ahead of final adoption expected later in 2026 for implementation in 2027.15
Santa Barbaraʼs rent stabilization efforts are a response to rising rent burdens, displacement, and housing instability among renters - many of whom have been priced out of the community or pushed into overcrowded, unsafe, or informal housing arrangements. Public testimony highlighted substantial rent increases and the risk of losing long-standing community members to unaffordable housing costs, prompting the City to consider stronger local protections.
Together, these protections align with the Cityʼs broader homelessness response, helping keep people housed while complementing outreach, shelter, and housing programs already in place.
Local Housing Trust Fund (LHTF)
The City is exploring multiple pathways to establish a permanent, reliable revenue stream for the Local Housing Trust Fund (LHTF). Current efforts include securing ongoing in-lieu inclusionary housing fees, which will now flow directly into the LHTF as a dedicated funding source. The City is also working to leverage state matching funds in the next round state funding expected to be announced in 2027. In addition, staff are evaluating new revenue measures, such as placing a real estate transfer tax or an increase to the transient occupancy tax (TOT) on a future ballot - both of which could generate millions annually for affordable housing. Another potential strategy would involve redirecting revenue from short-term rental 15 At the time of this report drafting public comments have not been discussed at the City Council.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
49 enforcement, aligning regulatory efforts with long-term housing production goals. Finally, the original vision for the LHTF included a philanthropic component, and the City intends to revisit this idea by exploring partnerships with local foundations, donors, and community organizations. Collectively, these options form just the beginning of a sustainable strategy for the LHTF to ensure it has a stable, recurring resources to support affordable housing development well into the future.
As the City pursues long-term, sustainable funding for the Local Housing Trust Fund (LHTF), staff are also developing a process - within a broader Affordable Housing Plan - to receive applications for innovative, mission-aligned housing projects. While preserving the flexibility and agility built into the LHTF ordinance is essential, particularly the ability to respond quickly when unique opportunities arise, it is equally important to ensure that funding advances clearly defined community goals. Establishing a transparent application pathway will invite nonprofits, affordable housing developers, and other partners to propose projects that align with these goals. This process will also create a consistent way to publicly display available funding and communicate priorities, fostering wider participation and maintaining transparency while still allowing the City to deploy resources strategically and responsively.
Housing Production
Housing remains the most effective long-term solution to homelessness. While this report focuses on the Cityʼs direct homelessness response, it is equally important to highlight the Cityʼs ongoing work to expand the supply of permanently affordable housing. Santa Barbara is advancing several targeted production efforts - supporting new developments, strengthening local funding tools, modernizing permit processes, and updating key policies such as the inclusionary housing ordinance. These initiatives complement the Cityʼs crisis response system by increasing access to stable, permanent homes and reducing the inflow of residents who lose housing due to rising costs or limited availability.
The Cityʼs partnership with the Housing Authority of the City of Santa Barbara continues to be central in this work. Using approximately $5.9 million in State Homekey+ funding and $6 million from the City, the Housing Authority is converting a former motel at 3055 De La Vina Street into 32 permanent supportive housing units with on-site wraparound services. These units are currently being filled through the Coordinated Entry System, with move-ins anticipated in summer 2026.
In addition, three LHTF–supported developments are moving forward. The Housing Authorityʼs 15 South Hope project, a four-story, 46-unit affordable housing community near La FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
50 Cumbre Plaza, broke ground in April 2026 and will include dedicated units for individuals with developmental or mental health disabilities. Peopleʼs Self-Help Housingʼs Carrillo Street Apartments are progressing through land acquisition to prepare for construction of permanently affordable homes in a centrally located, transit-accessible neighborhood. A third LHTF award, granted in June 2026, will support Habitat for Humanity in creating two deed-restricted homeownership opportunities for families earning between 60–80% AMI - a unique16 addition to Santa Barbaraʼs affordable housing landscape. Together, these investments strengthen housing stability for residents with the greatest needs and demonstrate the critical role of local funding leverage in enabling deeply affordable development.
Conclusion
The City of Santa Barbara has built a comprehensive homelessness response system that spans prevention, outreach, navigation, interim shelter, supportive services, and pathways to permanent housing. The next phase of this work is focused on strengthening and better coordinating that system by improving accountability, closing service gaps, making the most effective use of limited resources, and expanding long-term housing stability. The strategies and Fiscal Year 2027 goals below translate the findings of this report into a focused action plan for the year ahead.
Strategy FY 27 Goals
System
Refinement &
Performance
Improvement
• Coordinate CoC Board representation
• Strengthen contract accountability through standardized timelines and reporting cycles.
• Implement predictable annual contract rhythm (Planning: January → Terms Finalized: April → Renewal: June).
• Align program partners around shared expectations and coordinated service delivery.
• Conduct joint provider meetings to clarify roles, challenges, and collaboration needs.
Outreach,
Navigation &
• Update FARO Center contract to include same-day appointments access tied to service engagement expectations.
16 These opportunities are distinctive both in their Tenants-in-Common sale structure and in their status as deed-restricted affordable ownership options, which are uncommon given that most affordable housing development is oriented toward rental units.
FY 27 Year Ahead City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
51 Day Services
Expansion
• Expand incentive-based engagement (food, hygiene items, bus passes tied to participation).
• Expand FARO clinical offerings through Sanctuary Centers (substance-use groups, 1:1 sessions, psychiatric access). • Identify additional daytime service locations through ACT Collaborative, prioritizing LGBTQ+ residents, justice-involved individuals, and other underserved groups.
Casa Cacique
Program
Development
• Expand day programming and vocational/self-sufficiency offerings. • Launch on-site Doctors Without Walls clinic providing primary care, wound care, chronic disease management, and preventive
screenings.
• Strengthen coordination between clinic staff, shelter staff and referral partners.
• Explore feasibility of opening clinic access to surrounding Eastside community.
Prevention
Strategies &
Housing
Stability
• Implement Rent Stabilization Ordinance at the direction of Council. • Continue development and public engagement on tenant
protections, and permanent rent stabilization policies. • Support displacement-prevention efforts for seniors, low-income renters, long-term tenants.
Long-Term
Housing
Investment
• Develop Affordable Housing Action Plan.
• Define LHTF project intake and fund disbursement criteria. • Expand permanent funding sources for the Local Housing Trust Fund.
• Pursue state LHTF matching funds anticipated in 2027. • Support the update of the inclusionary housing ordinance. • Monitor upcoming affordable housing projects.
APPENDIX A City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 27
52 Appendix A: Community Input
In developing this report, the City engaged the community organizations, including New Beginnings, City Net, Transition House, Rescue Mission, Good Samaritan Shelters, the Housing Authority of the City of Santa Barbara, SB ACT, Doctors Without Walls, Adamʼs Angels, and Mercy House, to solicit information and recommendations on strengthening homeless-response services in the City of Santa Barbara.
Here are some of the responses we received:
“There is insufficient flexible financial assistance for providers to use to assist clients with expenses that are not covered by government insurance always for various reasons, like:
shorter term motel stays, assistive devices, medical transportation, storage, moving expense, rental arrears, pet expenses, etc.”
“There are clients who are aging in place who can no longer maintain independent living and there is no funding to transition them into assisted living. We need the state waiver to use vouchers for assisted living.”
“There is a lack of coordination between providers, public health, county behavioral wellness and cottage health system to coordinate care for clients with complex needs. There needs to be a complex needs triage team with members from these groups to case manage the high utilizers in the community. This is best practice in other communities.” “There are individuals and families who are receiving rental assistance and/or vouchers that are ending who are not going to be able to maintain their housing. There needs to be a plan for how these individuals and families are going to be supported ongoing.” “There needs to be enforcement coupled with housing navigation in our encampments so that we can transition people into housing. This is best practice in other communities that have had significant success.”
“Vehicle homelessness is exploding - approx 35% want housing and the rest are either happy in their vehicles or unsure. We need better data across the region and more solutions - 24-hour safe parking, RV parking with hookups”
“Tiny homes are the solution to chronic homelessness. Dignity Moves projects are mostly "temporary" can we find ways to create more tiny home projects?” APPENDIX A City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 27
53 “Flexible funding can mean the difference between being homeless and not - outreach and cash to people at risk of homelessness can stop the flow into homelessness” “Community-mental health can bolster outreach. More and more cities are adopting mental health support (street mental health) that serves as therapy/drug counseling/check in - the goal is ultimately housing; however, the main work of street social workers is addressing anxiety, depression, insomnia, etc. - that don't meet the criteria of Behavioral Wellness” “By-Name list - Santa Barbara should have a by-name list where they know who everyone is, where they are located, and where they are in their homelessness to housing journey.” “Faro Center can function as a centralized intake and coordination point, not just a place where services are offered in parallel. Ideally, each person who comes in would receive a brief, compassionate intake provided by the organization suitable to be referred to, rather than requiring them to restart with different agencies.”
“FARO Center should integrate co-located essential services in one place, such as benefits enrollment (CalWORKs/SSI), healthcare and mental health support, substance use treatment referrals, ID/document replacement, and employment services. The more these services are physically and operationally integrated, the less friction clients experience.” “I would recommend a strong focus on data-sharing and coordination across partner agencies, so that progress follows the client rather than being siloed within organizations. This would reduce duplication, speed up services, and improve continuity of care.” “The FARO Center could also include dedicated space for migrant education programs that support children, youth, and adults from migrant and seasonal farmworker families. These programs could provide educational support, tutoring, English language classes, GED preparation, digital literacy training, workforce development, and assistance connecting families to schools and community resources. Offering migrant education services on-site would help improve educational outcomes, increase access to opportunities, and support long-term stability for families.”
“The FARO Center would make a great HUB for clients experiencing homelessness to receive benefits and employment resources. Educational events such as Resume Building, Interviewing Skills, Understanding the SSI Process, Record expungement. This would not eliminate the oneon-one services to each individual provided by Staff. These services would be scheduled by appointment and the staff supporting the individual would remain with that individual until the individual is employed and / or receiving benefits. It is also the perfect opportunity to create a APPENDIX A City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 27
54 "Temp Agency". This would mean a staff member dedicated to building relationships with all businesses throughout the community. FARO center would refer the best suited individual for the position, prepare them for the interview with knowledge of the position and a letter of recommendation. All parties would agree on a probationary period in which the individual and / or client can decide the position was not right for that party with no negative consequences. Ina perfect world we would have employers who would even allow paid internships for training purposes.”
“One of the things I am seeing is that there is very limited access to subsidized housing units.
The waitlists give people a sense of hopelessness and they question why they should even bother signing up to be on a waitlist that will "never" come to fruition. I realize that funding is limited from federal sources which has exasperated this effect, although I wonder if there is something that can be done to give the seniors in the community answers to housing that doesn't leave them with the feeling that their own expiration date will come before their housing date.”
“From my perspective the federal cutbacks and elimination of access to many of the basic needs for food, healthcare, etc. have had additional impacts on moving people into stable long term housing and supportive services when needed.”
“For families experiencing homelessness, the numbers don't match reality, since a high percentage are in couch surfing or temporary situations and are invisible to the community. The best stats for families come from the school districts, but should not be left off of the report as being a significant area of concern.”
“Education needed for service providers regarding how to leverage SB Connect most effectively.” APPENDIX B City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
55 Appendix B: Contract Funding Chart
Service Type Service Name
Service
Provider Source FY 26-27
Prevention Access to Council Legal Aid
General
Fund $250,000.00
Prevention
Tenant Based
Rental Assistance HOME HOME Grant $740,892.05
Service
Coordination,
Outreach and
Navigation
ACT on
Homelessness
Collaborative SB ACT Measure I $80,000.00
Service
Coordination,
Outreach and
Navigation
Partners in
Housing Solutions
Partners in
Housing
Solutions
Human
Service
Grant $20,100.00
Service
Coordination,
Outreach and
Navigation
Showers of
Blessing
Showers of
Blessings
Human
Service
Grant $17,900.00
Service
Coordination,
Outreach and
Navigation
City Net Street
Outreach City Net Measure I $561,364.17
Service
Coordination,
Outreach and
Navigation New Beginnings
NBCC dba New
Beginnings
Measure I,
Human
Service
Grant, CDBG $108,782.82
Day Center Fellowship Club
Mental
Wellness
Center
Human
Service
Grant $9,000.00
Day Center
Fr. Vigil Cordano
Center
Fr. Vigil
Cordano
Human
Service
Grant $31,700.00
Day Center FARO Center SB ACT
Measure I,
PLHA, $450,000.00
Shelter Service -
Inclement Weather
Freedom Warming
Center
Good
Samaritan
Shelter
Human
Service
Grant $23,741.00
APPENDIX B City of Santa Barbara
Homelessness Response Framework and Funding Plan
Fiscal Year 2027
56 Service Type Service Name
Service
Provider Source FY 26-27
Interim Housing:
Shelter Service -
Youth
Noah's Anchorage
& My Home
Channel
Islands YMCA
Human
Service &
CDBG $45,000.00
Interim Housing:
Shelter Services Hospitality House
Salvation
Army
Human
Service
Grant $9,000.00
Interim Housing:
Shelter Services
Dignity Moves
Downtown SB
Good
Samaritan
Shelter
Measure I,
General
Fund $200,000.00
Interim Housing:
Shelter Services Casa Cacique Mercy House
Measure I,
Measure C $1,947,029.00
Interim Housing:
Shelter Services &
Transitional Housing
- Family Transition House
Transition
House
Human
Service &
CDBG $77,441.00
Interim Housing:
Transitional Housing
Turner
Foundation
Turner
Foundation -
Since 1958!
Human
Service
Grant $13,700.00
Interim Housing:
Transitional Housing
Family
Strengthening
Program St. Vincent's
Human
Service
Grant $21,300.00
Interim Housing:
Transitional Housing Willbridge
Willbridge of
Santa Barbara
Human
Service
Grant $17,900.00
Total $4,374,850.04
CITY OF SANTA BARBARA
Council Agenda Report
Agenda Date: July 28, 2026
To: Mayor and Councilmembers
From: Community Development Department
Subject: Appeal of the Planning Commission’s Approval of a Coastal Development Permit for Residential Development at 2339 Edgewater Way [Resolution] Recommendation:
That Council:
A. Consider the appeal of the Planning Commission’s approval of a Coastal Development Permit for residential development at 2339 Edgewater Way (PLN2020-00014); B. Deny the appeal and uphold the Planning Commission’s approval of a Coastal Development Permit subject to the conditions of approval, and affirm the CEQA determination, contained in the Planning Commission resolution; C. Adopt, by reading of title only, a Resolution of the Council of the City of Santa Barbara Denying the Appeal of Alexandra Hack and Upholding the Decision of the Planning Commission to Approve a Coastal Development Permit for the Residential Development at 2339 Edgewater Way; and
D. Read the title of the Resolution and, if there is no objection from any Councilmember present, waive further reading pursuant to Section 511 of the Santa Barbara City Charter.
Executive Summary
The proposed project includes three components: removal of railroad ties and soil to abate an enforcement case; permitting of an erosion control system under an Emergency Coastal Development Permit; and redevelopment of the site to include demolition of the existing residence and construction of a new two-story residence, Accessory Dwelling Unit (ADU), pool, and pool cabaña. See Attachment 1: Planning Commission Staff Report for the full project description.
On March 19, 2026, Planning Commission approved a Coastal Development Permit for the project, making Environmental Review and Coastal Development Permit findings (Attachment Agenda Item No. 22
Council Agenda Report
Appeal of the Planning Commission’s Approval of a Coastal Development Permit for Residential Development at 2339 Edgewater Way [Resolution]