BUDGET
Fiscal Years 2024-26
UTILITIES DEPARTMENT
CITY OF SANTA MARIA
Utilities Department Overview:
Department Mission Statement:
To provide efficient utility services through the use of progressive innovation, excellent customer service, and the wise use of public resources for the long-term benefit of the community.
UTILITIES DEPARTMENT
Solid Waste Division Overview
UTILITIES DEPARTMENT
SERVICES
Solid Waste Division
➢ Collections (Residential & Commercial)
➢ Disposal (Landfill)
➢ Street Sweeping
➢ Regulatory Compliance
➢ Engineering
UTILITIES DEPARTMENT
Collections Division Highlights
❖ Staffing: 34 positions
❖ 20,000 residential accounts
❖ 1,800 commercial accounts
❖ 70,000 tons trash collected, CY 2023
❖ 10,500 tons recycling collected, CY 2023
❖ 8,500 tons green waste recycling
collected, CY 2023
❖ 751 tons commercial organics recycling
collected, CY 2023
Disposal Division Highlights
❖ Staffing: 28 positions
❖ Household Hazardous Waste Facility
❖ Landfill Gas Collection
❖ Recycling Park
❖ 110,000 Scalehouse Transactions
Annually
❖ 353,800 tons received, CY 2023
❖ Diverted 44% or 156,000 tons from
waste stream
UTILITIES DEPARTMENT
Solid Waste Division
❖ Transitioning to Weekly Organics Collection
❖ Scalehouse Software Replacement
❖ Cell 1, Phase II Liner Extension
❖ Landfill Gas Flare
❖ Groundwater Well Monitoring Network
❖ Santa Maria River Mining
❖ Asphalt Repairs, Slurry Seal, and Striping
❖ Design & Permitting Los Flores Integrated Waste Management Facility
MAJOR CAPITAL IMPROVEMENT
PROJECTS
UTILITIES DEPARTMENT
Water Resources Division Overview
UTILITIES DEPARTMENT
SERVICES
Water Resources Division
➢ Water
• Production
• Distribution
• Customer Service
➢ Wastewater
• Treatment
• Collections (Sanitary & Storm)
➢ Regulatory Compliance
➢ Engineering
➢ Technology (SCADA & GIS)
UTILITIES DEPARTMENT
Water Division Highlights
❖ Staffing: 28 positions
❖ 22,700 water and sewer accounts
❖ Groundwater & Imported State Water
❖ State Water (17,820 AF)
• 40% Allocation
❖ Average Daily Water Demand: 10.6 MG
❖ Total Annual Water Demand: 12,000 AF
❖ Distribution
• 344 miles of water main
• 10,081 line and control valves
• 3,600 hydrants
Wastewater Division Highlights
❖ Staffing: 24 positions
❖ Wastewater Treatment Plant
• Capacity 8.0 MGD
• Average flow 7.3 MGD
❖ Collections
• 259 miles of sewer pipe
• 1 lift station
• 120 miles cleaned annually
• 10 miles videoed annually
Stormwater
❖ 130 Miles of Storm Drain
❖ 1,816 Drainage Inlets
❖ Storm Drain Inlet
Cleaning
❖ Storm Preparation and
Response
UTILITIES DEPARTMENT
Water Resources Division
❖ Water Main Replacement - McClelland
❖ Well 6 Intertie
❖ Water Main Extension - Stowell to Black Road
❖ Downtown Utilities Study
❖ Water/Sewer/Wastewater Model Calibration Update
❖ Utilities Department Consolidation
❖ New Water Supply Well 15
❖ WWTP Motor Controls
❖ Waste Discharge Requirements and Wastewater Plant
Upgrade
❖ Water Master Plan
❖ New Water Supply Well 16
❖ Infrastructure Planning to Support General Plan Update and Annexation
❖ Fund Response to Cleanup and Abatement Order for SEMCO Property
MAJOR CAPITAL IMPROVEMENT
PROJECTS
UTILITIES DEPARTMENT
Business Division Overview
UTILITIES DEPARTMENT
SERVICES
Business Division
➢ Customer Support
➢ Department Administration
➢ Personnel Management
➢ Financial Management
UTILITIES DEPARTMENT
Business Division Highlights
Customer Support
❖ Staffing: 3 positions
❖ Customer Service (23,200 customers)
• 16,000 work orders created
annually
• 15,000 calls received annually
• Coordination with Utility Billing
• Support Operations Staff (34)
Personnel Management
❖ Staffing: 1 position
❖ New Hires & Onboarding
❖ Recruiting & Interviews
❖ Risk/Workers Compensation
❖ Discipline, Evaluations &
Performance Management
❖ Employee Development &
Training Program
❖ Incident Accident Reporting
Department Administration
❖ Staffing: 2 position
❖ Agreement/Contracts
Management
• 100 – active agreements
• Supplemental Water
Purchases
• Cell Site Tower
• Land Lease
• Professional Services
• Capital Projects
• Insurance Compliance
• Vendors
UTILITIES DEPARTMENT
Business Division Highlights
Financial Management
❖ Staffing: 4 positions
❖ Expenditures
• 5,000 invoices processed
annually
❖ Revenues (non water/sewer/trash)
• 2,400 billings created annually
• $10 Million annually
❖ Assets & Budgeting
• $130 Million Enterprise Funds
Budget
❖ Payroll Processing
• Over 100 employees biweekly
❖ Audits & Reporting
• Sales tax audits
• Regulatory Reporting
• Budget
❖ Grants Management
• 5 – grants
• $1 Million
❖ Proforma & Rate Setting
• Solid Waste Collections
• Solid Waste Landfill
• Water
• Wastewater
UTILITIES DEPARTMENT
• Awarded Project Management Contract for
development and implementation of a Time
Schedule Compliance Plan to revise operations
and upgrade the wastewater treatment plant.
• Completed the Proposition 218 process for water
and sewer rates with approval of the rates by City
Council.
• Leased and installed a modular building to
facilitate additional workstations for Water
Resources staff at the Wastewater Treatment
Plant.
• Initiated an organizational assessment in support
of a comprehensive strategic workforce plan.
• Negotiating a proposal for a Space Needs
Assessment and Facilities Planning project to
consolidate the Utilities Department operating
divisions and administration functions at the
landfill site.
• Cleaned over 100 miles of sewer pipe and
inspected over 10 miles of sewer pipe via video
camera.
STATU S O F F Y 23 -2 4 GOALS
• Completed a fee study for disposal fees
for the Santa Maria Regional Landfill with
fees approved by City Council.
• Completed Cell 1 Liner Extension Phase
II CEQA study and plans, specifications
and estimate to provide additional time to
permit the Los Flores Integrated Waste
Management Facility.
• Executed an agreement for services for
operations and management of the
recycling park at the Santa Maria
Regional Landfill to meet State-mandated
diversion requirements and to allow the
community to continue to maximize
recycling efforts.
• Completed the design and environmental
review for Public Works to bid a contract
for the construction of a potable waterline
to the Wastewater Treatment Plant.
UTILITIES DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:
Long-term financial sustainability (SBR UT-11) Initiate a cost-of-service study to update the Solid Waste Collections rate model consistent with the requirements of Proposition 218.
Community quality of life For a safe environment, complete construction of the Flare Replacement Project under the PG&E Turnkey Project. This project is necessary to maintain compliance with CCR Title 27 regulations pertaining to landfill gas collection and management.
Planning and infrastructure Complete the design and environmental review for Public Works to bid a contract for the construction of the Cell 1 Phase II Liner Extension Project. This project is necessary to provide additional disposal capacity at the Santa Maria Regional Landfill and time to facilitate the design, permitting, and construction of the Los Flores Integrated Waste Management Facility.
Planning and infrastructure (SBR UT-07) Perform a study to determine the preferred form of ammonia to be used in the City’s disinfection process at the blending and disinfection facility. The study will consider cost, effectiveness, safety, and redundancy for the City’s potable (drinking) water supply.
Planning and infrastructure Conduct an analysis of the percolation pond capacity at the Wastewater Treatment Plant to determine potential limitations of flows into the plant.
UTILITIES DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:
Planning and infrastructure (SBR UT-08) Implement a Laboratory Information Management System to comply with permit requirements for reporting at the Wastewater Treatment Plant.
Planning and infrastructure Initiate an update the City’s wastewater collections model to reflect current sewer flows.
Organizational well-being Initiate the implementation of the Scale House Software Project.
This project will replace the antiquated Scale House Software to streamline landfill transaction processes and financial and regulatory reporting.
Provide public safety resources To protect and ensure sewer service and minimize the potential for sewer overflows, clean 100 miles of sewer pipe and inspect 10 miles of sewer pipe via video camera.
Establish a staffing plan Complete an organizational assessment in support of a comprehensive strategic workforce plan for the Utilities Department.
BUDGET
Fiscal Years 2024-2026
POLICE DEPARTMENT
POLICE DEPARTMENT OVERVIEW
Chief of Police
Administration
Training Bureau
Records Bureau
Crime Analysis
Operations
Patrol Bureau
Traffic Unit
Special Weapons &
Tactics
Support
Community
Services Unit
Communications
Center
Detective Bureau
Special
Enforcement Team
Crime Lab
Property Evidence
Unit
POLICE DEPARTMENT
SERVICES
• Administration: Responsible for managing the
department’s budget, recruitments, professional
standards, risk management, and succession
planning.
• Operations: Responsible for uniformed patrol
through a network of delivery services, which
includes Patrol and Traffic.
• Support: Encompasses the Detective Bureau,
Crime Lab, Property/Evidence Unit, Community
Services Unit, and the Communications Center.
POLICE DEPARTMENT
• Increased outreach efforts throughout the community, with a focus on the youth through expansion/implementation of Explorer Post and School Resource Officer programs, growing social media campaigns to engage the public on safety and crime prevention, and including the Mixteco-speaking community.
• Further developed existing partnerships with local/State/Federal agencies to enhance services to reduce crimes in areas such as gun violence, child exploitation, human trafficking, and substance abuse. • Expanded the Automated License Plate Readers system and implemented new technology such as body-worn cameras and online platforms for non-emergency crime reports, concealed carry weapons permits, and management of the Department’s training program, to increase transparency and enhance services to the community, in alignment with the Smart City, Safe City Vision.
• Focused efforts to promote recruitment, hiring, training, and the creation of Police Cadet program to provide internship opportunities, all to advance the Department’s staffing and succession plan.
STATU S O F F Y 23 -24
GOALS
POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:
Departmental goals for 2024-25:
Long-term financial sustainability
• Explore opportunities to expand the use of
hybrid and/or electric vehicles for our
Police Service Technicians and Detective
Bureau personnel. Expand our bike patrol
and mounted enforcement unit presence
in the community.
Community quality of life
• Concentrate efforts on parking related
violations to include education and
enforcement.
Planning and infrastructure
• Collaborate, develop, and implement a
department-wide strategic plan for
calendar year 2025.
Organizational well-being.
• Explore opportunities to incorporate a
fitness program to promote mental and
physical wellness within the department.
POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS -CONTINUED
City Council two-year priorities:
Departmental goals for 2024-25:
New approach to economic development
• Develop a community academies
alumni program to inform and
educate community graduates on
topics of mutual interest including
community-oriented policing at
downtown events.
Provide youth opportunities
• Partner with other City departments
and non-profits to identify and
implement programs focused on
community youth.
Provide public safety resources
• Identify specialized training courses
for Crime Lab personnel to work
toward earning national
accreditation.
POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS -CONTINUED
City Council two-year priorities:
Departmental goals for 2024-25:
Provide public safety resources (cont.)
• Raise awareness of Human
Trafficking by partnering with local
law enforcement and non-profits to
better inform and educate the
community.
• Exceed California State
requirements in de-escalation and
racial profiling training.
Establish a staffing plan
• Promote department-wide
recruitment with our local
community colleges, universities,
and Vandenberg Space Force Base
to educate and inform potential
candidates on career opportunities
with the Santa Maria Police
Department.
BUDGET
Fiscal Years 2024 & 2026
FIRE DEPARTMENT
We are committed to enhanced public safety through risk prevention, disaster preparedness and emergency services.
FIRE DEPARTMENT
OVERVIEW
FIRE CHIEF
ADMINISTRATION
OPERATIONSPREVENTION TRAINING
FIRE DEPARTMENT
SERVICES
• Administration: Provides administrative support to the Fire Chief; prepares and coordinates the Department budget; acts as liaison with the Human Resources regarding recruitment, promotion and performance evaluations; manages information technology systems and payroll functions; and reviews, prepares and presents staff reports to the Fire Chief.
• Operations: Directed by the Deputy Chief, the Operations Division responds to all fire alarms, rescue and medical aid calls for service; manages major disaster responses; and staffs engine companies and truck companies. The Deputy Chief may also oversee the management of the fire facilities and fleet maintenance.
FIRE DEPARTMENT
SERVICES
• Training: Assists personnel by providing structured
environment that develops and strengthens essential job skills and ensures workforce is always capable of performing quality public service whenever called upon, in a continuing state of readiness. Facilitates ongoing drills and exercises reflecting real- life experiences encountered in the field by firefighting crews. • Prevention: Engage in prevention activities and mitigate the impact of fire incidents byperforming inspections of
businesses, occupancies, and plan checks reviews as mandated by applicable law. Prevention Divisionalso investigates all major fires occurring within the jurisdiction of theSanta Maria Fire Department.
FIRE DEPARTMENT
• Hired and trained staff to perform
Prevention responsibilities, including
business inspections, plan reviews, and
investigation capabilities.
• Reinstituted third-grade school fire
safety program with field crews.
• Developed and implemented one-year
training calendar to meet operational
needs and standardize training for
personnel.
• Conducted detailed condition and
function assessment of all facilities and
gave updates to City Manager.
S T A T U S O F F Y 2 3 - 2 4 G O A L S
FIRE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:
Long-term financial sustainability Assess the departmental impact of the Santa Barbara County Ambulance contract. Explore options
and feasibility of providing facilities for ambulance
crews to enhance service.
Planning and infrastructure Revise and expand commercial building fire inspection program.
Re-evaluate assembly occupancy fire inspection
program. Confirm assembly occupancies are
identified and inspected annually.
Conduct detailed condition and function assessments
of each fire facility and give annual updates to the
City Manager.
FIRE DEPARTMENT
FY 24 -25 PROPOSED GOALS (C O N T. )
Organizational well-being. Develop and implement a one-year training calendar to meet operational needs and to standardize training delivered to the field.
Evaluate and update policies to address the Fire
Department’s current and future needs.
Improve support for mental wellness for the fire service members through the acquisition of a therapy dog.
Streamline the ARFF certification process and train
personnel to meet ARFF qualifications.
Develop a plan for Acting Engineer and Captain to provide training for members, enhance skills, and prepare for
succession planning.
City Council two-year priorities:
Provide public safety resources Open an addition Engine company in the City to provide a better service deployment model for the residents and
businesses of the City.
BUDGET
Fiscal Years 2024-26
PUBLIC WORKS
DEPARTMENT
PUBLIC WORKS
DEPARTMENT OVERVIEW
PUBLIC WORKS DEPARTMENT S E R V I C E S
• Administration: analyze department budget, advise and assist division leadership team on budget and quarterly reports, preparation of agreements, amendments, city leases, develop SOPs, training, HR liaison, and customer service.
• Engineering:
– Development & Traffic: development and coordination of all traffic and transportation projects in addition to issues presented at traffic committee.
– Capital & Construction: design and construction of new public infrastructure, preparation of plans and specifications for public works-related construction projects; the construction and inspection of projects; review, approval, and inspection of all public improvements including new commercial, industrial, and residential subdivisions such as streets, curbs, gutters, sidewalks, water mains, sewer lines, and drainage systems.
• Operations:
– Streets: provides oversight for the City’s rights-of-way. The goal is to provide a well-maintained street system for pedestrian, bicycle, and vehicle traffic within the City limits. The program consists of several subprograms that address streets maintenance including sidewalk and street maintenance and repairs. – Facilities: coordinates a variety of maintenance-related projects and services for the City facilities – Fleet: provides vehicle and equipment maintenance and replacement services for the City and operates all City fueling operations and equipment, and vehicle regulatory compliance. • Transit: Santa Maria Regional Transit (SMRT) system provides local and regional public transportation services, as mandated under State and Federal regulations, for the transit needs of the Santa Maria urban area and neighboring communities.
PUBLIC WORKS DEPARTMENT
• Finalized Team Dynamics implementation for management of sidewalk pavement for pedestrians.
• Design and begin construction on the Battles Path
improvements, to improve public access to recreation facilities • Completed crosswalk safety improvement plan for all
crosswalks near schools, while utilizing innovative design approaches to solving issues.
• Updated City specifications and drawings, ensuring the information is easily accessible online, to support efforts to streamline online permitting.
• Continuing to Standardize internal templates, Standard Operating Procedures (SOPs), and filing systems to streamline administrative operations, and minimize miscommunications. • Continuing to work with regional partners to leverage funds, identify and address gaps, and enhance regional transit service to improve interconnectivity between educational, medical, employment, and commercial centers located in Santa Maria and outlying communities.
STATU S O F F Y 23 -2 4 GOALS
PUBLIC WORKS DEPARTMENT FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:
Departmental goals for 2024-25:
Long-term financial sustainability
• Coordinate with the Santa
Barbara County Association
of Governments (SBCAG) to
discuss funding opportunities
to enhance City of Santa
Maria infrastructure.
Community quality of life
• Complete Downtown
Frontage Improvements
utilizing Measure A Active
Transportation funding.
Planning and infrastructure
• Deploy and utilize new
asphalt equipment grinder
and paver. To perform
enhanced maintenance on
local roadways.
Organizational well-being
• During the upcoming fiscal
year, our Fleet Services
Division aims to establish and
successfully launch the
Central Coast Fleet Club.
PUBLIC WORKS DEPARTMENT FY 24 -25 PROPOSED GOALS
City Council two-year priorities:
Departmental goals for 2024-25:
New approach to economic
development
• Develop a comprehensive
Fleet Replacement Plan for
the municipal fleet,
establishing annual electric
vehicles (EVs).
Provide youth opportunities
• Foster strong community
engagement for an inclusive
public transit system.
Provide public safety resources
• Deploy a Computerized
Maintenance Management
System (CMMS) for Streets
personnel to efficiently
monitor maintenance
requests from residents
concerning asphalt, concrete,
street lighting, traffic signals,
RAW weed abatement, signs,
and paint.
Establish a staffing plan
• Fulfill recruitments to become
fully staffed organization.
PUBLIC WORKS DEPARTMENT
• Citywide Facilities- ADA Assessment to review existing facilities for ADA accessibility for residents and visitors. • Drainage Improvement Projects to reduce flooding,
enhance roadway safety, extend pavement lifespan,
infrastructure resilience and improved accessibility
• Active Transportation Plan projects on various streets to improve safety conditions.
• Enhanced Roadway Maintenance projects to maintain
the cities network of streets used for pavement
management and repairs.
• Roof Repairs to be completed on several city facilities to ensure longevity of buildings.
MAJOR CAPITAL IMPROVEMENT
PROJECTS
BUDGET
Fiscal Years 2024-26
RECREATION AND
PARKS DEPARTMENT
BUDGET
Fiscal Years 2025 & 2026
RECREATION AND PARKS OVERVIEW
RECREATION AND PARKS
• Youth Program – 6,300 youth
• SMORE Program, Whale Tail Program, Los Flores Ranch Programs, Swim Lesson
• Mayor's Youth Task Force/ McClelland St. Market - 49 youth • Civic Center Landscaping Project – Est. Completion Summer 2024 • Veteran's Memorial Plaza – Est. Completion Winter 2024 • Enos House and Japanese Community Center Project – Ongoing • Battles Road Beautification Project – Est. Completion Summer 2024 • Urban Forest Management Plan – Presentation to City Council June 4th • Parks Assessment (Condition) Report – Presentation to City Council June 4th • Organizational Assessment for the Department's Future Needs – Recommendations Included in the FY 2024-26 Budget
STATU S O F F Y 23 -2 4 GOALS
RECREATION AND PARKS
• Completed and opened the new Machado Plaza
• Installed floodlights at Adam Park and Crossroads Basin • Installed 3 Pickleball courts at Minami Park
• Installed a new futsal court at Buena Vista Park
• Installed ADA-friendly trail at Preisker Park
• Graffiti Clean-up – 275,000 square feet
MAJO R ACCO MP LISHME NTS – PARKS D IVISIO N
Courts at Minami Community Center, Arbor Day Tree Planting, Preisker Lane Trailhead, Machado Plaza
RECREATION AND PARKS
• Reopened Newlove Center and initiated after-school programs • Special Events – Tree Lighting, 4th of July, Dia De Los Muertos Festival
• Programs for Active Living at Mussell Center
• Put over 2,500 youth through after-school programs
• Over 9,360 hours used by patrons at the Paul Nelson Aquatics Center • Over 50,000 hours used by individuals, organizations, leagues, and clubs at City sports fields and courts
• Baseball/Softball
• Soccer
• Football
• Futsal
• Pickleball
MAJO R ACCO MP LISHME NTS – RE CRE ATIO N D IVISIO N
RECREATION AND PARKS
MAJO R ACCO MP LISHME NTS – CITY RANGE RS
• 148 hours of training (Laws of arrest & Search & seizure, crisis intervention training, de-escalation, emergency vehicle operations, all terrain vehicle enforcement, Human Trafficking, Axon taser instructor, and Axon body camera. • Career Development (S.T.A.R.T. Academy, Supervisor's Academy, and GROW Cohort III, P .O.S.T. Leadership)
• Specialized equipment (ATV patrol transport trailer, ATV patrol vehicle, Axon body cameras, Axon Taser 10 platform, and 3 E-Bikes)
• Community outreach - Tobacco Retail Enforcement (Enforcing local & state laws, educational outreach, "Shoulder tap operations.")
• Retrieved 7,000+ abandoned shopping carts
RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS
City Council Goals for 2024-26 Department Goals for 2024-25 Long-term financial sustainability
Make forward progress on implementing a City-wide Landscape Maintenance District, including a sustainable supplemental funding source for the district.
Community quality of life
Develop implementation plan for installation of public art across the City in alignment with the recommendations of the
Community Leisure Needs and Public Art Five-Year Master Plan.
Planning and infrastructure
Make forward progress on the construction of the Sports Complex. Continue to seek out additional funding sources for the project.
Organizational well-being
Finalize the implementation of the department’s operational restructuring, including expanded front-line supervision and middle management, employee training and development
towards succession planning, and enhanced efficiencies in customer service.
CITY OF SANTA MARIA
City Council Two-year Priorities Department Goals for 2024-25 New approach to economic development
Make forward progress on capital projects including, DeJoy Avenue and Taylor Street pocket park projects; the Veterans’ Memorial Park project; the Smith/Enos House and Japanese Community Center projects; and Battles Road Multi-purpose trail beautification project. Continue to seek out additional funding sources for these projects.
Provide youth opportunities
Bring forward to the Recreation and Parks Commission final recommendations for the Community Leisure Needs and Public Art Five-Year Master Plan. Conduct a comprehensive review of current youth programs, assessing their effectiveness,
relevance, and fee structures, while utilizing the Leisure Needs Assessment framework to guide the development and
implementation of future youth programs. Expand and diversify the Mayor’s Youth Task Force to prevent youth violence.
Develop and implement a plan to increase youth programming, including at Abel Maldanado Youth Center.
RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS (c o n t i n u e d )
CITY OF SANTA MARIA
City Council Two-year Priorities Department Goals for 2024-25 Provide public safety resources
Promote safety in and around public spaces, encourage
environmental sustainability, and create opportunities for social engagement, through the implementation of new technologies, increased Ranger training, and public education around parks and open spaces.
Establish a staffing plan
Implement the Urban Forest Master Plan, including education, outreach, and updates to the City Municipal Code. (Including staffing)
RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS (c o n t i n u e d )
RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS – ACTION ITEMS
• Review of community centers and expansion of hours and activities • Youth programs - Expanded
• Adult programs – Gap group
• Active Living Programs
• Review existing rates and fees
• Seek additional funding sources for expanding programs and services • Expand community events – Additional festival and events
RECREATION AND PARKS
• Santa Maria Community Sports
Complex
• Battles Road Corridor Rehabilitation
& Beautification Project
• Smith-Enos Ranch Park and
Japanese Community Center
• DeJoy Street Pocket Park
• Taylor Street Pocket Park
• Veteran’s Memorial Park Renovation
MAJOR CAPITAL IMPROVEMENT PROJECTS
BUDGET
Fiscal Years 2024 - 2026
LIBRARY DEPARTMENT
LIBRARY DEPARTMENT OVERVIEW
Director of
Library
Administration Main Library
Adult Services Youth Services Circulation
Services Outreach
Bookmobile
Branch
Libraries
Library
Website/
Virtual Library
LIBRARY DEPARTMENT
SERVICES
• Main Library: Central hub for providing library services to about 170,000 people in northern Santa Barbara County.
• Branch Libraries: Since 1961, Santa Barbara County has contracted with the City of Santa Maria to provide library services in Cuyama, Guadalupe, Los Alamos, and Orcutt.
• Administration: Budgeting, payroll, accounts payable, meeting room reservations, publicity, and curate art displays.
• Adult Services: Curate special collections, create and implement adult-focused programming, provide research tools and information for job seekers, veterans, and adults.
• Youth Services: Create programming for youth aged 0-18 and families, Build and maintain a youth focused collection, foster an environment for children to learn and grow, support parents, caregivers, and teachers in their work with children of all ages. • Circulation Services: Oversee the borrowing of materials, passport processing, interlibrary loans, issue library cards, and manage the bookstore. • Outreach/Bookmobile: Attend outreaches, bring library and literacy services to the community, and form partnerships to grow library service.
LIBRARY DEPARTMENT
STATUS O F FY 23 -24 GOALS
• Enhanced Library program opportunities for children and families by partnering with Children’s Resource and Referral and other community organizations to establish an Early Learning Library Hub and Library programs in alternate community physical locations around the community.
• Supported the Smart City, Safe City vision by expanding Bookmobile services in the City.
• Implemented two part-time dedicated Library Security Officers, through Measure U funding, to provide continued safety for Public Library users and staff. • Laid the framework for creating an internal professional development series for library personnel to increase technical proficiency and industry knowledge, leading to higher staff engagement and job satisfaction.
• Evaluated current trends for collection development and circulation to adjust purchasing allocations, maximizing available funding, and increasing operational efficiency.
LIBRARY DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:
Departmental Goals for 2024-25:
Long-term financial sustainability
• Research and evaluate opportunities to
diversify Library funding by seeking grant
opportunities focused on capital projects,
professional development, and
augmentation of collections and
programs, to continue an elevated Library
experience for the community.
Community quality of life
• Continue to promote increased quality of
life and the Smart City Safe City Initiative
with access to library services embedded
into the community through expanded
bookmobile services, outreaches, and at
least two additional library/community
partnerships focusing on non-traditional
library services.
• Collaborate with Public Works to begin
the next phase of planned second floor
space redesign to enhance patron library
experience, increase safety, and align
with current library user needs.
Planning and infrastructure
• Analyze and streamline current library
processes to increase use of technology
and decrease paper-based systems,
improving efficiency and reducing costs,
in preparation of the ERP.
Organizational well-being.
• Confirm Library operating values and
create an internal/external
communications strategy to effectively
demonstrate the nature and purpose of
library services and boost engagement
with the library, to align with the Citywide
Communication Plan.
LIBRARY DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council two-year priorities:
Departmental Goals for 2024-25:
New approach to economic development
• Redesign the layout of the Library café
and lobby area to create flexible space for
revenue building ventures and to offer an
environment that welcomes community
engagement and encourages participation
in Library resources.
Provide youth opportunities
• Partner with school districts and
community organizations to gather data
on school readiness gaps to complete an
updated library early learning needs
assessment. This will be used to inform
potential updates to early learning
programming opportunities.
Provide public safety resources
• Coordinate with Recreation and Parks
and Human Resources to develop and
implement a collaborative evaluation
system for new Library Security Guards to
ensure that both security and Library
industry acumen are represented, and
employees are performing consistently.
Establish a staffing plan
• Examine current staffing, anticipate future
needs and design a forward-thinking
staffing plan to address Library workforce
retention, development and engagement,
as part of the Library’s strategic plan.
LIBRARY DEPARTMENT
MAJOR CAPITAL IMPROVEMENT PROJECTS
• Begin next phase of the library space redesign project, to meet anticipated patron needs, enhance safety and the Library experience.
BUDGET
Fiscal Years 2024-26
COMMUNITY DEVELOPMENT
DEPARTMENT
COMMUNITY
DEVELOPMENT OVERVIEW
COMMUNITY DEVELOPMENT
SERVICES
• Planning: Discretionary project review, building permit application plan check, environmental review, General Plan updates and long-range planning, and zoning code amendments. Planning Commission and Downtown Committee support. Provides public information • Building and Safety: Plan check services (plan review, fee collection), issuance of building permits and business licenses, building inspections, provide public information • Code Enforcement: Enforces the City’s Municipal Code and addresses and mitigates against neighborhood blight and substandard housing conditions. Responds to complaints from residents and businesses. Community education and outreach • Community Programs: Administers the Federal Community Development Block Grant (CDBG) Program, the HOME Investment Partnership (HOME) Program, and other related Federal and State grant programs. Implements many special projects and programs related to affordable housing, public services, public and non-profit facilities
COMMUNITY DEVELOPMENT
• Continued the comprehensive update to the City’s General Plan for target year 2045. Completed the Alternatives Phase with the City Council’s direction in December 2023
• Achieved State certification of the City’s General Plan Housing Element by State Housing and Community Development (HCD) • Continue implementation of the Downtown Specific Plan, by working with property owners and developers to encourage construction of new housing, retail and employment uses and amenities.
• Updated the City’s permitting software, Trak-It, to the new Central Square Community Development software. Transitioned from paper plan review to digital plan review and online submittals
STATUS O F FY 23 -24
GOALS
COMMUNITY DEVELOPMENT FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26 Department goals for 2024-25 Long-term financial sustainability Continue the multi-year process of a comprehensive update to the City’s General Plan, following direction from the City Council on a Preferred Alternative direction for future growth. Aim for final adoption in FY 2025-26.
Community quality of life Implement the adopted and State certified 6th Cycle (2023-2031) Housing Element programs and monitor and report on the results of the programs through the annual progress report, pursuant to Government Code section 65400.
Provide youth opportunities Utilize both public and private investments to stimulate Downtown, including City-owned parcels within Downtown, and in compliance with the State’s Surplus Lands Act. Complete the Development Agreement between the City and its selected partner, Vernon Group, on the surplus parcels, including affordability covenants on a percentage of the residential housing units, and agreements to provide community amenities in Downtown, such as commercial and entertainment uses, open spaces and plazas
COMMUNITY DEVELOPMENT FY 24 -25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 Organizational well-being Coordinate with downtown property owners, including Santa Maria Town Center, on property improvement efforts. Begin the multi-year process of creating a Downtown Business Improvement District, in collaboration with the Chamber of Commerce, to identify its geographic scope and establish a funding mechanism for downtown enhancements.
New approach to economic
development
Facilitate the continued planning and development of the Area 9 Specific Plan and work with property owners and developers to provide infrastructure to support future uses that would result in new employment opportunities. If residential uses are proposed in Area 9, ensure land use compatibility between differing uses and adequate public services and amenities for future residents.
Provide public safety resources Continue proactive Code Enforcement efforts to reduce blight, graffiti, illegal dumping, and secondary effects from homeless encampments in the residential and business community. Engage with community residents through quarterly, bilingual “Walk and Talk” programs.
Community quality of life Continue to participate in the potential development and implementation of a grant-funded, workforce homebuyer down payment assistance program to assist qualifying, first-time homebuyers.
COMMUNITY DEVELOPMENT FY 24 -25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 Community quality of life To establish defined architectural and site standards in an effort to maintain high-quality design and construction, and to streamline project review, staff will bring to the Planning Commission and the City Council for adoption, Objective Design Standards for residential developments.
Planning and Infrastructure The City will be working with the Santa Barbara County Local Agency Formation Commission (LAFCO) on a Memorandum of Agreement (MOA) for Sphere of Influence boundaries and the identification of areas for future growth and/or for preservation. The City will also work closely with Santa Barbara County and other jurisdictions and agencies in this effort.
Community quality of life Engage in seeking and potentially securing grants and other outside funding to address homeless-related items. This may be done independently or collaboratively with other agencies and municipalities.
Work cooperatively with other agencies and service providers to reduce homelessness and the impacts of homelessness on the community.
BUDGET
Fiscal Years 2024-26
CITY ATTORNEY -
PROSECUTOR OFFICE
AND RISK DIVISION
CITY ATTORNEY –
PROSECUTOR OFFICE
AND RISK DIVISION
OVERVIEW
CITY ATTORNEY
RISK MANAGER
ASSISTANT
CITY
ATTORNEY
ASSISTANT
CITY
PROSECUTOR
LEGAL OFFICE
MANAGER
ASSISTANT RISK
MANAGERLEGAL OFFICE
SPECIALIST
CONFIDENTIAL
RISK
TECHNICIAN
CONFIDENTIAL
RISK
TECHNICIAN
ASSISTANT
CITY
ATTORNEY
CITY ATTORNEY -
PROSECUTOR OFFICE
AND RISK DIVISION
SERVICES
• Legal: Work with City departments to revise outdated policies and practices which pose a legal liability to the City and to align policies and procedures with best practices; defending or prosecuting lawsuits where the City is a party or overseeing the selection of and litigation by outside counsel; and criminal prosecution of misdemeanor Municipal Code violations.
• Risk Management: Daily address workers’ compensation claims, settlements, outside counsel, and the program in general; defending the City, its officers, and employees in civil litigation; coordinating and monitoring the investigation, settlement, and litigation arising out of personal injury, workers’ compensation, personnel and all other claims brought against the City; analyzing City policies and practices to discover legal liabilities. • Administration: Provide legal advice to City officials and staff; drafting contracts, opinions, resolutions, and ordinances and Municipal Code updates; performing liaison activities with the news media and the local bar; networking with other cities and legal counsel through the League of California Cities and local bar associations.
CITY ATTORNEY
PROSECUTOR OFFICE
AND RISK DIVISION
• Worked closely with Risk Manager to establish additional attorney's pool. This enhancement streamlined current practices in litigation, improving communication, costs, and more timely case closures. Adding Risk Management to the Division allows for superior legal coverage to the City.
• Represented the Police Department in multiple cases referencing the Gun Violence Restraining Order. These hearings reduce the occurrence of gun violence within the City.
• Hired an Assistant City Prosecutor. This hire will permit for increased caseload brought in-house and will continue to improve City processes and costs.
STATU S O F F Y 23 -24
GOALS
CITY ATTORNEY –
PROSECUTOR OFFICE
AND RISK DIVISION
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:
Long-term financial sustainability Coordinate with City Manager’s office and Finance with the creation of workers’ compensation and general liability reserve policy and funding of accounts to provide future reserves to prepare for volatility in insurance market, have city in good standing for insurers and potential loss of coverage.
Community quality of life Cooperate with Code Enforcement in developing an updated policy for responding to Municipal Code
Violations and obtaining compliance.
Planning and infrastructure Continue to assist the Community Development Department with developer negotiations, toward
achieving the revitalization of the City’s downtown.
Organizational well-being. Work collaboratively with other City Departments to assist with the development and implementation of the
Enterprise Resource Planning project.
CITY ATTORNEY –
PROSECUTOR OFFICE
AND RISK DIVISION
FY 24 -25 PROPOSED GOALS
City Council two-year priorities: Departmental goals for 2024-25:
New approach to economic development Collaborate with the Community Development Department on the comprehensive update to the General Plan; participate in the coordination with regional partners on the
implementation of the General Plan and Preferred Land Use Alternative.
Provide youth opportunities Continue to assist in the purchase of land and development of the sports complex at Blosser Ranch.
Provide public safety resources Develop City’s misdemeanor prosecution procedures and begin prosecuting misdemeanors
Establish a staffing plan Strategically plan and further establish the development of Risk Management Division that includes staffing levels to better protect the City from frivolous and non-meritorious claims.
BUDGET
Fiscal Years 2024-26
CITY MANAGER'S
OFFICE
CITY MANAGER'S
OFFICE OVERVIEW
CITY MANAGER'S
OFFICE OVERVIEW
CITY MANAGER'S
OFFICE
SERVICES
• Administration:
• Inform the City Council regarding community issues
• Work with departments to advance City Council goals and priorities • Conduct management analyses, organizational and budgetary reviews • Coordinate information to the public through a variety of media platforms • Human Resources:
• Employment Services: planning, acquisition, retention, and development of a qualified workforce
• Employee/Employer Labor Relations: conduct collective bargaining, advise and guide departments in the disciplinary process
CITY MANAGER'S
OFFICE
SERVICES
• Records/City Clerk:
• Prepare, distribute, and post City Council agenda, minutes and materials • Protect, preserve and manage official City records
• Promote resident representation on boards, commissions, and committees • Elections:
• Conduct regular and special municipal elections
• Information Technology:
• Support all City departments with technology and telecommunication services • Ensure the security and integrity of data stored on the City's network • Develop and operate a comprehensive Geographic Information System (GIS)
CITY MANAGER'S OFFICE
• Develop a budget that addresses the City's
long-term financial obligations and priorities
• Advanced City-wide communications
• Launched the Smart City, Safe City campaign
and associated Neighborhood Connect
program
• Completed full implementation of upgrading
and improving communications hardware,
software, and security
• Implemented additional aspects of the
Alignment Project, including employee
development and training through GROW
and Center for Organization Effectiveness
STATUS O F FY 23 -24 GOALS
CITY MANAGER'S OFFICE FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26 Department goals for 2024-25 Long-term financial sustainability Develop a budget that addresses the City's long-term financial obligations and priorities.
Community quality of life Expand the Neighborhood Connect portal with more categories for the public to report non-emergency issues Planning and infrastructure Recommend and support land use and development policies that minimize long-term operation and
maintenance costs
Organization well-being Review and update personnel policies and procedures, municipal codes, City Administrative Memorandums
("CAMs")
Streamline and automate public meeting preparations
Complete a City-wide classification and compensation
study
CITY MANAGER'S OFFICE FY 24 -25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 New approach to economic
development
Provide a more responsive and focused economic
development program, by establishing an in-house
economic development manager focused on downtown
revitalization, business attraction and retention
Provide youth opportunities Support the efforts of the Library and Recreation and Parks Departments in providing creative, impactful and
well-funded programs for youth
Provide public safety resources Support the efforts of the Police, Fire, Code Enforcement and City Rangers in their efforts to
provide top level safety services
Establish a staffing plan Develop a City-wide recruitment philosophy and corresponding City-wide staffing plan
CITY MANAGER'S OFFICE
Mayor’s Task Force Mission
Statement:
We exist to ensure safe and healthy
opportunities for our youth to reduce
youth violence by mobilizing and
aligning community resources through
prevention, intervention, enforcement
and re-entry.
Mayor’s Task Force Vision:
Safe and healthy youth connected to
their families, schools, communities,
and futures.
MAYO R’S TASK F O RCE O N
YO U TH SAF E TY
BUDGET
Fiscal Years 2024-26
FINANCE DEPARTMENT
FINANCE DEPARTMENT OVERVIEW
2024-26 Goals and Objectives
Director of
Finance
Administration
Accounting
Payroll
Budget
Grants
Revenue
Business
License
Utility Billing
Cutomer
Service
FINANCE DEPARTMENT
SERVICES
• Administration: analyze City’s financial position, advise city management on business factors affecting the City’s fiscal environment, ensure fiscal sustainability, develop fiscal policies and procedures, ensure that divisions’ technical capabilities remain current
• Accounting: financial statements, accounts payable and accounts receivable • Budget: budget development and monitoring
• Grants: compliance oversight, grants accounting, and reporting • Payroll: citywide payroll processing and reporting
• Revenue: treasury, banking, and business license
• Utility Billing: water, wastewater, and solid waste utility billing and customer service
FINANCE DEPARTMENT
• Finalized selection of the new ERP system and
awarded contract to selected vendor in the multi-year
process to update this backbone software, and in
alignment with Smart City, Safe City.
• Identified Business Process Improvements to be
implemented with through the ERP
• Caught-up Financial Reporting to current post
COVID-19 pandemic.
• Continued to increase transitioning utility billing
customers to online options.
• Supported business community by continuing to
improve online payment options and paperless
business license application capabilities.
STATU S O F F Y 23 -2 4
GOALS
FINANCE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:
Departmental goals for 2024-25:
Long-term financial sustainability
• Prepare long-term fiscal forecasts,
review and make
recommendations for fiscal policies
to support long-term fiscal
sustainability.
• Recommend revenue
enhancement solutions.
Community quality of life
• Enhance customer online self-
service capabilities for Utility Billing
and Business Licensing through
implementation of the Enterprise
Resource Planning System.
Planning and infrastructure
• Prepare fiscal recommendations
for ongoing investment in
infrastructure.
Organizational well-being.
• Implement Phase 1 of Enterprise
Resource Planning System.
• Prepare Finance Policies &
Procedures Guidebook.
FINANCE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council two-year priorities:
Departmental goals for 2024-25:
New approach to economic development
• Assist with economic development
business model and analysis.
Provide youth opportunities
• Assist Recreation & Parks
Department in assessment of fees
analysis for recreation programs
including youth opportunities.
Provide public safety resources
• Monitor Measure U expenditures
and prepare audited financial
statements to ensure Measure U
dollars are spent within the Council
adopted policies.
Establish a staffing plan
• Develop staffing plan for Finance
Department for post Enterprise
Resource Planning System
Implementation.