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R e c o m m e n d e d O p e r a t i n g a n d C a p i t a l B u d g e t F o r

F i s c a l Y e a r 2 0 2 1

Addendum to the Two-Year Financial Plan For Fiscal Years 2020 and 2021

C i t y o f S a n t a B a r b a r a , C a l i f o r n i a

Cover Photo: Mission Flowers Photographer: Damian Gadal

T A B L E O F C O N T E N T S

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INTRODUCTION

Budget Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1

Directory of City Off icials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-13

FINANCIAL SUMMARY

Sources and Uses of Funds for Fiscal Year 2019 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-2

Summary of Revenues by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-4

Summary of Appropriations by Fund . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-10

Summary of Authorized Posit ions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-17

Summary of Capital Program by Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-19

CITYWIDE OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . C-1

P3 PERFORMANCE PLANS

Airport Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1

City Administrator’s Off ice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-9

City Attorney’s Off ice .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-12

Community Development Department . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-13

Finance Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-26

Fire Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-39

General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-48

Human Resources Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-49

Information Technology Department . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-51

Library Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-53

Mayor and City Council ’s Off ice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-60

Parks and Recreation Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-62

Police Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-81

Public Works Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-100

Sustainabil i ty & Resil ience Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-132

Waterfront Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-135

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B U D G E T M E S S A G E

C i t y A d m i n i s t r a t o r ’ s B u d g e t M e s s a g e

I N T R O D U C T I O N O v e r v i e w As we prepare this Fiscal Year 2021 Recommended Operating and Capital Budget, the world faces an unprecedented global event, as the impacts of COVID-19 unfold.

The impacts of COVID-19 will be substantial, and, as this budget document is being prepared, California residents are currently under a statewide Governor “shelter in place” order which mandates only essential trips away from home are allowed. The

full impact of COVID-19 on the local community are sti l l greatly unknown, and makes budgeting at this time the most challenging I’ve seen in my career.

This is the second year of the two-year f inancial plan approved by City Council in June of 2019. This document wil l therefore be presented as an addendum to that plan. The purpose of preparing a two-year plan is to minimize changes to programs,

services, and staffing in the second year. As a result, a much less detailed document is produced in second year as compared to the first. Though this document presents a balanced Fiscal Year 2021 budget, it does not yet address reductions

needed to offset anticipated revenue losses as a result of COVID-19. It was impractical to modify the budget on such a short notice, so this document is a work in process, and additional reductions wil l be taken to our City Council over the

upcoming weeks and months as the full impacts of the pandemic becomes more clear.

O r g a n i z a t i o n o f C i t y O p e r a t i o n s The City provides a ful l spectrum of services to its residents, which are accounted for in a variety of funds. The City’s primary and largest fund is the General Fund,

which accounts for general services such as police and fire, l ibraries, parks and recreation programs that are funded primarily from general tax revenues.

Other important services are provided through enterprise funds, such as the Airport, Water, Waterfront and Downtown Parking Funds. Each of the enterprise funds are self-supporting and operate independently. These funds are supported through user

fees and other charges.

O v e r v i e w o f C i t y w i d e B u d g e t

Prior to the COVID-19 outbreak, all operating funds, including the General Fund, had been balanced, meaning operating revenues are sufficient to meet operating

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expenditures, as typically the use of reserves is needed only to fund capital or other one-time costs. As we prepare to present this budget to our City Council, we

recognize the need to address substantial loss of revenues and adjust to these losses in our operating budgets.

In early forecasts, we estimate revenue losses Citywide across all funds to be $26.5 mill ion in Fiscal Year 2020 and $24 mill ion in Fiscal Year 2021. Of this, the impact to the General Fund are estimated at $12.5 mill ion in Fiscal Year 2020 and $10

mill ion in Fiscal Year 2021. However, these amounts are fluid, and wil l l ikely change as more information unfolds. This is our best estimate as we prepare this document. Also unknown as the city prepares this budget, is what, if any, state and/or federal

relief wil l be provided to local governments, as well as the timing of any relief.

G E N E R A L F U N D H I G H L I G H T S

S o u r c e s o f F u n d s – W h e r e t h e M o n e y C o m e s F r o m The pie chart below presents the major revenue categories for the General Fund. Total General Fund Pre-COVID-19 revenues are approximately $172 mill ion. At

$122.9 mill ion, the largest revenue category is Taxes, making up 71% of total revenues. Taxes include property, sales, uti l i ty users, transient occupancy,

cannabis, and

other smaller taxes. They also include

the new Measure C sales taxes

that became effective on April 1, 2018.

The fact that a large portion of

General Fund revenues is

derived from taxes is common in local governmental agencies. Taxes are commonly

used to fund services that are of broad benefit to the community, such as public safety (fire and police), l ibraries, parks, and recreation programs. As indicated above, early estimates of the impact of COVID-19 to our tax revenues are a decline

Utility Users Taxes (4%) Sales Taxes

(15%)

Measure C Sales Taxes

(15%)

Property Taxes (23%)

TOT (12%)

Other taxes (3%)

Service Charges (8%)

Interfund Reimb. (11%)

Franchise Fees (2%)

Other Revenues (7%)

GENERAL FUND REVENUES

Total FY 2021 Revenues ‐ $172 Million

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of approximately $12.5 mill ion, or 10%, in Fiscal Year 2020, and another $10 mill ion, or 8%, in Fiscal Year 2021.

The table below summarizes the five largest General Fund revenues prior to the COVID-19 crisis, all tax-related, showing the actual results for Fiscal Year 2019, the current Fiscal Year 2020 projections, and the Pre-COVID-19 recommended growth

rates and revenues for Fiscal Year 2021. Impacts of COVID-19 to each revenue source are fluid and will be reviewed regularly for the weeks and months to come.

The largest General Fund revenue is property taxes . Property tax revenues have been growing at a reasonably strong rate over the last few years. Properties are

assessed a 1% tax annually based on assessed value, payable in two equal installments. Pursuant to Proposition 13, increases to assessed values are l imited to the lesser of the Consumer Price Index (CPI) or 2%.

Property taxes are not expected to be greatly impacted in Fiscal Year 2021 due to COVID-19. Because of the way taxable property is assessed, property tax revenues

are slow to respond to changes in economic conditions. To the extent there is an effect of the pandemic on the economy and, in turn, a reduction of property values, we will not see this manifest significantly to revenues until Fiscal Years 2022 and

beyond. Even then, in California and specifically Santa Barbara, the impacts may be mild, as many properties are already well below market value. We may see reduced supplemental taxes due to reduced property sales, however.

In recent years, sales tax revenues saw virtually no growth due to a decline in “brick and mortar” store sales through 2018. In 2019 this began to change with the growth

of revenues from online sales as a result of the U.S. Supreme Court’s decision in 2018, ruling that states may now compel out of state companies to collect sales and use taxes from customers, a reversal of their 1992 decision in the North Dakota vs.

Quill Corporation case. California then established regulations that became effective April 1, 2019, which taxes online sales. Since this time, growth has been substantially higher than predicted.

FY 2019 Actual FY 2020 Projected FY 2021 Projected FY 2021 Revised

Actual Growth Projections Growth Original Plan Growth Recommended Growth

Property Tax 35,186,688$ 0.7% 38,070,061$ 8.2% 40,266,822$ 5.8% 40,113,014$ -0.4%

Sales Tax 24,184,864 15.7% 24,313,494 0.5% 24,605,783 1.2% 25,155,774 2.2%

Meas. C Sales Tax 23,186,649 440.3% 24,870,434 N/A 23,361,753 -6.1% 25,504,641 9.2%

TOT 19,517,511 3.4% 20,034,482 2.6% 20,588,854 2.8% 20,211,134 -1.8%

UUT 6,944,140 -1.8% 6,910,448 -0.5% 7,201,384 4.2% 6,982,155 -3.0%

TOTAL 109,019,852$ 114,198,919$ 116,024,596$ 117,966,718$

FY 2021

General Fund Revenues

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Looking forward, the effects of the COVID-19 pandemic and related economic conditions will have an immediate effect on sales tax revenues:

A shift from dining to groceries will severely impact our city, as Santa Barbara

is a tourist-based economy and restaurants comprise a large percentage of

sales tax revenues. Taxable sales on motor vehicles fuel and related products have fallen

dramatically due to the shelter-in-place order, as have service station sales

and auto sales, which is also a large source of revenue to the City of Santa Barbara.

A general drop in consumer confidence will l ikely have a negative impact,

however online sales may abate some of this decline. Santa Barbara is a college town. With the closure of the community college

and UCSB, a large number of students that buy taxable goods have left the

area to be with families. If the pandemic results in a recession after the shelter-in-place order is l ifted, the

impacts to sales tax will continue to have negative impacts to sales tax revenues over the next one to two years.

Measure C sales tax revenues generally follow the same trend as regular sales tax revenues as described above. There are some differences in how sales taxes are allocated however; for example, for automobile sales, the base sales taxes are

allocated to the jurisdiction where the dealer is located, whereas distr ict sales taxes (i.e., Measure C) are allocated based on where the buyer l ives. Measure C became effective on Apri l 1, 2018.

Prior to the COVID-19 pandemic, transient occupancy tax (TOT) revenues for Fiscal Years 2019 and 2020, had experienced a moderate growth of approximately

3%. Unfortunately, TOT revenues are being hit the hardest by COVID-19. With the Shelter-in-place order in effect, TOT is virtually stopped. Not only have hotels seen a decline in occupancy to an average of less than 10%, with some operators

completely shutting down operations entirely during the shelter-in-place order, daily rates have also dropped over 50%. The city anticipates these revenues will see the biggest losses in revenues in Fiscal Year 2020. As we head into Fiscal Year 2021,

with a l ikeliness of a recession on the horizon, and fears of additional spread of the virus, consumer sentiment in the travel industry is uncertain, at best, and will l ikely see negative effects for years to come.

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Utility users’ tax (UUT) revenues are generated from a 6% tax applied to water, electricity, natural gas, and refuse; and a 5.75% tax applied to telecommunication

services, including telephone (landline, cellular, internet-based) and video. Overall, UUT revenues over the last ten years have been essentially flat. Now, with the effects of COVID-19, the future of UUT revenue are even more uncertain. There may

be a shift in water, electricity and natural gas from commercial to residential use, while the shelter-in-place orders are in effect, however much is uncertain in this category at this time.

While many tax revenues are seeing a decline as a result of COVID-19, cannabis local excise tax is on the rise. The City began collecting cannabis tax for

recreational use in Fiscal Year 2020, with an expectation of a modest increase to city revenues, with two new dispensaries opening for business. Going into Fiscal Year 2021, a third recreational dispensary, as well as two manufacturing operations

wil l begin operations. All signs point to increased sales, even during the COVID-19 pandemic. Even with this revenue growth, it ’s a very small portion of the City’s tax revenues, forecasted at $1.3 mill ion in Fiscal Year 2021.

U s e s o f F u n d s – W h a t t h e m o n e y i s s p e n t o n The chart below presents the recommended General Fund operating expenditures by major category for Fiscal Year 2021 Pre-COVID response. The total recommended budget is approximately $172 mill ion, prior to reductions needed to

address the anticipated revenue shortfall from the pandemic. As staff determine the best path forward in addressing the shortfall, estimated reductions may fall somewhere between 5% to 7% range, and will l ikely require the City use some

General Fund reserves to offset some of this shortfall, as well.

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At 68% of total expenditures, salaries

and benefits totaling $116 mill ion represent the largest expenditure

category. Benefit costs are projected to cost $42.3 mill ion, and

include health insurance, retirement, and workers’ compensation insurance.

For most employees, salaries and benefits are negotiated and

established through multi-year contracts. Salary and benefit costs for fiscal year 2021 are based on an assumed 2% growth, which will be dependent upon negotiations with the various labor groups.

While we have been successful in negotiating fair and reasonable wage and benefit agreements, the City wil l continue to be impacted by increases to retirement costs

statewide. Now, along with the impacts to pensions from the Great Recession, which caused investment losses to the California Public Employee Retirement System (CalPERS), the pension administrator for most local government agencies in the

State of California, the City now faces the uncertainty of the impacts of the pandemic on the pension fund, as well. The substantial losses from the Great Recession put upwards pressure on retirement contributions to mitigate the unfunded liabil it ies.

Currently, CalPERS states the pension fund is better f inancially positioned to absorb some of the immediate impacts of COVID-19, which has minimized the need to sell investments at substantial losses, however this wil l be clearer with time. There wil l

be some negative results, yet the magnitude is unknown and wil l be charged to the City in Fiscal Year 2022.

While the city has been able to meet these financial obligations in the near term, risings costs put added pressure on revenue growth and consumes financial resources that could be used for other City programs and services, including capital.

S t a t u s o f R e s e r v e s In 1995, the City Council adopted policies establishing reserve requirements for natural disasters and economic contingencies. For enterprise funds, such as Water and Airport, a third reserve for capital is also required. The requirements are stated

Salaries (43%)

Benefits (25%)

Allocated Costs (6%)

Supplies & Services (7%)

Special Projects (2%)

Capital (1%)Measure C

Capital (15%)Other (1%)

GENERAL FUND EXPENDITURES ‐ FY 2021

Total FY 2021 Expenditures ‐ $172 million

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as a percent of the operating fund; for natural disasters it is 15% and for contingencies it is 10%. The reserve for capital is calculated as the average of the

previous five years’ capital program. As shown in the accompanying chart, for many years the General Fund’s reserves

were below policy requirements. In Fiscal Year 2009, the funding gap was almost $9 mill ion. Since then, the City did a great job controll ing i ts costs, substantially

cutting back the

organization in response to the

Great

Recession, then experienced

solid growth in

certain tax revenues

following the

recession; all of these factors led to entirely

closing the gap at the end of Fiscal Year 2015. This is a significant accomplishment. Reserves fell below policy in Fiscal Year 2018 due to underpayments of sales taxes from the state

and other extraordinary, but reimbursable, costs incurred in connection with the Thomas Fire and subsequent debris flows. Prior to the pandemic, reserves were projected to be fully funded by the end of Fiscal Year 2020.

As of June 30, 2019, reserve balances in the General Fund totaled approximately $33.3 mill ion. While this represents a healthy reserve level as the City faces the

challenges ahead from the COVID-19 pandemic, the reserve balance wil l most certainly take a substantial hit over the next few years, as the city puts forward recovery efforts. The City reserve policy exists for these such emergencies; however

it is of the utmost importance that recovery efforts also include a plan to rebuild reserves. The City has faced several emergencies over the years, and this wil l l ikely not be the last.

$‐

$10,000,000

$20,000,000

$30,000,000

$40,000,000

General Fund ReservesActual vs Policy Requirements

Policy

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M A J O R P R O J E C T S A N D I N I T I A T I V E S

R e s t o r i n g E c o n o m i c V i t a l i t y C i t y w i d e Across the nation, communities are being challenged to address the impacts of a growing trend in online shopping and other factors affecting the viabil i ty of retail centers and malls. The City and local stakeholders have init iated several actions,

and other efforts are underway, to address this issue. Recently, the city added an Economic Development Manager to the city team, to increase efforts towards revitalization of the city. Several efforts have been underway, however with the

impacts to our community from COVID-19, these efforts wil l be even more crit ical to the future success of the city.

C o n s t r u c t i o n o f a N e w P o l i c e S t a t i o n The existing Police station was constructed in 1959 and does not meet the current

building code and accessibil ity standards. A new building is required to house all the Police Department operations in one place and to ensure uninterrupted public safety services to the community. Currently police staff are located in four separate

locations. The station is in operation 24 hours a day, seven days a week and serves as the main administrative office for police services and also includes a jail and shooting range. It houses chemical and special weapons, tactical equipment,

criminal records, and crime scene evidence. Several init iatives studied retrofitt ing the existing station, however it was determined that the existing station was inadequate.

Over the past year, the major work efforts were site selection, community outreach, and environmental review. The next steps will be to continue with the next phases of environmental review and preliminary design on the preferred site, the Cota

Commuter Lot, and working with the Farmers’ Market Association for an alternative location for the farmers’ market. C o m m u n i t y C h o i c e E n e r g y

The City has worked in concert with the County of Santa Barbara and the Cities of Goleta and Carpinteria to study the feasibil ity of establishing Community Choice Energy (CCE) in some portion of Santa Barbara County. CCE allows local

governments to determine the sources and renewable content of energy supplies and to set the rates that customers pay for electricity. In March 2020, the city council adopted an ordinance authorizing the city to join the California Choice Entergy

Authority Joint Powers Authority (JPA) and to execute an agreement with the JPA. Going into 2021, I was excited to recommend a re-organization plan to include a

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new Sustainabil ity and Resil ience Department to oversee the CCE implementation as well as the Energy Master Plan efforts, Sea Level Rise mitigation planning, and

other Council priorit ies in the environmental area. As with other major city init iatives, the impact of COVID-19 on this work effort are currently unknown at the preparation of this document. I believe long term that this organization approach is

the best way to provide coordinated leadership for these efforts, and will present my recommendation on how to proceed with a scaled back init iative as we manage our way through this crisis. M e a s u r e C C a p i t a l P r i o r i t y P r o j e c t s On November 7, 2017, city residents approved a ballot measure, Measure C, which

increases the local sales tax by 1% effective April 1, 2018, and began generating the revenues needed for crit ical infrastructure. This was a major success for the community, after years of struggling with a lack of funding to address aging and

deteriorating streets and facil it ies, and many of the infrastructure assets. The City forecasted to receive $24.8 mill ion in Fiscal Year 2020 prior to COVID-19.

Revenues from Measure C sales taxes are largely used to improve local streets and related infrastructure (sidewalks, storm drains, streetl ights, traffic signals, etc.). Over the last decade the condition of our local streets has deteriorated significantly

due to a lack of funding. In addition to Measure C revenues, each year the General Fund also allocates a portion of its revenues to fund capital projects. The allocation for Fiscal Year 2021

was $800,000 prior to the impacts of COVID-19. The table below provides a summary of the proposed projects going into Fiscal Year

2021. In total, $26.8 mill ion has been allocated to capital projects identif ied as “priority projects” for use of Measure C funds, prior to COVID-19. This does not include capital projects planned for the next year from Special Revenue and

enterprise funds, such as the Streets Fund, Measure A Fund, Water Fund, Wastewater Fund, Airport Fund and Waterfront Fund.

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Approximately $16.4 mill ion of total Measure C revenues are allocated to Streets Infrastructure and related projects. Another $2 mill ion is allocated to ongoing efforts

for the new police station. As Measure C revenues will be negatively impacted by COVID-19, some of the projects l isted wil l l ikely be delayed into future years. As these infrastructure projects remain a significant need, the City recognizes the

importance of continuing efforts to complete these projects, even as we face the unknown impacts of COVID-19.

GENERAL FUND CAPITAL PROGRAMFiscal Year 2021

Measure C Revenues

Other Revenues

Cabrillo Pavilion 1,535,753$ -$ Ortega Park Renovation - 350,000 Playground Replacement Program 150,000 - Louise Lowry Davis Center Renovation 800,000 - Central Library ADA Compliant Elevator 1,500,000 - Central Library Workspace Renovation (Lower Level Renovation) 913,000 - Central Library Plaza Improvement Project 1,115,000 - Update to the ADA Transition Plan - 100,000 ADA - Transition Plan Implementation - 250,000 ADA - Walkways and Building Pathways - 100,000 New Police Station 2,000,000

Facilities Maintenance ProjectsFacilities Master Plan 350,000 - Corporate Yard Buildings Roof & Building Envelope Replacement 680,000 - Minor Renewal - Parks Restroom Buidings 360,000 - Minor Renewal - Carrillo Gym 540,000 - Mackenzie Adult Building Roof Replacement and Site Work 95,000 - City Hall - Plumbing & Restroom Upgrades 360,000 -

Streets Infrasctructure ProjectsMaintenance: Pavement Maintenance (Annual) 12,000,000 - Maintenance: Sidewalks (Annual) 975,000 - Pedestrian Enhancement: Sidewalk Access Ramps (Annual) 750,000 - Street Lights: Citywide Street Lighting Maint & Repair (Annual) 71,000 - Traffic Signal Improvements 270,000 Traffic Signal Maintenance: Traffic Signal Maintenance Program 350,000 Drainage: Citywide Drainage Maintenance and Improvements (Annual) 900,000 Streetlights: Citywide Streetlighting Improvements 300,000 - Business Corridor Improvements 500,000 - Maintenance: Street Tree & Median Renewal 250,000 -

26,764,753$ 800,000$

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I n c r e a s i n g H o u s i n g A v a i l a b i l i t y One of the biggest challenges in the City is the lack of affordable housing. The City and other major employers have diff iculties finding qualif ied candidates, particularly

for entry level positions, due to the high cost of housing. From an economic development perspective, new businesses considering moving to Santa Barbara often times choose to locate in other areas because their employees might not be

able to afford to l ive nearby and housing could effectively contribute to a revitalized downtown. Also, from a social perspective, many of the people who work in local hotels and restaurants, from which the City receives transient occupancy taxes and

sales taxes, are generally earning minimum wages and thus find themselves living in very poor housing facil it ies.

The City, working with local non-profit entit ies, such as the Santa Barbara Housing Authority, works to increase the housing stock in the community, in particular low-income and workforce housing. As we head into the new fiscal year, and with the

added challenges ahead from the impacts of COVID-19, housing policy discussions, especially modifications to the Average Unity Density program to support more housing in the downtown core, will continue to be a major priority for the city.

L a n d D e v e l o p m e n t T e a m a n d O r g a n i z a t i o n a l P r o c e s s I m p r o v e m e n t s In response to several recommendations pertaining to economic vitality in the City in recent years, several improvement measures have been put forward to address various aspects of the City’s land development and construction business practices,

ranging from communications, permit facil itation, predictabil ity, consistency and various aspects of the plan review process. Going into Fiscal Year 2021 this will continue to be a major priority for the City. A consultant study looking at the internal

approaches to our permitting process is underway, and will be completed by summer and presented to the City Council for consideration after a slight delay due to Covid-19 efforts. C O N C L U S I O N

The Fiscal Year 2021 Recommended Operating and Capital Budget has huge

obstacles ahead in addressing the impacts of COVID-19 to the community, the U.S. and the global economy. Prior to COVID-19, the city had been in good financial condition, with reserves at or close to policy recommended balances. These

reserves will aid in our transition to a “new normal” but tough choices are ahead of us to reposition the City in this most challenging climate.

A-11



As we prepare this budget document, we recognize the substantial economic hardships ahead for local businesses, employees, and the City organization. We

expect significant impacts to our General Fund operations (safety and community services), as well as enterprise operations such as Airport, Waterfront, Water and Wastewater. COVID-19 wil l l ikely force the City to consider what services are truly

essential as we contemplate how we might address the upcoming shortfalls.

Respectfully submitted, Paul Casey

City Administrator

A-12

C O M M U N I T Y P R O F I L E

Di rec to ry o f C i ty Of f ic ia l s

Cathy Murillo Mayor

Eric Friedman Meagan Harmon Councilmember Councilmember

Alejandra Gutierrez Mike Jordan Councilmember Councilmember

Oscar Gutierrez Kristen Sneddon Councilmember Councilmember

Paul A. Casey Ariel Pierre Calonne City Administrator, City Clerk, City Attorney and City Treasurer

Pamela Antil Assistant City Administrator

Henry Thompson Jessica Cadiente Airport Director Library Director

George R. Buell Jill E. Zachary Community Development Director Parks and Recreation Director

Jennifer Tomaszewski Lori Luhnow Interim Finance Director Police Chief

Eric Nickel Rebecca J. Bjork Fire Chief Public Works Director

Wendy Levy Vacant Human Resources Director Sustainabil ity and Resil ience Director Vacant Mike Wiltshire Information Technology Director Waterfront Director

A-13


A-14


B-1

S U M M A R Y O F S O U R C E S

FY 2021 Recommended Budget

Use of Estimated Total

Reserves Revenues Sources

General Fund

Operating Fund - 146,458,901 146,458,901

Capital Outlay Fund 532,928 267,072 800,000

Measure C Capital Fund 1,260,112 25,504,641 26,764,753

Special Revenue FundsCity Affordable Housing - 1,549,300 1,549,300

Community Dev. Block Grant - 1,202,268 1,202,268

County Library 269,406 665,982 935,388

Creeks Restoration and Water Quality 401,287 4,327,789 4,729,076

HOME Grant - 591,335 591,335

Miscellaneous Grants - 375,850 375,850

Police Asset Forfeiture and Grants 15,284 147,000 162,284

Street Sweeping - 1,082,800 1,082,800

Streets 334,017 11,704,710 12,038,727

Supplemental Law Enforcement - 218,104 218,104

Traffic Safety - 247,000 247,000

Transportation Development Act - 85,321 85,321

Transportation Sales Tax 8,411 3,948,688 3,957,099

Wildland Fire Benefit Assessment - 277,961 277,961

Enterprise FundsAirport 299,693 29,588,056 29,887,749

Airport Capital Grants (FAA/PFC) - 2,407,613 2,407,613

Airport Customer Facility Charge (CFC) - 1,097,429 1,097,429

Downtown Parking 697,522 9,394,988 10,092,510

Golf - 2,986,626 2,986,626

Santa Barbara Clean Energy 77,000 3,623,000 3,700,000

Solid Waste - 31,458,696 31,458,696

Wastewater - 25,364,732 25,364,732

Water - 71,544,176 71,544,176

Waterfront 1,925,056 15,890,155 17,815,211

Internal Service Funds

Energy Management 461,348 2,330,166 2,791,514

Facilities Management 338,428 6,796,681 7,135,109

Fire Equipment Replacement - 34,850 34,850

Fleet Management 160,111 7,186,775 7,346,886

Information Technology 252,859 4,882,024 5,134,883

Police Equipment Replacement - 87,000 87,000

Post‐Employment Benefits Fund - 1,929,982 1,929,982

Self‐Insurance - 8,606,011 8,606,011

Fiduciary FundsRevolving Rehabilitation Loan Fund 75,754 - 75,754

Successor Agency (Former Redev. Agency) 125,000 - 125,000

Citywide Subtotal 6,701,288$ 423,863,682$ 430,564,970$

Less: Inter‐Fund Transactions - (51,967,100) (51,967,100)

Citywide Total 6,701,288$ 371,896,582$ 378,597,870$

S O U R C E S

B-2

A N D U S E S O F F U N D S

Operating Capital Total

Budget Program Uses Surplus

General Fund

Operating Fund 146,458,901 - 146,458,901 -

Capital Outlay Fund - 800,000 800,000 -

Measure C Capital Fund - 26,764,753 26,764,753 -

Special Revenue FundsCity Affordable Housing 793,000 - 793,000 756,300

Community Dev. Block Grant 1,202,268 - 1,202,268 -

County Library 935,388 - 935,388 -

Creeks Restoration and Water Quality 2,904,076 1,825,000 4,729,076 -

HOME Grant 591,335 - 591,335 -

Miscellaneous Grants 375,850 - 375,850 -

Police Asset Forfeiture and Grants 162,284 - 162,284 -

Street Sweeping 1,013,568 - 1,013,568 69,232

Streets 10,172,203 1,866,524 12,038,727 -

Supplemental Law Enforcement 218,104 - 218,104 -

Traffic Safety 247,000 - 247,000 -

Transportation Development Act - 85,321 85,321 -

Transportation Sales Tax 2,098,830 1,858,269 3,957,099 -

Wildland Fire Benefit Assessment 277,961 - 277,961 -

Enterprise FundsAirport 25,320,306 4,567,443 29,887,749 -

Airport Capital Grants (FAA/PFC) 2,407,613 - 2,407,613 -

Airport Customer Facility Charge (CFC) 1,097,429 - 1,097,429 -

Downtown Parking 9,585,010 507,500 10,092,510 -

Golf 2,675,799 200,636 2,876,435 110,191

Santa Barbara Clean Energy 3,700,000 - 3,700,000 -

Solid Waste 30,907,319 - 30,907,319 551,377

Wastewater 20,266,164 4,800,000 25,066,164 298,568

Water 51,119,749 17,140,000 68,259,749 3,284,427

Waterfront 15,370,211 2,445,000 17,815,211 -

Internal Service Funds

Energy Management 2,691,514 100,000 2,791,514 -

Facilities Management 6,495,109 640,000 7,135,109 -

Fire Equipment Replacement 34,850 - 34,850 -

Fleet Management 3,388,159 3,958,727 7,346,886 -

Information Technology 3,887,455 1,247,428 5,134,883 -

Police Equipment Replacement - - - 87,000

Post‐Employment Benefits Fund 1,929,982 - 1,929,982 -

Self‐Insurance 8,606,011 - 8,606,011 -

Fiduciary Funds -

Revolving Rehabilitation Loan Fund 75,754 - 75,754 -

Successor Agency (Former Redev. Agency) 125,000 - 125,000 -

Citywide Subtotal 357,134,202$ 68,806,601$ 425,940,803$ 4,624,167$

Less: Inter‐Fund Transactions (51,967,100) - (51,967,100) -

Citywide Total 305,167,102$ 68,806,601$ 373,973,703$ 4,624,167$

U S E S

B-3

S U M M A R Y S C H E D U L E S

Summary o f Revenues by Fund

GENERAL FUND FY 2021Proposed Plan

Mid-Cycle Adjustments

FY2021 Recommended

Taxes

Sales and Use 24,605,783$ 549,991$ 25,155,774$

Utility Users 7,201,384 (219,229) 6,982,155

Property 40,266,822 (153,808) 40,113,014

Transient Occupancy 20,588,854 (347,720) 20,241,134

Business License 2,775,168 45,994 2,821,162

Real Property Transfer 916,019 (95,930) 820,089

Cannabis Tax 800,000 413,605 1,213,605

Total Taxes 97,154,030$ 192,903$ 97,346,933$

Licenses

Animal Licenses 129,000 (326) 128,674

Miscellaneous License and Permits 54,300 (8,000) 46,300

Total Licenses 183,300$ (8,326)$ 174,974$

Fines and Forfeitures

Late Payment Penalties 350,000 - 350,000

Parking Violations 2,420,900 (75,900) 2,345,000

Library 38,584 (15,284) 23,300

Municipal Court Fines 60,000 (20,000) 40,000

Total Fines and Forfeitures 2,869,484$ (111,184)$ 2,758,300$

Use of Money and Property

Investment Income 717,756 (83,800) 633,956

Rents and Concessions 462,559 2,864 465,423

Total Use of Money and Property 1,180,315$ (80,936)$ 1,099,379$

Intergovernmental

JPA ‐ Clets 100,491 1,178 101,669

Library Intergovernmental and Grants 960,529 12,169 972,698

Miscellaneous Grants 84,791 173,640 258,431

Motor Vehicle License Fee 46,600 - 46,600

Mutual Aid Reimbursement 1,000,000 - 1,000,000

B-4


Summary o f Revenues by Fund ( c o n t i n u e d )

GENERAL FUND (continued) FY 2021

Proposed Plan Mid-Cycle

Adjustments FY2021

Recommended

P.O.S.T. Reimbursement 45,000$ -$ 45,000$

School District 64,983 (64,983) -

Total Intergovernmental 2,302,394$ 122,004$ 2,424,398$

Service Charges 14,789,346$ (414,665)$ 14,374,681$

Interfund Charges and

Reimbursements 19,020,695$ 338,787$ 19,359,482$

Interfund Transfers 644,233$ 25,727$ 669,960$

Other Revenues

Donations 211,709 (7,000) 204,709

Franchise Fees 3,670,288 54,608 3,724,896

Library Gift Funds 130,716 (130,716) -

Miscellaneous 802,862 90,327 893,189

Video Provider PEG Fees 132,000 (4,000) 128,000

Total Other Revenue 4,947,575$ 3,219$ 4,950,794$

Anticipated Year-End Variance 3,300,000$ -$ 3,300,000$

TOTAL GENERAL FUND 146,391,372$ 67,529$ 146,458,901$

CAPITAL PROJECT FUNDSCapital Outlay Fund 1,150,000 (882,928) 267,072

TOTAL CAPITAL PROJECT 1,150,000$ (882,928)$ 267,072$

MEASURE C CAPITAL FUND 23,361,753$ 2,142,888$ 25,504,641$

SPECIAL REVENUE FUNDS City Affordable Housing 1,456,300 93,000 1,549,300

Community Development Block Grant 1,202,715 (447) 1,202,268

County Library 628,571 37,411 665,982

B-5



SPECIAL REVENUE FUNDS (continued) FY 2021


Adjustments FY2021

Recommended

Creeks Restoration/Water Quality 4,393,072$ (65,283)$ 4,327,789$

HOME Grant 508,104 83,231 591,335

Miscellaneous Grants 421,135 (45,285) 375,850

Police Asset Forfeiture and Grants 140,000 7,000 147,000

Street Sweeping 1,082,800 - 1,082,800

Streets 12,627,403 (922,693) 11,704,710

Supplemental Law Enforcement 206,069 12,035 218,104

Traffic Safety 247,000 - 247,000

Transportation Development Act 84,746 575 85,321

Transportation Sales Tax 3,776,257 172,431 3,948,688

Wildland Fire Benefit Assessment 277,961 - 277,961

TOTAL SPECIAL REVENUE 27,052,133$ (628,025)$ 26,424,108$

ENTERPRISE FUNDSAirport Fund

Leases ‐ Commercial 5,567,327 (324,836) 5,242,491

Leases ‐ Non‐Commercial 4,977,284 (213,893) 4,763,391

Leases ‐ Terminal 7,630,097 932,559 8,562,656

Leases ‐ Commerical Aviation 6,691,218 (421,043) 6,270,175

Loans and Interest Income 191,200 23,400 214,600

Miscellaneous 2,123,550 2,411,193 4,534,743

Subtotal 27,180,676$ 2,407,380$ 29,588,056$

Airport Capital Grants Fund 1,805,343$ 602,270$ 2,407,613$

Airport Facility Charge Fund 25,310$ 1,072,119$ 1,097,429$

Santa Barbara Clean Energy -$ 3,623,000$ 3,623,000$

Downtown Parking Fund

PBIA Assessment 1,000,000 - 1,000,000

Hourly Parking 5,262,492 (108,017) 5,154,475

B-6



ENTERPRISE FUNDS (continued) FY 2021


Adjustments FY2021

Recommended

Other Parking Fees 1,389,570$ 36,437$ 1,426,007$

Lobero Garage 345,605 - 345,605

Commuter Lots 402,800 (29,600) 373,200

Interest Income 200,500 (17,200) 183,300

Rents and Leases 157,760 - 157,760

Transfer From General Fund 477,951 - 477,951

Miscellaneous 166,084 110,606 276,690

Subtotal 9,402,762$ (7,774)$ 9,394,988$

Golf Fund

Greens Fees 1,800,047 (72,227) 1,727,820

Cart Fees 528,900 (34,444) 494,456

Merchandise 256,628 19,284 275,912

Concessions 161,425 (2,354) 159,071

Range Fees 153,658 4,654 158,312

Lessons 63,550 450 64,000

Interest Income 13,300 (2,300) 11,000

Miscellaneous 86,398 9,657 96,055

Subtotal 3,063,906$ (77,280)$ 2,986,626$

Solid Waste Fund 29,451,601$ 2,007,095$ 31,458,696$

Wastewater Fund

Service Charges 23,241,192 64,502 23,305,694

Connection Fees 480,000 820,654 1,300,654

Interest Income 308,400 - 308,400

Rents and Leases 39,238 21,834 61,072

Miscellaneous 80,700 308,212 388,912

Subtotal 24,149,530$ 1,215,202$ 25,364,732$

Water Fund

Metered Sales 56,569,051 (814,738) 55,754,313

Water Service & Meters 648,440 (46,570) 601,870

Water Turn On Fees 266,286 (4,450) 261,836

Water Tap Fees 193,084 43,192 236,276

B-7





Adjustments FY2021

Recommended

J.P.A. Reimbursement 4,615,293$ (1,500,577)$ 3,114,716$

Interest Income 1,326,920 - 1,326,920

Miscellaneous 10,232,000 16,245 10,248,245

Subtotal 73,851,074$ (2,306,898)$ 71,544,176$

Waterfront Fund

Leases ‐ Commercial 1,876,938 - 1,876,938

Leases ‐ Food Service 3,250,000 - 3,250,000

Leases ‐ Other 357,079 22,921 380,000

Interest Income 277,700 (18,500) 259,200

Parking Fees & Permits 3,155,059 (120,982) 3,034,077

Slip Rentals 4,688,794 - 4,688,794

Visitor Fees 530,604 - 530,604

Slip Transfer Fees 1,000,000 - 1,000,000

Live Aboard Fees 148,320 - 148,320

Intergovernmental - - -

Miscellaneous 624,062 98,160 722,222

Subtotal 15,908,556$ (18,401)$ 15,890,155$

TOTAL ENTERPRISE FUNDS 184,838,758$ 8,516,713$ 193,355,471$

INTERNAL SERVICE FUNDS

Energy Management Fund 1,710,848$ 619,318$ 2,330,166$

Facilities Management Fund

Building Maintenance 3,781,692 67,706 3,849,398

Electronic Maintenance 1,183,505 58,645 1,242,150

Custodial Services 1,715,878 (10,745) 1,705,133

Subtotal 6,681,075$ 115,606$ 6,796,681$

Fire Equipment Replacement Fund 34,850$ -$ 34,850$

Fleet Management Fund 7,100,158$ 86,617$ 7,186,775$

B-8



INTERNAL SERVICE (continued) FY 2021


Adjustments FY2021

Recommended

Information Technology Fund 4,045,862$ 836,162$ 4,882,024$

Police Equipment Replacement Fund 87,000$ -$ 87,000$

Post-Employment Benefits Fund 1,929,982$ -$ 1,929,982$

Self-Insurance Fund

Workers' Compensation Premiums 4,266,013 16,699 4,282,712

Unemployment Insurance Premiums 226,658 901 227,559

Property/Liability Insurance Premiums 3,674,210 (366) 3,673,844

Occupational Safety and Health Charges 275,000 896 275,896

Interest Income 144,600 1,400 146,000

Other Revenue - - -

Subtotal 8,586,481$ 19,530$ 8,606,011$

TOTAL INTERNAL SERVICE 30,176,256$ 1,677,233$ 31,853,489$

TOTAL CITYWIDE REVENUE 412,970,272$ 10,893,410$ 423,863,682$

Less: All Inter‐fund Transactions (49,081,570) (2,885,530) (51,967,100)

CITYWIDE REVENUE (NET) 363,888,702$ 8,007,880$ 371,896,582$

B-9


Summary o f Appropr ia t ions by Fund

GENERAL FUND FY 2021

Proposed PlanMid-Cycle

AdjustmentsFY2021

Recommended

Administrative ServicesAdministration 472,240$ 13,972$ 486,212$

City Clerk's Office 586,380 7,234 593,614

Human Resources 1,708,327 29,089 1,737,416

Subtotal 2,766,947$ 50,295$ 2,817,242$

City Administrator's OfficeAdministration 2,157,248 71,661 2,228,909

City TV ‐ Channel 18 613,695 (26,275) 587,420

Subtotal 2,770,943$ 45,386$ 2,816,329$

City Attorney's OfficeAdministration 746,289 34,746 781,035

Advisory 1,422,875 3,759 1,426,634

Civil Litigation 1,247,004 81,606 1,328,610

Code Enforcement & Criminal Prosecution 489,755 (45,656) 444,099

Subtotal 3,905,923$ 74,455$ 3,980,378$

Community DevelopmentAdministration 1,336,058 (56,652) 1,279,406

CDBG Admin. and Human Services 1,064,480 (3,691) 1,060,789

Rental Housing Mediation Task Force 283,637 (23,837) 259,800

Housing Development and Preservation - - -

Long Range Planning & Special Studies 1,009,288 63,066 1,072,354

Development/Environmental Review 1,652,128 (59,461) 1,592,667

Zoning: Ordinance, Info and Enforcement 1,806,871 (174,449) 1,632,422

Design Review and Historic Preservation 1,544,354 (39,532) 1,504,822

Building Inspection and Code Enforcement 1,703,728 187,981 1,891,709

Records, Archives and Clerical Services 752,810 66,402 819,212

Building Counter and Plan Review 2,313,179 18,281 2,331,460

Subtotal 13,466,533$ (21,892)$ 13,444,641$

FinanceAdministration 281,504 26,439 307,943

B-10


Summary o f Appropr ia t ions by Fund ( c o n t i n u e d )



Adjustments FY2021

Recommended

Budget Management 553,230$ 15,592$ 568,822$

Revenue and Cash Management 513,610 2,773 516,383

Cashiering and Collections 612,600 (7,997) 604,603

Licenses and Permits 550,231 10,200 560,431

City Billing and Customer Service 787,674 (36,988) 750,686

Accounting Services 984,784 (871) 983,913

Payroll 421,128 3,400 424,528

Accounts Payable 252,481 (892) 251,589

Purchasing 827,344 26,987 854,331

Central Warehouse 214,500 (4,584) 209,916

Mail Courier Services 138,817 11,984 150,801

Subtotal 6,137,903$ 46,043$ 6,183,946$

FireAdministration 1,106,899 20,010 1,126,909

Emergency Services and Public Education 449,101 23,426 472,527

Fire Prevention 1,531,692 (39,944) 1,491,748

Wildland Fire Mitigation 250,288 47,348 297,636

Operations 23,572,334 301,461 23,873,795

Fire Training and Recruitment 768,731 51,270 820,001

Aircraft Rescue and Firefighting (ARFF) 2,560,178 170,472 2,730,650

Subtotal 30,239,223$ 574,043$ 30,813,266$

General Government 2,431,889$ (1,250,418)$ 1,181,471$

LibraryAdministration 979,642 (341,050) 638,592

Central Library 4,507,725 509,153 5,016,878

Eastside Library 392,808 (3,151) 389,657

Subtotal 5,880,175$ 164,952$ 6,045,127$

Mayor and City CouncilMayor and City Council 905,497 (34,642) 870,855

Arts and Community Promotions 2,673,322 - 2,673,322

Subtotal 3,578,819$ (34,642)$ 3,544,177$

B-11





Adjustments FY2021

Recommended

Parks and RecreationAdministration 1,124,001$ (1,077)$ 1,122,924$

Project Management Team 733,295 (44,555) 688,740

RECREATION

Recreation Program Management 900,036 (22,111) 877,925

Recreation Facilities and Special Events 1,232,918 42,437 1,275,355

Active Adults and Classes 872,687 28,745 901,432

Aquatics 1,716,099 16,653 1,732,752

Sports 574,217 19,892 594,109

Tennis 341,817 14,791 356,608

Youth Activities 1,355,179 94,299 1,449,478

Neighborhood and Outreach Services 1,278,327 (2,027) 1,276,300

PARKS

Park Operations Management 891,079 (2,862) 888,217

Park Grounds and Facilities Maintenance 5,368,781 7,557 5,376,338

Forestry 1,421,604 (13,260) 1,408,344

Beach Maintenance 140,773 842 141,615

Medians, Parkways and Contracts 493,736 59,260 552,996

Subtotal 18,444,549$ 198,584$ 18,643,133$

PoliceChief's Staff 876,287 8,580 884,867

Support Services 595,460 (4,217) 591,243

Community/Support Services 2,824,560 (568,909) 2,255,651

Community and Media Relations 1,554,391 (996,081) 558,310

Special Events 928,669 (19,559) 909,110

Animal Control 869,657 369 870,026

Training and Recruitment 766,563 257,563 1,024,126

Range and Equipment 1,370,570 (3,922) 1,366,648

Field Operations Division 16,356,884 2,753,832 19,110,716

Traffic 2,247,465 (723,793) 1,523,672

Tactical Patrol Force 1,686,790 (227,752) 1,459,038

Special Enforcement Team 1,723,222 (202,671) 1,520,551

Combined Communications Center 2,968,821 183,925 3,152,746

Investigative Division 6,807,016 (417,574) 6,389,442

Crime Lab 154,527 4,085 158,612

B-12





Adjustments FY2021

Recommended

Information Technology/Crime Analysis 1,571,631$ 47,096$ 1,618,727$

Property Room 255,578 1,293 256,871

Records Bureau 1,925,039 24,929 1,949,968

Parking Enforcement 1,569,946 12,958 1,582,904

Subtotal 47,053,076$ 130,152$ 47,183,228$

Public WorksAdministration 1,328,295 43,487 1,371,782

Engineering Services 6,139,249 (56,658) 6,082,591

Land Development 1,794,262 18,177 1,812,439

Environmental Compliance 453,586 6,736 460,322

Subtotal 9,715,392$ 11,742$ 9,727,134$

Sustainability and Resilience -$ 78,829$ 78,829$

TOTAL GENERAL FUND 146,391,372$ 67,529$ 146,458,901$

Measure C Capital Fund 535,753$ (535,753)$ -$

SPECIAL REVENUE FUNDSCity Affordable Housing 838,516 (45,516) 793,000

Community Development Block Grant 1,202,715 (447) 1,202,268

County Library 888,445 46,943 935,388

Creeks Restoration & Water Quality 2,889,615 14,461 2,904,076

HOME Grant 508,104 83,231 591,335

Miscellaneous Grants 421,135 (45,285) 375,850

Police Asset Forfeiture & Grants 151,523 10,761 162,284

Street Sweeping 1,034,305 (20,737) 1,013,568

Streets 10,136,551 35,652 10,172,203

Supplemental Law Enforcement 206,069 12,035 218,104

Traffic Safety 247,000 - 247,000

Transportation Sales Tax 2,535,699 (436,869) 2,098,830

Wildland Fire Benefit Assessment 277,961 - 277,961

TOTAL SPECIAL REVENUE 21,337,638$ (345,771)$ 20,991,867$

B-13



ENTERPRISE FUNDS FY 2021


Adjustments FY2021

Recommended

Airport FundAdministration 8,942,080$ 2,958,218$ 11,900,298$

Business and Property Management 1,983,846 82,835 2,066,681

Marketing and Communications 459,637 113,461 573,098

Airport Facilities Maintenance 4,616,212 158,254 4,774,466

Air Operations Area Maintenance 899,126 25,443 924,569

Airport Security 2,535,647 3,337 2,538,984

Airport Certification and Operations 5,061,861 282,082 5,343,943

Facility Planning and Development 718,684 (15,375) 703,309

Subtotal 25,217,093$ 3,608,255$ 28,825,348$

Santa Barbara Clean Energy -$ 3,700,000$ 3,700,000$

Downtown Parking Fund 9,397,422$ 187,588$ 9,585,010$

Municipal Golf Course Fund 2,714,109$ (38,310)$ 2,675,799$

Solid Waste Fund 28,442,648$ 2,464,671$ 30,907,319$

Wastewater FundWater Resources Management 6,392,901 203,000 6,595,901

Wastewater Collection 4,833,049 (431,796) 4,401,253

Wastewater Treatment 8,071,836 (600,795) 7,471,041

Wastewater‐Sewer Lateral Inspection - 819,363 819,363

Water Resources Laboratory 953,693 24,913 978,606

Subtotal 20,251,479$ 14,685$ 20,266,164$

Water FundWater Resources Management 10,134,161 837,950 10,972,111

Water Supply Management 14,804,916 (2,133,390) 12,671,526

Gibraltar Dam 507,794 23,927 531,721

Recycled Water 993,464 133,032 1,126,496

Water Treatment 5,313,081 (46,765) 5,266,316

Water Desalination Program 8,849,337 242,210 9,091,547

Water Distribution 9,643,826 147,080 9,790,906

B-14





Adjustments FY2021

Recommended

Meter Reading 850,728$ 46,790$ 897,518$

Water Resources Laboratory 811,724 (40,116) 771,608

Subtotal 51,909,031$ (789,282)$ 51,119,749$

Waterfront FundAdmin. Support and Community Relations 2,890,670 (17,221) 2,873,449

Property Management 559,979 (53,838) 506,141

Financial Management 407,474 8,042 415,516

Parking Services 1,296,224 (56,354) 1,239,870

Harbor Patrol 2,747,367 28,182 2,775,549

Marina Management 377,445 (19,073) 358,372

Facilities Maintenance 4,909,559 (76,364) 4,833,195

Facilities Design and Capital Program 2,366,481 1,638 2,368,119

Subtotal 15,555,199$ (184,988)$ 15,370,211$

TOTAL ENTERPRISE FUNDS 153,486,981$ 8,962,619$ 162,449,600$

INTERNAL SERVICE FUNDS

Energy Management Fund 1,731,454$ 960,060$ 2,691,514$

Facilities Management FundBuilding Maintenance 3,433,350 86,180 3,519,530

Electronic Maintenance 1,183,904 78,972 1,262,876

Custodial Services 1,716,039 (3,336) 1,712,703

Subtotal 6,333,293$ 161,816$ 6,495,109$

Fire Equipment Replacement 34,850$ -$ 34,850$

Fleet Management Fund 3,215,403$ 172,756$ 3,388,159$

Information Technology Fund 3,653,464$ 233,991$ 3,887,455$

B-15



FY 2021Proposed Plan

Mid-Cycle Adjustments

FY2021 Recommended

Post-Employment Benefits Fund 1,929,982$ -$ 1,929,982$

Self-Insurance FundRisk Management Admin. Operations 1,761,207 191,936 1,953,143

Workers' Compensation 4,323,245 (358,829) 3,964,416

Liability 2,227,211 186,232 2,413,443

Occupational Safety and Health 274,818 191 275,009

Subtotal 8,586,481$ 19,530$ 8,606,011$

TOTAL INT. SERVICE FUNDS 25,484,927$ 1,548,153$ 27,033,080$

Fiduciary Funds

Revolving Rehab. Loan Fund 75,090$ 664$ 75,754$

Successor Agency -$ 125,000$ 125,000$

(Former Redev. Agency)

TOTAL FIDUCIARY FUNDS 75,090$ 125,664$ 200,754$

CITY OPERATING BUDGET 347,311,761 9,822,441 357,134,202

Less: All Inter-fund Transactions (49,081,570) (2,885,530) (51,967,100)

CITY OPERATING (NET) 298,230,191 6,936,911 305,167,102

Add: Capital Program - All Funds 61,520,362 7,286,239 68,806,601

CITY BUDGET TOTAL (NET) 359,750,553$ 14,223,150$ 373,973,703$

INTERNAL SERVICE FUNDS(continued)

B-16

S U M M A R Y O F P O S I T I O N S

B-17


B-18

C A P I T A L B U D G E T B Y F U N D

Project TitleFY 2021


AdjustmentsFY 2021

RecommendedGENERAL FUND CAPITAL PROGRAM Ortega Park Renovation Parks and Recreation

Park renovation that will include demolition and construction of a new year-round swimming pool, splash playground, and a shared pool/community building. The project will also provide for a new playground, community event space, multi-sport synthetic field, skate park, ball field and security lighting, park restrooms, picnic facilities, and parking improvements.

500,000 (150,000) 350,000 Playground Replacement Program Parks and Recreation

To maintain the City’s 22 playgrounds in conformance with safety and accessibility standards based on a ten-year replacement schedule.

150,000 (150,000) - West Beach Splash Playground Parks and Recreation

The project will remove and replace the defunct wading pool with a splash playground, picnic area, and restroom building. A splash playground provides a safe and dynamic introduction to aquatic safety for young children during warmer months, while also functioning as a year-round destination playground. The proposed design incorporates a playful harbor and beachfront theme.

150,000 (150,000) - ADA - Transition Plan & Facility Walkways Public Works

Annual reccurring project to upgrade General Fund Buildings and associated walkways, pathways, parking lots, and driveways to comply with the Americans with Disabilities Act (ADA) code requirement.

350,000 100,000 450,000

Total General Fund Capital Program 1,150,000 (350,000) 800,000

MEASURE C CAPITAL PROGRAMNew Fire Station 7 Building Fire

To construct a new 3,200 square-foot Fire Station utilizing the existing Fire Station 7 site at 2411 Stanwood Dr.

1,500,000 (1,500,000) - Central Library ADA Compliant Elevator Library

Installation of ADA compliant elevator at Central Library.

1,500,000 - 1,500,000 Central Library Plaza Improvement Project Library

Constructing the redesigned Library Plaza grounds to create a safe and accessible space that is a flexible public plaza for community and Library events.The redesign will address all current ADA issues.

- 1,115,000 1,115,000

B-19




AdjustmentsFY 2021

RecommendedMEASURE C CAPITAL PROGRAM (Continued)Central Library Workspace Renovation Library

Renovation of the Central Library Workplace lower level

- 913,000 913,000 Cabrillo Pavilion Renovation Parks and Recreation

Restoration of the historic Cabrillo Pavilion as a viable community recreation center that serves Santa Barbara residents and visitors and returns the building to its original status as the "crown jewel of East Cabrillo Boulevard". Through site and building improvements and interior renovations, the project will enhance public access and community use, address failing building systems, and meet current ADA code requirements.

1,000,000 535,753 1,535,753 Louise Lowry Davis Center Renovation Parks and Recreation

To expand the functionality as a community resource, while updating building systems.

- 800,000 800,000 Playground Replacement Program Parks and Recreation

To maintain the City’s 22 playgrounds in conformance with safety and accessibility standards based on a ten-year replacement schedule.

- 150,000 150,000 Street Tree & Median Renewal Parks and Recreation

Overall re-design and review of all City landscape medians and parkways. Landscape renovations will include installing new irrigation systems, as needed, and drought-tolerant plant material.

- 250,000 250,000 New Police Station Police

To construct a new 72,000 square-foot Police Station utilizing City property at a location to be determined. The new facility would include an on-site parking structure.

- 2,000,000 2,000,000 New Police Station Police

To construct a new 72,000 square-foot Police Station utilizing City property at a location to be determined. The new facility would include an on-site parking structure.

2,000,000 (2,000,000) -

B-20




AdjustmentsFY 2021

RecommendedMEASURE C CAPITAL PROGRAM (Continued)Business Corridor Improvements Public Works

To fund the ongoing maintenance of the downtown business corridor in order to support a clean and vibrant downtown business district. Project includes sidewalk paver maintenance, curb painting, sign maintenance, graffiti abatement, street lighting maintenance, and maintenance of improvements located in the public right-of-way.

250,000 250,000 500,000 Facilities Master Plan Public Works

Strategic facilities master planning for the Garden Street and Laguna Street City buildings and parking lots, including economizing City operations and building footprints.

- 350,000 350,000 City Hall - Plumbing & Restroom Upgrades Public Works

Repair/replace plumbing infrastructure in City Hall. Sewer lines are beyond their useful life and need to be replaced throughout the building. Replace plumbing fixtures and water supply lines. Renovate restrooms to be ADA compliant.

360,000 - 360,000 City Buildings Roof & Building Envelope Replacement Public Works

To replace aging roofs at multiple City buildings.

680,000 - 680,000 Drainage Improvements Public Works

Annual program to maintain, improve, and construct citywide public drainage facilities.

900,000 - 900,000 Mackenzie Adult Building Roof Replacement and Site Work Public Works

Replace the roof at Mackenzie Adult Building. Repair building exterior hardscape, patio, and site work.

95,000 - 95,000 Minor Renewal - Parks Restroom Bldgs & Carrillo Gym Public Works

Minor renewal of Parks Restroom and Carrillo Gym buildings including but not limited to: roof repair/replacement, window & door replacement, exterior painting, interior painting, plumbing, mechanical, electrical upgrades, fixtures and finishes.

900,000 - 900,000 Pavement Maintenance Program Public Works

Annual pavement maintenance includes the sealing of cracks, slurry seal, asphalt overlay, reconstruction, or other methods as appropriate to maintain an acceptable driving surface.

11,000,000 1,000,000 12,000,000

B-21




AdjustmentsFY 2021

RecommendedMEASURE C CAPITAL PROGRAM (Continued)Sidewalk Replacement, Repairs, & Access Ramps Public Works

This annual program is used for sidewalk replacement and repair, and access ramp construction projects in accordance with the Americans With Disabilities Act (ADA) and per City Standard Details.

1,650,000 75,000 1,725,000 Street Lighting Improvements Public Works

This is an annual program to fund new mid-block streetlights and the replacement of existing streetlights (as needed due to knockdowns) with City standard street light poles and fixtures.

371,000 - 371,000 Traffic Signal Upgrades Public Works

This project maintains public safety and reduced traffic congestion by performing maintenance to keep traffic signals operating reliably.

620,000 - 620,000

Total Measure C Capital Program 22,826,000 3,938,753 26,764,753

AIRPORT OPERATING FUND CAPITAL PROGRAM495 Fairview Hangar Projects

In 2018 the long-term lease for the 495 Fairview Hangars is set to expire. Ownership and operation of these hangars will revert to the Airport Department. Maintenance and repair will become an Airport expense.

475,000 (475,000) - Airport Master Plan Update

Update the Master Plan forecast in light of change to air service and to prioritize capital projects, or identify new or revised capital projects that are necessary to meet anticipated future demand.

- 18,680 18,680 Airport Equipment Replacement

To replace 30-year old backup generators.

30,000 23,350 53,350 Airline Lavatory Pretreatment Facility

To construct a new "lavatory dump" station in line with a sewer main to the Goleta Sanitary District’s treatment plant including a pretreatment component to satisfy sanitary district requirements.

550,000 50,000 600,000

B-22




AdjustmentsFY 2021

RecommendedAIRPORT OPERATING FUND CAPITAL PROGRAM (Continued)Airport Operations Area (AOA) Maintenance

Ongoing capital program to maintain Airport Operations Area pavement including runways, taxiways, aircraft parking ramps and aprons, and other miscellaneous pavement used by aircraft or service vehicles.

150,000 (75,000) 75,000 Airport Utility Infrastructure

Annual program that includes storm drain, sewer, water, and electrical facilities repair and replacement.

50,000 (25,000) 25,000 Leased Building Maintenance

Annual maintenance and improvements for leased facilities at the Santa Barbara Airport.

250,000 (100,000) 150,000 Northeast Pavement Phases 4 and 5

To complete the Northeast Pavement Rehabilitation project that started in 2018 to restore the functionality of the aircraft apron at the 495 South Fairview Avenue Hangars.

250,000 139,185 389,185 Security System Upgrade

To replace and upgrade CCTV cameras and operating system, workstations, uninterruptible power system, and access control system software and field hardware. Includes redundancy and scalability to add additional cameras and end user devices such as card readers.

- - - Street Resurfacing Program

Annual maintenance program including crack/joint sealing, repairing failed pavement due to poor drainage, slurry seal, and reconstruction of cement and asphalt pavement at various Airport streets and parking lots.

200,000 (50,000) 150,000 Taxiway H Extension

To extend Taxiway H 3,000 feet to the western end of the main instrument runway (Runway 7-25).

- 356,228 356,228 Electric Quick Charging Stations

Installation of new 480v electric service & bus chargers in the Airport Economy Lot.

- 200,000 200,000

6190 Botello Road Remodel

Remodel to address code issues related to the buildings' relationship to property lines, comply with ADA requirements, and improve exterior appearances.

- 250,000 250,000

B-23




AdjustmentsFY 2021

RecommendedAIRPORT OPERATING FUND CAPITAL PROGRAM (Continued)South Airfield Development

Project includes creating space for additional aircraft parking; SIDA fencing; changes to Rental Car Ready Return Lot.

- 2,200,000 2,200,000

Airline Terminal Projects

Annual program that includes repairs, replacement, and upgrades to the Airline Terminal.

50,000 50,000 100,000

Total Airport Operating Fund Capital Program 2,005,000 2,562,443 4,567,443

CREEKS RESTORATION AND WATER QUALITY IMPROVEMENT

Andree Clark Bird Refuge Water Quality and Habitat Restoration

Develop a comprehensive program to improve water quality and enhance native habitats of the Andree Clark Bird Refuge.

300,000 200,000 500,000 Arroyo Burro Open Space Restoration

Design and implement a creek restoration project on City-owned property in the lower Arroyo Burro watershed.

100,000 100,000 200,000 Arroyo Burro Restoration at Palermo Drive

To implement a restoration project on the Arroyo Burro riparian corridor at the terminus of Palermo Drive.

200,000 - 200,000 Bacterial Reduction and Water Quality Program

Design and install targeted water quality treatment projects to reduce the discharge of polluted water into Santa Barbara creeks.

50,000 - 50,000 Capital Replacement – Storm Water Facilities

Set aside funds for the replacement of pumps, gates, valves, filters and other hardware and software installed in water quality treatment projects.

25,000 - 25,000 Honda Valley Restoration

The purpose of this project is to restore the riparian corridor in Honda Valley Park.

250,000 (50,000) 200,000 Las Positas Creek Restoration

To design and implement a creek restoration project in the Las Positas Valley.

50,000 (50,000) -

B-24




AdjustmentsFY 2021

RecommendedCREEKS RESTORATION AND WATER QUALITY IMPROVEMENT(Continued)Lower Mission Creek Restoration

Restore the riparian corridor in lower Mission Creek. Includes property acquisition, non-native weed removal and re-vegetation with native plants, and improvement of trails and interpretive information where appropriate.

150,000 - 150,000 Mid-Arroyo Burro Restoration

Restore the riparian corridor in the mid-Arroyo Burro watershed (between Highway 101 and Foothill Road). Could include property acquisition, removal of hard structures from the creek channel, non-native weed removal and re-vegetation with native plants, and improvement of trails and interpretive information.

200,000 (200,000) - Old Mission Creek at West Figueroa

To develop a storm water detention system to reduce bacteria, sediment, and other pollutants in storm water in Old Mission Creek, and to restore and enhance the riparian habitat adjacent to the creek.

150,000 - 150,000 Stormwater Treatment Retrofit Projects (LID)

Design, permit, and construct a “Low Impact Development” (LID) demonstration project, or projects, on City-owned properties to improve creek and ocean water quality.

150,000 - 150,000 Sycamore Creek Watershed Restoration

Restore the riparian corridor in Sycamore Creek. Could include property acquisition, removal of hard structures from the creek channel, non-native weed removal and re-vegetation with native plants, and improvement of trails and interpretive information.

200,000 - 200,000

Total Creeks Restoration And Water Quality Improvement 1,825,000 - 1,825,000

DOWNTOWN PARKING FUNDADA Transition Plan Implementation at City Parking Lots

Design and construction work to address issues in garages, surface lots, and paseos not addressed in CIP projects, updates to the written ADA Transition Plan, prioritization of physical improvements identified in the ADA Transition Plan and cost estimates.

50,000 - 50,000 Canon Perdido Garage (Lot 2) Paseo Trash Enclosure Roof Repair

To replace the existing roof structure of the trash enclosure.

32,500 - 32,500

B-25




AdjustmentsFY 2021

RecommendedDOWNTOWN PARKING FUND (Continued)Lot 3 Paseo Improvements

The project is to upgrade the walking surfaces, landscaping, lighting, and trash enclosures in the Lot 3 paseo, located at the corner of Chapala and W. Figueroa Streets.

50,000 - 50,000 Parking Lot Maintenance and Annual Repair Program

Perform ongoing maintenance in the downtown lots and structures such as landscaping, equipment enhancements, repairs, cleaning, and general maintenance in order to maintain integrity of structures and first-rate parking facilities.

160,000 - 160,000 Pavement Surface & Paseo Maintenance

To repair/replace pavement in the City's downtown parking lots and paseos.

125,000 - 125,000 Surface Parking Lot and Paseo Lighting

To repair and maintain existing lighting in Downtown Parking Lots and paseos. Work includes additional lighting needed for safety.

10,000 - 10,000 Title Reports & Surveys

Obtain professional survey and title reports for Lot 5 (Victoria Lot), Lot 12 (Parker Village), Cota Commuter Lot, and Carrillo Commuter Lot. If the Cota Commuter Lot is selected as the future police station site, title reports and surveys will not be completed by Downtown Parking.

80,000 - 80,000

Total Downtown Parking Fund 507,500 - 507,500

FACILITIES MANAGEMENT FUNDEnergy Efficiency Projects

General Fund facilities energy efficiency projects with a short-term payback that include retrofitting existing fluorescent lighting to LED as well as upgrading and installing lighting and HVAC controls. The projects are funded by energy savings generated as the projects are completed.

100,000 (100,000) - Facilities Renewal - Flooring, Paint, Security, Mechanical, Electrical, Plumbing

Recurring annual funding for general Facilities maintenance and upgrades including but not limited to: Flooring, Paint, Security, Mechanical, Electrical, Plumbing, HVAC.

640,000 - 640,000

Total Facilities Management Fund 740,000 (100,000) 640,000

B-26




AdjustmentsFY 2021

RecommendedFLEET MANAGEMENT FUNDEnterprise Fund Vehicle Replacement Program

Annual replacement of Enterprise Fund fleet vehicles scheduled for replacement based upon completion of their assigned life cycle.

860,768 1,119,782 1,980,550

Fleet Building Improvements

To replace the overhead door closing mechanism in the bays

- 60,000 60,000 General Fund Vehicle Replacement Program

Annual replacement of General Fund fleet vehicles scheduled for replacement based upon completion of their assigned life cycle.

1,529,522 388,655 1,918,177

Total Fleet Management Fund 2,390,290 1,568,437 3,958,727

ENERGY MANAGEMENT CAPITAL FUNDEnergy Efficiency Projects

General Fund energy projects that include retrofits of existing systems, such as lighting and HVAC, as well as renewable and resilient energy project development and implementation. These projects are funded by energy savings, rebates and incentives received as projects are completed.

- 100,000 100,000

Total Energy Management Capital Fund - 100,000 100,000 GOLF COURSE FUNDGolf Course Infrastructure Renewal and Improvement

To repair and replace key infrastructure such as cart paths, restroom renovations and building refurbishments. Funding is included to renovate a number of bunkers to increase consistency and playability on course.

50,000 38,000 88,000 Power Turf Equipment

Funding for new and replacement key maintenance equipment to continue maintaining the golf course to a high standard.

70,000 (12,000) 58,000 Golf-Course Improvement Plan Project

To provide longevity to the existing greens and tee complexes, as well as enlarge the main practice putting green.

78,000 (78,000) - Players' Course Improvements

Funded by $1 added to each greens fee paid at the Santa Barbara Golf Club, to prioritize and fund improvements which directly improve the play for golfers.

57,000 (2,364) 54,636

Total Golf Course Fund 255,000 (54,364) 200,636

B-27




AdjustmentsFY 2021

RecommendedINFORMATION TECHNOLOGY FUNDDesktop Computer Replacement

To provide replacements and upgrades of the City's General Fund workstations.

46,430 30,878 77,308 Network Infrastructure

To provide replacement and upgrade of the City’s network and server/storage infrastructure. This includes: server hardware, server virtualization software, storage arrays, backup systems, network equipment, security, and firewall equipment.

264,620 40,000 304,620 Utility Billing Systems Upgrade

To migrate existing utility customer information and billing data from the existing CIS Infinity software by Advanced Utilities Systems to version 4.0, the newest version

- 615,500 615,500 Website Content Management System (CMS)

To replace the web content management system that hosts the City's external facing websites, and migration of data to the new system.

250,000 - 250,000

Total Information Technology Fund 561,050 686,378 1,247,428

STREETS CAPITAL PROGRAMBicycle Improvements

Ongoing improvements to bicycle parking, bike path conditions, supplemental signage, signal loop replacement, striping, and stenciling.

84,746 575 85,321 Bridges: Post Bridge Construction Mitigation Monitoring

Post Bridge construction mitigation monitoring and reporting for completed bridge construction projects as required by environmental compliance requirements.

50,000 50,000 100,000 Bridges: Preventative Maintenance

For the annual preventative bridge maintenance of City-owned bridges.

75,000 - 75,000 Bridges: Upper De La Vina Street Bridge Replacement

To replace the existing structurally deficient De la Vina Street Bridge over Mission Creek, located between Vernon Road and Alamar Avenue.

500,000 (500,000) -

B-28




AdjustmentsFY 2021

RecommendedSTREETS CAPITAL PROGRAM (Continued)Intersection Improvements: Traffic Safety/Capacity (Annual)

Annual program that includes hardscape improvements, signs or pavement marking changes, minor traffic signal changes, and raised pavement markings. This program will fund low-cost improvements, or may be used as a local match for larger grant funded projects.

50,000 - 50,000 Mission Canyon Bridge Studies

Studies to address existing challenges associated with the Mission Canyon Bridge over Mission Creek.

100,000 - 100,000 Lower Mission Creek Improvements

To coordinate, design, and construct flood control improvements on Mission Creek from the ocean upstream to Canon Perdido Street.

75,000 - 75,000 Pavement Maintenance for Haley Street

Perform pavement maintenance including asphalt overlay, slurry seal, spot repair, and crack sealing on Haley Street funded by the Road Maintenance & Rehabilitation Account (SB1).

- 1,766,524 1,766,524 Pavement Maintenance Program

Perform pavement maintenance including asphalt overlay, slurry seal, spot repair, and crack sealing on City streets as part of the annual pavement maintenance program.

FY 2021 Funding: Measure A Fund

2,555,776 (1,447,507) 1,108,269 Sidewalk Replacement, Repairs, & Access Ramps

This annual program is used for sidewalk replacement and repair, and access ramp construction projects in accordance with the Americans With Disabilities Act (ADA) and per City Standard Details.

300,000 - 300,000 Streets Engineering

Asset Management of the City’s infrastructure in the right of way.

150,000 - 150,000

Total Streets Capital Fund 3,940,522 (130,408) 3,810,114

WASTEWATER FUNDEl Estero Wastewater Strategic Plan Implementation

A capital program providing planning for the betterment of major equipment and process components used to treat wastewater at the El Estero Water Resource Center (EEWRC). The project is renewed annually to improve unit processes which are not a part of major CIP projects.

50,000 - 50,000

B-29




AdjustmentsFY 2021

RecommendedWASTEWATER FUND (Continued)El Estero Water Resource Center Maintenance Program

An annual program of capital maintenance to replace electrical and mechanical equipment in a timely manner to keep the EEWRC operating at a fully functional level.

450,000 - 450,000 Lift Station Maintenance Program

An annual program of capital maintenance to keep wastewater lift stations in fully operational status. Timely replacement of motor control centers, pumps, motors, water level sensors, and other electrical and mechanical equipment.

2,300,000 - 2,300,000 Sanitary Sewer Overflow Compliance Program

To help prevent sewage spills, this program supports structural rehabilitation of approximately 2% of the public sewage collection system mains and manholes.

2,000,000 - 2,000,000

Total Wastewater Fund 4,800,000 - 4,800,000

WATER FUNDAnnual Water Main Replacement Program

Annual program of replacement of 2% (approximately 32,000 feet) of the City’s water distribution piping system.

8,900,000 400,000 9,300,000 Cater Treatment Plant Equipment Rehabilitation

Annual capital program for the Cater Water Treatment Plant including baseline maintenance, filter media replacement, data/control system (SCADA) and equipment upgrades, and process improvements.

1,200,000 (500,000) 700,000 Desalination Program

This program provides for maintenance and repair of the Desalination Plant and intake pipeline facilities, and construction of a maintenance building for operations staff.

1,000,000 1,430,000 2,430,000 Distribution Pump Station Rehabilitation

The Distribution Pump Station Program includes baseline maintenance and upgrades to El Cielito, Cater Cross-Tie, Sheffield and Tunnel Pump Stations, plus rehabilitation of the City's Pressure Reducing Stations.

1,500,000 (1,300,000) 200,000 Distribution Reservoir Maintenance Program

This program includes baseline maintenance of the City's water storage reservoirs including upgrades to reservoirs and replacement of reservoir control valves.

300,000 300,000 600,000

B-30




AdjustmentsFY 2021

RecommendedWATER FUND (Continued)Groundwater Supply Program

Annual program for baseline well system component maintenance and rehabilitation of the Ortega Groundwater Treatment plant and city wells.

550,000 (450,000) 100,000 Recycled Water Program

Project includes rehabilitation of the recycled water pump station at the El Estero Water Resource Center, water conservation retrofits at city facilities, and baseline maintenance for the recycled water system.

125,000 435,000 560,000 Water Meter Replacement Program

Program to replace the City's water meters and make associated improvements, including the implementation of Advanced Metering Infrastructure (AMI).

4,500,000 (1,250,000) 3,250,000

Total Water Fund 18,075,000 (935,000) 17,140,000

WATERFRONT FUNDHarbor Main Parking Lot Lighting

To install additional light standards in the Harbor Main Parking Lot.

250,000 - 250,000 Marina Renovations Program

Annual repair and replacement of Waterfront equipment, including floats, fasteners, utilities, dock boxes, gangways, and cleats.

275,000 - 275,000 Parking Infrastructure Improvements

To install solar powered LUKE Pay Stations in the Waterfront Parking Lots.

125,000 - 125,000 Parking Lot Maintenance Program

Scheduled maintenance of the eight Waterfront area parking lots, including slurry and crack sealing, painting, and traffic striping in the launch ramp and Harbor West.

120,000 - 120,000 Renovate Maintenance Shop.

To renovate 30-year old Facilities Maintenance Shop located at 117-C Harbor Way.

150,000 - 150,000 Replace Stearns Wharf Lift Stations

To replace three sewer lift stations on Stearns Wharf that currently requires excessive maintenance as they have exceeded their useful life.

600,000 - 600,000

B-31




AdjustmentsFY 2021

RecommendedWATERFRONT FUND (Continued)Stearns Wharf Waterline Replacement.

To replace the 8-inch main waterline on Stearns Wharf. Waterline laterals were replaced in 2017.

250,000 - 250,000 Stearns Wharf Heavy Timber & Pile Replacement

Annual wharf pile driving and timber replacement program to ensure structural integrity of Stearns Wharf.

475,000 - 475,000 Update Security Camera System

Update existing Security System by replacing existing cameras and installing additional cameras where needed.

200,000 - 200,000

Total Waterfront Fund 2,445,000 - 2,445,000

Total Capital 61,520,362 7,286,239 68,806,601

B-32

C I T Y W I D E O B J E C T I V E S

T h i s p a g e i s i n t e n t i o n a l l y l e f t b l a n k .

S e c t i o n W i l l R e t u r n i n F i s c a l Y e a r 2 0 2 2

C-1


C-2

A n n u a l P e r f o r m a n c e P l a n f o rF i s c a l Y e a r 2 0 2 1

Airport DepartmentAdmin i s t ra t ion

M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Adopted Projected Proposed

FY 2020 FY 2020 FY 2021

Accomplish 75% of the Department’s program objectives

Percent of Department program objectives achieved 75% 75% 75%

O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Annual passengers 929,700 1,143,523 1.2M

Annual aircraft operations for airlines and general aviation 102,000 102,000 103,000

Annual tons of airfreight 1,900 1,900 1,900

Percentage of the regional (SBP, SMX, SBA) air service market served by SBA, based on the number of scheduled airline seat departures

66% 79% 75%

Number of Airport Commission and Airport Commission subcommittee meetings

20 20 20

Bus iness and Proper ty Management



FY 2020 FY 2020 FY 2021

Maintain airline cost per enplaned passenger with the maximum not to exceed $13.08 based on the approved FY2020 airline rates and charges

Airline cost per enplaned passenger $12.92 $12.09 $10.48

Maintain ninety percent of Airport commercial properties lease within Airport Commission approved rental rate ranges

Percent of Airport commercial properties within Airport Commission approved rental rate ranges

90% 90% 90%

Conduct annual review to ensure rental rates for Airport properties are comparable to Santa Barbara and Goleta market rates

Number of reviews conducted 1 1 1

D-1

A n n u a l P e r f o r m a n c e P l a n f o r F i s c a l Y e a r 2 0 2 1

Airport Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Revenue for food and beverage at enplaned passenger $5.28 $4.73 $5.16

Revenue for news and gifts at per enplaned passenger $3.10 $2.60 $2.83

Revenue for parking at enplaned passenger $9.04 $8.09 $9.02

Annual number of rental car contracts 107,000 108,000 110,000

Annual Gallons of Avgas aviation fuel sold 235,000 182,169 178,000

Annual Gallons of Jet A aviation fuel sold to general aviation users

3.10 M 2.94 M 3.00 M

Annual Gallons of Jet A aviation fuel sold to commercial airlines 5 M 5 M 5 M

Land leased (sq ft) 3.93 M 3.93 M 3.93 M

Land space occupancy rate 100% 100.0% 100%

Building space leased (sq ft) 505,387 505,387 505,387

Building space occupancy rate 99% 98% 98%

KWh generated by the rental car facility solar PV collection system

200,000 187,231 200,000

Market ing and Communica t ions P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Col laborat ively develop and execute incentive-funded marketing campaigns to support new service on Delta Air Lines, Contour Air l ines and any other qualifying new route dest ination.



FY 2020 FY 2020 FY 2021

Enhance knowledge of aviation and its community importance

Attract at least 5,000 local students and/or adults to Airport tour and education program

5,500 5,000 5,000

Increase awareness of SBA service in local media

Dollars of earned media publicity (excluding irregular operations) 100,000 100,000 100,000

D-2




FY 2020 FY 2020 FY 2021

Annual visits to Airport website 200,000 200,000 200,000

A i rpor t Fac i l i t i es Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Explore SCE on-bil l f inancing as a means to fund LED l ight ing retrofits on the Air l ine Terminal ramp and 495 S. Fairview.

Complete roof and HVAC system replacement at Building 226 pending signed lease agreement.

Consol idate monitor ing, repair and maintenance of f ire detection systems at Air l ine Terminal, 6100 Holl ister, 495 S, Fairview and 2 Cass Pl.



FY 2020 FY 2020 FY 2021

Complete 90% of all work orders by the established target date

Percent of work orders completed by target date 90% 85% 85%

Inspect Airport storm water inlets equipped with a structural storm water BMP device four times annually

Structural BMP device inspections 4 3 4

Monitor and communicate custodial services contractor performance by completing at least quarterly audits

Performance audits completed 6 6 6

Audit and communicate landscape maintenance contractor performance at least six times

Performance audits completed 6 6 6

Provide pre-rental custodial services for 100% of spaces prior to tenant occupancy

Percent of vacant indoor airport lease spaces that receive custodial services prior to tenant occupancy

100% 100% 100%

Maintain the diversion rate for recyclables at the Airline Terminal at 45% or more

Diversion rate for recyclables at the Airline Terminal 45% 50% 20%

D-3




FY 2020 FY 2020 FY 2021

Total cost per square foot for building maintenance $1.60 $1.60 $1.60

Cost per passenger for airline terminal custodial services $1.18 $0.90 $0.89

Work orders completed 2,750 2,500 2,500

Buildings maintained 59 59 59

A i r c ra f t Opera t ions Area Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Repaint runway holding posit ion markings on primary runway.

Perform fr ict ion test on primary runway.

Repaint airf ield service road markings. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 92% of Aircraft Operations Area (AOA) maintenance work orders generated from airfield safety inspections within the established timeframe

Percent of AOA work orders completed 93% 90% 90%

Complete 92% of all work orders by the established target dates

Percent of work orders completed 93% 90% 90%

Steam clean the air carrier ramp four times annually as a storm water pollution prevention best management practice

Air carrier ramp cleanings completed 4 3 4

Sweep runways four times annually

Runway sweepings completed 4 4 4

Sweep taxiways four times annually

Taxiway sweepings completed 4 4 4

Repaint taxiway centerlines one time annually

Taxiway centerline painting completed 1 1 1

D-4


Airport Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Repaint Runway 7-25 centerlines three times annually

Runway 7-25 centerline paintings completed 3 3 3



FY 2020 FY 2020 FY 2021

AOA maintenance cost per acre $620 $575 $610

AOA work orders completed 1,000 1,150 1,200

Hours devoted to airfield maintenance 3,200 3,500 3,500

A i rpor t Secur i ty P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Conduct comprehensive review of Airport Patrol Policy & Procedure Manual to identify and add necessary legal and legislat ive updates, correct inaccuracies and formatt ing issues and ensure that al l current pol ic ies and procedures are consistent with curren



FY 2020 FY 2020 FY 2021

Maintain an average response at or below 3 minutes for emergency calls from the time the call is received to the time of arrival

Average response time to all emergency calls for service 3 1 3

Maintain an average response at or below 7 minutes for non-emergency calls from the time the call is received to the time of arrival

Average response time to all non-emergency calls for service 7 5 7

Respond to 100% of reports of unauthorized persons in restricted areas of the airport within 5 minutes of the incident being reported.

Percent of responses within 5 minutes 100% 100% 100%

Complete 12 daily Terminal Security Inspections (including Terminal Building, Secured Area Apron, Secured Area Fence Line and SIDA ID Badge Inspections) 85% of the time.

Percent of Terminal daily inspections completed 85% 85% 85%

D-5


Airport Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Complete 8 daily patrols of the Air Operations Area (AOA) apron 85% of the time.

Percent of daily AOA patrols completed 85% 85% 85%

Complete 8 daily patrols of non-AOA (landside, commercial, and industrial Airport properties) 85% of the time.

Percent of daily non-AOA patrols completed 85% 85% 85%



FY 2020 FY 2020 FY 2021

Emergency calls received 50 40 40

Non-emergency calls received 4,308 5,200 5,200

Incident Reports 192 300 300

Penal Code Violations 72 100 100

Vehicle Code Violations 36 36 36

Municipal Code Violations 36 175 175

Patrol Officer Assists to the Public 732 250 250

Patrol Officer Assists to Other Agencies 120 100 100

Law Enforcement Contacts 480 300 300

A i rpor t Cer t i f i ca t ion and Opera t ions P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Host FAA Part 139 required Airport tr iennial ful l scale disaster dr i l l exercise.

Complete Security System Rehabil i tat ion project.

D-6


Airport Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Correct all discrepancy reports issued by the FAA during the annual FAA Certification inspection in the timeframe required.

Percentage of discrepancy reports corrected 100% 100% 100%

Conduct two badge office audits.

Audits conducted 2 2 2

Conduct monthly tests of Airport Access Control System.

Tests conducted 12 12 12

Respond to 100% of periodic ARFF airfield response drills within Federal Administration (FAA) required time parameters.

Percent completed 100% 100% 100%

Provide notification to aircraft owners/operators who failed to follow noise abatement procedures, in which a noise complaint resulted.

Percent notified 90% 90% 90%

Provide noise abatement program data for Airport Director's Report to Airport Commission.

Percent of Airport Commission meetings with data provided 100% 100% 100%



FY 2020 FY 2020 FY 2021

Access Control system alarms 108,000 110,000 110,000

Noise complaints received 705 10,000 10,000

Part 139 airfield safety inspections 1,100 1,100 1,100

Security badge appointments 1,452 1,500 1,500

Total ARFF emergency responses 70 70 70

Notices to Airmen issued by Airport Operations staff 1200 1000 1000

Number of passenger pickups by Transportation Network Companies

70,200 90,352 90,000

D-7


Airport Department

Fac i l i t y P lann ing and Deve lopment P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Hire Architectural and Structural consultants to develop a plan for mothball ing the Wester Aero Hangars Restorat ion and develop a long term plan for preservation of the hangars.

Street Resurfacing Program - Slurry seal the Terminal Long parking lots. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve total annual construction contract bid average within 10% of the total engineer’s estimates for the preliminary design packages.

Percent difference between construction contract bids and the total engineer’s estimates for preliminary design

10% 9% 10%

Limit the total annual value of construction contract change orders on capital improvement projects to less than or equal to 7% of the total value of construction contracts awarded.

Construction contract change orders as a percentage of the total value of construction contracts awarded

7% 4% 7%

Ensure 90% of development review comments are submitted to applicants/agencies by provided deadlines.

Percentage submitted to applicants/agencies by provided deadlines

90% 100% 100%



FY 2020 FY 2020 FY 2021

Total estimated value of projects in active design and construction $3.0 M $34.7 M $22.1 M

Total number of projects under active planning, design, construction, and monitoring

6 10 8

Development applications received, including resubmittals 2 2 3

Division staff hours spent at board and commission meetings 30 5 10

Out-of-agency major projects, policies/planning documents, environmental documents, technical studies, etc., commented on by Division staff

12 4 4

D-8


City Administrator’s Office

Ci ty Admin i s t ra to r P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Present a balanced budget for Fiscal Year 2022 for Counci l considerat ion by May 2021, in accordance with Counci l pol icy.

Prepare and deliver the State of the City presentation by Apri l 2021.

Issue the City News-in-Brief on a weekly basis to communicate with the publ ic.

Implement plans to improve vibrancy downtown and engage with stakeholders in economic recovery and revital izat ion efforts.

Implement Measure C spending plan, cit izens oversight committee meetings, and community transparency measures to ensure funds are spent as approved by the voters.

Work with the remaining l icense holder to open the f inal recreational cannabis storefront by June 30, 2021.

Assist the City Attorney's Off ice with the recruitment of the Redistr ict ing Commission Members and legal and demographic professinoal services for the 2021 redistr ict ing effort.



FY 2020 FY 2020 FY 2021

Ensure that 90% of public service requests receive a response within five working days.

Percent of responses within five working days 100% 90% 90%



FY 2020 FY 2020 FY 2021

Staff recommendations forwarded to Council 550 550 550

Public service requests requiring department follow-up 20 10 15

D-9


City Administrator’s Office

Ci ty C le rk ' s O f f i ce P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop and implement a comprehensive citywide electronic records management plan, including requisite revisions to City policies, document management protocols, and methods to ensure staff compliance.

Research and work towards implementation of technology to make the Advisory Group appl ication and administration processes more eff ic ient, user-f r iendly and transparent.



FY 2020 FY 2020 FY 2021

Complete staff document requests within 2 working days or by the requested deadline

Percentage of staff document requests completed within allotted time

90% 90% 90%

Processing and return of contracts and agreements within 10 working days of Council approval.

Percentage of contracts and agreements processed and returned within allotted time

90% 90% 90%

Provide Council meeting minutes for attorney review within 14 days of meeting.

Percentage of minutes provided to attorney within allotted time 90% 90% 90%

Maintain 90% timely filing rate for Statements of Economic Interests

Percent of timely filings of Statements of Economic Interests 90% 90% 90%

Post Municipal Code changes within 30 days of the effective date.

Percentage of Municipal Code changes posted online within allotted time.

90% 90% 90%

Conduct training for City staff on the agenda report preparation and process

Number of trainings conducted. 1 1 1

Conduct training for Advisory Group staff liaisons regarding Brown Act and other applicable laws and regulations.

Number of trainings conducted N/A N/A 1

D-10


City Administrator’s Office O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Council meetings clerked 50 50 50

Council agenda items presented 550 770 625

Contracts and agreements, deeds and notices of completion processed

428 328 325

Resolutions and ordinances processed 170 137 250

Appeals processed 15 9 15

Number of Advisory Group meetings held 300 157 300

Number of advisory group applications received 175 314 225

Staff hours spent responding to Public Records Act requests 150 595 1200

Filings of statements of economic interests 440 440 440

Campaign statements processed 100 50 25

Phone calls received, as measured via quarterly sampling 3,000 3,640 3,500

C i ty TV - Channe l 18 P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Design, purchase and instal l replacement for City Counci l Chambers audio system. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain 99% television broadcast system uptime out of 24 hours, 7 days per week.

Percent broadcast system uptime (24/7) 99% 99% 99%

Prepare 25 videos that highlight city services, events and programs for online distribution via the City website and newsletters.

Videos posted online 25 40 35



FY 2020 FY 2020 FY 2021

Public meetings televised (including contract services) 300 386 350

First run televised meeting hours (including contract services) 850 924 900

City TV original productions 45 60 55

D-11


City Attorney’s Office

Ci ty At to rney ' s O f f i ce P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

By September 30, 2020, circulate City Attorney's Off ice customer service survey (Administrat ion - 1212).

By December 31, 2020, prepare and distr ibute Legislat ive Report. (Administrat ion - 1212). M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 80% of City Attorney advisory work requests within 15 working days (Advisory - 1213).

Complete 80% of City Attorney advisory work requests within 15 working days.

80% 95% 80%

Conduct civil litigation in a zealous, effective manner in order to win or settle cases 100% of the time (Civil Litigation - 1214).

Conduct civil litigation in a zealous, effective manner in order to win or settle cases 100% of the time.

100% 75% 100%

Conduct 100% of all Office Hearings and Mediations within 30 days of a Code Enforcement/Law Enforcement Agency’s Request.

Percentage of hearings conducted by the deadline N/A N/A 100%

Review, prepare, and, if necessary, file petitions for Work Place Violence Restraining Orders and Gun Violence Restraining Orders within 30 days of receiving request.

Percentage of actions taken within 30 days of request. N/A N/A 100%

Review and make charging decisions on all cases referred for filing within 30 days of receipt.

Percentage of charging decisions filed by deadline N/A N/A 100%

D-12


Community Development Department

Admin i s t ra t ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Work with City TV to develop a new Community Development Department video for placement on the department website by June 30, 2021.

Work with Information Technology to complete two city-wide trainings on the new Digital Asset Management System by June 30, 2021.

Build a gal lery of photos for the Human Services program on the Digital Asset Management System for select image placement on the program's website and general use by staff in presentat ions and reports by June 30, 2021.



FY 2020 FY 2020 FY 2021

Monitor to ensure all division budgets are within budget and that proper accounting procedures are followed.

Percent of divisions within budget 100% 100% 100%

Ensure all divisions respond to 90% of complaints filed via the City Administrator’s or Mayor’s Office within five days of receipt.

Percent of complaints responded to within 5 days of receipt 90% 90% 90%

Successor Agency P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Prepare an annual Recognized Obligation Payment Schedule (ROPS) and six-month amendment, present them to the Oversight Board and submit them to the State Department of Finance for approval, i f needed.

Prepare a Final and Conclusive Enforceable Obligation request form, and any other required documents to complete the Redevelopment Agency Dissolution.



FY 2020 FY 2020 FY 2021

Ensure that 100% of existing Successor Agency Redevelopment Property Tax Trust Funds are spent on redevelopment-eligible activities and in compliance with State legislation.

Percent of funds spent on redevelopment-eligible activities and in compliance with State legislation

100% 100% 100%

D-13



CDBG Admin is t ra t i on and Human Serv i ces P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop, with public input, the Consol idated Annual Performance Evaluation Report (CAPER) and submit to the Department of Housing and Urban Development (HUD) using the on-l ine system by September 30, 2020.

Develop, with public input, the Annual Consol idated Action Plan and submit to HUD by May 15, 2021.

Del iver mid-year Grantee Performance Reports to Community Development Human Services Committee prior to commencement of appl icant interviews.

Del iver year-end Grantee Performance Reports to Community Development Human Services Committee prior to September 25, 2020.

Through administrat ion of the HEAP program, ensure that the collaborat ive partners provide the 25 most highly-vulnerable homeless individuals in the City with connections to crisis services and case management needed to accomplish street exit and/or secure housing in the f irst year of the grant program.



FY 2020 FY 2020 FY 2021

Expend 95% of committed Human Services funds within the program year funds were committed.

Percent of Human Services funds expended within the program year

95% 95% 95%

Ensure that less than 2% of all applicants appeal the Committee recommendations to the City Council by providing staff support to the Community Development/Human Services Committee and applicants in the annual process of recommending funding commitments.

Percent of applicants appealing the funding decisions 2% 0% 2%

Ensure that CDBG disbursements meet federal timeliness requirements as per HUD/CPD schedule.

Amount of unspent CDBG funds as of May 2nd 1.5 1.5 1.5

Ensure that 95% of sub-grantees comply with Human Services and CDBG grant agreement terms.

Percent of sub-grantees that comply with grant terms 95% 100% 95%

Ensure that at least 12 homeless persons enter permanent housing via the HEAP effort.

Number of persons housed 12 12 12

D-14


Community Development Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

CDBG/Human Services grant applicants received in December 2020

55 55 55

CDBG/Human Services grant recipients awarded in March 2021 50 50 50

Number of homeless persons served via the HEAP grant collaborative partners

125 125 125

Renta l Hous ing Med ia t ion P rogram M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Obtain either an oral or a written agreement between disputing parties on 85% of all telephone mediations.

Percent of oral or written agreements on telephone mediations 85% 85% 85%

Obtain either an oral or a written agreement between disputing parties on 85% of all face-to-face (in-office) mediations.

Percent of oral or written agreement on face-to-face mediations 85% 85% 85%

Provide 6 outreach and education presentations on rental housing rights and responsibilities to community groups, tenant groups, and landlord groups.

Outreach and education presentations 6 6 6

90% of clients will affirm that the information/materials provided will be helpful to them in resolving their rental housing dispute/concern.

Percent of telephone or in-office client consultations resulting in client affirmation that information/materials provided will be helpful to them in resolving their rental housing dispute/concern

90% 90% 90%

70% of survey respondents, will affirm that all or most rental issues were resolved by staff consultation and/or information.

Percent of survey respondents affirming that all or most rental issues were resolved by staff consultation and/or information

70% 100% 70%

D-15




FY 2020 FY 2020 FY 2021

Telephone mediation services provided for rental housing disputes

30 30 30

Face-to-face mediation services provided for rental housing disputes

2 3 2

Santa Barbara residents served with information, consultation and mediation services.

860 860 860

Goleta & Carpinteria residents served with information, consultation and mediation services.

140 140 140

Hous ing Deve lopment and Preserva t ion M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Certify compliance of at least 95% of 1,270 rental units to assure that 100% of those units are in compliance with the City’s affordability and occupancy requirements.

Percent of affordable rental units certified for compliance 95% 95% 95%

Certify compliance of at least 95% of 460 owner-occupied units to assure that 100% of those units are in compliance with the City’s affordability and occupancy requirements.

Percent of affordable ownership units certified for compliance 95% 95% 95%

Assure compliance with City requirements for 100% of initial sales, resale, and refinancing of affordable ownership units.

Percent of monitored initial sales, resales and refinancings that complied with City requirements

100% 100% 100%

Assure 100% compliance with City Inclusionary Housing Ordinance (Chapter 28.43) for construction of new owner-occupied housing.

Percent of new owner-occupied units that comply with City Inclusionary Housing Ordinance under Chapter 28.43.

100% 100% 100%

Monitor and assure 100% compliance of City Affordable Housing loan agreements to ensure annual repayment amounts are received on outstanding loans.

Percent of loan agreement payments received per City terms 100% 100% 100%

D-16




FY 2020 FY 2020 FY 2021

Initial sales of new affordable units monitored for conformance with housing policies

4 4 4

Resales of existing affordable units monitored for conformance with housing policies

6 10 6

Refinancings of existing owner-occupied affordable units monitored for conformance with housing policies

6 10 6

Households provided with tenant-based rental assistance 40 40 40

Total amount of repayments received from loan agreements (Million $)

1.40 1.99 1.40

New affordable housing units constructed via approved loans 18 17 0

Number of affordable units preserved via approved loans, modifications, and/or subordinations of existing City financing

48 48 8

Long Range P lan and Spec ia l S tud ies P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete the fol lowing Sea Level Rise Adaptat ion Program work products:

a) Present a f inal draft of the Sea Level Rise Adaptation Plan for acceptance by City Counci l by August 2020.

b) Complete Planning Commission and City Counci l review of a Coastal Land Use Plan Amendment associated with the Sea Level Rise Adaptat ion Plan by June 30, 2021.

Prepare an Adaptive Management Program Report for review by Planning Commission and City Counci l in Fal l 2020.

Submit Annual Status and Progress Report on the Housing Element to the Department of Housing and Community Development and the Governor's Off ice of Planning and Research by Apri l 1, 2021.

Prepare General Plan Program Environmental Impact Report Mit igat ion Monitor ing Report for review by the Planning Commission in Fal l 2020.

Monitor pending State legislat ion related to land use, and respond as necessary, including developing work programs and implementat ion t imelines for new or amended laws.

Release a draft of a Revised Climate Action Plan for publ ic review by June 30, 2021.

Prepare draft General Plan and Zoning Ordinance Amendments related to the Average Unit-size Density Incentive Program for review by the Planning Commission by December 31, 2020.

D-17



Deve lopment/Env i ronmenta l Rev iew P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Increase outreach to Land Development Team stakeholders (architects, planners, engineers, contractors, developers) through use of LDT Bulletins, City website, advanced not if ication of relevant hearings, "Open House" or similar events, etc.

Implement the fol lowing act ions to facil i tate a more streamlined development review process: a) Assist Long Range and Transportat ion Planning staff with transit ion from LOS to VMT to measure potential traff ic impacts; b) Update environmental review procedures; c) update DART and PRT letter templates; d) update Major Issues Project Compliance Checklist.



FY 2020 FY 2020 FY 2021

Ensure that 90% of all minutes and resolutions are ready for action by the Planning Commission on the second meeting after the Planning Commission took action.

Percent of minutes and resolutions ready for action by the Planning Commission on the second meeting after action was taken

90% 95% 90%

Ensure that 90% of Development Application Review Team (DART) and required Pre-application Review Team (PRT) comments are provided to the applicant by the required deadline.

Percent of comments provided to the applicants by the required deadline

90% 95% 90%

Achieve 80% reimbursement of CIP Environmental Analyst's salary for environmental and project review of City projects.

Percent of reimbursable time for Environmental Analyst 80% 80% 80%

Ensure that 90% of optional Pre-application Review Team (PRT) comments are provided to the applicant within six weeks of submittal.

Percent of comments provided to the applicant within 6 weeks 90% 95% 90%

D-18




FY 2020 FY 2020 FY 2021

Development applications received, including re-submittals 50 45 50

Pre-applications reviewed 20 20 20

Major work sessions, trainings, ordinances, and discussion items at the Planning Commission

18 20 15

Cumulative length of all Planning Commission meetings (in hours).

300 170 100

Planning Commission appeals heard by the City Council 3 4 3

Out-of-agency major projects, policies/planning documents, environmental documents, technical studies etc., commented on by Division staff

5 2 3

Planner Consultations (paid for by applicant) completed 10 12 10

Zon ing: Ord inance , In fo rmat ion and En forcement P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Present SBMC Tit le 30 "clean-up" amendments to the City Counci l by December 31, 2020.

Fol lowing implementation of Accela Cit izen Access, implement electronic appl icat ion submittal and plan review; provide continued training to staff and applicants; and update procedural documents as necessary.



FY 2020 FY 2020 FY 2021

Complete 80% of initial site inspections for highest priority enforcement cases (Levels 1 - 5) within 21 days of receipt of the complaint.

Percent of highest priority enforcement cases where initial inspections are performed within 21 days of the receipt of the complaint

80% 75% 80%

Complete 80% of initial actions on enforcement cases within 10 days of the initial site inspection.

Percent of initial actions on enforcement cases within 10 days of the initial site inspection

80% 90% 80%

Complete 85% of initial zoning plan checks within the target timelines.

Percent of initial zoning plan checks for building permits completed by the target date

85% 75% 85%

D-19


Community Development Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Complete 85% of re-submittal plan checks within the target timelines.

Percent of re-submittal zoning plan checks for building permits completed by the target date

85% N/A 85%

Complete 85% of revision plan checks within the target timelines.

Percent of revision zoning plan checks for building permits completed by the target date

85% 75% 85%

Achieve 80% on-time completion of Staff Hearing Officer (SHO) review and approval of minutes and resolutions within five working days of SHO meetings.

Percent of on-time completion (within 5 days) of SHO review and approval of minutes and resolutions

80% 100% 80%

Ensure that 90% of Application Completeness letters for Modifications are provided to the applicant by the required deadline.

Percent of letters provided to the applicant by the required deadline

N/A N/A 90%



FY 2020 FY 2020 FY 2021

Zoning enforcement cases received 300 500 350

Warning letters sent 250 280 250

First citations sent 55 35 40

Zoning enforcement cases closed 350 700 400

Zoning plan checks (Initial Review) completed 1,400 2,700 1,400

Zoning plan checks (Resubmittals) completed 1,500 N/A 1,500

Zoning plan checks (Revisions, including resubmittals) completed 500 500 500

People served at the Zoning Counter 9,000 10,000 10,000

Technology-related requests for assistance from staff and the public

50 50 50

Modification applications received 35 40 40

SHO appeals heard by the Planning Commission 2 1 2

Planner Consultations (paid for by the applicant) completed N/A N/A 8

D-20



Des ign Rev iew and H i s to r i c P reservat ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement elements of the Five-Year (2019-2024) Historic Preservation Work Program, including: a) Counci l adoption of Municipal Code amendments and Historic Resource Guidelines by August 2020; b) cont inue reducing the Potent ial Histor ic Resources l ist by

Conduct at least one training for each ful l design review Board/Commission/Committee.

Develop writ ten procedures for deeming Design Review appl ications complete, consistent with the Permit Streamlining Act.



FY 2020 FY 2020 FY 2021

Ensure that 90% of Application Completeness letters are provided to the applicant by the required deadline.

Percent of letters provided to the applicant by the required deadline

N/A N/A 90%

Ensure that 90% of design review applications are presented to the review body (ABR/HLC/SFDB) within 30 days of being deemed complete.

Percent of all design review applications presented within 30 days of being deemed complete

N/A N/A 90%



FY 2020 FY 2020 FY 2021

Architectural Board of Review applications received N/A N/A 200

Historic Landmarks Commission applications received N/A N/A 180

Single Family Design Board applications received N/A N/A 220

Sign Committee applications received 150 180 180

Architectural Board of Review applications reviewed/decided administratively

N/A N/A 25

Historic Landmarks Commission applications reviewed/decided administratively

N/A N/A 45

Single Family Design Board applications reviewed/decided administratively

N/A N/A 50

Conforming Sign Review items scheduled 140 200 200

ABR agenda items scheduled 300 250 250

HLC agenda items scheduled 325 235 250

SFDB agenda items scheduled 350 360 350

Sign Committee agenda items scheduled 50 95 95

D-21


Community Development Department O t h e r P r o g r a m M e a s u r e s ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Public hearing at ABR/HLC/SFDB that require a mailed notice 100 200 200

Historic Resource Evaluations completed 120 150 150

Design Review appeals heard by the City Council 6 7 6

Bu i ld ing Inspec t ion and Code En forcement M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Respond to 100% of inspection requests on the day scheduled for permitted work.

Percent of inspection requests completed on the day scheduled for permitted work

100% 90% 100%

Perform 95% of specialty / commercial plan reviews (electrical, plumbing, mechanical) within four working days.

Percent of specialty or commercial plan checks completed within 4 working days

95% 80% 90%

Document or close 75% of code enforcement complaints within 30 days from receipt of complaint.

Percent of code complaints closed or officially documented within 30 days of the complaint

75% 70% 75%

Complete all time-sensitive enforcement activities on or before their due date 75% of the time.

Percent of time-sensitive enforcement activities completed on or before due date

75% 50% 75%

Complete all Code Enforcement plan checks on or before their due date 75% of the time.

Percent of Code Enforcement plan checks completed on or before due date

75% 80% 90%

Maintain 100% of the required industry certifications for inspection staff.

Percent of required certifications held 100% 100% 100%

D-22




FY 2020 FY 2020 FY 2021

Building inspections completed 14,300 13,500 13,500

Code enforcement cases responded to 450 400 400

Erosion control inspections completed 325 600 600

Specialty or commercial plan reviews completed 800 850 800

Permits resolved under the Expired Permit Program 750 0 325

Records , Arch ives and C le r i ca l Serv i ces P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Cont inue to develop the newly integrated process for incorporat ing digital ly born permits and other electronic records direct ly from their native databases into the OnBase electronical records management database.

Cont inue to develop and execute a "5-Year, Paper to Digital Records Transit ion Plan." M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Respond and deliver 100% of building and planning file public records requests within 10 days of receipt.

Percent of building and planning file public records requests delivered within 10 days of receipt

100% 100% 100%

Respond to 90% of commercial plan viewing requests within 10 business days of receipt.

Percent of viewing appointments for commercial plans filled within 10 business days of receipt

90% 100% 90%

Respond to 90% of residential plan viewing requests within 10 business days of request.

Percent of viewing appointments for residential plans filled within 10 business days of request

90% 90% 90%

Ensure that 95% of all building and planning documents are processed within 10 business days of receipt by Records, Archives and Clerical Services.

Percent of building and planning documents processed within 10 business days of receipt

95% 100% 95%

Ensure that 100% of all Land Development team cash receipts are balanced on a daily basis.

Percent of Land Development cash receipts are balanced on a daily basis

100% 100% 100%

D-23




FY 2020 FY 2020 FY 2021

Document requests processed 4,000 4,000 4,000

Commercial plan viewings - All Staff and Public 675 675 675

Residential plan viewings - All Staff and Public 1,900 1,900 1,900

Documents scanned/imaged, indexed and filed 125,000 125,000 125,000

Register transactions 8,600 8,600 8,600

Staff hours on Public Records Request services 80 80 85

Number of documents imported and archived in OnBase from Accela.

10,000 10,000 10,000

Bu i ld ing , Counter and P lan Rev iew Serv i ces P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Part ic ipate in the implementation and maintenance of a digital plan submittal, review, re-submittal and approval process for al l forms of building permit plan checks.

Improve public counter customer services by ensuring al l Building Inspector Aide staff are able to demonstrate prof ic iency in all of the duties l isted in their job descript ion, such as minor plan checking.

Ensure that the expedited review of City pr iority projects such as ACCELERATE, economic pr iority projects, public safety projects, etc. are completed within the promised due dates.

Improve the t imeliness of our services by reducing the number of rounds of plan reviews in bui lding permit plan check from the December 31, 2018 level.



FY 2020 FY 2020 FY 2021

Complete 80% of building Initial Reviews within the promised due date.

Percent of building permit initial reviews completed within the promised timelines

80% 80% 80%

Complete 80% of building permit re-submittals within the promised due date.

Percent of building permit re-submittals completed within the promised timelines

80% 80% 80%

Complete 80% of building permit revisions within the promised due date.

Percent of building permit revisions completed within the promised timelines

80% 80% 80%

D-24


Community Development Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Process 100% of faxed and e-permit requests within 72 hours.

Percent of faxed and e-permit requests processed within 72 hours 100% 100% 100%

Notify property owners of permit application expiration within 10 days of expiration date.

Percent of owners notified at least 10 days prior to application or permit expiration

100% 0% 0%

Maintain the average number of building permit plan checks (initial and resubmittal) at 20% below the June 30, 2018 level of 3.18 reviews per permit application.

Dividing the quarterly number of reviews by the number of non-OTC permit applications gives a sense of the average number of reviews per BLD application that requires plan review.

3 2 2



FY 2020 FY 2020 FY 2021

Permits issued 2,600 2,900 2,750

Staff hours devoted to PRT and DART reviews 300 275 350

Plan reviews and re-submittals completed 3,500 3,200 3,500

Over-the-Counter permits issued 1,600 1,600 1,600

New permit applications 3,100 3,700 3,200

Count of customers served at the permit counter 14,400 15,000 15,000

D-25


Finance Department


Submit Annual Accountabil i ty Measure C Report, report ing the use of Measure C tax revenues, to the Cit izen's Oversight Committee pursuant to the City's adopted Measure C ordinance.



FY 2020 FY 2020 FY 2021

Ensure that Finance Programs meet 80% of their program objectives.

Percent of Finance program objectives met 80% 90% 80%



FY 2020 FY 2020 FY 2021

Santa Barbara City Employee Mortgage Loan Assistance Program (EMLAP) loans administered

12 11 11

Budget Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Produce and distr ibute the Annual Budget for Fiscal Year 2021 within 90 days of budget adoption.

Submit the Recommended Two-Year Financial Plan for Fiscal Years 2022 and 2023 to the City Counci l and City Clerk before May 1, 2021 in accordance with the Counci l-established budget f i l ing deadline.



FY 2020 FY 2020 FY 2021

Complete 90% of all budget journal entries to record budget amendments within 4 working days of approval.

Percent of budget journal entries completed within 4 working days 90% 95% 90%

Complete monthly updates to the Financial Transparency Tool located on the City's Finance website.

Number of updates to the Financial Transparency Tool 12 12 12

D-26


Finance Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Budget adjustments 200 210 210

Revenue and Cash Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Provide a comprehensive analysis of General Fund revenues to the Finance Committee on a quarterly basis.

Submit an annual Statement of Investment Policy for Fiscal Year 2021 to Council by September 30, 2020.

Implement a new banking services contract by June 30, 2021. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Submit 100% of monthly investment reports to City Council within 30 days of month-end.

Number of months in which investment report is submitted within 30 days

12 12 12



FY 2020 FY 2020 FY 2021

Average portfolio balance $166.0 M $194.4 M $190.0 M

Variance between the City portfolio and LAIF book rates of return 1.00% -0.90% 1.00%

Average days to maturity of the portfolio 700 600 700

Maintain annual credit rating of AAA for portfolio holdings 100% of the time

100% 100% 100%

D-27


Finance Department

Cash ie r ing and Co l l ec t ions M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain high standard of accuracy with cash transactions, with annual variance of no more than $200 (the average number of cash transactions annually is 11,000).

Cash Over/Short 200 150 200

Accurately prepare deposit summary and daily bank deposit with less than 10 correcting entries needed.

Correcting entries needed 6 6 6



FY 2020 FY 2020 FY 2021

Payments processed at public counter 35,000 35,000 33,000

Utility billing mail in payments processed (bank lockbox) 97,000 98,000 95,000

Transient Occupancy Tax (TOT) payments recorded and reconciled

1,380 1,380 1,400

Utility Users Tax (UUT) payments recorded and reconciled 2,600 3,000 3,000

L i censes and Permi t s P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Send quarterly Parking Business Improvement Area (PBIA) bi l l ings to downtown businesses within the 75-minute free parking distr ict.

Send annual Downtown and Old Town Business Improvement Distr ict bi l l ings by February 28, 2021.

Perform an annual audit of al l businesses within the 3 downtown assessment distr icts by street address to ensure that al l current businesses are bi l led as required.

Send annual business l icense renewal not ices no later than 30 days before current l icense expirat ion.

On a quarter ly basis, send del inquency letters for unpaid PBIA assessments.

Col lect Tourism Business Improvement Distr ict (TBID) fees from hotels in the city of Santa Barbara and remit to Visi t Santa Barbara on a monthly basis.

D-28


Finance Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Locate 400 unlicensed businesses using periodicals, MuniServices, Franchise Tax Board and State Board of Equalization sources.

New businesses located from reference sources 400 400 400



FY 2020 FY 2020 FY 2021

New business licenses issued 1,900 1,900 1,900

Business license renewals remitted 13,000 14,000 12,500

Business license delinquency notices 5,200 5,200 4,200

Percent of business licenses paid by due date 74% 74% 75%

Assessment district billings 4,600 4,600 4,700

Assessment district delinquency notices 1,300 1,200 1,300

Percent of PBIA assessments paid by due date 72% 72% 72%

Percent of accounts sent to collections 3% 3% 3%

C i ty B i l l i ng and Customer Serv i ce P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Evaluate alternative methods for calculat ing late fees charged to delinquent ut i l i ty accounts.

Design a customer fr iendly Uti l i ty Bil l ing website that provides up to date resources. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Notify 99% of Extraordinary Water Use applicants of credit determination within 15 days of receipt of application.

Percent of Extraordinary Water Use applicants notified within 15 days of credit determination

99% 99% 99%

Enter 99% of Utility User Tax (UUT) exemption applications within 10 days of receipt.

Percent of UUT exemption applications entered within 10 days 99% 100% 99%

D-29




FY 2020 FY 2020 FY 2021

Utility Bills issued annually 360,000 356,000 35,600

Service orders prepared annually 18,500 20,000 20,000

Customers on automatic pay 9,400 12,700 13,000

Customers opting for paperless billing 9,500 10,300 10,500

Leak Adjustment applications processed N/A N/A 900

Account ing Serv i ces M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Produce the annual Comprehensive Annual Financial Report (CAFR) for the City within 170 days of fiscal year-end.

Days after June 30 to issue City CAFR 170 159 170

Receive an unmodified audit opinion for the annual financial statement audit for the City.

Unmodified audit opinion 1 1 1

Receive the Government Finance Officers Association (GFOA) award for achievement in financial reporting for the City’s CAFR.

Award for financial reporting 1 1 1

Complete 100% of monthly bank reconciliations within 45 days of receiving bank statements.

Percent of bank reconciliations completed within 45 days 100% 100% 100%

Complete 100% of general ledger closings within 7 working days of month-end (excluding June).

Percent of general ledger closings completed within 7 working days of month-end

100% 100% 100%

Complete and input 100% of regular monthly interim financial reports into Legistream within 45 days of month-end.

Percent of interim financial reports input into Hyland Onbase Agenda Management System within 45 days

100% 100% 100%

Complete and file all State Controller’s Reports before the deadlines.

Percent of State Controller’s Reports prepared and filed before the deadlines

100% 100% 100%

D-30


Finance Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Prepare and input 100% of first quarter, third quarter, and mid-year interim financial reviews into Hyland Onbase Agenda Management System within 45 days of month-end.

Percent interim financial reviews input into Hyland Onbase Agenda Management System within 45 days

100% 100% 100%

Submit the audited OMB-A133 Single Audit for the City to the Federal Government within 275 days of year-end.

Days after June 30 to submit Single Audit 275 215 275



FY 2020 FY 2020 FY 2021

Audit adjustments required by independent auditor 2 2 2

Journal entries posted 1,800 1,800 1,800

Payro l l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Support a successful citywide implementation of Kronos t ime and attendance system. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Reconcile 100% of monthly insurance billings within 30 days of receipt from benefits administrator.

Percent of insurance billings reconciled within 30 days 100% 100% 100%

Process all biweekly payrolls on time.

Number of paydays in which direct deposit bank files are submitted electronically and checks are printed and distributed on time

26 26 26

Perform reconciliations of all balance sheets for all major payroll and benefits accounts.

Percentage of balance sheets reconciled. N/A N/A 100%

D-31




FY 2020 FY 2020 FY 2021

W-2s issued annually 2,030 2,030 2,030

Manual checks issued annually 120 80 80

Manual checks issued due to payroll errors in processing 6 3 3

City employees per payroll staff member 750 600 600

Number of Retro Calculations N/A N/A 20

Accounts Payab le M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Review and approve vendor invoices and process payment within 7 days on average.

Average number of days to approve and issue payment within 7 days after receipt of invoice

7 7 7

Issue 95% of vendor payments within 30 days

Percent of payments issued within 30 days after entry into Munis 95% 99% 99%

Ensure that 100% of program staff attends City offered training classes related to job duties in order to maintain and/or upgrade job skills.

Percentage of staff trained N/A N/A 100%



FY 2020 FY 2020 FY 2021

Invoices processed 40,000 34,000 34,000

Number of Credit Card Statements reconciled and processed N/A N/A 1,250

D-32


Finance Department

Purchas ing M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Issue Market Price and Non-Competitive Purchase Orders within two (2) calendar days from receipt of complete requisitions.

Average number of days to process informal requisitions into purchase orders

2.0 0.5 2.0

Issue both Formal and Informal Purchase Orders within fifty (50) calendar days from receipt of complete requisition.

Average number of days to process formal requisitions into purchase orders

50.0 50.0 50

Complete an annual internal customer satisfaction survey and achieve an overall customer satisfaction rating of 90% or higher.

Overall customer satisfaction rating 90% 90% 90%

Conduct at least six (6) classes to train City staff on City’s purchasing policies and procedures, on the professional service agreement process, credit card policy or on managing Living Wage agreements.

Training classes conducted 6 16 8

Conduct semi-annual compliance audits of at least ten (10) percent of Blanket Purchase Orders (BPOs).

Audits of BPOs conducted 10% 20% 20%



FY 2020 FY 2020 FY 2021

Purchase Orders (all categories) issued including change orders 2,300 2,300 2,300

Purchase Orders (PO) issued over market price 1,000 1,000 1,000

Blanket Purchase Orders (BPO) issued 650 500 500

Contracts Processed 250 250 250

Change Orders (CO) issued to Purchase Orders and Contracts 600 600 600

Request for Proposals/Qualifications (RFPs/RFQs) 30 44 44

Formal & Informal Bids Issued 80 90 90

Percent of sole source (SS) purchase orders issued 5% 5% 5%

Percent of after-the-fact purchase orders (internal) 2% 2% 2%

D-33


Finance Department

Cent ra l Warehouse M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain an accuracy rate of 99.9% for the monthly inventory count.

Accuracy rate for the monthly inventory count 99.9% 100.0% 100%

Process and fill 99% of issue requisitions within one day.

Percent of issue requisitions processed within one working day 99% 99% 99%

Complete 100% of monthly inventory counts within one day.

Percent of monthly inventory counts completed within 1 working day

100% 100% 100%

Competitively award at least 80% of the inventory purchases during fiscal year.

Percent of competitively awarded inventory purchases of stock items

80% 95% 90%

Complete an internal customer satisfaction survey and achieve an overall customer satisfaction rating of 90% or higher.

Customer satisfaction rating 90% 90% 90%



FY 2020 FY 2020 FY 2021

Issue requisitions processed 2,500 2,200 2,200

Replenishment orders 150 200 200

Stock items on hand 750 900 900

Activity Ratio - Average Monthly Issues divided by Total Inventory on Hand

2 1 1

D-34


Finance Department

Mai l Cour ie r Serv i ces M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Process incoming and outgoing U.S.P.S. mail within 1 working day 99% or more of the time.

Percent of outgoing U.S.P.S. mail sent within same day 99% 100% 99%

Provide mail services according to the published schedules 99% or more of the time.

Percent of mail stops serviced in accordance with the mail schedule

99% 99% 99%

Complete a Customer Survey by June 30 and achieve an overall customer satisfaction rating of 90% or higher.

Overall Customer Satisfaction rating 90% 90% 90%

Ensure that mail courier loses zero hours annually as a result of workplace accidents.

Hours lost 0 0 0

Achieve zero customer complaints regarding mail courier services.

Number of Customer Complaints Received 0 0 0



FY 2020 FY 2020 FY 2021

Pieces of outgoing USPS mail processed 112,000 112,000 110,000

Labor cost per piece of outgoing US.P.S. mail $0.40 $0.40 $0.45

Cost savings for metered mail $5,600 $5,600 $5,500

Pieces of outgoing certified mail processed 600 600 750

Cost Savings from processing certified mail in-house $720 $720 $900

D-35


Finance Department

Risk Management - Admin i s t ra t i ve Opera t ions M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure 80% completion of Division program objectives.

Percent of objectives achieved 80% 80% 80%

Complete insurance policy renewals within established budgetary parameters.

Insurance premiums paid as a percentage of budget allocation. 100% 100% 100%



FY 2020 FY 2020 FY 2021

Dollar value of property damage and worker’s compensation expenses recovered from negligent third parties

$390,139 $200,000 $350,432

R i sk Management - Workers Compensat ion M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Provide notice of new claim to third party claims administrator within 5 days of knowledge of claim.

Days elapsed since City's knowledge of claim 5 4 5

Maintain the ratio of Delay/Denied Claims to less than or equal to 20% of total new claims reported.

Ratio of new claims delayed or denied to new claims reported 20% 10% 20%

Maintain Medical Only to Indemnity Claim Ratio of 50% of total new claims reported.

Ratio of Medical Only claims to total new claims reported 50% 50% 50%

D-36




FY 2020 FY 2020 FY 2021

Open claims at fiscal year-end 232 240 237

Litigation Ratio: Ratio of claims litigated to total open claims 19% 19% 19%

Modified duty days worked 1,433 1,600 1,387

Modified duty cost savings $210,766 $250,000 $211,023

Ratio of claims closed to number of new claims received 100% 100% 100%

Average number of days from date of knowledge of injury to date injury reported to Risk Management

2 2.5 2

Percent of industrial injury preventability reports received from operating departments

75% 85% 75%

Total new claims reported. 137 120 133

R i sk Management - L iab i l i t y M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete formal action on a claim within statutory time frame

Percent of claims acted upon within 45 days of receipt 95% 95% 96%

Notify operating departments about public hazard complaints within 7 working days

Percent of public hazard complaints (Fix-Its) routed to appropriate department within 7 working days of receipt

90% 90% 85%

Maintain total claim payments issued during the fiscal year within established budgetary parameters

Percent of budget allocation paid 100% 100% 100%

Paid claim ratio

Number of claims paid divided by number of claims filed 38% 42% 40%



FY 2020 FY 2020 FY 2021

Open claims at fiscal year end 85 85 88

Litigation ratio (number of active litigation claims divided by the number of open claims)

29% 25% 30%

Claims Closing Ratio (number of claims closed divided by number of claims filed, previous fiscal year)

81% 82% 85%

D-37


Finance Department O t h e r P r o g r a m M e a s u r e s ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Total fleet collisions 102 90 98

Fleet collision costs $150,000 $1 M $85,000

Percent of collision preventability reports received 91% 85% 93%

R i sk Management - Occupat iona l Sa fe ty/Hea l th M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Number of occupational injury claims filed during the fiscal year.

Occupational injury claims filed 137 120 133

Percent of departments with at least 50% of employees participating in safety training during fiscal year.

Percent of employees completing safety classes by department 50% 50% 50%

Number of safety training sessions conducted by Risk Management staff during fiscal year.

Safety training sessions conducted 40 40 40



FY 2020 FY 2020 FY 2021

Lost work days due to occupational injuries 3,050 3,900 3,307

Number of training sessions conducted as part of the citywide IIPP training calendar

175 300 175

D-38


Fire Department


In the 1st Quarter of FY 2021, develop and implement Accounts Receivable bil l ing process for Life Safety Building Inspect ions performed by Engine Companies in accordance with Strategic Plan.

In the 1st and 2nd Quarters of FY 2021, complete a Community Risk Assessment which object ively documents all of the community’s r isk, the Department’s current deployment and performance, and the plan for improving response capabi l i t ies.

In the 1st and 2nd Quarters of FY 2021, complete site analysis, community outreach, and prel iminary design for Fire Stat ion 7.

In the 2nd Quarter of FY 2021, conduct a security hazard assessment and visual inspection of al l Fire faci l i t ies.



FY 2020 FY 2020 FY 2021

Ensure that 82% of the Department’s program objectives are accomplished.

Percent of department program Objectives accomplished 82% 60% 75%

Process 99% of Mutual Aid incident invoices within 15 working days of completion of mutual aid assignment.

Percent of invoices generated within 15 working days of completion of assignment

99% 100% 99%

Ensure 100% Fire Department financial plans and semi-annual financial reviews are submitted within designated timeframes.

Fire Department financial plans (budget) and semi-annual financial reviews

100% 100% 100%



FY 2020 FY 2020 FY 2021

Total amount of Mutual Aid reimbursements $1 M $1 M $1 M

Hours lost due to injury 3,000 3,000 3,000

Fire and Police Commission meetings held N/A 12 12

Mutual Aid invoices processed and submitted N/A 35 40

Fire Department financial plans and semi-annual financial reviews 3 3 4

D-39


Fire Department

Emergency Serv i ces and Pub l i c Educat ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Assist City departments with revisions to their emergency plans and any required exercises.

Del iver 5 Spanish language Community Disaster Education (CDE) programs

Conduct a pi lot Jr. Fire Academy and Teen CERT during the month of August. Open to al l high school students from 13 - 17 years old.

Host a 1 Spanish Language Advanced CERT Academy.

Col laborate with the County Public Health Department Emergency Medical Services and County OEM on messaging to the publ ic regarding the potential Corona Virus and other emerging health disasters. This col laboration would include developing a Continuity of



FY 2020 FY 2020 FY 2021

Conduct four (4) basic SEMS training to all attendees of the City's New Employee Orientation.

City Orientation program presentations 4 4 4

Provide quarterly Emergency Operations Center (EOC) equipment and forms training for the City staff and volunteers assigned to the EOC.

EOC trainings provided 4 3 3

Present three (3) CERT Trainings to the public; two (2) in English and one (1) in Spanish.

CERT trainings provided 3 3 3

Ensure 1,000 volunteer hours of service to the Department and the public.

Total volunteer hours received 1,000 750 1,000

Deliver 50 hours of community disaster education and fire safety outreach presentations outside of the regular CERT program.

Presentation hours 100 100 50

Conduct four (4) workshop discussions with the Emergency Management Task Team.

Workshops Conducted 4 3 4

Update the OES Information Line weekly with safety and emergency preparedness information.

OES Information updates performed 50 50 50

D-40


Fire Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Host biannual Whole Community Committee to discuss outreach for Public Safety Power Outage (PSPS) to the most vulnerable community.

Number of Committee meetings held. N/A N/A 2

Conduct 4 Listos Classes throughout the community.

Number of Listos classes held. N/A N/A 4



FY 2020 FY 2020 FY 2021

Individuals reached through emergency preparedness presentations

1,500 1,500 2,000

Students participating in the Fire Safety House Program 800 800 800

F i re P revent ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Part ic ipate with the Accela Sustainment Team (AST) to implement, test and rol l out the Accela Cit izen Access (ACA) portal to the publ ic.

Part ic ipate in the development of the 2019 - 2024 Strategic Plan based on the information captured during the three day planning sessions that ident if ied eight strategic init iat ives.



FY 2020 FY 2020 FY 2021

Complete 100% of the State Mandated Licensed Facility inspections within the prescribed deadline.

Percent inspections completed 100% 100% 100%

Conduct 95% of new construction-related inspections within 2 working days of initial request.

Percent of inspections conducted within 2 days of request 95% 95% 95%

Complete 95% of all plan reviews submitted to the Community Development department within time allotted.

Percent of plan reviews completed within time allotted 95% 97% 95%

D-41




FY 2020 FY 2020 FY 2021

Determine the cause of 80% of the fires investigated within the City of Santa Barbara.

Percent of causes determined of fires investigated 80% 83% 80%

Respond to 95% of code enforcement complaints within five (5) working days from receipt of complaint.

Percent of code enforcement complaints receiving initial response within five (5) working days

95% 88% 95%

Resolve 75% of code enforcement cases within three (3) months of initiation.

Percent of code enforcement cases resolved within 3 months. 75% 57% 75%

Attend 85% of all joint Land Development Team meetings for Dev Application Review Team and Pre-Application Review Team submittals.

Percent of LDT meetings attended 85% 68% 85%



FY 2020 FY 2020 FY 2021

State Mandated inspections conducted 105 78 87

New construction-related inspections 500 556 570

Plan reviews conducted 1,600 1,700 1,675

Fire investigations conducted 65 58 65

Code enforcement complaints received 225 140 195

Enforcement cases resolved 250 114 190

LDT meetings attended 175 112 165

W i ld land F i re M i t iga t ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Update the Santa Barbara City Community Wildf ire Protection Plan, known as the 2004 Wildland Fire Plan, and associated programmatic Environmental Impact Report (EIR) by col laborat ively working with other City Departments, stakeholders and the community to successful ly complete the 2019 CAL FIRE grant award.

Work with other City Departments to complete an English draft Ready, Set, Go! Brochure by June 20, 2021.

D-42


Fire Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete road clearance annually within the Wildland Fire Suppression Assessment District (WFSAD).

Miles cleared 14 14 14

Complete weed abatement along roads within high fire hazard area to enhance evacuation routes and response safety.

Miles cleared 4 4 4

Complete vegetation management/fuels reduction work within the Wildland Fire Assessment Suppression District.

Acres treated 13 13 5

Prevent chips generated through vegetation road clearance and defensible space chipping project from reaching the landfill

Percent of chipped load reused 80% 100% 95%

Perform 95% of High Fire Hazard Area landscape plan reviews within 4 working days.

Percentage of landscape plans reviewed by deadline. N/A N/A 95%

Respond to 95% of high fire hazard area complaints within five (5) working days from receipt of complaint.

Complaints responded to by deadline N/A N/A 95%

Resolve 75% of code enforcement cases within three (3) months of initiation.

Percentage of cases resolved by deadline N/A N/A 75%



FY 2020 FY 2020 FY 2021

High Fire Hazard area landscape plan reviews N/A N/A 50

High Fire Hazard area landscape inspections completed N/A N/A 50

High Fire Hazard area enforcement complaints received N/A N/A 100

High Fire Hazard area enforcement cases resolved N/A N/A 100

Voluntary Defensible Space Evaluations conducted N/A N/A 50

Hours assigned to incident response N/A N/A 350

D-43


Fire Department

Opera t ions/Suppress ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Oversee department's infrastructure in the City's combined communications center. Fire Department oversight includes: Computer Aided Dispatch, Emergency Medical Dispatch program and Locution f i re stat ion alert ing system.

Oversee implementation of Kronos Tele-staff new Scheduling and Time & Attendance Management system, in accordance with the schedule establ ished by the selected vendor and the City’s project team.

Train 50% of Operat ions personnel in use and care of donated Uti l i ty Terrain Vehicle June 30, 2021.

In the 1st and 2nd Quarters of FY 2021, develop and implement a process for obtaining Homeland Security Grants via the Santa Barbara County Off ice of Emergency Management.

In the 1st and 2nd Quarters of FY 2021, implement cleaning and inspect ion program for al l Personal Protect ion Equipment per the guidance issued under NFPA Standard 1851.



FY 2020 FY 2020 FY 2021

Ensure dispatch center alarm processing time for Code 3 medical incidents is 60 seconds or less 90% of the time.

Dispatch center alarm processing time 90% 49% 90%

Ensure firefighter turn-out time for Code 3 medical incidents is less than 60 seconds 90% of the time.

Firefighter turn-out time 90% 53% 90%

Ensure travel time to Code 3 medical incidents is less than 4 minutes 90% of the time.

Travel time from "responding" to "on-scene" 90% 85% 90%

Respond to Code 3 medical call incidents in 6.25 minutes or less 90% of the time.

Response time on Code 3 medical calls 90% 95% 90%

Contain 90% of all structure fires to area or room of origin.

Percent of fires that do not extend from area of origin 90% 90% 90%

Conduct engine company level fire and safety inspections on 90% of scheduled business and residential occupancies annually.

Percent of business and residential occupancies inspected annually

80% 90% 90%

D-44




FY 2020 FY 2020 FY 2021

Ensure Medical Director reviews 80% of Basic Life Support (BLS) Automatic External Defibrillator (AED) incidents.

Percent of automated external defibrillator (AED) uses 80% 80% 100%

Ensure Battalion Chief reviews 100% of Cardiac Arrest Management (CAM) incidents.

Percent of Cardiac Arrest (CAM ) incidents reported 100% 100% 100%



FY 2020 FY 2020 FY 2021

Code 3 (emergency) calls for service 8,000 8,000 8,000

Code 2 (non-emergency) calls for service 900 900 900

Medical emergency calls received 6,000 6,000 6,000

Fire calls received 200 200 200

Hazardous condition calls received 400 400 400

Miscellaneous calls received 2,800 2,800 2,800

Revenue for engine company inspections $37,000 $37,000 $37,000

Engine company fire and life safety inspections 2,000 2,000 2,000

Automated External Defibrillator uses 24 24 24

Cardiac Arrest Management (CAM) incidents 30 30 30

Number of NFPA 1851 PPE Inspections N/A N/A 100

F i re Tra in ing and Recru i tment P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Conduct l ive-f ire training for al l operations personnel ut i l iz ing burn prop at training facil i ty. Ensure all Fire Operations personnel adhere to annual requirement to attend l ive f ire training

Ensure adjacent f ire protect ion distr icts' f iref ighters ut i l ize burn prop at training faci l i ty. Montecito, Carpinter ia and County f ire departments al l contribute f inancial ly and operationally to the prop. In return, al l agencies are al lowed to use the prop in accordance with establ ished MOUs.

D-45




FY 2020 FY 2020 FY 2021

Ensure firefighters receive safety training in accordance with OSHA requirements

Hours of safety training 1,100 1,100 1,100

Provide 100% of required/mandated training classes to active-duty Operations personnel each calendar year.

Percentage of training sessions completed 100% 100% 100%

Ensure 100% of the active-duty first responders maintain their Emergency Medical Technician (EMT) certifications by attending required EMT specific training.

Average training hours per EMT 100% 100% 100%

Ensure 100% of Cardiac Arrest Registry to Enhance Survival (CARES) calls reviewed

Percentage of CARES calls reviewed 100% 100% 100%



FY 2020 FY 2020 FY 2021

Cardiac Arrest Registry to Enhance Survival (CARES) calls reviewed from dispatch EMD program

50 50 50

Hours of Safety Training Administered 1,100 1,100 1,100

A i r c ra f t Rescue and F i re f igh t ing (ARFF) P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement new pol icies and procedures involving the increased capabil i t ies of the new Rosenbauer ARFF str iker 1500 apparatus. Standard Operat ing Procedures updates and revisions wil l be included with this project.

Upgrade and reorganize al l mass casualty medical equipment on current Special Response Vehicle located at the airport stat ion. This wi l l al low for a more eff icient deployment of resources in the event of an incident on the AOA.

D-46




FY 2020 FY 2020 FY 2021

Respond to 100% of all aircraft-related emergencies in the Aircraft Operational Area (AOA) within 3 minutes.

Response time 100% 100% 100%

Ensure that all active-duty ARFF-certified personnel achieve mandated training goals per Federal Aviation Regulation 139 (FAR 139).

Percent of mandated training classes attended by active duty personnel

100% 100% 100%

Participate in 100% of FAA-mandated emergency response drills.

Percent of FAA-mandated drills attended 100% 100% 100%



FY 2020 FY 2020 FY 2021

Aircraft-related and other various emergencies in AOA 45 40 46

Training hours attended by Station 8 assigned personnel 1,100 1,500 1,400

FAA-mandated emergency response drills 12 12 12

Public education hours provided by Station 8 ARFF members 180 180 170

Station 8 Fire Safety public education sessions held 35 45 40

D-47


General Government

Genera l Government P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Ensure that appropriated reserves are establ ished in accordance with Counci l pol icy.

Ensure that the use of appropriated reserves is consistent with Council policy.

Ensure that the use of funds establ ished for capital is consistent with the approved funding.


Adopted Adopted Proposed

FY 2019 FY 2020 FY 2021

General Fund capital program as a percent of total General Fund operating budget

1.48% 0.95% 15.29%

*Calculated as a percent of adopted budget (FY 21 includes Measure C)

D-48


Human Resources Department

Human Resources P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement a method adding qual itat ive measurements to our P3s that wi l l evaluate employee engagement and satisfact ion related to employment and training from a city-wide perspect ive.



FY 2020 FY 2020 FY 2021

Ensure that City supervisors and managers complete 85% of employee performance evaluations on-time.

Percent of evaluations completed on-time 85% 85% 85%

Provide 95% of classification recommendations to the requesting department within 45 working days.

Percent of classification studies completed on time 95% 95% 95%

Complete internal (promotional) recruitments within an average of 39-working days

Working days from requisition to certification date. 39 39 39

Complete external (open) recruitments within an average of 49-working days

Working days from requisition to certification date. 49 49 49

Maintain an 85% satisfaction rate of recruitment survey respondents

Percentage of recruitment survey respondents who were very satisfied/exceeded expectation.

85% 85% 85%

Ensure that at least 80% of new employees complete their first year of employment

Percentage of employees who successfully complete one year of employment.

80% 80% 80%

Conduct quarterly retirement workshops with PERS representatives and City staff

PERS workshops held. 4 4 4

Ensure that 90% of newly hired and/or newly eligible employees independently complete the online benefits enrollment process within 30 calendar days

Percent of employees completing benefits enrollment. 90% 90% 90%

Hold training updates with department liaisons on pertinent issues related to Human Resources

Training updates held for liaisons. 2 2 2

D-49


Human Resources Department

M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Hold, on a quarterly basis, in-house supervisory training classes

Supervisory training classes held (HR staff). 4 4 4

Provide three (3) required anti-harassment trainings to managers/supervisors and/or staff

Anti-harassment trainings held. 3 3 3

Ensure that I-9 documentation is correct and up to date.

Percentage of correct documentation 100% 100% 100%



FY 2020 FY 2020 FY 2021

Number of applications reviewed/processed. 7,500 7,500 7,500

Recruitments conducted 80 80 80

Employees (regular and hourly) hired 400 400 400

Regular employee turnover (annual) 7.50% 7.50% 7.50%

Percent of Management positions filled by internal promotion 75% 75% 75%

Percent Supervisory positions filled by internal promotion 80% 80% 80%

Personnel actions processed by HR staff 2,800 2,800 2,800

Ratio of submitted applications to applications referred to Eligibility List

50% 50% 50%

Average length of service of regular full-time employees (years) 8 8 8

Percentage of employees who are enrolled in City benefits 90% 90% 90%

D-50


Information Technology Department

In fo rmat ion Techno logy P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Replace the workstat ions scheduled in the Network Infrastructure Replacement Plan for Fiscal Year 2020.

Replace al l networking equipment scheduled in the Network Infrastructure Replacement Plan for Fiscal Year 2020.

Replace the servers scheduled in the Network Infrastructure Replacement Plan for Fiscal Year 2020.

Review and update all Information Technology rate structures for calculat ing department al locations by August 1, 2020, for changes to go into effect in Fiscal Year 2022.

Select a vendor for a constituent relat ionship management system to enhance the City's onl ine report ing options.



FY 2020 FY 2020 FY 2021

Respond to 70% of support incidents and service requests within the established Service Level Agreement timeline for each request type.

Percentage of support incidents and service requests that are completed within the timeline established in the published Service Level Agreement for the request type.

70% 89% 70%

Resolve 75% of support incidents within 1 business day.

Percent of support incidents that are resolved within 1 business day

75% 70% 75%

Resolve 98% of major outages within 1 Business Day.

Percent of major outages resolved in 1 business day 98% 99.5% 98%

Maintain an uptime of 99.8% of the City’s Wide Area Network and critical file and application servers.

Percent uptime for City WAN and critical support servers 99.8% 99.8% 99.8%

Maintain an uptime of 99.8% of the City’s Financial Management Systems.

Percent uptime for City’s Financial Management Systems 99.8% 99.3% 99.8%

Maintain an uptime of 99.8% of the City’s Centralized GIS and MAPS servers.

Percent uptime for City GIS and MAPS servers 99.8% 100% 99.8%

D-51


Information Technology Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Maintain a 95% or higher customer satisfaction rating on service requests.

Percent of employees surveyed reporting satisfactory ratings 95% 100% 95%

Ensure 99% of employees report that training provided will result in improvements in their ability to use desktop applications.

Percent of employees reporting that the training improved their ability to use desktop applications

99% 100% 99%



FY 2020 FY 2020 FY 2021

Service Incidents completed 4,500 3,500 4,000

Infrastructure Support service requests completed 3,500 3,000 3,500

Critical out-of-service incidents 5 4 5

Enterprise application service requests completed 1,500 200 150

GIS service requests completed 1,000 250 700

Web service requests completed 800 300 800

Computer users supported 1,015 1,010 1,015

Computer workstation devices supported 820 915 920

Computer users support per FTE (6) 168 168 168

Munis users support per FTE (2) 210 219 220

GIS users support per FTE (2) 320 264 320

Web content managers support per FTE (1.5) 145 120 145

Training Enrollments 1,200 280 800

After-hours emergency support incidents 10 8 10

D-52


Library Department


Work with Santa Barbara Publ ic Library Foundation to advance the Library Plaza capital campaign goal of raising $4.3 mil l ion to fund the project.

Ensure that al l program budgets are within Fiscal Year 2021 expenditure and revenue budget appropriations, and that any revenue shortfal ls are covered by expenditure savings.

Cont inue working with the County of Santa Barbara and the County Library Advisory Committee to develop a f inance and governance model for the l ibraries within Santa Barbara County.

Work with City IT to establ ish a plan for funding for ful l replacement of al l Library computers and related technology on the City IT replacement plan.

Standardize computing technology (hardware and software) for public access computers.

Assess scheduling integration opt ions with Kronos for eff icient staff workload distr ibut ion.

Deploy cloud-based centralized electronic document storage system.

Apply for a grant to expand Stay and Play informal caregiver classes to partner sites to increase access to l ibrary resources and early l i teracy instruct ion to underserved populations.

Complete instal lat ion of new workspace using a modern f lexible staff ing model, and mult ipurpose workspace structures that facil i tate collaboration and eff icient ly use space.

Evaluate the membership in the Black Gold Library Cooperative.

Review and update Job Classif icat ions and Key Rating Factors to better al ign posit ions and dut ies with Library needs.

Update the Library’s service model, establishing a mission and vision statement to guide priorit ies and projects for FY21-FY23.



FY 2020 FY 2020 FY 2021

Ensure accomplishment of at least 80% of departmental program objectives.

Percent of program objectives accomplished 80% 73% 80%

Ensure 95% of new staff have completed Library Academy Training within 90 days of hire date.

Percent of new staff members undergoing training 95% 95% 95%

Ensure 30% of full time staff members participate in a professional development conference or course.

Percent of FT staff members attending professional development 30% 30% 30%

D-53


Library Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Apply for no less than 12 grant opportunities.

Number of submitted grant applications 12 18 12

Purchase additional copies of 95% high-demand print materials, adding a copy for every fourth person on the waitlist.

Percentage of high-demand items meeting the 4:1 holds ratio 95% 80% 95%

Fulfill 90% of users’ purchase requests for all printed and AV materials that conform to the Library’s Collection Development Policy.

Percent of purchase requests fulfilled 90% 90% 90%

Fulfill 70% of users’ purchase requests for all digital materials that conform to the Library’s Collection Development Policy.

Percent of purchase requests fulfilled 70% 5% 70%

Ensure that 98% of new (physical) library materials circulate within 12 months.

Percentage of new (physical) library materials that circulate within 12 months

98% 98% 98%

Achieve an average wait time of 30 days for Overdrive digital materials

Average wait time in days for Overdrive digital materials 30 60 30

Achieve circulation of 300,000 digital materials in the SBPL system.

Digital materials circulated 300,000 300,000 300,000

Ensure the addition of 25,000 print and a/v materials to the collection.

Print and a/v materials added to collection 25,000 23,000 25,000

Ensure the addition of 25,000 digital materials to the collection.

Digital materials added 25,000 23,000 25,000

D-54


Library Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

City libraries per capita expenditure from state and local funds $61.32 $61.32 $61.13

County libraries per capita expenditure from state and local funds $35.16 $35.16 $35.16

County per capita appropriation $7.80 $7.80 $7.80

Incidents/rule violations logged 400 700 700

911 or Police Dispatch calls 60 75 75

Cent ra l L ib rary P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Assess return on investment for contracted security versus other alternat ives to maintain a safe and secure Library.

Assess training of hourly staff and develop a plan for tracking core competencies to ensure customer service standards are consistently met.

Develop a plan for communicat ion and recognit ion of volunteers using Better Impact volunteer management software.

Complete a needs assessment for renovation of the Central Library’s upper level.

For f indabi l i ty and ease of use of l ibrary users, relabel adult nonfict ion col lect ion at Central Library.



FY 2020 FY 2020 FY 2021

Achieve print circulation at 900,000.

Items checked out 900,000 900,000 900,000

Achieve youth attendance of 32,000 at Central library programs and classes.

Youth program attendance 32,000 32,000 32,000

Achieve young adult attendance of 5,000 at Central Library programs and classes.

Young adult program attendance 5,000 2,500 5,000

D-55


Library Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Achieve adult attendance of 14,000 at Central library programs and classes.

Adult program attendance 15,000 14,000 14,000

Coordinate 280 volunteer tutors and learner pairs.

Adult literacy tutor and learner pairs 280 280 280

Ensure that no fewer than 40% of outreach events target underserved populations.

Percentage of outreach programs 40% 40% 40%

Achieve 30% increase in customer interaction with social media and online content.

Social media, website and newsletter statistics 30% 35% 30%

Ensure at least 60% of adult literacy learners achieving California Library Literacy Services goals.

Percentage of learners achieving goals 60% 60% 60%

Achieve a 25% increase of SBPL Works! clients reaching workforce readiness goals or attaining employment.

Percentage of clients achieving goals 25% 20% 25%

Percentage of circulation transactions recorded by the LEAP cloud based integrated library system.

LEAP circulation transactions N/A N/A 50%



FY 2020 FY 2020 FY 2021

Percent of circulation from self-check kiosks 82% 79% 75%

Circulation per capita for Central library service area 10.5 10.5 10.5

Visits to Central Library 456,000 456,000 456,000

Public computer sessions 80,000 62,000 62,000

Public wireless sessions 155,000 140,000 150,000

Items supplied to patrons for check-out via requests made in online catalog

72,000 72,000 72,000

Expenditure per capita for Central Library materials $5.01 $6.03 $4.08

D-56


Library Department

Easts ide L ib rary P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Offer a formal community needs assessment, evaluat ing technology and l ibrary use in the new f lexible space, incorporating patron feedback to ident ify needs and formulate future branch priorit ies, goals, and needed staff ing levels.

Update Eastside’s chi ldren’s patio, incorporating early l i teracy outdoor furniture, games and other resources to expand programming spaces that foster creativity, learning, and play.

Offer a new series of Financial Literacy classes targeted at Spanish speaking audiences.

Track and assess incidents to propose a security plan at the Eastside Library, outl ining a new safety protocol and detail ing security needs.



FY 2020 FY 2020 FY 2021

Maintain print circulation at 82,000.


Achieve youth attendance of 13,000 at Eastside library programs.



Submitted grant applications 2 2 2





FY 2020 FY 2020 FY 2021

Percent of circulation from self-check kiosks 80% 80% 75%

Circulation per capita for Eastside library service area 11.15 9.52 8.80

Visits to Eastside Library 102,000 82,000 10,200




8,000 8,000 8,000

Expenditure per capita for Eastside Library materials $6.50 $6.50 $5.81

D-57


Library Department

Montec i to L ib ra ry P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Foster col laboration with the Montecito Associat ion by working with the History Committee to launch an educational local history speaker series.



FY 2020 FY 2020 FY 2021

Achieve a print circulation of 93,000


Achieve attendance of 1,500 at Montecito youth programs.








FY 2020 FY 2020 FY 2021

Circulation per capita 8.26 8.26 8.26

Visits to Montecito Library 30,000 50,000 50,000



Percent of circulation from self-check kiosk 30% 30% 30%


15,000 15,000 15,000

Expenditure per capita for Montecito Library materials $3.67 $5.06 $5.81

D-58


Library Department

Carp in te r ia L ib ra ry P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Modeling Central Library’s successful pi lot of informal caregiver classes, introduce Stay and Play to increase access to l ibrary resources and early l i teracy instruct ion to underserved populat ions.



FY 2020 FY 2020 FY 2021

Achieve a print circulation of 108,000.


Achieve attendance of 3,000 at Carpinteria youth programs.








FY 2020 FY 2020 FY 2021

Circulation per capita 6.30 6.30 6.30

Visits to Carpinteria Library 60,000 60,000 60,000




17,200 17,200 17,200

Expenditure per capita for Carpinteria Library materials $3.67 $4.69 $5.81

D-59


Mayor and City Council

Mayor and C i ty Counc i l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Hold weekly Counci l Meetings to set pol icy and act on recommendations from staff.

Adopt the Fiscal Year 2022 budget by June 30, 2021.

Act on staff and Advisory Board and Commission recommendations at weekly Counci l meetings.

Appoint members to the City Advisory Boards and Commissions twice annual ly.

Provide guidance to the City’s negotiat ing team related to col lect ive bargaining agreements and other employee compensation decisions.



FY 2020 FY 2020 FY 2021

Council meetings held 55 55 55

D-60


Mayor and City Council

A r t s and Economic V i ta l i ty P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Ensure lease compliance for the Community Arts Workshop and Museum of Explorat ion and Innovat ion (MOXI).

Administer funding to organizat ions that enhance tourism and community arts and ensure contract compliance.

Work with arts organizations and design review boards to clarify arts committee roles, restructure funding for arts and events, and update review processes for art proposals.

Organize one rotating sculpture exhibit on State Street on exist ing sculpture pads on State Street.

Review proposals, select design, and init iate a redesign of the State Street underpass with art, l ight ing, sound, and new traff ic configurat ion.

Work with Pacif ic Retai l Partners to ensure a high qual ity development in the former Macy's bui lding on State Street.



FY 2020 FY 2020 FY 2021

Community Events and Festivals Grant applications received 12 20 15

Organizational Development Grant applications received 20 21 25

Community Arts Grant applications received 25 25 25

Monthly Arts Advisory Committee meetings held 10 9 10

D-61


Parks and Recreation Department


Complete Development and Implementation of Parks and Recreation Faci l i ty Sign Program.

Ensure all program budgets are within expenditure and revenue budget appropriat ions, and that any revenue shortfal ls are equally met by expenditure savings.

Complete the semi-annual and annual Parks and Recreation Grants and Donations Report, which includes grants, cash, and in-kind donations, and volunteer support secured by department programs.

Complete Old Spanish Days lease renewal.

Implement and revise the Parks and Recreation Department Strategic Water Management Plan to effect ively reduce costs and conserve water whi le preserving parks, golf, and urban forest resources and the playabi l i ty and use of recreational spaces for the public.



FY 2020 FY 2020 FY 2021

Ensure 80% or greater of Parks and Recreation measurable and project objectives are met or exceeded.

Objectives met or exceeded 80% 80% 80%

Maintain $500,000 in cash and non-cash donations and grants from public and private resources.

Amount of donations and grants $500,000 $500,000 $500,000

Achieve $300,000 in volunteer support to enhance Department resources.

Value of volunteer support $300,000 $300,000 $300,000

Complete Mid-Year and Year-End expenditure and revenue reports for Parks, Recreation, and Administration Divisions.

Expenditure budget projections provided quarterly 4 4 4

Review and update database for contracts and leases on a monthly basis to ensure all contracts and leases remain current.

Monthly contract update reports 12 11 12

Review and update pending and received grants, donations, and volunteer support database on a mid-year and year-end basis.

Reports Reviewed 2 2 2

D-62



Pro jec t Management Team P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete design and permitt ing of the West Beach Splash Playground.

Complete permitt ing for the Thousand Steps beach access renovat ion.

Implement Phase 1 of the Parma Park Sustainable Trai l Plan.

Pursue grant funding for high prior ity park and facil i ty renovat ion projects.

Init iate f inal design of the Ortega Park Master Plan.

Complete the MacKenzie Park Restroom Renovation Project.

Init iate concept design for the Franceschi Park Master Plan and Pavi l ion

Complete prel iminary design of the Dwight Murphy Field Renovat ion Project.

Init iate Phase 1 construction for the Louise Lowry Davis Center Renovat ion Project. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure that 75% of the capital improvement projects are completed within the approved budget.

Percent of capital projects completed on budget 75% 75% 75%

Provide Parks and Recreation Commission with a bi-annual progress report on capital improvement projects.

Number of bi-annual reports provided 2 2 2

Recreat ion P rogram Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement strategic marketing plan to increase use and knowledge of Department's programs, facil i t ies, and service.

Submit at least one market ing project for State or Nat ional Awards.

Streamline staff processes and improve customer service by integrating MUSCO sport f ield l ight ing scheduling, and implementing on-l ine picnic site reservations into the Recreat ion Management System, Perfect-Mind.

Achieve increased web traff ic (at least 50,000) visits to the Cabri l lo Pavil ion microsite at Cabri l loPavi l ion.SantaBarbaraCA.gov to support program part icipat ion and venue rental revenue in f irst ful l year of operat ion after renovat ion.

D-63


Parks and Recreation Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Manage division programs to achieve 75% of measurable and performance objectives.

Percent of objectives achieved 75% 75% 75%

Maintain Recreation Division expenditure recovery at 50% through user fee revenues.

Percent of actual expenditures recovered by user fee revenue 50% 50% 50%

Achieve 75% of program capacity for summer camps and clinics

Summer camp and clinic participants 75% 75% 75%

Achieve 95% "good" to "excellent" survey response ratings for overall customer satisfaction with recreation programs.

Participants overall customer satisfaction "good" to "excellent" 95% 95% 95%

Achieve 95% "good" to "excellent" survey response ratings for overall customer satisfaction with recreation rental facilities.

Customers overall rental satisfaction "good" to "excellent" 95% 95% 95%

Award 95% of the total available number of summer camp and swim lesson scholarships.

Scholarships awarded 95% 95% 95%

Achieve an average open rate of 25% or more for all external Department e-mail communications.

Department external e-mail open rate 25% 27% 25%

Catalogue 15 new photo albums for parks locations and recreation programs in City's digital asset management system.

Number of photo albums created 15 25 15

Achieve 5% growth in social media fan/follower base.

Increase in social media fans/followers 5% 5% 5%

D-64


Parks and Recreation Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Registration in fee-based recreation programs 8,400 8,400 9,000

Registration in free recreation programs 1,550 1,550 1,550

Volunteer hours 20,000 20,000 20,000

Co-sponsorship agreements completed 19 25 24

Internet registrations 4,750 4,750 6,000

Visits to Parks and Recreation Department pages on City website. N/A N/A 180,000

Number of outreach posts 20 20 20

Recreat ion Fac i l i t i es and Spec ia l Events P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop market ing plan and init iat ives to increase Monday through Thursday rentals at the new Cabri l lo Pavi l ion Events Center and mult i-purpose room.



FY 2020 FY 2020 FY 2021

Achieve 92 outdoor wedding ceremony reservations in City parks or beaches.

Wedding ceremony reservations 92 92 95

Work with community organizations to facilitate 125 public special events held in park facilities.

Public special events held in park facilities 125 125 125

Achieve a 34% average occupancy rate for Saturday and Sunday rentals among 22 picnic sites during spring and summer months.

Occupancy rate 34% 34% 34%

Achieve 125 paid event rentals over six hours for Friday, Saturday and Sunday at the Chase Palm Park Center, Casa Las Palmas and Carousel House.

Number of rentals 90 90 125

D-65




FY 2020 FY 2020 FY 2021

Photo and film permits processed for the City 55 55 55

Picnic site rentals 670 670 675

Youth Ac t iv i t i es M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Provide recreational and enriching after-school activities at local elementary schools on all programmable days.

Percentage of days after-school programming is provided 100% 100% 100%

Achieve a daily attendance average of 70% capacity in after-school programs facilitated by City staff.

Program capacity 85% 89% 70%

Achieve a daily attendance average of 70% capacity for summer youth drop-in recreation program.


Achieve an average of 80% program capacity in spring and summer camps facilitated by the Section during school vacation days.


Provide inclusion services support to 100% of participants (duplicated) that meet established eligibility requirements.

Inclusion participants served 100% 100% 100%



FY 2020 FY 2020 FY 2021

Unduplicated youth served in RAP: Recreation After-School programs

357 420 420

Quarterly attendance in free youth supervised skateboarding clinics

450 400 450

New individuals (unduplicated) that received support through the Inclusion Services Program

210 75 75

Annual attendance (duplicated) in programs facilitated for teens and adults with disabilities

350 350 350

D-66



Act ive Adu l t s and C lasses M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Serve 6,000 participants through the Swing, Ballroom, and Contra dance programs.

Participants in Ballroom, Swing, and Contra dance programs 6,000 6,000 6,000

Achieve 40% of program capacity in adult and youth contract classes at Carrillo Recreation Center.


Coordinate 1,200 hours of senior programming at the Louise Lowry Davis Center.

Programming hours 1,200 1,250 1,250

Achieve 24 paid Friday and Saturday night rentals at the Carrillo Recreation Center.

Friday and Saturday Night Rentals 24 30 24

Maintain prime-time occupancy of 50% at the Carrillo Recreation Center and Ballroom.

Prime-time occupancy 50% 60% 50%



FY 2020 FY 2020 FY 2021

Facility reservations processed for the Carrillo Recreation Center 1,600 1,800 1,600

Class participations in adult fee-based classes. N/A 10,000 10,000

Artisans in the Santa Barbara Arts and Crafts Show 175 155 150

Class participations in youth fee-based classes. N/A 1,500 1,500

D-67



Aquat i cs M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain high quality and sanitary public swimming pool facilities resulting in zero mandated pool closures.

Mandated closures by the Santa Barbara County Health Department

0 0 0

Achieve 100% completion rate of 56 certification training hours for new ocean lifeguard employees.

Completion rate for new ocean lifeguards 100% 100% 100%

Achieve 100% completion rate for 48 certification training hours for new pool lifeguard employees.

Completion rate for new pool lifeguards 100% 100% 100%

Achieve 90% of program capacity for youth Learn to Swim lessons offered by the section.


Achieve 90% of program capacity for youth recreational camps and clinics programs offered by the section.




FY 2020 FY 2020 FY 2021

Registrations in fee-based swim lesson programming 425 456 425

Registrations in free swim lesson programming 315 288 315

Participation at Los Baños swimming pool 101,000 101,000 101,100

Pool occupancy at Ortega Park Pool from May through September

92% 75% 90%

Participation at Oak Park wading pool 9,000 9,000 9,000

D-68



Spor ts M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve 75% of program capacity in free youth after-school sports programs.


Achieve 75% of program capacity in fee-based youth sports camps, clinics, and classes.


Achieve 95% of program capacity in adult sports team registrations.


Achieve 100% participation in sports league trainings for new coaches, officials, volunteers, and staff.

Participation in training 100% 100% 100%

Facilitate community use of 7,000 programmable hours at seven City sports fields.

Field hours reserved 6,000 6,000 6,000

Maintain prime-time (5:00pm-9:00pm) occupancy of 50% at Carrillo Street Gym.

Prime-time occupancy 50% 60% 60%



FY 2020 FY 2020 FY 2021

Soccer field reservation hours 2,000 3,000 3,000

Softball and youth baseball field reservation hours 2,000 3,000 3,000

Beach volleyball court reservation hours 2,000 2,400 2,000

Hours of use at SBCC sport facilities 300 300 300

Field use annual bookings processed 1,500 2,000 2,000

Other sports reservation hours on outfield turf 2,000 1,300 1,300

Facility reservations processed for the Carrillo Street Gym 600 650 650

D-69



Tenn i s P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement a recreational, coed summer pickleball league for adult part ic ipants. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve 70% of program capacity in youth camps, classes, and clinics.


Achieve 70% of program capacity in adult classes.


Coordinate and facilitate an annual tennis and pickleball permit program for 375 individuals.

Number of annual permit holders 375 500 450

Collaborate with a minimum of 10 schools, non-profit agencies, and national tennis associations to deliver programming and tennis tournaments.

Number of schools, non-profit agencies and national tennis associations

10 10 10

Inspect and maintain tennis and pickleball courts an average of five times per week.

Court inspections per year 325 325 350



FY 2020 FY 2020 FY 2021

Annual public tennis tournaments 9 9 9

Daily tennis and pickleball permits sold 1,500 1,000 1,000

Annual tennis permits sold 200 150 150

Annual pickleball permits sold 175 350 350

D-70



Ne ighborhood and Out reach Serv i ces P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Ident ify one action item that the Santa Barbara Youth Counci l can address and educate the community through an organized youth Speak Out.



FY 2020 FY 2020 FY 2021

Provide 15 youth-led neighborhood projects, community service opportunities, and/or special events annually.

Number of projects, community service opportunities, and special events.

15 15 15

Serve 400 unduplicated youth with educational, recreational, and cultural programming and activities.

Youth receiving services in all Community Services programs, services and activities

500 500 400

Partner and/or collaborate with a minimum of 20 community organizations to provide needed resources to low and moderate income individuals, seniors, and youth.

Number of partnerships with community organizations 20 20 20

Achieve 80 paid event rentals over six hours for Saturdays and Sundays among four community facilities - Westside, Franklin, Davis and MacKenzie Centers.

Number of rentals 80 80 82

Achieve 90% occupancy of available community garden plots.


Fill 95% of affordable non-profit lease spaces in Neighborhood Community Centers for the delivery of medical and social programs or services.


Facilitate four quarterly neighborhood or community-wide events to provide recreational, educational and cultural activities for the community.

Number of events 4 4 4

D-71




FY 2020 FY 2020 FY 2021

Free meals served by Community Action Commission's Senior Meal program at the Louise Lowry Davis and Franklin Centers

10,000 10,000 8,000

Unduplicated individuals served through food distribution (Farmer’s Market and Food Pantry programs).

1100 1100 1100

Youth and adults mentored, trained, or employed through the Job Apprenticeship Program.

150 150 70

Average daily teen attendance at the Franklin Neighborhood Center

25 25 25

Youth participating in the Santa Barbara Youth Arts Alliance program

40 40 40

C reeks Restora t ion and Water Qua l i ty Improvement P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Secure Creeks Advisory Committee support for the FY 2022 Water Quality Research and Monitor ing Plan.

Produce an annual report summarizing water qual ity samples collected and results for publ ic distr ibut ion.

Complete construct ion of a storm water treatment retrof i t project in a City r ight-of-way.

Init iate construct ion of the Arroyo Burro Open Space Restoration Project - Phase II.

Complete construct ion of a storm water treatment project in Bohnett Park.

Complete prel iminary design plans for a water quality improvement and creek restorat ion project on Arroyo Burro at Palermo Drive.

Complete permitt ing and f inal design plans for a water qual ity improvement and wetland restorat ion project at the Andrée Clark Bird Refuge.

Complete implementation of the Arroyo Honda Restoration Project.

D-72




FY 2020 FY 2020 FY 2021

Maintain 95% response rate to enforcement calls within one working day.

Percent of enforcement calls receiving response within one working day

95% 100% 95%

Perform 95% of creek clean-ups within 48 hours of work order.

Percent of Creek cleanup responses within 48 hours of work order

95% 100% 95%

Conduct at least 20 inspections for the certified Clean Water Business Program.

Number of inspections performed in Clean Water Business Program

20 20 20

Provide watershed education programs to at least 3,000 school-age children in Santa Barbara.

School-age children provided with watershed education programs 3,000 3,000 3,000

Inspect at least 10 large City facilities for compliance with water pollution prevention best management practices.

City facilities inspected 10 10 10

Complete review and comment on 100% of development plans submitted for Tier 3 storm water quality compliance.

Plans reviewed 100% 100% 100%

Complete at least 20 hours of follow-up inspections to ensure storm water treatment measures are properly installed and maintained.

Hours of inspections 20 20 20

Provide public education on storm water impacts and clean water solutions at six community events per year.

Public education provided at community events 6 6 6

Conduct eight community creek stewardship and cleanup projects.

Creek stewardship and clean-up projects 8 8 8

Conduct 90% of scheduled sampling events, including biweekly and quarterly sample collection, special studies, storm monitoring, and logger deployment, at all water quality monitoring sites.

Percent of scheduled water quality monitoring sites sampled 95% 98% 90%

D-73


Parks and Recreation Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Maintain 100% compliance with permit conditions at water quality improvement and restoration project sites.

Percent of scheduled biweekly monitoring and watershed sites sampled

100% 100% 100%

Apply for a minimum of four new grants.

Grants applied for 4 4 4

Sign up at least 75 additional email subscribers for Creeks Division information.

New email subscribers 75 75 75

Increase the number of Creeks Division social media followers by 250.

New social media followers 200 200 250

Inspect at least 20 parking lots (with 25 spaces or more) for compliance with water pollution prevention best management practices.

Parking lots inspected 20 20 20

Inspect/clean 50 miles of City creeks annually.

Miles of City creeks inspected/cleaned 25 25 50

Go l f P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement Capital plan on-t ime and on-budget to improve the infrastructure and playabi l i ty of the golf course while minimizing the impact on customer enjoyment during project construct ion.

Work with management company and restaurant concessionaires to improve communication and coordination for scheduling and increasing the number of tournament rounds and events at Santa Barbara Golf Club.

Implement a year-round schedule of instruct ional programs, tournaments, act ivit ies and community events that help increase paid golf rounds, and the use of the faci l i t ies for golfers and non-golfers throughout the community.

D-74




FY 2020 FY 2020 FY 2021

Grow Greens and Cart Fee Revenue per round to $35.06.

Greens and Cart Fee Revenue / Total Rounds Played $35.06 $34.80 $35.06

Grow paid participation in Golf to 54,636 paid rounds.

Paid rounds of golf 57,000 53,055 54,636

Manage the usage of potable water to best conserve water resources, while maintaining golf course greens in a desirable play condition.

HCF used to maintain Greens 8,567 8,929 8,567

Achieve average customer service score of 90% or better.

Average customer service score 90% 90% 90%

Grow preferred card holder membership to 525 players or greater.

Number of players enrolled in preferred card holder membership 600 500 525



FY 2020 FY 2020 FY 2021

Golf Concessionaire Revenue - Food and Beverage $158,260 $157,496 $159,070

Complete monthly facility inspections of clubhouse and maintenance facilities in compliance with Management Contract

12 12 12

Quantity of "red" liquid pest control materials used in support of the City IPM Program (in gallons)

15 15 15

Quantity of "red" solid pest control materials used in support of the City IPM Program (in pounds)

20 20 20

Maintenance Cost per Round $20.61 $21.95 $21.58

Pa rk Opera t ions Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Implement annual work plan for Parma Park.

Complete the Citywide Integrated Pest Management program annual report and present to Commissions and City Counci l.

Complete annual vegetat ion management work program for open space parks in high f ire areas by June 15, 2021.

D-75




FY 2020 FY 2020 FY 2021

Achieve 85% of Parks Division objectives.

Percent of Division performance measures achieved 85% 92% 85%

Maintain 348 acres of developed parkland at a cost of $13,607 per acre.

Cost to maintain an acre of parkland $13,607 $13,300 $13,300

Maintain 1,227 acres of open space at a cost of $429 per acre.

Cost to maintain an acre of open space $429 $416 $429

Ensure that 90% of public service requests receive a response within five working days.

Response time for public service requests 90% 100% 100%

Ensure that 21,000 Park Ranger premise checks are conducted for parks, facilities and school sites.

Park Ranger premise checks 21,000 21,000 21,000

Complete 10 park volunteer projects.

Number of projects. 10 14 10

Complete monthly waterfront maintenance inspections and reporting.

Inspections per year 12 12 12

Pa rks Grounds and Fac i l i t i es Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Aerate sports f ields to encourage healthy turf at Cabri l lo, Chase Palm, Dwight Murphy, Pershing, and MacKenzie twice per year.

Complete a minimum of two special trainings for staff on hort icultural topics by June 30, 2021.

D-76




FY 2020 FY 2020 FY 2021

Repair or secure 100% of reported safety issues within an average of eight work hours of notification.

Percent of reported safety issues repaired or secured within average of eight work hours of notification

100% 100% 100%

Complete 100% of monthly park and playground safety inspections (504 total).

Park safety inspections completed 504 504 504

Complete 80% of non-safety work orders within five working days.

Non-safety work orders completed 80% 80% 80%

Ensure that 80% of parks grounds inspections meet established park maintenance standards.

Percent of park grounds inspections in compliance 75% 80% 75%

Renovate a minimum of 1,000 square feet of planter bed for reduced pesticide use in support of the City IPM Program.

Square feet of planter bed renovated 1,000 4,000 1,000

Maintain park restroom cleanings an average of two times per day.

Annual park restroom cleanings 750 750 750



FY 2020 FY 2020 FY 2021

Hours spent on Neighborhood Improvement Program 500 150 500

Quantity of "green" pest control materials used in support of the City IPM program in gallons

25.00 15.00 25.00

Quantity of "yellow" pest control materials used in support of the City IPM program in gallons

10.00 1.00 10.00

Quantity of "red" pest control materials used in support of the City IPM program in gallons

0 0 0

Cubic yards of mulch used throughout the parks system to combat weed growth and conserve water

500 800 500

Evaluate monthly water usage and monitor expenditures in accordance with the budget

12 12 12

D-77



Fores t ry P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Priorit ize 50% of trees to be planted in neighborhoods with the fewest trees. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Service 4,400 street trees.

Street trees serviced 4,400 4,420 4,400

Service 1,070 park and facility trees.

Park and facility trees serviced 1,070 1,070 1,070

Complete 93% of service inspections requested within 10 working days.

Service inspection requests completed within 10 working days 93% 96% 93%

Inspect and act on 100% of tree ordinance violations within 30 days.

Percent of ordinance violations acted on within 30 days 100% 100% 100%

Maintain average tree service at a cost of $250.81 per tree.

Service cost per tree $250.81 $250.00 $250.81

Complete 90% of stump removals within 30 days of tree removal.

Percent of stump removals completed within 30 days of tree removal

90% 93% 90%

Plant trees at a rate of 1.5 times the annual average loss of 150 trees.

Number of trees planted 225 225 225



FY 2020 FY 2020 FY 2021

Service inspections 1,050 1,050 1,050

Ordinance violations reported 20 20 20

Cubic yards of mulch produced for City weed deterrent program

450 475 450

Neighborhood Improvement Program events 5 5 5

D-78



Beach Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete Snowy Plover monitor ing surveys in conjunction with every beach grooming and raking cycle.



FY 2020 FY 2020 FY 2021

Groom sand on Leadbetter, West, and East beaches 10 times between May and October.

Beach grooming cycles 10 10 10

Rake beach sand on Leadbetter, West, and East beaches six times between November and April.

Beach rake cycles 6 6 6

Conduct manual cleaning of the perimeter of Mission Creek Lagoon on East Beach an average of two times per week to reduce beach and ocean pollution.

Mission Lagoon perimeter hand-cleanings 110 110 110

Conduct manual cleaning of Sycamore Creek Outfall an average of two times per week to reduce beach and ocean pollution.

Sycamore Creek Outfall hand-cleanings 110 110 110

Remove 100% of beached marine mammals within 48 hours of receiving a report.

Response time for removing beached marine mammals 1 1 1



FY 2020 FY 2020 FY 2021

Beached marine mammals removed 15 15 15

Pounds of beach debris removed 550,000 650,000 550,000

Beach way inspections and cleanings 88 88 88

D-79



Med ians , Parkways and Cont rac ts P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete Sheff ield Open Space Vegetative Fuels Management by June 15, 2021. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure that 75% of medians and parkways meet established park maintenance standards.

Percent pass 75% 80% 75%

Provide median walkthrough inspections with landscape contractor on a monthly basis to ensure conformance to standards and contract specifications.

Inspections 12 12 12

Apply a minimum of 50 yards of mulch to gateway medians to control weeds.

Yards applied 50 14 50

Maintain 549,281 square feet of medians and parkways at a cost of $0.64 per-square foot.

Cost to maintain a square foot of median and parkway $0.64 $0.64 $0.64

D-80


Police Department

Ch ie f ' s S ta f f P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop and implement transparency init iat ive to release information to employees and the community related to community complaints and outcomes of investigat ions.



FY 2020 FY 2020 FY 2021

Achieve 80% of the department program objectives.

Percent of performance objectives 80% 80% 80%

Investigate administrative complaints and complete 80% of the complaint investigations within 120 days of complaint.

Percent of administrative complaint investigations completed in 120 days

80% 67% 71%

Respond to 90% of special requests from City Council members, citizen inquiries and outside agencies within one working day of being assigned.

Percent of requests responded to within one working day 90% 93% 97%

Respond to 90% of City Attorney and Risk Management requests for investigation within one working day.

Percent of requests responded to within one working day 90% 90% 100%

Provide 12 media releases focusing on issues of community interest, efforts to engage youth and non-enforcement related activities of the Police Department.

Media releases involving non-enforcement activities 12 14 15

Investigate formal citizen's complaints and complete 80% of the complaint investigations within 120 days of complaint.

Percent of formal citizen’s complaint investigations completed in 120 days

80% 50% 72%

Increase followers to Santa Barbara Police Department official social media accounts by 750.

Number of followers increased 750 1,000 995

D-81


Police Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Formal citizen complaints 16 2 14

Citizen Pitchess Motions filed 2 2 3

Special requests from City Hall, citizen inquiries, and outside agencies

32 26 32

City Attorney and Risk Management requests 55 40 49

Administrative complaints 10 12 14

Bus iness Of f i ce M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve a 99% accuracy rate in processing employee timesheets.

Percent of timesheets processed error free 99% 99% 99%

Notify 100% of interested parties of vehicles towed for unlicensed driver within 1 business day.

Percent of interested parties notified within 1 business day 100% 100% 100%

Achieve a 99% accuracy rate in preparing and submitting Treasury Receipts

Accuracy rate in preparing and submitting Treasury Receipts 99% 99% 99%



FY 2020 FY 2020 FY 2021

Timesheets processed 6,200 6,200 6,200

Errors reported by Payroll on timesheets 160 64 105

Purchasing transactions processed 1,000 1,085 1,050

Accounts Payable transactions processed 1,700 1,800 1,900

Parking citations issued 86,000 66,700 87,000

Total parking citations paid 68,800 45,500 68,800

Parking citations paid online 35,000 31,130 35,000

Treasury Receipts prepared 650 700 700

D-82


Police Department

Stra teg i c Opera t ions and Personne l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete annual department policy manual update including general orders and approved legal recommendations for command staff approval. Publish and distr ibute electronical ly and maintain tracking of acknowledgments.

Complete annual mileage review of al l department vehicles to ensure uniform usage. Re-distr ibute vehicles as necessary. Review budget al locations to confirm on target for replacements.



FY 2020 FY 2020 FY 2021

Ensure Administrative Services program owners complete 80% of program objectives.

Percent of program objectives completed 80% 80% 80%

Ensure Community Service Liaisons and Volunteers conduct a minimum of 2500 contacts with downtown businesses to address concerns regarding nuisance related issues.

Number of businesses contacted 5,500 300 2,500

Complete 100% of Dance Permit Application Staff Reports at least 8 days prior to the corresponding Police & Fire Commission meetings.

Percent of Dance Permit Application Staff Reports at least 8 days prior to the corresponding Police & Fire Commission meetings.

100% 100% 100%

Process 95% of completed Dance Permit Renewal Applications within three weeks.

Percent of completed Dance Permit Renewal Applications within three weeks.

95% 100% 95%

Complete 95% of Taxi Permit, Pedicab Permit, and Massage Technician Permit investigations within three weeks of receipt of Live Scan results.

Percent of Taxi Permit, Pedicab Permit, and Massage Technician Permit investigations within three weeks of receipt of Live Scan results.

95% 100% 95%

Process 95% of permit renewal investigations (excluding Dance Permits) within three weeks of application.

Percent of permit renewal investigations (excluding Dance Permits) within three weeks of application.

95% 100% 95%

D-83




FY 2020 FY 2020 FY 2021

Community & Media Notifications 250 275 150

Hours donated by Reserve Corps 1,200 1,700 1,600

Hours donated by Volunteer Corps 2,500 3,000 2,500

Number of active chaplains 8 11 7

Dance Permit Application Staff Reports completed 3 3 3

Dance Permit Renewal Applications processed 7 14 6

Security Alarm actions performed 30,000 18,000 23,000

Communi ty and Med ia Re la t ions M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Host Citizen’s Academies.

Citizen’s Academies completed 3 0 2

Restorative Outreach Specialists conduct outreach contacts with homeless persons

Number of outreach contacts with homeless persons. 1,350 1,300 1,375

Host Neighborhood Watch group meetings

Number of meetings 12 6 12

Compete in 1 multi-agency Police Explorer competition

Number of competitions 1 1 1

D-84




FY 2020 FY 2020 FY 2021

BC Cops projects 390 125 325

Homeless persons placed in recovery programs 75 50 61

Public Meetings & Presentations 475 80 282

Homeless persons reunited with family or a stabilized environment with services

70 70 68

Explorer Post Meetings & Events 68 52 69

Explorer Post Volunteer Community Service Hours 2,000 1,112 1,694

PAL Meetings & Events 255 260 294

Spec ia l Events P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop a plan to exert local regulatory control in and around alcohol beverage establishments. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Process 100% of completed Special Events Permit Applications within five working days.

Percent of Special Event Permit Applications processed within five working days

100% 100% 100%

Take corrective action on 96% of vehicle repair requests within three (3) business days.

Percent of vehicle requests responded to within three business days

96% 97% 97%

Process 100% of completed Alcohol Beverage Control Special Events Daily License Applications within three working days.

Percent of Alcohol Beverage Control Special Events Daily License Applications processed within three working days

100% 100% 100%

Provide a written response to 100% of completed Alcohol Beverage Control License Applications within 40 days.

Percent of Alcohol Beverage Control License Applications responded to within 40 days

100% 100% 100%

D-85




FY 2020 FY 2020 FY 2021

Completed Special Events Permit Applications processed 69 70 70

Operations Plans drafted 123 140 120

Vehicle Repair Request 490 360 430

Alcohol Beverage Control Special Event Daily License Applications endorsed

90 96 125

Preventive maintenance vehicle services 300 300 250

Cost of providing Police services for the July 4th Celebration $65,000 $66,615 $65,000

Cost of providing Police services for the Old Spanish Days Celebration

$355,000 $349,044 $360,000

Cost of providing Police services for the Solstice Celebration $36,000 $36,000 $40,000

An ima l Cont ro l M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Respond to 99% of Animal Control calls for service within 24 hours.

Percent of animal control calls receiving a response within 24 hours

99% 100% 98%

Quarantine 80% of identifiable animals involved in bites to humans within 24 hours of notification, excluding weekends.

Percent of animals involved in bites to humans quarantined in 24 hours

80% 88% 75%



FY 2020 FY 2020 FY 2021

Calls for service 2,479 2,256 2,450

Animals involved in bite incidents with humans 143 98 145

Animals impounded/disposed - live, injured or dead 716 724 700

Violations cited 173 80 175

Animals quarantined 140 16 142

Educational presentations 3 4 3

D-86


Police Department

Tra in ing , Recru i tment and We l lness P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Ensure 95% of Sworn/Reserve Police Off icers (excluding approved leaves) meet POST training requirements by December 31 of each even numbered calendar year. (Biennial POST training cycle).

Incorporate Crisis Intervention Training (CIT) into post academy training which equips off icers to deal with individuals in cr isis or l iv ing with mental disabi l i t ies, disease addict ion, implicit bias and cultural responsiveness, policing in a democratic s

Conduct audit of retent ion rate of newly hired employees. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain 95% staffing level of authorized, full-time positions.

Percent maintained of authorized staffing level 95% 95% 95%

Complete 91% of pre-employment personnel background investigations within 60 days of receiving the Personal History Statement.

Percent of backgrounds completed within 60 days 91% 95% 92%

Distribute 12 training bulletin to employees on various law enforcement topics.

Monthly Training Bulletins 16 16 15



FY 2020 FY 2020 FY 2021

Employees Hired 30 36 27

Pre-Employment Background Investigations Completed 115 150 100

Training Days Conducted 42 65 38

D-87


Police Department

Range and Equ ipment M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure 100% active duty officers and reserve officers pass a shooting qualification course each quarter.

Percent of Officers Qualified 100% 100% 100%

Conduct annual inventory of all department firearms excluding SWAT.

Weapon inventories done 1 0 1

Ensure 100% of all department utilized duty weapons are inspected for safety, and maintained as needed each year.

Percent of weapons inspected 100% 100% 100%

Ensure 100% of long rifles are cleaned and maintained each year (25% each quarter).

Percent of long rifles cleaned and maintained 100% 100% 100%

Service the range backstop and lead-trap annually.

Number of range service events performed annually 1 1 1



FY 2020 FY 2020 FY 2021

Officers qualified with primary weapon 538 500 545

Officers demonstrating proficiency with long rifle 135 135 185

Duty pistols inspected 555 555 567

Long rifles cleaned 80 80 80

D-88


Police Department

F ie ld Opera t ions D iv i s ion M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain an average response time at or below 7.0 minutes to all Priority One Emergency calls for service from the time the call is received to the time of arrival.

Average response time to all Priority One Emergency calls for service

7.0 6.0 7.0

Maintain an average response time at or below 14.5 minutes to all Priority Two Emergency calls for service from the time the call is received to the time of arrival.

Average response time to all Priority Two Emergency calls for service

14.5 19.2 14.5

Maintain an average response time at or below 30.0 minutes to all Priority Three Non-Emergency calls for service from the time the call is received to the time of arrival.

Average response time to all Priority Three Non-Emergency calls for service

30.0 40.0 30.0

Maintain an average response time at or below 50.0 minutes to all Priority Four Routine calls for service from the time the call is received to the time of arrival.

Average response time to all Priority Four Routine calls for service 50.0 59.6 50.0



FY 2020 FY 2020 FY 2021

Hours lost due to injuries on the job by all Department employees 7,344 15,724 7,261

Number of injured Department employees resulting in lost time 18 30 24

Number of Officer-initiated enforcements 27,441 22,816 22,700

D-89


Police Department

Tra f f i c M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Maintain the total number of DUI traffic collisions at or below 100% of the most recent three-year average.

DUI traffic collisions 148 150 142

Maintain the total number of injury traffic collisions at or below 100% of the most recent three-year average.

Injury traffic collisions 514 488 466

Maintain the total number of traffic collisions at or below 100% of the most recent three-year average.

Traffic collisions 1,515 912 1,144

Achieve an 80% clearance rate by arrest/warrant/civil or referral for all assigned cases.

Percent of cases cleared 80% 77% 80%

Apply for a minimum of one grant-funded special enforcement traffic program.

Active grants for special traffic enforcement programs 1 1 1



FY 2020 FY 2020 FY 2021

Total traffic citations issued by department 4,760 2,932 4,168

Pedestrian involved traffic collisions 74 86 72

Bicycle involved traffic collisions 101 118 96

D-90


Police Department

St ree t Cr imes Un i t M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Conduct transients camp cleanup details annually

Clean-ups conducted 40 58 40

Maintain uniformed police presence at 100% of City Council meetings

Percent of City Council meetings attended 100% 100% 100%



FY 2020 FY 2020 FY 2021

Criminal Citations 1,843 736 944

Felony Arrests 188 128 141

Misdemeanor Arrests 324 266 260

Investigations 1,909 1,196 1,208

Calls for service for nuisance related crimes within the downtown corridor

3,245 4,556 3,132

Calls for service for nuisance related crimes within the beachfront area

1,408 2,206 1,308

Calls for service for nuisance related crimes within the lower Milpas corridor

808 1,178 758

Calls for service for nuisance related crimes within the upper Milpas corridor

716 1,126 717

D-91


Police Department

Spec ia l En fo rcement Team M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Collaborate with Probation and Parole to conduct coordinated searches for wanted persons.

Coordinated Probation / Parole searches for wanted persons. 2 1 1

Conduct premise checks of ABC licensed businesses in the downtown corridor

Premise checks conducted 150 240 105

Coordinate with ABC and local businesses to conduct Responsible Beverage Service trainings

Responsible beverage service trainings 2 1 1

Conduct quarterly gang awareness Field Operations briefing training

Field Operations gang briefing trainings 4 4 4



FY 2020 FY 2020 FY 2021

Felony arrests by SET 80 146 105

Misdemeanor arrests by SET 225 400 307

Investigative assists by SET N/A N/A 100

Street checks completed by SET N/A N/A 144

Combined Communica t ions Center P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete 911 Phone System upgrade uti l iz ing State 911 funding.

Implement Text to 9-1-1.

D-92


Police Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Answer all 911 calls within an average of 5 seconds or less (State 911 Office and National Fire Protection Association minimum guidelines are to answer 95% of 911 calls within 15 seconds)

Average ring time in seconds 4.71 4.70 4.70

Conduct monthly Mobile Data Computer (MDC) audits.

No. of audits conducted 12 12 12



FY 2020 FY 2020 FY 2021

911 Calls for service received 54,269 55,000 54,800

Emergency Medical Dispatch instructions provided 5,513 5,500 5,500

Priority 1 emergency calls for service 871 900 880

Priority 2 emergency calls for service 21,112 20,950 20,850

Priority 3 non-emergency calls for service 8,768 8,500 8,600

Phone calls from outside lines, excluding 911's 70,972 73,000 71,895

Recordings provided to the Court Discovery 573 600 580

C r im ina l Inves t iga t ions and In te rna l Opera t ions D iv i s i on M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve a 36% clearance rate by arrest, warrant or District Attorney’s Office complaint for all assigned cases.

Percent of cases closed by arrest, warrant or District Attorney complaint

36% 36% 36%

Complete 81% of cases within 90 days following the date assigned to the investigator.

Percent of cases completed within 90 days following the date assigned to investigator

81% 73% 77%

Complete 100% of District Attorney follow-up requests assigned to the Investigative Division

Percentage of follow-up requests completed N/A N/A 100%

D-93




FY 2020 FY 2020 FY 2021

Cases closed by arrest, warrant, or District Attorney complaint 602 770 614

Total cases closed 1,938 2,144 1,974

Narcotic, vice, and human trafficking investigations completed 1,094 1,294 1,289

Asset forfeiture investigations completed 15 12 13

Arrests by Investigative Division personnel 579 432 436

Sex/Arson registrants registered 527 462 490

Completed requests for District Attorney’s Office follow-up by all Police employees

1,246 768 923

Completed requests for District Attorney’s Office follow-up by Investigative division

96 90 90

C r ime Lab M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Process 99% of photographic evidence submitted by Crime Scene Investigators and Detectives within 4 working days.

Percent of photographic evidence processed within 4 working days

99% 100% 99%

Submit 99% of all CAL-ID quality latent fingerprints to Department of Justice within 4 working days.

Percent of CAL-ID latents submitted to DOJ within 4 working days 99% 100% 99%

Ensure 99% of evidence processing requests by investigators and District Attorney’s Office be completed within 4 working days.

Percent of evidence processing requests completed within 4 working days

99% 100% 99%

Ensure that 99% of computer forensic exams are completed within 60 days following the date assigned to examiner.

Percent of computer exams completed within 60 days 99% 100% 100%

D-94




FY 2020 FY 2020 FY 2021

Physical evidence cases processed by lab 44 34 32

Electronic evidence cases processed by lab (i.e. computers, cell phones)

103 144 108

Crime scene responses by lab 13 14 11

Follow-up reports submitted by lab 352 432 313

Latent prints submitted to CAL-ID 438 374 308

Total number of images processed and archived 128,230 128,252 110,430

In fo rmat ion Techno logy/Cr ime Ana lys i s P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Prepare department for Nat ional Incident Based Report ing (NIBRS) compliance by January 2021.

Prepare department for Racial and Ident ity Profi l ing Act (RIPA) compliance by January 2021.

Cont inue expanding and promoting the mult i- jur isdict ional Computer Aided Dispatch/Records Management system by adding addit ional local law enforcement agencies within and around Santa Barbara County.

Cont inue research Mobile Data Computers to refresh equipment end-of- l ive equipment in patrol vehicles and make recommendation to staff pending budget approvals.

Provide cit izen cr ime mapping portal through Accurint Virtual Crime Center program.

Cont inue coordinat ing and planning network infrastructure for the new Police Department bui lding.

Cont inue to expand License Plate Reader (LPR) technology by integrate with Public Works traff ic control systems for crime prevention and investigative purposes.

D-95




FY 2020 FY 2020 FY 2021

Provide system availability for all tier 1 critical systems at a rate exceeding 99% uptime.

Rate of critical system uptime 99% 99.9% 99%

Provide Computer Aided Dispatch (CAD) system availability at a rate of 99% uptime.

Rate of CAD uptime 99% 99.9% 99%

Provide California Law Enforcement Telecommunication (CLETS) system availability at a rate of 99% uptime.

Rate of CLETS uptime 99% 99.9% 99%

Complete 90% of Joint Powers Agreement (JPA) user requests for system access and workstation configurations within 5 working days.


Process 100% of new police department system user accounts within 3 business days.

Percent of accounts processed in 3 days 100% 100% 100%

Respond to 90% of all Police Department vehicle mobile data computer (MDC) and/or Mobile Audio Video (MAV) equipment within ten (10) business days.




FY 2020 FY 2020 FY 2021

Help requests completed 5,200 5,418 5,600

PC Workstations maintained 190 182 190

Mobile Data Computers (MDCs) maintained 53 53 53

Versadex/CAD/RMS help requests completed 500 758 650

JPA workstations maintained 517 532 525

Wireless Access Points Maintained 18 18 18

Servers Maintained (Police Servers = 65, Fire Servers = 2, Joint Powers Agreement JPA = 8)

109 88 107

Mobile computer devices maintained (laptops & smart phones) 170 218 220

D-96


Police Department

Proper ty Room P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Update the current f irearm booking form to include addit ional f ields in order to more accurately enter f irearms into the statewide database.

Obtain the equipment and software required to conduct and inventory audit of al l the evidence stored inside the property room.



FY 2020 FY 2020 FY 2021

Ensure 100% accountability of items received into the property room at all times.

Percent of items accounted for 100% 100% 100%

Dispose of a number of items equivalent to 65% of the items received.

Percent of items disposed 65% 66% 65%

Conduct quarterly audits to ensure accountability.

Property audits 4 4 4



FY 2020 FY 2020 FY 2021

Total items received 16,071 16,638 16,000

Total items disposed 10,454 11,054 10,500

Total transactions to receive, transfer, or dispose 50,867 53,586 50,000

Discovery requests processed 697 590 650

Total in-car mobile video requests 2,753 2,340 2,500

Drug and weapons destruction events 1 0 1

Records Bureau P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Digit ize al l cold case records. There are 84 cold cases that need to be entered into Versadex. This wi l l include gathering information from microfi lm, old RMS and case binders with hard copy records. The goal is to complete a minimum of two cases per quarter.

D-97




FY 2020 FY 2020 FY 2021

Audit and ensure 98% of all in-custody adult and juvenile arrest reports are processed and distributed prior to 10:00 a.m. the following court day.

Percent of in-custody reports processed by 10:00 a.m. the following court day

98% 98% 98%

Ensure 100% of Uniform Crime Report reportable crime reports are entered into Versadex by the 5th day of the following month.

Percent of UCR reportable reports processed by the 5th of the month

76% 67% 76%

Ensure 99% of Uniform Crime Report reports are submitted to the Department of Justice by the 10th weekday of the following month.

Percent of UCR reports submitted by the 10th weekday of the following month

93% 83% 93%

Ensure 100% of juvenile detention information is transmitted to the Department of Corrections by the 10th day of the following month.

Percent of juvenile detention information transmitted to the DOC by the 10th of the month

100% 100% 100%

Ensure 100% of public records requests are responded to within 10 days.

Ensure 100% of public records requests are responded to within 10 days.

100% 100% 100%

Ensure 92% of records related discovery requests from the District Attorney’s Office are fulfilled within three working days.

Percent of discovery requests from the District Attorney’s Office fulfilled within three working days

95% 99% 95%



FY 2020 FY 2020 FY 2021

Officer Reports Processed 15,339 14,790 15,339

Street Checks 3,915 3,296 3,915

Officer Appearance Subpoenas Processed 2,564 2,378 2,564

Fingerprint Services Rendered 2,460 2,174 2,460

Dictated Reports Typed 1,002 0 0

Towed Vehicle Reports Processed 1,745 1,502 1,745

Restraining Orders Processed 886 880 886

District Attorney Rejections Processed 1,393 1,292 1,393

Counter Reports Completed 4,750 5,378 4,750

D-98


Police Department

O t h e r P r o g r a m M e a s u r e s ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Civil Subpoenas Processed 146 148 132

Court Ordered Record Sealings 117 140 146

Pa rk ing En forcement M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Locate vehicles that have five (5) or more unpaid parking citations known as Habitual Offender Parking Enforcement (H.O.P.E.) vehicles.

H.O.P.E. vehicles located 220 118 190



FY 2020 FY 2020 FY 2021

Parking citations issued by the Parking Enforcement Unit 58,303 63,476 65,042

Street sweeping citations issued by the Parking Enforcement Unit 26,000 30,374 27,881

Street storage requests investigated by the Parking Enforcement Unit

4,500 3,534 3,720

Street storage requests found “gone on arrival” (GOA) on initial contact by a Parking Enforcement Officer

1,200 934 975

Street storage vehicles moved after being warned or tagged by a Parking Enforcement Officer

2,250 1,646 1,926

Street storage vehicles cited after being warned or tagged by a Parking Enforcement Officer

100 332 169

Street storage vehicles towed after being warned or tagged by a Parking Enforcement Officer

430 250 329

D-99


Public Works Department


Review department performance objective reports on a quarterly basis and submit a comprehensive mid-year and year-end Performance Plan report to City Administrat ion by due date.

Develop Two-Year Financial Plan for Fiscal Years 2022 and 2023, including al l components of the required budget packet submittal in coordinat ion with department budget staff.

Submit the Annual Street Report to the State Control ler 's Off ice by the submission deadline.

Complete the Indirect Cost Rate Proposal as required by Caltrans for bi l l ing rate approval for reimbursement of indirect costs on Streets Capital projects using federal and state funds.

Execute annual records destruct ion requirements in coordination with the City Clerk's Off ice.

Lead three safety supervisor meetings to ensure the Department conducts appropriate safety training meetings.

Conduct quarter ly training sessions for the Public Works Administrat ive Support staff to increase the Department’s eff ic iency.

Update Department Operating Center (DOC) Operat ing Plan by December 31, 2020.

Conduct semiannual Department Operating Center (DOC) training exercises. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure the Department meets 80% of their program objectives.

Percent of division program objectives achieved 85% 85% 80%

Update the Public Works public webpages to maintain current information.

Webpage updates 70 100 70

Prepare the quarterly budget reviews in coordination with the Finance Department within the required timelines.

Quarterly reviews completed 4 4 4

Conduct a Public Works new employee orientation twice a year to supplement our new employee onboarding program.

Number of Public Works employee orientations 3 3 2

Achieve 80% average satisfaction rating of the workplace value offered by the quarterly training sessions for Public Works administrative support staff.

Percent survey rating by attendees 80% 80% 80%

D-100


Public Works Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Department Council Agenda Reports processed 160 165 160

Department Personnel Action Forms processed 250 270 250

Employee evaluations submitted by the due date 255 255 255

Percent of employee evaluations submitted by due date 85% 85% 85%

City News in Brief Submittals 70 100 70

Public Records requests received and responded to 40 60 40

Hours spent responding to Public Records requests 250 100 250

Complaints received by Public Works Administration 40 12 40

Percent of complaints responded to within 5 working days 85% 85% 85%

Eng ineer ing Serv i ces M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Limit the cost of construction contract change orders in Capital Program projects to less than 5% of the total annual value of construction awarded.

Percent of change order cost 5% 5% 5%

File Notice of Completions (NOCs) within 10 days of acceptance.

Percent of projects for which a Notice of Completion was filed within 10 days of acceptance

100% 50% 100%

Achieve project wrap-up and communication by submitting a Project Completion Memo within 30 days of the release of retention.

Percent on-time Project Completion Memos submitted 100% 50% 80%

Archive projects in a timely manner; within 120 days of project Notice of Completion (NOC).

Percent of projects archived within 120 days from completion date 100% 50% 80%

Achieve at least 75% billable hours for Engineering Division staff working on Capital Projects.

Percent of billable hours for Engineering Division staff working on Capital Projects

75% 75% 75%

D-101


Public Works Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Manage workload to ensure 90% cost recovery of Engineering Services Program through billing capital projects.

Percent of Engineering Services Program costs recovered from capital projects

90% 80% 90%

Limit the cost of all Engineering services to 20% for completed projects greater than $400,000.

Average percentage of engineering services to total project costs 20% 20% 20%

Limit the cost of all engineering services to 35% for completed projects less than $400,000.

Average percentage of engineering services to total project costs 35% 35% 35%



FY 2020 FY 2020 FY 2021

Public Outreach Activities for City Capital Improvement Projects 30 50 30

Percentage of employees receiving professional development 80% 50% 80%

Land Deve lopment P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Perform at least one Municipal Code section update annually. For FY2021, the proposed section is Chapter 22 Environmental Pol icy & Construct ion with an emphasis on street permits, 22.44, and contractor performance.

Update various survey record retention and monument preservat ion best pract ices including: survey resources website and documentation update, form to report missing monuments.

Work with IT Staff to update Hyland OnBase Document Types for Land Development/Real Property and make certain documents readi ly available to the publ ic onl ine.

Coordinate with uti l i t ies on a Small Cel l Facil i ty website.

Draft and coordinate the approval of City Standard Detai ls for post-construct ion SWMP in streets.

D-102


Public Works Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 90% of the BLD case plan checks within the target response duration for Land Development Engineering.

Building permit review timelines met 90% 90% 90%

Ensure that 100% of Development Application Review Team (DART) comments are provided to the Case Planner by the required deadline.

Percent of review deadlines met 100% 100% 100%

Ensure that 90% of Pre-Application Review Team (PRT) comments are provided to the Case Planner by the target date.

Percent of target deadlines met. 90% 100% 90%

Meet 75% of the target response durations for staff review of public improvement plans with an emphasis on quality and coordination.

Public improvement plan review timelines met 90% 50% 75%

Acquire/record easements on Capital projects within 6 months of initial right-of-way appraisal map on 50% of projects.

Real property related tasks completed within 6 months of assignment.

75% 50% 50%

Complete PW inspector as built redlines, coordinate with applicant Civil Engineer, file record drawings in vault, and provide GIS plans to update on 50% of public improvement C-1 cases that receive final inspection during the year.

Complete record drawing process on 50% of cases that receive final inspection during the year.

75% 50% 50%



FY 2020 FY 2020 FY 2021

Public Works permits issued. 2,000 1,600 1,600

Building permit applications reviewed. 1,100 1,000 1,000

PRT and DART submittals reviewed. 50 50 50

Subdivision map applications submitted. 10 6 6

Real Property tasks completed, including acquisitions, abandonments, and encroachment documents recorded.

30 10 10

Active Outdoor Dining Leases. 45 43 45

Street and sewer permits issued that were initiated by the Sewer Lateral Inspection Program.

320 280 320

News rack inventories completed and permit/enforcement cycles completed.

1 1 1

D-103


Public Works Department O t h e r P r o g r a m M e a s u r e s ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Average number of days late that Land Development Engineering was late on BLD case plan reviews.

6 5 5

Public improvement plans approved. 12 6 10

Public Works applications received. 2,000 3,000 2,000

Public Works FINAL inspections completed. 1,000 1,000 1,000

Public Records Requests related to Public Works Land Development.

5 7 5

Roadway Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Perform deep l i f t repair of City streets prior to work being performed by contractor to increase the effect iveness of the contract work.



FY 2020 FY 2020 FY 2021

Respond to 100% of high priority work requests within 14 days of receipt.

Percentage of work requests responded to within 14 days 100% 100% 100%

Repave the equivalent of 100 City blocks using City forces and contractors.

Number of City blocks paved (each block is an average of 500 feet in length x 33 feet in width)

30 125 100



FY 2020 FY 2020 FY 2021

Special event set-ups completed 12 14 12

Staff hours spent on special events, including major and minor events

2,400 2,400 2,400

Work requests from the public completed by Streets Division 800 1,060 800

Amount of asphalt used by City forces and contractor to repair paved streets (tons).

12,000 43,604 36,000

Number of potholes repaired 400 1354 800

Average cost per City block for street paving and mandatory repairs

N/A N/A $19,000

D-104



S idewa lk Ma in tenance M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Replace 32,000 square feet of damaged sidewalk including curb, gutter, and driveway

Square feet of sidewalk replaced specifically by City crews and contractor

12,000 40,000 32,000

Number of access ramps repaired, replaced, or made compliant.

Total number of access ramps 4 148 100

Number of sidewalk trip hazards mitigated by grinding or installing asphalt patches to level uneven sidewalk panels.

Number of repairs made 5,000 6,178 5,000



FY 2020 FY 2020 FY 2021

Number of requests for sidewalk repairs 120 176 120

Number of claims received related to sidewalk trip hazards N/A N/A 16

S to rm Dra in Repa i r & Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Perform patrol pr ior to and during storm events.

Keep Laguna Pump Stat ion at 100% readiness and staffed during storm events. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Inspect and perform cleaning of storm drain inlets during inspection.

Percentage of priority drainage inlets inspected and cleaned to fulfill National Pollutant Discharge Elimination permit requirements.

100% 100% 100%

D-105


Public Works Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Number of linear feet of storm pipe replaced 500 0 500

Significant drainage inlet repair or cleaning 80 342 120

Number of days spent preparing for storm events 20 10 20

Percentage of storm drains in the system inspected prior to storm event

100% 100% 100%

Number of staff hours spent on storm patrol 200 310 200

Gra f f i t i Abatement M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Graffiti calls abated within 3 working days within the public right of way.

Percentage of graffiti calls abated within 3 working days within the public right of way

100% 100% 100%



FY 2020 FY 2020 FY 2021

Square feet of graffiti removed or painted over 200,000 192,980 200,000

Total number of graffiti events 2,000 2,854 2,000

Average cost of graffiti removal per square foot $1 $1 $1

Tra f f i c S ign & Pa in t P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Perform sign condit ion evaluation within two City zones.

D-106




FY 2020 FY 2020 FY 2021

Amount of curb markings repainted.

Linear feet of curb markings repainted 100,000 61,000 100,000

Repaint crosswalks, legends, and pavement arrows.

Number of crosswalks, legends and pavement arrows repainted. 400 N/A 400

Number of signs replaced.

Number of signs replaced (faded, lost reflectivity, damaged, vandalized).

2,000 746 1,000

Amount of long line striping repainted.

Lineal feet of pavement lane restriped 350,000 290,000 300,000



FY 2020 FY 2020 FY 2021

Number of City blocks receiving curb paint maintenance 1000 648 1000

Number of requests for sign maintenance or repair N/A N/A

N/A N/A

50

Tra f f i c S igna l s P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Replace three traff ic signal cabinets for improved reliabil i ty.

Instal l one accessible pedestr ian systems (audible push buttons) for sight- impaired pedestr ians.

Instal l three new battery backup systems to improve traff ic signal rel iabi l i ty.

Refurbish/reconstruct one traff ic signal for long term rel iabi l i ty.

D-107




FY 2020 FY 2020 FY 2021

Complete 99% of scheduled preventative maintenance (PM) work orders on the traffic signal network in accordance with approved preventative maintenance plan.

Percent of scheduled PM completed 99% 80% 99%

Complete 95% of priority 1 work orders (emergency repairs) within 12 hours of notification, 7 days per week.

Percent of emergency work orders completed within 12 hours of notification, 7 days per week

95% 95% 95%

Complete 99% of non-emergency unscheduled work order repairs on the traffic signal network in accordance with approved preventative maintenance plan.

Percent of non-emergency, unscheduled repairs responded to within 24 working hours of notification

99% 99% 99%



FY 2020 FY 2020 FY 2021

Emergency work orders 50 50 50

Unscheduled work orders completed 150 150 150

Average cost of maintenance and operations per device (a device is a traffic signal, pedestrian activated flashers, or digital speed limit sign).

$7,500 $7,500 $7,500

City-owned Traffic Signals operated and maintained 117 117 117

Traffic signals integrated into city's central system 117 117 117

Traffic signals equipped with battery back up systems 31 33 33

City-owned pedestrian-activated flashers owned and operated 27 27 27

Digital speed feedback signs operated and maintained 5 5 5

Electronic devices (traffic signals, flashers, speed signs) maintained per Electronics Technician. The Federal Highway Administration's Traffic Signal Operations and Maintenance Staffing Guidelines lists 30 to 40 devices per technician as being typical.

74.5 74.5 74.5

Proactive (preventative) maintenance work order hours as a percentage of all maintenance work order hours completed

75% 70% 75%

D-108



Tra f f i c Eng ineer ing P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Create an annual crash analysis report for Santa Barbara that wi l l be used to identify locations in need of crash mit igat ion and increased enforcement efforts to improve safety.

Complete speed surveys on 12 streets to support Pol ice enforcement of establ ished speed l imits.

Complete travel t ime studies on three corr idors annually as a tool to assess and improve traff ic signal coordination (Citywide three year rotation, nine corridors total).

Complete annual traff ic count ing effort and post count data to City's MAPS system. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Investigate and determine solution (if any) for 65% of traffic related concerns, complaints and requests within 60 calendar days (for investigations completed this quarter).

Percent of complaints resolved in this quarter within 60 calendar days

65% 65% 65%

Perform review of 95% of temporary traffic control plans within 5 business days.

Percent of temporary traffic control plans reviewed within 5 business days

95% 100% 95%



FY 2020 FY 2020 FY 2021

Traffic concerns reported 200 350 350

Turning Movement and Volume Counts Conducted 100 200 200

Annual number of traffic collisions resulting in injuries and fatalities reported

400 N/A 300

Annual number of pedestrian involved collisions 60 N/A 45

Annual number of bicycle involved collisions 70 N/A 60

Number of traffic collisions that result in severe or fatal injuries 30 N/A 20

Number of vegetation abatement cases resolved 150 N/A 150

D-109



Streets Cap i ta l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete construct ion of HSIP De La Vina & Sola Corridor Lighting Project.

Award construct ion of HSIP West Carri l lo Lighting & Signal Upgrades Project. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Award construction contract for two pavement maintenance projects, funded primarily by Measure C, each fiscal year.

Number of pavement maintenance construction contracts awarded.

N/A N/A 2



FY 2020 FY 2020 FY 2021

Blocks of City Streets that receive asphalt overlay 133 77 100

Blocks of City Streets that receive slurry seal 90 122 125

City PCI for asphalt pavement roads only 60 60 62

City PCI for all roads (as evaluated by the City's Pavement Management System)

60 61 61

Square feet of new City sidewalk infill installed 68,240 5,700 137,500

Installed or refurbished Access Ramps 237 245 200

Active grant funded bridge replacement projects 8 10 7

Total project cost for all active bridge replacement projects $83 M $85 M $58 M

Grant funds utilized in completed capital projects $15 M $16 M $17 M

Percent of grant funds utilized in all completed Streets Capital projects

70% 88% 89%

Grant revenue received for Streets Capital Projects N/A N/A $13 M

Active grant-funded Streets Capital projects N/A N/A 26

Active capital projects in process 30 40 40

Total project cost for all active capital projects $121 M $130 M $130 M

D-110



Street Sweep ing M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Sweep 90% of the established commercial and residential sweeping route annually.

Percentage of curb miles swept 90% 90% 90%



FY 2020 FY 2020 FY 2021

Number of inquiries received from the public related to sweeping 500 34 200

Number of signs replaced or maintained related to sweeping 20 6 20

Number of days Street Sweeping is cancelled due to holidays and weather

12 12 12

Cost of special sweeps, parades, or special events $12,000 $6,100 $12,000

Revenue collected by the Police Department on behalf of Street Sweeping enforcement

$650,000 $679,584 $660,000

Number of Parking Citations issued by the Police Department on behalf of Street Sweeping

20,000 24,000 20,000

Number of calls received from Parking Enforcement for tree trimmings related to "No Parking" signs

200 158 200

Transpor ta t ion P lann ing P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Manage Safe Routes to School Program to provide pedestr ian and bicycle safety education for local schools.

Update CEQA thresholds to comply with SB743.

Revise the Non-residential Growth Management Program (GMP) to include traff ic congestion pol icy standards.

Implement a program to el iminate al l severe and fatal transportat ion-related col l is ions by 2030 (Vision Zero).

Secure grant funds by 2020 to implement al l Bicycle Master Plan Phase 1 projects (Bicycle Master Plan).

Add at least 30 miles of bikeways by 2030 (Bicycle Master Plan 2016).

D-111




FY 2020 FY 2020 FY 2021

Complete 90% of Pre-application Review Team (PRT) and Development Application Review Team (DART) within required deadlines.

Percent of PRT and DART reviews completed prior to the required deadline

90% 90% 90%

Complete 80% of building permit reviews within target timelines.

Percent of building permit reviews within target timelines 80% 80% 80%

Complete 90% of cursory plan checks for design review (ABR/HLC/SFDB) initial applications within the target timelines.

Percent of design review cursory plan checks reviews completed within target timelines

90% 90% 90%

Reduce bicycle collision rates by 25% from 2012 levels by 2020 (Bicycle Master Plan).

Bicycle collision rate reduction from 2012 level 25% 25% 25%

Increase bicycle mode share to 10% of all commuters by 2020 (Bicycle Master Plan).

Commuter bicycle mode share 4.8% 4.8% 4.8%



FY 2020 FY 2020 FY 2021

10-year average of transportation-related fatalities and severe injuries

294 N/A 294

Percent of workers in the City driving alone to work 65.2% N/A 65.2%

Percent of workers in the City commuting by carpool 9.4% N/A 9.4%

Percent of workers in the City commuting by public transportation 5.2% N/A 5.2%

Percent of workers in the City bicycling to work 4.8% N/A 4.8%

Percent of workers in the City walking to work 6.9% N/A 6.9%

Percent of workers in the City working at home 6.9% N/A 6.9%

Total vehicle miles travelled 2 M N/A 2 M

Average vehicle miles travelled per capita per day 26.1 N/A 26.1

Design review cursory plan checks completed 50 175 50

Building permit applications reviewed 450 500 450

Pre applications reviewed 20 20 20

Development applications for Planning Commission and Staff Hearing Officer reviewed

50 50 50

D-112



Employee Work TRIP P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Reassess Work TRIP subsidies for fairness among users.



FY 2020 FY 2020 FY 2021

Number of City employees receiving subsidies for the Amtrak Surfliner

30 15 30

Number of City employees receiving subsidized MTD My Ride passes

100 130 100

Number of City employees receiving subsidized Clean Air Express regional transit service

10 10 10

Number of City employees receiving subsidized Coastal Express regional transit service

10 10 10

Number of City employees enrolled in the City carpool program 40 35 40

Number of employees receiving a subsidized bike tune up 100 100 100

Downtown Park ing P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete Lot 5 pavement repair project.

Implement a 24-hour parking permit program in the Granada Garage and Ortega Garage.

Develop an enforcement strategy to encourage compliance with loading restr ict ions and other Downtown Parking programs as needed.

Br ing recommendations for Parking and Business Improvement Area (PBIA) or parking revenue strategy updates to City Counci l for direct ion.

Complete a comprehensive update of the Downtown Parking website.

Refresh the landscaping on the State Street Plaza.

Develop a strategy for enhanced l ight ing on State Street.

D-113




FY 2020 FY 2020 FY 2021

Ensure that staff is responding to equipment malfunction calls that affect customer entry and exit times within 12 minutes.

Percent of responses to equipment malfunctions that affect entry and exit times made within 12 minutes

95% 95% 95%

Maximize subscribership in the Cota Commuter parking lot in order to maintain 95% vehicle occupancy during peak hours.

Cota Commuter Lot subscribers 380 375 370

Maximize subscribership in the Carrillo Commuter parking lot in order to maintain 40% vehicle occupancy during peak hours.

Carrillo Commuter Lot subscribers 165 125 130

Invoices submitted by the Accounting Assistant for approval by division head within 3 business days of receipt.

Percent of invoices submitted within 3 business days 90% 90% 90%

Complete 100% of monthly facility safety inspections. 15 inspections per month, 45 per quarter, 180 per year

Complete 100% of the scheduled inspections 100% 100% 100%

Percentage of passing secret parker inspections.

Percentage of passing secret parker inspections. 90% 90% 90%

Maintain an average of 210 hours worked by Downtown Parking Ambassadors each week.

Average hours scheduled for Downtown Parking Ambassadors each week.

210 210 210



FY 2020 FY 2020 FY 2021

Vehicle transactions 4.20 M 3.97 M 4.00 M

Paid transactions 2 M 2 M 2 M

Percent of paid transactions paid with a credit card 38% 41% 40%

Active Monthly Parking Permits 800 860 800

Active Commuter Lot Permits 525 490 500

Residential Parking Permits 2,850 2,850 2,850

Percent of visitors to the real-time occupancy webpage that are mobile users

68% 70% 68%

Percentage of paid transactions processed by a Lot Operator vs transactions processed at the ticket column

98% 96% 95%

D-114




FY 2020 FY 2020 FY 2021

Number of Downtown Parking Ambassadors on staff 16 15 16

Total number of Maintenance tasks completed 4,600 3,168 3,000

Bu i ld ing Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Meet quarter ly with each Department to discuss open work orders, future maintenance needs, and any Bui lding Maintenance issues.

Provide in-house Bui lding Maintenance support for Measure C faci l i t ies renewal projects. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 90% of Bldg Maint - Billable work orders within 90 days.

Percent of special request work orders completed within 90 days 90% 90% 90%

Complete 95% of Scheduled Work Orders by the due date.

Percent of preventative maintenance work orders completed by the due date

95% 85% 95%

Complete 90% of Streetlight - Maintenance work orders within 21 calendar days

Percent of Streetlight - Maintenance work orders completed within 21 calendar days

90% 90% 90%



FY 2020 FY 2020 FY 2021

Vandalism work orders 100 80 100

Streetlight work orders 100 140 100

Average days to complete a service call 15 14 16

Average days to complete special projects 45 25 45

Average days to complete streetlight work orders 10 13 10

Streetlight knockdowns 4 16 5

D-115



E lec t ron i c Ma in tenance M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 90% of all non-emergency telcom service calls within 5 working days.

Percent of non-

emergency service calls completed within 5 working days 90% 90% 90%

Complete 90% of all requested moves, adds, and changes to the City's telephone system by requested completion date.

Percent of work orders completed within 5 working days 90% 90% 90%

Complete 95% of preventative maintenance work orders within 30 days.

Percent of maintenance work orders completed within 30 days 95% 90% 95%

Respond to 90% of video surveillance service calls within 5 working days.

Percent of surveillance service calls responded to within 5 working days

90% 50% 90%

Respond to 95% of all high priority and emergency work orders within 24 hours.

Percent of high priority work orders responded to within 24 hours 95% 95% 95%

Respond to 75% of non-emergency radio service calls within 5 working days.

Percent of non-emergency radio calls responded to within 5 working days

75% 80% 75%

Respond to 90% of non-emergency access control service requests within 5 working days.

Access control service requests completed within 5 working days 90% 85% 90%

Complete 95% of cabling requests by requested completion date.

Percent of cabling requests completed by requested date 95% 90% 95%



FY 2020 FY 2020 FY 2021

Preventative maintenance work orders 300 120 120

Non-emergency maintenance service calls 600 530 550

Total number of moves adds and changes performed on City telephone network

250 225 225

Total number of High Priority or Emergency service requests 50 60 50

D-116



Custod ia l Serv i ces P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Provide window-cleaning services to 48 City-owned facil i t ies.

Provide an annual training on green cleaning methods and practices to City Staff. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Provide carpet cleaning and floor work services in City buildings as needed.

Carpet Cleaning/Floor Work services 50 50 50

Respond to 95% of custodial emergencies within 2 hours during normal business hours.

Percent of emergency responses within 2 hours 95% 95% 95%

Complete 100 custodial inspections per year.

Custodial inspections completed 100 100 100

Achieve a cleanliness rating of 80% via inspections by Custodial Supervisor and Lead Custodial Staff.

Cleanliness inspection rating 80% 80% 80%

Achieve an 80% success rating on a semiannual customer satisfaction survey.

Customer satisfaction rating 80% 80% 80%



FY 2020 FY 2020 FY 2021

Special cleaning requests completed 200 200 200

Parks & Recreation cleaning requests completed 175 175 175

Meeting setups completed 500 500 500

Custodial emergency responses 15 15 15

D-117



Env i ronmenta l Compl iance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

SBPD Remediat ion Project: Complete and troubleshoot switch from Thermal Oxidizer System to Carbon Bed Fi lter System. Monitor operat ion and maintenance of Carbon System. Assess contaminant levels to plan for project completion.

Chase Palm Park: Complete Soi l/Groundwater Management Plan, submit for approval, and implement. Fol low guidance from approved Health Risk Assessment and any County direct ives. I f remediation is warranted, develop Remedial Action Plan and work with County on schedul ing out when funds are avai lable in coming years.

Parking Lot 12: Conduct groundwater monitor ing as directed by Regional Water Quality Control Board (RWQCB). Submit monitoring report. RWQCB has required remediat ion. Obtain approval from RWQCB to schedule project out for coming years when funds are available. Offer Feasibi l i ty Study for FY22 with remediat ion for FY23.

601 East Montecito Street: Leaking Underground Fuel Tank (LUFT) Removal and Remediat ion. Recent ly discovered LUFT is mandated by State and County to be removed and contaminat ion remediated. Bid out project, remove LUFT and remediate (excavate as much of contaminated soil/pr imary source as feasible during LUFT removal).



FY 2020 FY 2020 FY 2021

Submit 100% of regulatory reports required for City’s LUFTS and SMUs as required by the California Water Quality Control Board (CWQCB).

Percent LUFT and SMU groundwater monitoring events/reports submitted on time

100% 100% 100%

Meet 100% of required deadlines for site assessment and/or remediation efforts for all City LUFTS and SMUs as imposed by LEA of the CWQCB.

Percent required LUFT and SMU site assessments and remediation efforts completed on time

100% 100% 100%

Respond to 100% of Hazardous Material spills during working hours, after hours, and weekends, within 1 hour of call.

Percent hazardous material spills responded to within one hour of call

100% 100% 100%

Resolve 100% of vector control requests for creeks and the public right-of-way for mosquitoes, bees, mice, and rats within 5 working days.

Percent vector control requests resolved within 5 working days

100% 100% 100%

D-118




FY 2020 FY 2020 FY 2021

Submit 100% of all hazardous waste fees, taxes, permits and manifests, state and county oversight fees, UST permits, fuel tank throughput reports, and related requirements from regulatory agencies on time.

Percent regulatory requirements satisfied on time 100% 100% 100%

Achieve 100% compliance with Business Plan regulations for all City Sites in program including California Environmental Reporting System (CERS) Database submittals/updates, SPCC Plans for Petroleum Storage, Annual Hazardous Material Permits and CUPA Inspe

Percent compliance with Business Plan regulations 100% 100% 100%



FY 2020 FY 2020 FY 2021

Open City LUFT and SMU sites 11 13 14

Rodent Abatement Program cost per rodent $36 $38 $38

Rodents caught in Rodent Abatement Program 475 460 450

Costs for hazardous material/ blood spill cleanups and disposal of illegally dumped hazmat

$18,000 $17,000 $18,000

Fac i l i t i es Cap i ta l P rogram P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Manage the construct ion of the Central Library Lower Level Staff Area.

Complete unplanned Faci l i t ies renewal projects

Manage the construct ion of the Central Library Plaza.

Complete the design of the City Hal l Plumbing and Restroom Upgrades project.

Complete the bid and construct ion of the Carri l lo Gym Minor Renewal project.

Complete the bid and construct ion of the Corporate Yard Buildings Roof and Paint project.

Replace the MacKenzie Adult Bui lding Roof.

Complete the bid and construct ion of the MacKenzie Park Restroom Renovation project.

Complete the bid and construct ion of the Parks Restrooms Minor Renewal project.

D-119



F lee t Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Comply with mandated report ing requirements from various regulatory agencies. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Complete 95% of preventive maintenance services on schedule in accordance with manufacturer’s recommendations.

Percent of preventive maintenance services completed on schedule

96% 96% 95%

Maintain 90% or greater availability for Fire Pumpers.

Percent availability for service 90% 90% 90%

Maintain 95% or greater availability for Police Interceptors.


Maintain 95% or greater availability for 3/4 Ton trucks.


Maintain 95% or greater availability for Backhoe / Loaders.


Maintain 95% or greater availability for Non-emergency sedans.


Complete mandated inspections and certifications annually in the following areas: a) aerial equipment certifications b) youth bus inspections and certifications c) commercial vehicle maintenance and inspection d) mandated smog inspections and certificatio

Percentage of mandated inspections and certifications completed annually

100% 100% 100%



FY 2020 FY 2020 FY 2021

Vehicles in the fleet 482 482 482

Pool vehicle trips 6,500 6,500 6,500

Pool vehicle miles 200,000 200,000 200,000

D-120




FY 2020 FY 2020 FY 2021

Preventive maintenance services performed 1,200 1,200 1,200

Maintenance cost per fire pumper $60,000 $60,000 $60,000

Maintenance cost per Police interceptor $5,500 $5,500 $5,500

Maintenance cost per ¾ ton truck $2,000 $2,000 $2,000

Maintenance cost per backhoe/loader $7,500 $7,500 $7,500

Maintenance cost per non-emergency sedan $1,600 $1,600 $1,600

Average maintenance cost per mile for fire pumpers $4.50 $4.50 $4.50

Average maintenance cost per mile for Police interceptors $0.45 $0.45 $0.45

Average maintenance cost per mile for ¾ ton trucks $0.55 $0.55 $0.55

Average maintenance cost per hour for backhoes and loaders $35 $35 $35

Average maintenance cost per mile for non-emergency sedans $0.25 $0.25 $0.25

Percent of vehicles using alternative fuels in the fleet 37% 37% 37%

Vehicles fueled with Renewable Diesel in the fleet 114 114 114

Compressed natural gas vehicles in the fleet 5 5 5

Hybrid powered vehicles in the fleet 50 50 45

Electric vehicles in the Fleet 14 14 18

Water Supp ly Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Present the annual Water Supply Management Report for the previous year to Counci l for adoption by January 31, 2021.

Part ic ipate in a Direct Potable Reuse Coalit ion led by the National Water Research Inst itute to develop a white paper based on f indings of the City’s Potable Reuse Feasibi l i ty Study.

Part ic ipate in Bureau of Reclamation technical and negotiat ion sessions for a new Cachuma Project Master Water Service Contract and support associated environmental review.

Assist with draft ing a Water Sales Agreement with Montecito Water Distr ict.

Select a vendor for Advanced Metering Infrastructure (AMI) customer portal through the Request For Proposal (RFP) process.

Part ic ipate in the development of new State water conservation standards init iated by AB 1668 and SB 606 through task force meetings, pi lot studies, and writ ten comments.

Commence the development of an Enhanced Urban Water Management Plan using an integrated water resources planning approach that meets California Water Code requirements and the Urban Water Management Plan due date, and is consistent with One Water pr inciples.

D-121




FY 2020 FY 2020 FY 2021

Offer water education to local students through in-class presentations, assemblies, field trips, tours, and events.

Number of students reached 1,300 1,300 1,300

Offer water conservation classes and workshops for homeowners and landscape professionals.

Number of participants 300 80 200

Track digital outreach efforts in City publications (Water Resources e-newsletter, CNIB articles, new customer e-newsletters etc.).

E-newsletter read rate 32% 32% 32%



FY 2020 FY 2020 FY 2021

Plans reviewed for conformance with Landscape Design Standards for Water Conservation

150 150 150

Plans reviewed for conformance with individual water metering requirements

100 100 100

Free Water Checkup appointments conducted 1,400 1,300 1,200

Residential gallons per capita per day (GPCD) target annually

N/A N/A 72

Desa l ina t ion Fac i l i ty P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete construct ion phase for the repair of the Desal Plant intake pipel ine transit ion f i t t ing.

Complete 90% design for the on-site maintenance bui lding.

D-122




FY 2020 FY 2020 FY 2021

Promote public education of the City's water supply portfolio and the role of desalinated water via tours of the Charles E. Meyer Desalination Plant.

Number of tours conducted 10 16 10

Ensure timely administration of contract obligations by reviewing 100% of quarterly performance guarantees with IDE Americas.

Performance guarantees reviewed 100% 100% 100%

Prepare and transmit 100% of monthly water orders according to the DBO contract terms to ensure reliable delivery of drinking water.

Number of water orders completed per contract terms 12 14 12



FY 2020 FY 2020 FY 2021

Acre feet (AF) of water produced 3,125 3,125 3,125

Chemical cost per AF $66 $80 $80

Kilowatt Hour (kWh) per AF 4,500 4,900 4,900

Number of Excused Deliveries due to Uncontrollable Events 9 16 12

G ib ra l ta r Dam P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Assist with repairs on dam spi l lway.

Conduct bathymetric survey to continue tracking the diminishing capacity of the reservoir.

Complete survey of sept ic system to Gibraltar Dam caretaker's residence.

Scope and design the replacement of the reservoir that suppl ies water to the dam caretaker's residence.

D-123




FY 2020 FY 2020 FY 2021

Repair and restore closed roadways within three days.

Days to repair and restore closed roadways. 3 3 3

Log and report daily observation readings 200/220 reporting days.

Daily readings reported (days). 200 200 200

Ensure a bi-monthly inspection of the Gibraltar Dam and Reservoir by City engineering.

Bi-monthly inspections. 6 6 6

Recyc led Water P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Scope isolat ion valve replacement needs for remaining valves in Phase 1 of the recycled water system.



FY 2020 FY 2020 FY 2021

Perform 100% of site inspections for all active recycled water users, up for renewal, to ensure compliance with Title 22 regulations.

Percent of Site Inspections. 100% 100% 100%

Perform maintenance on recycled water fill stations.

Number of recycled water fill stations with maintenance needs. 12 12 12

Exercise 118 valves (100%) in the recycled water distribution system, annually.

Number of valves exercised. N/A N/A 118

Exercise 12 recycled water fill station shut-off valves (100%), annually.

Number of shut-off valves exercised. N/A N/A 12

D-124



Water Treatment P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Transit ion to Maintenance Connection computerized maintenance management system (CMMS) software.



FY 2020 FY 2020 FY 2021

Maintain 100% compliance with California Division of Drinking Water (DDW) Primary Water Quality Regulations.

Rate of compliance with state drinking water quality regulations 100% 100% 100%

Perform 100% of preventative maintenance in accordance with the annual preventative maintenance plan at the Cater Water Treatment Plant and Ortega Groundwater Treatment Plant.

Percentage of preventative maintenance completed 100% 100% 100%



FY 2020 FY 2020 FY 2021

Million gallons (MG) of water treated (Cater) 4,500 4,500 4,500

Cost per million gallons (Cater) $950 $850 $850

Chemical cost per million gallons (Cater) $200 $130 $180

Unscheduled work orders 150 100 100

Percent of work orders that were emergency 3% 3% 3%

Million gallons (MG) of water treated (Ortega Groundwater Treatment Plant)

180 95 95

Megawatt hours per year produced from hydroelectric plant 1,000 1,600 1,000

Water D i s t r ibu t ion P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Redevelop f lushing program to incorporate valve exercising, f i re hydrant maintenance and new No Des equipment for unidirect ional f lushing method.

Assist with rehabil i tat ion of Tunnel Pump Stat ion and Reservoir.

Assist with construct ing FY20 A and B water main replacement projects.

Assist with designing FY21 A and B water main replacement projects.

Provide water main design and construct ion support for City bridge replacement projects.

D-125




FY 2020 FY 2020 FY 2021

Exercise 4,450 valves (60%) in the Water Distribution system annually.

Number of valves exercised. 4,450 4,450 4,450

Respond to all reported customer concerns related to Water Distribution within one working day.

Percent of field responses in one working day. 100% 100% 100%

Distribute 100% of work requests from the public to Water, Wastewater, and Streets within one working day.

Percent of work requests created for various groups. 100% 100% 100%

Repair water main breaks within 12 hours, 90% of the time.

Percent of water main breaks repaired. 70% 70% 90%

Replace all remaining meters to be Advanced Metering Infrastructure (AMI) compatible.

Number of remaining meters to be AMI compatible. N/A N/A 1,581

Unidirectionally flush 60 miles of water main, annually.

Number of miles of water main flushed. N/A N/A 60

Perform preventative maintenance on Pressure Reducing Valves (PRV) in the water distribution system.

Percent of preventative maintenance performed on PRV's. N/A N/A 30%



FY 2020 FY 2020 FY 2021

Number of calls dispatched to Water Distribution Customer Service Rep

750 750 750

Number of calls dispatched to Wastewater section 200 200 200

Meter Read ing P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Assist with bi l l ing system software upgrades.

Begin system-wide Advanced Metering Infrastructure (AMI) implementat ion project.

Finish GPS inventory of water meter locations.

D-126




FY 2020 FY 2020 FY 2021

Respond to 100% of disconnect, start and stop service orders within one working day.

Percent of service calls responded to within one working day. 100% 100% 100%

Ensure 98% of meters are read accurately on first visit.

Percent of meters read accurately on first visit. 98% 99% 98%

Read 100% of water meters according to an approved monthly schedule.

Percent of meters read each month according to schedule. 100% 100% 100%



FY 2020 FY 2020 FY 2021

Meters read annually. 324,000 324,000 324,000

Meters read per month per meter reader. 5,400 5,400 5,400

Number of meters turned off for non-payment within one working day.

1,500 1,500 1,500

Number of zero-consumption meters inspected. 500 500 500

Number of meter reads verified. 6,000 6,000 6,000

Number of meter maintenance issues reported. 3,000 1,700 1,700

Number of High Usage Notification Door Hangers left for customers.

3,000 3,000 3,000

Number of Commercial Customer Door Hangers for non-payment left.

150 100 100

Number of temporary fire hydrant meters read. N/A N/A 120

Water Cap i ta l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Ensure that 80% of the performance measures for the Water System Sect ion are met.

Award a design contract for Fiscal Year 2022 Water Main replacement by June 2021.

Achieve substant ial complet ion of Tunnel Pump Station Improvements by June 2021.

Award a contract for the Advanced Metering Infrastructure (AMI) Project by June 2021.

Award a prel iminary design contract for Vic Trace Reservoir Improvements by June 2021.

Scope prel iminary design for the Cater Contact Basin Improvements by June 2021.

D-127




FY 2020 FY 2020 FY 2021

On a ten year rolling average, replace six miles of water mains per Council's adopted goal.

Miles of water mains replaced 6.0 6.0 6.0

Water Resources Labora tory P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop a method to accurately track analyst "bench t ime" using the newly instal led Laboratory Information Management Systems (LIMS) funct ions. Have method in-use by December 31, 2020

Update and implement the Pretreatment Program's local l imits to regulate pol lutants of concern from Industr ial Users. Have updated local l imits approved and adopted by both the Regional Quality Control Board and the City Counci l by the end of FY21.



FY 2020 FY 2020 FY 2021

Produce valid data from 99.9% of completed analyses.

Percent of tests with valid data 99.9% 99.9% 99.9%

Inspect all Industrial Users and other permitees as required by Pretreatment Regulations.

Pretreatment inspections 26 26 26

Submit all NPDES and Division of Drinking Water reports electronically and on time.

Percentage of reports submitted on time 100% 100% 100%



FY 2020 FY 2020 FY 2021

All drinking water, wastewater, pretreatment, Harbor, creek and special samples received

16,500 16,500 16,500

Analyses performed 48,000 40,000 40,000

Permits issued or renewed (IU, GW and temporary) 12 12 12

Active IWP permits 30 25 25

Pretreatment sampling events (IU, GW and temporary) 65 40 40

Water quality inquiries received by laboratory staff 60 80 75

D-128



Wastewater Co l l ec t ion M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Limit the number of overflows in the wastewater collection system to no more than 6.

Overflows in the collection system 8 4 6

Make 500 site inspections of Food Service Establishments for Fats, Oils and Grease Program compliance.

Number of FSE inspections made. 450 500 500

Clean scheduled pipes prior to due date pursuant to the assigned cleaning program at the mandated frequency.

Percentage of pipes cleaned by the due date 80% 95% 90%



FY 2020 FY 2020 FY 2021

Percent of sewer system (252.3 miles) cleaned by percent of sewer main geographic miles; cumulative by quarter. Each main is only counted once during the period.

60.0% 70.0% 70.0%

Actual total footage recorded as miles cleaned each FY quarter. Includes multiple pipe cleaning and unscheduled events

225.00 250.00 250.00

Miles of pipeline inspected and coded to PACP standards using Closed Circuit Television equipment (by both City and Contractor)

30.0 20.0 30.0

For Sanitary Sewer Overflow (SSO’s) events, the spill volume (in gallons) reaching surface waters not recovered from waters of the state.

0 20 0

Labor hours with responding to private lateral sewer discharge (PLSD)

N/A N/A $150

Sewer La te ra l Inspec t ion P rogram P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Part ic ipate in six publ ic outreach events over the year.

D-129




FY 2020 FY 2020 FY 2021

Assist the SLIP participants with renewal of 250 lateral connections.

Number of sewer lateral connections renewed (replaced or rehabilitated)

N/A N/A 250

Sewer Lateral Inspection Program (SLIP) staff to coordinate with other Division staff members to complete all submitted SLIP 1 video inspection packages. SLIP staff to review and submit requirements within 10 calendar days after receipt of package.

Percent of permit cases reviewed within 10 calendar days N/A N/A 100%



FY 2020 FY 2020 FY 2021

Average number of active sewer lateral inspection program cases N/A N/A 1000

Number of extensions granted for SLIP case to property owners N/A N/A 100

Phone conversations with current SLIP participants N/A N/A 150

Wastewater Treatment P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Maintain compliance with the NPDES and APCD permit l imits during the Digester Cleaning & Dome Replacement Project.

Complete the Manhole Rehabil i tat ion Project.

Complete a two phase repair for the tert iary piping. Phase One wil l be temporary repairs to the piping to get us through the summer and to f inish f inal design for Phase Two. Phase Two wil l consist of replacing and reconfiguring the piping schematic.



FY 2020 FY 2020 FY 2021

Achieve 99.9% compliance with wastewater discharge limits as listed in the NPDES permit issued by Regional Water Quality Control Board.

Percent of samples in compliance with NPDES permit limits 99.9% 99.9% 99.9%

Achieve 100% compliance with local air emissions standards as specified in the Santa Barbara Air Pollution Control District (SBAPCD) permit requirements.

Percent of air samples in compliance with SBAPCD permit requirements

100% 100% 100%

D-130




FY 2020 FY 2020 FY 2021

Achieve 99.9% compliance with discharge limits for recycled water as listed in the Water Reclamation Discharge permit issued by the Regional Water Quality Control Board.

Percent of samples in compliance with Water Reclamation Discharge Standards

100% 100% 100%

Completed wrench time hours as a percentage of total available craft hours for maintenance personnel.

Percentage of wrench time hours completed 75% 75% 75%

Proactive maintenance work order hours as a percentage of all maintenance work order hours completed.

Percentage of proactive maintenance hours 80% 80% 80%



FY 2020 FY 2020 FY 2021

Millions of Gallons of Wastewater treated 2,300.0 2,300.0 2,300.0

Average cost per million gallons treated $3,300 $3,300 $3,300

Chemical cost per million gallons treated (non-recycle water) $210 $210 $210

Million gallons of recycle water distributed 330 330 330

Chemical cost per million gallons of recycle water distributed $270 $270 $300

Tons of Carbonaceous Biochemical Oxygen Demand (CBOD) treated

2,600 2,600 2,600

Average cost per ton of CBOD treated $3,000 $3,000 $3,000

Biosolids chemical, hauling, and composting cost per dry ton $295 $350 $350

Gallons of Fats, Oils and Grease (FOG) received at FOG Facility

775,000 800,000 800,000

Percent of power provided by cogeneration 70% 55% 55%

Wastewater Cap i ta l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete construct ion of 2.56 miles of Sewer Main Rehabil i tat ion/Replacement/Spot Repairs in Fiscal Year 2021.

Complete 100% design for the El Estero Water Resource Center Electr ical Upgrades Project.

Complete 100% design and begin construction for Braemar Lif t Stat ion.

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Sustainabil ity & Resil ience Department

So l id Waste P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Part ic ipate in a County-wide capacity and needs assessment with the Community Environmental Counci l (CEC) to establ ish a County-wide Food Rescue Network, as a major goal of the County’s Food Action Plan.

Execute a 4 month pilot program to implement an EcoAmbassador program for Large Residential (5+ Unit) properties to divert foodscraps from landfi l l disposal.

Develop Clean SB web page that encompasses programs and services related to keeping the City clean, making it easy for residents to access information in one location.



FY 2020 FY 2020 FY 2021

Divert from landfill disposal, a minimum of 3,300 tons of source-separated food scraps on an annual basis, based on increased enrollment of regulated facilities.

Tons of Source-Separated Food Scraps 3,300 3,300 3,300

Refurbish, and/or replace 110 public trash and recycling containers throughout the City as set forth in the Public Container Master Plan.

Number of public trash and recycling containers refurbished and/or replaced.

110 120 120

Achieve and maintain a 75% waste diversion rate in City Facilities by June 30, 2020.

Waste Diversion rate at City Facilities 75% 75% 75%

Increase the number of scheduled bulky item pick-ups to decrease illegal dumping.

Number of Bulky Item Pick-Ups conducted 5,460 6,400 6,400

Enroll at least 90% of regulated subject facilities in either yellow bin foodscraps or green bin greenwaste programs to achieve compliance with California State Law AB-1826, Mandatory Organics Recycling.

Percentage of regulated facilities enrolled N/A N/A 90%

Enroll at least 90% of regulated facilities in blue bin recycling program to achieve compliance with California State Law AB-341, Mandatory Commercial Recycling.

Percentage of regulated facilities enrolled N/A N/A 90%

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M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Complete 90% of Building Permit reviews by the target workflow due date.

Percent of building permit reviews completed within the allotted time

N/A N/A 90%

Complete 90% of Design Review Permit reviews by the target workflow due date.

Percent of design reviews completed within the allotted time N/A N/A 90%



FY 2020 FY 2020 FY 2021

Tons of solid waste disposed of at Tajiguas Landfill 100,000 110,000 110,000

Tons of mixed recyclables diverted from the Tajiguas Landfill (franchise only)

20,000 18,000 18,000

Mixed recyclables diverted from Tajiguas Landfill as a percentage of trash (franchise only)

33% 30% 30%

Tons of greenwaste diverted from the Tajiguas Landfill (franchise only)

14,000 16,000 16,000

Greenwaste diverted from Tajiguas Landfill as a percentage of trash disposed (franchise only)

28% 29% 29%

Tons of foodscraps diverted from Tajiguas Landfill 3,300 3,400 3,400

Pounds of household hazardous waste collected at the City ABOP and UCSB facility (less electronic waste)

325,000 346,000 346,000

Pounds of electronics waste collected at In-City collection 100,000 112,000 112,000

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Energy Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Complete the instal lat ion of a solar array at the Granada Garage.

Develop an updated Municipal Green Building Pol icy with support ing checkl ist and guidel ines.

Prepare a Draft Cl imate Action Plan

Develop a community-facing Energy and Climate website.

Develop an Electr ic Vehicle Charging Stat ion Master Plan. M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve $30K in annual energy savings from conservation efforts.

Annual savings from energy conservation efforts $30,000 $35,000 $30,000

Increase of Renewable Energy in City's Power Mix by 5% annually (1.4 Million kWh) subject to available funding.

Percentage of renewable energy in the City's portfolio 5% 1% 5%

Host five community events regarding the City's Climate Action Plan update.

Number of community events hosted N/A N/A 3



FY 2020 FY 2020 FY 2021

Grant funding applications submitted 2 2 2

Renewable Energy Generated by City Facilities 5 M 4.75 M 5 M

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Waterfront Department

Admin i s t ra t i ve Suppor t and Communi ty Re la t ions P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Review and revise Captain's Declarations used for Cruise Ship Program. Research industry standards and technology advancements to guide increase in environmental compliance requirements.



FY 2020 FY 2020 FY 2021

Ensure 85% of Department program objectives are achieved.

Percent of department performance objectives achieved 85% 85% 85%

Communicate harbor news and information with boating public through DockLines newsletter.

Number of newsletters published by deadline 3 3 3

Share Waterfront news, updates, and events with community.

Number of City News in Brief articles submitted 12 12 16

Ensure Waterfront staff are prepared to respond to public and/or staff emergency needs.

Percentage of Waterfront permanent staff and Parking Lead staff who are CPR certified

80% 90% 80%

Support Waterfront businesses and encourage visitation by coordinating and supporting public events.

City-sponsored events coordinated 8 8 8



FY 2020 FY 2020 FY 2021

Film shoots processed 20 20 20

Cruise ship passengers served 40,000 40,000 45,000

Harbor Commission meetings held 9 9 9

Merchant Associations meetings attended 7 7 7

Media contacts (responded to or made) 25 25 25

Department press releases issued 8 8 8

Presentations to other agencies conducted 2 2 2

Inter-Agency meetings attended (Local, State, and Federal) 20 34 20

Professional organization meetings and events attended N/A N/A 6

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Water f ront P roper ty Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Develop and ref ine a market ing campaign and budget for Wharf and Harbor Merchants that maximizes exposure of Wharf and Harbor both locally and regional ly.



FY 2020 FY 2020 FY 2021

Support tenants’ sales through department funded marketing and promotions.

Total marketing expenditures $66,000 $65,000 $80,000

Renew 95% of Business Activities Permits (BAPs) by September 1, 2020.

Percent of BAPs renewed by September 1 95% 94% 94%

Collect 95% of base rents by due date in lease.

Percent of base rents collected 95% 97% 95%

Maintain accurate sales reporting by auditing 25% of percentage rent leases annually.

Percentage rent leases audited 25% 25% 25%



FY 2020 FY 2020 FY 2021

Business Activity Permits managed 60 70 70

Business Activity Permits renewed by September 1 60 67 65

Lease contracts managed 64 61 61

Monitor number of pedestrians entering Stearns Wharf via thermal imaging system and provide data to Wharf Merchants Association.

800,000 790,000 795,000

Tenant contacts regarding sustainability issues 175 195 190

Water f ront F inanc ia l Management P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Provide systems maintenance and operational upkeep of new Total Marina Management software program in an effort to provide better customer service and more eff icient bi l l ing and f inancial management of the Waterfront.

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Waterfront Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Encourage slipholders and tenants to sign up for e-statements and alternative payment mechanisms to improve staff efficiency, cost savings, and waste generation.

Percent of total billing accounts utilizing alternative payment methods

40% 48% 50%

Ensure that 99% of business office cash drawers are balanced daily.

Percentage of cash drawers balanced daily 99% 99% 99%



FY 2020 FY 2020 FY 2021

Percent of total statements sent as e-statements 25% 25% 32%

Water f ront Park ing Serv i ces M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Ensure annual parking permit revenue of at least $500,000.

Total permit revenue $575,000 $517,330 $575,000

Maintain an annual operating expense of not more than 40% of revenue collected.

Operating expense as a percentage of revenue collected 40% 33% 40%

Return 95% of customer phone calls within the first 24 hours.

Percent of phone calls returned within 24 hours 95% 95% 95%

Respond to parking equipment maintenance issues within 30 minutes of notification in order to effectively serve the public.

Percent of maintenance issues responded to within 30 minutes 95% 95% 95%

Maintain a high standard of customer service by holding at least one Waterfront Parking staff training meeting each quarter.

Number of trainings held 4 4 4

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Waterfront Department O t h e r P r o g r a m M e a s u r e s


FY 2020 FY 2020 FY 2021

Accuracy rate of cash drawers 99.0% 99.0% 99.0%

Wharf entry tickets distributed 250,000 277,388 270,000

Harbor entry tickets distributed 150,000 167,524 155,000

Boat trailer entry tickets distributed 9,700 9,926 9,700

Self-pay lot transactions 275,000 286,680 275,000

Number of collection fee notices issued in self-pay lots 7,000 6,956 7,000

Number of special events supported 200 200 170

Harbor Pat ro l P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Survey sl ip permittees via Docklines Newsletter to help assess safety and security of marinas and related facil i t ies. Quantify and categorize results, and develop prior ity plans for addressing outstanding issues.



FY 2020 FY 2020 FY 2021

Respond to 96% of in-harbor emergencies within 5 minutes.

Percent of five-minute response times 96% 96% 96%

Achieve an average of 80 training hours per Harbor Patrol Officer, including all required Risk Management Safety Training.

Average training hours per officer 80 80 80

Enhance public relations by conducting a minimum of 35 class tours, media interviews, or other public relations.

Number of class tours or public relations events and contacts. 45 25 25

Perform 2500 motor patrols of Waterfront district.

Motor patrols 2,800 2,500 2,500

Perform 3200 foot patrols throughout Waterfront.

Foot patrols 3,200 3,200 3,200

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Waterfront Department M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1 ( c o n t i n u e d )


FY 2020 FY 2020 FY 2021

Perform 1600 boat patrols in Waterfront jurisdiction.

Boat patrols 1,800 1,600 1,600

Coordinate joint-agency response drills in the harbor.

Joint agency drills conducted. 4 4 4



FY 2020 FY 2020 FY 2021

Calls for service 2,000 2,000 2,000

Emergency responses inside of harbor (tows not included) 100 120 120

Emergency responses outside of harbor (tows not included) 100 100 100

Emergency vessel tows 80 100 100

Non-emergency (courtesy) vessel tows 300 250 200

Marine sanitation device inspections 750 750 750

Enforcement contacts 2,500 2,250 2,250

Arrests 160 160 160

Parking citations 700 700 700

Medical emergency responses 150 150 150

Fire Service emergency responses 6 6 6

Marine mammal rescues 15 10 10

Bird rescues 30 5 5

Hours lost due to injury 410 410 410

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Mar ina Management M e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Process 96% of slip trades, transfers, live-aboard permits or wait-list assignments within 10 working days of application completion or notice of acceptance (wait-list, live-aboard permits).

Percent of trades, permits and assignments processed within ten days

96% 96% 90%

Process 96% of visitor slip assignments within 30 minutes of vessel arrival at the harbor.

Percent of visitor slip assignments processed within 30 minutes 96% 96% 96%

Disseminate information on clean marina practices to boaters in Santa Barbara Harbor via articles in department newsletter, DockLines.

Number of clean marina articles shared 2 3 3

Prepare an annual Marina Fee Survey for the fiscal year budget cycle, which includes Santa Barbara Harbor and other California marinas between Santa Cruz and Oceanside.

Prepare an annual Marina Fee Survey for the fiscal year budget cycle, which includes Santa Barbara Harbor and other California marinas between Santa Cruz and Oceanside.

1 1 1



FY 2020 FY 2020 FY 2021

Trades, transfers, permits or assignments processed 175 175 175

Visitor occupancy days per year 15,000 15,000 15,000

Vessels aground or sunk in East Beach anchorage 4 8 5

Cost to dispose of vessels grounded on East Beach $10,000 $10,000 $10,000

West Beach permits issued 55 55 55

Catamaran permits issued 40 40 40

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Water f ront Fac i l i t i es Des ign and Cap i ta l P rogram P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Prepare evaluation of Ice House, develop replacement or renovation alternatives and construct improvements.

Design upgrades to Video Management system for the Harbor and Stearns Wharf. Apply for DHS grants and instal l system components as funds become avai lable.



FY 2020 FY 2020 FY 2021

Complete 80% of minor capital projects under $100,000 according to the approved budget.

Percent of minor capital projects completed on schedule 80% 80% 80%

Complete 80% of minor capital projects that are constructed under $100,000 according to the approved budget.

Percent of minor capital projects within budget 80% 80% 80%

Achieve 100% compliance with permit conditions of approval pertaining to project development, environmental monitoring, and maintenance activities.

Percent of compliance with permit conditions. 100% 100% 100%



FY 2020 FY 2020 FY 2021

Total estimated value of major capital projects planned for fiscal year.

$2 M $2 M $2 M

Total number of minor and major capital projects under active planning, design, and permitting.

24 24 24

Water f ront Fac i l i t i es Ma in tenance P r o j e c t O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1

Replace 10 marina f ingers on Marina 4.

Update inventory of Stearns Wharf heavy t imber.

D-141

A n n u a l P e r f o r m a n c e P l a n f o rF i s c a l Y e a r 2 0 2 1

Waterfront DepartmentM e a s u r a b l e O b j e c t i v e s f o r F i s c a l Y e a r 2 0 2 1


FY 2020 FY 2020 FY 2021

Achieve 85% of in-service days for the Harbor Patrol fleet through preventative maintenance and services.

Percent of in-service days for Harbor Patrol fleet (PB1, PB2 and PB3)

85% 85% 85%

Achieve 90% of in-service days for the Ice House through facility upgrades and preventative maintenance.

Percent of in-service days for Ice House 90% 90% 90%

Inspect a minimum of 500 wooden piles per year on Stearns Wharf.

Number of wooden piles inspected. 500 519 500

Complete an average of 24 training hours per staff member.

Average number of training hours per staff member. 24 24 24

Install 10 fiberglass pile jackets under the commercial buildings on Stearns Wharf.

Install 10 fiberglass pile jackets under the commercial buildings on Stearns Wharf

10 10 10



FY 2020 FY 2020 FY 2021

Work orders/tasks completed 2,000 2,000 2,000

Track labor and materials for inspection, repair, and maintenance of Ice House

$60,000 $60,000 $60,000

Labor hours of preventative maintenance tasks 2,500 1,200 2,500

Track labor and materials for inspection, repair, and maintenance of Stearns Wharf sewer ejector pods

$25,000 $25,000 $25,000

Track replacement costs for Stearns Wharf epoxy piles $9,700 $8,000 $9,700

Labor cost for vessel maintenance $55,000 $55,000 $55,000

Labor hours for holiday and special events 1,400 1,400 1,400

Track labor hours of wooden finger replacement in Marinas 2 - 4 500 500 500

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