The Division ensures that parks and facilities are safe, clean, and accessible through routine maintenance, inspections, and ongoing improvements. Core services include turf and landscape maintenance, irrigation management, tree care, playground and equipm ent inspections, graffiti abatement, and facility upkeep. Staff also respond to service requests and address maintenance needs resulting from weather, vandalism, and general wear and tear.
In addition to maintenance operations, the Parks Division delivers capital improvement and enhancement projects that expand recreational opportunities and improve park infrastructure.
Recent efforts have focused on increasing accessibility, upgrading amenities, enhancing lighting for safety, and developing new recreational features to meet evolving community needs.
The Division also oversees specialized programs, including urban forest management and mosquito abatement services, which support environmental sustainability and public health. Through proactive maintenance practices and long -term planning, the Parks Division works to preserve City assets and ensure the continued enjoyment of Santa Maria’s parks and open spaces.
Mosquito Control West Nile Virus
This service is operated within the Parks Division and is overseen by a staff member certified in mosquito control by the California Department of Public Health. The program focuses on identifying and treating mosquito breeding sources on both public and private property, as needed. In addition to abatement efforts, the program provides public education on the risks associated with West Nile Virus and promotes effective prevention practices to protect community health.
Los Flores Ranch Park
Los Flores Ranch Park is a unique 1,778 -acre open space that provides residents and visitors with opportunities for outdoor recreation, environmental education, and passive enjoyment of natural resources. The park features more than 18 miles of multi -use trails supporting hiking, mountain biking, and equestrian use, offering a diverse outdoor experience within the Santa Maria Valley.
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The park serves as a key destination for nature-based programming and community engagement. A variety of free and low-cost educational programs are offered throughout the year, including guided nature walks, outdoor learning opportunities for school groups , family- oriented nature play days, moonlight hikes, and astronomy events. These programs promote environmental stewardship, healthy lifestyles, and increased access to outdoor recreation.
The City has established four Landscape Maintenance Districts to fund the ongoing maintenance and long-term replacement of landscaping and beautification improvements throughout the community.
These districts are authorized under the California Streets and Highways Code and the 1972 Landscape and Lighting Act.
LANDSCAPE MAINTENANCE DISTRICTS & PARKING/LIGHTING
DISTRICT
The City maintains four Landscape Maintenance Districts:
Northwest, Northeast, Southwest, and Southeast, to fund the ongoing maintenance and long-term replacement of landscaping and beautification improvements. Authorized under the California Streets and Highways Code and the 1972 Landscape and Lighting Act, these districts support parks, trails, parkways, medians, and other landscaped areas throughout the community. Each district functions as a Master Special District (MSD), supporting Special Benefit Zones (SBZs) that fund enhanced improvements within specific developments.
District funding is primarily generated through property assessments required as a condition of development, supplemented by General Fund contributions for broader public benefit. Assessments are established annually through the Engineer’s Report and are based on property characteristics and service levels. Funds support a range of services, including landscape and irrigation maintenance, tree care, graffiti abatement, inspections, and capital improvements. Reserves are maintained to address infrastructure replacement, unforeseen damage, and future renovation needs, ensuring long -term sustainability of landscaped assets.
Performance/Workload Measures
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
DEMAND/WORKLOAD
All Program Registrations Processed 61,716 101,918 76,438 Facility Bookings/Rentals Reservations Processed 3,940 3,659 4,024
EFFECTIVENESS/EFFICIENCIES
ADMINISTRATION
Department Program Registrations Processed 10,017 7,431 5,573
SPORTS PROGRAMS
Adult League Participants 2,428 2,167 1,907
Youth Sports 995 1,676 1,000
YOUTH AND TEEN ACTIVITIES
Registered Program Participants (does not include drop-in) 10,754 7,687 5,765 Registration Classes Offered 840 653 523
AQUATICS
Swim Lesson Registrations (does not include partner
agreements)
1,313 2,167 2,275
Total Registered Pool Uses 17,966 16,674 11,172
PARKS & URBAN FOREST
Acreage of Public Areas Maintained 233 262 282
Trees Planted 395 560 600
Trees Managed 9,862 10,422 11,022
Square Footage of Graffiti Removed 250,000 275,000 275,000
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Shopping Carts Retrieved 7,000 7,000 7,000
Parking Area Maintenance/Hours 7,280 7,280 7,280
Landscape Maintenance District Acres 171 233 291
Maintenance/Hours 20,384 22,464 26,208
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LIBRARY DEPARTMENT
DEPARTMENT OVERVIEW
PURPOSE
The Santa Maria Public Library system provides Library services to approximately 159,500 people in northern Santa Barbara County at the Main Library, and separate branches located in Cuyama, Guadalupe, Los Alamos, and Orcutt. Santa Barbara County has contr acted with the City of Santa Maria to provide Library services to nearby
County libraries continuously since 1961.
Bookmobile service began in October 2020,
expanding Library services to neighborhoods
throughout Santa Maria.
Throughout the service areas, libraries are
community anchors, providing vital
information, computer, and internet access to
meet community members’ personal,
educational, recreational, cultural, and professional needs, especially during tough economic times.
Every day, libraries provide free resources for employment seekers, entrepreneurs, new residents, diverse minority groups, English language learners, students, parents, teens, children, and older adults.
Whether a visitor needs important medical or legal information, a study room, or is looking for movies, music, a good book, a book discussion group, children’s and toddler story time, artistic displays, or an entertaining performer, the library system has something for everyone. Library Saturday Makersp ace offers a place for people of all ages to collaborate and create things and free after-school homework help is available during the week to elementary school students.
Electronic resources continue to increase in popularity as seen in the increased number of electronic materials circulated. The Main Library is open seven days a week and the Library’s website is available 24/7 as a virtual Library branch providing access to free downloadable electronic books, audiobooks, magazines, movies, and specialty databases that benefit students, businesses, and non- profit organizations. Patrons throughout the service area have online access to recommended homework resources, informational databases, mobile hotspots, laptops, Chromebooks, and a Library of Things with musical instruments, telescopes, sewing machines, cameras, and more are available for home use.
SUBPROGRAMS AND THEIR OBJECTIVES
The Library meets the general informational needs of the community by acquiring and making available a current and useful collection of print and electronic resources, computers, equipment, and special collections, in a space conducive to browsing, reading, programming, and collaborative work.
The Library also provides high- quality customer service, available in a bilingual format, with a well - trained, welcoming staff to assist the public’s access to Library resources and recommend relevant titles and materials that meet the public’s diverse needs.
Each subprogram provides focused objectives with the overarching goal of benefiting the community.
Administration: Promote the community’s enjoyment of art and culture via rotating local artist exhibits in Shepard Hall, local photographer exhibits on the second floor, children’s art in the Youth Services area, and local non-profit community group displays in display cases throughout the Main Library.
Provide three high-quality meeting rooms for use by outside agencies, including the large gathering room Shepard Hall, the Dorothea Nelson conference room, the Learning Center, and study rooms on the second floor for small groups and individuals.
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Support Library operations by compiling and analyzing statistical and financial reports, tracking budgets and grants to ensure compliance with City policy.
Adult Services : Provide access to Library materials and information for people outside the Library through telephone and digital reference services, an online catalog, electronic databases and materials for virtual library users and by making materials available to patrons through interlibrary loans.
Offer research information and assistance when needed, reserve temporarily unavailable materials for patrons, and borrow requested materials from other libraries.
Meet the special interest needs of the community and enhance the quality of life by acquiring substantial materials in the areas of world languages, language learning, automobile repair, genealogy, technology, employment, and specialized learning and resource kits.
Circulation and Technical Services: Manage the loan of diverse library collections to ensure a proper balance of item lending and retrieval to preserve a high retention rate and maintain positive relations with borrowers.
Facilitate retrieval and full use of desired materials by maintaining a single integrated and easily accessible catalog, providing an easy -to-follow layout of collections, ensuring shelves are restocked quickly, accurately, and neatly.
Outreach: Provide service to all four districts of the city focusing on areas that have transportation or other barriers preventing residents from visiting the Main Library.
Reach community members that are not current library users by bringing library resources to areas and events where the community gathers.
Offer mobile educational programming to support literacy and lifelong learning.
Youth Services: Motivate children, young adults, and adults to read for enjoyment and information, and to effectively use print and electronic resources by conducting in -house and school outreach activities designed to develop and enhance reading and research skills.
Offer information and assistance for youth and families, reserve temporarily unavailable materials for patrons, and borrow requested materials from other libraries.
Provide programming for youth and families that follows a scope and sequence model designed to support literacy and learning from infancy through teen years.
GOALS AND OBJECTIVES
GOAL DEPARTMENTAL GOALS FOR 2026-27
ADMINISTRATION
Fiscal Management Pivot from outdated and costly processes and identify new revenue opportunities for long-term financial success.
Optimize Service Delivery Establish public/private partnerships with city departments and community organizations to expand access to library resources for populations experiencing barriers to service.
Revamp training pathways for staff by instituting curated industry-related opportunities through free, low-cost, or sponsored avenues.
SAFETY
Public Safety Design programs in partnership with public safety to educate the community on disaster preparedness.
QUALITY OF LIFE
Recreation and Parks Provide nutritional, educational, and skill building opportunities for youth through Lunch at the Library and other programs. Youth will take part in activities such as learning job seeking and budgeting, while volunteering to serve free lunch and distribute free books.
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GOAL DEPARTMENTAL GOALS FOR 2026-27
ECONOMIC DEVELOPMENT
Economic Development Assess the operation of the café relaunch and develop a plan for expansion.
ACCOMPLISHMENTS
Some notable accomplishments for the Library include:
• Partnered with school districts and community organizations to gather data on school readiness gaps to complete an updated library early learning needs assessment , to be used to inform potential updates to early learning programming opportunities. • Awarded a grant from the California State Library in support of Career Online High School. The Career Online High School Program enables California adults to earn a high school diploma, free of charge, through their local public library.
• The Santa Maria Public Library to Go Bookmobile has served over 25,500 patrons since its inaugural drive in October 2020.
• Confirmed Library operating values and create d a 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.
• Improve access to library resources for homebound residents by establishing clear policies and procedures to initiate a homebound program and examine feasibility for materials delivery. • Improve community literacy in partnership with the non-profit Central Coast Literacy Council’s Literacy Center, headquartered in the Main Library. Adults and children learn to read English with guidance from trained tutors, and in classes taught by trained literacy instructors. The Library provides free office space and access to study rooms for Literacy Council use. • Through the California State Library’s Lunch at the Library grant, partnered with nine school lunch sites to provide library services and distribute 797 free books for youth to start their home libraries.
• Shepard Hall’s audiovisual equipment was updated and PEG funded an integration with the City’s Council Chambers. Shepard Hall serves as an overflow meeting space when the City Council Chambers are at capacity. With the integration between the two spaces, i ndividuals can view and participate in a meeting and not have to stand for long periods of time in the City Hall lobby. Shepard Hall is a community space, used by other departments and local partners in programs. The upgrade will save staff time spent troubleshooting and provide better customer service to City departments, community organizations, and individuals who rent the space.
• The Library completed the final stages of the planned floor space redesign to enhance the library experience for patrons, increase safety, and align with current library user needs. The project consisted of removing and relocating shelving on the first flo or, removal of excess magazine shelving, shifting of various shelves in the nonfiction section of the second floor, and reconfiguration of the fiction, genealogy, and nonfiction sections.
NOTEWORTHY BUDGET HIGHLIGHTS
• County funding for branches in 20 25-26 increased to $9.42 per capita. However, this funding level continues to be insufficient for operational costs. Branches are unable to support adequate collections or higher levels of staffing, such as professionally trained Librarians. In Orcutt, Cuyama, Guadalupe, and Los Alamos, the per -capita funds and non- profit Library support group donations go directly towards branch operations. While these generosities from support groups are appreciated, they are not sustainable. • The Black Gold Cooperative Library System membership fees for 2025 -26 were $332,498 and are expected to increase by three percent in year one and an additional six percent in year two. Black Gold Cooperative Library System membership provides the Library’s shared catalog, server maintenance and system support for the catalog and public computers at the Main City of Santa Maria 2026-28 Biennial Budget
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Library and branches, and sharing of digital resources, databases, and physical materials.
PERFORMANCE/WORKLOAD MEASURES
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
DEMAND/WORKLOAD
Average Annual Library Patron Visits 472,478 457,064 479,917 Average Annual Library Cardholders 69,638 75,735 79,522 Materials Checked Out: 806,986 814,416 855,137
Main Library 506,107 501,946 527,043
County Branches 98,720 100,492 105,517
e-Materials Checked Out 202,159 211,978 222,577
EFFECTIVENESS/EFFICIENCIES
Special Programs and Exhibits 1,814 1,799 1,889
Program Attendance 31,835 30,909 32,454
Computer Sessions 65,310 70,279 73,791
DEPARTMENT ORGANIZATION
A
complete schedule of the department’s positions, a summary of changes, and a detailed explanation of position changes can be viewed at Personnel - Library on page 171.
Director of
Library
Administration
Main Library
Adult Services
Youth Services
Circulation
Services
Outreach
Bookmobile
Library
Website/Virtual
Library
Branch Libraries
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BUDGET OVERVIEW
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
Salaries & Benefits $ 3,001,012 $ 3,449,651 $ 3,931,155 $ 3,311,847 $ 3,391,251 Services & Supplies 1,653,715 1,527,038 1,323,153 1,439,590 1,458,023 Capital & Outside
Agencies
68,423 46,924 20,000 - -
Transfers 725,313 948,995 948,995 1,484,863 1,484,863
Total Budget $ 5,448,464 $ 5,972,608 $ 6,223,303 $ 6,236,300 $ 6,334,137
Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD490 - Library Fund $ 4,251,672 $ 4,989,819 $ 5,208,149 $ 5,583,111 $ 5,661,026 FD110 - Measure U Fund 1,196,792 982,789 1,015,154 653,189 673,111 Total Budget $ 5,448,464 $ 5,972,608 $ 6,223,303 $ 6,236,300 $ 6,334,137
Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
PROGRAM
Leisure & Cultural Services
L0045 - Santa Maria Main
Library $ 4,901,223 $ 5,372,603 $ 5,619,406 $ 5,625,111 $ 5,719,294 L0019 - Cuyama Branch 27,060 30,897 34,026 32,659 32,659 L0036 - Guadalupe
Branch 98,293 109,697 112,409 91,978 91,978
L0047 - Los Alamos Branch 61,005 73,661 95,524 95,210 95,172 L0066 - Orcutt Branch 360,882 385,750 361,938 391,342 395,034 Total Leisure & Cultural
Services $ 5,448,464 $ 5,972,608 $ 6,223,303 $ 6,236,300 $ 6,334,137 Total Budget $ 5,448,464 $ 5,972,608 $ 6,223,303 $ 6,236,300 $ 6,334,137 City of Santa Maria 2026-28 Biennial Budget
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COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENT OVERVIEW
MISSION STATEMENT
The Community Development Department is committed to the highest level of public service through neighborhood enrichment, economic growth, innovation, and safety in our built environment that collectively improves the quality of place for our community.
PURPOSE
The Community Development Department reviews all residential, commercial, and industrial development projects in the City. The Department also coordinates the planned development of the City with other City departments and agencies. The Planning Division promotes the orderly development of the City and strives to ensure a high -quality community -first environment consistent with applicable State laws and the goals, policies, objectives, and programs of the General Plan and Santa Maria Municipal Code. The Building Division is responsible for monitoring construction activity, and to determine that any ongoing construction project has the required permits and conforms to the approved plans, and any conditions of approval. The Code Enforcement Division ensures compliance with the Santa Maria Municipal Code, while the Community Programs Division oversees Community Development Block Grant (CDBG) and related initiatives.
GOALS AND OBJECTIVES
GOAL DEPARTMENTAL GOALS FOR 2026-27
ADMINISTRATION
Fiscal Management Continuously monitor workloads against in-house staff capacity to ensure efficient service delivery while
minimizing the cost of contract services.
Optimize Service Delivery Collaborate with Finance staff to complete the streamlining of the business license process reducing costs, turnaround times and administrative burden. Train new
Building Inspection staff and ensure ICC certification
standards are met to optimize inspection timelines and
quality.
SAFETY
Code Compliance • Complete implementation of an artificial intelligence tool to enhance Code Compliance inspection,
reporting, and enforcement capabilities.
• Continue to coordinate efforts with the Santa Barbara County Public Health Department on a regular basis to
address unpermitted food operations.
• Continue to conduct quarterly neighborhood
improvement projects and collaborate with the Police
Department on neighborhood walk-and-talks as
needed to address community concerns and enhance
neighborhood safety and appearance.
• Complete the process of updating the existing
Catering Vehicle Ordinance based on community
feedback.
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GOAL DEPARTMENTAL GOALS FOR 2026-27
THE BUILT ENVIRONMENT
Well-maintained infrastructure –
including facilities, streets, parks,
and utilities
• Leverage smart growth principles to ensure resilient, sustainable infrastructure supporting future growth
areas, including the proposed annexation.
• Support these efforts by encouraging amenities such as open space, tot lots, and recreation space in new
developments.
QUALITY OF LIFE
Housing Work to attract additional high-quality developers to develop projects in Santa Maria. Strongly encourage
development of new housing ownership opportunities,
including diverse housing typologies such as townhomes
and condominiums to provide more affordable avenues to
ownership. Evaluate and, where appropriate, pursue grant opportunities to obtain the necessary funding to establish a Down Payment Assistance Program for qualifying first- time homebuyers.
Homelessness Provide and administer Community Development Block Grant (CDBG) funding to support Good Samaritan’s
Homeless Shelter Programs and Freedom Warming Center,
as well as Fighting Back Santa Maria Valley’s Homeless
Children and Youth Services, as approved by the City
Council.
ECONOMIC DEVELOPMENT
Economic Development • Establish a Strike Force of key staff across essential departments in the development review process to
proactively partner with the private sector in moving
job-creating and revenue-generating projects forward.
• Pre-zone and apply for annexation of the proposed
985-acre area specified in the General Plan Update
adopted in May 2026. Utilize smart growth principles to create industrial and retail sites within the annexation area to attract new businesses and living-wage jobs for o
ur residents.
• Fully launch the recently piloted PROPEL Program
(Priority Review of Projects Enhancing the Local
Economy), providing support and expediting projects
t
hat create new jobs and enhance local revenues.
• Prepare a business incentive program to support
downtown revitalization efforts and attract businesses
to Downtown Santa Maria for City Council
consideration.
• Collaborate with downtown developers to facilitate
the advancement and completion of the various
projects proposed and underway within the Downto
wn
S
pecific Plan area.
• Establish a web presence within the City’s existing
website to highlight economic development in Santa
Maria, including business resources, financing program
s
su
ch as the recently adopted SCIP, BOLD, and PACE,
and economic development programs such as the
PROPEL Program.
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ACCOMPLISHMENTS
• Completed and implemented Objective Design Standards, enhancing local control over the architecture and design of affected residential projects. • Continued the comprehensive update to the City’s General Plan for target year 2045. • Advanced downtown revitalization efforts by breaking ground on the Heritage Walk Lofts, a 102-unit adaptive reuse of a vacant former retail building; breaking ground on the adaptive reuse of the former Sears building for conversion to an El Super supermark et with additional retail spaces; and issuing a Downtown Permit for the Perlman Apartments, a 150-unit affordable housing complex.
• Processed 186 Planning project applications.
• Closed 1,465 Code Enforcement cases.
• Issued 2,714 building permits, including 930 new residential units. • Performed 16,026 building inspections.
• Issued 48 Tenant-Based Rental Assistance grants to local families, as well as 12 public service grants to local organizations, assisting an estimated 9,324 Santa Maria residents. • Awarded the John A. Sasso Award from the National Community Development Association in recognition of Community Programs outreach efforts.
NOTEWORTHY BUDGET HIGHLIGHTS
• The City anticipates completion of the comprehensive General Plan update in FY 2025- 26, concluding a multi -year effort of community outreach, research and analysis, stakeholder engagement, and environmental review.
• The City is working with the Santa Barbara County Local Agency Formation Commission (LAFCO) and other Santa Barbara County jurisdictions 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 continue working with developers on potential development in Downtown, including City-owned parcels, located near the historic intersection of Main and Broadway.
Proposed plans will introduce new housing and commercial uses, as well as plazas and gathering spaces, and make use of underutilized parking lot areas. Construction on the Heritage Walk Lofts and adaptive reuse of the former Sears building is underway at the time of this writing, with construction on the Perlman Apartments and Alvin Newton Apartments slated to begin in FY 2026-28.
• Housing development remains strong, with approximately 5,600 housing units currently in the development review and/or construction process. Notable projects include Las Brisas, a 443 - unit apartment complex which will be completed in 2026, and Bellecrest Senior Residences, a 142-unit single-family senior housing development slated to break ground in 2026. • FY 2025-26 marked the highest permit volume in the City’s history, breaking the prior record set in the previous year. Construction of Accessory Dwelling Units (ADUs) continues to form a substantial amount of the overall permit volume.
• In accordance with the City Council’s priorities, CDBG capital funding will continue to be directed to City-owned facilities and improvements, with funding for the new Sports Complex prioritized in FY 2026-27.
• The City expects to see a consistent increase in the amount of funding it receives from the County’s HOME Consortium. HOME funding is meant to assist with affordable housing projects and services. For 2024- 2025, the City expects approximately $300,000 in funding. Since 2010, the City has used a portion of its HOME allocation to fund the Tenant -Based Rental Assistance (TBRA) program. The program is a one-time subsidy that covers 100 percent (or up to $2,500) of a household’s rental deposit if the household income qualifies and the rental is within the City limits (exceptions apply).
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DEPARTMENT ORGANIZATION
The Community Programs Division was transferred to the Department in 2016 and Code Enforcement was transferred to the Department in 2022.
A complete schedule of the department’s positions, a summary of changes, and a detailed explanation of position changes can be viewed at Personnel - Community Development Department on page 168.
BUDGET OVERVIEW
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
Salaries & Benefits $ 4,509,645 $ 4,943,183 $ 6,067,399 $ 5,690,533 $ 5,765,731 Services & Supplies 2,922,695 2,991,696 2,594,384 2,810,806 2,864,629 Capital & Outside
Agencies
12,739 - - - -
Transfers 1,131,303 639,514 713,324 269,612 269,612
Total Budget $ 8,576,382 $ 8,574,393 $ 9,375,107 $ 8,770,951 $ 8,899,972
Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD100 - General Fund $ 5,946,096 $ 6,060,344 $ 6,880,630 $ 7,506,049 $ 7,609,107 FD110- Measure U Fund 877,091 821,120 953,525 995,912 1,021,875 Director of
Community
Development
Planning
Development and
Environmental
Review
Advance Planning
and General Plan
Building and Safety
Building Plan
Review
Building Permit
Issuance
Building Inspections
Community
Programs
Community
Development Block
Grant
Affordable Housing
Public Services
Code Enforcement
Municipal Code
Violations
Neighborhood
Blight
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Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD320 – CDBG Fund 1,753,196 1,692,929 1,540,952 268,990 268,990 Total Budget $ 8,576,382 $ 8,574,393 $ 9,375,107 $ 8,770,951 $ 8,899,972
Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
PROGRAM
Community & Economic
Development
CC0620 – Planning $ 1,987,651 $ 2,299,928 $ 2,216,178 $ 2,005,932 $ 2,031,287 CC0630 – Building 2,501,321 2,350,777 2,863,732 3,539,410 3,557,197 CC0640 – Community
Programs
2,266,501 2,905,812 3,125,502 1,881,495 1,941,031
CC0641 – Code
Enforcement
1,820,909 1,017,876 1,169,695 1,344,114 1,370,457
Total Community &
Economic Development
$ 8,576,382 $ 8,574,393 $ 9,375,107 $ 8,770,951 $ 8,899,972 Total Budget $ 8,576,382 $ 8,574,393 $ 9,375,107 $ 8,770,951 $ 8,899,972
DIVISION/PROGRAM BUDGETS
PLANNING
The Planning Division writes and updates the City’s General Plan and updates 15 Specific Plans to reflect the current needs of the community and local residents, including the Downtown Specific Plan (DTSP). The Department reviews all projects for zoning co mpliance, processes land division applications, annexations, Sphere of Influence amendments, and all environmental assessments and reports. This program is intended to promote the orderly development of the City and to maintain a high-quality, business-friendly, community environment consistent with applicable State laws and the goals, policies, objectives, and programs of the General Plan, Specific Plans, and Santa Maria Municipal Code (Municipal Code).
Subprograms and their Objectives
Discretionary Project Review (As required by local, County, and State law) This subprogram provides the information, review, and processing necessary to ensure projects comply with City, County, and State development regulations. The Planning Division works closely with property owners, developers, design staff, and the interested public during the review phase of a project.
During the review process, the division requests input from City departments and various County and State agencies. After receiving this input, the Division works with the applicant to resolve any remaining issues. The Division schedules the project on the Planning Commission agenda, notices the public, and generates a staff report to be considered by the Planning Commission.
The objective of this subprogram is to provide a timely, efficient, and thorough review process, which ensures projects coming before the Planning Commission and City Council are of high quality, and consistent with the City's development regulations, while not generating adverse impacts.
Subdivision Review (As required by State law)
Many of the residential, commercial, and industrial projects reviewed and approved by the City involve the subdivision of land, creating individual lots, which can, at a later date, be sold and developed.
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The subdivision review process involves coordination with City departments, public utilities, and numerous Santa Barbara County (County) and California State (State) agencies. The Planning Division provides coordination, holds Subdivision Committee meetin gs, generates meeting minutes, provides the required legal noticing, writes staff reports, and schedules proposed subdivisions before the Planning Commission and City Council.
The objectives of this subprogram are to process subdivision applications in a timely and organized manner and to ensure that subdivisions coming before the Planning Commission and City Council are consistent with the goals and objectives of the General Plan, as required by the State Subdivision Map Act.
Environmental Review (As required by State law)
Under provisions of the California Environmental Quality Act (CEQA), most discretionary projects within the City are required to receive some level of environmental review. This review provides information regarding environmental impacts associated with projects and identifies mitigation measures, which may reduce or eliminate significant impacts. The objective of this subprogram is to provide an environmental review rapidly and cost-effectively, while complying with CEQA. Also, the City monitors all construction projects for compliance with mitigation measures according to State law.
The Community Development Department continues to process routine CEQA exemptions and utilizes previous environmental documents to significantly reduce the circulation of new environmental documents.
General Plan and Long-Range Planning
The objective of this subprogram is to maintain and update the City’s General Plan, so the goals, policies, and implementation measures are current and reflect the existing and future needs of the community as required by State law. Subdivision maps, Specific Plans, capital projects, and various land use permits must be consistent with an up-to-date, adopted General Plan.
State law mandates cities to maintain a current General Plan with the following mandated elements:
Land Use; Circulation; Noise; Housing; Safety; Open Space; and Conservation. The City’s General Plan complies with State law and has combined the mandated Open Space and Conservation elements into a Resource Management Element, which includes optional elements for the Recreation and Parks Department and public facilities and services.
Zoning Code Amendments
The Planning Division works on zoning code amendments to address emerging issues or to comply with changing statutes. Amendments to the Municipal Code/zoning ordinance included topics of housing, Objective Design Standards, Battery Energy Storage Systems, and Accessory Dwelling Unit standards.
The Planning Division works closely with the City Attorney’s Office to ensure that proposed amendments are consistent with local, State, and Federal regulations, as well as with the City’s General Plan.
Planning Commission Support
The Planning Division provides comprehensive staff support to the Planning Commission, which includes staff reports, legal noticing, recording of the Planning Commission minutes, and scheduling Planning Commission study sessions, public hearings, and joint workshops with the City Council.
The objective of this subprogram is to provide support and information to the Planning Commission so that the duties and responsibilities of the Planning Commission may be carried out in an informed and organized manner consistent with applicable regulations and laws.
Building Permit Application Plan Check
Through this subprogram, the Building Division and associated divisions and departments thorougly examine submitted building and grading plans for consistency with all applicable building codes and safety regulations. The Planning Division reviews building and grading plans to ensure that the plans City of Santa Maria 2026-28 Biennial Budget
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are consistent with the Municipal Code and conditions of approval placed by discretionary projects, as approved by the Planning Commission and the City Council.
This process is performed concurrently with the Building Division's plan check to minimize the total time required for the plan check. To expedite large projects and provide enhanced customer service, the Director provides the opportunity for developers to submit building plans for preliminary plan check during the planning process. While the developer submits at their own risk, it can save up to two months of review time in the linear development process.
The objective of this subprogram is to ensure that building and grading plans comply with the Planning Commission and City Council conditions of approval and the Municipal Code and State building codes. This process partially implements the State law relat ive to environmental mitigation measure monitoring.
Sign Review
This subprogram provides an information and plan checking function. Information regarding City sign regulations is provided to members of the business community, sign companies, and architects. Sign applications are reviewed by Planning Division staff to e nsure that future signs will be consistent with adopted City sign standards. The objective of this subprogram is to encourage an attractive and safe business and industrial environment by ensuring that signs comply with the City's sign standards.
Public Information
This subprogram is intended to provide information to the public regarding the City's General Plan, Specific Plans, development standards, bi -annual development lists, and monthly Building Activity Reports. Information is communicated through meetings, telephone calls, e-mails, information posted on the City’s website, Planning Commission agendas and minutes, and handout materials.
The City is continuing to implement the Language Access Plan (LAP), which describes the City’s efforts to ensure meaningful access to City programs and activities by Santa Maria residents who are Limited English Proficiency (LEP). LEP persons are those who, as a result of national origin, do not speak English as their primary language and who have a limited ability to speak, read, write, or understand English.
The objective of this subprogram is to increase the effectiveness of pertinent information available to the public; thereby, improving the public's knowledge of the City's development policies and reducing staff and public time in obtaining and providing t he information. This also will be of assistance to the City’s goals of economic development and continued revitalization efforts in the downtown.
Computer Support
The objective of this subprogram is to provide the public, staff, the Planning Commission, and City Council with quick and accurate information to make informed decisions that are responsive to the needs of the City.
The Department has improved the City- Wide Development Map by providing links from the projects shown on the map to the staff planner’s e -mail contact to easily obtain project information. Project and permit tracking is an ongoing administrative task that involves updating the status of development information, which is summarized in the preparation of current development activity lists. In addition to project and permit tracking, conversion of planning files into electronic format is a major objective for the Planning Division, including the imaging, storage, and retrieval of documents. Staff has been preparing project files to be ready for digital scanning. The scanned documents will then be tied to the permitting software and WebExtender for retrieval. Giv en the large volume of project files in storage, this will be a multi-year project.
The Department also collaborated with the IT Division’s GIS team to enhance GIS availability, placing the ability to look up zoning and parcel information at residents’ fingertips.
Bikeways
The objective of this subprogram is to facilitate the development of bikeways per the City’s adopted Master Bikeway Plan. The Planning Division coordinates the incorporation of bikeway facilities into the City of Santa Maria 2026-28 Biennial Budget
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design of private development plans. The City’s Bikeway Master Plan was adopted in November 2009 and is aligned with the Public Works Department’s 2020 Active Transportation Plan, each including programs to improve transportation options within the City, i ncluding bicycling. The Department continues to coordinate with Public Works staff to ensure that bikeway segments are constructed according to the Master Bikeway Plan when private development occurs along the proposed routes, as well as provide assistance as needed with the application of grant funding.
Landmark Evaluation Support
The purpose of the City’s Landmark Preservation Code is to promote the general and economic welfare of the City by preserving and protecting those places, sites, buildings, structures, works of art, and other objects having a special historical, cultural o r aesthetic character or interest for the use, education, and view of the general public, and to remind all residents of the City and visitors of the historical background of the City. Currently, a Planning staff member attends Recreation and Parks Commission meetings and provides staff support to landmark property considerations.
Downtown Committee Support
The purpose of the Downtown Committee is to promote the Downtown Specific Plan and the vision, goals, and policies outlined in that plan. Larger development projects within the specific plan area go before this committee for review and recommendation to the Community Development Department as a part of the development review process. Currently, the Planning Manager facilitates the meetings for this group which are scheduled on an as- needed basis, dependent upon development activity within the specific area. The committee is comprised of one Planning Commissioner, one Recreation and Parks Commissioner, and two Councilmembers (as decided by the respective commissions/council). This responsibility was transferred to the Community Development Department as outlined in the adopted Downtown Specific Plan.
Performance/Workload Measures
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
PLANNING
DEMAND/WORKLOAD
Permits 73 39 45
Legislative Actions 7 8 8
Building Permits and Business Licenses 6,164 6,850 6,850 Housing Units Permitted 1,630 1,412 1,500
Planning (CC0620)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 1,318,185 $ 1,477,060 $ 1,915,116 $ 1,517,275 $ 1,542,630 Services & Supplies 658,145 822,868 301,062 488,657 488,657 Capital & Outside Agencies 11,321 - - - -
Total General Fund $ 1,987,651 $ 2,299,928 $ 2,216,178 $ 2,005,932 $ 2,031,287 Total Planning $ 1,987,651 $ 2,299,928 $ 2,216,178 $ 2,005,932 $ 2,031,287 City of Santa Maria 2026-28 Biennial Budget
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BUILDING
The Building Division reviews all building and
construction plans for compliance with applicable
building codes, issues permits, and inspects all
buildings during construction phases. The Building
Division is responsible for the administration and
enforcement of State and local codes, City
ordinances, and building code regulations for
construction, alteration, maintenance, and use of
privately owned structures, appurtenances, and land.
These regulations include building; housing;
dangerous building; mechan ical; electrical;
plumbing; swimming pools; sign codes; demolition;
disabled access requirements; and State -mandated
energy regulations. The Building Division provides plan check services, issues building permits, performs inspections, and acts as a resource to the community by providing information and advice to the public, contractors, and designers on building matters. Currently, the program is comprised of the following subprograms:
Subprograms and their Objectives
Processing
The Building Division's front counter aims to be a one-stop shop where plans and other documents are received from the applicant. To improve customer service and efficiency, the building division accepts all building permit submittals through the Community Development software online portal. Permit technicians route all necessary plans and documents to the appropriate departments for their review most expeditiously and accurately as possible, while maintaining effective control of all project plans and docu ments during processing and plan review. When all reviews are completed, permit technicians compile the corrections from different departments into one single corrections list to provide to the applicant. This process is repeated until all corrections are made to the satisfaction of the various departments.
Plan Review
All plans are reviewed as quickly as possible, without compromising public safety, to ensure conformance with applicable regulations. Where corrections to the plans are required, the plans examiner provides a corrections list for the applicant. Plans exami ners are available and willing to discuss technical code issues and assist designers, builders, and homeowners in achieving compliance with applicable regulations in the most cost -effective way possible. The Building Division strives to
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provide a timetable of six to eight weeks for the first plan review. Currently, due to limited availability, Express Plan-Check is only available for projects when all departments that require review can meet the expedited timeline of 14 business days and where the applicant is willing to pay more for the direct costs of having plans evaluated more quickly.
Fee Collection
Permit Technicians ensure that all fees, are accurately determined, assessed, collected, identified by account, and forwarded to the Finance Department.
Permit Issuance
After the completion of the plan review process, permit technicians stamp and prepare the job set and office set of approved plans as well as the permit job card and department clearance card for issuance to the contractor. Approved plans, permits, and sub mittal documents are electronically scanned after project completion to provide easy access for staff and the public via WebExtender.
The Building Division can only issue permits to those persons legally authorized to obtain permits according to the State of California Business and Professions Code and State Contractor's License Law.
Inspection Services
The Building Division inspectors ensure that all buildings and structures within the City limits are constructed in conformance with approved plans and the minimum standards of applicable building code regulations. Whenever possible, inspectors are available and willing to provide information and assistance to homeowners, contractors, and design professionals, and through conscientious and fair application of building code regulations, provide for the safeguarding of life, health, property, and the public welfare. The Building Official oversees the adoption of new codes and regulations for each tri - annual code cycle, adopts and implements new building codes, and proposes City amendments, where appropriate.
Water Meters
Water meter applications and fees are received by this Division and the customer is asked to fill out a signature portion stating that the customer will be responsible for the utility bill. Once fees are collected, the information is forwarded to the Finance Department, and a copy of the application is forwarded to the Utilities and Public Works Departments to facilitate the scheduling of the water meter installation and inspection.
Business Licenses
Business license applications are received and reviewed for compliance with the Municipal Code. To verify compliance with health and safety regulations, a building inspection is scheduled for commercial locations. Fees for zoning, Certificate of Occupancy, and inspection are collected.
Historical Information
The objective of this subprogram is to provide computerized historical permit information to assist various City departments in several ways. Many new permit submittals require historical data to properly plan check the submittal. As an example, the City’s Code Enforcement Division staff will need to determine what has been permitted on a particular site when its staff suspects a violation such as an unpermitted building addition. Also, the public utilizes this information for a variety of reasons.
Realtors can use the information in preparing sales packets for properties where historical development information is available to potential buyers. Also, a homeowner can check to see if additions from prior owners were done legally. Staff continually updates and digitizes hard copy information to allow direct public access to City records. The public can view records independently, thereby making access more convenient while also requiring less staff time to research these records.
Digitizing this information also relieves the need for large storage areas and saves time in information retrieval.
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Performance/Workload Measures
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
BUILDING
DEMAND/WORKLOAD
Construction Valuation $200,442,997 $330,000,000 $275,000,000 Building Permits Issued 4,744 5,000 5,000
Construction Inspections 32,691 32,700 32,700
Business License Applications Received 601 500 500
Building (CC0630)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 2,024,506 $ 2,119,236 $ 2,563,693 $ 2,515,119 $ 2,532,906 Services & Supplies 476,815 231,541 300,039 1,024,291 1,024,291 Total General Fund $ 2,501,321 $ 2,350,777 $ 2,863,732 $ 3,539,410 $ 3,557,197 Total Building $ 2,501,321 $ 2,350,777 $ 2,863,732 $ 3,539,410 $ 3,557,197
CODE ENFORCEMENT
The Code Enforcement Division is charged with the enforcement of the Municipal Code, thereby ensuring a safe environment and enhanced quality of life for residents and businesses. This division responds to resident and business complaints through services request forms. Overall, Code Enforcement’s efforts are directed to address and mitigate neighborhood blight.
Code Enforcement Officers must obtain certification from the California Association of Code Enforcement Officers and Peace Officers Standards Training certification.
Subprograms and their Objectives
Substandard Housing
Code Enforcement is the City’s enforcement arm for substandard housing cases. These include dilapidated buildings; homes that lack water, gas, or electricity; mold or insect infestations; collapsing roofs; water damage; unpermitted construction and remodels; and many other violations that make a home unfit for human habitation. These cases take significant resources to process, both from Code Enforcement and the City Attorney’s Department, and are often drawn out by the Court system. “Pop-up” Food Sales and Sidewalk Vendors
Code Enforcement continues to partner with the Santa Maria Police Department and the Santa Barbara County Public Health Department to address enforcement against illegal “pop -up” food sales. These include unpermitted sidewalk food vendors, and/or illegal cottage food production and sales, often found at residential properties unpermitted for commercial food preparation.
Mobile Car Washes and Prohibited Discharge
Code Enforcement continues to respond to complaints and proactively addresses illegal mobile car wash operations. These operations usually result in stormwater runoff and pollution violations resulting from discharge of wastewater and other chemicals into public streets. Code Enforcement also responds to other illegal discharges, such as automobile fluids and other harmful solutions. “Walk and Talk” and Community Education
Code Enforcement conducts regular, bilingual “Walk and Talk” programs that provide an opportunity to educate residents on common or problematic Municipal Code violations in their neighborhood before returning later in the year to correct any unremedied iss ues via enforcement. Walk and Talks are hands-on, door-to-door community outreach that shows residents that Code Enforcement Officers are real, caring people that live in this community and want to see it made better for everyone.
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Community Task Force
Code Enforcement chairs the Community Task Force meetings. These meetings providing attending departments an opportunity to discuss issues they are encountering in the community and request Code Enforcement’s assistance. Regular attendees include the Police Department, City Rangers, and Utilities, though the Community Task Force meetings are open to all departments and staff in the City.
Performance/Workload Measures
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
CODE ENFORCEMENT
DEMAND/WORKLOAD
Code Compliance Cases Closed 2,889 2,975 3,000
Code Enforcement (CC0641)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ (6,796) $ 155,251 $ 152,841 $ 218,873 $ 219,253 Services & Supplies 949,196 41,504 63,329 129,329 129,329 Total General Fund $ 943,818 $ 196,755 $ 216,170 $ 348,202 $ 348,582 FD110 - MEASURE U QUALITY OF LIFE
Salaries & Benefits $ 739,252 $ 743,662 $ 913,937 $ 952,915 $ 978,878 Services & Supplies 50,057 77,458 39,588 42,375 42,375
Transfers 87,782 - - 622 622
Total Measure U Quality of Life $ 877,091 $ 821,120 $ 953,525 $ 995,912 $ 1,021,875 Total Code Enforcement $ 1,820,909 $ 1,017,876 $ 1,169,695 $ 1,344,114 $ 1,370,457
COMMUNITY PROGRAMS
The Community Programs Division administers the federal Community Development Block Grant (CDBG) Program, the HOME Investment Partnerships (HOME) Program, and other related Federal and State grant programs. The Division implements many special projects and programs related to affordable housing, public services, public and non-profit facilities.
Subprograms and their Objectives
Community Development Block Grant (CDBG) Program
Administer the CDBG Program, including the supervision of a variety of programs and projects designed to build a stable economic environment, maintain suitable living conditions, and expand the supply of affordable housing.
Public Services
Assist approximately 10 to 15 non -profit agencies annually, in providing public services that prevent homelessness and address the critical emergency, housing, health care, and service needs of persons 2,889
Code
Compliance
Cases Closed
in 2022-24
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and families living in poverty; the elderly; persons with mental, physical, and developmental disabilities; and persons living with diseases.
Support and develop social services that prevent crime and provide positive educational and youth development opportunities needed by at-risk youth and families to achieve success.
Affordable Housing
Develop and support programs and projects to increase the supply of affordable housing for low - to moderate-income households and maintain and upgrade existing low - and moderate -income neighborhoods.
Administer a residential rehabilitation (minor home repair) program to preserve the affordable housing stock in the City.
Administer a Tenant-Based Rental Deposit Assistance (TBRA) program to facilitate permanent housing for low-income households.
Revitalize Existing Neighborhoods
Revitalize existing neighborhoods in low - to moderate-income areas by increasing services such as supportive social services, and upgrading public infrastructures, such as street lighting, improved sidewalks, parks, and recreational public facilities.
Public and Non-Profit Facilities Program
Set aside grant funding to upgrade City-owned public and non-profit facilities and improvements that benefit low- and moderate-income persons and neighborhoods in the community.
Grant Coordination
Seek and secure new grants and outside funding sources for the City to reduce financial burdens on General Fund departments. Also, provide technical assistance to City departments in grant writing and management.
Animal Services
Oversight of the Animal Control contract with the County of Santa Barbara was transferred to the Community Programs Division in 2022.
Performance/Workload Measures
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
COMMUNITY PROGRAMS
DEMAND/WORKLOAD
CDBG Capital Projects (managed/monitored)* 9 6 2
CDBG Public Services Activities (managed/monitored) 24 24 24 CDBG-CV Public Services & Capital Projects 1 1 0
Grants Reports Generated (CDBG, HOME, PLHA) 4 6 4
Minor Home Repair Applications/Projects** 134 45 0
Tenant-Based Rental Deposit Assistance Households 134 108 120
EFFICIENCIES/EFFECTIVENESS
Community Workshops (CDBG Needs, Pre-Application) 4 4 4 Community Programs Newsletters and Surveys 26 27 24
Host “Brown Bag” Collaboration Meetings 8 8 8
Block Grants Advisory Committee (BGAC) Meetings 22 22 22 Subrecipient Training Workshops/Deliberations 6 6 6
* Some CDBG capital projects are multi-year projects and may not be completed in the same year of funding. For the purposes of this document, the projects are not double counted. In addition, the numbers reflect only Capital projects, not TBRA Administration or Fair Housing which is also funded through Capital and General Administration funding. The projected reduction in Capital projects is the result of these types of projects requiring an increased amount of funding, forcing fewer projects to be funded from year to year..
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** This program is offered through the services of CAPSLO and CommUnify (subrecipients). CommUnify came onboard during 2019-2020. The reduction in accomplishments during FY 2024-26 and FY 2026-28 is related to Council’s direction to utilize all CDBG Capital funding for the Sports Complex rather than allocate part of it to minor home repair. Minor home repair is still being offered in the city, just funded through other sources of funding provided by the County of Santa Barbara.
Community Programs (CC0640)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 434,498 $ 447,974 $ 521,812 $ 486,351 $ 492,064 Services & Supplies 31,493 764,909 1,062,738 1,126,154 1,179,977 Transfers 47,314 - - - -
Total General Fund $ 513,305 $ 1,212,883 $ 1,584,550 $ 1,612,505 $ 1,672,041
FD320 – CDBG FUND
Services & Supplies $ 756,989 $ 1,053,415 $ 827,628 $ - $ - Transfers 996,207 639,514 713,324 268,990 268,990
Total Measure U Quality of Life $ 1,753,196 $ 1,692,929 $ 1,540,952 $ 268,990 $ 268,990 Total Community Programs $ 2,266,501 $ 2,905,812 $ 3,125,502 $ 1,881,495 $ 1,941,031 CDBG Funding
Family Service Agency’s Front Office Security Project
To address identified security concerns and ensure a safer environment for clients and staff, CDBG funds supported the construction of a secure enclosure at the reception area and lobby of the Family Service Agency’s Santa Maria Valley Youth and Family Cen ter. This improvement established a protective physical barrier at the main point of entry, enhancing controlled access to the facility and safeguarding private areas where confidential counseling sessions and client meetings take place.
The agency serves approximately 7,000 unduplicated individuals annually. With thousands more expected to receive services in the years ahead, these security enhancements will continue to provide lasting benefits by promoting a safe, secure, and welcoming e nvironment for all who rely on the Center’s programs. For a list of CDBG funded agencies, visit:
www.cityofsantamaria.org/services/departments/community-services-division/community-programs- division/community-development-block-grant-cdbg-program.
HOME
Funding
Tenant Based Rental Assistance (TBRA Program)
The City of Santa Maria is part of the HOME Consortium and uses part of the funding for Tenant Based Rental Deposit Assistance (TBRA) program and affordable housing construction projects. The City's TBRA Program provides security deposit assistance through a Qualified Referring Agency (QRA) to qualified low-income households. The program provides grants for up to 100 percent ($2,500 maximum BEFORE
AFTER
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assistance) of the required security deposit to low-income families to assist with overcoming obstacles to obtaining housing. Eligible participants are individuals whose income is at 60 percent or below the area median income by household size as determined by the U.S. Department of Housing and Urban Development (HUD). The City has been able to provide this program with the assistance of several QRAs, which include the Housing Authority of the County of Santa Barbara, People’s Self-Help Housing Corporation, Good Samaritan Shelter, and City Net. The program was implemented in 2010 and has successfully served over 1,200 households. For additional information on the program, visit:
www.cityofsantamaria.org/services/departments/community-services-division/community-programs- division/tenant-based-rent-assistance-tbra-home-program.
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MAYOR & COUNCIL
GOVERNING BODY OVERVIEW
Serving as the legislative and policy -making body of the City of Santa Maria, the Mayor and City Council ratify laws and make policy decisions that provide for the general welfare of the community.
The City Council is comprised of five members: one Mayor and four Councilmembers. The Mayor and the four members of the City Council are all elected for four -year terms by the residents of the City.
Beginning with the November 2018 election, voters participated in the first district-based election when two City Council seats were up for election. Voters may elect City Councilmembers only from those candidates who live in their district. The Mayor will continue to be elected at -large by all voters. In November 2024, the contests will again be in Districts 1 (northw est)and 2 (northeast), with all voters Citywide deciding the Mayor’s position. The Mayor presides over the Council meetings and serves as the elected and ceremonial head of our City government. The City Council decided to continue its practice of governing with a City -wide perspective and adopted a Resolution for Governance describing how the City Council will continue to serve all the people of the City of Santa Maria.
SUBPROGRAMS AND THEIR OBJECTIVES
Through the adoption of the biennial budget, it determines the appropriate service levels and revenue obligations; authorizes contracts and expenditures; establishes municipal service goals and operating policies; and adopts such regulatory measures as necessary to establish community protection.
Responsible to the electorate for keeping pace with changing community needs by providing appropriate programs, services, and activities that sustain and enhance the quality of life in the community, while staying within established revenues and other fiscal constraints.
Through motions, resolutions, and ordinances, the City Council establishes and formulates City policies and programs that impact residents and businesses.
Promotes confidence in local government through conducting public affairs in an open session; encourages constructive public participation, cooperation, and communication among City, residents, and businesses; represents the City at various community events and activities.
Represents the City on various intergovernmental boards and committees to achieve regional governmental cooperation, legislation, and programs that benefit Santa Maria’s residents and businesses.
Maintains a working knowledge of State and Federal issues that affect the City by attending government-related conferences and other activities of the League of California Cities.
NOTEWORTHY BUDGET HIGHLIGHTS
The City Council has repeatedly adopted a resolution regarding its intention to continue its practice of governing with a City -wide perspective following the shift to elections of Councilmembers by Council districts. All members of the City Council will continue to serve all of the people of Santa Maria because the Council wishes to remain united in its service to the community. If the City Council has conflicting issues between districts, Councilmembers will discuss them, as is currently done and conclude with a unified statement.
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DIVISION ORGANIZATION
BUDGET OVERVIEW
As the governing body that represents the City as a whole, the City Council makes policy and budget decisions that affect all City departments. T he City Manager’s Office provides the mechanism to communicate the City Council’s policies and goals to the operational departments for execution. The City Council’s priorities and goals for the City are explained in detail in the Budget Message.
The City Council will continue to govern on an at -large basis, considering the needs and interests of the entire community and wishes to remain united in its service to the community. Governing at-large allows for the continuation of accessible customer service, the most effective use of taxpayer resources and the consistency of City services. All members of the City Council will contin ue to serve all of the people of Santa Maria.
The following budget schedules exclude the allocation of the department produced by the Cost Allocation Plan to provide a more informative picture of the department’s operating costs within each fund.
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
General Government
Salaries & Benefits $ 181,143 $ 197,716 $ 265,391 $ 274,076 $ 273,819 Services & Supplies 14,524 13,073 33,967 52,588 52,588
Total Budget $ 195,667 $ 210,789 $ 299,358 $ 326,664 $ 326,407
Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD100 - General Fund $ 195,667 $ 210,789 $ 299,358 $ 326,664 $ 326,407 Total Budget $ 195,667 $ 210,789 $ 299,358 $ 326,664 $ 326,407
Gloria Soto
District 3
Maribel Aguilera-
Hernandez
District 4
Alice Patino
Mayor
At-Large
Ricardo Batalla
District 1
Gloria Flores
District 2
RESIDENTS OF SANTA MARIA
COUNCIL MEMBERS
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CITY ATTORNEY’S OFFICE
DEPARTMENT OVERVIEW
MISSION STATEMENT
The mission of the City Attorney’s Office is to maintain the legal integrity of the City. In so doing, it provides a wide range of legal services for the City Council, commissions, departments, and staff.
PURPOSE
Major activities include day -to-day 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 c ities and legal counsel through the League of California Cities and local bar associations; coordinate and oversee Risk Management regarding 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; coordinating 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.
GOALS AND OBJECTIVES
GOAL DEPARTMENTAL GOALS FOR 2026-27
ADMINISTRATION
Fiscal Management In collaboration with the Risk Management Division, continue to evaluate internal programs to identify further efficiencies including analyzing current practices and
managing tort claims and subrogation cases.
SAFETY
Public Safety Provide training to Santa Maria law enforcement officers on its role in prosecuting municipal and state law provisions related to quality-of-life issues. Training will include common municipal code violations, applicable municipal
code sections for enforcement, and an overview of the
prosecution process. The goal is that by working closely with city law enforcement officers, officers will identify additional enforcement options that can be used in the
field and court.
Code Compliance City Attorney Office continues to support the Code Compliance Division with the prosecution of administrative and criminal citations in order to promote safe
communities throughout the City of Santa Maria.
THE BUILT ENVIRONMENT
Well-maintained infrastructure –
including facilities, streets, parks,
and utilities
Assist Public Works in protecting the taxpayer and securing compliance with all contractual obligations from outside vendors.
QUALITY OF LIFE
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GOAL DEPARTMENTAL GOALS FOR 2026-27
Housing Assist with the implementation of the newly adopted General Plan 2045 and the Housing Element’s housing
goals, including updating zoning codes.
Homelessness Continue to provide legal support to the Homeless Taskforce.
ECONOMIC DEVELOPMENT
Economic Development Provide legal support and guidance responsive to efficient processing of development permits and supporting
documents.
ACCOMPLISHMENTS
The City Attorney’s Office’s recent accomplishments include:
• Strategic Sourcing – The City Attorney’s office in collaboration with City Manager’s office was instrumental in the development and deployment of the new citywide contract system. • Risk Management Division – This division has been fully integrated into the City Attorney’s Office.
This action has resulted in providing greater support, streamlined processes, improved efficiencies, and increased oversight so that frivolous claims against the city can be mitigated earlier.
• Increased In-house litigation – The Assistant City Attorney has fully absorbed all criminal cases that historically had been contracted out. This equates to approximately 250 criminal cases and roughly 500 bench warrants. Additionally, the City Attorney’s office is now handling many more civil cases in -house. This efficiency is less costly than contracting these cases out and saves taxpayer general funds.
NOTEWORTHY BUDGET HIGHLIGHTS
The Risk Management Division has been reassigned to the City Attorney’s Office . This reassignment and expected employee hires will allow for sustainability and greater support provided to City Departments. Risk expansion of staff, succession planning and program management is greatly needed for the growing trends in loss prevention which may lead to litigation.
PERFORMANCE/WORKLOAD MEASURES
PERFORMANCE MEASURE ACTUAL
2022-24
ESTIMATED
2024-26
PROJECTED
2026-28
DEMAND/WORKLOAD
Resolutions Reviewed 295 320 325
Criminal Prosecutions – Referrals from:
Animal Control 0 15 25
Police 11 135 150
Recreation and Parks 88 150 175
Code Enforcement 7 25 50
Fire 0 1 50
Finance 1 0 0
0 EFFECTIVENESS/EFFICIENCIES
Claims Processed 136 170 200
Ordinances Drafted or Reviewed 14 17 20
Public Records Requests Processed 1,520 1,600 1,600
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DEPARTMENT ORGANIZATION
A complete schedule of the d epartment’s positions, a summary of changes, and a detailed explanation of position changes can be viewed at Personnel - City Attorney’s Office on page 165.
BUDGET OVERVIEW
The City Attorney’s Office is an internal service department that provides legal services to the entire City. The General Fund cost of the City Attorney’s Office is allocated to City departments based on caseload and work hours directly attributable to those departments’ needs and services.
The following budget schedules exclude the allocation of the department produced by the Cost Allocation Plan to provide a more informative picture of the department’s operating costs within each fund.
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
Salaries & Benefits $ 1,920,687 $ 2,162,802 $ 2,557,222 $ 2,371,216 $ 2,393,647 Services & Supplies 7,315,339 11,483,304 21,804,627 18,389,648 24,955,830 Capital & Outside
Agencies
11,483 - - - -
Debt Service - - - - -
Transfers 75,180 132,803 132,803 67,369 37,369
Total Budget $ 9,322,689 $ 13,778,910 $ 24,494,652 $ 20,828,233 $ 27,416,846
Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD100 - General Fund $ 1,440,781 $ 1,658,670 $ 1,975,752 $ 1,328,069 $ 1,332,350 FD110- Measure U Fund 7,830 - - - -
FD570, FD580 & FD585 –
Insurance Funds
7,874,078 12,120,240 22,518,900 19,500,164 26,084,496
Total Budget $ 9,322,689 $ 13,778,910 $ 24,494,652 $ 20,828,233 $ 27,416,846
Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
City
Attorney
Administration
Legal
Risk
Management
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Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
CC0310 – Legal $ 1,448,611 $ 1,658,554 $ 1,975,752 $ 1,328,069 $ 1,332,350 CC0340 - Risk
Management
7,875,078 12,120,240 22,518,900 19,500,164 26,084,496
Total Budget 9,322,689 $ 13,778,910 $ 24,494,652 $ 20,828,233 $ 27,416,846 City of Santa Maria 2026-28 Biennial Budget
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CITY MANAGER’S OFFICE
DEPARTMENT OVERVIEW
The City Manager’s Office informs the City Council regarding community issues requiring policy direction, and carries out City Council decisions, and advances City Council goals and priorities.
Department staff conducts management analyses, organizational and budgetary reviews, and collaborate with other federal, state, and regional
agencies. The City Manager’s Office provides leadership for 10 city departments to achieve City Council goals and
priorities. Administration also works closely on economic development, homelessness and encampment response.
Divisions within the City Manager’s Office include
Administration, Human Resources, Records/City Clerk,
Information Technology and Communications.
Administration provides continual monitoring and
evaluation of services to ensure that City services, activities, and programs remain relevant to community needs and are administered equitably.
The Human Resources Division strives to align employee performance with the City’s mission statement and organizational values to achieve the goal of a more engaged workforce. This division provides employment services, administers benefits, manages absenc es and disability, coordinates labor relations, and is engaged in organizational development.
The Communications team administers and coordinates public information, both within the organization and throughout the community city-wide.
The Records/City Clerk Division maintains a complete and accurate record of City Council and official City files, maintains compliance with open government, campaign finance, and other public disclosure requirements, and ensures that municipal elections are conducted according to applicable laws and guidelines.
The Information Technology Division administers and maintains computer, business, telephone, radio, communication, and Geographic Information Systems (GIS).
GOALS AND OBJECTIVES
GOAL DEPARTMENTAL GOALS FOR 2026-27
ADMINISTRATION
Fiscal Management Ensure responsible fiscal and budgeting practices by implementing balanced budgets, healthy reserves, and
promoting economic growth.
Optimize Service Delivery Support and coordinate with departments to optimize service delivery, including improving service quality,
increasing efficiency, and reducing response times, by
encouraging the use of latest technologies and
implementing streamlined processes.
SAFETY
Public Safety Deploy public safety fleet technological upgrades to improve speed, security, reliability, and patrol capabilities.
Code Compliance Implement improvements in code violation tracking and collection in collaboration with Community Development
through the utilization of eTRAKiT.
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GOAL DEPARTMENTAL GOALS FOR 2026-27
QUALITY OF LIFE
Homelessness Collaborate with internal departments and external agencies to enhance coordination, build effective
partnerships, and improve community outcomes by
developing responsive solutions that mitigate homelessness and address local community needs.
ECONOMIC DEVELOPMENT
Economic Development Advance a coordinated economic development strategy aligned with City Council priorities and the 2045 General Plan by expanding access to quality jobs, supporting
housing and community development, strengthening
business retention and expansion, and improving the
investment climate to retain and attract diverse industries.
ACCOMPLISHMENTS
Accomplishments of the City Manager’s Office in 2025-26 include the following:
• Information Technology worked closely with Finance, HR, and other departments to comprehensive update to the City’s enterprise resource planning software, called the Elevat e
Pr
oject. This includes the implementation of a trio of software programs including Workday Financials, Teller Cashiering, and SpryPoint Utility Billing. Once the Workday Human Capital Management (HCM) module is live in Q2 of 2026, we will have effectively replaced Tyler Eden and Tyler Cashiering. These new programs have revolutionized the way the City operates with a modern system that is capable of hosting integrations with other applications, and it adds much needed efficiencies in our Financial Accounting and Human Resources processes. • GIS completed a major upgrade to Neighborhood Connect, effectively doubling the number of report categories and greatly improving language translation. GIS also upgraded city mobile mapping capabilities, allowing Utilities, Public Works, Fire and Recreatio n and Parks departments to conduct mobile map update and maintenance projects throughout the year. • Information Technology division successfully led the replacement of the City’s public safety 911 C
omputer-Aided Dispatch (CAD) and Records Management System (RMS) hardware, along with a comprehensive software supporting Police, Fire, and Rangers. • Information Technology division invested over $500,000 to significantly enhance the City’s network speed, reliability, and redundancy. These improvements strengthen cybersecurity, improve system performance, and position the City to support future technology demands. • The City Clerk’s division completed the Revised and Updated New Citywide Records Retention Schedule in 2025, migrated all agreements into Laserfiche, and completed comprehensive legal review as part of an update to the City’s Municipal Code. • PEG funds were directed to fund state- of-the-art audio/visual equipment upgrade project in the Public Library’s Shepard Hall, allowing for high -quality production of Library events, City presentations, and more City cable programming.
• The Communications team received a WAVE award at the American Community Media Western Conference for Excellence in Local Cable Programming.
NOTEWORTHY BUDGET HIGHLIGHTS
• The City is exploring the potential for additional revenue sources and determining communit y
su
pport.
• Decrease of the department personnel by five (5) critical positions, (2) for City Administration including the Public Information Manager, one (1) for Information Technology and one(1) for Human Resources.
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DEPARTMENT ORGANIZATION
A complete schedule of the d epartment’s positions, a summary of changes, and a detailed explanation of position changes can be viewed at Personnel - City Manager’s Office on page 166.
BUDGET OVERVIEW
The City Manager’s Office is an internal and external service department that provides leadership and management services to the entire City. The City Manager’s Office is fully cost allocated to City departments. The cost for each of the divisions in the City Manager’s budget is distributed based on criteria that best represents each division’s role and services to the City departments.
The following budget schedules exclude the allocation of the department produced by the Cost Allocation Plan to provide a more informative picture of the department’s operating costs within each fund.
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
Salaries & Benefits $ 6,458,986 $ 7,533,888 $ 9,325,274 $ 7,917,868 $ 8,047,699 Services & Supplies 6,050,959 6,208,456 7,207,891 7,565,246 7,092,186 Capital & Outside
Agencies
320,166 1,566,018 5,307,158 610,000 821,200
Debt Service (186,530) - - - -
Transfers 55,864 75,687 75,687 233,430 233,430
Total Budget $ 12,699,444 $ 15,384,049 $ 21,916,010 $ 16,326,544 $ 16,194,515
Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD100 - General Fund $ 9,298,929 $ 10,645,606 $ 13,031,048 $ 10,726,733 $ 10,789,993 FD110 - Measure U Fund 162,191 210,789 251,401 223,471 230,560 FD510 - Business
Equipment Fund
1.960.224 2,377,634 5,576,408 3,971,669 3,772,869
City Manager
Administration
Human
Resources
Employment
Service
Employee/
Employer Labor
Relations
Records/City
Clerk
Information
Technology
Geographical
Information
Systems
City Data
Analytics Team
Communication
Santa Maria
Community
Television
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Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD520 - Communication
Equipment Fund
(569,768) (24,637) 1,692,150 154,717 149,717
FD530 - Radio/Technology
Fund
923,961 784,184 902,519 885,567 886,055
FD540 - Telephone
Equipment Fund
128,987 144,442 190,536 190,252 190,252
FD310 - Capital Projects-
General Fund
699,154 482,079 - - -
FD480 - SM Community TV
Fund
95,768 92,864 271,948 174,135 175,069
Total Budget $ 12,699,444 $ 15,384,049 $ 21,916,010 $ 16,326,544 $ 16,194,515 Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
General Government
CC0410 - Administration $ 2,402,847 $ 3,209,116 $ 3,315,830 $ 2,411,308 $ 2,435,352 CC0420 & CC0480 -
Human Resources 2,040,674 2,008,137 2,814,221 2,669,864 2,733,665 CC0430 - Records/City
Clerk 414,903 733,540 724,061 785,475 733,203
CC0470 -
Communications 95,768 92,864 271,948 174,135 175,069
CC0440, CC0445,
CC0450, & CC0460 -
Information Technology
7,705,253 9,300,392 14,749,950 10,285,762 10,117,226
CC0499 – Citywide Non-
Departmental 40,000 40,000 40,000 - -
Total General
Government $ 12,699,444 $ 15,384,049 $ 21,916,010 $ 16,326,544 $ 16,194,515 Total Budget $ 12,699,444 $ 15,384,049 $ 21,916,010 $ 16,326,544 $ 16,194,515
DIVISION/PROGRAM BUDGETS
ADMINISTRATION
Under direction of the City Manager, administration ensures that the City Council receives on -time information and documentation necessary to make informed decisions regarding problems and issues facing the community that require policy direction from City Council.
Administration provides leadership in policy development, program planning, budget strategies and development, and coordination of City operations for effectively and efficiently achieving City Council priorities.Administration staff enables departments to carry out day -to-day operations, services, and planning efforts by providing support and direction; they negotiate, administer, and implement contracts for the provision of municipal services.
The City Manager and Assistant City Manager work closely and strategically, in a collaborative partnership with the Chamber of Commerce, Regional Economic Action Coalition (REACH), Vandenberg Space Force Base, County, State, and Federal representatives, an d other appropriate agencies, to promote economic development, job creation, and job retention in the City, and to address pressing issues within the region including the need for housing supply and affordability City of Santa Maria 2026-28 Biennial Budget
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Administration provides leadership in coordinating discussions and efforts addressing homelessness and encampment response. The Assistant City Manager coordinates with public safety departments, including Community Service Officers in Police, Rangers in Recreation and Parks, and representatives from other departments to address impacts to neighborhoods and businesses related to encampments. The City also coordinates with other agencies, including Santa Barbara County, San Luis Obispo County, CalTrans, and o ther non- profit service providers to address the impacts of encampments, but also the broader goal of reducing homelessness. City staff routinely refer those experiencing homelessness to connect with available resources, including housing, health, and employment services. It is estimated that the City commits over $600,000 annually towards efforts addressing the impacts of encampments, including enforcement, clean ups, and agency coordination.
COMMUNICATIONS
The Communications team develops public and internal citywide communication strategy and oversees Public, Education, and Government (PEG) program; guides all departments for effective communication and transparency about City operations; and provides proac tive and responsive relations with the news media and the public. They coordinate information to the general public through social media, webstreaming, print, cablecast, television, radio, and in -person. Staff oversees all City news releases, except for those issued by public safety departments unless needed in a backup capacity. Staff also manages content on the City website and public access television, oversees content on the Intranet, and coordinates film permits. The City Manager’s Office also utilizes Measure U funds for the City’s mass notification system for rapid public safety messaging and non-emergency, business use messaging.
Administration (CC0410)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 1,849,450 $ 2,028,727 $ 2,553,646 $ 1,625,187 $ 1,642,142 Services & Supplies 305,022 271,365 510,783 562,650 562,650 Capital & Outside Agencies 46,747 27,146 - - -
Total General Fund $ 2,201,219 $ 2,327,239 $ 3,064,429 $ 2,187,837 $ 2,204,792
FD110 – MEASURE U FUND
Salaries & Benefits $ 131,835 $ 155,413 $ 171,594 $ 167,097 $ 174,186 Services & Supplies 30,356 19,238 73,000 53,000 53,000
Capital & Outside Agencies - 700,420 - - -
Total Measure U Fund $ 162,191 $ 881,877 $ 251,401 $ 223,471 $ 230,560
FD310 - CAPITAL PROJECTS-GENERAL
FUND
Capital & Outside Agencies $ 39,438 $ - $ - $ - $ -
Total Capital Projects-General Fund $ 39,438 $ - $ - $ - $ - Total Administration $ 2,402,847 $ 3,209,116 $ 3,315,830 $ 2,411,308 $ 2,435,352
HUMAN RESOURCES
Human Resources staff provide professional leadership and services to City departments in the planning, acquisition, retention, and development of a qualified workforce. As part of their employment services, they help recruit and hire qualified candidates in accordance with all applicable City codes, Federal and State statutes, administers employee benefits, and manage absences and disability. Human Resources also lead efforts in organizational development and performance management.
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Human Resources staff working in labor relations assist in the City interactions for wage and benefits for six employee groups; conduct collective bargaining on behalf of the City and guides City departments in the application of the provisions of the negotiated agreements and in observance of State and Federal employment laws. In addition, they assist departments in the disciplinary process, including coaching, counseling, grievances, conflict resolution, arbitrations, and all employee engagement.
Human Resources (CC0420 & CC0480)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 1,203,014 $ 1,512,354 $ 2,007,611 $ 2,147,287 $ 2,211,088 Services & Supplies 837,660 495,784 806,610 522,577 522,577 Total General Fund $ 2,040,674 $ 2,008,137 $ 2,814,221 $ 2,669,864 $ 2,733,665 Total Human Resources $ 2,040,674 $ 2,008,137 $ 2,814,221 $ 2,669,864 $ 2,733,665
RECORDS/CITY CLERK
City Clerk staff ensures that the City Council, City staff, and interested members of the public are aware of issues being addressed at City Council meetings by preparing, distributing, and posting agenda - related materials and minutes on a timely basis, and by offering notification services of new agenda materials. They ensure that the Santa Maria Municipal Code is accurate and up-to-date by codifying amendments, and provide a user-friendly, searchable electronic version of the Municipal Code on the City’s website.f
Staff works to protect and preserve official City records and administer the City’s records management program. They ensure that the City Council, City staff, and interested members of the public have ready access to annexation and assessment district proceedings, resolutions, ordinances, deeds, agreements, copies of the Municipal Code, and other City documents by maintaining a cross - referenced filing and retrieval system, and a computerized legislative history that allows for the timely provision of copies or the electronic transmission, after being requested.
Staff promotes broad resident representation on boards, commissions, and committees by posting vacancies according to State law and on the City’s website.
For elections, City Clerk staff ensures that City residents have the opportunity to elect legally qualified candidates and express their views on City measures by providing for the efficient and legal conduct of regular and special municipal elections.
Records/City Clerk (CC0430)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 305,403 $ 455,704 $ 543,500 $ 525,176 $ 532,904 Services & Supplies 109,500 277,836 180,561 260,299 200,299 Total General Fund $ 414,903 $ 733,540 $ 724,061 $ 785,475 $ 733,203 Total Records/City Clerk $ 414,903 $ 733,540 $ 724,061 $ 785,478 $ 733,203
INFORMATION TECHNOLOGY
Information Technology staff provides comprehensive technology services and an enterprise- wide focus to all City departments which includes defining technology needs; assisting operating departments in planning, prioritizing, and managing the installation of new systems and applications; and establishing long-range plans, policies, and standards for acquiring, maintaining, and achieving information technology resources.
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Staff ensures that the City's information technology resources are effectively managed and used as key organizational tools in improving organizational productivity, customer service, and public access to City information.They ensure the security and integrity of data stored on the City’s network; protect computer systems and files from unauthorized use or access; and comply with copyright and licensing agreements.
Staff provides ongoing support and maintenance of the City’s technology infrastructure and highly reliable systems and applications to users; responsively supports users; and coordinates training for the full use of citywide information systems.
Staff support and maintain organization -wide telecommunication systems, including analog telephones and services, Voice Over Internet Protocol (VOIP) telephone system, leased circuits, and other “wireless” communication systems.
They deliver reliable radio systems and support services to public safety, operating departments, and partners; diagnose and swiftly resolve infrastructure performance and operational issues; and troubleshoot, analyze, test, and repair or replace equipment.
Staff in Geographic Information System (GIS) design, develop, operate, and maintain an accurate, comprehensive, and up-to-date GIS information and mapping sytem; provide quick and easy access to GIS data with reasonable security; and promote the use of GIS to expedite work processes.
They develop custom applications, interactive maps, and specific project map documents for analysis and inquiry of GIS information; perform complex GIS analyses; establish and enforce accuracy standards, update procedures, and database compatibility for GIS data; coordinate data sharing with local, State, and Federal government; and create and develop new GIS data.
They also conduct training classes for Citywide GIS users; tutor and assist individual GIS users on specific projects and answering technical questions, andensure that mission- critical technologies remain operational on a 24-hour, seven-days-a-week basis.
Information Technology (CC0440, CC0445, CC0450, CC0460) Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 2,623,101 $ 2,977,187 $ 3,582,365 $ 3,024,705 $ 3,057,541 Services & Supplies 1,952,654 2,559,502 2,805,972 2,058,852 2,060,792 Capital & Outside Agencies 5,024 - - - -
Debt Service 21,354 - - - -
Total General Fund $ 4,602,133 $ 5,536,690 $ 6,388,337 $ 5,083,557 $ 5,118,333
FD310 - CAPITAL PROJECTS-GENERAL
FUND
Services & Supplies $ 619,717 $ 482,079 $ - $ - $ -
Capital & Outside Agencies 39,999 - - - -
Total Capital Projects-General Fund $ 659,716 $ 482,079 $ - $ - $ - Total Information Technology $ 5,261,849 $ 6,018,769 $ 6,388,337 $ 5,083,557 $ 5,118,333
BUSINESS EQUIPMENT
The Equipment Replacement Fund is an Internal Service Fund administered by the Department of Finance. Revenue primarily consists of rates internally charged to City departments to pay for the cost of business equipment required for service delivery in order to have sufficient replacement dollars available when the equipment needs to be replaced.
This fund was established to finance the replacement of old, inefficient, or obsolete business equipment with new equipment. The types of business equipment replaced through this fund are City of Santa Maria 2026-28 Biennial Budget
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desktop computers, laptops, tablets, copiers, printers, servers, fax machines, scanners, and other operations and office support-related equipment.
The expected life span of the equipment is the determining factor in calculating the cost charged to departments/programs using the equipment. The pro-rata cost is charged through an internal service charge over the life of the equipment.
Business Equipment (CC0460)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD510 - BUSINESS EQUIPMENT FUND
Services & Supplies $ 1,247,013 $ 1,541,527 $ 1,951,400 $ 3,255,500 $ 2,845,500 Capital & Outside Agencies 921,095 836,106 3,625,008 610,000 821,200 Debt Service (207,884) - - - -
Transfers - - - 106,169 106,169
Total Business Equipment Fund $ 1,960,224 $ 2,377,634 $ 5,576,408 $ 3,971,669 $ 3,772,869 Total Business Equipment $ 1,960,224 $ 2,377,634 $ 5,576,408 $ 3,971,669 $ 3,772,869
COMMUNICATION EQUIPMENT FUND
The Communication Equipment Fund is used to finance and account for the maintenance and replacement of city-wide communication systems including the public safety dispatch system.
Communication Equipment (CC0460)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD520 – COMMUNICATION
EQUIPMENT FUND
Services & Supplies $ 162,368 $ (24,637) $ 130,000 $ 130,000 $ 125,000 Capital & Outside Agencies (732,136) - 1,562,150 - -
Transfers - - - 24,717 24,717
Total Communication Equipment
Fund $ (569,768) $ (24,637) $ 1,692,150 $ 154,717 $ 149,717 Total Communication Equipment $ (569,768) $ (24,637) $ 1,692,150 $ 154,717 $ 149,717
RADIO ENTERPRISE
The Radio Technology enterprise fund was created in 2015 in support of the new Police Department facility. The state-of-the-art 700 MHz trunked radio communication system was also implemented, at this time. The purpose of this fund is to account for, and h ouse in one location, the costs and anticipated revenues associated with the 700 MHz trunked radio communication system.
Revenues to support these services are made available by charging operating departments, as well as outside users of the system, by way of cost allocation. Staff continues to initiate discussions with other public agencies that may be interested in partner ing on this project and, as partner agencies come on board, more resources will be made available to help offset additional costs. In addition to the radio project, other technology-related projects that could be affiliated with this fund include the co- location of network equipment from outside agencies to the police facility.
Radio Enterprise (CC0460)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD530 - RADIO/TECHNOLOGY FUND
Salaries & Benefits $ 329,439 $ 370,344 $ 418,925 $ 399,562 $ 400,050 Services & Supplies 575,827 380,747 450,500 450,500 450,500 Transfers 18,694 33,094 33,094 35,505 35,505
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Radio Enterprise (CC0460)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Total Radio/Technology Fund $ 923,961 $ 784,184 $ 902,519 $ 885,567 $ 886,055 Total Radio Enterprise $ 923,961 $ 784,184 $ 902,519 $ 885,567 $ 886,055
TELEPHONE EQUIPMENT FUND
The Telephone Equipment Fund accounts for all citywide expenses associated with telephone hardware. The City tracks equipment used by each department and departments are charged for equipment replacement.
Communication Equipment (CC0460)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD540 – TELEPHONE EQUIPMENT
FUND
Services & Supplies $ 124,328 $ 139,406 $ 185,500 $ 185,500 $ 185,500 Transfers 4,659 5,036 5,036 4,752 4,752
Total Telephone Equipment Fund $ 128,987 $ 144,442 $ 190,536 $ 190,252 $ 190,252 Total Telephone Equipment $ 128,987 $ 144,442 $ 190,536 $ 190,252 $ 190,252
PEG - ACCESS
Administration (communications) plans, develops, organizes, and manages the City’s public information activities, news media relations, and oversees the City’s portfolio of communications tools.
It also provides communication, perspective, and transparency, and oversees Public, Education, and Government (PEG) access television, often referred to as community access or local access television.
PEG access television is a medium for allowing non-profit groups, the faith-based community, schools, and the residents of a community, the ability to use the local cable television system, to reach out and communicate with fellow residents on subjects of local interest, as well as to highlight issues, activities, and events. The operation is branded as Santa Maria Community Television.
Three types of programming are used to establish a broad base of community understanding, support, and involvement. Public programming (Comcast Channel 25) is created by residents, non -profit groups, and the faith- based community; Education programming (Channel 24) is created by local education providers, such as school districts, and the community college. and includes City content about City recreational programs, and Government programming cablecasts (Channel 23) live and replays of local government meetings, departmental public service announcements on a wide variety of subjects, our Smart City, Safe City services, and the half -hour news style show called Santa Maria Today in English and Spanish which showcases City services. Much of the programming is c reated in English and in Spanish, and captioning is available.
The division continues to provide camera and studio equipment such as lighting and backdrops for producers to check out and use temporarily for production of Channel 25 programming.
Provide sound management and financial strategies to ensure continued community access to and use of the access channel(s) for years to come.
To improve accessibility and transparency, the City of Santa Maria now offers live closed captioning (subtitles) in English or Spanish during its government meeting broadcasts. The dual language captioning gives viewers, including the hearing impaired, a v aluable resource to watch and understand what is happening with their local government. Captions are also available on the website, CityofSantaMaria.org/tv and the City’s YouTube channel.
PEG is funded by Comcast revenues for capital equipment and by Measure U revenues for operations, which fulfills the Council’s priority to improve the community’s quality of life.
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PEG - Access (CC0470)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD480 - SM COMMUNITY TV FUND
Salaries & Benefits $ 16,743 $ 34,160 $ 47,633 $ 28,854 $ 29,788 Services & Supplies 46,513 25,608 73,565 86,368 86,368
Capital & Outside Agencies - 2,346 120,000 - -
Transfers 32,511 30,750 30,750 58,913 58,913
Total SM Community TV Fund $ 95,768 $ 92,864 $ 271,948 $ 174,135 $ 175,069 Total Radio Enterprise $ 95,768 $ 92,864 $ 271,948 $ 174,135 $ 175,069 City of Santa Maria 2026-28 Biennial Budget
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DEPARTMENT OF FINANCE
DEPARTMENT OVERVIEW
MISSION STATEMENT
To provide the highest level of service to the residents, City Council and other City departments, within the
adopted budget, and to provide accurate and
timely financial information, quality customer service
in utility billing, and fiscally sound cash management.
PURPOSE
The Finance Department administers the financial
and treasury affairs of the City of Santa Maria. The
Department manages the City's revenues,
expenditures, investments, purchasing, accounting,
budgeting, and debt issuance and administration. As
such, the Department provides the City's
departments and residents with dependable and efficient, quality services in billing and collection for City services, cash management, and other fiscal functions in accordance with legal and professional standards.
GOALS AND OBJECTIVES
GOAL DEPARTMENTAL GOALS FOR 2026-27
ADMINISTRATION
Fiscal Management • Continue to develop and present long-term budget balancing strategies that support structural fiscal
sustainability.
• Evaluate and recommend revenue enhancement and
cost recovery strategies to strengthen long-term fiscal stability and optimize investment strategy.
• Configure and implement the budget module within
the Enterprise Resource Planning (ERP) system to
improve budget transparency, reporting, and
operational efficiency.
• Improve financial reporting and analytics to support
data-driven decision-making across departments and
by the City Council.
Optimize Service Delivery • Continue to review and update the Finance Policies and Procedures Guidebook to improve operational
efficiency, internal controls, and organizational
consistency.
• Collaborate with departments to streamline citywide
business processes (e.g., business licenses, accounts
receivable, procurement, and payroll) to reduce
administrative burden and improve customer service.
• Facilitate citywide fiscal knowledge-sharing sessions and cross-departmental collaboration to improve
consistency in business process workflows and financial operations.
• Strengthen internal customer service standards and
response times for financial operations and support
services.
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GOAL DEPARTMENTAL GOALS FOR 2026-27
SAFETY
Public Safety • Monitor Measure U expenditures and prepare audited financial statements to ensure funds are expended in
acco
rdance with Council-adopted policies and public
safety priorities.
• Expand utilization of the integration between the Public Safety Telestaff Module and the ERP system to improve
p
ayroll accuracy and workforce management
efficiencies.
• Improve financial reporting and expenditure tracking
tools for public safety funding sources and grants.
Code Compliance • Collaborate with departments to evaluate and improve cost recovery strategies for code compliance
a
nd related regulatory services.
• Support technology and process improvements that
enhance efficiency, tracking, and reporting for code
enforcement activities.
THE BUILT ENVIRONMENT
Well-maintained infrastructure
including facilities, streets, parks,
and utilities
• Support long -term capital improvement planning and
financial forecasting for infrastructure replacement and maintenance needs.
• Evaluate financing strategies, grants, and external
funding opportunities for major infrastructure and
capital projects.
• Improve capital project financial monitoring and
reporting through enhanced ERP functionality and
process standardization.
Recreation and Parks • Support the financial sustainability of recreation programs through budget analysis, program
evaluation, and fee studies where appropriate.
QUALITY OF LIFE
Recreation and Parks • Collaborate with departments to improve financial accessibility and operational efficiency for community
programs serving seniors and youth.
Housing • Support compliance and reporting for housing-related funding sources and programs.
Homelessness • Partner with departments in evaluating external funding opportunities and strategies to support
homelessness initiatives.
• Improve financial tracking and transparency for
homelessness-related expenditures and grant
compliance that may arise related to homelessness.
ECONOMIC DEVELOPMENT
Economic Development • Collaborate with departments to streamline business- related financial processes, including business licensing, permitting coordination, and payment processing.
• Evaluate revenue and fee structures to support
economic competitiveness while maintaining fiscal
sustainability.
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ACCOMPLISHMENTS
• Successfully completed and launched the City’s new Workday Enterprise Resource Planning (ERP) system, including Phase I – Financials, Phase I.B – Strategic Sourcing, Phase I.C – SpryPoint and Teller, and Phase II – Human Capital Management and Payroll. • Expanded online self-service capabilities for approximately 24,000 Utility Billing customers and for Business Licensing through ERP implementation enhancements, improving customer accessibility and service delivery.
• Enhanced citywide employee self -service functionality for time management, payroll, and related personnel processes.
• Completed the FY 2024-25 Measure U audited financial statements and annual City Council update, supporting transparency, accountability, and compliance. • Completed the FY 2022-23 Single Audit, FY 2023-24 Single Audit (by June 30), FY 2023-24 Annual Comprehensive Financial Report (by June 30) and many other financial compliance reports. • Strengthened customer service and interdepartmental collaboration through regular one-on- one touch base meetings with departments citywide.
• Developed and implemented short - and long- term budget balancing strategies that advanced long- term fiscal sustainability and reduced the City’s projected deficit by approximately $10 million.
• Supported employee relations efforts by assisting with labor negotiations and providing financial costing scenarios and options for employee union negotiations. • Supported economic development initiatives by preparing and facilitating Tax Equity and Fiscal Responsibility Act (TEFRA) hearings for multiple housing developments totaling approximately 300 residential units, as well as a healthcare facility project within the City. • Provided financial analysis and operational support for annexation -related housing development projects, helping advance strategic housing growth initiatives.
NOTEWORTHY BUDGET HIGHLIGHTS
• Funding is provided for professional services to assist the City with reporting, reconciliations, and audits.
• Funding is provided for the licensing and service agreements for its Enterprise Resource Planning system, Workday and utility billing software, SpryPoint.
DEPARTMENT ORGANIZATION
Director of
Finance
Administration
Accounting
Payroll
Budget
Grants
Revenue
Business
License
Utility Billing
Customer
Service
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A complete schedule of the department’s positions, a summary of changes, and a detailed explanation of position changes can be viewed at Personnel - Finance on page 168.
BUDGET OVERVIEW
The Finance Department is an internal service department that supports all City departments. Major activities include financial reporting; annual compliance; revenue and appropriation management; annual budget preparation; purchasing; grant administration; utility billing; payroll; accounts payable; real property management; treasury and investment functions; and financial management system administration. In all, the Department emphasizes the delivery of service in a timely, cost-effective, and courteous manner, relying on high-performing standards as the norm. The Department consists of two divisions encompassing two major subprograms: Finance and Utility Billing. The Utility Billing Division’s budget unit reflects the personnel complement of the Division; however, the funding sources are the Water Resources funds and Solid Waste funds. Finance is responsible for obtaining audit services annually for Measure U.
The following budget schedules exclude the allocation of the department produced by the Cost Allocation Plan to provide a more informative picture of the department’s operating costs within each fund; however, it is important to note that the Finance Department’s budget includes operating and capital Transfers Out, which are non-departmental in nature.
Budget Summary by Expenditure Category - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
EXPENDITURE CATEGORY
Salaries & Benefits $ 3,102,225 $ 3,475,662 $ 4,448,362 $ 4,164,802 $ 4,235,546 Services & Supplies 2,211,957 1,967,563 2,043,580 3,770,000 4,065,769 Capital & Outside
Agencies
9,225,330 6,154,454 5,873,902 849,794 849,794
Debt Service 280,002 266,912 266,911 266,912 -
Transfers 5,016,892 6,280,372 22,718,748 11,917,803 4,719,680 Total Budget $ 19,836,406 % 18,144,962 $ 35,351,503 $ 20,969,311 $ 13,870,789 Budget Summary by Fund
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FUND
FD100 - General Fund $ 9,678,960 $ 12,838,550 $ 11,411,833 $ 11,994,728 $ 12,141,474 FD620 – Water 484,512 353,368 410,241 566,860 577,755
FD630 – Solid Waste
Collection
279,289 299,451 370,898 500,214 510,152
FD640 – Wastewater 279,368 299,449 369,513 498,802 508,739 FD110- Measure U Fund - 157 2,757 2,669 2,669
FD471 – Economic
Development
34,250 - 130,000 130,000 130,000
FD590 – Local Economic
Augmentation Fund
8,861,825 - 22,656,261 7,276,038 -
FD310 – Capital Projects-
General
218,203 4,353,986 - - -
Total Budget $ 19,836,406 $ 18,144,962 $ 35,351,503 $ 20,969,311 $ 13,870,789 City of Santa Maria 2026-28 Biennial Budget
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Budget Summary by Program - All Funds
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
PROGRAM
General Government
CC0510 – Administration $ 7,128,293 $ 13,827,966 $ 7,639,497 $ 7,291,497 $ 7,118,020 CC0510 – Economic
Development
34,250 - 130,000 130,000 130,000
CC0520 – Finance 1,835,848 2,475,199 2,846,053 3,001,492 3,050,404 CC0530 – Utility Billing 1,043,169 952,268 1,150,652 1,565,876 1,596,646 CC0570 – Revenue - - - 26,000 26,250
CC0599 – Citywide Non-
Departmental
9,794,847 889,528 23,585,301 8,954,619 1,949,469
Total General
Government
$ 19,836,347 $ 18,144,963 $ 35,351,503 $ 20,969,311 $ 13,870,789 Total Budget $ 19,836,406 $ 18,144,962 $ 35,351,503 $ 20,969,311 $ 13,870,789
DIVISION/PROGRAM BUDGETS
The Finance Department operates in a slightly different organizational structure than that represented by the accounting and budget structure. Finance operations are organized in six divisions:
Administration, Accounting, Budget, Payroll, Grants, Revenue, and Utility Billing.
ADMINISTRATION
This Administration division provides administrative support, oversight, and leadership to all divisions of the Finance Department and ensures that the department’s general operations are aligned with the City’s Strategic Plan, goals, and objectives.
Administration (CC0510)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 762,499 $ 551,030 $ 944,529 $ 618,419 $ 619,112 Services & Supplies 735,158 575,199 489,068 911,834 926,834 Capital & Outside Agencies 2,152,244 1,800,468 2,431,000 849,794 849,794 Debt Service 266,912 266,912 266,911 266,912 -
Transfers 2,994,717 6,280,215 3,505,232 4,641,696 4,719,611 Total General Fund $ 6,911,530 $ 9,473,823 $ 7,636,740 $ 7,288,655 $ 7,115,351
FD110 – MEASURE U FUND
Services & Supplies $ (13,090) - 2,600 2,600 2,600
Transfers - 157 157 69 69
Total Measure U Fund $ (13,090) $ 157 $ 2,757 $ 2,669 $ 2,669
FD471 – ECONOMIC DEVELOPMENT
FUND
Services & Supplies $ 34,250 $ - $ 130,000 $ 130,000 $ 130,000 Total Economic Development Fund $ 34,250 $ - $ 130,000 $ 130,000 $ 130,000
FD590 – LOCAL ECONOMIC
AUGMENTATION FUND
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Administration (CC0510)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Capital & Outside Agencies $ 6,839,650 $ - $ 3,442,902 $ - $ - Transfers 2,022,175 - 19,213,359 7.276.038 -
Total Local Economic Augmentation
Fund $ 8,861,825 $ - $ 22,656,261 $ 7,276,038 $ -
FD310 – CAPITAL PROJECTS-
GENERAL FUND
Capital & Outside Agencies $ 216,763 $ 4,353,986 $ - $ - $ - Total Capital Projects-General Fund $ 216,763 $ 4,353,986 $ - $ - $ - Total Administration $ 16,024,368 $ 13,827,966 $ 30,425,758 $ 14,697,362 $ 7,248,020
FINANCE
Finance analyzes the City’s financial position and develops short - and long-range plans to ensure financial viability. It provides high -quality financial reporting and budget presentations; advises City management on business factors affecting the City’s f iscal environment; ensures the security and proper disbursement of funds through effective appropriation management; administers the business license and transient occupancy tax ordinances including annual renewals, new licenses, inquiries, and coordination with State agencies; provides staff training to ensure that the divisions’ technical capabilities remain current; develops and updates effective administrative policies to maintain internal controls; provides support to City departments to obtain the mat erials and services needed, within budget, and in compliance with procurement policies; and, maximizes investment earnings while safeguarding public funds as established by the City’s Investment Policy and State law.
The Accounting Division in Finance safeguards the City's assets and seeks to provide accurate and timely financial data. It is the responsibility of the Accounting function to direct and monitor all financial transactions recorded in the accounting system in accordance with generally accepted accounting principles and guidelines. It reports on the financial position of the City and its departments and coordinates and prepare s the City's annual financial statements. The Accounting function houses three major programs:
• General Accounting reviews analyzes and records financial data. This section is also responsible for the month -end and year- end reconciling and closing of accounting records. General Accounting prepares the City’s Annual Comprehensive Financial Report (ACFR). • Accounts Payable is responsible for producing accurate and timely payments to the City's vendors while safeguarding City assets through effective internal controls. • Accounts Receivable/Collections strengthens cash inflows through the creation of invoices, the monitoring of past due accounts, and the recovery of outstanding payments owed to th e
C
ity.
The Budget Division works with departments citywide to prepare the Biennial budget and monitors budget in accordance with the City policies. The division monitors, analyzes, and reports on the City’s finances and operational performance through a variety of methods and output, including:
• Development, in tandem with City Departments, of the Annual Budget, or Biennial Budget with a comprehensive mid-cycle update and formal re-adoption by Council of the second year of the biennial budget. The resulting budget documents include a Budget in Bri ef and a Budget Book that provides significant detail about the City’s financial outlook, budgeting process and projection methodologies, and departmental personnel, operations, programs, services, strategic goals, and performance measures.
• Compile and present the Annual Fees and Charges schedule for Council adoption; the Budget Team also supports departments by conducting studies for fees desired to be adjusted and for which Council approval is required and works with the City Attorney’s Office to ensure that th e
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applicable Municipal Code requirements (Chapter FS) for the adoption or adjustment of fees and charges is adhered to.
• Manage and monitor the Measure U funds, including ensuring that Council’s direction for the allocation of Measure U revenues to spending initiatives is adhered to, and providing details of Measure U activity in the quarterly financial reports.
Prepare and present quarterly financial reports to the City Council that detail the year -to-date financial performance of the City’s major funds, identify and disclose any areas of potential concern to the City’s financial health, and recommend corrective action if appropriate.
The P ayroll Division provides timely and accurate payments to our employees, while maintaining compliance with City policies & procedures, labor agreements, and State and Federal laws.
The Grants Division supports departments citywide with grant applications and reporting requirements.
The Grants Division monitors grant revenues and expenditures and provides them with reporting.
The Revenue Division applies the Santa Maria Municipal Code and City ordinances to ensure equitable and fair application of taxes and fees paid to the City by residents, businesses, and visitors. This Division processes applications for brick- and-mortar, home-based, and mobile businesses located inside of Santa Maria’s city limits and businesses located outside of the City but conducting business within the City, such as contractors, nonemergency transportation, and vendors. Business license taxes and transient occupancy taxes are a source of revenue for the City’s General Fund. Effective management of the business license tax revenue collection effort is critical to ensure stable revenues are available to support police, fire, parks, and other public services. This Division provides quick and direct support of the business community through various channels, including in -person services at the Finance Department.
Finance (CC0520)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD100 – GENERAL FUND
Salaries & Benefits $ 1,635,601 $ 2,276,305 $ 2,617,790 $ 2,627,239 $ 2,676,151 Services & Supplies 188,574 198,894 228,263 374,253 374,253 Capital & Outside Agencies 15,233 - - - -
Total General Fund $ 1,834,408 $ 2,475,199 $ 2,846,053 $ 3,001,492 $ 3,050,404
FD310 – CAPITAL PROJECTS-
GENERAL FUND
Capital & Outside Agencies $ 1,440 $ - $ - $ - $ -
Total Capital Projects-General Fund $ 1,440 $ - $ - $ - $ - Total Finance $ 1,835,848 $ 2,475,199 $ 2,846,053 $ 3,001,492 $ 3,050,404
UTILITY BILLING
The Utility Billing Division ensures that residential and commercial customers are correctly billed for water, sewer, and refuse service; accurately records revenues and performs all necessary procedures to ensure that the City is fairly compensated for services; and, responds to utilit y customers’ service needs by taking necessary actions on all service and billing inquiries.
Utility Billing (CC0530)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD620 – WATER FUND
Salaries & Benefits $ 347,947 $ 222,960 $ 306,031 $ 317,462 $ 324,651 Services & Supplies 136,565 130,409 104,210 249,398 253,104 Total Water Fund $ 484,512 $ 353,368 $ 410,241 $ 566,860 $ 577,755 City of Santa Maria 2026-28 Biennial Budget
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Utility Billing (CC0530)
Actual
FY 2023-24
Actual
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
FD630 – SOLID WASTE COLLECTION
FUND
S
alaries & Benefits $ 178,048 $ 212,684 $ 290,006 $ 300,841 $ 307,816 Services & Supplies 101,240 86,768 80,892 199,373 202,336 Total Solid Waste Collection Fund $ 279,289 $ 299,451 $ 370,898 $ 500,214 $ 510,152 FD640 – WASTEWATER FUND
S
alaries & Benefits $ 178,129 $ 212,683 $ 290,006 $ 300,841 $ 307,816 Services & Supplies 101,239 86,766 79,507 197,961 200,923 Total Wastewater Fund $ 279,368 $ 299,449 $ 369,513 $ 498,802 $ 508,739 Total Utility Billing $ 1,043,169 $ 952,268 $ 1,150,652 $ 1,565,876 $ 1,596,646
287
GLOSSARY
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OVERVIEW
The following pages present specialized acronyms and terminology used throughout this budget document. The Glossary is divided into two sections: 1) Acronyms - defined to aid the reviewer in reading and understanding the budget; and 2) Terminology - full definitions of the acronyms.
ACRONYMS
Acronym Definition
AB Assembly Bill
ACF Advanced Clean Fleet Regulation
ACFR Annual Comprehensive Financial
Report
ADA Americans with Disabilities Act
AMCYC Abel Maldonado Community Youth
Center
APCD Air Pollution Control District
ARPA American Rescue Plan Act
BGAC Block Grants Advisory Committee
BIT Biennial Inspection Terminal Program
BOD Biochemical Oxygen Demand
CACEO California Association of Code
Enforcement Officers
CAD Computer-Aided Dispatch
CalPERS California Public Employee
Retirement System
CAP Cost Allocation Plan
CAPSLO Community Action Partnership of
San Luis Obispo County
CARB California Air Resources Board
CASp Accessibility Certification
CBO Congressional Budget Office
CCR California Code of Regulations
CCWA Central Coast Water Authority
CDBG Community Development Block
Grant
CEQA California Environmental Quality Act
CERT Community Emergency Response
Training
CESQG Conditionally Exempt Small Quantity
Generator
CFAA California Fire Assistance Agreement
CHP California Highway Patrol
CIP Capital Improvement Program
CMEP Capital/Maintenance/Equipment
Project
CMMS Computerized Maintenance
Management System
CNT Crisis Negotiation Team
COP Certificates of Participation
COVID-19 Coronavirus Disease 2019
CPI Consumer Price Index
CSMFO California Society of Municipal
Finance Officers
Acronym Definition
CUPA Certified Unified Program Agency
CY Calendar Year
DAG Development Advisory Group
DARE Drug Abuse Resistance Education
DIVCA Digital Infrastructure and Video
Competition Act
DOF Department of Finance
DOJ Department of Justice
DTSP Downtown Specific Plan
DWR Department of Water Resources
EIR Environmental Impact Report
ELAP Environmental Laboratory
Accreditation Program
EMS Emergency Medical Services
EMT-I Emergency Medical Technician – I
EOC Emergency Operations Center
EPA Environmental Protection Agency
ERMAC Exclusive Risk Management
Authority of California
ERP Enterprise Resource Planning
EV Electric Vehicle
FCC Federal Communications
Commission
FDMA Frequency Division Multiple Access
FEMA Federal Emergency Management
Agency
FPPC Fair Political Practices Commission
FTE Full-Time Equivalent
FY Fiscal Year
GAAP Generally Accepted Accounting
Principles
GASB Government Accounting Standards
Board
GFOA Government Finance Officers
Association
GIS Geographic Information Systems
GPS Global Positioning System
GST Gang Suppression Team
GVWR Gross Vehicle Weight Rating
HCD Housing & Community Development
HUD Housing & Urban Development
HVAC Heating, Ventilation, and Air
Conditioning
ICT Innovative Clean Transit
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Acronym Definition
IPAM Integrated Project Assessment
Model
IRS Internal Revenue Service
IWMF Integrated Waste Management
Facility
LAFCO Local Agency Formation
Commission
LAO Legislative Analyst’s Office
LAP Language Access Plan
LAWCX
Local Agency Workers’
Compensation Excess Joint Powers
of Authority
LEAF Local Economic Augmentation
Fund
LED Light Emitting Diode
LEP Limited English Proficiency
LFR Los Flores Ranch
MDC Mobile Data Computers
MGD Million Gallons per Day
MOA Memorandum of Agreement
MOE Maintenance of Effort
MOU Memorandum of Understanding
MSD Master Special District
NACSLB National Advisory Council on State
and Local Budgeting
NCSD Nipomo Community Services District
NHIS Non-Hazardous Hydrocarbon
Impacted Soils
NST Narcotics Suppression Team
OMB Office of Management and Budget
OPEB Other Post-Employment Benefits
OTS Office of Traffic Safety
PARS Public Agency Retirement System
PDES National Pollutant Discharge
Elimination System
PEG Public, Education, and Government
(public access television)
PEPRA Public Employees’ Pension Reform
Act
PLAY People for Leisure and Youth, Inc.
PMS Pavement Management System
POST Peace Officer Standards and
Training
RDA Redevelopment Agency
REACH Regional Economic Action Coalition
RFP Request for Proposal
RMS Record Management System
RSTP Regional Surface Transportation
Plan
RWQCB Regional Water Quality Control
Board
SAFER Staffing for Adequate Fire &
Response
Acronym Definition
SB Senate Bill
SBCAG Santa Barbara County Association
of Governments
SBP San Luis Obispo County Regional
Airport
SBZ Special Benefit Zone
SCADA Supervisory Control and Data
Acquisitions
SEIU Service Employees International
Union
SET Special Enforcement Team
SIR Self-Insurance Retention
SM Santa Maria
SMAT Santa Maria Area Transit
SMBSD Santa Maria-Bonita School District
SMCTV Santa Maria Community Television
SMJUHS Santa Maria Joint Union High School
District
SMRL Santa Maria Regional Landfill
SMRT Santa Maria Regional Transit
SRS Septage Receiving Station
SRTP Short Range Transit Plan
SSI State Self-Insurance
SWAT Special Weapons and Tactics
SWRCB State Water Resources Control
Board
TAC Technical Advisory Committee
TBRA Tenant-Based Rental Deposit
Assistance
TDA Transportation Development Act
TOT Transient Occupancy Tax
TPA Third-Party Administrators
TSS Total Suspended Solids
TV Television
UAL Unfunded Accrued Liability
UCLA University of California Los Angeles
US United States
USAR Urban, Search and Rescue
WWTP Wastewater Treatment Plant
ZEV Zero Emissions Vehicle
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TERMINOLOGY
Activities
Specific services performed in accomplishing program objectives and goals (see Program).
Ad Valorem Tax
A tax assessed based on the dollar value of an item or activity. Typical examples are property and sales taxes. Ad valorem taxes contrast with per -unit taxes, such as alcoholic beverage and cigarette taxes, which are assessed at a fixed dollar amount per unit purchased.
Air Pollution and Control District
The Air Pollution Control District is a local government agency that works to protect the people and the environment from the harmful effects of air pollution.
Aircraft Rescue and Fire Fighting
Airport rescue and firefighting services are performed for aircraft -type accidents at the Santa Maria Public Airport District.
Americans with Disabilities Act
Enacted on July 26, 1990, the Americans with Disabilities Act gives civil rights protections to individuals with disabilities similar to those provided to individuals based on race, color, sex, national origin, age, and religion. The Americans with Disabil ities Act guarantees equal opportunity for individuals with disabilities in public accommodations, employment, transportation, State and local government services, and telecommunications.
Appropriation
An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources for specific purposes.
American Rescue Plan Act
Signed into law on March 11, 2021, the American Rescue Plan Act (ARPA) provides additional funding to State and local governments. Eligible uses of these funds include revenue replacement due to COVID-19 public health emergency, COVID -19 expenditures and o r negative impacts attributed to COVID-19, premium pay for essential workers, and investments in water, sewer, and broadband infrastructure. ARPA funding had to be obligated by December 31, 2024 and must be fully spent by December 31, 2026.
Assessed Valuation
The value established for real property for use as a basis in levying property taxes. For all agencies in the State, the assessed value is established by the county for the secured and unsecured property tax rolls; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100 percent of full value. Proposition 13 modified the value of real taxable property for the fiscal year 1979 by rolling back values to the fiscal year 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of two percent. However, increases to full value are allowed for property improvements or upon a change in ownership. Personal property is excluded from these limitations and is subject to annual reappraisal. Property taxes for general purposes cannot exceed one percent of the assessed value.
Audit
Prepared by an independent certified public accountant, the primary objective of an audit is to determine if the City's financial statements fairly present the City's financial position and results of operations in conformity with accounting principles gen erally accepted in the United States of America (USGAAP). In conjunction with performing an audit, independent auditors customarily issue a City of Santa Maria 2026-28 Biennial Budget
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Management Letter stating the adequacy of the City's internal controls, as well as recommending improvements to the City's financial management practices.
Black Gold
The Black Gold Cooperative Library System, begun in 1964, creates and maintains the online public access catalog in six public libraries, bibliographic records, library automation services, and more.
Block Grant
The Federal grant allocated according to predetermined formulas and for use within a pre-approved broad functional area such as the Community Development Block Grant.
Bonds
A form of borrowing (debt financing), that reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, parking structures, streets, utility infrastructure, and bridges.
Breeze
The Breeze is an inter -community transit service that began in May 2005. The transit service provides commuter-based general public transportation connecting Santa Maria, Vandenberg Air Force Base, and Lompoc, and in January 2013, began service to Los Alamos, Buellton, and Solvang, as mandated under State and Federal regulations for the transit needs of the northern Santa Barbara County urbanized areas.
Budget
A financial plan for a specified period that matches projected revenues and planned expenditures to municipal services, goals, and objectives. The City uses a budget covering two fiscal years, with actual budget appropriations made annually. All budgeted funds are required to be balanced. A balanced budget means that total anticipated revenues, plus fund balance applied if applicable, must equal the sum of budgeted expenditures for each fund.
Budget Amendment
The City Council has the sole responsibility for adopting the City's budget and may amend or supplement the budget, at any time, after adoption by a majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those adjustments would not have a significant policy impact or effect on budgeted year-end fund balances.
Budget Manual
General and specific guidelines that govern budget preparation and administration.
Budget Message
Included in Section A of the budget, the Budget Message provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.
Business License Tax
A type of excise tax imposed on businesses for the privilege of conducting business within the City. The tax is most commonly based on gross receipts or levied at a flat rate.
Calendar Year
The calendar year starts January 1st and ends December 31st.
California Association of Code Enforcement Officers
The California Association of Code Enforcement Officers is a State -wide organization that exists to promote and advance the profession of code enforcement.
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California Environmental Quality Act
A State law that requires public agencies to review projects before approval to identify possible adverse effects on the environment.
California Identification
The State-wide automated fingerprint identification database. Live Scan devices, used to capture fingerprints taken at the time a person is booked, are located in each law enforcement department.
These devices transmit fingerprints taken during the booking process and electronically direct the fingerprints to the State’s fingerprint database.
California Law Enforcement Telecommunication System
The California Law Enforcement Telecommunication System is a high-speed message switching system that became operational in 1970. The California Law Enforcement Telecommunication System provides law enforcement and criminal justice agencies access to vario us databases and the ability to transmit and receive point-to-point administrative messages to other agencies.
California Public Employee Retirement System
The City contributes to the California Public Employee Retirement System, an agent multiple-employer public employee defined benefit pension plan. The California Public Employee Retirement System provides retirement and disability benefits, annual cost -of-living adjustments, and death benefits to plan members and beneficiaries. The California Public Employee Retirement System acts as a common investment and administrative agent for participating public entities within the State. Benefits provisions and all other requirements are established by State statute and City ordinance.
California Society of Municipal Finance Officers
The California Society of Municipal Finance Officers is a State -wide organization serving California municipal finance professionals. The organization promotes excellence in financial management through innovation, continuing education, and the professional development of its members. The City strives to create a budget document that meets the California Society of Municipal Finance Officers budget award criteria.
Capital Asset
A tangible, fixed asset that is long-term in nature, of significant value, and obtained or controlled as a result of past transactions, events, or circumstances. Fixed assets include land, buildings, equipment, improvements to buildings, and infrastructures such as streets and other immovable assets. A capital asset is defined as an asset with a useful life extending beyond a single accounting period and $5,000 or more in value.
Capital Budget
A plan of capital expenditures and the means of financing capital expenditures. The capital budget is adopted as part of the City’s complete two -year budget cycle, including operating and capital outlays.
Capital/Maintenance/Equipment Project
Major construction, acquisition, or renovation activities that add value to the physical assets of the City, or significantly increase the asset's useful life. During the budget preparation process, all City departments are required to submit capital/maint enance/equipment project requests and justifications, assigned by priority, for review. Examples of capital/maintenance/equipment projects are capital equipment that costs $5,000 or more; remodels involving office furniture, repairs, or alterations to a facility or computer program; communications equipment; and assets including land, structures, and improvements. The approved requests are budgeted, as appropriate, in the General Fund Capital Projects, Enterprise, or Internal Service Funds.
Capital Outlay
Expenditures that result in an acquisition of or addition to fixed assets.
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Capital Project Funds
This fund type is used to account for financial resources used in acquiring or building major capital facilities other than those financed by Proprietary and Trust Funds.
Carry-over
Expenditure originally planned in the current budget year but because of delays is postponed to the following budget year.
Central Coast Water Authority
The Central Coast Water Authority (CCWA) is a public entity duly organized and existing under a Joint Exercise of Powers Agreement, dated August 1, 1991. CCWA is composed of eight public agency members including the City. Members entered into the Joint Exercise of Powers Agreement to exercise CCWA’s common power to acquire, construct, operate, and maintain waterworks and facilities for the development and use of water resources and water rights including without limitation, works and facilities to divert, store, pump, treat and deliver water for beneficial uses. CCWA's mission is to provide San Luis Obispo and Santa Barbara Counties with reliable, high-quality supplemental water, known as State Water.
Certificates of Participation
A debt instrument, commonly called Certificates of Participation, which provides long-term financing to construct or acquire capital facilities and equipment through a lease (with an option to purchase) or an installment agreement.
City Administrative Memorandums
City Administrative Memorandums are internal procedures established for all City departments to follow as directed by the City Manager. In other organizations, these directives can be found in a policy and procedures manual.
Clean Water Act
The Clean Water Act establishes the basic structure for regulating discharges of pollutants into the waters of the United States and regulating quality standards for surface waters.
Community Emergency Response Training
The Community Emergency Response Training Program educates people about disaster preparedness for hazards that may impact their community and trains people in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations.
Community Development Block Grant
Grant funds allocated by the Federal government to the City. The Federal government determines the annual grant amount based on a formula that takes into account such factors as population growth, level of poverty, age of housing, and extent of overcrowding. The City has parti cipated as an entitlement community in the Community Development Block Grant program since 1975, which was the first year of funding.
Construction Permits
The Building Division regulates building and associated construction activities to protect public health, safety, and welfare according to uniform construction codes governing land use and code enforcement. Construction permits are required for new buildin gs, additions, and installation or replacement of water heaters, furnaces, water treatment systems, and other appliances.
Coronavirus
A coronavirus is a type of common virus that infects humans, typically leading to an upper respiratory infection. COVID -19 is a name for a new disease, coined as an abbreviated form of coronavirus disease 2019. This is a mild to severe, even deadly, respiratory illness that is caused by a coronavirus. In late 2019/early 2020, the COVID-19 pandemic swept the globe, creating economic and social chaos.
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Cost Allocation Transfers
Payments, by operating departments of the City to the General Fund, for central support services such as administration, payroll, and accounts payable.
Coverage
The margin of safety for payment of debt services that reflects the number of times by which earnings for some time exceed debt service payable in such a period.
Debt Financing
Issuance of bonds and other debt instruments for capital improvements needed today and pledging future revenues to repay principal and interest expenditures (see Debt Service). The City uses debt financing only for one -time capital improvements whose life will exceed the term of financing and where expected revenues are sufficient to cover the long-term debt.
Debt Service
Payments of principal and interest on bonds and other debt instruments according to a pre - determined schedule.
Debt Service Funds
Debt Service Funds are used to account for the payment and accumulation of resources related to general long term debt principal and interest; debt service payments related to enterprise operations are directly accounted for in those funds.
Department
A major organizational unit of the City that has been assigned overall management responsibility for an operation or a group of related operations within a functional area.
Department of Water Resources
The Department of Water Resources operates and maintains the State Water Project, including the California Aqueduct. The Department provides dam safety and flood control services, assists local water districts in water management and conservation activities, promotes recreational opportunities, and plans for future State-wide water needs.
Division
A sub-operation of a City department.
Digital Infrastructure and Video Competition Act
Under this State law signed by the Governor in 2006, the City can no longer issue new cable franchises; they are instead issued by the State Public Utilities Commission. The City subsequently approved ordinances to acquire certain rights and responsibilities under the DIVCA, including the regulation and fees regarding the time, place, and manner of using the public rights -of-way, and customer service standards. Also, the City retains a five percent franchise fee, and a separate PEG franchise fee.
Downtown Fridays
Downtown Fridays are designed to give people more activities and events to do so they spend more time downtown. Launched in 2016, Downtown Fridays are held in late March into October, weather permitting, at Town Center West. The event is a component of the Downtown Specific Plan, and is a partnership of the City and local entrepreneurs.
Downtown Multimodal Streetscape Plan
The downtown area consists of four blocks east and west of Main Street (State Highway 166) and the area from Fesler Street north of Broadway (State Highway 135) to just south of the Public Library. The area also includes the Santa Maria Transit Center and the nearby Hancock Terrance Apartments along Boone Street. The goal is to enhance corridor access on Broadway and Main Street for walking, biking, City of Santa Maria 2026-28 Biennial Budget
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and transit riders, to connect downtown to retail areas, civic areas, Allan Hancock College, the Transit Center, and surrounding disadvantaged communities.
Drug Abuse Resistance Education
Drug Abuse Resistance Education, better known as DARE, is an education program operated by the Police Department that seeks to prevent the use of illegal drugs, membership in gangs, and violent behavior. Police officers visit school children on campus to spread this message.
Emergency Operations Center
An Emergency Operations Center is a pre-designated facility established by the City to coordinate its overall response and support to an emergency.
Encumbrances
Resources that are set aside or committed to specific use and are no longer available for other expenditures. Encumbrances are also known as obligations.
Enterprise Funds
Proprietary fund type used to report an activity for which a fee is charged to external users for goods or services.
Environmental Impact Report
A detailed review of a proposed project, its potentially adverse environmental effects, possible changes that can be made to reduce adverse effects, and possible alternatives.
Expenditure Savings
Under the City’s budgeting procedures, staffing cost projections are based on all positions being filled throughout the year. Cost projections for major supply purchases and service contracts are projected on a similar basis. However, costs may be less due to vacancies and purchase cost savings. Experience indicates that actual expenditures are likely to be less than budgeted amounts, due in large part to this costing methodology. Accordingly, the expenditure savings category is used to account for this factor in preparing fund balance and working capital projections.
Expenditures
The outflow of funds paid or to be paid for an asset, goods, and services obtained regardless of when the expense is paid. This term applies to all governmental funds. Note: An encumbrance is not an expenditure; an encumbrance reserves funds to be expended.
Fee
A charge to the consumer for the cost of providing a particular service. City fee levies may not exceed the estimated reasonable cost of providing the particular service or facility for which the fee is charged, plus overhead.
Federal Communications Commission
The Federal government department that sets and controls the communications standards in the country.
Federal Transit Administration
The Federal agency administers formula discretionary grants to support a variety of locally planned, constructed and operated public transportation systems throughout the United States.
Fines, Forfeitures, and Penalties
Revenues received and/or bail monies forfeited upon conviction of a misdemeanor or municipal infraction.
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Fiscal Year
The beginning and ending period for recording financial transactions. The City has specified July 1st to June 30th as its fiscal year.
Fixed Assets
Assets of long-term nature such as land, buildings, machinery, furniture, and other equipment. The City has defined fixed assets as those with an expected life over three years and an acquisition cost over $5,000.
Franchise
The fee paid to a municipality from a franchisee for "rental" or "toll" for the use of City streets and rights- of-way.
Full-Time Equivalent Position
A part-time or limited-service position converted to a decimal equivalent of a full-time position based on 2,080 hours per year (40-hour workweek). For example, an employee budgeted to work six months or 1,040 hours would be equal to 0.5 of a full-time position.
Function
A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service. The six functions in the City's financial plan are Public Safety; Utilities; Public Ways and Facilities; Leisure and Cultural Services; Community and Economic Development; and General Government.
Fund
A fiscal accounting entity that records all financial transactions for specific activities or government functions. The generic fund types used by the City are General, Special Revenue, Debt Service, Capital Project, Enterprise, Internal Service, and Trust and Agency Funds.
Fund Balance
Also known as financial position, fund balance for the governmental fund types is the excess of fund assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses. The fund balance is a similar (although not exact) concept as working capital in the Enterprise Funds.
Gasoline Tax
Currently, 51.1 cents per gallon. The use of tax is limited to research, planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guideways. Also called Highway Users Tax and Motor Vehicle Fuel License Tax.
General Fund
The primary operating fund of the City. All revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund, including Measure U. Except for subvention or grant revenues restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose.
General Plan
The City’s General Plan is a blueprint for growth. State law requires that the General Plan include seven elements. These elements must cover the following topics: Land Use, Circulation, Housing, Safety, Noise, Conservation, and Open Space. A General Plan has two main purposes: to provide information about the community and to provide the decision -making bodies with a framework of community goals and objectives by which specific development proposals are gauged.
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General Revenue
Those revenues that cannot be associated with a specific expenditure, such as property (other than voter-approved indebtedness), sales, and business license taxes.
Generally Accepted Accounting Principles
Uniform minimum standards and guidelines for accounting and reporting. These standards govern the form and content of the annual financial statements of an entity. These include the standards, conventions, and rules that accountants follow in recording and summarizing, and in the preparation of financial statements.
Geographic Information Systems
A Geographic Information System (GIS) is an integrated collection of computer hardware and software used for the storage, retrieval, mapping, managing, viewing, analyzing, and modeling of data about geographic features. A GIS provides a framework for gathering and organizing mapped data about a city, along with related databases so that the information can be mapped and analyzed. GIS is used in all primary systems within the City, including utility mapping and management, police dispatch, fire response, emergency planning and operations, planning and development, and much more.
Governmental Accounting Standards Board
The Governmental Accounting Standards Board establishes financial accounting and reporting standards for State and local governmental entities, including the City. The standards guide the preparation of external financial reports of those entities.
Government Finance Officers Association
The Government Finance Officers Association is the professional association of state/provincial and local finance officers in the United States and Canada and has served the public finance profession since 1906. Government Finance Officers Association memb ers are dedicated to the sound management of government financial resources. The City strives to create a budget document that addresses the Government Finance Officers Association program criteria as a policy guide, financial plan, operations guide, and a communications device.
Grants
Contributions of cash or other assets usually from another governmental agency to be used or expended for a specified purpose, activity, or facility.
H-2A Housing
Housing for temporary, nonimmigrant workers (H -2A workers) authorized by the Federal government to perform agricultural services of a temporary or seasonal nature.
Highway
The standard arterial road type in California, varying in width from two lanes to eight. Three State highways are passing through the City: Highway 101, Highway 135 (Broadway), and Highway 166 (Main Street).
Hotel/Bed Tax (also see Transient Occupancy Tax)
The term Hotel/Bed Tax is commonly used when referring to the transient occupancy tax. Transient occupancy tax is a tax levied by cities on persons staying in a room(s) in a hotel, inn, motel, tourist home, non-membership campground, or other lodging facilities.
Integrated Waste Management Facility
An Integrated Waste Management Facility is a comprehensive multi-faceted facility for handling solid waste. Solid waste is brought to this facility and sorted into categories for recycling, reuse, composting, landfilling, or other methods of solid waste disposal and use. The City is planning to open such a facility at Los Flores Ranch.
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Internal Service Fund
Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government on a cost-reimbursement basis.
Investment Earnings
Revenue earned from the investment of idle public funds.
League of California Cities
The League of California Cities (LOCC) is an association of California city officials working together to enhance league members’ knowledge, skills, exchange information, and combine resources that might influence policy decisions that affect cities. The L OCC represents cities’ concerns regarding legislation and State finances and provides training for City officials and City Council members Lexipol
A company that provides defensible policies and training for public safety organizations, including policy manuals and training solutions to reduce risk and avoid litigation.
LISTOS/Ready Santa Maria
The Listos/Ready Santa Maria program is a 12-hour, four-week emergency preparedness class taught by Fire Department staff to Spanish-speaking residents. Listos means Ready in Spanish.
Local Economic Augmentation Fund (LEAF)
The Local Economic Augmentation Fund is a reserve fund, made up of one- time discretionary resources, distinct from the General Fund that is designed to help balance the General Fund’s operating budget during times of economic and/or financial crisis.
Local Agency Formation Commission
A Local Agency Formation Commission exists in each county, with powers to review, approve, or deny proposals for boundary changes and incorporations for cities, counties, and special districts.
Los Flores Ranch Park
This 2.8-square-mile City park located about eight miles south of Santa Maria, at 6245 Dominion Road, offers a rare mix of environmental education, recreation, and approximately eight miles of hiking/equestrian/mountain biking trails.
Licenses and Permits
Charges designed to reimburse the City for costs of regulating activities being licensed, such as licensing of animals, bicycles, etc.
Limited-Service Employees
Limited service employees are those employees who work up to 19-hours per week (shown in full-time equivalency
Line-Item Budget
A budget that lists detailed expenditure categories (salaries, postage, telephone service, chemicals, travel, etc.) separately, along with the amount budgeted for each specified category. Detail line-item accounts are maintained and recorded for financial reporting and control purposes.
Makerspace
A Makerspace is a place where people with shared interests, especially in computing and technology, can gather to work on do -it-yourself projects while sharing ideas, tools and equipment, and knowledge. The Santa Maria Public Library Makerspace program is offered in collaboration with Allan Hancock College and the Santa Maria Valley Discovery Museum.
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Mandate
Legislation passed by the State or Federal government requiring action or provision of services and/or programs. Examples include the Americans with Disabilities Act, which requires actions such as physical facility improvements and provision of specialized transportation services.
Mass Notification System
The Mass Notification System is a mass communications service that provides City officials with the ability to communicate with all residents via telephone, text, and e- mail regarding time-sensitive and public safety matters, such as unforeseen events or emergencies. The Utility Billing Division utilizes this service on weekdays to send 48-hour shutoff notifications to customers who are delinquent in paying their utility bills.
Measure A
Measure A was passed by the voters of Santa Barbara County in November 2008. This measure extends, for 30 years, the existing half -cent sales tax used to fund local transportation projects that have been in place since the approval of Measure D in 1989.
Measure U
Measure U is a local transaction and use tax within the City of Santa Maria. City voters initially approved Measure U in the June 2012 election (63.95 percent support), enacting a one- quarter-cent general transaction and use tax. More recently, City voters in the November 2018 election (with a 74.18 percent majority) extended and enhanced Measure U at the one-cent rate, to support essential City services.
The tax is imposed upon all retailers within the incorporated City Limits. The tax applies to gross receipts from any retailers from the sale of tangible property sold at retail within the City. The specific use of these tax proceeds is determined by the City Council, with the vast majority (90 percent) allocated to public safety. The Measure U Citizens’ Oversight Committee reviews the annual independent financial audit, and any other City financial reports necessary to advise the City Council of its findings on an annual basis.
Memorandum of Understanding
A document providing a general description of the responsibilities that are assumed by two or more parties in pursuit of their goal(s).
Mobile Data Terminals
A mobile data terminal is a computerized device used in emergency vehicles to communicate with the public safety dispatch center.
Motor Vehicle License Fee
Motor vehicle license fees are assessed for the privilege of operating a vehicle on public streets. A motor vehicle license fee is annually levied at two percent of the market value of motor vehicles and is imposed by the State "in lieu" of local property taxes. A motor vehicle license fee is also called Motor Vehicle In-Lieu Tax.
Municipal Code
The Municipal Code contains all City ordinances as approved by the City Council. The document is arranged by titles, chapters, and sections. The City maintains the Municipal Code on its website for public usage.
National Pollutant Discharge Elimination System
The National Pollutant Discharge Elimination System Permit Program was established by the Federal government to control point -source discharges of water pollution. In California, these programs are administered by the State Water Resources Control Board an d by nine regional boards that issue National Pollutant Discharge Elimination System permits and enforce regulations within their respective region.
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Non-Hazardous Hydrocarbon Impacted Soils
Non-Hazardous hydrocarbon impacted soils is non- hazardous soil from oil sumps and mining operations, containing oil in levels approved by State regulators, and is used as cover material for the closed sections of the City’s Landfill. The generators or owne rs of non -hazardous hydrocarbon impacted soils pay to have the soil removed, and the City receives revenues to cover the cost of the closure, and for staff upgrades and enhancement.
Objective
A statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program.
Off-Highway Motor Vehicle License Fee
A fee imposed for the issuance or renewal of identification for every off-highway motor vehicle.
Operating Budget
The portion of the budget that pertains to daily operations and delivery of basic governmental services. The program budgets in the financial plan from the operating budget.
Operating Expenses
The cost for personnel, materials, and equipment required for a department to function.
Operating Revenues
Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day activities.
Operating Transfers
Payments from one City fund to another City fund for services, supplies, or repayments of expenses made on behalf of the fund.
Operations
A grouping of related programs within a functional area.
Ordinance
A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, such as a State statute or constitutional provision, it has the full force and effect of law within the boundaries of the City.
Other Post-Employment Benefits
The Government Accounting Standards Board requires local governments to account for “Other Post- Employment Benefits.” Other post -employment benefits ligations are primarily for retiree health care costs but may include other benefits such as insurance.
Part-Time Employees
Part-time employees are those employees working up to 32-hours per week in a budgeted position.
People for Leisure and Youth, Incorporated
People for Leisure and Youth, Incorporated is a non -profit public benefit corporation committed to promoting public welfare and education through the acceptance of contributions for use in enhancing, maintaining, and promoting the recreation, leisure, and parks services offered by the City’s Recreation and Parks Department.
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Peace Officer Standards and Training
The California Commission on Peace Officer Standards and Training set minimum selection standards for California peace officers employed by Peace Officer Standards and Training -participating agencies.
Program
A grouping of activities organized to accomplish basic goals and objectives. The budget includes various programs grouped into six functions.
Property Tax
An ad valorem tax imposed on real property (land and permanently attached improvements) and tangible personal property (movable property).
Proposition 1B
Proposition 1B, a transportation bond, was approved by California voters in November 2006, resulting in $19.925 billion in transportation funding for the State, cities, and counties.
Proposition 13
Article XIIIA of the California Constitution, commonly known as Proposition 13, which limits the maximum annual increase of any ad valorem tax on real property to one percent of the full cash value of such property.
Proprietary Funds
The Enterprise Fund accounts for operations that are financed and operated like private business enterprises – where the governing body intends that the costs of providing goods or services to the general public continuingly be financed or recovered primarily through user charges.
Provisional Employee
An employee who has not completed a probationary period and who has not been appointed to his/her present class from an eligible list.
Public Agency Retirement System
All seasonal and temporary employees, and all other employees not covered by the California Public Employees Retirement System, are covered by the Public Agency Retirement System according to the requirements of 3121 (b)(7)(F) of the Internal Revenue Servi ce Code (IRS). The Public Agency Retirement System is a Defined Contribution Plan qualifying under 401(a) and 501 of the IRS code.
Public, Education, and Government
Because of its three components, Public Access Television is sometimes referred to as Public, Education, and Government programming or Santa Maria Community TV.
Quimby Fees
The 1975 Quimby Act authorized cities and counties to pass ordinances requiring that developers set aside land, donate conservation easements, or pay fees for park improvements.
Regional Water Quality Control Board
The Regional Water Quality Control Board’s mission is to develop and enforce water quality objectives and implementation plans that will best protect the State's waters, recognizing local differences in climate, topography, geology, and hydrology. These tasks include: protecting and enforcing the many uses of water including the needs of industry, agriculture, municipal districts, and the environment.
Rental Income
Revenues received through the rental of public properties, such as recreation and park facilities to private parties.
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Reserve
An account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose, therefore, not available for general appropriation.
Revenue
Annual income received by the City from external sources to finance City operations.
Revenue Bonds
Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and interest.
Revenue from Other Agencies
Revenues received from the local, county, State, and Federal governments. These funds come in the form of support for programs, such as entitlement programs and one-time grants for which applications must be submitted.
Rights-of-Way
The legal right of passage over property owned by another party. A parcel of land granted by deed or easement for construction and maintenance according to a designated use.
SAFER Grant
SAFER stands for Staffing for Adequate Fire and Emergency Response. These competitive grants, from the Department of Homeland Security through the Federal Emergency Management Agency, are utilized by the Fire Department to purchase equipment and hire firefighters.
Sales Tax
Sales tax is imposed on retailers for the privilege of selling tangible personal property in California. The tax base is the total retail price.
Santa Barbara County Association of Governments
The Santa Barbara County Association of Governments is a regional planning agency comprised of Santa Barbara County and all eight incorporated cities within the County. Santa Barbara County Association of Governments distributes local, State, and Federal t ransportation funds and acts as a forum for addressing regional and multi-jurisdictional issues.
Santa Maria Community Television
Santa Maria Community Television (SMCTV) is a public access television studio with three cable channels for public, educational, and government programming. The operation is funded through an annual grant paid by Comcast Cablevision as a condition of the franchise agreement and by outside revenues secured by staff. SMCTV employees are assigned to the City Manager's Office.
Santa Maria Regional Transit
Santa Maria Regional Transit (SMRT) provides a regional public transportation service, as mandated under State and Federal regulations, for the transit needs of the Santa Maria urban area.
SB 1 Funding
The “Road Repair and Accountability Act” (SB 1) signed by the Governor in 2017, sets gas and diesel per-gallon taxes to generate $5 billion annually in long -term, dedicated transportation funding to make road safety improvements, fill potholes, repair local streets, highways, bridges, and overpasses, with the revenues split equally between State and local government projects. SB 1 is to dedicate about $2 million per year, through annual payments, to the City of Santa Maria. The City intends to improve neighborhood streets with these funds.
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Septage Receiving Station
The septage receiving station at the Wastewater Treatment Plant screens septage offloaded from haul trucks for safe introduction to plant processes.
Santa Maria River Levee
The 17-mile-long Santa Maria River Levee provides flood protection to the Santa Maria Valley and the City. The City does not own, operate, or maintain the levee. The levee was designed and built by the Army Corps of Engineers from 1959 to 1963 and is owned and operated by the Santa Barbara County’s Department of Public Works' Flood Control District. The City and County successfully lobbied for levee repairs, and a multimillion-dollar rehabilitation project, to strengthen the structure to modern standards, began in 2009 and was done by 2014. The City and County contributed funds to complete the rehabilitation of the final 3,700-foot section.
Service Charges
Charges imposed to support services to individuals or to cover the cost of providing such services. The fees charged are limited to the cost of providing the service or regulation required (plus overhead).
Special Revenue Funds
This fund type is used to account for the proceeds from specific revenue sources (other than trusts or major capital projects) that are legally restricted to expenditures for specific purposes.
Sphere of Influence
A sphere of influence is an unincorporated area that is subject to the influence of City planning because it is destined to become annexed. The Local Agency Formation Commission has sole responsibility for establishing a City's sphere of influence.
State Mandated Costs
Article XIIIB, Section 6 of the California Constitution which requires the State to reimburse local agencies for the cost of State- imposed programs. The process is commonly called "SB 90" after its original 1972 legislation.
State Water
State Water is a supplemental, high-quality water source, imported from northern California by way of a complex system of canals, pipelines, pumps, and treatment plants. Deliveries to participating communities within Santa Barbara County began in 1997. In most years, a large percentage of Santa Maria’s municipal water consists of State Water.
Subventions
Revenues collected by the State (or other levels of government), which are allocated to the City on a formula basis. The major subventions received by the City from the State include motor vehicle in-lieu and gasoline taxes.
SWAT
A unit within a police force that is trained to deal with situations of unusual danger, especially when requiring aggressive tactics or enhanced firepower. SWAT stands for Special Weapons And Tactics.
Target Budget
A budget that is based on a specific predetermined allocation of financial resources per department.
Operational decisions are made by departments with the intent of not exceeding the department's predetermined financial resources.
Tax
A compulsory charge levied by a government for financing services performed for the common benefit.
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Tax Increment Financing
A tax incentive designed to attract business investment by dedicating to the project area the new property tax revenues generated by redevelopment. The increase in revenues (increment) is used to finance development-related costs in that district.
Traffic Safety Fund
All fines and forfeitures received as a result of arrests by City officers for vehicle code violations must be deposited in a special City “Traffic Safety Fund” to be used for traffic control devices; maintenance of equipment and supplies for traffic law enforcement, traffic accident prevention; maintenance/improvement or construction of public streets, bridges or culverts; and the compensation of school crossing guards who are not regular full- time members of the Police Department.
TrakIt
TrakIt is a proprietary municipal software application used by City departments to track and map all City activities down to the address level. Uses range from tracking code compliance cases, permitting and project planning, tracking work orders, and more.
The Transportation Development Act
The Transportation Development Act is one of the major funding sources for public transit in California.
The Transportation Development Act provides two funding sources: the Local Transportation Fund and the State Transit Assistance Fund. The Transportatio n Development Act revenues are allocated to transportation programs, including regional and municipal transit systems, pedestrian and bikeway improvements, and street and road construction.
Transient Occupancy Tax (TOT) - Also see Hotel/Bed Tax
A tax levied by cities on persons staying in a room(s) in a hotel, inn, motel, tourist home, non- membership campground, or other lodging facilities. The City’s TOT rate is 10 percent. In early 2016 the City Council approved the formation of a Tourist Impro vement District (TID), assessing a two percent fee on each overnight stay in a Santa Maria motel or hotel room; those funds are used by the TID members to market the community to overnight guests.
Unrestricted
Under the Governmental Accounting Standards Board, Unrestricted fund balance is the amount of fund balance left after determining both non-spendable and restricted net resources. The unrestricted fund balance is the amount of fund balance that a local government, itself, has placed constraints on its use (committed and assigned) and fund balance that does not have any specific purpose identified for the use of those net resources (unassigned). The unrestricted fund balance, therefore, includes the committed, assigned, and unassigned classifications.
Vehicle License Fee
Established in 1935 as a uniform State -wide tax, the vehicle license fee is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property. By law, all revenues from the vehicle license fee fund City and County services, bu t the State Legislature controls the tax rate and the allocation among local governments. In 2004, the Legislature permanently reduced the vehicle license fee tax rate and eliminated State general fund backfill to cities and counties. Instead, cities and counties receive additional transfers of property taxes in-lieu of vehicle license fees.
Wastewater Treatment Plant
The Wastewater Treatment Plant, located on Black Road, treats and disposes of millions of gallons of wastewater and accepted septage within State and County standards.
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Working Capital
Known as a financial position in private sector accounting and enterprise fund accounting in the public sector, working capital is the excess of current assets over current liabilities. For the enterprise funds, this term is a similar (although not exact) concept as fund balance in governmental fund types. 307
APPENDICES
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APPENDIX A: FINANCIAL AND BUDGET POLICIES
INTRODUCTION
SUMMARY
The financial integrity of any City is of utmost importance. A key element in maintaining this integrity is the development of a comprehensive set of budget and financial policies to guide city action. The City operates under a variety of budget and financ ial policies that can be found in many different sources, such as City Council Resolutions, budget documents, as well as other Council and administrative policies. The following Budget and Financial Policies are designed to bring together all existing policies; to formalize those undocumented policies currently being used, to develop financial policies in compliance with the National Advisory Council on State and Local Budgeting and the Government Finance Officers Association (GFOA) recommendations.
Written, adopted financial policies have many benefits, such as assisting the City Council and City Manager in the financial management of the City, saving time and energy when discussing financial matters, increasing public confidence, and providing conti nuity over time as City Council and staff members change.
RESPONSIBILITY
The Budget and Financial Policies are and may be periodically amended. The following policies are designed to promote sound financial management and guide the City in maintaining financial stability, efficiency, and effectiveness.
BUDGET POLICIES
SUMMARY
The adoption of a budget is one of the most important actions taken by the City Council, as the budget establishes the City’s priorities and goals. The budget determines how resources are assigned to the goals, objectives, and priorities set forth by the City Council. The budget is, in reality, the financial work plan, translated into appropriations and supported by revenues. The following policies guide the development and management of the budget.
TWO-YEAR BUDGET
The City uses a two-year financial plan, which emphasizes long-range planning and effective program management. The City began preparing a two -year budget with the development of the 1986 -88 Two-Year Budget. Preparing a two -year budget reinforces the impor tance of long -range planning, promotes more orderly spending patterns, and significantly reduces the amount of time and resources allocated to preparing annual budgets.
The City Council adopts a two-year budget that consists of two, one-year budgets. This format means that each year, of the two -year budget, is a separate spending guide and those unused appropriations will lapse at the end of the first fiscal year unless specifically carried forward into the second fiscal year. All unexpended appropriations lapse at the end of the two-year fiscal year period unless encumbered. Lease contracts entered into by the City are subject to annual appropriation by the City Council; hence the leases are legally one-fiscal year contracts with an option for renewal for another fiscal year.
BUDGET ADMINISTRATION
The City Council may amend the budget by a majority vote of the City Council at any time during the two years. The City Manager is authorized to make administrative adjustments to the budget as long as those changes do not significantly impact policy or affect budgeted year-end fund balances. Any revisions that alter the fund balance of a fund must be approved by the City Council. The level at which expenditures may not legally exceed appropriations is, therefore, established at the fund level.
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MID-YEAR BUDGET REVIEW
At the end of the first budget year, a Mid -Year Budget Review is conducted and recommended budget amendments for the second budget year are presented for City Council consideration.
MEASURABLE GOALS AND OBJECTIVES
Each fiscal year, measurable program goals and objectives are developed by each City department.
In addition to the publication of the Two -Year Budget, a separate document entitled “Goals and Objectives,” is annually published by the City Manager’s Office . The status of these goals and objectives are then formally reported, quarterly during the fiscal year, to the City Council.
QUARTERLY BUDGET REVIEWS
Reports on the City’s fiscal condition are presented to the City Council four times per year. If necessary, budget amendments required to maintain ongoing operations are presented to the City Council for consideration at that time.
BALANCED BUDGET
Unless otherwise authorized by the City Council, the City strives to adopt a balanced budget whereas operating revenues are equal to, or exceed, operating expenditures during each year of the two-year budget period. Any increase in expenses, a decrease in revenues, or a combination of the two that results in a budget imbalance requires a budget revision initiated by the City Manager, rather than spending unappropriated surpluses or designated reserves to support ongoing operations. Any year - end operating su rplus will revert to equally to General Fund Assigned Fund Balance for Unfunded Pension Benefits, to the capital projects fund for “one- time-only” General Fund expenditures, and to Local Economic Augmentation Fund (LEAF) until the LEAF fund balance reaches 5 percent of operating General Fund and Measure U operating appropriations.
Under this policy, it is allowable for total expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance should only be used to fund capital improvement projects, or other “one-time,” non-recurring expenditures.
FINANCIAL REPORTING POLICIES
ANNUAL REPORTING
The City will prepare annual financial statements following generally accepted accounting principles (GAAP) requirements. The City will contract for an annual audit to be performed by a qualified independent certified public accountant and will strive for an unqualified opinion from the independent auditors.
The City will issue a request for proposal (RFP) at least every five years to evaluate replacement of the current auditors – this is to ensure that internal controls are freshly examined. Due to the frequent lack of qualified audit firms in the public sector, the current auditors are allowed to respond to the RFP.
The City will use GAAP in preparing the annual financial statements with the intent of meeting the requirements of the GFOA’s Award for Excellence in Financial Reporting Program. The City will issue audited financial statements within 180 days of the year-end date of June 30th.
INTERIM REPORTING
The City will prepare, and issue timely, interim reports on the City’s fiscal status to the City Council and staff. These reports will include, but are not limited to, the following:
• Online access to the City’s financial management system. • Updated, computerized financial reports available to City departments within five working days of month-end.
• Quarterly, departmental analysis of revenues and expenditures; including a comparison o f
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udget to actual, for revenues and expenditures, and an explanation of variances greater than five percent of major categories (Salaries, Materials, Equipment, and Con tracts); wit h City of Santa Maria 2026-28 Biennial Budget
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departments explaining variances, on the division level, greater than ten percent of their total budget.
• Quarterly Financial Reports to the City Council, outlining current economic conditions, the financial status of major funds, and if needed, budget amendments required to maintain ongoing operations.
• At the end of the first budget year, a Mid -Year Budget Review to assess revenues to -date, projected revenues, the adequacy of the second -year budget, and identify any needed adjustments. This report recommends budget amendments to the City Council for consideration for the second-year budget.
DIVERSIFIED AND STABLE REVENUE BASE
The City seeks to maintain a diversified and stable revenue base to protect from short-term fluctuations in any one revenue source.
CURRENT REVENUES FOR CURRENT USES
The City will expend all current expenditures utilizing current revenues; and avoid procedures that balance current budgets by postponing needed expenditures, accruing future revenues, or rolling over short-term debt.
INTERFUND TRANSFERS AND LOANS
In adherence to grant requirements, GAAP, and public policy goals, the City has established various special revenue, capital project, debt service, and enterprise funds to account for revenues that are restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its revenue sources, expenditures, and fund equity.
Transfers among funds for operating purposes are outlined in the two-year budget document and can only be made by the Director of Finance, following the adopted budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from inter-fund borrowing, which are customarily made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year. In summary, inter - fund transfers result in a change in fund equity; inter -fund borrowings do not, as the intent is to repay the loan in the near term.
From time to time, interfund borrowings may be appropriate; however, these are subject to the following criteria to ensure that the fiduciary purpose of the fund is met:
• The Director of Finance is authorized to approve temporary inter-fund borrowings for cash flow purposes whenever the cash flow is expected to be resolved within 45 days. The most common use of this type of inter -fund borrowing is for grant programs such as Local Law Enforcement Block Grant Funds, where costs are incurred before drawdowns are initiated and received; and the receipt of funds is typically received shortly after the request for funds was made. • Other inter-fund borrowings, for cash flow or other purposes, are dealt with by a case-by-case review by the Director of Finance.
REVENUE MANAGEMENT POLICIES
REVENUE DISTRIBUTION
The City Council recognizes that GAAP, for State and local governments, discourages the “earmarking” of General Fund revenues. Though there may be occasions when specific revenue may be needed to fund an activity, the practice of designating General Fund r evenues for specific programs should be minimized in the City’s management of its fiscal affairs. Approval of the following revenue distribution policies does not prevent the City Council from directing General Fund resources to other functions and programs, as necessary.
• Property Taxes: With the passage of Proposition 13 in 1978, California cities cannot set individual City of Santa Maria 2026-28 Biennial Budget
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property tax rates. In addition to limiting annual increases in market value, placing a ceiling on voter-approved indebtedness, and redefining assessed valuations, Proposition 13 established a maximum County-wide levy for general revenue purposes of one percent of market value.
Subsequent State legislation adopted formulas for the distribution of a County -wide levy of property taxes. The City now receives a percentage of total property tax revenues collected County-wide as determined by the County Auditor -Controller. General property tax remitted from the County is deposited into the General Fund as discretionary revenue. • Gasoline Tax Subventions: All gasoline tax revenues restricted by the State for street -related purposes will be used for maintenance activities. Because the City’s total expenditures for gas tax eligible programs and projects are much greater than this re venue source, operating transfers will be made between the Gas Tax fund and the General Fund. This approach significantly reduces the accounting efforts required in meeting State reporting requirements. • Transportation Development Act (TDA) Revenues: TDA revenues are allocated to transportation programs, including regional and municipal transit systems, pedestrian and bikeway improvements, and street and road construction. • Proposition 218: According to the terms of Proposition 218 passed by the voters in November 1996, tax revenues cannot be initiated or increased without a majority vote of the populace.
Therefore, the City property tax, sales tax, business license tax, and transient occupancy tax revenues cannot be increased without a community vote.
COST RECOVERY POLICY
USER FEES POLICY
The City imposes fees and charges to users for City services, goods, and permits. These fees and charges can be set at 100 percent of full cost or be subsidized by City funds. In adoption of fees, it must be found that fees and charges do not exceed the City's costs of providing the service or processing work. User fees and charges will be adjusted biannually to recover the full cost of services provided, unless City Council determines that a subsidy from the General Fund (or any other fund) is in the public’s best interest.
According to the standards established by Government Finance Officers Association (GFOA) and National Advisory Council on State and Local Budgeting (NACSLB) and their best practice guidelines, governments should calculate the full cost of the different ser vices they provide. For instance, GFOA recommends a formal fee policy that should identify factors to be considered when pricing services.
Factors to be Considered When Setting Fees and Charges, and Cost Recovery Levels:
• Consider community-wide versus special service nature of the program or activity. The use of general purpose (tax) revenue is appropriate for community- wide services, while user fees at full cost are appropriate for services which are of special benefit to easily identified individuals or groups.
• The full cost of providing a service should be calculated to provide a basis for setting th e
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harge or fee. Full costs shall include the following elements: direct labor, fringe benefits, equipment, materials, contract services, utilities, and cost allocation of indirect expenses, including legislative and central service costs.
• Fees and charges, in the absence of a specific public policy exception, should be set at full cost recovery.
• Public policy exceptions can occur due to the nature of the program or activity.
DEVELOPMENT IMPACT FEES
The Council’s policy is that to the extent reasonable, growth should pay for itself. As such, the Council has adopted a schedule of development impact fees. Development impact fees are one -time City of Santa Maria 2026-28 Biennial Budget
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charges assessed against new customers to recover their proportional share of capital costs incurred to provide service capacity for new customers. Developer contributed assets will be considered for credits against the impact fee based on a modeled value. Appropriate development fees are an important component in the overall strategy for financing capital improvements.
The city’s objectives for development impact fees shall include but are not limited to the following:
• Support the reasonable cost of growth.
• Consider the impact of growth on existing residents.
• Develop cost justified development fees.
• Address infrastructure requirements.
• Promote economic development.
• Provide financial capacity.
Development impact fees may be assessed for a public purpose such as:
• Libraries
• Parks, recreation facilities, trails and open space
• Law enforcement
• Fire protection
• General government
• Transportation
• Water
• Water resources
• Wastewater
• Solid Waste
DEBT POLICIES
The City’s debt management policy requires full disclosure of all financial reports. The City’s practice is to pay for capital projects and capital improvements on a pay-as-you-go basis using current revenues whenever possible. If a project or improvement cannot be financed with current revenues, long-term debt will be considered. The City will consider refinancing outstanding debt after comparing the cost of refinancing with the savings from reduced interest expense. Every effort will be made to limit the amount of general obligation debt. All general obligation debt will be used only for public purposes.
The following are those factors the City will take into consideration when incurring debt:
• The City will adhere to its debt covenants.
• The City will periodically review its debt capacity.
• The City will issue bonds only for capital improvements and general obligations. Long-term debt will not be used to fund operating activities.
• The City will publish and distribute an official statement for each bond and rate issue. • The City will not issue long-term debt with a maturity longer than the useful life of the project or item funded.
• If the City utilizes long-term debt financing, staff will ensure that the debt is soundly financed by determining that the cost/benefit ratio of the improvement is positive and the revenue sources used to repay the debt are conservatively projected.
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• Where possible and feasible, the City will use special assessment, revenue, or other self - supporting bonds and avoid the use of general obligation debt. • The City will maintain solid relationships and communications with bond rating agencies and will strive for improvements in the City’s bond rating.
FUND BALANCE RESERVES
BACKGROUND
To protect City operations from downturns in the economy, State reductions of local revenues, natural or man-made disasters, and the City’s creditworthiness, the City Council desires that the City maintains specific fund balance levels for the General and Enterprise Funds. These minimum balances will adequately provide for cash flow requirements and provide a contingency for unanticipated operating or capital needs.
MINIMUM BALANCES
General Fund: The City’s General Fund will endeavor to maintain a minimum unassigned fund balance of at least 25 percent of operating appropriations. These reserves are needed to insulate the General Fund programs and current service levels from large and unanticipated one -time expenditure requirements, a revenue reduction due to a change in State or Federal legislation, and other unforeseen circumstances.
In 2010 -11, the City adopted a General Fund Prudent Reserve under Governmental Accounting Standards Board (GASB) Statement Number 54. The prudent reserve amount is updated annually calculated based on 25 percent of operating appropriations. Appropriations from the reserve can only be made by formal City Council action and are limited to emergencies such as:
• An unplanned, major event such as a catastrophic disaster requiring expenditures over five percent of the adopted General Fund Budget.
• Budgeted revenue took over by another entity.
• A drop in projected/actual revenue of more than five percent of the adopted General Fund revenue budget.
Should the prudent reserve commitment be used, and its level falls below the minimum amount as described herein, the goal is to replenish the fund within two fiscal years.
ENTERPRISE FUNDS
The Enterprise Funds of Water Resources, Solid Waste, and Transit, will endeavor to fund and maintain a minimum working capital balance of 20 percent of operating appropriations.
VEHICLE AND EQUIPMENT REPLACEMENT FUNDS
The City maintains three “Internal Service Funds” to provide for the timely replacement of vehicles and related equipment, business equipment, and communication equipment. The City will endeavor to maintain a minimum fund balance in each of these funds equal to 20 percent of the original purchase cost of the items accounted for in the fund.
As an Internal Service Fund, revenues are received by charging the other City funds utilizing vehicle and related equipment, business equipment, and communication equipment. The annual contribution to this fund will be based on a use allowance. The use all owance is calculated by the original cost of the item plus a four percent cost growth, divided by the estimated life of the vehicle or equipment. Also, funds are charged for actual incurred maintenance costs plus overhead.
LIABILITY AND WORKERS’ COMPENSATION FUNDS
The City will perform annual actuarial studies for the Liability and Worker’s Compensation funds and will fund the Liability Insurance fund at the 80 percent confidence level and the Worker’s Compensation Fund at the 90 percent confidence level.
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As prudent, based on cost and benefit analysis, the City may elect to self-insure certain assets. The City will review funding levels for self-insured assets on an annual basis and set-aside appropriated reserves to replenish assets throughout the year. The funds will be set -aside as reserves within the respective operating or internal insurance funds.
LOCAL ECONOMIC AUGMENTATION FUND
The Local Economic Augmentation Fund is a reserve fund established in 2000 -01 to be used as the primary financing mechanism to address any potential revenue shortfalls during times of economic downturns or severe State action, so as not to significantly im pact the operating budget and service levels of the General Fund. The City Council set aside General Fund proceeds into this account. The intent of this fund is to be used as a “gap financing” mechanism during downturns in the local economy. The City will strive to maintain 5 percent of General Fund and Measure U fund annual appropriations in the LEAF fund balance.
APPROPRIATIONS LIMITATION
BACKGROUND
Proposition 4 (Gann Initiative) requires that all local governments calculate and report the annual appropriations limits, i.e., the maximum appropriation, allowed by law, that the municipality may spend. Article XIII- B of the State Constitution Senate Bi ll 1352, passed in August 1980, requires each local government to establish, by resolution, an annual appropriations limit. In June 1990, the voters of the State of California approved Proposition 111, which subsequently modified the adjustment formula.
Under Proposition 4, if a local government ends the fiscal year with more proceeds of taxes than the appropriations limit allows, the municipality is required to return the excess to the taxpayers within two years (by reducing taxes or fees). Municipalities may use those two years to request voters to approve an override increasing the appropriations limit.
REPORTING REQUIREMENTS
• Annually, in July, the City Council will adopt a resolution establishing the City’s appropriations limit calculated following Article XIII-B of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any ot her voter-approved amendments or State legislation that affect the City’s appropriations limit. • The supporting documentation used in calculating the City’s appropriations limit and, projected appropriations subject to the limit, will be available for public and City Council review at least 10 days before City Council’s consideration of a resolution t o adopt an appropriations limit. The City Council will generally consider this resolution in connection with the final approval of the budget.
• The City will strive to develop revenue sources, new and existing, which are considered non - tax proceeds in calculating its appropriations subject to limitations. • The City will actively support legislation or initiatives sponsored or approved by the League of California Cities that would modify Article XIII-B of the Constitution in a manner that allows the City to retain projected tax revenues that result from growt h in the local economy for use as determined by the City Council.
• The City will seek voter approval to amend the appropriations limit if the tax proceeds are more than allowable limits.
CAPITAL MAINTENANCE EQUIPMENT PROJECT
OTHER DESIGNATIONS AND RESERVES
In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years, which are carried forward into the new year; debt City of Santa Maria 2026-28 Biennial Budget
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service reserve requirements; reserves for encumbrances; and other reserves or designation required by contractual obligations, State law, or GAAP requirements. Appropriations for projects approved in prior years will be carried forward administratively un less a project has not commenced within two years from the original funding approval date.
CAPITAL IMPROVEMENT PROJECT MAINTENANCE EQUIPMENT PROJECT (CIP-MEP) PURPOSE The purpose of the CIP-MEP is to systematically plan, schedule, budget, and finance capital projects to ensure cost-effectiveness and efficiency of construction.
General Fund CIP-MEPs will be budgeted in the General Fund Capital Projects Fund, while Enterprise and Internal Service Fund CIP-MEPs will be budgeted in the individual funds.
The CIP-MEP is a four-year plan organized into the same functional groupings used for the operating programs. Because the four-year plan is a planning tool rather than a budgeting tool, only two years of CIP-MEPs are reported in the two-year Capital Project section of the budget. The CIP-MEP, reported in the two-year budget, reports the responsible fund, the year funding will be appropriated, funding sources, and totals by category (Public Safety, Public Utilities, Public Ways and Facilities, etc.).
CIP-MEP - $5,000 OR MORE
Construction projects and equipment purchases, that cost $5,000 or more, will be included in the Capital Projects section of the budget; while minor capital outlays of less than $5,000 will be included within the operating program budgets.
CIP-MEP REVIEW
The City Manager’s Office, in combination with the Public Works and Finance Departments, will review the project proposals and determine a listing of projects for the two-year budget document. CIP-MEP projects that were approved in the prior budget but that did not start by the end of the calendar year are ineligible for carryover to the new budget.
DEFINITIONS
The following definitions are provided to clarify the difference between a capital project (outlay) and a capital/maintenance equipment project.
Capital Outlay: A capital project must include one or more of the following:
• Betterment: The replacement of an asset, by an improved or superior asset, results in a productive, efficient, and long -lived property. Betterment is considered capital outlay when the amount expended is “significant,” generally 20 percent or greater than the market value of the assets.
• Addition: Attached or separate units, which are extensions of an existing unit. • Acquisition, Construction, Rights -of-Way, etc.: The acquisition of new tangible assets, which are generally classified as land, structures, and improvements.
Maintenance: An expenditure for repair or alteration to a facility, which neither materially adds to the value of the facility nor appreciably prolongs its life.
Capital Equipment: The acquisition of capital equipment that is classified as Fixed Assets. Generally, the equipment is valued at $5,000 or more plus any computers, communications, or technical equipment that attach to the City’s network are classed as fixed assets. Other equipment under $5,000 may be acquired from operating funds.
CIP-MEP APPROPRIATION
Departmental requests for Capital/Maintenance Equipment Project funding are reviewed against the following criteria:
• Are additional funds needed to complete projects in progress; • Is the project required to meet a legal or policy mandate; City of Santa Maria 2026-28 Biennial Budget
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• Is the project required to improve unacceptable health and/or safety conditions; • Is the project required to maintain existing facilities or assets; • Is the project required to maintain existing service levels; • Will the project reduce other City costs;
• Will the project enhance and maximize operational efficiencies? Generally, project appropriations are made when the two -year budget is approved. If project costs at the time of bid award are less than the budgeted amount, the balance will be unappropriated and returned to fund balance or, with the approval of the City Manager, allocated to another project. If project costs at the time of bid award are greater than budget amounts, the following options are available:
• Eliminate the project from the CIP-MEP listing;
• Defer the project for consideration to the next budget period; • Redesign or change the phase of the project to meet the existing budget; • Transfer funding from another specified lower priority project; • Request City Council approval to appropriate additional resources from fund balance.
BUDGET CARRYOVER
To ensure that appropriations for uncompleted capital projects, grants, and professional services, from the fiscal year that is being closed, are available in the new fiscal year, departments follow a carry - over process. This process requires a departmenta l review of appropriations and expenditures as of the last day of the fiscal year; identification of purchase orders rolled over to the new fiscal year; determination of uncompleted grants, contracts, and capital projects.
The project appropriations will be reviewed biennially through the budget development process and any modifications for appropriations will be reviewed through the budget adoption.
Carry-over budget amounts are unused appropriations in the previous fiscal year and additions to the new fiscal year budget. These are grants, agreements, or projects that received City Council approval, but purchase orders were not issued nor were the pro jects/contracts/grants completed at year-end.
Qualifying carry -over appropriations are requests for bids, requests for proposals, grants spanning multiple fiscal years, and approved uncompleted capital projects.
Before any budget carryover departments submit a listing of the unused appropriations/budget carryover request to the Department of Finance for consideration and recommendation to the City Manager’s Office.
CONTRACT SERVICES POLICY
GENERAL POLICY GUIDELINES
Purpose: Contracting with the private sector, for the delivery of services, provides the City with a significant opportunity for cost containment and productivity increases. In some instances, the City uses private sector resources in delivering municipal services as a key element in the City’s continuing efforts to provide cost-effective programs.
Types: The City uses private sector contracting for construction projects, professional services, outside employment agencies, and other ongoing operating and maintenance services.
Purchasing Policy: All contracts will be executed in accordance with the City’s Council approved Purchasing Policy.
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Evaluating Costs: Indirect, direct, and contract administration costs of the City are to be identified and considered when evaluating and comparing the costs of private sector contracts with in -house services.
Contract Change-Orders: When circumstances dictate that it is in the best interests of the City for cost- efficiency purposes to deliver a project or to provide unanticipated like services within current appropriation authority, contract change orders may be executed. Contract change orders, for like services, often take advantage of economies of scale, cost-effectiveness, or may be desirable when time is of the essence. Contract change-order funding must be available within the existing budgeted authority, supported by proper justification, and approved by the City Manager on a case -by-case basis.
Conversion to Contract Services: Programs and activities that are currently provided by City employees may be converted to contract services when attrition, reassignment, or absorption of City staff occurs. However, such conversion would not happen until the proper notification requirem ents are made to the affected employees.
Evaluation Criteria: The cost-effectiveness of using contract services to meet established service levels will be evaluated using the general policy guidelines stated above and on a case-by-case basis using the following criteria:
Available Vendors: Is there a sufficient private sector market that can competitively deliver the service and offer a reasonable choice of alternative service providers? Contract Administration: Can the contract be effectively and efficiently administered by City staff? Contract Provisions: Can the contract contain provisions to compensate the City for damages should the contractor fail to perform?
Staffing Levels: Can a private-sector contractor respond to expansions, contractions, or other special requirements of the service by rapidly adjusting staffing levels? Scope of Work: Can the scope of work be sufficiently defined to ensure that competing proposals are fairly and fully evaluated, and can the contractor’s performance be fairly evaluated after the bid award?
Service Levels: Does the use of contract services provide the City with an opportunity to redefine service levels?
Emergency Services: Will the contract limits the City’s ability to deliver emergency or other high-priority services?
Accountability and Responsibility: Overall, can the City successfully delegate the performance of the service and still retain accountability and responsibility for the service delivery? City of Santa Maria 2026-28 Biennial Budget
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APPENDIX B: BUDGETARY ACCOUNTING
Budgetary accounting is a management tool to assist in controlling expenditures. Budgetary accounting is an important control tool because the annual budget is a legal compliance standard against which the operations of all funds are evaluated.
Budgetary accounts include appropriation, encumbrances, and estimated revenues. Appropriations are the authorizations granted by the City Council to make expenditures or incur obligations for specific programs. Appropriations are made by the specific program and fund type. Encumbrances reserve a portion of an appropriation representing a current fiscal year obligation that has not been paid, or commitments related to unperformed contracts for goods and services. Estimated revenues are the anticipated resources the City expects to receive from various funding sources throughout the fiscal year.
The City Council has the responsibility for the adoption of the City's budget, which is prepared by City staff. Budgets are adopted for all general, special revenue, and proprietary funds. The budget adopted by the City Council is for a two -year period, which consists of two one -year budgets. From the effective date of the budget, the amounts stated as proposed expenditures are reflected as appropriations or authorization for the various City departments to expend City resources. The City Council may amend the budget by motion at any time during the two years. At the end of the first budget year, a Mid -Year Budget Review will take place, with recommended budget amendments presented to the City Council for the second budget year. The City Manager may transfer funds from one major expenditure category to another within the same fund. Any revisions that alter the total fund balance must be approved by the City Council. Therefore, the level at which expenditures may not legally exceed appropriations is established at the fund level.
For the General Fund, the City Council establishes an appropriation limit according to Article XIIIB of the State Constitution. This appropriation limit is a spending limit for the proceeds of taxes to be spent.
This limit is based on the prior year’s limit, adjusted by the change in California Per Capita Income and by the change in the City’s population.
Appropriations remaining at the end of the first year are eligible to be carried forward to the second year. All appropriations lapse at the end of the two years to the extent that the appropriations have not been expended or encumbered. Encumbrance accoun ting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded to reserve that portion of applicable appropriations, is employed as an extension of formal budgetary integration in the governmental fund types. Lease contracts entered into by the City are subject to annual review by the City Council; hence, lease contracts are legally one-year contracts with an option for renewal for another fiscal year.
Generally, expenditures are recorded when a liability is incurred, as under accrual accounting.
However, debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are recorded only when payment is due.
Governmental funds are used to account for the government’s general governmental activities.
Governmental fund types use the flow of current financial resources and the modified accrual basis of accounting. Under the modified accrual basis of accounting, r evenues are recognized when susceptible to accrual (i.e., when revenues are “measurable and available”). “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to pay liabilities of the current period.
Revenues are recorded when received in cash, except for revenues subject to accrual (generally 60 days after fiscal year-end) are recognized when due. Property taxes, charges for services, and interest associated with the current fiscal period are all cons idered susceptible to accrual and as such have been recognized as revenues of the current fiscal period. Only the portion of special assessments receivable due within the current fiscal period is considered to be susceptible to accrual as revenue of the current period. All other revenue items are considered to be measurable and available when received by the government.
City of Santa Maria 2026-28 Biennial Budget
Appendix B: Budgetary Accounting
B-2
Budget amounts, reported for governmental funds of the City are adopted on a basis consistent with the United States of America Generally Accepted Accounting Principles. Effective fiscal control for debt service funds is achieved through bond indenture pro visions and other management controls.
While budgets are prepared for City capital project funds, capital projects generally span more than one year and are effectively controlled at the project level. The City adopts legal budgets for the General Fund and all special revenue funds.
City of Santa Maria 2026-28 Biennial Budget
Appendix C: Use of Cost Accounting
C-1
APPENDIX C: USE OF COST ACCOUNTING
Cost accounting is the process of tracking, recording, analyzing, and allocating costs associated with activities provided by the City, which benefits multiple funds and departments within the City. The City incurs direct and indirect costs through the provision of City services and programs. The City recovers the costs of City central administrative and support activities (central services) through the development and application of indirect cost rates. The City also uses Internal Service Funds to allocate costs for services such as Fleet Services, Business, Communication, and Telephone Equipment, and Insurance Services through rental rates.
A central services cost allocation plan identifies indirect costs incurred by the City to support and administer identified programs. Identifying the indirect cost of various programs is integral to determining the full cost of supporting these programs an d is valuable when seeking reimbursement.
The City’s cost allocation plan has been prepared in compliance with generally accepted accounting principles (GAAP) as recognized by the Governmental Accounting Standards Board (GASB).
The City defines direct costs as those costs, which can be specifically or readily identified with a specific cost objective or program. Indirect costs are defined as those costs necessary for the effective and efficient operation of City programs, which cannot be readily identified to a specific cost objective or program without effort disproportionate to results achieved.
Incorporated within GAAP are three basic principles related to the allocation of central service support costs to operating departments, which have been adhered to in the preparation of the costs of the central services allocation plan. First, costs should be necessary and reasonable for the proper performance of a program. Second, costs should be charged or allocated to programs per relative benefits received. A program should only be charged for services it utilizes or benefits from, and should only be c harged with benefits derived from the service. Third, costs should be accorded consistent treatment as either direct or indirect. A cost should not be charged to a program as a direct cost if any other cost incurred for the same purpose in like circumstances has been allocated to the program as indirect costs.
Central services cost allocation plans come in two varieties, a full cost allocation plan, and an Office of Management and Budget (OMB) A-87 cost allocation plan. The major difference between the OMB A-87 plan and the full cost allocation plan is the costs that are allowable under each variety. Since there are indirect costs, which the Federal government is not willing to pay for, the allowable costs under OMB A-87 guidelines are more limited than the full cost allocation plan.
The OMB A-87 cost allocation plan identifies the allowable indirect costs under the OMB A-87 guidelines and allocates them to various programs, funds, and departments. As a result, the OMB A -87 cost allocation plan determines the indirect costs associated with various forms of Federal or State funding.
Many forms of funding require an OMB A-87 cost allocation plan when charging indirect costs to them.
The full cost allocation plan includes all indirect costs and is used for internal charging purposes. The full cost allocation plan can be used in the budgeting process by determining how much to charge non-General Fund activities for General Fund central services such as payroll, accounting, and the City Council. The full cost allocation plan is also very useful in determining and justifying the indirect cost associated with providing services for which a user fee is charged (e.g. planning fees).
Internal service funds are specifically designed to function as cost -reimbursement devices. Internal service funds are simply a mechanism to accumulate costs related to a particular activity on an accrual basis so that the costs can subsequently be allocated to the benefitting funds in the form of a fee. Accordingly, the City utilizes internal service funds to collect costs associated with maintenance and replacement of the City’s fleet, business and communication equipment, and liability insurance and determine rental rates to be charged to the benefitting funds.
City of Santa Maria 2026-28 Biennial Budget
Appendix D: R evenue and Expenditure Trends
D-1
APPENDIX D: REVENUE AND EXPENDITURE TRENDS
ALL GOVERNMENTAL FUNDS
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
OPERATING REVENUES
Taxes
Property $ 26,723,568 $ 27,995,633 $ 28,887,596 $ 29,533,550 $ 29,868,983 Sales & Use 30,978,619 30,763,328 31,665,725 31,943,947 32,574,943 Measure U Transaction & Use
Tax
25,656,492 25,739,345 26,339,331 26,637,320 27,170,066 Transient Occupancy 4,021,568 4,001,343 4,023,430 4,023,430 4,023,430 Business Licenses 842,388 894,213 809,800 975,000 975,000 Franchise Fees 5,077,186 4,861,585 5,635,979 3,324,017 3,324,017 Supplemental Tax 326,907 259,213 310,896 310,896 310,896 Total Taxes $ 93,626,727 $ 94,514,660 $ 97,672,757 $ 96,748,160 $ 98,247,335 Licenses, Permits & Fines 4,210,793 6,246,900 4,173,834 5,615,362 5,615,362 Revenues from Use of
Money/Property
8,842,565 6,661,790 3,264,827 3,668,927 3,678,927
Revenues from Other Agencies 11,586,355 12,527,682 12,442,235 11,358,234 11,609,663 Charges for Current Services 6,591,304 11,212,677 7,927,439 11,813,522 11,873,522 Other Revenues 12,858,539 10,509,308 31,048,846 21,443,145 14,243,022 Enterprise Fund Revenues 122,650,281 98,222,077 129,662,901 133,721,322 133,849,144 TOTAL OPERATING REVENUES $ 260,366,563 $ 239,895,094 $ 286,192,839 $ 284,368,672 $ 279,116,975
OPERATING EXPENDITURES
General $ 120,324,413 $ 131,236,461 $ 147,556,601 $ 135,896,805 $ 138,148,995 Water Resources 43,730,909 27,615,114 81,278,603 84,947,013 121,415,541 Solid Waste 34,939,060 50,137,815 42,358,400 42,403,152 42,911,217 Public Transit 9,544,284 20,109,851 39,239,671 21,049,277 18,936,184 Radio/Technology 923,961 784,184 902,519 885,567 886,055 Library 4,251,672 4,989,819 5,208,149 5,583,111 5,661,026 Park Acquisition &
Development
347,859 164,138 675,000 675,000 675,000
Residential Development Tax 156,078 448,678 175,000 90,000 90,000 Economic Development 34,250 - 130,000 130,000 130,000 County Measure A 6,823,767 10,530,210 10,181,757 11,188,710 10,825,501 Community Development Block
Grant
1,753,196 1,692,929 1,540,952 268,990 268,990
SM Community TV 95,768 92,864 271,948 174,135 175,069 Traffic Safety 448,584 452,522 340,250 340,250 340,250
TOTAL OPERATING
EXPENDITURES
$ 223,373,800 $ 248,254,586 $ 329,858,850 $ 303,632,010 $ 340,463,828 $200
$220
$240
$260
$280
$300
$320
$340
$360
2023-24 2024-25 2025-26 2026-27 2027-28
Millions
All Governmental Funds
Revenues Expenditures
City of Santa Maria 2026-28 Biennial Budget
Appendix D: Revenue and Expenditure Trends
D-2
GENERAL & MEASURE U FUNDS
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Adopted
FY 2025-26
OPERATING REVENUES
Taxes
Property $ 26,723,568 $ 27,995,633 $ 28,887,596 $ 29,533,550 $ 29,868,983 Sales & Use 30,978,619 30,763,328 31,665,725 31,943,947 32,574,943 Measure U Transaction & Use
Tax
8,450,338 19,363,970 22,682,383 25,934,795 26,461,516 Transient Occupancy 25,656,492 25,739,345 26,339,331 26,637,320 27,170,066 Business Licenses 4,021,568 4,001,343 4,023,430 4,023,430 4,023,430 Franchise Fees 842,388 894,213 809,800 975,000 975,000 Other Taxes 5,077,186 4,861,585 5,635,979 3,324,017 3,324,017 Supplemental Tax 326,907 259,213 310,896 310,896 310,896 Total Taxes $ 93,626,727 $ 94,514,660 $ 97,672,757 $ 96,748,160 $ 98,247,335 Licenses, Permits & Fines 3,757,159 5,764,474 3,803,834 5,245,362 5,245,362 Revenues from Use of
Money/Property
8,282,880 6,006,451 3,147,869 3,551,969 3,561,969 Revenues from Other Agencies 1,021,036 1,219,867 606,881 603,013 603,013 Charges for Current Services 5,980,753 10,277,895 7,059,673 10,944,356 11,004,356 Contributions 10,443,579 8,214,526 28,024,794 17,332,629 10,054,591 TOTAL OPERATING REVENUES $ 123,112,134 $ 125,997,874 $ 140,315,808 $ 134,425,489 $ 128,716,626
OPERATING EXPENDITURES
Public Safety $ 71,426,894 $ 76,260,394 $ 88,786,711 $ 83,208,457 $ 84,889,757 Leisure & Cultural Services 16,846,821 16,870,570 17,750,148 14,242,184 14,414,642 Community & Economic
Development
6,823,187 6,881,464 7,834,155 8,501,961 8,630,982
General Government 25,227,512 31,224,033 33,185,587 29,944,203 30,213,614
TOTAL OPERATING
EXPENDITURES
$ 120,324,413 $ 131,236,461 $ 147,556,601 $ 135,896,805 $ 138,148,995
$100
$110
$120
$130
$140
$150
2023-24 2024-25 2025-26 2026-27 2027-28
Millions
General & Measure U Funds
Revenues Expenditures
City of Santa Maria 2026-28 Biennial Budget
Appendix E: Appropriation Limit History
E-1
APPENDIX E: APPROPRIATION LIMIT HISTORY
The Gann spending limit initiative, which was adopted by the voters on June 6, 1979, creates a restriction on the amount of revenue, from tax proceeds, that can be appropriated in any fiscal year.
Under the provisions of this initiative, a city may not appropriate any proceeds of taxes in excess of its "appropriations limit." If excess funds
are received in any one year, the
excess funds may be carried over into
the subsequent year. Any excess funds
remaining after the second year must
be returned to the taxpayers by
reducing tax rates or fees. As an
alternative, a majority of the voters
may approve an override to increase
the limit.
The chart is a summary of the
changes, over the past ten years, in
the City's appropriations limit and
appropriations subject to the limit. This
summary reflects modifications
approved by Proposition 111 in June
1990, which changed the methodology for determining the appropriations limit, as well as the appropriations subject to the limit. In general, the City's appropriations limit can increase annually by compound changes in cost-of-living and population.
The amount titled "Appropriations Subject to Limit" should always be less than the amount in the "Appropriations Limit" column.
The appropriation limit has no significant implication in the City’s budgeting, nor will it in the foreseeable future, based on current trend analysis. The City's actual budget subject to limitation has been running at more than 50 percent lower than the appropriation limit for the past ten years. Based on the current calculation, the City’s actual budget in 2021-22 subject to limitation was $80,199,160 which is about 64 percent lower than the City's limit.
Fiscal Year Limit Base
Inflation
Factor
Population
Factor
Appropriations
Limit
Appropriations
Subject to Limit Variance
2014-15 134,054,830 -0.23% 2.54% 137,138,091 46,545,755 90,592,336 2015-16 137,138,091 3.82% 2.33% 145,640,653 50,468,676 95,171,977 2016-17 145,640,653 10.87% 1.41% 163,743,786 52,686,063 111,057,723 2017-18 163,743,786 7.43% 1.64% 178,791,840 54,724,484 124,067,356 2018-19 178,791,840 3.67% 0.86% 186,944,748 58,924,068 128,020,680 2019-20 186,944,748 8.52% 0.67% 204,237,137 74,002,962 130,234,175 2020-21 204,237,137 3.74% 0.41% 212,753,826 71,037,245 141,716,581 2021-22 212,753,826 5.73% 0.22% 225,433,954 80,199,160 145,234,794 2022-23 225,433,954 8.24% 0.14% 244,347,863 90,199,735 154,148,128 2023-24 244,347,863 6.26% 0.99% 259,301,952 95,384,843 163,917,109 2024-25 259,301,952 3.62% 0.08% 270,944,610 95,682,036 175,262,574 2025-26 270,944,610 10.85% 1.19% 303,918,569 98,099,246 205,819,323 $0
$50
$100
$150
$200
$250
$300
$350Millions
Appropriation Limit
Appropriation Limit
Appropriations Subject to Limit
City of Santa Maria 2026-28 Biennial Budget
Appendix F: List of Funds
F-1
APPENDIX F: LIST OF FUNDS
Number Name Type
FD100 General General
FD620 Water Enterprise
FD630 Solid Waste Collection Enterprise
FD640 Wastewater Enterprise
FD560 Mobile Equipment Internal Service
FD490 Library Special Revenue
FD610 Solid Waste Disposal Enterprise
FD110 Measure U General
FD410 Traffic Safety Special Revenue
FD440 Orcutt Drainage Special Revenue
FD450 Quimby Park and Acquisition Development Fees Special Revenue FD441 Inger Basin Drainage Special Revenue
FD442 Blosser Road Drainage Special Revenue
FD443 Battles Road Drainage Special Revenue
FD510 Business Equipment Internal Service
FD520 Communications Equipment Internal Service
FD530 Radio/Technology Enterprise
FD210 Growth Mitigation Special Revenue
FD470 Residential Development Tax Special Revenue
FD431 Northwest Landscape District Special Revenue
FD432 Northeast Landscape District Special Revenue
FD433 Southwest Landscape District Special Revenue
FD436 Stowell Parking and Lighting Special Revenue
FD438 Southeast Landscape District Special Revenue
FD430 Crossroads Special District Special Revenue
FD471 Business Attraction Loan Special Revenue
FD120 Payroll General
FD130 Police - Donations/Grants Special Revenue
FD412/FD411 Federal/State Asset Forfeiture Special Revenue FD220 Grant Non-Recurring Special Revenue
FD463 Gas Tax and Transportation Development Act Special Revenue FD464 Developer / Grant Street Projects Special Revenue FD660 Public Transit Enterprise
FD670 Breeze Enterprise
FD468 Measure A Special Revenue
FD570 Liability and Multi-Peril Insurance Internal Service FD580 Unemployment Insurance Internal Service
FD585 Self-Insurance Workers' Compensation Internal Service FD590 Local Economic Augmentation Internal Service
FD540 Telephone Internal Service
FD710 Treasurer's Trust Fiduciary
FD970 Maintenance Annuity General
FD720 Twitchell Management Authority Trust
Fiduciary
FD310 Capital Projects – General
Capital Projects
City of Santa Maria 2026-28 Biennial Budget
Appendix F: List of Funds
F-2
Number Name Type
FD320 Capital Projects - Community Development Capital Projects FD960 Santa Maria Public Financing Authority Debt Service FD480 Public, Education, and Government Access Television Special Revenue City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-1
APPENDIX G: DESCRIPTION OF FUNDS
A LOOK AT THE BUDGET BY FUND
The City of Santa Maria’s (City) budget is made up of numerous funds. A fund is a separate accounting entity with a self-balancing set of accounts created to track specific revenue and expense activity.
All of the City’s funds are classified into three categories: Governmental Funds, Proprietary Funds, and Fiduciary Agency Funds. Each category, in turn, is divided into separate “fund types”. Below is a graphical depiction of the budget fund structure:
Proprietary
Funds
Enterprise Funds
The Breeze
Public Transit
Radio Technology
Solid Waste
Wastewater
Water Resources
Internal Service Funds
Business Equipment
Communications
Equip.
Liability & Insurance
Local Economic
Augmentation
Mobile Equipment
(Fleet Services)
Telephone Equipment
Unemployment
Insurance
Governmental
Funds
Debt Service Funds
Financing Authority
2003 Lease Revenue
Bonds
Special Revenue
Funds
Drainage Funds
Economic Development
Fed/State Asset
Forfeiture
Gas Tax & Street Funds
Grant – non-recurring
Growth Mitigation
Landscape Districts
Library
Parking & Lighting
PEG Access Television
Police Grants
Quimby Park &
Acquisition
Residential Development
Tax
Special Districts
Traffic Safety
Capital Projects Funds
CIP – CDBG
CIP - General
General Fund
Measure U
Governmental Services
City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-2
GOVERNMENTAL FUNDS
GENERAL FUND – FD100
The General Fund is the City’s primary fund and accounts for all revenues and expenditures applicable to the general operations of the city government, which are not properly accounted for in another fund. These are activities and services traditionally as sociated with governments, such as police and fire, recreation and parks, and a city administration that is financed primarily through tax -generated revenues.
MEASURE U FUND – FD110
The Measure U Fund accounts for local transactions and use tax within the City of Santa Maria. City voters initially approved Measure U in the June 2012 election, enacting a one- quarter-cent general transactions and use tax. More recently, City voters in the November 2018 election extended and enhanced Measure U at the one-cent rate, to support essential City services. This general-purpose tax is used primarily to fund services such as police and fire, recreation and parks, library, and code enforcement. The Measure U Fund is combined with the General Fund for financial reporting purposes.
PAYROLL FUND – FD120
The Payroll Fund is a clearing fund, which processes payroll for the City’s employees. The clearing fund accounts for the liabilities and payments for income taxes, deferred compensation contributions, contributions to retirement plans, and other payments from employees’ compensation. Clearing funds must have a zero balance at the end of the fiscal year. The Payroll Fund is combined with the General Fund for reporting purposes and no budget is established for the Payroll Fund.
POLICE – DONATIONS/GRANTS FUND – FD130
The Police – Donations/Grants Fund accounts for donations from the public and businesses and grant money to the Police Department for specific purposes, such as the K-9 (police dog) Program, supplies for the honor guard, and the Drug Abuse and Resistance Education (DARE) Program. The Police – Donations/Grants Fund is combined with the General Fund for reporting purposes and no budget is established for this fund.
MAINTENANCE ANNUITY FUND – FD970
The Maintenance Annuity Fund accounts for developer deposits on the newly annexed property.
Developments earn interest income and this interest income helps subsidize property tax revenue to pay for City services. The disposition of the Fund shall be determined by City Council in the year 2030.
DEBT SERVICE FUNDS
SANTA MARIA PUBLIC FINANCING AUTHORITY FUND – FD960
The Santa Maria Public Financing Authority Fund represents the City’s debt requirements for the Public Financing Authority.
SPECIAL REVENUE FUNDS
LIBRARY FUND – FD490
The Library Fund accounts for resources used to provide public library services to northern Santa Barbara County residents in the communities of Santa Maria, Cuyama, Guadalupe, Orcutt, and Los Alamos. All activities necessary to provide the library operat ions at the Main Library and branch libraries are accounted for in this fund, including, but not limited to, administration, operations, maintenance, and acquisition of materials for the collections. Separate divisions within this fund track costs for the individual branch libraries.
City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-3
TRAFFIC SAFETY FUND – FD410
The Traffic Safety Fund accounts for all fines and penalties received as a result of arrests, by City police officers, for Vehicle Code violations. This fund is used for traffic control devices, maintenance of equipment and supplies for traffic law enforcement, and traffic accident prevention.
ORCUTT BASIN DRAINAGE FUND – FD440
The Orcutt Basin Drainage Fund accounts for resources used to provide drainage around the Orcutt Basin.
QUIMBY PARK AND ACQUISITION DEVELOPMENT FEES FUND – FD450 The Quimby Park and Acquisition Development Fees Fund account for revenues collected from developments to provide the community’s basic recreation and park needs. The Quimby Act, first established in 1965 by the California Legislature, allows local agencie s, such as the City, to establish ordinances requiring residential subdivision developers to provide impact fees for land and/or recreational facilities. Currently, this fund is collected under the authority of the City's Growth Mitigation Fee Program – Park Development.
INGER BASIN DRAINAGE FUND – FD441
The Inger Basin Drainage Fund accounts for resources used to provide drainage around the Inger Basin.
BLOSSER ROAD DRAINAGE FUND – FD442
The Blosser Road Drainage Fund accounts for resources used to provide drainage along Blosser Road.
BATTLES ROAD DRAINAGE FUND – FD443
The Battles Road Drainage Fund accounts for resources used to provide drainage along Battles Road.
GROWTH MITIGATION FUND – FD210
The Growth Mitigation Fund accounts for the receipt of developer fees as approved under the State of California Assembly Bill (AB) 1600. AB 1600 allows public agencies to charge developers for the incremental cost of services required by the new development. The use of AB 1600 fees and the need for public improvement must be related to the development. The City's AB 1600 fees are "growth mitigation fees," and are to pay for traffic, recreation and parks facilities, public safety facilities, library facilities, and water/wastewater infrastructure.
RESIDENTIAL DEVELOPMENT TAX FUND – FD470
The Residential Development Tax Fund accounts for the acquisition, improvement, and expansion of public parks, playgrounds, or recreation facilities thereon. An amount equal to this tax is collected through the City's Growth Mitigation Fee Program.
NORTHWEST LANDSCAPE DISTRICT FUND – FD431
The Northwest Landscape District Fund accounts for property tax revenues that are restricted to providing landscaping-related services in public easements in the northwest section of the City. Costs accounted for in this fund include administration, operations, maintenance, renovation, materials, and equipment.
NORTHEAST LANDSCAPE DISTRICT FUND – FD432
The Northeast Landscape District Fund accounts for property tax revenues that are restricted to providing landscaping-related services in public easements in the northeast section of the City. Costs accounted for in this fund include administration, operations, maintenance, renovation, materials, and equipment.
SOUTHWEST LANDSCAPE DISTRICT FUND – FD433
The Southwest Landscape District Fund accounts for property tax revenues that are restricted to providing landscaping -related services in public easements in the southwest section of the City, City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-4
including the Betteravia Plaza Special Benefit Zone. Costs accounted for in this fund include administration, operations, maintenance, renovation, materials, and equipment.
STOWELL PARKING AND LIGHTING FUND – FD436
The Stowell Parking and Lighting Fund is used to account for property tax revenues that are restricted to providing lighting and landscaping services to the Stowell Plaza Shopping Center. The Stowell Parking and Lighting Maintenance District was formed in 1961 for parking lot and landscaping maintenance of the Stowell Plaza Shopping Center. The maintenance work is performed by an independent contractor, with the City’s Recreation and Parks Department monitoring the contract and maintenance work. Stowell Plaza Shopping Center’s property owners pay an ad valorem tax.
SOUTHEAST LANDSCAPE DISTRICT FUND – FD438
The Southeast Landscape District Fund accounts for property tax revenues that are restricted to providing landscaping -related services in public easements in the southeast section of the City, including the Crossroads Special Benefit Zone and the Enos Ranc h Special Benefit Zone. Costs accounted for in this fund include administration, operations, maintenance, renovation, materials, and equipment.
ECONOMIC DEVELOPMENT FUND – FD471
The Economic Development Fund is used to account for an economic development revolving loan program aimed at attracting new businesses and expanding and retaining existing businesses in the community.
SUPPLEMENTAL LAW ENFORCEMENT SERVICE – CITIZENS OPTION FOR PUBLIC SAFETY (COPS) FUND – FD411 The Supplemental Law Enforcement Service – COPS Fund accounts for the State of California’s COPS grant fund revenue that is restricted to support front -line law enforcement services with an emphasis on supporting salary and benefits. The City uses this revenue to match a Federal grant to pay for three police officers.
GRANT NON-RECURRING FUND – FD210
The Grant Non -Recurring Fund tracks revenues, expenditures, and matching fund requirements for non-recurring grants awarded to the City that do not “fit” within other grant or enterprise funds.
FEDERAL/STATE ASSET FORFEITURE FUND – FD413/FD412
The Federal/State Asset Forfeiture Fund accounts for all funds received through State and Federal agencies for drug seizures in which the City participates. These funds must be used to supplement, not supplant, the Police Department’s normal operating budget. The amount of revenue varies from year- to-year based on activity levels.
GAS TAX AND TRANSPORTATION DEVELOPMENT ACT FUND – FD463 The Gas Tax and Transportation Development Act Fund is used to account for the City’s share of State and Santa Barbara County gasoline tax collected following the provisions of the State's Streets and Highway Code. Revenues are disbursed by the State based on population and used toward the maintenance and repair of City streets that serve as State and County thoroughfares. This fund is used for preventative annual maintenance of streets and appurtenant facilities and the construction of new public infrastructure within public rights -of-way. It is used for administrative, operational, materials, equipment, and labor costs for the construction of public infrastructure.
Examples of public infrastructure built with gas tax funds include street maintenance, street lighting, concrete repair, and roadway operational improvements.
DEVELOPER / GRANT STREET PROJECTS - FUND – FD464
The Developer / Grant Street Projects – Fund is supported by specific street type grants and contributions by developers for the construction of streets and appurtenant facilities. Administrative, materials, equipment, and labor costs associated with street-related projects funded by sources other than gas tax or sales tax revenues are paid from this fund. Examples of public infrastructure built with City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-5
developer and grant funds include roadway extensions, new bikeways, roadway operational improvements, and roadway safety enhancements.
MEASURE A – FD468
Measure A was passed by the voters of Santa Barbara County in November 2008. This extends, for 30 years, the existing half-cent sales tax used to fund local transportation projects that have been in place since the approval of Measure D in 1989. Measure A Fund is used for various City streets and rights-of- way capital projects and administrative, operational, materials, equipment, and labor costs of street- related infrastructure. Measure A also requires that the City dedicate 15 percent of Measure A local funds toward alternative transportation expenditures such as bicycle and pedestrian facilities.
PUBLIC, EDUCATION, AND GOVERNMENT ACCESS TELEVISION FUND – FD480 The Public Education and Government Television Fund accounts for annual grant proceeds from the City’s cable television provider, Comcast Cablevision, used for the operation of public, education, and government public access television. The grant runs the term of the State’s franchise agreement with Comcast Cablevision for this region. The grant provides for the capital costs of the public, education, and government public access television.
CAPITAL PROJECT FUNDS
CAPITAL PROJECTS – GENERAL FUND – FD310
The Capital Projects – General Fund is used to account for the purchase and construction of capital assets for the General Fund. Appropriations are made annually from the fund.
CAPITAL PROJECTS – COMMUNITY DEVELOPMENT FUND – FD320
The Capital Project – Community Development Fund accounts for receipts from the Federal Community Development Block Grant Funds for special projects in the City. workers’ compensation insurance costs, and radio technology.
ENTERPRISE FUNDS
WATER FUND – FD620
The Water Fund accounts for all resources used to provide water service to the City, including but not limited to, administration, operations, maintenance, capital acquisition and construction, debt service on the State Water Project, utility billing opera tions, water distribution costs, and other water -related operations.
SOLID WASTE COLLECTION FUND – FD630
The Solid Waste Collection Fund accounts for all resources used for residential, commercial, agricultural, industrial solid waste collections, and recycling operations including, but not limited to, administration, maintenance, and capital acquisition.
WASTEWATER FUND – FD640
The Wastewater Fund accounts for all resources used to provide sewer service to residents and businesses within the City. All activities necessary to provide such services are accounted for in this fund, including, but not limited to, administration, opera tions, maintenance, capital acquisition and construction, and the billing and collection of fees associated with sewer-related services.
SOLID WASTE DISPOSAL FUND – FD610
The Solid Waste Disposal Fund accounts for all resources used to provide solid waste disposal for residential, commercial, agricultural, and industrial users. This fund also supports the household hazardous waste collection operation at the City’s landfill.
City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-6
RADIO/TECHNOLOGY FUND – FD530
The Radio/Technology Fund accounts, and houses in one location, the cost and anticipated revenues associated with the City’s 700 MHz trunked radio communication system, and other technology - related equipment that can be utilized by partnering with other municipalities and school districts.
PUBLIC TRANSIT FUND – FD660
The Public Transit Fund accounts for all resources, including State and Federal funds, used to provide a regional public transportation service known as Santa Maria Regional Transit. All activities necessary to provide such transit -related services are acc ounted for in this fund, including, but not limited to, administration, operations, fixed-route and paratransit, facilities, maintenance, and capital acquisition and construction.
BREEZE FUND – FD670
The Breeze Fund accounts for all resources, including State and Federal funds, used to provide Breeze public transit service between Santa Maria and Lompoc, and Santa Maria, Buellton, and Solvang. All activities necessary to provide Breeze services are accounted for in this fund, including, but not limited to, administration, operations, fixed- route, facilities, maintenance, and capital acquisition and construction.
INTERNAL SERVICE FUNDS
MOBILE EQUIPMENT FUND – FD560
The Mobile Equipment Fund is used to finance and account for the maintenance and replacement of mobile equipment and rolling stock used by various City departments.
BUSINESS EQUIPMENT FUND – FD510
The Business Equipment Fund is used to finance and account for the maintenance and replacement of business equipment used by various City departments.
COMMUNICATION EQUIPMENT FUND – FD510
The Communication Equipment Fund is used to finance and account for the maintenance and replacement of city-wide communication systems including the public safety dispatch system.
LIABILITY AND MULTI-PERIL INSURANCE FUND – FD570
The Liability and Multi -Peril Insurance Fund accounts for finances relating to commercial insurance, bonds, self-insurance, and excess liability insurance. This fund includes costs for administration and liability claims expenses and costs associated with the Employee Assistance Program and Loss Control Services (employee training).
UNEMPLOYMENT INSURANCE FUND – FD580
The Unemployment Insurance Fund monitors unemployment costs associated with City personnel.
SELF-INSURANCE WORKERS’ COMPENSATION FUND – FD585
The Self Insurance Workers’ Compensation Fund accounts for the expenses of worker’s compensation claims, the claims administration, and any excess workers' compensation insurance on a citywide basis. The City began self-insuring the workers’ compensation program in 2004-05 while still retaining a catastrophic excess policy.
LOCAL ECONOMIC AUGMENTATION FUND (LEAF) FUND – FD590
The Local Economic Augmentation Fund is a reserve fund established in 2000 -01 to be used as the primary financing mechanism to address any potential revenue shortfalls during times of economic downturns or severe State action, so as not to significantly im pact the operating budget and service levels of the General Fund. The City Council set aside General Fund proceeds into this account. The intent of this fund is to be used as a “gap financing” mechanism during downturns in the local economy.
City of Santa Maria 2026-28 Biennial Budget
Appendix G: Description of Funds
G-7
TELEPHONE FUND – FD540
The Telephone Fund accounts for all citywide expenses associated with telephone hardware. The City tracks equipment used by each department and departments are charged for equipment replacement.
FIDUCIARY AGENCY FUNDS
TREASURER’S TRUST FUND – FD710
The Treasurer’s Trust Fund accounts for the receipt and disposition of deposits held for others, such as developers posting funds until the developer fulfills conditions of development.
TWITCHELL MANAGEMENT AUTHORITY TRUST – FD720
The Twitchell Management Authority Trust Fund is a court-mandated committee formed to administer relevant provisions of a stipulation water agreement regarding the groundwater basin in the Santa Maria Valley Management Area.
City of Santa Maria 2026-28 Biennial Budget
Appendix H: List of Expenditure Categories
H-1
APPENDIX H: LIST OF EXPENDITURE CATEGORIES
10 – SALARIES
11 - Regular Full-time employees.
12 - Part-time Part-time employees who work up to 32 hours per week in a budgeted position or limited-service employees who work up to 19 hours per week (shown in full -time equivalency - FTE).
13 - Overtime Covers non-scheduled work hours more than 40 hours per week (excluding fire shift personnel who earn overtime for working in excess of 56 hours per workweek). 14 - Leave Cash
Outs
Payment of vacation, floating holiday, and compensatory time cashed out in accordance with memoranda of understanding and labor laws. 16 - FRINGE BENEFITS
16.1 - Retirement Contributions to either the Public Employees' Retirement System (CalPERS) or the Public Agency Retirement System (PARS) for all full- time and part-time employees.
The rate of contribution is set annually by CalPERS based upon an actuarial study; the PARS c ontribution is 7.50 percent of covered compensation made by the employee. Employees hired after 1986 are required to pay Medicare tax of 1.45 percent. Contributions also include deferred compensation and costs associated with other post-employment benefits.
16.2 - Group
Insurance
City contributions toward employee health, dental, vision, and life insurance, and workers’ compensation and post-employment health plans. 20 - MATERIALS & SUPPLIES
21 - Utilities – Gas Cost associated with natural gas used and/or consumed in general operations. 22 - Utilities –
Electricity
Cost associated with electrical consumption used in general operations. 23 - Utilities –
Telephone
Charges for telephone service, message unit charges, long -distance telephone calls, faxes, pagers, and cellular telephone services.
24 - Office Supplies
& Materials
Charges for articles used during office work. Such articles may be consumed in the course of normal use, have a short life, or be of nominal value, such as pens, pencils, paper clips, stationery, postage, small furniture, and fixture items. 25 - Special
Departmental
Supplies
Charges for miscellaneous items used and/or consumed in normal work operations and not attributed to any other account.
26 - Utilities – Water Charges for water, sewer, or refuse services. 27 - Reprographics Costs related to services, photocopies, printing and/or binding City publications, special reports, and annual reports.
30 - EQUIPMENT MAINTENANCE & OPERATIONS
31 - Rental – Fleet
Services
Internal charges associated with fleet vehicles and equipment. A portion of these charges is required to fund future equipment replacement. Also included is vehicle rental from outside agencies.
32 - Maintenance
Agreements
Charges related to service agreements for the maintenance and repair of City - owned equipment.
33 - Other
Maintenance &
Operations
Charges for miscellaneous equipment used in normal work operations and not attributed to any other account for work performed in the areas of electrical, heating, air conditioning, plumbing, landscaping, minor construction, and automotive.
34 - Rental – Business
Equipment
Interfund charges associated with the use of business and/or office equipment used in normal work operations. These charges are required to fund future equipment replacement.
35 - Automotive
Reimbursement
Charges for auto allowance and mileage reimbursement.
36 - Rental –
Communication
Interfund charges associated with the use of communications equipment used in normal work operations. These charges are required to fund future equipment replacement.
37 - Non-Structural
Maintenance
Charges for work performed by City staff to existing facilities. 40 - CONTRACTS & SERVICES
41 - Advertising &
Publication
Costs associated with advertising, placing ads in publications, or posting notices in newspapers, professional journals, and brochures.
42 - Promotion &
Publicity
Costs associated with promoting City events and/or services.
City of Santa Maria 2026-28 Biennial Budget
Appendix H: List of Expenditure Categories
H-2
43 - Contractual &
Professional Services
Charges for professional services of a technical or specialized nature, such as appraisers, planners, auditors, data processing, and consultants retained on a per- diem or per-job basis.
44 - Rentals Charges resulting from the rental or leasing of property or equipment. 45 - Insurance &
Surety Bonds
Cost of services related to the City's liability insurance program, either directly or through a joint powers authority.
46 - Business Expense
& Training
Charges for approved travel and conference expenditures related to training, seminars, and other educational activities that aid City employees in performing their duties.
47 - Memberships,
Dues & Manuals
Charges for memberships and dues in recognized professional organizations. Also includes subscriptions to magazines, periodicals, directories, and technical publications that assist City officials in the performance of prescribed duties. 48 - Professional &
Central Services
Charges for indirect costs associated with grants and other non -General Fund programs.
49 - Reimbursement
Programs
Charges related to programs that will be reimbursed to the City. 50 - CAPITAL OUTLAY
51 - Land Costs associated with the acquisition of real property. 52 - Structures &
Improvements
Costs associated with the improvement or modification of facilities. 53 - Equipment Capital items costing $5,000 or more, with an expected useful life of one year or more.
55 - Special
Payments
Annual payments made to such organizations as the Chamber of Commerce, Museum of Flight, Economic Development Association, and Historical Society. Also includes costs associated with extraordinary litigation claims. 56 – State Water Annual and quarterly purchases of State Water from the Central Coast Water Authority.
60 - DEBT REDEMPTION AND FUND TRANSFERS
61 - Retirement of
Principal
Amounts repaid on principal balance of borrowed funds.
62 - Interest Expenses Cost of money borrowed for short or long periods. 63 - Bond Issue
Expenses
Costs related to financing issues of bonds, notes, etc. 66 - Fund Transfers Transactions recorded to report operating and capital costs incurred by one fund for the benefit of another fund.
70 – RESERVES
71 - Appropriated
Reserve
The segregation of the portion of fund balance reserved for encumbrances outstanding at year-end which would result in subsequent year expenditures. 72 - Emergency
Reserve
Reserve created for the purpose of providing for economic uncertainty. 73 - Capital Outlay
Reserve
Reserve created for the purchase of land, structures, and improvements. 74 - Fixed Asset
Replacement
Reserve
Provision is made for the costs of deterioration of fixed assets over the life of the assets.
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-1
APPENDIX I: SCHEMATIC LIST OF CLASSES
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
ACCOUNT CLERK -
SCALE HOUSE
g 1,882.48 1,976.60 2,075.43 2,179.20 2,288.16
ACCOUNT CLERK I g 1,836.52 1,928.35 2,024.77 2,126.01 2,232.31 ACCOUNT CLERK II g 2,031.08 2,132.63 2,239.26 2,351.22 2,468.78
ACCOUNTING
TECHNICIAN I
g 2,230.37 2,341.89 2,458.98 2,581.93 2,711.03
ACCOUNTING
TECHNICIAN II
g 2,459.52 2,582.50 2,711.63 2,847.21 2,989.57
ACCOUNTING
TECHNICIAN III
g 2,582.49 2,711.61 2,847.19 2,989.55 3,139.03
ADMINISTRATIVE
ASSISTANT
g 2,448.11 2,570.52 2,699.05 2,834.00 2,975.70
ADMINISTRATIVE LEADER m 3,631.57 3,794.99 3,965.76 4,144.22 4,330.71 4,525.59 4,729.24 4,942.06 ARFF SPECIALIST I f 3,014.45 3,165.17 3,323.43 3,489.60 3,664.08 ARFF SPECIALIST II f 3,315.84 3,481.63 3,655.71 3,838.50 4,030.43 ASSISTANT PLANNER g 2,799.63 2,939.61 3,086.59 3,240.92 3,402.97
ASSISTANT TO THE CITY
MANAGER
m 4,696.07 4,930.87 5,177.41 5,436.28 5,708.09
ASSOCIATE PLANNER g 3,532.27 3,708.88 3,894.32 4,089.04 4,293.49
AUTOMOTIVE SERVICE
WRITER
g 2,660.01 2,793.01 2,932.66 3,079.29 3,233.25
BUILDING DIVISION
MANAGER
m 5,111.39 5,366.96 5,635.31 5,917.08 6,212.93
BUILDING INSPECTOR I g 2,643.11 2,775.27 2,914.03 3,059.73 3,212.72 BUILDING INSPECTOR II g 2,914.72 3,060.46 3,213.48 3,374.15 3,542.86
BUILDING PERMIT
TECHNICIAN I
g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11
BUILDING PERMIT
TECHNICIAN II
g 2,505.98 2,631.28 2,762.84 2,900.98 3,046.03
BUSINESS LEADER m 5,164.46 5,396.86 5,639.72 5,893.51 6,158.72 6,435.86 6,725.48 7,028.13
BUSINESS SYSTEMS
ANALYST
m 4,035.23 4,236.99 4,448.84 4,671.28 4,904.84
CAD TECHNICIAN g 2,775.70 2,914.49 3,060.21 3,213.22 3,373.88
CHIEF BUILDING
INSPECTOR
g 3,212.43 3,373.05 3,541.70 3,718.79 3,904.73
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-2
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
CHIEF DEPUTY CITY
CLERK
m 4,546.61 4,773.94 5,012.64 5,263.27 5,526.43
CHIEF PUBLIC WORKS
INSPECTOR
g 2,814.06 2,954.76 3,102.50 3,257.63 3,420.51
CITY MANAGER m 10,254.32 12,428.08 14,601.85 0.00 0.00
CODE ENFORCEMENT
OFFICER I
g 2,730.08 2,866.58 3,009.91 3,160.41 3,318.43
CODE ENFORCEMENT
OFFICER II
g 2,981.30 3,130.37 3,286.89 3,451.23 3,623.79
CODE ENFORCEMENT
SUPERVISOR
g 3,588.45 3,767.87 3,956.26 4,154.07 4,361.77
CODE ENFORCEMENT
TECHNICIAN
g 2,195.58 2,305.36 2,420.63 2,541.66 2,668.74
COMMUNITY
PROGRAMS MANAGER
m 4,388.79 4,608.23 4,838.64 5,080.57 5,334.60
CONFIDENTIAL OFFICE
CLERK I
m 1,652.49 1,735.11 1,821.87 1,912.96 2,008.61
CONFIDENTIAL OFFICE
CLERK II
m 1,825.81 1,917.10 2,012.96 2,113.61 2,219.29
CONFIDENTIAL
SECRETARY
m 2,283.61 2,397.79 2,517.68 2,643.56 2,775.74
CONFIDENTIAL
TECHNICIAN I
m 2,283.61 2,397.79 2,517.68 2,643.56 2,775.74
CONFIDENTIAL
TECHNICIAN II
m 2,517.68 2,643.56 2,775.74 2,914.53 3,060.26
CONFIDENTIAL
TECHNICIAN III
m 2,914.54 3,060.27 3,213.28 3,373.94 3,542.64
CORP/EXEC LEADER -
SAFETY
psmf 8,735.19 10,918.99 13,102.79 0.00 0.00
CORP/EXEC LEADER-
NON SAFETY
m 8,258.16 10,431.35 12,604.56 0.00 0.00
CORP/EXECUTIVE
LEADER - SAFETY
psmp 8,735.19 10,918.99 13,102.79 0.00 0.00
CREW LEADER-MAINT
SPECIALIST
g 2,553.71 2,681.40 2,815.47 2,956.24 3,104.05
CRIME ANALYST g 2,866.05 3,009.35 3,159.82 3,317.81 3,483.70 CRIME ANALYST II g 3,159.82 3,317.81 3,483.70 3,657.89 3,840.78
CRIME LAB AND
EVIDENCE SUPV
pn 4,583.99 4,813.19 5,053.85 5,306.54 5,571.87
CRIMINALISTICS
TECHNICIAN I
pn 2,860.40 3,003.42 3,153.59 3,311.27 3,476.83
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-3
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
CRIMINALISTICS
TECHNICIAN II
pn 3,708.51 3,893.94 4,088.64 4,293.07 4,507.72
CUSTOMER SERVICE
CLERK
g 1,581.36 1,660.43 1,743.45 1,830.62 1,922.15
CUSTOMER SERVICE
TECHNICIAN
g 2,303.07 2,418.22 2,539.13 2,666.09 2,799.39
DEPUTY BUILDING
OFFICIAL
m 4,089.11 4,293.57 4,508.25 4,733.66 4,970.34
DEPUTY CITY CLERK m 2,528.57 2,655.00 2,787.75 2,927.14 3,073.50 DEPUTY CITY MANAGER m 6,249.56 6,562.04 6,890.14 7,234.65 7,596.38
DIGITAL FORENSICS
EXAMINER
pn 4,000.37 4,200.39 4,410.41 4,630.93 4,862.48
DIGITAL FORENSICS
EXAMINER II
pn 4,410.41 4,630.93 4,862.48 5,105.60 5,360.88
DISPATCHER I pn 2,787.24 2,926.60 3,072.93 3,226.58 3,387.91 DISPATCHER II pn 3,233.19 3,394.85 3,564.59 3,742.82 3,929.96 Electrical & Instrumen.
Tech.
g 3,504.82 3,680.06 3,864.06 4,057.26 4,260.12
ELECTRICIAN I g 2,789.77 2,929.26 3,075.72 3,229.51 3,390.99 ELECTRICIAN II g 3,229.51 3,390.99 3,560.54 3,738.57 3,925.50 ENGINEER I g 3,213.18 3,373.84 3,542.53 3,719.66 3,905.64 ENGINEER II g 3,542.55 3,719.68 3,905.66 4,100.94 4,305.99 ENGINEER III g 3,905.69 4,100.97 4,306.02 4,521.32 4,747.39 ENGINEERING TECH II g 2,501.43 2,626.50 2,757.83 2,895.72 3,040.51 ENGINEERING TECH III g 2,775.70 2,914.49 3,060.21 3,213.22 3,373.88
EQUIPMENT MECHANIC
I
g 2,310.21 2,425.72 2,547.01 2,674.36 2,808.08
EQUIPMENT MECHANIC
II
g 2,489.64 2,614.12 2,744.83 2,882.07 3,026.17
EXECUTIVE ASSISTANT m 3,102.38 3,257.50 3,420.38 3,591.40 3,770.97 City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-4
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H FACILITIES SUPERVISOR g 3,368.66 3,537.09 3,713.94 3,899.64 4,094.62 FIELD MECHANIC g 2,616.93 2,747.78 2,885.17 3,029.43 3,180.90 FINANCE CLERK I g 1,882.50 1,976.63 2,075.46 2,179.23 2,288.19 FINANCE CLERK II g 2,075.85 2,179.64 2,288.62 2,403.05 2,523.20 FINANCE LEAD CLERK g 2,283.48 2,397.65 2,517.53 2,643.41 2,775.58 FIRE BATTALION CHIEF psmf 6,300.85 6,615.89 6,946.68 7,294.01 7,658.71 FIRE CAPTAIN f 4,353.22 4,570.88 4,799.42 5,039.39 5,291.36 FIRE ENGINEER f 3,788.14 3,977.55 4,176.43 4,385.25 4,604.51 FIRE FIGHTER f 3,315.84 3,481.63 3,655.71 3,838.50 4,030.43
FIRE FIGHTER IN
TRAINING
f 2,482.91 2,607.06 2,737.41 2,874.28 3,017.99
FIRE INSPECTOR I f 2,892.68 3,037.32 3,189.19 3,348.65 3,516.08 FIRE INSPECTOR II f 3,189.20 3,348.66 3,516.09 3,691.89 3,876.48 FIRE MARSHAL m 6,154.11 6,461.82 6,784.91 7,124.16 7,480.37
FIRE PREVENTION
OFFICER I
f 3,014.45 3,165.17 3,323.43 3,489.60 3,664.08
FIRE PREVENTION
OFFICER II
f 3,315.84 3,481.63 3,655.71 3,838.50 4,030.43
FLEET SERVICES
SUPERVISOR
g 3,537.12 3,713.98 3,899.68 4,094.66 4,299.39
GIS ANALYST g 3,788.79 3,978.23 4,177.14 4,386.00 4,605.30 GIS MANAGER m 3,916.84 4,112.68 4,318.31 4,534.23 4,760.94 GIS TECHNICIAN I g 2,952.08 3,099.68 3,254.66 3,417.39 3,588.26 GIS TECHNICIAN II g 3,254.65 3,417.38 3,588.25 3,767.66 3,956.04 GRANTS SPECIALIST I g 2,577.56 2,706.44 2,841.76 2,983.85 3,133.04 GRANTS SPECIALIST II g 2,841.78 2,983.87 3,133.06 3,289.71 3,454.20 GRAPHICS TECHNICIAN g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11 GROUNDSKEEPER g 1,747.19 1,834.55 1,926.28 2,022.59 2,123.72
HEAVY EQUIPMENT
MECHANIC
g 2,827.18 2,968.54 3,116.97 3,272.82 3,436.46
HOUSING &
COMMUNITY SVC TECH
g 2,505.98 2,631.28 2,762.84 2,900.98 3,046.03
INVESTIGATIVE
SPECIALIST
pn 2,773.75 2,912.44 3,058.06 3,210.96 3,371.51
INVESTIGATIVE
SPECIALIST I
pn 2,773.75 2,912.44 3,058.06 3,210.96 3,371.51
INVESTIGATIVE
SPECIALIST II
pn 3,058.07 3,210.97 3,371.52 3,540.10 3,717.11
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-5
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
LABORATORY
COORDINATOR
g 3,110.89 3,266.43 3,429.75 3,601.24 3,781.30
LANDFILL HEAVY EQUIP
LEAD OPR
g 2,720.12 2,856.13 2,998.94 3,148.89 3,306.33
LANDFILL HEAVY EQUIP
OPR
g 2,467.17 2,590.53 2,720.06 2,856.06 2,998.86
LANDFILL HEAVY EQUIP
OPR II
g 2,590.53 2,720.06 2,856.06 2,998.86 3,148.80
LEAD ACCOUNT CLERK -
SCALE HOU
g 2,070.73 2,174.27 2,282.98 2,397.13 2,516.99
LEAD CUSTOMER
SERVICE TECH
g 2,748.95 2,886.40 3,030.72 3,182.25 3,341.37
LEAD MECHANIC g 2,885.20 3,029.46 3,180.93 3,339.98 3,506.98
LEAD POLICE SERVICES
TECH
pn 2,898.63 3,043.56 3,195.74 3,355.53 3,523.31
LEAD WASTEWATER
OPERATOR
g 3,244.92 3,407.17 3,577.53 3,756.41 3,944.23
LEAD WATER OPERATOR g 3,244.92 3,407.17 3,577.53 3,756.41 3,944.23
LEGAL OFFICE
SPECIALIST- CONF
m 2,914.54 3,060.27 3,213.28 3,373.94 3,542.64
LIBRARIAN I g 2,610.57 2,741.10 2,878.16 3,022.07 3,173.17 LIBRARIAN II g 2,884.35 3,028.57 3,180.00 3,339.00 3,505.95 LIBRARIAN III m 4,480.11 4,704.12 4,939.33 5,186.30 5,445.62 LIBRARY ASSISTANT I g 2,029.25 2,130.71 2,237.25 2,349.11 2,466.57 LIBRARY ASSISTANT II g 2,237.54 2,349.42 2,466.89 2,590.23 2,719.74 LIBRARY CLERK g 1,976.70 2,075.54 2,179.32 2,288.29 2,402.70 LIBRARY TECHNICIAN g 2,422.95 2,544.10 2,671.31 2,804.88 2,945.12
MAINTENANCE WORKER
I
g 2,009.99 2,110.49 2,216.01 2,326.81 2,443.15
MAINTENANCE WORKER
II
g 2,166.15 2,274.46 2,388.18 2,507.59 2,632.97
OFFICE ASSISTANT I g 1,701.70 1,786.79 1,876.13 1,969.94 2,068.44 OFFICE ASSISTANT II g 1,880.15 1,974.16 2,072.87 2,176.51 2,285.34
ORG/ENTERPRISE LDR-
NON SAFETY
m 6,519.61 8,692.80 10,866.01 0.00 0.00
ORG/ENTERPRISE
LEADER - SAFETY
psmf 6,769.78 8,953.58 11,137.38 0.00 0.00
ORG/ENTERPRISE
LEADER- SAFETY
psmp 6,769.78 8,953.58 11,137.38 0.00 0.00
OUTREACH
COORDINATOR
g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-6
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H PARK SERVICE OFFICER g 2,167.65 2,276.03 2,389.83 2,509.32 2,634.79
PARK SERVICES OFFICER
II
g 2,630.23 2,761.74 2,899.83 3,044.82 3,197.06
PARK SERVICES OFFICER
III
g 3,066.01 3,219.31 3,380.28 3,549.29 3,726.75
PARKS & FOREST
SUPERVISOR
g 3,340.50 3,507.53 3,682.91 3,867.06 4,060.41
PEG PRODUCTION
MANAGER
m 3,128.45 3,284.87 3,449.11 3,621.57 3,802.65
PLAN CHECK ENGINEER m 4,961.19 5,209.25 5,469.71 5,743.20 6,030.36
PLANNING DIVISION
MANAGER
m 6,287.93 6,602.33 6,932.45 7,279.07 7,643.02
PLANNING TECHNICIAN g 2,286.82 2,401.16 2,521.22 2,647.28 2,779.64 PLANS EXAMINER g 3,056.10 3,208.91 3,369.36 3,537.83 3,714.72 POLICE CORPORAL p 4,024.27 4,225.48 4,436.75 4,658.59 4,891.52 POLICE LIEUTENANT pmm 6,312.86 6,628.50 6,959.93 7,307.93 7,673.33 POLICE OFFICER p 3,734.14 3,920.85 4,116.89 4,322.73 4,538.87
POLICE RECORDS
SUPERVISOR
g 2,820.25 2,961.26 3,109.32 3,264.79 3,428.03
POLICE RECORDS TECH-
DETECTIVES
g 2,315.25 2,431.01 2,552.56 2,680.19 2,814.20
POLICE RECORDS
TECHNICIAN I
g 2,143.88 2,251.07 2,363.62 2,481.80 2,605.89
POLICE RECORDS
TECHNICIAN II
g 2,315.25 2,431.01 2,552.56 2,680.19 2,814.20
POLICE SERGEANT pmm 5,096.19 5,351.00 5,618.55 5,899.48 6,194.45
POLICE SERVICES
TECHNICIAN
pn 2,629.15 2,760.61 2,898.64 3,043.57 3,195.75
POLICE TRAINEE pn 3,133.37 3,290.04 3,454.54 3,627.27 3,808.63
PRINCIPAL CIVIL
ENGINEER
m 5,534.48 5,811.20 6,101.76 6,406.85 6,727.19
PRINCIPAL PLANNER m 4,936.40 5,183.22 5,442.38 5,714.50 6,000.23 PROGRAM LEADER m 4,330.70 4,525.58 4,729.24 4,942.06 5,164.45 5,396.85 5,639.71 5,893.50
PROPERTY-EVIDENCE
CLERK
g 2,501.80 2,626.89 2,758.23 2,896.14 3,040.95
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-7
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
PUBLIC WORKS
INSPECTOR
g 2,552.46 2,680.08 2,814.08 2,954.78 3,102.52
PUBLIC WORKS
OPERATIONS MGR
m 5,111.39 5,366.96 5,635.31 5,917.08 6,212.93
PUBLIC WORKS
TECHNICIAN I
g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11
PUBLIC WORKS
TECHNICIAN II
g 2,505.98 2,631.28 2,762.84 2,900.98 3,046.03
RECREATION
COORDINATOR
g 2,615.79 2,746.58 2,883.91 3,028.11 3,179.52
RECREATION
SUPERVISOR
g 3,027.35 3,178.72 3,337.66 3,504.54 3,679.77
RECREATION
TECHNICIAN
g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11
REG COMPLIANCE
SPECIALIST
g 2,541.68 2,668.76 2,802.20 2,942.31 3,089.43
REG COMPLIANCE
SPECIALIST II
g 2,802.20 2,942.31 3,089.43 3,243.90 3,406.10
REG COMPLIANCE
SUPERVISOR
g 3,212.58 3,373.21 3,541.87 3,718.96 3,904.91
REGULATORY
COMPLIANCE
MANAGER
m 5,111.39 5,366.96 5,635.31 5,917.08 6,212.93
SECRETARY g 2,152.89 2,260.53 2,373.56 2,492.24 2,616.85
SECRETARY TO THE CITY
MANAGER
m 2,823.18 2,964.34 3,112.56 3,268.19 3,431.60
SENIOR BUILDING
PERMIT TECH
g 2,674.53 2,808.26 2,948.67 3,096.10 3,250.91
SENIOR CIVIL ENGINEER g 4,277.68 4,491.56 4,716.14 4,951.95 5,199.55
SENIOR CREW LEADER-
MAINT SPEC
g 2,681.38 2,815.45 2,956.22 3,104.03 3,259.23
SENIOR DISPATCHER pn 3,566.19 3,744.50 3,931.73 4,128.32 4,334.74
SENIOR PARK SERVICES
OFFICER
g 3,587.70 3,767.09 3,955.44 4,153.21 4,360.87
SENIOR PLANNER g 4,164.28 4,372.49 4,591.11 4,820.67 5,061.70
SENIOR PLANS
EXAMINER
g 3,542.55 3,719.68 3,905.66 4,100.94 4,305.99
SENIOR POLICE
RECORDS TECH
g 2,537.97 2,664.87 2,798.11 2,938.02 3,084.92
SENIOR PROJECT
MANAGER
m 4,696.07 4,930.87 5,177.41 5,436.28 5,708.09
SENIOR SYSTEMS
ANALYST
m 5,052.85 5,305.49 5,570.76 5,849.30 6,141.77
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-8
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
SENIOR TRAFFIC SIGNAL
TECH
g 2,998.81 3,148.75 3,306.19 3,471.50 3,645.08
SHAREPOINT
DEVELOPER
g 3,865.00 4,058.25 4,261.16 4,474.22 4,697.93
SOLID WASTE
COLLECTIONS SUPV
g 3,500.14 3,675.15 3,858.91 4,051.86 4,254.45
SOLID WASTE EQUIP
CREW LDR
g 2,403.48 2,523.65 2,649.83 2,782.32 2,921.44
SOLID WASTE EQUIP
LEAD OPR
g 2,658.08 2,790.98 2,930.53 3,077.06 3,230.91
SOLID WASTE
EQUIPMENT OPR I
g 2,244.12 2,356.33 2,474.15 2,597.86 2,727.75
SOLID WASTE
EQUIPMENT OPR II
g 2,289.00 2,403.45 2,523.62 2,649.80 2,782.29
SOLID WASTE LANDFILL
SUPV
g 3,500.14 3,675.15 3,858.91 4,051.86 4,254.45
SOLID WASTE MANAGER m 4,848.60 5,091.03 5,345.58 5,612.86 5,893.50
SPECIAL DISTRICTS
COORDINATOR
g 3,340.50 3,507.53 3,682.91 3,867.06 4,060.41
SPECIAL DISTRICTS
PLANNING TEC
g 2,264.17 2,377.38 2,496.25 2,621.06 2,752.11
SPECIAL DISTRICTS
SUPERVISOR
g 3,726.44 3,912.76 4,108.40 4,313.82 4,529.51
SPECIAL DISTRICTS
TECHNICIAN
g 2,577.04 2,705.89 2,841.18 2,983.24 3,132.40
STREET MAINT
SUPERVISOR
g 3,368.66 3,537.09 3,713.94 3,899.64 4,094.62
SYSTEMS ANALYST I g 3,504.82 3,680.06 3,864.06 4,057.26 4,260.12 SYSTEMS ANALYST II g 3,865.00 4,058.25 4,261.16 4,474.22 4,697.93
TRAFFIC SIGNAL
TECHNICIAN
g 2,789.60 2,929.08 3,075.53 3,229.31 3,390.78
TRANSIT ASSISTANT g 1,747.19 1,834.55 1,926.28 2,022.59 2,123.72 TRANSIT COORDINATOR g 2,456.60 2,579.43 2,708.40 2,843.82 2,986.01 TRANSIT PLANNER g 3,176.23 3,335.04 3,501.79 3,676.88 3,860.72
TRANSIT SERVICES
MANAGER
m 5,111.39 5,366.96 5,635.31 5,917.08 6,212.93
UTILITIES ACCOUNTING
TECH I
g 2,230.37 2,341.89 2,458.98 2,581.93 2,711.03
UTILITIES ACCOUNTING
TECH II
g 2,459.52 2,582.50 2,711.63 2,847.21 2,989.57
UTILITIES ACCOUNTING
TECH III
g 2,582.49 2,711.61 2,847.19 2,989.55 3,139.03
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-9
City of Santa Maria
Schematic Full-Time Bi-Weekly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E Step F Step G Step H
UTILITIES OFFICE
SPECIALIST
g 1,974.16 2,072.87 2,176.51 2,285.34 2,399.61
UTILITIES OUTREACH
SPECIALIST
g 2,270.26 2,383.77 2,502.96 2,628.11 2,759.52
UTILITIES TECHNOLOGY
ANALYST
g 3,504.82 3,680.06 3,864.06 4,057.26 4,260.12
UTILITY BILLING LEAD
CLERK
g 2,283.48 2,397.65 2,517.53 2,643.41 2,775.58
UTILITY BILLING
SUPERVISOR
g 2,397.63 2,517.51 2,643.39 2,775.56 2,914.34
WASTEWATER
OPERATOR
g 2,748.95 2,886.40 3,030.72 3,182.26 3,341.37
WASTEWATER
OPERATOR I
g 2,441.33 2,563.40 2,691.57 2,826.15 2,967.46
WASTEWATER
OPERATOR II
g 2,748.95 2,886.40 3,030.72 3,182.26 3,341.37
WASTEWATER
OPERATOR III
g 3,030.73 3,182.27 3,341.38 3,508.45 3,683.87
WASTEWATER
OPERATOR TRAINEE
g 2,441.33 2,563.40 2,691.57 2,826.15 2,967.46
WASTEWATER
SUPERVISOR
g 4,021.94 4,223.04 4,434.19 4,655.90 4,888.70
WATER CONSERVATION
SPECIALIST
g 2,721.65 2,857.73 3,000.62 3,150.65 3,308.18
WATER OPERATOR g 2,748.95 2,886.40 3,030.72 3,182.26 3,341.37 WATER OPERATOR I g 2,441.33 2,563.40 2,691.57 2,826.15 2,967.46 WATER OPERATOR II g 2,748.95 2,886.40 3,030.72 3,182.26 3,341.37 WATER OPERATOR III g 3,030.73 3,182.27 3,341.38 3,508.45 3,683.87
WATER OPERATOR
TRAINEE
g 2,441.33 2,563.40 2,691.57 2,826.15 2,967.46
WATER RESOURCES
LEAD OPERATOR
g 3,297.27 3,462.13 3,635.24 3,817.00 4,007.85
WATER RESOURCES
MANAGER
m 5,534.48 5,811.20 6,101.76 6,406.85 6,727.19
WATER RESOURCES
OPERATOR
g 2,990.68 3,140.21 3,297.22 3,462.08 3,635.18
WATER SUPERVISOR g 4,021.94 4,223.04 4,434.19 4,655.90 4,888.70
WATER SYSTEM
OPERATOR I
g 2,381.85 2,500.94 2,625.99 2,757.29 2,895.15
WATER SYSTEM
OPERATOR II
g 2,681.82 2,815.91 2,956.71 3,104.55 3,259.78
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-10
City of Santa Maria
Schematic Hourly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E
ACCOUNT CLERK AIDE z 20.96 22.01 23.11 24.27 25.48
ADMINISTRATIVE AIDE I e 21.07 22.12 23.23 0.00 0.00
ADMINISTRATIVE AIDE II e 24.39 25.62 26.89 0.00 0.00
ADMINISTRATIVE AIDE III e 28.33 29.75 31.24 0.00 0.00
AQUATICS SAFETY & EDUCATIONAL e 17.90 18.80 19.74 0.00 0.00 ASSIST LIBRARY TECHNICIAN e 16.90 17.75 18.63 0.00 0.00 ASSISTANT CLERK - OFFICE e 16.90 17.75 18.63 0.00 0.00
ASST PUBLIC WORKS INSPECTOR e 29.06 30.51 32.04 0.00 0.00 BUSINESS PROGRAM LEADER I mpt 41.17 46.44 51.72 0.00 0.00 CERTIFIED DISPATCH AIDE e 31.44 33.01 34.66 0.00 0.00
CLERK II z 22.61 23.74 24.93 26.18 27.49
COMMUNITY OUTREACH COORDINATOR z 25.57 26.85 28.19 29.60 31.08 CONSULTANT I e 39.92 41.92 44.02 0.00 0.00
CONSULTANT II e 46.23 48.53 50.96 0.00 0.00
CONSULTANT III e 53.85 56.54 59.36 0.00 0.00
CONSULTANT IV e 63.04 68.29 73.54 0.00 0.00
CUSTOMER SERVICE PHONE OPER e 16.90 17.75 18.63 0.00 0.00 EMERGENCY SERVICES SPECIALIST z 35.08 36.83 38.67 40.60 42.63 FACILITY SPECIALIST II z 21.55 22.63 23.76 24.95 26.20
FACILITY SPECIALIST III z 23.17 24.33 25.55 26.83 28.17 GENERAL LABORER e 16.90 17.75 18.63 0.00 0.00
GRAPHICS TECHNICIAN z 19.91 20.91 21.96 23.06 24.21
INTERIM DIRECTOR I e 63.04 68.29 73.54 0.00 0.00
INTERIM DIRECTOR II e 78.80 84.05 89.30 0.00 0.00
INTERIM DIRECTOR III e 94.55 99.81 105.06 0.00 0.00
INTERN - GENERAL e 16.90 17.75 18.63 0.00 0.00
INTERN - PROFESSION e 16.90 17.75 18.63 0.00 0.00
INVESTIGATIVE OFFICER I e 73.54 0.00 0.00 0.00 0.00
INVESTIGATIVE OFFICER II e 105.06 0.00 0.00 0.00 0.00
LABORER III z 19.02 19.97 20.97 22.02 23.12
LIBRARY PAGE e 16.90 17.75 18.63 0.00 0.00
LIBRARY TECHNICAL ASSISTANT z 26.89 28.23 29.64 31.12 32.68 LIFEGUARD e 16.90 17.75 18.63 0.00 0.00
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-11
City of Santa Maria
Schematic Hourly Rates
Effective 12/27/2025
Description Assoc. Step A Step B Step C Step D Step E
MAINTENANCE TECHNICIAN e 16.90 17.75 18.63 0.00 0.00
MULTIMEDIA ASSISTANT e 16.90 17.75 18.63 0.00 0.00
PARK SERVICES AIDE e 16.90 17.75 18.63 0.00 0.00
PARK SERVICES COORDINATOR z 44.60 46.83 49.17 51.63 54.21 PEG PRODUCTION MANAGER mpt 35.47 37.24 39.10 41.06 43.11 POLICE CADET (LIMITED SERVICE) e 16.90 17.75 18.63 0.00 0.00 POLICE RECORDS CLERK z 19.93 20.93 21.98 23.08 24.23
PROVISIONAL OFFICER e 39.91 41.90 44.00 46.20 48.51
RECREATION ACTIVITY SPECIALIST z 19.22 20.18 21.19 22.25 23.36 RECREATION LEADER II e 16.90 17.75 18.63 0.00 0.00
REGULATORY COMPLIANCE CLERK e 16.90 17.75 18.63 0.00 0.00 RESERVE POLICE OFFICER LEVEL 1 e 21.01 0.00 0.00 0.00 0.00 RESERVE POLICE OFFICER LEVEL 2 e 17.86 0.00 0.00 0.00 0.00 SECURITY AIDE e 15.50 16.28 17.09 0.00 0.00
SECURITY GUARD z 21.85 22.94 24.09 25.29 26.56
SENIOR LIFEGUARD z 21.22 22.28 23.39 24.56 25.79
SKILLED LABORER e 22.02 23.12 24.28 0.00 0.00
STAFF AIDE - FACILITIES e 16.90 17.75 18.63 0.00 0.00
STAFF ASSISTANT z 18.48 19.40 20.37 21.39 22.46
SWIM INSTRUCTOR e 17.90 18.80 19.74 0.00 0.00
SWIM POOL CLERK e 16.90 17.75 18.63 0.00 0.00
TECHNICAL AIDE I e 16.90 17.75 18.63 0.00 0.00
TECHNICAL AIDE II e 16.90 17.75 18.63 0.00 0.00
TECHNICAL AIDE III e 18.20 19.11 20.06 0.00 0.00
TEMPORARY PLANNER e 34.84 36.59 38.41 0.00 0.00
TRANSIT TECHNICIAN z 21.51 22.59 23.72 24.91 26.16
Association Code Bargaining Unit Full Name
F Local 2020 Fire Fighters Union Local 2020
M NMAC Non-Represented Management & Confidential Employees PN Police - Non Sworn Police Officers Association
P Police - Sworn Police Officers Association
PSMF PSM - Fire Public Safety Managers
G SEIU - Full-Time Service Employees International Union PMM SMPAMM Santa Maria Police Association of Middle Managers E No Unit
Z SEIU (PT) Service Employees International Union
City of Santa Maria 2026-28 Biennial Budget
Appendix I: Schematic List of Classes
I-12
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City of Santa Maria 2026-28 Biennial Budget
Appendix J: Summary of Employee Compensation and Benefits J-1
APPENDIX J: SUMMARY OF EMPLOYEE COMPENSATION AND BENEFITS The purpose of this summary is to depict a historical overview of the total City cost for employee compensation and benefits. This summary is provided to give the reviewer an understanding of the magnitude of the costs associated with the City paying a portion of employee compensation and benefits.
Actual
2024-25
Adopted
2025-26
Proposed
2026-27
Adopted
2026-27
Employee Compensation and Benefits
Health Benefits $10,212,095 $13,916,801 $13,559,249 $13,559,249 Retirement 24,594,717 29,947,344 29,113,523 30,005,307
Other Post-Employment Benefits 285,100 295,390 314,320 314,320
HEALTH BENEFITS
The City provides a variety of health benefits including medical, dental, vision, and life insurance to its full-time and part-time employees. The City contributes $162 per month toward the medical premiums and varying amounts for other health benefits as stipulated in current labor agreements. The City also provides post-retirement health benefits, in accordance with State statu tes, to all employees retiring from the City who are enrolled in an insurance program under the California Public Employees’ Medical and Hospital Act. For retirees, the City is required by the California Employees’ Retirement System (CalPERS) to contribute $162 per month per retiree. The balance of premiums, which average approximately $632 p er month, is paid by retirees. The City contributes a pre -established monthly contribution to the post- employment health benefits and the benefits are provided after separation from the City on a pay-as-you-go basis.
RETIREMENT
The City contributes to the CalPERS, an agent multiple- employer public employee defined benefit pension plan. CalPERS provides retirement and disability benefits, annual cost -of-living adjustments, and death benefits to plan members and beneficiaries. Cal PERS acts as a common investment and administrative agent for participating public entities within the State of California. Benefit provisions and all other requirements are established by State statute and City ordinance. Copies of CalPERS’ annual financial report may be obtained from its Executive Office – 400 Q Street, Sacramento, CA 95811.
Participants in CalPERS are required to contribute a percentage of their annual covered salary toward the CalPERS pension plan. The City’s CalPERS plan has a three- tier structure and is applicable to full - time and part-time employees. Employees hired on or before July 1, 2011, are in Tier I, employees hired after July 1, 2011, but before January 1, 2013, are in Tier II and employees hired on or after January 1, 2013, are in Tier III. The City has negotiated cost-sharing agreements with most of its bargaining groups.
Pursuant to these agreements, employees contribute between 2 percent and 13 percent of the City’s CalPERS contribution. The City does not contribute any portion of the employee-required contribution for Tier II or Tier III employees. Approximately 70 percent of full-time and part-time employees are in Tier II and III. However, the City is required to make annual contributions (the employer’s share), for all tiers, at an actuarially determined rate, as well as separate payments for unfunded liability.
The chart on the following page shows required contribution rates (including unfunded liability) for 2026-27 and estimated rates for 2027-28:
City of Santa Maria 2026-28 Biennial Budget
Appendix J: Summary of Employee Compensation and Benefits J-2
Required Contribution Rates
2026-27 2027-28
Tier I Tier II Tier III Tier I Tier II Tier III
Police
Employee 9.00% 9.00% 13.91% 9.00% 9.00% 13.91%
City* 97.60% 25.44% 15.77% 98.83% 25.48% 15.80%
Fire
Employee 9.00% 9.00% 13.75% 9.00% 9.00% 13.75%
City* 81.59% 30.28% 17.89% 82.51% 30.35% 17.94%
General
Employee 8.00% 7.00% 7.00% 8.00% 7.00% 7.00%
City* 36.83% 37.67% 37.67% 36.83% 37.69% 37.69%
* Includes unfunded liability payments converted to a percent of payroll.
All seasonal and temporary employees, and all other employees not covered by CalPERS are covered by the Public Agency Retirement System (PARS) pursuant to the requirements of 3121 (b)(7)(F) of the Internal Revenue Service Code (IRS). PARS is a Defined Contribution Plan qualifying under 401(a) and 501 of the IRS code.
COMPENSATED ABSENCES
It is the City’s policy to record the cost of earned annual vacation, compensatory time, and fringe benefits. City employees accrue vacation and sick leave in varying amounts. Compensatory time is recorded as time earned by City employees for working overt ime. In the event of termination, employees are reimbursed for the total value of their accumulated vacation days and compensatory time. Sick leave benefits are not vested to the employee; however, the City has a sick leave incentive program, which will normally compensate employees at a rate of 50 percent for accrued sick leave between a floor and ceiling amount. The maximum sick hours subject to be paid varies per bargaining group and is paid to employees upon regular retirement or death. The City's accrued amounts for the sick leave incentive program are based on historical trends and other relevant data.
The City records compensated absences in the governmental funds as expenditures for the amount accrued during the year that would normally be liquidated with expendable, available financial resources. The remainder of the liability is recorded as long -term debt. The proprietary funds accrue compensated absences in the period earned and are recorded as long -term liabilities in the applicable fund.
OTHER POST-EMPLOYMENT BENEFITS
The post-retirement health benefits described on the previous page are subject to GASB Statement Number 75. An actuarial valuation of Other Post -Employment Benefits (OPEB) shows that the cost of these benefits at July 1, 2022 , for current employees and retirees is $22,539,553. This is the amount necessary to fund the cost of health insurance for all current and retired employees from the time of retirement until death. Each year the City records annual OPEB expense, which is the amount of health insurance subsidy earned, during the current year, by current and former employees. The annual OPEB expense for 202 2-23 was $1,747,411. The OPEB expense for 2023-24 has not been determined but is expected to be at least the same amount, if not more.
GASB 75 does not require the City to fund (set monies aside for) the $22,539,553 value of all benefits or the $1,747,411 annual cost. However, any amounts not set aside must be recorded as a liability (debt) in the annual ACFR. The cumulative liability will increase as the expense for each year is recorded. The City has designated a portion of the fund balance for this future liability.
City of Santa Maria 2026-28 Biennial Budget
Appendix K: Financial Status Comparison
K-1
APPENDIX K: FINANCIAL STATUS COMPARISON
ANALYSIS OF BUDGETS FROM OTHER CENTRAL COAST CITIES
2024-25
Santa Barbara Lompoc
San Luis
Obispo Santa Maria
General Fund
Revenues $ 195,893,061 $57,913,444 $ 119,405,109 $ 126,864,856 Appropriations 181,619,136 57,907,829 114,754,112 139,848,861 All Operating Funds
Revenues 484,843,528 86,171,722 189,392,000 267,570,171 Appropriations 482,651,381 89,833,307 192,443,000 291,414,303 Revenue Per Capita 5,633 2,215 3,953 2,419
Revenue Analysis
Property Tax 51,030,000 11,841,839 22,651,995 26,498,432 Sales Tax 30,545,000 6,919,474 23,675,017 31,872,153
Sales/Use Tax Add-On * 33,400,000 8,079,138 30,897,602 26,544,951 Transient Occupancy Tax 28,700,000 2,300,00 10,918,080 4,273,426 Utility Users Tax** 7,800,000 0 5,881,630 0
Parking Revenue & Fines *** 14,692,970 0 10,362,924 0
TOTAL $ 166,167,970 $ 26,842,751 $ 104,387,248 $ 89,188,962 *Santa Barbara’s sales tax add -on revenues are entirely for capital expenses. **Santa Barbara’s Utility Users Tax reflects only the amount generated for the General Fund, which is half of the total UUT revenues collected. *** Enterprise Fund revenue, not General Fund revenue. Chart does not include cannabis tax revenues.
Population (as of January 1, 2024) 85,679 40,545 48,684 110,608 Square mileage (city limits) 21.09 11.68 13.6 23.2
Personnel
+
Full-time Employees 893 325 485 732
Employees Per 1,000 ratio 10.42 8.01 9.96 6.61
Sworn Fire Employees 91 29 49 80
Fire Fighters Per 1,000 Ratio 1.06 0.71 0.98 0.72
Sworn Police Officers 142 44 61 140
Officers Per 1,000 Ratio 1.65 1.08 1.25 1.26
+
The complement reflects authorized full- time employees in other cities with comparable services provided. Services not comparable are excluded from these calculations. It should be noted that the average employee per thousand residents (employee to population) ratio for the above three municipalities (excluding Santa Maria) is 9.10 per thousand as compared to the 6.61 per thousand in Santa Maria. ^Lompoc’s population excludes 3,065 inmates at the Federal prison complex, per the California Department of Finan
City of Santa Maria 2026-28 Biennial Budget
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City of Santa Maria 2026-28 Biennial Budget
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Proposed Supplemental Budget Requests
Full-Cycle Budget FY 2026-28
Fund Fund Name Dept SBR # SBR Title SBR Description FTE LS One-Time Ongoing One-Time Ongoing FD100 General
Fund CD CD-01 Animal Services
Contract
Per the City Council-approved five year animal services contract, the annual cost of doing business will go up every year. In the past five years, the cost has gone up 5-6% annually. The current contract runs through June 30, 2027. $55,996 $109,819
FD100 General
Fund CD CD-02
Budgetary Cleanup:
Part-Time Building
Funding (Revenue
Backed)
Revenue-backed funding for the remainder of two existing limited- service Administrative Aide I positions, filled since spring 2025.
Building has historically had this budget amount in its baseline budget; this appears to have been eliminated between FY 25-26 and FY 26-27.
> Approval of SBR will result in increase of revenues. 0.96 $0 $0 FD100 General
Fund CD CD-03
Budgetary Cleanup:
Conversion of
Treasurer's Trust to
Budget (Revenue-
Backed)
This SBR memorializes the collective decision of Finance and Community Development to eliminate the Treasurer's Trust for Building and convert it to traditional budget. There is no net cost to the City, simply a change in tracking.
> Approval of SBR will result in increase of revenues. $0 $0 FD100 General
Fund CD CD-04
Artificial Intelligence to
Streamline and
Enhance Code
Enforcement (Revenue-
Backed)
Leverage artificial intelligence to automate the identification of code violations, infrastructure maintenance needs, graffiti and vandalism, and more. The proposed technology would significantly streamline the code enforcement process, while also providing benefits to functions of other departments. This would generate cost savings by reducing the amount of staff time required to address violations, reduce the Code division's fleet needs, and provide enhanced service to the public. $0 $0
FD100 General
Fund CD CD-05
Administrative Aide I -
Limited Service for
Building
The two existing Administrative Aide Is have been a tremendous boon for Building, freeing up full-time and more expensive staff to focus on processing permits, thus improving turnaround times and enhancing customer service. An additional 19-hour/week, limited service position would aid in general permitting services as well as proactively addressing permits with upcoming and recently passed expiration dates. 0.48 $25,000 $25,000
FD100 General
Fund CMO CMO-01
Budgetary Cleanup:
Move Chief Human
Resource Officer
Move Chief Human Resource Officer (CHRO) position from City Manager's Office- Administration to the Human Resources Division. - $0 $0 FD100 General
Fund CMO CMO-02 Increase One-Time
Elections Expense
The City has hired a firm to poll residents to determine if they would support a ballot for an additional 1/2 cent sales tax. The ballot for this measure is anticipated to cost roughly $60,000. $60,000 $0 FD100 General
Fund FIN FIN-01
Budgetary Cleanup:
Investment Consulting
Services
Investment services are used by the City to manage over $400 Million in its investment portfolio. City does not do this in-house.
Costs are offset by interest earned. In legacy system these costs were paid out of a balance account. These will now need to be budgeted for in Workday. $0 $0
FY 2027-28FY 2026-27